Enterprise Architecture Builds
The Foundation for Business & IT
Development & Execution
“Organization’s Strategic
Business Vision & IT Vision are
in Fact the Same Thing”
Contents
Introductions
!
Enterprise Architecture Position within Organizations
!
Tools within Enterprise Architecture Practises
!
Business Scenario Behind the Metamodel Development
Reverse-Engineered Enterprise Architecture
!
Architecture Development Walkthrough
!
Architecture Governance
Wrap-up
!
Enterprise Architecture Metamodel Demonstration
Enterprise Architecture Position within Organizations
Infosys Enterprise Architecture Survey October 2007
EA Role in Strategic Business Planning
Main Activity Areas within EA
Analysis:
Even though EA has strengthen its position from business point of view there are
still many steps ahead.
Infosys Enterprise Architecture Survey October 2007
36 % EA team actively
participate strategy
planning.
13 % EA team is involved in
strategy planning.
13 % EA team is informed about
strategy planning results.
27 % EA team has access to
strategy planning results.
11 % EA does not have access
Enterprise Architecture Position within Organizations
Deliverables of EA
Obstacles Within EA
Analysis:
Still today the nature of EA is too
much on technology side and EA practise is
struggling to deliver results supporting
business decisions and operations, to build
the foundation for business execution.
Enterprise Architecture and Tools
Why Tools Are not Used ?
Main Reasons to Choose Tools
Analysis:
1) EA practise comes first, not tools. 2) Price of tool should be measured
through EA value proposition, which promotes the EA practise first –approach.
Enterprise Architecture and Tools
0
10
20
30
40
50
BOC Group Enamics Adaptive Avolution Don’t know Agilense alfabet iGrafx Casewise Metastorm ProVision Sybase PowerDesigner Troux MEGA IDS Scheer ARIS Other, please specify IBM/Telelogic System Architect Microsoft Visio
Plan to use
Are using
Base: 87 worldwide enterprise architects
Tools Represented in Survey
# of Tools in Use
Analysis:
3) Maturity of EA practice has clear impact on tool selection and TCO of
EA practise.
Base: 86 survey respondents who use
EA tools
•
Mergers and acquisitions have changed the market structures, cause increasing competition and force companies
to take actions to improve customer loyalty and retention.
•
Raw material prices have raised remarkably and there is clear risk to run profitable business in the future if the
operating model remains the same.
Business Scenario Introduction
External Business Drivers
•
Build better customer collaboration visibility.
•
Build the capability to model and control the production line structure as a prerequisite for other capabilities.
•
Build better demand planning capability.
•
Build better availability check and capability to commit customer delivery dates.
Required Business Capabilities
!
Due to fairly short history of wider usage enterprise architecture frameworks (although the early version of
Zachman Framework was established already in 1987) any enterprise architecture frameworks were not utilized
within these business development cases.
!
In spite of non-existent enterprise architecture framework all architecture domains (business, data, application
and technology) were involved in business development program plans.
In order to illustrate the usage of enterprise architecture framework (TOGAF 9) there has been created the artificial enterprise
architecture program. The content of the study is based on real business development cases. Instead of ”big bang” the study
has followed the architecture partitioning –approach to be able to provide concrete results. The study is build on top of Protégé
Contents
Introductions
!
Enterprise Architecture Position within Organizations
!
Tools within Enterprise Architecture Practises
!
Business Scenario Behind the Metamodel Development
Reverse-Engineered Enterprise Architecture
!
Architecture Development Walkthrough
!
Architecture Governance
Wrap-up
!
Enterprise Architecture Metamodel Demonstration
Basic Principles of Enterprise Architecture
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
Real World Enterprise
Content Metamodel
Architecture Repository
Stakeholders
Building
Block
Building
Block
Building
Block
Populate
Metamodel
Define Building Blocks
Deliver Catalogs,
Matrices & Diagrams
Perform Ad Hoc
Queries
Govern Enterprise Architecture
Adopt
Reference
Metamodel Development
Architecture
Development
Metdod (ADM)
Content Metamodel
The Snapshot of Business Scenario Workshop
... motivates the
organization
(Identify & document).
1)
Identify and
document which
external drivers ...
