The book is intended to be a document summarising why and how to build an Enterprise Architecture. It attempts to answer a few of the common questions related to Enterprise Architecture (EA) and SOA. What are the issues? What is EA? Why should an organization consider EA? How to build the Enterprise Architecture and document it. What are the roadblocks, politics, governance, process and design method? How to measure the value deliverd by EA and its maturity and and how to select an Enterprise Architect? An innovative EA Framework, the associated metamodel and generic Enterprise Reference Maps (templates) for the business process, applications and infrastructure layers are proposed. The framework looks like a content page showing the chapters of a book or, in this case, the components of the Enterprise Architecture without actually describing them but showing how they fit into the whole. The book then identifies and summarises Best Practices in the Enterprise Architecture and SOA development, EA patterns, IT Architecture templates, the integration to the mundane solution architecture, delivery checklists… Available here: http://www.trafford.com/Bookstore/BookDetail.aspx?BookId=SKU-000152541 http://www.amazon.com/Enterprise-Architecture-Development-Framework-Practices/dp/1412086655

1. An Enterprise Architecture
Development Framework
The Enterprise Reference Maps, Single Page Architecture, Metamodel
SOA Design, Business Case and Strategic Planning for your Enterprise
3 rd Edition
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Adrian Grigoriu

2. practicing architecture for a very long time
© Copyright 2005-2009 by Adrian Grigoriu
The copyright for any material created by the author is reserved. No part of this publication
may be reproduced or transmitted in any form or by any means, electronic, mechanical,
including photocopying, recording, or by any information storage and retrieval system,
except in case of reviews, without the express written permission of the author.
3rd Edition, November 2008
Note for Librarians: A cataloguing record for this book is available from Library and
Archives Canada at www.collectionscanada.ca/amicus/index-e.html.
ISBN 1-4120-8665-5
Printed in Victoria, BC, Canada
10 9 8 7 6 5 4 3 2 1
ii

3. “I enjoyed reading this book. It was as if Grigoriu had laid out all the business and
IT elements that make up an enterprise on a table and then played around until he
could fit them all together into a single cube – an ingenious effort at puzzle
solving…
I would happily recommend this book to anyone who is already an experienced
enterprise architect. This book is an excellent “graduate review” that will force you
to think through lots of issues and consider how you might address them in your
own architecture.
I would also recommend this book to someone who was interested in the issues
involved in building a business case for an Enterprise Architecture effort – the
sections on benefits and costs are excellent and comprehensive –
and I’d also recommend this book to someone who wanted to learn more about
how to classify stakeholders. The section on strategy and stakeholders is
outstanding”.
For the previous edition, Paul Harmon, the Executive Editor of Business Process
Trends (www.bptrends.com), a recognized BPM analyst and consultant and the
author of Business Process Change.

5. CONTENTS AT A GLANCE
1. EA PROVIDES A COMPETITIVE EDGE TO THE ENTERPRISE......................................4
2. THE PROBLEM AND DRIVERS FOR CHANGE.............................................................7
3. EA PATTERNS AND SINGLE PAGE ARCHITECTURE................................................15
4. THE FFLV FRAMEWORK AND NAVIGATION .............................................................21
5. THE ENTERPRISE WIDE IT ARCHITECTURE ............................................................34
6. SERVICE ORIENTED ARCHITECTURE - SOA .............................................................39
7. THE EA DEVELOPMENT PROCESS AND BEST PRACTICES ....................................53
8. AN EA DESIGN EXERCISE .......................................................................................64
9. FRAMEWORK USE CASES FOR M&A, OUTSOURCING. ITIL......................................66
10. THE EA GOVERNANCE, PROGRAM AND THE ARCHITECT ROLE...........................75
11. EA MATURITY, VALUE AND SELL...........................................................................89
12. EA ROADBLOCKS, CULTURE AND POLITICS.........................................................95
13. EA STATE, FUTURE OUTLOOK AND THE VIRTUAL ENTERPRISE.........................114
REFERENCES............................................................................................................117
ACRONYMS...............................................................................................................119
INDEX........................................................................................................................126
1

