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Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 1
Jaap Schekkerman, B.Sc.
President of the Institute For Enterprise Architecture Developments (IFEAD)
Thought Leader Business Technology Strategy & Enterprise Architecture, Capgemini
A Comparative Survey of Enterprise Architecture
Frameworks
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 2
Agenda
• About the speaker
• EA Survey 2003 Results – EA Framework Usage
• EA Frameworks Comparison
• Conclusion
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 3
Speaker Qualifications - Jaap Schekkerman
• Founder & President of the Institute For Enterprise Architecture Developments, The Netherlands.
• Thought Leader Business Technology Strategy & Enterprise Architecture, Capgemini, The Netherlands.
• Professional Associations:– Advisory board member of the Federal Enterprise Architecture Certification Institute, USA. – Co-Founder & Alliance member of the Global Enterprise Architecture Organisation, New Zealand. – Member of the 'MANYWORLDS' knowledge network of Business Thought Leaders, USA. – Member of the IEEE 1471 (Recommended Practice for Architectural Description) working group, USA. – Member of the World Wide Institute of Software Architects (WWISA), USA. – Member of the Netherlands Society of Information Architects (GIA), NL. – Member of the SWEBOK (Software Engineering Body of Knowledge) working group of the University of Québec,
Montréal.
For more info about my books & publications, visit: http://www.enterprise-architecture.info
Author / Co-Author of several Architecture books & publications
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 4
Combining EA Research & Best Practices
BestPractices
BesPrac
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 5
Other 6%
CIMOSA (Computer Integrated Manufacturing
Open Systems Architecture) framework
6%
Organization own 32%
C4ISR, US Defense Architecture Framework
6%
TOGAF, the Open Group Architecture Framework
9%
FEAF, US Federal Enterprise Architecture
Framework 6%
Zachman Framework 18%
IAF, Cap Gemini Ernst & Young's - Integrated
Architecture Framework 7%
ISO/IEC 14252 (IEEE Std 1003.0) Guide to the
POSIX Open System Environment
3%
TEAF, US Treasury Enterprise Architecture
Framework. 4%
PERA (Purdue Enterprise Reference
Architecture) Framework 3%
Survey Question: What kind of EA Frameworks are you using?
Source: EA Survey 2003, © Copyright: IFEAD
All Industries / Governments
Zachman Framework
17%
Organization own 83%
Financial & Insurance Industry
Source: EA Survey 2003, © Copyright: IFEAD
None4%Organization own
22%Other 7%
PERA (Purdue Enterprise Reference
Architecture) Framework 4%
CIMOSA (Computer Integrated Manufacturing
Open Systems Architecture) framework
7%C4ISR, US Defense
Architecture Framework 7%
TOGAF, the Open Group Architecture Framework
7%
FEAF, US Federal Enterprise Architecture
Framework 4%
Zachman Framework 19%
IAF, Cap Gemini Ernst & Young's - Integrated
Architecture Framework 7%
ISO/IEC 14252 (IEEE Std 1003.0) Guide to the
POSIX Open System Environment
4%
TAFIM, US Defense Technical Architecture
Framework for Information Management
4%
TEAF, US Treasury Enterprise Architecture
Framework. 4%
All Others except the Financial & Insurance Industry
Source: EA Survey 2003, © Copyright: IFEAD
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 6
Enterprise Architecture Frameworks & the Holistic Perspective
So, EA Frameworks has to support the holistic perspective……… and more..
•Holistic Architecture: By 2006, 20% of Global 2000 organizations will integrate holistic enterprise architecture, enterprise program management, enterprise strategy/planning, and IT portfolio management into a common set of IT management processes under the auspices of the CIO’s office. Ten percent will operate these integrated management disciplines outside the IT organization.
•Value of Integrated Architecture: By 2007, 50% of Global 2000 enterprises will move beyond a pure technology architecture focus to include enterprise business architecture, enterprise information architecture, and enterprise solution architecture. Architecture teams that fail to move beyond the technical focus will come under increasing pressure to demonstrate business value. Source: META GROUP RESEARCH ~ EA TRENDS 2004 – 2005.
