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The Concept of Enterprise Architecture – Overview
§ Enterprise Architecture helps to integrate and manage IT resources from a strategy
and business-driven viewpoint
Strategic
Initiative 1
Strategy Strategic
Initiative 2
IT
Business && Technology Alignment
Systems
Video
Network L i n e N oe f t Bwu o i r k s s
s s ne
Business Technology Alignment
Process 1
Strategic Nn ef rt w so t rr ku c t u r e
I a
Initiative 1
I n f r a s t r u c St ut r e t e g i c
a Business Process 2
EA = S+B+T
S e c u r it y , S ta n d a r d s , W o r k fo r c e
I n Ni tei a wt iov rek s
t
Process 1 C Process 3
O
Nn ef rt w so t rr ku c t u r e
I a M
Data
Network I n f r a B tur u ci nt ue r se s
s s P
S N e vt wi co er k
Data O
Dictionary er s N Object
N I e tf w aos rtkr u c t u r e
n r
Process 2 I n If n af o trr m cat u i roe n
r s u t
E
N
Information Data Reuse
Flows
Data
Dictionary
N eF t lwo ow r ks
T
S
Applications N I e tf w aos rtkr u c t u r e
n r
Web I n f rSa ys st rtue cmt u sr e &
Services
A p p l i N a tt w o onr k
ce i s Systems
Web
N I e tf w aos rtkr u c t u r e
n r
Strategic
Initiative 2 I n Tf rea cs h r n o tl uo rge y
t uc
Systems Applications
Services
Voice
Network In fr a s tr u c tu r e EA³
Object
Data Reuse
E n t e r p r is e A r c h ite c tu r e C u b e ™
Data
Flows
Network
Voice
Networks Video
Network
Network
N o n - in t e g r a te d
p ro c e s s e s
a n d s y s te m s E n te r p r is e A r c h ite c t u r e
In te g ra te d p ro c e s s e s a n d s y s te m s
in d iff e r e n t p a r t s a c r o s s t h e e n t ir e e n t e r p r is e
o f t h e e n t e r p r is e
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Enterprise Architecture Domain
Define the Enterprise Strategy, goals and
Strategy Objectives: What to do, and how to do it?
Business Processes: support the strategy,
Business Operational organization
Métier
The Applications support the Business,
Applications & Systems implement the business functions in the IT systems
The Information is key for the organization:
Information & Data It is the fuel that drives the architecture
Infrastructure that supports the IS:
Network & Infrastructure -Technical components: servers, networks, etc.
-Technology: platforms, etc.
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The Concept of Enterprise Architecture - Drivers
♦
Executive input on strategic direction and priority
New Direction & Goals
Strategic
♦
Business Manager input on process changes
(Leadership Team) Operating
Capabilities Scenarios Capabilities
of the New Business Priorities of the
(Management Team)
Current Future
Tactical
♦ Enterprise
Technology Manager input on supporting IT changes
Program Enterprise
Emerging Technologies
(IT Support Team) Plans
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Enterprise Architecture
A spectrum of goals, scopes, and entry points
Cost Reduction Standardization Broaden Scope Actionable EA
What do we have? Develop standards Meet business Develop business
and recommended needs by linking IT strategy
Need all of it? best practices (e.g. to business
technology stacks, Value propositions,
Consolidate to Managing capabilities,
server platforms)
reduce costs? architectures resources?
Seeking outside IT
Desire for impact Refine into to-be
repeatability
analysis Increasing focus
Encourage IT on business Compare to as-is
evolution architecture and
Create transition
business
Focusing on IT plan
processes
scope only
Execute
Enabling Organizations to Turn Change into a Competitive Advantage
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Value of Enterprise Architecture
● Provides a clear view of how the business and technology resources will support and
achieve an organization’s business goals and initiatives.
● Understand the strategy, the business, the systems and the infrastructure and how
they interrelate.
● Moving "need to know" information to those that "know they need" upstream and
down stream and in both directions.
● Helps us prioritize and decide which things to do and in what order.
“Doing the Right Things”
● Governs the change and building of things.