6. TABLE OF CONTENTS
1. EA PROVIDES A COMPETITIVE EDGE TO THE ENTERPRISE......................................4
2. THE PROBLEM AND DRIVERS FOR CHANGE.............................................................7
3. EA PATTERNS AND SINGLE PAGE ARCHITECTURE................................................15
4. THE FFLV FRAMEWORK AND NAVIGATION .............................................................21
5. THE ENTERPRISE WIDE IT ARCHITECTURE ............................................................34
6. SERVICE ORIENTED ARCHITECTURE - SOA.............................................................39
7. THE EA DEVELOPMENT PROCESS AND BEST PRACTICES ....................................53
8. AN EA DESIGN EXERCISE .......................................................................................64
9. FRAMEWORK USE CASES FOR M&A, OUTSOURCING. ITIL......................................66
10. THE EA GOVERNANCE, PROGRAM AND THE ARCHITECT ROLE...........................75
11. EA MATURITY, VALUE AND SELL...........................................................................89
12. EA ROADBLOCKS, CULTURE AND POLITICS.........................................................95
13. EA STATE, FUTURE OUTLOOK AND THE VIRTUAL ENTERPRISE.........................114
REFERENCES............................................................................................................117
ACRONYMS...............................................................................................................119
INDEX........................................................................................................................126
2

7. LIST OF FIGURES
FIGURE 11 -1 – EA PATTERNS: NODES AND LINES AT EACH LAYER...........................17
FIGURE 11 -2 - A HEALTH INSURANCE SINGLE PAGE ARCHITECTURE- IT TEMPLATE
19
FIGURE 12 -3 - THE FUNCTION-FLOW-LAYER-VIEW (FFLV) EA FRAMEWORK..............22
FIGURE 12 -4 - THE 3 EA FRAMEWORK DIMENSIONS: FUNCTION. FLOW, LAYER/VIEW
23
FIGURE 12 -5 - THE ENTERPRISE FRAMEWORK TREE.................................................24
FIGURE 12 -6 - KEY FFLV VIEWS, BUSINESS REFERENCE MAP & SINGLE PAGE EA 25
FIGURE 12 -7 - THE FFLV FRAMEWORK NAVIGATION CUBE FROM MENU BAR...........27
FIGURE 12 -8 - THE FFLV FRAMEWORK NAVIGATION CUBE WITH SIDE MENUS..........28
FIGURE 12 -9 – THE BASIC EA NAVIGATION SCREEN..................................................29
FIGURE 12 -10 - FFLV FRAMEWORK MAPPING TO ZACHMAN......................................31
FIGURE 12 -11 - A COMPARISON BETWEEN DODAF AND FFLV....................................32
FIGURE 13 -12 - BUSINESS DRIVERS AND IT PRIORITIES IN SUMMARY.......................36
FIGURE 13 -13 – DEVELOPMENTS AT IT APPLICATION LAYER ...................................37
FIGURE 14 -14 – THE AS-IS SINGLE PAGE EA OF AN ENTERPRISE..............................50
FIGURE 14 -15 – THE SOA DESIGN SOLUTION FOR THE TARGET EA...........................50
FIGURE 18 -16 - A SAMPLE CUSTOMER'S INTERACTION NAVIGATION SCENARIO .....70
FIGURE 19 -17 - EA GOVERNANCE................................................................................76
FIGURE 19 -18 - THE EA PROGRAM ORGANIZATION....................................................78
FIGURE 19 -19 - EA SITE ORGANIZATION......................................................................79
3

