EA Talk Slides SHall 28 Mar 2012

7/31/2019 EA Talk Slides SHall 28 Mar 2012

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Lunch and Learn Series 2012

Enterprise Architecture

Lunch and Learn Series28 March 2012

Steve Hall, Datacom


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EA Talk Goals

Keep awake and interested participate

Questions allowed throughout talk

Current state and challenges of EA Idea of EA frameworks

Ideas on Practical EA

Pointers for own future investigation Slides on the WIKI


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What is an ENTERPRISE

ARCHITECTURE?XXXXXXXXXX Purpose and results unclearlets look at

whats going on before a prescriptive

definition

What can we see?


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The Promise of EAEnterprise Architecture as a Strategy (2006, J. Ross)

Higher Profitability

Faster Time to Market

More Value from IT Investments

Lower IT Costs (25%)

Better Access to Shared Data (Silos)

Lower Risk of Critical Apps Failure

Senior Management IT Satisfaction to 80%

Others


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The People - Enterprise ArchitectsLightweight Enterprise Architects, F. Thuerkorn (Auerbach, 2005)

Disconnected R&D

Self-centred uninterested

elders, lack of clarity, docs

Verbose overdone formal

Low-level, overly complexuse cases

Chaos, cowboys andfireballs

Bleeding edge,associated risks

Culture of criticism, slow

Ivory tower

Prima donnas

War campaigns

Tribal lore Diagrams are for sissies

Happy analysts

Absent leaders

Technology is cool

Circling vultures

Seagull management


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Enterprise Architects (Thoughts)

Mix of functional and dysfunctional traits just

like everyone else

Degree of integration with Business and IT varies,not consistent

Results produced often not obvious, e.g. 3-5 year

roadmap to consolidate the applicationlandscape, copious amounts of documentation


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Hybrid enterprise architecture frameworks are in the majority

March 22, 2012

By Mark Blowers

Hybrid frameworks are in the majority

Ovums 2012 Business Trends: Enterprise Architecture survey reveals that it is

unlikely that only one enterprise architecture framework will provide a

complete solution. Two-thirds of respondents have developed a hybridframework

No one framework dominates the enterprise architecture ecosystem

According to the study, three enterprise architecture frameworks have gained

a reasonable degree of traction in this field, but it should be noted that none

can yet be considered to have broad adoption within the overall population,and to provide a complete answer to all requirements. TOGAF, Pragmatic EA

Framework, and Essential Projectare the most frequently mentioned

frameworks by respondents. Other frameworks adopted by organizations

include DoDAF and theUKequivalent MoDAF, as well as Zachman and FEAF.

The Tools EA Frameworks
http://ovum.com/authors/mark-blowers/http://ovum.com/authors/mark-blowers/http://ovum.com/authors/mark-blowers/


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The Father - Zachman


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Industrial Products Example

Bills of Material - What the object ismade of.

Functional Specs - How the object

works.

Drawings - Where the components

exist relative to one another.

Operating Instructions - Who is

responsible for operation.

Timing Diagrams - When do things

occur.

Design Objectives - Why does it work

the way it does.


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Industrial Products Example

Scoping Boundaries(Identification - Strategists)

Requirements (Concepts)

(Definition - Owners)

Schematics (Engineering descriptions)

(Representation - Designers)

Blueprints (Manufacturing Engineering

descriptions)

(Specification - Builders)

Tooling Configurations(Configuration - Implementers)

Implementation Instances

(Instantiation - Operators)


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Maturity Model


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PEAF Pragmatic EA Foundation


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Custom Framework Examples

Consultant Report

MIT IT Architecture Group ITAG

Hybrid


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Foundation For Execution

Based on looking at over 100 organisations and

identifying the successful market leaders:

1. Operating Model

2. Enterprise Architecture

3. IT Engagement Model


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Four Operating Models

Source: Enterprise Architecture as Strategy: Creating a Foundation for BusinessExecution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.

BusinessProc

essIntegration

High

Coordination

Unique business units with a need

to know each others transactions

Examples: Commonwealth Bankof Australia, MetLife, Aetna

Key IT capability: access to shareddata, through standard technologyinterfaces

Unification

Single business with global process

standards and global data access

Examples: Southwest Airlines, DowChemical, UPS Package Delivery

Key IT capability: enterprise systemsreinforcing standard processes andproviding global data access

Low

Diversification

Independent business units withdifferent customers and expertise

Examples: Johnson & Johnson,Pacific Life, ING

Key IT capability: provide economies

of scale without limiting independence

Replication

Independent but similar businessunits sharing best practice

Examples: Marriott, 7-Eleven Japan,ING DIRECT

Key IT capability: provide standard

infrastructure and applicationcomponents for global efficiencies

Low High

Business Process Standardization

St d di ti R i t


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Standardisation Requirementsof the Four Operating Models

Source: Enterprise Architecture as Strategy: Creating a Foundation for BusinessExecution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.

B

usinessProce

ssIntegration

High

Coordination

Customer and product data Shared services

Infrastructure, portal, andmiddleware technology

Unification

Operational and decision makingprocesses

Customer and product data

Shared services

Infrastructure technology andapplication systems

Low

Diversification

Shared services

Infrastructure technology

Replication

Operational processes

Shared services

Infrastructure technology andapplication systems

Low High

Business Process Standardization


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Delta Summary


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Delta Summary

1. Core Business ProcessesCustomer Experience, Operational Pipeline, Business Reflexes, Employee Relationship Mgt

2. Shared Data Driving Core Processes

The nine defined core databases

3. Key Linking and Automation TechnologiesDelta Nervous System (DNS)

4. Key CustomersCustomer groups channels first/business, economy, frequent fliers, loyalty (assumed)


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MDM Master Data Management


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Master Data Management


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Where to Place Standardized Items

Corporate:An activity that is implemented centrally with no chargeback to the business.

Corporate Shared Service:A group-wide activity that is done by the Corporate for the whole business, i.e.all divisions. The business is charged for this service. Option to opt out of thisservice may be provided in special circumstances, eg accounts payable.

Corporate Standard (pattern)An activity that is defined centrally but build and operated in each divisionaccording to that pattern

Centre of Excellence:An activity that is housed within a division and is delivered to other

businesses.

Divisional Responsibility:Divisions decide that the activity is managed within the division. Businessstandards for each activity will be set at a group level for those processes thatare required to be standardised across the group and by the division forprocesses that are particular to a division.


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Leading Change

An operating model is a commitment to a way of doing business. It involveseliminating some strategic options in order to better deliver on others.

Determine the level that is accountable, who has input and decision rights?Focus on areas of most strategic importance and with the largest gap (pain-points)

Provide a visual image so that everyone in the company understands the firmsstrategic priorities. The picture identifies the core processes, shared data, keyinterfaces, and standard technology that define how the firm will do business.

The operating model identifies key IT and business process capabilities. Theserequirements should guide investment decisions to maximize payback.

A transformation starts with the first step. Identify one sacred transaction thatwill move the firm toward its desired state.


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EA Talk Slides SHall 28 Mar 2012

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