Egyptian Government Enterprise Architecture Framework...

Arab Republic of Egypt Ministry of State for

Administrative Development

Egyptian Government Enterprise Architecture Framework

(EGEAF)

People - Services - Processes &Technology Vision / Scope

Author Enterprise Architecture Working Group

Author Position Group

Date 09/12/2006

Version 4

Arab Republic of Egypt Ministry of State for

Administrative Development

“Without dreaming for a better tomorrow …! How this Country could ever been

surviving…?“

An Egyptian Citizen

Table of Contents Abbreviations & Acronyms ............................................................................................... 1

Enterprise Architecture Basic Definitions.......................................................................... 3

Objectives ........................................................................................................................... 4

Enterprise Architecture Methodology ................................................................................ 5

Background of Enterprise Architecture Frameworks......................................................... 8

Countries Ranking by IFEAD .......................................................................................... 11

Enterprise Architecture Framework basic guidelines principles...................................... 12

Egyptian MSAD Working Group approach ..................................................................... 12

The Egyptian Government Enterprise Architecture Framework (EGEAF) ..................... 13

Benefits of Applying EGEAF .......................................................................................... 13

Main characteristics of EGEAF ....................................................................................... 14

(EGEAF) Directions ......................................................................................................... 16

EGEAF Implementation Guidelines ................................................................................ 21

EGEAF Implementation Process ..................................................................................... 22

References ........................................................................................................................ 23

Abbreviations & Acronyms

CPIC Capital Planning and Investment Control

EA Enterprise Architecture

IFEAD Institute for Enterprise Architecture Development

IDEF Integrated Computer Aided Manufacturing Definition Language

SADT Structure Analysis & Design Technique

EDI Electronic Data Interchange

DBMS Database Management System

IT Information Technology

ITIL Information Technology Infrastructure Library

CMDB Configuration Management Database

IMPACT International Multi-user Plasma, Atmospheric and Cosmic dust

Twin laboratory

UPDM UML Profile for DoDAF/MODAF

UML Unified Modeling Language

EGEAF Egyptian Governmental Enterprise Architecture Framework


Issued: December, 2006 - 2 -

IPPD Integrated Product and Process Development

IPT Integrated Product Team

SDP Service Development Process

ERP Enterprise Resources Planning

MRP Material Resource Planning

PDM Product Development Management

DW Data Warehousing

ODS Operational Data Stores

ITIV Information Technology Infrastructure View

ROI Return On Investment

FEA Federal Enterprise Architecture



Enterprise Architecture Basic Definitions

“Enterprise architecture (EA) is a conceptual blueprint that defines the structure and

operation of an organization and its elements. “

The intent of enterprise architecture is to determine how an organization can most

effectively achieve its current and future objectives.”

“A good definition of "enterprise" in this context is any collection of

organizations that has a common set of goals/principles and/or single bottom

line. In that sense, an enterprise can be a whole corporation, a division of a

corporation, a government organization, a single department, or a network of

geographically distant organizations linked together by common objectives.”

“A good definition of "elements" in this context is all the elements that enclose

the areas of Business, Processes, Technology and People Objectives

In that sense, examples of elements are: strategies, objective drivers, principles,

Beneficiaries , units, locations, budgets, domains, functions, activities, processes,

services, products, information, communications, applications, systems,

infrastructure, etc”.

“The standardized operational guidelines and rules to follow for employing the

Enterprise Architecture in a real world environment is the so called “Enterprise

Architecture Framework”

Enterprise Architecture is the practice of applying a comprehensive and rigorous

method for describing a current and/or future structure and behavior for an organization's

processes, information systems, personnel and organizational sub-units, so that they

align with the organization's core goals and strategic direction. Although often

associated strictly with information technology, it relates more broadly to the practice of

business optimization in that it addresses business architecture, performance

management, organizational structure and process architecture as well.