2)
3)
Identify and
document how
the organization
addresses to
drivers.
4)
Identify and
document how
goals are
realized.
5)
Identify and
document how
objectives are
tracked.
0) – n)
Stakeholder Management – Key Viewpoints
External Suppliers
Authorities
External Business Partners
Business
Executives
Business
Management
Business
Operations
IT
Management
Operations
IT
Content Metamodel as Source for Artifacts and Deliverables
Viewpoints are
confirmed at the
beginning of ADM
phases B, C and D.
Based on the viewpoints corresponding
Possible Viewpoints of Business and IT Management
IT
Management
Transition Architecture Definition
1)
Identify and
document gaps
between baseline
and target
architectures.
2)
Define and
document work
packages.
3)
Consolidate and prioritize (through
business value assessment) work
packages and finalize
Gap Analysis Example
Element
Building Block Content (
B
aseline,
B
aseline+
T
arget,
T
arget)
Gap Analysis
Business
Service
baseline / target
instance is implemented on (Technology Component)
is provided to (Actor)
is realized by (Process)
is tracked against (Measure)
provides
(Data Entity)
No
applicable
business
services in
place.
(Action Plan:
Design,
build, test,
deploy &
operate 3
new
services)
B
*** none ***B+T
*** none ***T
Availability To Promise Service Enterprise Service Bus Sales Manager, Sales Clerk, Production Director Demand Planning Process, Order- to-Cash ProcessProduction Line Utilization, Committed Delivery Accuracy, Backorder Rate
Material Data, Production Capacity Allocation Data, Production Line Data, Plant Data Demand Plan Service Enterprise Service Bus Production Planner, Production Planning Manager Demand Planning Process, Production Planning Process, Production Process
Production Line Utilization, Committed Delivery Accuracy
Material Data, Production Capacity Allocation Data, Production Line Data, Plant Data, Customer Orders
Customer Fact Sheet Service
Enterprise Service Bus
VP of Sales, Sales Manager, Sales Clerk
Order-to-Cash Process
Uncontrollable Customer Business Transactions, # of New Products Sold / Key Customer
Customer Credit Data, Accounts Receivable, Customer Data, Material Data, Customer Orders, After Sales Data
Element
Building Block Content (
B
aseline,
B
aseline+
T
arget,
T
arget)
Gap Analysis
Contract
baseline / target
instance contract control requirements functional behavior description governs (Business Service)
Necessary
contracts
missing.
(Action Plan:
Draft,
negotiate &
agree 3 new
service
contracts)
B
*** none ***B + T
*** none ***T
ATP Contract
1) Service performance monitored & reported, 2) estimate accuracy monitored & reported and 3) business and IT representatives meet on ad hoc basis.
Date of delivery (at customer doorstep) can be promised and committed in customer order entry.
Availability To Promise Service
Customer Fact Sheet Contract
Log gathered on daily basis Provides holistic customer information (rfx, orders, invoices, queries) Customer Fact Sheet Service Demand Planning Contract
1) Service performance monitored & reported, 2) estimate accuracy monitored & reported through customer order fill rate and material utilization / scrap rate and 3) business and IT representatives meet on ad hoc basis.
Functionality to build future weekly production plans up to six months ahead.
Architecture Governance Framework
Enterprise Architecture is managed in three key areas:
1.
Development (ADM applied as a whole)
2.
Implementation (ADM Phase G + complementary
implementation method applied)
3.
Deployment (ADM Phase H + complementary
operations management practise applied)
As stated earlier tools features cannot be drivers within the
EA practice development. On the other hand while building
(documenting) and maintaining the EA content efficient tool
is essential. This is emphasized in ADM Phases G and H.
TOGAF 9 Architecture Governance Framework
Architecture compliance
review and change
management process
key characteristics
1) Identify the
discrepancy in
detail.
Contents
Introductions
!
Enterprise Architecture Position within Organizations
!
Tools within Enterprise Architecture Practises
!
Business Scenario Behind the Metamodel Development
Reverse-Engineered Enterprise Architecture
!
Architecture Development Walkthrough
!
Architecture Governance
Wrap-up
!
Enterprise Architecture Metamodel Demonstration