Trends
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 7
Enterprise Architecture Frameworks History
influenced
ISO/IEC14252
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
Zachman1987
EAP1992
TISAF1997
FEAF1999
IAF v11996
IAF v3 EE2001
TAFIM
JTA
DoD TRMC4ISR1999
TOGAF1995
TOGAF2002
DoD AF2003
FEAF2003
E2AF2003
UVA Model1994
Zachman2003
XAF2003
TEAF2000
PERA
CIMOSA
SAGA
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 8
Enterprise Architecture Framework (Zachman)
Characteristics:• Positioning Framework• Categorizing Deliverables • Limited usefulness EA• History in Manufacturing• Broad Acceptance• Limited Holistic Perspect.• Planning Tool
Characteristics:• Positioning Framework• Categorizing Deliverables • Limited usefulness EA• History in Manufacturing• Broad Acceptance• Limited Holistic Perspect.• Planning Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 9
Integrated Architecture Framework (Capgemini)
ViewPointsViewPoints
Security / GovernanceSecurity / GovernanceSecurity / GovernanceArchitecture Architecture
BusinessBusinessBusiness InformationInformationInformation Information-Systems
InformationInformation--SystemsSystems
Technology-InfrastructureTechnologyTechnology--
InfrastructureInfrastructure
Contextual Level
Vision / Strategy Business / Technology
DriversScope
What?What?What?
Conceptual Level
Goals & Objectives Requirements
How?How?How?
Logical Level
Logical Representation
With what?With what?With what?
Physical Level
Solution Representation
When?When?When?
Transformational Level
Organisational Impact
Why?Why?Why?
Abstraction Levels Abstraction Levels Abstraction Levels
Aspect Areas Aspect Areas Aspect Areas
• TI Portfolio
• Business - Technology Enablers
Technology Goals, Drivers and Concepts
Node = Major Business Location
• Technology Infrastructure policy
• Responsibility of TI
• Locations in which the Business Operates
• Guiding Principles
• Integration Policy
Systems Goals, Drivers and Concepts
• Application portfolio
• System Development policy
• Responsibility of IS
• Guiding Principles
End = To-Be Information-System Situation
• Business - Technology Enablers
Activities = Critical / Overhead
Activities the Business Performs
Activities = Generic or Specific
• Activities in Scope
• Dependencies of others
• Confidentiality of Information
• Information Policy
• Responsibilities & Competencies
End = Information Situation
• Business Drivers
• Scope of the Change
• Business Goals & Objectives, KPI’s
Business Goals, Drivers and Concepts
Ends/Means = As-Is / To-Be Business Situation
• Environmental Dynamics, e.g. Laws
Viewpoints = Competition, Value Net, etc.
• Corporate Strategic Plans
• Guiding Principles
Node = Business System Environment
• Functional Requirements
Link = Business System Connection
Characteristics = Time, Availability, Security, Maintainability, etc.
• As-Is Infrastructure
Level of Inter-Connection
• Quality of Services
• Non-Functional Requirements
• TI Principles
Structure = Interfaces
Characteristics = Time, Availability, Security, Maintainability, etc.
Level of Interoperability
• As-Is Information Systems Environment
• Functional Requirements
• Quality of Services
• Information-Systems Behaviour
• Non-Functional Requirements
• Abstraction & Precision of Data
Domains = Functional Areas
• Non-Functional Requirements
• Information Characteristics
End = Information ResourcesI/O = Business Resources
• Functional Requirements
Policy = Business Purpose
Level of Information Interaction
• Quality of Services
• Information Relations
• Project Goals & Objectives
• Business Relationships
End = Business Purpose
• Business Requirements
Level of Business Collaboration
Characteristics = Time, Flexibility, Availability, Security, Maintainability, etc.
• Quality of Services
• Budget of Change
• Stakeholders / Win-Win Conditions
Interaction = Concepts of Layering
• Technology Standards
Positioning = Allocation of Services
• Infrastructure Profile
Type of Inter-Connection
• Communication Profile
• Security Profile
• Governance Profile
• Hardware Systems Profile
End = PIM
• Shared & Pluggable Services
Entities = Classes, Attributes & Associations
Type of Interoperability
• MDA Platform-Independent Modelling (PIM)• Business functionality and behavior
• Many Middleware Technologies
Standards = MDA Development Standards
• Information Resources
• Information Processes
Viewpoint = Human Perspective
• Information Objects & Relations
Type of Information Interaction
• Information Interaction
• Information Flow Characteristics
End = Information Behaviour
• Information Locations
• Value Net Position
• Business Commitment
• Business Area Structure
Viewpoint = Business Perspective
End = Business Behaviour
• Organisation Structure
Type of Business Collaboration
• Role Players / Actors
• Business Rules
• Business Culture
Connectivity = Middleware / Messaging, etc.