Enterprise architecture is becoming a common practice within the U.S. Federal

Government to inform the Capital Planning and Investment Control (CPIC) process. The

Federal Enterprise Architecture (FEA) reference models serve as a framework to guide

Federal Agencies in the development of their architectures. The primary purpose of

creating enterprise architecture is to ensure that business strategy and IT investments are

aligned. As such, enterprise architecture allows traceability from the business strategy

down to the underlying technology.



Objectives

Enterprise Architecture Framework as applied to governmental & public services

organizations may have a part or whole of the following objectives:

• Establish and document a governmental or public service enterprise level

infrastructure (architecture) that relates its business and service processes,

information, applications with information technology to provide optimum

performance.

• Apply proven architecture practices to help management improvements across

the governmental units

• Achieve an order-of-magnitude improvement in the government’s value to the

citizen, with decisions in minutes or hours not weeks or months.

• Identify opportunities to leverage technology and alleviate redundancy, or

highlight where Technological resources overlap reducing the value of

investments.

• Support a citizen-centered result with focused governmental management

activities that maximizes resources to better achieve services.

• Creates the basis and need for focusing attention on the areas of:

o Enterprise business process analysis/engineering

o Enterprise business knowledge analysis/engineering

o Enterprise applications analysis/engineering

o Enterprise IT technical analysis/engineering

o Human Assets usage optimization



Enterprise Architecture Methodology

The practice of enterprise architecture involves developing an architecture framework to

describe a series of "current", "intermediate" and "target" reference architectures and

applying them to align change within the enterprise. Another set of terms for these are

"as-is", "to-be" and the "migration plan".

These frameworks detail all relevant structure within the organization including

business, applications, technology and data. This framework will provide a rigorous

taxonomy and ontology that clearly identifies what processes a business performs and

detailed information about how those processes are executed. The end product is a set of

artifacts that describe in varying degrees of detail exactly what and how a business

operates and what resources are required. These artifacts are often graphical.

Given these descriptions whose levels of detail will vary according to affordability and

other practical considerations decision makers can make informed decisions about where

to invest resources, where to realign organizational goals and processes and what

policies and procedures will support core missions or business functions.

A strong enterprise architecture process helps to answer basic questions like:

• Is the current architecture supporting and adding value to the organization?

• How might an architecture be modified so that it adds more value to the

organization?

• Based on what we know about what the organization wants to accomplish in the

future, will the current architecture support or hinder that?

A value-based approach to implementing an enterprise architecture is recommended in

order to realize quick wins, most notably when the team is first being formed. An

analysis of key questions as listed above that provide the most value in an organization

should lead the enterprise architecture team towards their highest priority tasks. Teams

that spend too much time documenting the plan, without providing real value to decision

makers, will be at risk of being disbanded.

Implementing enterprise architecture generally starts with documenting the

organization's strategy and goals.

The architecture process addresses documenting and understanding the discrete

enterprise structural components, typically within the following four categories:

1. Business:

1. Strategy maps, goals, corporate policies

2. Functional decompositions (e.g. IDEF0, SADT), capabilities and

organizational models

3. Business processes

4. Organization cycles, periods and timing

5. Suppliers of hardware, software, and services



2. Applications:

1. Application software inventories and diagrams

2. Interfaces between applications - that is: events, messages and data flows

3. Intranet, Extranet, Internet, eCommerce, EDI links with parties within

and outside of the organization

3. Information:

1. Metadata

2. Data models: conceptual, logical, and physical

4. Technical:

1. Hardware, platforms, and hosting: servers, and where they are kept

2. Local and wide area networks, Internet connectivity diagrams

3. Operating System

4. Infrastructure software: Application servers, DBMS, etc...

Wherever possible, all of the above should be related explicitly to the organization's

strategy, goals, and operations for planning and decision-making needs. The enterprise

architecture is most useful when documenting the current state of the technical

components listed above, as well as an ideal-world desired future state (Reference

Architecture) and finally a "Target" future state which is the result of tradeoffs and

compromises vs. the ideal state.

Such exhaustive mapping of IT dependencies has notable overlaps with both Metadata in

the general IT sense, and with the ITIL concept of the Configuration Management

Database. Maintaining the accuracy of such data can be a significant challenge. CMDBs

are for managing the current state effectively, while EA repositories are employed for

corporate project and strategic planning exercises.