8. Ch a pt er 2
1. EA provide s a c o mp etitive e d g e to the Enterpri s e
Due to the growing complexity of technology, the daily increase in the amount of
information and the ever fastening pace of change and competition, the very
existence of many Enterprises will be challenged in the next few years. Ray
Kurzweil states that every ten years the rate of change doubles; in the next
hundred years we may experience the same amount of change as in the past
20,000 years .
i
Historically, companies built products, deployed services and structured the
organization rapidly in response to market demand and new regulations. This was
achieved through point solutions, patching and silo organizations, all at the
expense of an increasing complexity of a “spaghetti” like architecture, fostering
duplication in functions, data, platforms, processes and projects. The unnecessary
complexity slows down business change, the decision making process and fosters
longer time to market which ultimately increases the costs of operations.
At today’s pace of change, to conquer the soaring complexity, to deliver faster and
better and be sustainable the Enterprise has to be:
A. Streamlined: simplified to minimize unjustified variety, reduce unnecessary
complexity, remove silos and improve focus
B. Aligned: technology (IT) and people (organization) resources aligned to
business processes and strategy to achieve the firm objectives
C. Agile: modular, layered, standardized, technology independent, built out of
services, quickly to adapt to change
D. Built to last: strategically planned according to business and technology
4

9. Chapter 2: EA provides a competitive edge to the Enterprise
trends and vision
E. Documented: a blueprint to document the current and target architecture to
enhance comprehension and management of its performance.
To repair a car, the mechanic has to know its blueprint and, based on it, its
operation. To design a car or improve it the firm needs to understand where
technologies and markets go. The mechanic has to become a planner, a marketing
man, a business man. Same with the Enterprise Architect.
An EA will integrate in a single effort many fragmented or loose coupled Enterprise
developments such as SOA, IT Architecture, Application Integration (EAI), ITIL
efforts and many independently performed activities such as Enterprise alignment
to Business Strategy and Objectives, Enterprise Simplification, Compliance to
Regulation Frameworks, Business Process Improvement, Six/Lean Sigma,
Business Performance Management, Mergers and Acquisitions, Integration and
outsourcing (such as BPO, SaaS…).
What will be the role of the Enterprise Architecture (EA) in the Enterprise evolution
in the decade to come? How can an Enterprise operate in a predictable manner,
change fast enough to lead or at least swiftly follow the market and offer high
quality products at the same time, without the modular structure and blueprint of
an Enterprise Architecture?
For the next decade, there is little chance for a legacy Enterprise to survive the
accelerating change, the ever reducing time to market, increasing customer
expectations, the industry consolidation and outsourcing trends without a clean,
streamlined, optimized and documented operation.
The EA is an asset which, once in place and properly maintained, will return value
for many years (RoEA) since the investment in EA can be leveraged over and over
again to pay back dividends. EA is the knowledge database of your Enterprise.
The EA asset promises you a Competitive Advantage by streamlining your
Enterprise, enabling faster product delivery at lower costs, handling the exploding
amount of information and providing greater Enterprise agility to cope with
change.
Conservative quotes from different industries vary between 10-30% reduction in
cost and time to market due to EA.
The hypothesis and conclusion of the book is that the EA will offer the Enterprise
the edge needed in the survival race through blueprinting, streamlining,
roadmapping and agility.
5

10. The US now requires government departments to provide their Enterprise
Architecture to justify investments. Your shareholders will demand the EA soon in
order to increase the guarantees of their return of investment.
Review c h e ckli st
1. What is the hypothesis of the book? What do we want to prove?
2. What are key benefits of the EA?
3. What developments does EA integrate in a single effort?
4. Why is the EA indispensable to the Enterprise for the decade to come?
6

