Introduction to Enterprise Architecture · business and/or IT goals” 1 1. Enterprise Architecture...

Introduction to Enterprise Architecture From Business Strategy to agile Enterprise Solutions

Tim HahnIBM Distinguished Engineer, SWG Rational

2 August 2010Session: 2767

2

Acknowledgments

• Jim Amsden - provided the bulk of the content for this presentation

3

Agenda

• Challenges IT Organizations are Facing• Overview of Enterprise Architecture• Making Enterprise Architecture Actionable• IBM Support for Architecture Management

4 4

Businesses are facing unprecedented challenges

Business transformations

We need a better way to successfully respond to these business challenges

Business Continuity

Management Continual customer innovation

Market shifts

Regulatorymandates

Mergers and Acquisitions

IT SaturationGlobalization

Differentiation

GovernDeliver

Plan

Transparency, Regulatory Compliance

Shifts from Operational to Strategic IT

5

Effective Project Planning & Governance can be elusiveObjective criteria are needed to effectively evaluate opportunities, drive project plans, and govern solution delivery

38%

37%

25%

21%

19%

18%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Inability to properly value product opportunities

Decision processes not based on objectiveinformation (politics)

Poorly defined portfolio decision criteria

Unwillingness to stop projects underway (inertia)

Inability to align resources to appropriate projects

Inability to see available resource requirements orcapacity

Source: AberdeenGroup, August 2006

5

6

Project failures impact the bottom lineSelf-inflicted problems with are the leading causes of poor delivery

42%

37%

27%

26%

24%

24%

0% 10% 20% 30% 40% 50%

Unclear or continually changing productdefinitions

Product does not meet customer or marketrequirements

Unrealistic schedule expectations

Projects not adequately staffed

Unclear or continually changing priorities

Unrealistic financial expectations

Source: AberdeenGroup, August 2006

6

7

These influencers are driving customers to embrace EA

• Align IT implementation with the needs of the business• Enable Enterprise Planning and Governance• Promote Reuse and Integration for more predictable solutions• Efficiently manage change to the IT portfolio

There aren’t many of these, but they have high impact

There are lots of these relatively with low impact – but they can add up

8

What is Enterprise Architecture?“The Enterprise Architecture discipline defines and maintains the architecture models, governance, and transition initiatives needed to effectively co-ordinate semi-autonomous groups towards common business and/or IT goals” 1

1. Enterprise Architecture in the era of On-Demand, IBM Academy of Technology Study, October 20042. Short form, Gartner Defines the term ‘Enterprise Architecture’, Anne Lapkin, Gartner, July 12, 2006

“Enterprise architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution.” 2

IBM:

Gartner:

“Enterprise architecture is the description of an enterprise as a system in terms of its components, their inter-relationships, and principles and guidelines governing the design and its evolution

TOGAF:

9

Architecture Management Can Help Address Business ChallengesMethods for capturing, analyzing, and communicating actionable information

Improve decision

making andtime-to-value by integrating

enterprise architecturewith solution

delivery

Greater agility and collaboration with tighter traceability, automation and reuse of delivery practices

Greater efficiency and less overhead in capturing consolidated view of business architecture, process integration and lifecycle assets

Timely accurate business intelligence and communication across all levels

Effective enterprise transformation that harnesses change and delivers higher return on existing investments

Strategy

Business

Technology

Information Systems

En

terp

rise

Arc

hit

ect

ure

10

Enterprise Architecture Management

Expanded Communication and

Collaboration of Strategy and Information

Business Process Management

Solution Design and Construction

Enterprise-wide repository strategy

Simpler and automated harvesting from existing

business processes

Integrated and synchronized IT delivery with enterprise-wide reuse of development assets

and practices

Enterprise-wide requirements and change management

Enhanced reporting and usability to

improve and broaden

communication

Enterprise Architecture Management solutions Enable business agility and innovation that help realize the full potential of EA

11

Enterprise Strategy

Fire and hope!

Enterprise Architecture

Business Operating Environment

and IT Infrastructure

TransitionPlanning

Group IT Architecture Defini tion

Infrastructure Design & Planning

Establish IT Competency Centre

End User Infrastructure Upgrade

Inter-company WAN (imple.)