Governance is the key process to keep organizational changes on target for meeting

articulated goals and strategies defining the future state of the enterprise. Governance

can be applied in various strengths from strongly enforced policies, to more subtle

means such as the agreement and declaration of IT principles.

An intermediate outcome of implementing an enterprise architecture process is a

comprehensive inventory of business strategy, business processes, organizational charts,

technical inventories, system and interface diagrams, and network topologies, and the

explicit relationships between them. The inventories and diagrams are tools to support

decision making at all levels of the organization. It is the key that information remain

current to be relevant and useful, a process must exist to keep the information

"evergreen".

The organization must design and implement processes that ensure continual movement

from the current state to the future state, keeping the details current. The future state

planning will generally be a combination of one or more:

• Closing gaps that are present between the current organization strategy and the

ability of the IT organization to support it

• Closing gaps that are present between the desired future organization strategy

and the ability of the IT organization to support it



• Necessary upgrades and replacements that must be made to the IT infrastructure

using lifecycle management practices for infrastructure and technologies

employed, to address ever changing regulatory requirements, and other initiatives

not driven explicitly by any single team in the organization's functional

management. One such example is Service Oriented Architecture, an ideal

candidate for enterprise architecture team leadership.



Background of Enterprise Architecture Frameworks

Enterprise architecture frameworks provide a method of organizing architectural

documents, dividing them into manageable parts and defining cross linkages between

them. Some frameworks, especially those from government agencies, have influenced

each other. These include:

• Government or authoritative frameworks

o Zachman Framework - A seminal proponent for architecture

frameworks[1]

o DODAF - from US Department of Defense Architecture Framework

o MODAF - from UK Ministry of Defense Architecture Framework

o TOGAF - from The Open Group (definers of Unix standards), although it

describes methods to develop an architecture framework.

o TEAF - older US government (Treasury) framework that fed into

DODAF

• Vendor-specific frameworks

o Extended Enterprise Architecture Framework (E2AF) from the Institute

For Enterprise Architecture Developments. Extended Enterprise

Architecture Framework.

o Capgemini's Integrated Architecture Framework

o Hewlett Packard's (HP) agile enterprise architecture

o IMPACT Methodology from Tata Consultancy Services

o Zero delta - an enterprise alignment and architecture framework;

alternative to Zachman Framework [2]

Miscellaneous:

o NIH Enterprise Architecture Framework

o UPDM (UML Profile for DODAF/MODAF) from the Object

Management Group Object Management Group which allows

reconciliation and formal modeling of those two frameworks.

• Enterprise Architecture Standard

o Archimate



influenced

ISO/IEC

14252

influenced

influenced

influenced

influencedinfluenced

influenced

influencedinfluenced

influenced

influenced

supported by

supported by

Supported by

adopted by

references

references

references

1985 1990 1995 2000 2005

influenced

influenced

influenced

influenced

Zachman

1987

EAP

1992

TISAF

1997

FEAF

1999

IAF v1

1996

IAF v3 EE

2001

TAFIM

JTA

DoD TRMC4ISR

1999

TOGAF

1995

TOGAF

2002

DoD AF

2003

FEAF

2003

E2AF

2003

UVA Model

1994

Zachman

2003

XAF

2003

TEAF

2000



Countries Ranking by IFEAD

According to the results of the third electronic survey, executed by the Institute for

Enterprise Architecture Development (IFEAD) ©, on the progress of Enterprise

Architecture (EA) usage & implementations in several organizations al over t h e

world.

The Enterprise Architecture Survey's first edition was executed during 2003 and the

results were presented during the LAC2003 conference in the Netherlands. A summary

of the results is present on the website of the Institute for Enterprise Development;

http://www.enterprise-architecture.info/ & attached CD to the current study.