• Technology Overview
Node = Hardware + System Software, etc.
End = Structure of Relations, Products + Specifications
Solutions of Inter-Connection
• Solutions & Products for Inter-Connection
• Formats of Communication
• Security Integration
Quality = Component Characteristics
Viewpoints = Characteristics of a View
Structure = Spectrum of Styles
Solutions for Interoperability
• MDA Platform-Specific Modelling (PSM)
• Map PSM to application interfaces, code, GUI descriptors, SQL queries, etc.
End = PSM
• Type of Triggers / Events
Relation = Information Flow
• Grouping of Information Objects
• Type of Information Exchange•Formal / Informal
• Grouping of Information Resources
Solutions of Information Interaction
End = Information Outcome
• Grouping of Information Types
Priority = Dependency of Information
• Business Functions structure and relations
• Business Knowledge
Solutions of Business Collaboration
End = Business Outcome
• Business Objects
• Business Benefits
• Technology Possibilities
• Business Tasks / Activities
• Business Resources
Portfolio of Products and Components.
End = Roadmap for implementationCatalogues of used Standards
Timeframe of Change
• Transformation Plan
• Priority Setting
• Business Case
• IS Alignment Impact
e.g. Blue Print of Technology Implementation
End = Roadmap for realization
e.g. Design of Application & Components
Priority = Dependencies
• Make or Buy Decision
• Implementation Roadmap
Timeframe of Change
• Business Case
• Governance Plan
• Security Impact
• Tools for Development / Implementation
End = Activities to be supported by ICT
e.g. Information Roadmap
Selection = Set of ICT Supported Objects
Interface = Type of Information Exchange
Impact of Change
• Business Case
• Security Plan
• Information Systems Roadmap
• Budget Plan
e.g. Business Process Redesign or Outsourcing
Granularity of Change
End = Business Transformation
• Transformation Roadmap
• Business Case
• Priority Plan
• Governance Plan
Characteristics:• Positioning Framework• History in Enterprise Planning• Separation of Concerns• Categorizing Aspects• Limited Acceptance• Proprietary• Holistic Perspective.• Communication Tool
Characteristics:• Positioning Framework• History in Enterprise Planning• Separation of Concerns• Categorizing Aspects• Limited Acceptance• Proprietary• Holistic Perspective.• Communication Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 10
NATO Architecture Framework / C4ISR / DoDAF
Characteristics:• Positioning Framework• History in Defence• Broad Defence Acceptance• Neutral• Limited Holistic Perspective.• Process / Planning Tool
Characteristics:• Positioning Framework• History in Defence• Broad Defence Acceptance• Neutral• Limited Holistic Perspective.• Process / Planning Tool
BusinessOrganization Model
SystemsConceptual Model
SoftwareComponent Model
Information Flow Diagram
System Physical Model
Implementation Model
NodeConnectivity Model
SystemsLogical Model
Integration Model
BusinessOrganization Model
SystemsConceptual Model
SoftwareComponent Model
Information Flow Diagram
System Physical Model
Implementation Model
NodeConnectivity Model
SystemsLogical Model
Integration Model
BusinessOrganization Model
SystemsConceptual Model
SoftwareComponent Model
Information Flow Diagram
System Physical Model
Implementation Model
NodeConnectivity Model
SystemsLogical Model
Integration Model
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 11
Extended Enterprise Architecture Framework (IFEAD)
Portfolio of Products and Components.
End = Roadmap for Enterprise ImplementationCatalogues of used Standards
Timeframe of Change
• Enterprise Transformation Plan
• Enterprise Priority Setting
• Business Case
• Enterprise IS Alignment Impact
e.g. Blue Print of Technology Implementation
Interaction = Concepts of Service Layering
• Enterprise Technology Standards
Positioning = Allocation of IT Services ~ TRM
• Enterprise Infrastructure Profile
Type of Inter-Connection
• Enterprise Communication Profile
• Enterprise Security Profile
• Enterprise Governance Profile
• Enterprise Hardware Systems Profile
Node = Enterprise Business System Environm.