11. Ch a pt er 3
2. The Problem and Driver s for Chan g e
The Problem
Remember how many times you have spoken to a large organization providing you
a service, only to discover that they still have your previous address, where some
of their correspondence is still sent, as well as having your current address. This is
because for each service there is a platform which retains your personal data. A
change in address often has to be operated in many platforms, at the same time,
and sometimes manually, which is slow and error prone. In fact, duplicated data is
created for each platform.
On occasion, as a customer, you need to identify yourself several times to get a
service from a company. This is because each service owns its data and requires
its own authorization since there is no cross platform authentication and
authorization service.
The current state of the Enterprise as seen by Zachman: “Enterprises have a large
inventory of current systems built out-of-context, not integrated, not supporting the
Enterprise, that are consuming enormous amounts of resources for maintenance
and are far too costly to replace; as a matter of fact, the inventory of existing
ii
systems has come to be referred to as ‘the legacy’” .
Enterprises met many challenges in arriving at their current structure. Many have
been through a rapid customer growth and technology changes which fuelled an
organic growth, based often on one-off, point solutions. Shortening timelines for
new products, and immediate priorities to minimize CAPEX and OPEX, resulted in a
silo culture where, quite often, each part of an organization cares only for its own
7

12. products, budgets, applications and technology. The Enterprise, as a result, is
made of patched legacy with multiple and various solutions for same or similar
capabilities.
The current state of the Enterprise requires simplification since it has grown
complex, after many mergers and acquisitions. The complexity makes applications
patching impossible. Adding new point solutions, re-using little from the existing
capabilities, can only make things worse. Can we call this Enterprise manageable,
predictably delivering quality to customers and value to shareholders? And the
cost of running this Enterprise is growing higher and higher with the level of
complexity increased by mergers, point solutions and patching.
The divide between business and IT departments is frequently deep since there is
no common vocabulary, skills to facilitate communication and shared objectives to
align efforts. Business understands processes, rules, markets and products. IT
people specialize in IT support, maintenance, helpdesk and software development.
Usually, business inflexibility is associated either with the IT or with the
organization which is changed ever so often. It does not matter how much
emphasis is set on the Customers' needs, if the products themselves and the
operational processes deliver at low quality. This, ultimately, hinders the efforts
made by the customer facing units. And the faulty products are the result of faulty
processes which require business process improvement using Six/Lean Sigma and
BPMS etc.
Currently, in an Enterprise, there are so many plans, designs and architectures.
Everybody has a drawing: the Supply Chain, the Customer Services department or
IT. They do not look alike, they have different vocabularies, entities, conventions
and levels of detail, they are drawn with various tools as Word, Visio, Power Point…
and they sit everywhere and nowhere when you need them. What do we do? We
call a meeting with all domain experts to make a decision. And we just pick their
minds during a brainstorm. It's like the architecture is floating in the air, above the
expert audience where nobody can see it. And we are not even sure that we are
talking about the same thing.
By the way, where is the Business Architecture blueprint to be used by IT to align
Technology Architecture to business processes? Unfortunately, no Enterprise has
been built according to a blueprint, at best it was re-engineered. But we solely let
IT provide the Enterprise Architecture.
To our relief, the ERP application suites are saving the Enterprise by providing both
the business processes and application layers of the Enterprise. More often than
8

13. Chapter 3: The Problem and Drivers for Change
not, this comes at the price of inflexibility, poor integration, high cost, dependency
on one vendor and poor comprehension of the underlying functionality. EA is more
than an ERP.
Every Enterprise has a structure, an architecture, and it works, more or less. The
structure is often the result of an organic growth and not the outcome of a
deliberate process. Without the synoptic view of an EA, the Enterprise is marred by
duplication in platforms, projects, roles, data, applications and even products.
Quite often, units of the same company compete with each other and do not share
good practices, processes, applications and strategies.
From a business perspective, the Enterprise problem is the inflexibility, slow
change and high costs of IT. From an IT perspective, it is the lack of business
process and requirements clarity, inherited obsolete technologies and the tangled
IT spaghetti architecture.
The Problem: the silo organization, the point solutions duplicating functionality,
the unnecessary complexity and the poor understanding of the Enterprise
operation, causing a lengthening of the decision making; not able to implement,
quickly enough, the change required by business.
The problem lies with the today's unresponding and undocumented Enterprise in
a world of growing complexity and change.
Bu sine s s Trend s
The next decade is characterized by an ever increasing trend in speed of change,
complexity, amount of information and customer expectations, reducing product
life cycles and industry consolidation.
Often, an Enterprise needs to enter a new line of business or to enhance its
product portfolio by acquiring or merging with another company rather than taking
the time and absorbing the cost to produce the product in house. Mergers and
acquisitions happen so often now because, before an Enterprise can acquire the
skill and deliver the product, the window of market opportunity is lost. The new
company has to be aligned to the Enterprise. But because companies have
overlaps in products and functions, and exceedingly different applications to
implement similar processes, a merger may simply fail to bring benefits since there
is no common blueprint of operation to deliver a single service proposition to
customers and cost reduction, from economies of scale, to owners. On the other
hand, the opposite result could occur; customers are confused by offers of similar
but slightly different products and technologies, employee’s motivation may suffer
9

