Peter Herzum

From Zachman to IT Success:Third Generation IT Approaches

Peter HerzumPresident, Herzum Software

All approaches are wrong…

All approaches are wrong: some are usefulPeter Herzum

(Original saying by Deming was“All models are wrong, some are useful”)

Trends in EA Approaches

Early Focus

Classification ofdeliverables

Inventories

Semi-formal diagrams EA documents Technical / Application

Managing Applications /Data

Code, IDE, Middleware

IT in isolation

Present-day Focus

Portfolios Blueprints Complex deliverables

EA Tools and Repositories Business and IT Managing IT

Assets, Risk & Leverage IT as integral to the

business

Paradigm Shift

First Generation – Emergence of EA frameworks (concepts + formalisms)– Zachman (original 1987/89)– RM/ODP– EAP– TAFIM– TOGAF 1.0– COSM Enterprise v1.0 - 2000– E2AF

Second Generation – EA approaches (managing EA)– Zachman (as expanded upon through 2006)– COSM Enterprise v2.0 - 2001– BOST– TOGAF 8.1

Third Generation – IT approaches (managing IT as/for business)– COSM Enterprise v3.0 - 2005

Fourth Generation – Enterprise approaches (managing business, includingits relationship with IT)– COSM Enterprise 3.0 addresses this in part already

E.g.: which deliverables could beused for architecture (notemplates, no process)

Process, templates, tools,organization for EA

Process,templates, tools,organization forenterprise IT

Process, templates, tools,organization for theenterprise (including IT)

For More Information…

www.herzumsoftware.comwww.cosmonline.com

COSM

www.zifa.orgZachman Framework

www.opengroup.org/architectureTOGAF

www.proact-ea.comProact (BOST)

www.whitehouse.gov/omb/egov/a-1-fea.htmlFEAF

www.enterprise-architecture.infoE2AF

jitc.fhu.disa.mil/jitc_dri/pdfs/dodaf_v1v1.pdfjitc.fhu.disa.mil/jitc_dri/pdfs/dodaf_v1v2.pdfc4i.omg.org

DODAF

URLApproach

Chronology of EA Approaches

RM/ODP (92)

Sowa & Zachman (89)

EAP (93)

Zachman (87)

TOGAF 1.0 (95)

C4ISR (96/97)

BOST (2002)

FEAF (2001)

COSM Enterprise 1.0 (2000)

Bohr (99)

TAFIM (94)

E2AF (2002)

COSM Enterprise 2.0 (2001)

Note: time scale is not linear

DODAF 1.5 (2007)

DODAF 1.0 (2003/04)

COSM Enterprise 3.0 (2005)

COSMEnterprise4.0 (2008?)

EA Conceptualframework EA Approach

IT Approach(with enterpriseelements)

EnterpriseApproach

1987 1997 2000 2002 2004 2006 2008

TOGAF 8.1 (2006)

Peter Herzum

First Generation Approaches:EA Frameworks

Provided simple frameworks (basic concepts, terminology,classification schemes) for EA– Static classifications, “traditional” deliverables, “traditional” dimensions

(applications, data, networks)

Did not provide how to “do” EA: no “EA Processes”, no “EAtemplates”

Focus on EA: EA as “the objective”, not “mean to an end” No larger context, for example did not

– Address direct relationship IT Strategy / EA– Address other disciplines, such as Portfolio or IT Management– Identify flow from Business/IT Strategy to individual projects– Recognize importance IT processes, transitioning, evolutionary nature

of IT

Not grounded on state-of-the-art architectural thinking– For example, no focus on Interoperability Architecture or Service

Oriented Architectures– No understanding of different nature of “architecture” at application

and enterprise level

Zachman Framework

Framework for Information Systems Architecture Originally published in IBM Systems Journal

– John Zachman (1987, Vol. 26, No. 3)– John Sowa & John Zachman (1989, Vol. 31, No. 3)