According to IFEAD EA activity ranking for 2005 is as shown below for the top 20

ranking. Highest progress in the ranked countries, related to 2004, went for India,

Singapore and Brazil,

United States of America 45.27%

United Kingdom 6.50%

Canada 6.24%

Netherlands 5.54%

Australia 4.66%

India 2.60%

Germany 2.55%

South Korea 1.78%

France 1.64%

South Africa 1.50%

Japan 1.48%

Sweden 1.25%

Iran 1.24%

China 1.07%

Switzerland 0.99%

Belgium 0.90%

Singapore 0.80%

Italy 0.75%

Brazil 0.70%

Spain 0.69%

If we revise the overall list of registered EA countries in 2005, it is interesting to see that

a total number of 149 countries are identified to be active in the process of Enterprise

Architecture domain



Enterprise Architecture Framework basic guidelines principles

• No Strategic Vision, No EA. If we know where we are, but we do not know

where to go, we can not plan any business or service.

• Good is Good Enough. An Enterprise Architect knows he has achieved the

perfect solution not when there is nothing left to add, but when there is, nothing

left to take away.

• The Only constant is Dynamics. Dynamics is the only constant while

amativeness is the natural variable, so plan for this constant.

• Pure Logic is the ruin of the Spirit. Pure logic is the ruin of the spirit and

creativity delivers unexpected opportunities, so creativity is a must.

Egyptian MSAD Working Group approach

Define the most popular and effective frameworks which are used by modern

governments like Zachman, TEAF, TOGAF, C4ISR, FEAF, DODAF and IAF.

• Study the most effective well known frameworks

• Define the most suitable framework

• Localize the framework according to the Egyptian Government environment

• Recommendations for Organizational Development in the Egyptian environment



The Egyptian Government Enterprise Architecture Framework (EGEAF)

EGEAF is mostly inspired by FEAF & IAF; it can be based upon localization of the

FRAMWORK approach detail in the main Reference attached:

Totally Integrated Enterprises-Thomas E.Miller; Daryle W.Wagner- Ratheon

Professional Services, LLC; ISBN: 1-5444-308-8

St. Lucie Press; 2001

Benefits of Applying EGEAF

• Better Planning, Approval, Implementation and Operation.

Enabling the government to consider the enterprise standards for business,

information, applications and technology as they determine that business,

services and investment decisions that are in the best interests of the government

as a whole by:

o Providing information to determine if proposed agency

projects/procurements meet enterprise EA standards, thereby avoiding

approval of non-EA compliant projects/procurements that may become

de facto standards.

o Serving as a basis for determining “opportunities” for collaboration and

consolidation of similar requirements/requests from multiple agencies.

o Identifying “gaps” in existing or planned business processes,

information, applications and technology.

o Providing improved information for IT Asset Management and Risk

Management.

• Security and Business and service Continuity

Establish the framework for Improving physical and application IT network

security. Developing business continuity planning to include disaster recovery

• Asset Management.

Provide fundamental business and technology standards/framework on which the

government’s information technology assets are based, built and managed.

• Risk Management.

Provide improved data regarding agency and Common wealth business,

information, applications and technology that facilitates improved analysis of

investment and project risk.



Main characteristics of EGEAF

Selection process among all the available frameworks should consider important criteria

such as:

• Comprehendible as to top management;

• More sophisticated and inclusive than generic framework;

• Focus on Services; business (market) elements;

• Encourages integrated teamwork behavior in governmental units.

To have a closer look on the characteristics of integrated enterprise architecture, we have

to concentrate on four side views that are strategic direction, business, processes, and

resources.

1. Strategic direction/view

• Strategic direction is carried by the executive management. Reference to

Egyptian governmental units, executive management shall be:

o Ministerial Technical Offices in 29 portfolio ministries and ministries of

state;

o Board of Directors in service organizations.

o Board of Directors in 59 economic organizations

o Main Bureaus in 26 governorates.

Organization's vision will be in line with the vision and scope of work of the

state. Furthermore, the organization's values will commit to Egyptian legislations

governing state employment, especially law 47/1978 with its amendments. In

setting its strategic direction, executive management should determine specific

objectives in terms of output quantity, output quality, and required timeframe.

• Strategic view will perform leadership, direction, deployment, and execution

functions.