• Functional Requirements
Link = Enterprise Business System Connection
Characteristics = Time, Availability, Security, Maintainability, etc.
• As-Is Enterprise Infrastructure
Level of Inter-Connection
• Quality of Services
• Non-Functional Requirements
• TI Principles
• Enterprise Inter-Connection portfolio
• Enterprise Inter-Connection Qualityof Services (e.g. Security)
Extended Enterprise Inter-Connection
End = To-Be Inter-Connection Definitions
• Enterprise Inter-Connection Governance
• Enterprise Inter-Connection Standards
• Enterprise Inter-Connection Principles• Enterprise TI Portfolio
• Enterprise Business - Technology Enablers
Technology Goals, Drivers and Concepts
Node = Major Enterprise Business Location
• Enterprise Technology Infrastructure policy
• Enterprise Responsibility of TI
• Locations in which the Business Operates
• Enterprise Guiding Principles
Technology -Infrastructure
End = Roadmap for realization
e.g. Design of Application & Components
Priority = Dependencies
• Make or Buy Decision
• Implementation Roadmap
Timeframe of Change
• Business Case
• Governance Plan
• Security Impact
• Tools for Development / Implementation
Quality = Solution Interface Characteristics
Viewpoints = Selection of a Product SolutionsStructure = Spectrum of Styles & Solutions sets
Solutions for Interoperability
• Product-Specific Reference Solution (PSRS)
• Map PSRM to Product Solutions and options, etc.
End = PSRS
• Enterprise Interoperability Governance
Extended Enterprise Interoperability
• Enterprise Interface portfolio
• Enterprise Interoperability Standards
• Enterprise Collaboration Principles
End = To-Be Interoperability Definitions
• Enterprise Interoperability Quality of Services (e.g. Security)
• Enterprise Interoperability Policy
Systems Goals, Drivers and Concepts
• Enterprise Application portfolio
• System Development policy
• Enterprise Responsibility of IS
• Enterprise Guiding Principles
End = As-Is / To-Be Information-System landscape
• Business - Technology EnablersInformation –Systems
End = Activities to be supported by ICT
e.g. Information Roadmap
Selection = Set of ICT Supported Objects
Interface = Type of Information Exchange
Impact of Change
• Business Case
• Security Plan
• Information Systems Roadmap
• Type of Triggers / Events
Relation = Information Flow
• Grouping of Information Objects
• Type of Information Exchange•Formal / Informal
• Grouping of Information Resources
Solutions of Information Interaction
End = Information Solutions Sets
• Grouping of Information Types
Priority = Dependency of InformationDomains = Functional Areas
• Non-Functional Requirements
• Information Characteristics
End = Information ResourcesI/O = Business Resources
• Functional Requirements
Policy = Business Purpose
Level of Information Interaction
• Quality of Services
• Information Relations
Activities = Critical / Overhead
Activities the Business Performs
Activities = Generic or Specific
• Internal / External Activities in Scope
• Internal / External Dependencies
• Ownership of Information
• Enterprise Information Policy
• Responsibilities & Competencies
End = Information Situation
Information
Business
What?
Conceptual Level
Goals & Objectives Requirements
What?
Conceptual Level
Goals & Objectives Requirements
How?
Logical Level
Logical Representation
How?
Logical Level
Logical Representation
With what?
Physical Level
Solution Representation
With what?
Physical Level
Solution Representation
When?
Transformational Level
Enterprise Impact
When?
Transformational Level
Enterprise Impact
Contextual Level
Vision / Strategy Business / Technology
DriversScope
Why?
Contextual Level
Vision / Strategy Business / Technology
DriversScope
Why?
• Extended Business Drivers
• Scope of Collaboration
• Business Goals & Objectives, KPI’s
Business Goals, Drivers and Concepts
Ends/Means = As-Is / To-Be Business Situation
• Environmental Dynamics, e.g. Laws
Viewpoints = Competition, Value Net, etc.