Supported/evolved by Zachman Institute for FrameworkAdvancement (ZIFA)– John Zachman & Samuel Holcman

Original: Matrix that classifies subjects and models– Six viewpoints on architectures (rows)– Six architectures (columns)– Cells contained “traditional” structured analysis/design models

Today: 3-Dimensional (hexagonal cylinder)– All architectures related within a viewpoint– Viewpoints relate to those above and below– Cells contain object, BPM, business, traditional & other model

Zachman Framework - Original Zachman Framework – Today

Recognition that EA is aboutrelationships among as wellas classification of primitives

Reflects experience with EAmetadata management

Cells metamodels defined,but not available free topublic

Inter-cell relationships andtransformations defined

Modernized primitive modelsextend original “structured”

Second Generation Approaches:EA Approaches

Still focus on managing Enterprise Architecture– Introduced or clarified iterative nature of EA work– Began moving beyond traditional models & viewpoints

Include more than just a Framework, for example– EA processes and template, examples, best practices– Organizational guidance– Governance guidance (varies by approach)– Meta model for storage/management of deliverables– Deliverables to develop for different viewpoints

Still approaches of this generation tend to:– Emphasize classification or process, not both– Suggest deliverables, but with limited detail, strong focus on

architecture, little approach on context

Include approaches only focused on business (but not onbusiness relationship with IT)

TOGAF

The Open Group Architecture Framework

Originally published in 1995– Based on Technical Architecture Framework for Information

Management (TAFIM) from DOD

Supported and evolved by The Open Group– Industry consortium – vendor/technology neutral

Original: addressed Technology Architecture only Today: 4 interrelated Architectures

– Business Architecture– Data Architecture

– Application Architecture

– Technology Architecture

Peter Herzum

TOGAF Architecture Development Method

Main ADM cycle describes allmajor phases, from EAProgram inception todelivery

Details for each phase varyquite widely– Technology well covered– Change Mgmt offers little

ADM is the 4 traditionalarchitectures with programmanagement support

Prime example of 2nd

generation EA Approach– “How to manage EA”

COSM Enterprise EA Maturity Model

Classification Blueprinting OptimizationInception

•No formal EA team or budget•Projects operate as independent silos•IT not viewed as a business partner•Technology drives EA processes•Technology drives applications•Integration costs ignored•No direct support for project synergies•Ad-hoc IT strategy•Simple application / integration models•Application inventory “portfolio”•Technical “block diagram” frameworks

•EA team defined - independent budget from project teams•EA team contributes to selected / pilot projects•EA deliverables through collection and classification•Functional architecture start to rationalize / drive applications•Shared technical infrastructure introduced & piloted•Frameworks like Zachman used to classify deliverables•High-risk, ineffective enterprise programs due to lack ofproper architectural and governance support•Detailed portfolios for applications, projects, technology, data•Functional domain / capability model to rationalize portfolio•Technical domain model rationalizes infrastructure

Integration

•IT is a strategic business partner•EA is strategic advisor to business•EA reports to business strategic planning•EA institutionalized in governance•Enterprise Repository functions asinformational CMDB and IT BI•“Well-structured” integration architecture•Alignment of data, application,information, technology integration•Ability to retire, purchase, outsourcesystems within reference architecture

•EA organized as program & pervasive across organization•Program Management Office established for strategic initiatives•Projects seek proactive coordination from EA team•Functional Architecture shapes services / components•Basic governance processes – key gates defined / controlled by EA•Enterprise Repository integrates modeling tools, manages code tablesand other enterprise metadata•Reference Architecture published and used in governance•Business deliverables driving IT and EA strategy•Detailed normalized blueprints, dependencies recognized•Portfolio Model organized according to reference architecture•Data management & business modeling deliverables related to other EAand business activities

•EA drivesbusiness strategicplanning efforts•Holistic approachcorporate wide•Deep integrationof business & IT•Process &architecturecontinuouslyoptimized•Revamped appand technicalportfolios ofservices &components