2. Business / service view

• Competition

EGEAF necessitates competition between public and private service providers.

Competition becomes increasingly crucial in the light of the MSAD initiatives to

contract with private companies to provide governmental services (recently

inaugurated by the Minister). Thus, governmental units enjoying monopoly status

within the market should gradually adjust to market forces when it comes to

energy and material supplies. The challenge in front of governmental service

providers will be how to compete successfully with private providers in price and

quality aspects. Competition will eventually enhance quality, lower prices, and

allow varieties, which fall, in the primary interest of the citizen.



• Citizen-Satisfaction

Citizen satisfaction ensures the business/ services sustainability of the enterprise.

The framework supports statistical research in order to forecast strengthens and

weaknesses of provided services In addition, there should be an active complain

mechanism in governmental units, provided that the mechanism will set specific

standards and timeline for responding to complain. Extended enterprise (product

program).

• Return on Investment (ROI).

EGEAF raises economic efficiency in running public enterprises. The Return on

Investment formula should be used to evaluate the financial performance of

public service providers

3. Process view

• Outsourcing for non-core activities. The framework tackles the process view

primarily by outsourcing for non-core activities such as training and

consultancies. Outsourcing guarantees efficient process management and enables

the enterprise to save financial and mental effort when providing non-core

services. The assistant services sector (Khadamat Me'awna) might be subject to

outsourcing as a non-core activity.

• Documented processes. Enterprise managerial, financial, and business processes

should be documented for the use of internal staff. Moreover, process stages are

pre-determined and checked against practices to improve the level of

transparency and accountability in public enterprises. Documented processes

should also be accessible to stakeholders online through enterprise websites.

• Provide process metrics for value-earned computation. Enterprise processes

(production, human assets, finance, etc) will be set against numerical metrics as

to account management.

4. Resources view

• Facilities. Facilities include land, buildings, and machinery.

• Tools.

• Personnel. Human Assets development will take place through professional

training in soft skills, vocational, and IT fields. Compensation and bonus systems

shall be based on performance and customer satisfaction.

EGAF should encourage the creation of pilot programs in governmental enterprise. Pilot

programs brand governmental services and introduce them to the market with smart

marketing techniques and well-studied sales strategy. Some governmental services will

then have a market niche, and many will be able to generate high returns according to

their respective business proposals.



(EGEAF) Directions

EGEAF main directions are divided for four directions executive leadership, business

development, process management and enterprise support/enablers directions. Hereunder

are the details of each direction.

1. Leadership

The leader will be responsible for answering some questions concerning our strategic

themes:

• Coverage. What is the enterprise coverage segment? What is the enterprise

products/service image?

• Process. What is the enterprise operational strategy? At what business/services

processes must the enterprise excel?

• People. What competencies and behaviors must the enterprise master?

• Citizens. How should the enterprise appear to (citizens) Tax & Non Tax Payers?

These questions should be answered in details in the annual plan of the enterprise.

2. Business development

Business development activities answer four questions:

• Is there an opportunity/Necessity? An opportunity/Necessity should respond to

a problem, be innovative, identify a Market gap/Citizen Need, and possess a

healthy cost structure. There should be a written Business/Service plan/proposal.

• Is it technologically and financially feasible to provide the product/service? This will be settled by technical and financial reports.

• Is the idea in the enterprise interest? The enterprise interests should be derived

from its mission, vision, and values. The idea should also fall under one of the

enterprise goals.

• Should the enterprise pursue the idea? This is a top management decision

based on strategic plan and opportunity cost of implementing alternative ideas to

the enterprise.



3. Process management

Integrated Product & Process Development (IPPD): "management technique that

integrates all essential acquisition activities through use of multidisciplinary teams to

optimize the design, manufacturing, business, and supportability processes"

IPPD (by phase)

• Concept Exploration

• Program Development

• Concept Development

• Demonstration & validation

• Production & Delivery

• Operations & Support

Integrated Product Team (IPT’s) will execute products/services. IPT is a cross-functional

team representing multi-disciplines, key suppliers, and customers within the enterprise.