• Corporate Strategic Plans
• Extended Guiding Principles
• Extended Business Drivers
• Scope of Collaboration
• Business Goals & Objectives, KPI’s
Business Goals, Drivers and Concepts
Ends/Means = As-Is / To-Be Business Situation
• Environmental Dynamics, e.g. Laws
Viewpoints = Competition, Value Net, etc.
• Corporate Strategic Plans
• Extended Guiding Principles
Structure = Interfaces
Characteristics = Time, Availability, Security, Maintainability, etc.
Level of Interoperability
• As-Is Information Systems Environment
• Functional Requirements
• Quality of Services
• Information-Systems Behaviour
• Non-Functional Requirements
• Abstraction & Precision of Data
• Program Goals & Objectives
• Business Relationships
End = Business Purpose
• Business Requirements
Level of Business Collaboration
Characteristics = Time, Flexibility, Availability, Security, Maintainability, etc.
• Quality of Services
• Budget of Change
• Stakeholders / Win-Win Conditions
End = PIRS
• Shared & Pluggable IS Services / Solution sets
Type of Interoperability
• Product-Independent Reference Solution (PIRS)
• Choice of Middleware Technologies
Standards = IS Interoperability Standards
• Information Resources
• Information Tasks / Activities
Viewpoint = Interaction Perspective
• Information Objects & Relations
Type of Information Interaction
• Information Interaction
• Information Flow Characteristics
End = Information Behaviour
• Information Locations
• Value Net Position
• Business Commitment
• Business Area Structure
Viewpoint = Business Perspective
End = Business Behaviour
• Organisation Structure
Type of Business Collaboration
• Role Players / Actors
• Business Rules
• Business Culture
Connectivity = Middleware / Messaging, etc.
• Technology Overview
Node = Hardware + System Software, etc.
End = Structure of Relations, Products + Specifications
Solutions of Inter-Connection
• Solutions & Products for Inter-Connection
• Formats of Communication
• Security Integration
• Business Functions structure and relations
• Business Knowledge
Solutions of Business Collaboration
End = Business Outcome / Business Solutions
• Business Objects
• Business Benefits
• Technology Possibilities
• Business Tasks / Activities
• Business Resources • Enterprise Budget Plan
e.g. Business Process Redesign or Outsourcing
Granularity of Change
End = Enterprise Business Transformation
• Enterprise Transformation Roadmap
• Enterprise Business Case
• Enterprise Priority Plan
• Enterprise Governance Plan
Environmental Level
Value Net Relations Cooperating /
Collaborating Elements
With Who?
Environmental Level
Value Net Relations Cooperating /
Collaborating Elements
With Who?
Information = Critical / Overhead
Extended Enterprise Information Exchange
Information = Generic or Specific
• Activities out of Scope
• Extended Dependencies
• Parties Information Confidentiality
• Extended Information Exchange Services
• Extended Information Ownership
End = Ext. Enterprise Information Exchange
Information = Critical / Overhead
Extended Enterprise Information Exchange
Information = Generic or Specific
• Activities out of Scope
• Extended Dependencies
• Parties Information Confidentiality
• Extended Information Exchange Services
• Extended Information Ownership
End = Ext. Enterprise Information Exchange
Abstraction Levels
Aspect Areas
• Interface Definitions & Standards
• Interface Solutions
• Implementation of Quality of Services
• Official & De-facto IS Standards
• Refinement Technical Reference Model
• Refinement Technical Reference Model
• Technical Reference Model & Standards
• IS Functions & behaviour
• Collaboration Contracts, Service Levels
• Scope of the Collaborative value
• Collaborative Business Goals & Objectives
Extended Enterprise Value Net
• Law & Regulations
Viewpoint = Collaborative Value, etc.
• Collaborative Value Parties
Ends/Means = As-Is / To-Be Collaborative Environment
• Collaboration Contracts, Service Levels
• Scope of the Collaborative value
• Collaborative Business Goals & Objectives
Extended Enterprise Value Net
• Law & Regulations
Viewpoint = Collaborative Value, etc.