•Organization•Process•Deliverables

2001

Comparison on Characteristics

55552315CorporateSuitability

53010000Run-timeElements

42020005Content (pre-built models)

43304055Tool Support

54010005Templates

55434224Viewpoints

44033034Process

53223244Deliverables

55513535Framework

COSM 3.0COSM 1.0ZachmanTOGAFFEAFE2AFDODAFBOST

Comparison from COSM Perspective

31000000IT Operations

32000000IT Support42010000IT Organization

42031011IT Processes

55140103FactoryArchitecture

55333143FunctionalArchitecture

43030000ProgramManagement

43333135BusinessArchitecture

44142130EA Management

42100104IT Strategy,Planning/Mgmt

41200104BusinessStrategy/Mgmt

COSM 3.0COSM 1.0ZachmanTOGAFFEAFE2AFDODAFBOST

Six interpretations of Enterprise Architecture

EA is being used in the industry… For business transformation

– …Business architecture, not IT architecture

For alignment of business and IT– Manage IT for the Business

To support IT Management– Application & IT portfolio normalization– Identifying project synergies– Reducing project costs & time-to-market– Manage IT as a Business

To provide enterprise-level context to individual projects– Deliver applications better, faster, cheaper

To support IT operations– IT inventory & asset management, ITSM/ITIL

To support IT Integration

Over time, enterprises evolve to encompass several of theabove

Comparison to 6 Interpretations of EA

54000000Enterprise-level ProjectContext

32000000IT Operations

31000025BusinessTransformation

54032132IT Integration /Interoperability

50022000Manage IT

52134145IT/BusinessAlignment

COSM3.0

COSM1.0

Zachman

TOGAFFEAFE2AFDODAFBOST

Peter Herzum

Third Generation Approaches:IT Approaches

Address managing IT as a business, for the business (not only“Enterprise Architecture”) -> focus on IT– Includes Enterprise Architecture, but as a mean to an end

Address business strategy/operations, not only businessarchitecture– Including IT strategy/management –IT as a subset of business like any

other division

Introduced aspects previously not seen as “EA”– IT processes– IT support infrastructure and applications– Program management– Reuse of assets by projects– Portfolio management– IT and business operations

Approaches of this generation also:– Integrate what and how for EA– Provide enough detail to implement deliverables in practice and correctly

store/relate deliverables in EA repositories– Specify deliverables/processes that are maturity-level sensitive

Fourth Generation Approaches:Enterprise Approaches

Address managing business, including managing IT as anintegral part of the business (like any other part)– Unifying business and IT

Business theories have existed for many years, for example– Business Strategy, Business Process Management, Business

Reengineering, Financial Planning

…but without properly account for IT. Only now we seecomprehensive business/IT theory and practices appearing

Will integrate / address aspects like– From business strategy to business operations– Real-time enterprise– “ERP4IT”– Integration of (business) management disciplines

…(can an approach covering this be created?)

COSM 3.0: The Third Generation Approach

Widely-used IT approach– Evolved and optimized project after project, enterprise after

enterprise, in 15 years of successes– Enterprises world-wide leverage COSM to fast-start their projects

and cost-effectively address IT challenges

To our knowledge, COSM is ONLY approach scalingfrom small projects to management of large ITportfolios– Boardroom to code™

Today available in two offerings:– COSM Project : Project-level approach– COSM Enterprise : Enterprise-level approach -> Manage IT as a

Business, for the Business™Covers IT Strategy, Enterprise Architecture, ProgramManagement, Portfolio Management, Integration, and …

Projects and Contexts in COSM

ConstructionRequirements ArchitectureDevelopment Test Release

Vision Strategy Business Plan ….. Processes OrganizationBusiness Evolution

Transform Merger Acquisition. . .Business Planning Business Operations

S O F T W A R E S U P P L Y C H A I N

TransitionMigration IntegrationDeployment

OperationEvolution SupportMaintenance

ElaborationInception RetirementPhase OutFactory SetupLaunch

Construction

COSM Project

Best-in-class, scalable, agileapproach providing “what andhow” to manage, architect,develop, test, release, maintain,evolve – and possibly outsource,integrate, buy, migrate, andeven retire application