IPT should operate under the following guidelines:

• Abidance by a master plan & master schedule. The IPT leader presents this plan

and takes an approval from enterprise top management. Top management ensures

that this plan lies in accordance with the activities of other IPTs. IPT leader is

accountable to top management on behalf of his team;

• Coordination between enterprise objectives and team activities;

• Delegated to carry planning, HUMAN ASSETS, budgeting functions. IPT should

be work in harmony and in a decentralized manner as to meet set objectives.

IPT responsibilities:

• Business cases. IPT's may be responsible for specific service branches or brands.

This strongly applies to e-government services;

• Customer contracts.

• Purchase agreements.

• Service advertising, sales, and marketing.

Core competence:

Enterprise should identify its core competence not from its own viewpoint, but from the

Customer//Citizen Viewpoint. It shall thus conduct market research, opinion polls, and

analyze results in order to explore what constitutes its core competence.



Customer-orientation:

• Easy access & visualization of service data.

Access to governmental services should be simplified using guideline sheets that

are hanged clearly and informatively on service front-desks. Service guidelines

should be also posted on the enterprise's website to channel data to customers

prior to approaching service desks.

• Easy ordering mechanism.

The framework will facilitate the ordering of governmental services. This is also

an important feature of the e-government project implemented by MSAD.

• Prompt & accurate order fulfillment.

The framework will make use of the ISO 9001/2000 standards to assure the

quality of the service delivery

• Access to grievance/complain procedure.

• Measurable (as to timeline) response procedure.

• Incentives for repeat business and referrals.

The framework thus reiterates the importance of promotional offers like monthly,

yearly, and limited subscriptions to raise the proceeds of governmental services,

and decrease the cost on beneficiary customers.

Service Development Process (SDP):

• Reduced reliance on use of prototype.

• Six-Sigma type system engineering.

• Securing technical/business what-if scenarios.

• Translation of customer requirements into technical requirements.

4. Enterprise Enabling/Support

• Human Assets Management

o Determining job skills (level and mix) needed by enterprise.

o Employee development (personal, professional, and career). This needs

the existence of documented career path plans.

o Employee performance measurement and feedback. This should be

narrated in the being-drafted Civil Service law.

o Supporting the creation/sustainability/disband of IPT's according to the

short-term needs of the enterprise.

• Information Resources management.

o No particular IT system is recommended to governmental units (ERP,

MRP, and PDM). There is no on-size-fits-all solution.

o Each enterprise will create a Data Warehouse (DW), whereby data from

24 hrs. To 2 years old will be stored under subject headings like

production, operations, administration, etc... Management can easily

extract this data and pursue a knowledge-based decision.



o Operational data stores (ODS) are crucial to our framework. They are

simply a transactional system used by functional departments like sales,

logistics, etc. and containing critical data with limited use.

o Information Technology Infrastructure View (ITIV):

o Physical view: addresses connectivity.

o Logical view: addresses transport interpretability.

o Network management view: addresses manageability.

• Financial resources management.

o Over-time expenditure tracking. This should appropriate enterprise

expenditure and monitor the use of petty cash, not to mention the monitor

of advertising and PR expenditure. There should not be any excess

expenditure above the ceiling of these appropriations as determined by

the Ministry of Finance.

o IPT access to budgetary data. Budgetary data should be distributed

among IPT as long as these teams are present for sustainable employment

within the enterprise.

o Strengthening the practices of financial transparency and disclosure.

o Adopting the use of prioritized portfolios.

o E-recording, review, and minutes of enterprise conferences and meetings.

This will improve access to data as well as decreasing the cost of

archiving data.

• External relations Management.

o Spreading enterprise presence on-campus, and supporting educational

institutions through partnerships and joint initiatives. This extends to

sponsoring student extracurricular activities besides student projects in

the faculties of engineering and sciences in capital and regional

universities.

o Cooperating with academic and research bodies in setting/updating

industrial standards.