“Doing the Things Right”
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Result of Implementing Enterprise Architecture
♦
Achieve strategic goals that depend on IT resources
♦
Improve business performance by maximizing IT efficiency
♦
Strategic priorities/business requirements drive IT solutions
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Definition of TOGAF
● The Open Group Architecture Framework (TOGAF) is a framework and detailed
method for building, maintaining, and gaining value from an enterprise architecture
for an organization.
● TOGAF 9 is the latest evolution of the framework, and its accompanying Architecture
Development Method (ADM)
● The TOGAF specification is an open standard that has been created and is
maintained by The Open Group (www.opengroup.org).
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Types of Architectures in TOGAF
● Business Architecture -- addresses the needs of users, planners, and business
management,
● Data/Information Architecture -- addresses the needs of database designers,
database administrators, and system engineers,
● Application (Systems) Architecture -- addresses the needs of system and software
engineers, and
● Information Technology (IT) Architecture -- addresses the needs of acquirers,
operators, administrators, and managers.
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● Deliverable is a work product that is contractually specified and in turn formally
reviewed, agreed, and signed off by the stakeholders. Deliverables represent the
output of projects and those deliverables that are in documentation form will typically
be archived at completion of a project, or transitioned into an Architecture Repository
as a reference model, standard, or snapshot of the Architecture Landscape at a point
in time.
● Artifact is a more granular architectural work product that describes an architecture
from a specific viewpoint. Examples include a network diagram, a server
specification, a use-case specification, a list of architectural requirements, and a
business interaction matrix. Artifacts are generally classified as catalogs (lists of
things), matrices (showing relationships between things), and diagrams (pictures of
things). An architectural deliverable may contain many artifacts and artifacts will form
the content of the Architecture Repository.
● Building block represents a (potentially re-usable) component of business, IT, or
architectural capability that can be combined with other building blocks to deliver
architectures and solutions.
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Architecture Repository
● The Architecture Metamodel describes the organizationally tailored application of
an architecture framework, including a metamodel for architecture content.
● The Architecture Capability defines the parameters, structures, and processes that
support governance of the Architecture Repository.
● The Architecture Landscape shows an architectural view of the building blocks that
are in use within the organization today (e.g., a list of the live applications). The
landscape is likely to exist at multiple levels of abstraction to suit different
architecture objectives.
● The Standards Information Base (SIB) captures the standards with which new
architectures must comply, which may include industry standards, selected products
and services from suppliers, or shared services already deployed within the
organization.
● The Reference Library provides guidelines, templates, patterns, and other forms of
reference material that can be leveraged in order to accelerate the creation of new
architectures for the enterprise.
● The Governance Log provides a record of governance activity across the enterprise
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The Framework of TOGAF 9
● The TOGAF framework
provides the core phases of the
Architecture Development
Method (ADM), presented as
circles surrounding
requirements.
● Bidirectional lines are drawn
from each of the outer ADM
circles to the center
Requirements circle. This
represents how requirements
drive the creation of the
architecture, and how the
architecture is created to satisfy
requirements.
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Overview of TOGAF Phases
● A. Define Architectural Vision
● B. Business Architecture
● C. Information Systems Architecture
● D. Technology Architecture Start here
● E. Assess Opportunity and Solution Alternatives
Finish
here
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Architectural Vision
● In Phase A of the TOGAF Architecture Development Method (ADM) you establish the
scope of the architecture effort, get buy in from senior management and line
management, and develop the vision of the architecture effort.
● The phase starts with a Request for Architecture Work, delivered from the sponsoring
organization to the architecture organization, and results in a Statement of
Architecture Work.
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Objectives
● Understand and learn how to define the
enterprise’s strategic context
La raison d'entre of the enterprise, it's
motivation and direction
It’s scope and constraints
How it is going to achieve it’s goals
Value Statement
Guides the development and direction of the
enterprise and it’s architecture
Forms the basis and scope of all subsequent
work and usage of the architecture
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Define Architectural Vision
● Enterprise Direction Diagram
provides the statements of J K E n te rp ris e s
*
business motivation, business
*
* * *
*
*
*
*
*
goals, strategies, and tactic. V is io n
It shows the end we want to M u l t i - C h a n n e l In t e g r a t i o n
G ro w C o m p a n y S iz e
achieve and the means of how to *
B u s i n e s s T r a n s fo r m a t i o n
get there.