Outsource New Core systems

Outsource Helpdesk and Desktop

Outsource network

Outsourcing Initiatives

Competency Centre Initiatives

Electronic Service Delivery

Data Warehouse

Customer Service Centre

Recognise and report problem

Diagnose problem

Escalate problem

Analyse problem

Log Problem

Close problem

Update customer

Resolve problem

Bypass and/or fix

Config. Management

Operations Management

Change Management

Call management

Operations management

Update custom er

Perf and Capacity management

WAN infrastructure

Intranet/Mail infrastructure

C ustomer ServiceD ata W arehouse

G raphical IS

B.U . B.U.

Document M anagement

Systems Managem ent

M iddleware

NETWORK

Planning/Design Initiatives

Infrastructure Ini tiatives

OtherBusiness Unit Syst ems

KiosksTelemet ry syst emset c

Initiatives focused on migrating to the new del ivery environment

Planning/DesignInfrastr uctureOutsourcing

Initiatives focused on implementing the vision

Planning/designIT Competency centr e

Key Group Decision Points

ArchitectureGovernance

Bus Arch’ture

IT Architecture

Business

Structure

Business

Locations

EA is the planning function between strategy formulation and delivery (Doing the right things)…

Pro

gra

m

focu

sE

nte

rpri

s e

wid

e fo

cus

Strategy

Planning

Designand

Delivery

Change Programs

Soln Outlin

e

Macro Desig

n

Micro Desig

n

Devt, etc.

Programme ArchitectureGroup IT Architecture Definition







Outsource network




Data Warehouse



Diagnose problemEscalate problemAnalyse problemLog Problem

Close problemUpdate customer Resolve problem

Bypass and/or fixConfig. Management

Operations ManagementChange Management

Call managementOperations management

Update customer


WAN infrastructureIntranet/Mail infrastructureCustomer ServiceData Warehouse

Graphical IS

B.U. B.U. Document Management

Systems ManagementMiddleware

NETWORK


Infrastr ucture Initiatives

OtherB us in es s Un it S ys t em s

K io sk sT el em e t ry sys t em s

e t c

Initiatives focused on migrating to the new delivery environment

Pl an ni ng/ De sig nIn fr a str uct ur e

O ut sou rci ng

Initiatives focused on implementing the visionPl an ni ng/ de sig nIT C om pe te ncy cen tr e Key Group Decision

Points

Soln Outlin

e

Macro Desig

n

Micro Desig

n

Devt, etc.

Programme ArchitectureGroup IT Architecture Definition







Outsource network




Data Warehouse



Diagnose problemEscalate problemAnalyse problemLog Problem

Close problemUpdate customerResolve problem

Bypass and/or fixConfig. Management

Operations ManagementChange Management

Call managementOperations management

Update customer


WAN infrastructureIntranet/Mail infrastructureCustomer ServiceData Warehouse

Graphical IS

B.U. B.U.Document Management

Systems ManagementMiddleware

NETWORK


Infr astr ucture Initiatives

OtherBu si ne ss Un it Sy st e ms

Ki os ksTe le m et ry sys t em s

et c

Initiatives focused on migrating to the new delivery environment

Pl an ni ng /D esi gnIn fr a str u ctu r e

O ut sou r cin g

Initiatives focused on implementing the vision

Pl an ni ng /d esi gn

IT C om p et en cy ce ntr e

Key Group Decision Points

Enterprise Architecture = “the city plan”

System Design= “the buildings”

Strategy = “the city’s purpose & goals”Bus Strategy IT Strategy

CBM

SOA

BusinessOpportunity

TechnologyAvailability

12

TOGAF 9 – Defines a Standard Architecture Development Method

13

The architects’ planning models guide designing and implementing the system – distinguishing two purposes for architecture’s two value propositions…

Architecture

Systems Models

Value Proposition 1: “doing right things”

Guidance for Systems

Value Proposition 2: “doing things right”

PlanningPurpose #1:

“things which help plan and organise

work”

Modelsfor Planning

Architecture building blocks,

Usage principles, Reference

models and patterns

BuildingPurpose #2:

“things focused on building or

implementing solutions”

Modelsfor Building

The things which describe the way something specific is going to be thought about or done – usually has some sense of requirements, and can in some way be tested as meeting those requirements.

The things that capture “best practice” and provide knowledge on the standard approaches and mechanisms which are to be used.