• Improvement & Change Management

o Establishing R&D and innovation departments.

o Reviewing budget allocations to product /service innovation.

o Benchmarking processes against TQM and ISO 9000 standards, and

renewing metrics to act as a tool for management accountability.



EGEAF Main Features

In fact, applying and implementing the EGEAF within the governments’ units should

provide them with the competence to adopt a practical, convenient and continual

improving framework. This framework will enable the unit to sustain the most important

features of the frame, such as:

1. Collaborative enterprise

• Shared information and business rules.

• Complementary objectives/capabilities.

• Win-win situations for stakeholders, namely government, customers, and

suppliers.

• Coordinating with related-government enterprises.

2. Virtual enterprise

• Operations can be increased/decreased/replaced w.r.t . . . to demand.

• Information should be shared among organizational levels, and with Public

Sponsors.

• Dynamic resource allocation and interoperability.

3. Learning enterprise

• Diverse sources of materials and delivery.

• Drive for continuous improvement.

4. Lean enterprise

• Customer-oriented service delivery.

• Service focus.

• Elimination of waste.

5. Agile enterprise

• Quick, easy reconfiguration to exploit opportunities or avoid risks.

• Component-based architecture.

• Smooth product flow regardless to employee shuffling.



EGEAF Implementation Guidelines

• Easy-to-read requirements document. It is written in a business, non-technical

language;

• Enterprise Modeling is usually carried out by a project leader, with the assistance

of a facilitator and a system analyst for a short-term mission;

• Requirements document is followed by a design/development plan. It is preferred

to be a six-sigma type initiative;

• IT developers are listeners at this stage. There input starts maximizing when the

requirement document is turned into an improvement manifesto with regard to

direction, business, processes, and resources (4 side views);



EGEAF Implementation Process

Assessment Phase Tools Preparation (if valid)

Gather Data Awareness Building, Team

Building, and problem Solving

Training

Analyze/Evaluate

Data

• Checklist

• Flow Diagrams

• Questionnaires

• Interviews

Achieve Consensus

on Current State

• Pareto Charts

• Time Plots

• Process Maps

Prioritize & Select

Projects

• Decision Support

• Teambuilding

Allocate Resources

& Empower

• Decision Support

• Team building

• Project Management

(prioritize projects,

allocate resources )



References

Main Reference (Attached)

Totally Integrated Enterprises-Thomas E.Miller; Daryle W.Wagner- Ratheon

Professional Services, LLC; ISBN: 1-5444-308-8

St. Lucie Press; 2001

Others

• Tony Shan and Winnie Hua (2006). Solution Architecting Mechanism.

Proceedings of the 10th IEEE International EDOC Enterprise Computing

Conference (EDOC 2006), October 2006, p23-32.

• Carbone, J. A. (2004). IT architecture toolkit. Enterprise computing series. Upper

Saddle River, NJ, Prentice Hall PTR.

• Cook, M. A. (1996). Building enterprise information architectures:

reengineering information systems. Hewlett-Packard professional books. Upper

Saddle River, NJ, Prentice Hall.

• Groot, Remco; Martin Smits, Halbe Kuipers, 2005. "A Method to Redesign the

IS Portfolios in Large Organizations", Proceedings of the 38th Annual Hawaii

International Conference on System Sciences (HICSS'05) - Track 8 p. 223a

(IEEE)

• Pulkkinen M.: "Systemic Management of Architectural Decisions in Enterprise

Architecture Planning. Four Dimensions and Three Abstraction Levels." In:

Sprague, R.H. Jr (ed.): The Proceedings of the 39th Annual Hawaii International

Conference on System Sciences (HICSS), January 2006. - p.179

• Spewak, S. H. and S. C. Hill (1993). Enterprise architecture planning:

developing a blueprint for data, applications, and technology. Boston, QED Pub.

Group.

• Zachman, A.J. (1987). A framework for information systems architecture IBM

Systems Journal , Vol 26, No, 3, [3]

Mainly Refer to

http://www.enterprise-architecture.info/ website

http://en.wikipedia.org website

(A Detailed List is available on the attached CD)

Egyptian Government Enterprise Architecture Framework...

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