*
G oal *
G ro w t h T h ro u g h A c q u is it o n G oal
G oal
C h a n n e l C o s t R e d u c tio n
T ra in P e rs o n n e l
S tra te g y O u t s o u r c e h i g h c o s t t a c t i c a l b u s i n e s s fu n c t i o n s
O b je c t iv e R e t a in C o re B u s in e s s
O b je c t iv e
D e liv e r y via C h a n n e l
O b je c t iv e
S h i ft fo c u s t o s t r a t e g i c fu n c t i o n s
S tra te g y
G ro w T u rn o ve r b y 1 7 % p e r Y e a r E x t e n d R e a c h O ve rs e a s
O b je c t iv e
O b je c t iv e
In v e s t i n P e o p l e
O b je c t iv e S tra te g y C e n tra liz e d s h a re d s e rvic e s
In c r e a s e c r o s s - s e l l r a t i o
S tra te g y
O b je c t iv e
O b je c t iv e R e m o ve re d u n d a n c ie s
N e w C u s t o m e rs
O b je c t iv e
O b je c t iv e O rg a n iz a tio n a n d P ro c e s s e s
O b je c t iv e
O p t im iz e t h e n g ro w
O b je c t iv e
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Define Architectural Vision
● Strategy Map Diagram
F in a n c ia l M a x im is e S h a r e P r ic e a n d D iv id e n d s
G ro w T u rn o v e r b y In c r e a s e c r o s s - s e l l
Im p r o v e C o s t S t r u c t u r e C ha nnel C ost r a tio
17% p er Year
R e d u c tio n
Visual representation of the key Business Objectives aligned with balancing perspectives.
C u s to m e r R e la tio n s h ip E x p e r ie n c e
O p tim is e p r ic e ,
C u s to m e r a v a i la b i li t y ,
p ro d u c t
c h o ic e s
D e li v e r y v i a C h a n n e l
In te r n a l P r o c e s s e s In te r n a l O p e r a tio n s
O u ts o u r c e h ig h c o s t In t e g r a t e d C R M
ta c tic a l b u s in e s s S y s te m s
fu n c tio n s
P e r s o n n e l P r o fic ie n c y a n d M o r a le
P e rs o n n e l
T ra in P e rs o n n e l
In c r e a s e K n o w l e d g e E n h a n c e C u ltu r a l
o f S a le s W o rk in g
P e rs o n n e l E n v iro n m e n t
25. The Paradise Architect's Lounge – Bali, Indonesia
Define Architectural Vision
● Requirements
These define what capabilities the enterprise must
support or provide in its operations.
They are central to, define, and continuously drive the
enterprise's architecture.
Applicable to any and all phases of the lifecycle.
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Define Architectural Vision
● Requirements
These exist in many guises, ones that are explicitly defined and are clearly catered for include
Business Goals and Objectives
Business Constraint
Critical Success Factors
Customer Needs Summary
Customer Requirement
Issue
Policy
…
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Overview of TOGAF Phases
● A. Define Architectural Vision
● B. Business Architecture
● C. Information Systems Architecture
● D. Technology Architecture Start here
● E. Assess Opportunity and Solution Alternatives
● Plus: Plan, Govern and Execute Solutions
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Definition of Business Architecture
● In Phase B of the TOGAF Architecture Development Method (ADM) you establish the
Business Architecture of the organization
● The objectives of building the business architecture are to understand, describe, and
model the current (or baseline, or 'as is') business architecture, and then develop
target, or to-be business architectures. In System Architect, you may use
Workspaces to enable baseline and target architectures
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Objectives of Business
● We intend to compare two businesses which:
Do similar things In different ways with different
resources
● We will produce a conceptual model that is
common to both businesses in terms of
Business
Information
Application
Technology Infrastructure
Value Statement
● Provide a framework in order to
compare similar resources
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Topics
● Capturing Key Business Concepts
● Conceptual Business Architecture
Conceptual Capability Model
Building the Business Activity Model
● Conceptual Information Architecture
● Conceptual Application Architecture
● Conceptual Technology Architecture Take order
We do it this way We do it that way
JKE Enterprises ABC Enterprises
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Capturing Key Business Concepts
● Some loose concepts important to support our understanding
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Conceptual Business Architecture
● Eventually we want to understand
Business Capabilities
Processes
People
● At the Conceptual level we are only interested in high level
Business Capabilities
Processes
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Business Capability
● What does the business do?