14. from internal competition and potential redundancies and the share price may
drop until the confidence is restored, that is, when the new products are integrated
and the Enterprise is streamlined again. But there are numerous issues with
acquisitions, for instance alignment of organizations, IT infrastructure, applications
and in general Customer Relationship, Supply Chain and all the Enterprise Support
functions. Not to mention different strategies, cultures and values.
It is hard to understand how it is done without a common blueprint, provided by
the EA. The current best practice is to align the organizations' charts.
Outsourcing and managed services are also one of the strongest trends in any
industry now. They are essentially about work division. Nowadays we can do very
few things well, at the level of quality expected by customers. Companies
outsource functions which do not align to the perceived core business activities.
Interestingly although companies pretend, more and more, to be customer
oriented, they outsource Customer Care functions such as Call Centers. But what
functions in the Enterprise should we outsource? Should we outsource operations?
It happens, often off-shored. Before making the decision you need to determine in
detail the services to be provided to your Enterprise and their present Total Cost of
Ownership (TCO). Is there a context, a blueprint to help us make our outsourcing
decisions?
Can the Enterprise be certified against quality frameworks (CMM, Six Sigma)? This
may be a trigger for initiating an EA program, besides acquisitions and outsourcing
as these maturity and quality frameworks require business process optimization.
Six Sigma, Capability Maturity Model (CMM) and recent regulations and auditing
procedures as Sarbanes-Oxley, Basel II … demand a structured, well understood,
managed business process architecture, data architecture, security and privacy
controls, accompanied by proper document and financial management systems,
all in the scope of an Enterprise Architecture. The business process and
information flows modeling offer a framework for auditing and compliance to
regulatory requirements like Sarbanes-Oxley.
There are numerous external and internal forces that lead towards the
development of an Enterprise Architecture:
1. Business management need for direct control of change of the Enterprise, IT
and investment process; for a long time now, business users have struggled to
obtain the IT support they need to deliver process change for flexibility
2. The need for Enterprise simplification and integration of point solutions and
silo organizations due to the current state of organic growth and patching
10

15. Chapter 3: The Problem and Drivers for Change
3. Increasing customer demand and expectations for quality, growing raw
material and energy prices forcing companies to deliver new levels of
scalability, quality, cost efficiency and performance
4. Rising worldwide business competition manifesting in
o Rapidly reducing lifecycles/Time to Market
o Increasing consolidation trend through mergers and acquisitions as the
cost of developing new products in house is growing
o Rising trend for outsourcing of Business Process (BPO) , applications
(SaaS), data centers and managed services
o increasing request for modular, service based business architecture (SOA)
and growing popularity for web services to increase business agility
5. Drive for quality frameworks (Six Sigma, CMM) and new regulatory compliance
(SOX, Basel II, HIPAA…) demanding documented and auditable structures and
processes
6. EA, becoming a regulatory requirement in the US: the Clinger-Cohen Act of
1996 for Federal Agencies mandates the EA.
Bu sine s s n e e d s
Of course, a business has to return value to all its stakeholders: owners,
employees, community... But what are the main categories of issues a business
always has to have in perspective, what are the business needs in this day and
age?
1. Differentiate products for customers' benefit, and establish business models to
create a continuous competitive advantage to increase profit for your
shareholders/owners (Financial view).
2. Increase agility to be able to respond quickly enough to market changes
(Operational view)
3. Streamline and architect current Operations to enhance effectiveness and
reduce costs (Operational view)
4. Automate as much as possible, reduce redundancies in functions, processes,
platforms and projects, reduce the tangled architecture, document current
business functionality and implementation to get in control of your business.
5. Build the Enterprise to last (Strategic view)
6. Analyze trends (industry, economical, social, political and regulatory,
11