First component-basedapproach. Applied and maturedsince 1992

Adopted by small teams, largecorporations, several softwareproduct vendors

Applied to manufacturing, telco,supply chain management, CRM,insurance, finance, banking,transportation, HR, and evenreal-time embedded systems

COSM Project :Deliverable Summary Overview

Peter Herzum

COSM Project :Example characteristics

Enterprise-perspective to individualprograms/projects: strategic input, businessarchitecture, reference architecture, …

Enterprise-perspective alsoincludes reuse of existingapplications, components,services, technologies

Project-perspective:management, requirements,architect, test, release,organize, support individualprojects

Component-perspectiveallows maximum iteration,parallel development,outsourcing, build-by-assembly

Software Factory-perspective

Program-perspective:cross-projects, acrosssoftware supply chain

COSM Enterprise, v3.0

COSM Enterprise: applied and evolved since 1999 Today, the third generation enterprise-level approach Covers IT Strategy, Enterprise Architecture, and creating an active

link from Business Strategy down to day-to-day IT Management andindividual projects

Supports enterprises looking for ways of aligning business and IT,reduce their IT costs, rationalize their IT portfolio, manage IT as abusiness, and more

Includes enterprise-level principles, best practices, blueprintingapproaches, architectural and IT governance processes, businessmodeling, enterprise-level patterns, portfolio managementtechniques, enterprise-level technical infrastructures and bus, andmore

Enables corporations to effectively acquire, outsource, integrate,connect, develop, modify, operate, and retire the elements of an ITPortfolio while progressively aligning to your IT Strategy andEnterprise Architecture

COSM Enterprise: Deliverables Map(Enterprise Architecture Focus)

Deliverables Map: Next level of detail (Enterprise Architecture Focus)

Addressing the IT Challenges

• Aging, un maintainable applications• Applications redundancy• High rates of project failures• Widening gaps needs versus software• Heterogeneous, conflicting technologies• IT spending increasing, diminishingreturns

• IT driven by business needs. Business/IT aligned• Simplified, integrated application portfolio• Buy/build/outsource within Reference Architecture& IT governance• IT Modernization• Agile IT, software factories• Reduction of IT spending• Manage IT as a business, for the business™

• IT Strategy• Portfolio Management• Program Management• Enterprise Architecture• Transformation Management• Organizational Transition• …• Technologies and tools…

• IT increasing business risks• Explosion of IT spending•Proliferation of applications/technologies• Explosion of ad-hoc integrationsolutions. “Legacy EAI”.•…

Unmanaged Evolution

To-BePlanning

Transition …..Managed Transformation“As-Is” Inventory

Peter Herzum

IT Objectives: a few examples

Align business and IT:– “line of sight”, balanced scorecards, deliver on SLAs

Support specific business initiatives:– “360 view of customer”

Assure regulatory compliance:– Sarbanes-Oxley, privacy, …

Reduce costs and complexity of IT:– Reduce complexity 30%, downsize from 900 to 500 applications, transform

from 70/30 maintenance/ development to 40/60

Improve agility and adaptability:– 3 month delivery cycles

Resolve IT pain points or support IT initiatives:– Interoperability, portfolio simplification

Improving IT governance & IT (generically)– Part of continuous improvement– EA as management tool (for executives): dashboards– Common description of IT (for vendors, consultants, …)– Create strong delivery of IT services

Risk management and crisis prevention:– Detect trends, build “memory”

IT Objectives: a few examples

Align business and IT:– “line of sight”, balanced scorecards, deliver on SLAs

Support specific business initiatives:– “360 view of customer”

Assure regulatory compliance:– Sarbanes-Oxley, privacy, …

Reduce costs and complexity of IT:– Reduce complexity 30%, downsize from 900 to 500 applications, transform

from 70/30 maintenance/ development to 40/60

Improve agility and adaptability:– 3 month delivery cycles

Resolve IT pain points or support IT initiatives:– Interoperability, portfolio simplification