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Business Activities
● How does the business do these things?
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Conceptual Information Architecture
● What are the key pieces of information
the business needs?
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Conceptual Application Architecture
● What are the key functions our
applications must provide?
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Conceptual Technology Architecture
● What are the key technologies our
applications and business need?
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Detailing the Service Component
Specifying business unit that uses the Service Specifying Services that the Service Component
Component provides
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Overview of TOGAF Phases
● A. Define Architectural Vision
● B. Business Architecture
● C. Information Systems Architecture
● D. Technology Architecture Start here
● E. Assess Opportunity and Solution Alternatives
● Plus: Plan, Govern and Execute Solutions
Finish
here
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Information Architecture
● In Phase C of the TOGAF Architecture Development Method (ADM) you model the
Information System Architectures of the organization.
● This includes the Data Architecture and the Applications Architecture.
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Objectives
● Understand how to develop a high level
Information architecture
Define Subject Areas
Drill down to next specification level
Value Statement
Define the data reference architecture
Communicate the information within the
organization
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Enterprise Data Model
● Entity Relationship Diagram
Define the key information subject areas
based upon output from the business
architecture phase
Provide business descriptions for each
entity
● Forms an information reference
architecture
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Refined Data Model
● Drill Down from each subject area
into first level refinement
Create a child diagram for each EA
data entity to represent the next level
of abstraction
Provides the capability to navigate
the levels of abstraction
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Consolidate Reference Model
● Consolidate refined model
Consolidate models belonging to the same
viewpoint
Provides comparative reference architecture
views for Baseline and Target models
● Automatically updated when models are
changed
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Objectives
● Understand and learn how to describe the
major types of applications systems required
to support the enterprise
How to use the Technical Architecture diagram to
capture the required system capabilities
Describe high level information flows
How to elaborate and expand the Technical
Architecture model
Value Statement
Define and detail the major application
systems as capabilities independent of the
supporting technologies
Used to perform gap, migration, and
integration analyses
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Refine Application Architecture
● Technical Architecture Diagram
shows
System context
Participants engaged in
interacting with the business
systems
Functional capabilities of the
applications as Architecture
Building Blocks
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Refine Application Architecture
● Technical Architecture Diagram
decomposes to a System
Architecture model, elaborates
Application Systems
Participants defined that are
engaged in interacting with the
business systems
Architecture Building Blocks
decompose into Application
Components
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Overview of TOGAF Phases
● A. Define Architectural Vision
● B. Business Architecture
● C. Information Systems Architecture
● D. Technology Architecture Start here
● E. Assess Opportunity and Solution Alternatives
● Plus: Plan, Govern and Execute Solutions
Finish
here
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Technology Architecture
● The Technology Architecture phase seeks to map application components defined in
the Application Architecture phase into a set of technology components, which
represent software and hardware components, available from the market or
configured within the organization into technology platforms.
● As Technology Architecture defines the physical realization of an architectural
solution, it has strong links to implementation and migration planning.