16. technological) and plan your strategy and business models accordingly (market
segments, products, costs, new technology capabilities).
7. Improve Corporate Social Responsibility (Community and Regulatory view)
What bu sin e s s c on stantly require s from IT
1. Technology alignment to business and strategy intentions
2. Customer self service
3. Customer/Employee/Partner Reduced/Single (Reduced) Sign On
4. “Single Customer View:” a real time operational response to customer data
request to return all personal data, subscription, interaction history… ,
5. “Single Version of Truth”: only one source of data for reporting, Business
Intelligence and ultimately decision making
6. Straight Through Processing: process automation, document imaging and
character recognition to reduce human error and processing time
7. Agility to change, access security, data privacy…
8. Reduce IT costs and investment
What the Government s e ct or exp e ct s from IT
In short, a collection of issues the government agencies are confronted with at this
stage in time:
1. Joined-up government, inter-working & information sharing between
departments
2. Common services and infrastructure across government
3. Government portal and intranet, authentication/authorization/Id Mng service
…
4. Information systems to respond faster to business change
5. Efficiency & customer focus through business process re-engineering
6. Electronic delivery of services, E-business to business
7. Usage of communication and cooperation technologies such as Web2 (2 way
Web)
As such, the Government demands a streamlined operation with reduced
duplication and improved processes, common inter-departmental shared
12

17. Chapter 3: The Problem and Drivers for Change
resources, cross boundary services and electronic services delivered over the
Internet, using the latest Web2.0 communication technologies.
Ultimately, the book intends to prove that the Enterprise problems and trends can
all be acted upon in coordination in an Enterprise Architecture to defeat the
increasingly threatening enemies of the Enterprise: growing competition, rate of
change, complexity and ultimately the increasing entropy of the Enterprise.
Review c h e ckli st
1. Which are the key issues with the Enterprise today? What is the "problem"?
2. State a few important business trends.
3. Describe the main business drivers and the business requirements from IT.
4. What are the Government drivers?
13

18. 14

19. Ch a pt er 11
3. EA Pattern s and Sin gle Pa g e Archite cture
EA layers are built on few simple patterns: Nodes, Lines, Rules and Plans. The
metamodel describes the relationships between EA entities observing patterns.
The Single Page Architecture is an overall single page view of the Enterprise.
Enterpri s e Archite cture pattern s
EA layers are built on few simple patterns: Nodes, Lines, Rules and Plans.
Business Layer
The Nodes are implemented by Processes in Business Functions; the Lines by
Flows of control (events), information (documents) or parts.
Application Layer
The Nodes are implemented by Applications.
Lines by information exchanges over middleware such as EAI.
A Service sub-layer is introduced by a SOA/EA development. Nodes are
implemented by Services while Lines by Requests in SOAP/XML, REST Web
Services and ESB messaging.
Infrastructure Layer
Is composed of two sub-layers: Servers & Storage and Networks.
Server and Storage sub- layer
15