Improving IT governance & IT (generically)– Part of continuous improvement– EA as management tool (for executives): dashboards– Common description of IT (for vendors, consultants, …)– Create strong delivery of IT services

Risk management and crisis prevention:– Detect trends, build “memory”

IT-Focused Objectives

Business-FocusedObjectives

COSM IT Maturity Phases

Project Program IT forBusinessInitial IT as

Business

Maturity Models:From Enterprise to Enterprise Architecture

Managed Financial AdaptiveInitialStrategy-focused

organization

Project Program IT forBusinessInitial IT as

Business

Classify Blueprint OptimizeInitial Integrate

Enterprise

IT

Enterprise Architecture

COSM Enterprise:IT Maturity Phases (simplified)

Project Program IT 4 BIZInitial

• Ad-hoc management of IT projects,programs, and overall IT• Individual IT organizations takeautonomous decisions. “Centers ofpower”•Budgeting through collection•No direct support for projectsynergies•Ad-hoc IT strategy (if exist)

• Repeatable, efficient, agile, context-specific projectdevelopment and management processes• Repeatable, efficient, agile, context-specificapplication management processes: IT acrosssoftware supply chain• Pre-defined application architectures• Use of project specific software factories• Basic project/application portfolio managementprocesses• Project scorecards: ability to relate projects tobusiness scorecards

IT as BIZ

SEE LATER

• Program Management Office established for strategic initiatives.• Portfolio Management organized according to referencearchitecture• Repeatable, efficient, agile, context-specific program-levelprocesses for launch, management, tracking, delivering• Pre-defined program architectures, including integration, migration,• Use of program-level software factories• Program scorecards, ability to related programs to businessscorecards

SEE LATER

Manage IT as a Business, for the Business™

Peter Herzum

Manage IT as a Business

By combining IT disciplines with businessdisciplines applied to IT…– Software Engineering– Software Architecture– IT Architecture– Software Factories– Software Supply Chain Management– IT Strategy Planning– IT Budgeting & IT Financial Management– IT Reporting/Dashboards– IT Program Management– Portfolio Management– …

it is possible to significant reduce ITcosts, manage IT based on structure,make financially sound IT decisions…

IT architecture supports managing IT asa business

Managing IT as a business…

…refers to the ability to Explicitly drive strategic and operational IT decisions (such as which IT

projects should be funded, which software should be acquired, whichapplications should be retired…) based on facts and metrics

Make financially, managerially, architecturally sound decisions on largeand small IT initiatives, programs, and individual projects

Identify application redundancies or potential projects synergies Successfully and reliably launch, size, plan, organize, architect, monitor,

and report on IT projects and IT programs Transparently provide IT and business executives with aggregated

information and KPIs about IT

…It also correspond to a specific philosophy of how the ITOrganization should act:

As an internal service organization, having processes, tools, andstructure to manage, prioritize, report according to the demands of thebusiness

Manage IT for the Business

By applying and adapting toIT several businessdisciplines…– Balanced Scorecards– Business Architecture– Business Process Management– Strategy Planning– Business Budgeting– Reporting/Dashboards– Program Management– …

it is possible to align businessand IT

Enterprise Architecturesupports Managing IT for theBusiness

Managing IT for the business…

…refers to the ability to Explicitly align IT activities to business drivers Make the whole IT organization act as a business partner and key

enabler of business success Make sure IT budget is spent ONLY on things that are either

required to keep the business running, or on activities explicitlycontributing to business advantage

Provide IT and business executives with aggregated information andKPIs about how IT is impacting business advantage

…It also correspond to the IT Organization becoming astrategic partner of the business, and a key contributorto innovation and ultimately to business success

Manage IT as a Business, for the Business™

High performing companies need today toManage IT as a Business, for the Business™

Thank You