• Collaborative Value Parties
Ends/Means = As-Is / To-Be Collaborative Environment
Characteristics:• Positioning Framework• History in (Extended) Enterprise Frameworks• Focusing on Collaboration • Separation of Concerns• Broad Acceptance• Neutral / Open• Complete Holistic Perspective.• Communication Tool
Characteristics:• Positioning Framework• History in (Extended) Enterprise Frameworks• Focusing on Collaboration • Separation of Concerns• Broad Acceptance• Neutral / Open• Complete Holistic Perspective.• Communication Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 12
Computer Integrated Manufacturing Open Systems Architecture (CIMOSA)
CIMOSA
Enterprise
Activity Structure
•Information•Constraints
•Rules•Organisation
EnterpriseSystem
RequirementsCM-OSA Reference
Architecture
Generic Building Blocks
Partial Models
Function Information resource Organisation
Requirements
•Function•Material•Resource
UserInput
EnterpriseSystem
Constraints
ComponentCatalogue
Function Information resource Organisation
Design
Function Information resource Organisation
Implementation
SystemComponents
Enterprise
Activity Structure
•Information•Constraints
•Rules•Organisation
EnterpriseSystem
RequirementsCM-OSA Reference
Architecture
Generic Building Blocks
Partial Models
Function Information resource Organisation
Requirements
•Function•Material•Resource
UserInput
EnterpriseSystem
Constraints
ComponentCatalogue
Function Information resource Organisation
Design
Function Information resource Organisation
Implementation
SystemComponents
Characteristics:• Process Framework• History in Manufacturing• Focusing on Views • Definition of Models• Limited Acceptance• European Initiative• Limited Holistic Perspective• Process Planning Tool
Characteristics:• Process Framework• History in Manufacturing• Focusing on Views • Definition of Models• Limited Acceptance• European Initiative• Limited Holistic Perspective• Process Planning Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 13
The Open Group Architecture Framework (TOGAF v8.x) Enterprise Edition
Characteristics:• Enterprise Architecture Development Methodology• History in Defence• Open Standard• Neutral• Broad Acceptance• Holistic Perspective.• Process / Planning Tool
Characteristics:• Enterprise Architecture Development Methodology• History in Defence• Open Standard• Neutral• Broad Acceptance• Holistic Perspective.• Process / Planning Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 14
US - Federal Enterprise Architecture Framework (FEAF)
Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners
Service Component Reference Model (SRM)• Service Domains, Service Types, Components• Access, Delivery Channels
Technical Reference Model (TRM)• Technologies, Standards, Specifications• Component Framework
Data Reference Model (DRM)• Business-focused data standardization • Cross-Agency Information Exchanges
Busin
ess &
Perfo
rmance
-Drive
n A
ppro
ach
Performance Reference Model (PRM)• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes
Federal Enterprise Architecture (FEA)Federal Enterprise Architecture (FEA)
Com
ponent-B
ase
d A
rchite
cture
Characteristics:• Enterprise Architecture Reference Framework• History in Enterprise Architecture Planning• US-Gov Standard• Broad US-Gov Acceptance• Holistic Perspective.• Planning & Communication Tool
Characteristics:• Enterprise Architecture Reference Framework• History in Enterprise Architecture Planning• US-Gov Standard• Broad US-Gov Acceptance• Holistic Perspective.• Planning & Communication Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 15
US - Treasury Enterprise Architecture Framework (TEAF)
Functional
Information
Organisational
InfrastructureEnabler
Who and Why
What, How Much, andHow Frequently
How, Where, and When
Characteristics:• Positioning Framework• History in FEAF• US-Treasury Standard• Broad US-Treasury Acceptance• Limited Holistic Perspective.• Planning & Communication Tool
Characteristics:• Positioning Framework• History in FEAF• US-Treasury Standard• Broad US-Treasury Acceptance• Limited Holistic Perspective.• Planning & Communication Tool
Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved
Page 16
Conclusion
• Most EA Frameworks have different evolutions
• Most EA Frameworks serve different Purposes
• Most EA Frameworks are different in Scope
• Most EA Frameworks are based on different Principles
• Most EA Frameworks have different Structures
• Most EA Frameworks are supported by different approaches
• Most EA Frameworks are different in compliancy with the Clinger Cohen Act
http://www.enterprise-architecture.info or http://www.trafford.com/robots/03-1984.html or at the author
ISBN 1-4120-1607-X So, the Question is: Do You Create or Choose your
Enterprise Architecture Framework