● Technology Architecture will define baseline (i.e., current) and target views of the
technology portfolio, detailing the roadmap towards the Target Architecture, and to
identify key work packages in the roadmap. Technology Architecture completes the
set of architectural information and therefore supports cost assessment for particular
migration scenarios
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Objectives
● Relevance and use of the Technical
Reference Model
Understand and learn how to refine
technical architecture
Value Statement
Provides a single taxonomy that defines
terminology and provides a coherent
description of the components and conceptual
structure of the technical architecture
Forms the basis and scope of all logical and
physical implementations
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Refine Technical Architecture
M e s s a g in g a n d
E n d U s e r A p p lic a tio n s
L O B A p p lic a t io n s C a le n d a r a n d T im e
● Technical Reference Model
C o m m u n ic a tio n s M anagem ent
L a p to p & D e s k t o p C o lla b o ra tio n T o o ls
S y s te m s
Is an architecture of generic services and
functions thata Technicalfoundation on which
Modeled as provides a Architecture diagram
C o re In fra s t ru c t u re more specific architectures and architectural
U s er M anagem ent N e t w o rk
M anagem ent
A p p lic a tio n s
U s e r L o g g in g
components are built and detailed in the
Business Architecture diagram
A p p lic a t io n
M e s s a g in g S h a re d IT
D e p lo y m e n t
S e c u rit y & A u th e n tic a t io n
In te rn a l E x te rn a l C o m p lia n c e
A u t h e n tic a t io n A u t h e n t ic a t io n M anagem ent
E n c y p t io n
D a ta S e rve rs
S e rve rs a n d F ile S e rve rs V irtu a l S e rve rs
S to ra g e
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Compare Architectures
Differences between
technical architectures of
the two enterprises
shown by comparing and
overlaying.
Differences highlighted
between the
architectures must be
addressed.
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Overview of TOGAF Phases
● A. Define Architectural Vision
● B. Business Architecture
● C. Information Systems Architecture
● D. Technology Architecture Start here
● E. Assess Opportunity and Solution Alternatives
Finish
here
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Objectives
● Enterprise Architecture used for
knowledge capture; learn how to apply
enterprise architecture to support
Analysis and decision making
Gap analysis and migration planning
Risk evaluation and mitigation
Value Statement
Understand impact of changes
Consolidate
Application portfolios
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The end --- thank you and questions welcome or email me at wintonjkt@gmail.com
Notas del editor
Multiple entry points for realizing value All recognize the need to manage both upstream planning and downstream delivery Some organizations will move through a progressive set of phases as they progress … I want to avoid any confusion that, in order to make EA work, you need to do it all. In fact, far from it: it could be an excellent recipe for disaster, to include all the ingredients right at the start. There are many aspects to EA’s value propositions – these are just four of the most common. Some emphasize how EA can help take cost out of an enterprise’s business and IT infrastructure, others focus on the creation of value. While there is some degree of increasing sophistication left to right, these things do not need to be done in sequence, or in depth before embarking on another. The vital point here is that the purpose behind an enterprise’s architecture needs to be clear: its value propositions are worthless, if the enterprise does not understand how they can indeed bring value. Cost Reduction phase Often a small team driven by IT involving collection of data from many people Where is the collected data assembled and analyzed? Implications: Few people involved for a short time is unattractive, ongoing use of data by many people is very attractive, so encourage promotion to Dynamic EA. Thus let people know the vision—many will see the value—yet embrace the first steps Standardization phase Drive cost reductions throughout organization Similar in structure to cost reduction Implications: Beginning to take a longer-term view of cost reduction Broaden Scope phase Embraces business side Broader scope often requires a leader or sponsor spanning business and IT Formalizes the organizational structure for EA Easier if both business and IT are split along business unit lines. Implications: EA tool must handle broader scope Channel sells higher in business Actionable EA phase Formal organizational structure for EA with clearly-defined roles Implications: Solution tooling that connects to and leverages the EA will be highly-prized, especially if it supports governance. Applies to all phases, hottest here.
The Enterprise Direction diagram enables graphical modeling of the motivation and goals of your organization, the strategies and tactics devised to obtain those goals, and the business rules and policies that effect the strategies and tactics. Here we are showing only Vision, Goals, Objective and Strategy.
The Strategy Map diagram enables describes visually the organization's key Business Objectives and how they align with the four Balanced Scorecard perspectives to support corporate strategies. Point out that this use the same Objectives from the Enterprise Direction diagram Map out key Business Objectives against the four Balanced Scorecard perspectives your organization's financial perspective, what you would like your customers' perspective of your organization to be, your organization's internal process-oriented perspective, and your organization's human-capital perspective.
Explain that there are many forms of Requirements and these are explicitly handled as definition types, a generic form of definition is “Requirement” and that this is used to capture key needs of functionality that the enterprise must do. An explicitly defined relationships is one that exists as in the meta-model, e.g. Requirements as a listof in an Architectural Building Block definition. Or loose relationships via the addresses relationship.