20. Nodes are implemented by Servers and Storage units. Lines by TCP/IP transport
protocols and respectively SCSI and Fiber Channel links..
Servers:
♦ SW side:
o Application Servers (Java EE, .Net)
o DB Servers (Relational, XML, Object, Hierarchical… DBMSs)
o Web Servers (+ Server Pages)
o Network File Servers, Printer Servers
o Audio/Video Servers
o Email, Chat, FTP, telnet…
♦ SW servers interconnection protocols
o JMS, RMI, SMTP, SNMP, FTP, Telnet…
♦ HW side
o Windows, UNIX. LINUX…, Hypervisor (virtualization)
o on Blades, rack drawers, mainframes, AS/400…
♦ HW servers interconnections:
o Sockets, TCP/IP
Storage sub-layer nodes
o DAS: Direct Attached Storage
o NAS: Network Attached Storage
o SAN: Storage Area Network (RAIDx)
♦ Storage interconnections
o iSCSI
o Fiber Channel (FC)
o
Networks
♦ LAN (Local Area Network) implemented mainly by Ethernet Hub switches
♦ WAN nodes implemented by Switches, Routers, Gateways, DNSs…over fiber
(Dark Wave, SONET…) and copper ( Tx/Ex, xDSL) transmission networks
16

21. Nodes & Lines patterns and Technologies at each EA layer
Nds
oe Lines Nds
oe
La e
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Pro e
c ss Pro e
c ss
Business F w
lo
Se ic
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R q R sp (E , WS SO
e/ e SB AP/ XM R ST)
L, E
Applications Ap lic tio (E P, C …)
p a n R RM Ap a n
p lic tio
Info a n E c ng / E C R A
rm tio x ha e AI, O B
Infrastructure D N S, SA
AS, A N D S, N SAN
A AS,
Storage (i)SC F reC nne (F )
SI, ib ha l C
& SW sid : Ap lic tio D , We )
e p a n, B …
b
Servers JM M …
S, Q
Figure 11-1 – EA patterns: Nodes and Lines at each layer
H sid
W e H Se
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Chapter 11: EA Patterns and Single Page Architecture
So k ts, UD
ce P,TC IP p to o
P/ ro c ls
Networks Sw h, R ute
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a wy S
W AN MPLS ,ATM F C p e
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H s, B g s
ub rid e H s, B g s
ub rid e
LAN E rne
the t
17

22. The Singl e Pag e Enterpri s e Archite cture (SPEA)
The Single Page Enterprise Architecture is a diagram (see diagrams at end of
chapter) providing a synoptic view of an Enterprise operation, describing the key
business functions and the interconnections channeling key flows; it shows a
reduced view of a functional Architecture (all Flows over Functions) depicting
solely key business functions and flows. It looks like an application integration
architecture with applications exchanging information over pipes.
The applications (systems), the Functions they map to, the flows and stakeholders
are represented in subsequent EA views.
SPEA is structured on the Business Functions Map. As the Business Flows Map is
discovered and designed, entities are added to the Single Page EA.
SPEA is the most popular EA artifact. It is used by everybody to understand the
Enterprise operation and communicate in the same language. It remains, in some
cases, the only Enterprise Architecture artifact. It addresses the whole Enterprise
audience and should be designed with a largely available drawing tool since most
people must have access to it.
It is similar to the Operational View 2 (OV-2) in DODAF that shows nodes (Functions
here) and needlines (Flows).
Since SPEA represents the logic operation of the Enterprise, the level of detail has
to stop to a couple of levels below a Line of Business (LoB). Frequently, an
Enterprise consists of a few Lines of Business, each delivering a product. Further
detail going beyond level 2, can be provided by a specific business Function
architecture and be referenced from the parent Function in the SPEA.
A couple of samples of Single Page EAs are shown in the following. Support
functions are typically not shown, for simplification.
In the Single Page EA diagram: a box is a Business Function which is a subdivision
of a Line of Business.
♦ A Line of Business is an area of the enterprise delivering a specific service or
product
♦ A line is an information/material/control flow; an arrow ending a line shows the
destination of the flow.
18