Showing how we wish to structure our systems meet specific business goals

Showing how a build centric architect intends to structure the solutions they’re creating to solve specific sets of requirements

Both “models” and “guidance” are generally finer grained and more detailed for “building than for “planning”

14

Understand enterprise strategies and their implementation

Understand projects’ dependencies and impacts on the organizationUnderstand how infrastructure changes impact the business

Visualize the enterprise and the impact of change

15

Evaluate different opportunities and solutions

•Confidence of Success•Confidence in Quality•Customer Satisfaction

Example Intangible Criteria

"Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted“

- Albert Einstein

§ Financial management of project portfolio

4 Assess relative importance of strategic objectives

4 Perform cost/benefit analysis, weight user importance against factors such as cost, development times, and resources available

4 Choose projects that achieve business objectives, with highest value, in the shortest time, with the least risk

4 Govern and manage to keep on track for objectives, budget and schedule

Rational Focal Point

16

Project and resource management

§ IT Roadmaps and Project Analysis:

4 Scope transformation, consolidation, and deployment efforts

4 Identify and control resources

4 Control costs and quality

4 Projects remain aligned with business goals throughout their execution.

Rational Focal Point

17

When strategic planning and deployed solution don’t quite match…

• Strategy: “We’re going to have the finest bathroom!”• Planning: “It’ll cost this much, and give us all we need”• Design: “It’ll look like this – let’s go build it” • Development: “Here you are…”• Deployment: “…Bingo! Oh dear…”

• Architecture: “understandingthe parts within the whole”

• Enterprise Architecture:architecture of the enterprise

• Understanding the enterprise’sarchitecture leads to betterplanning and better delivery

18

To be actionable, the EA must be:

• Contextual• Driven by the business motivation, strategy, priorities, scope time

horizon, domain, etc.• Collaborative

• Available to and accessible by all stakeholders to get participation and commitment

• Connected• Line of sight linking business motivation and strategy ↔ business

architecture ↔ IS architecture ↔ Technical Architecture ↔ Project Portfolio with governance, life-cycle management and business performance management

• Consumable• Can be understood from different stakeholder perspectives and

viewpoints as required for their understanding and buy-in* Neil Ward-Dutton

19

Actionable Enterprise Architecture can avoid lots of pitfalls• Silos of people, process and projects creating barriers that prevent collaboration

• Each project provides its own solution architecture emphasizing local over global optimization

• Overlapping, redundant solutions leading to poor interoperability, less agility, and increased costs

• Confused priorities, overworked resources, decreased performance and resistance to change

• Periodic large and costly reorganizations and re-architectures leading to higher risk

• Increased enterprise liabilities rather than assets

• Ivory Tower syndrome: sucking information into EA models that have little business effect

• Reactive rather than proactive business planning

• IT projects that aren’t completed or fail to meet business needs

Inefficient IT inhibits business innovation, agility and integration resulting in decreased performance and increased risk

20

Creating the EA

● Populating the EA with information from all domains

● Communicating with stakeholders in their context

● Managing constant enterprise-wide change

● Keeping individual projects in synch with the prescribed EA

Consuming the EA

Making the EA Actionable

Actionable EA: Contextual, Collaborative, Connected and Consumable

21

Creating the EA

● Populating the EA with information from all domains

● Communicating with stakeholders in their context

● Managing constant enterprise-wide change

● Keeping individual projects in synch with the prescribed EA

Consuming the EA

We know there are challenges to making the EA actionable

Challenge in transforming business requirements into implementation

The language of Planners and

Strategists

The language of Solution Designers

“To-be” Patterns and

Building Blocks

“As-is”Inventory

Providing Guiding

Principles

Ensuring Governance

Stability for Programs

Moving with the Business

22

Making EA more actionable means making more productive use of our architectural information

● Simpler and automated harvesting from all enterprise resources

● Governance with enterprise wide change management and best practices measurement

● Enhanced reporting and usability to improve communication

● Integrated IT delivery enabling reuse of assets and practices

Consuming the EA

Creating the EA

Integrated business & implementation requirements

One language of architecture

“as is” and

“to be”

Integrated tooling

Version control and publication management

23

Business Motivation and StrategyMeasured Capability Improvement Framework

CollaborativeALM

SCM

Work ItemsBuild

Project and IT

PortfolioManagement

Solution Delivery

Operational Modeling

Measurement and Reporting

IBM Rational offers capabilities to make EA actionable

C u s t o m e r s

A c c o u n t s

C u s t o m e r S e r v i c e s

P 2 P e o p l e S o f t

P R e s e r v a t i o n s

P C r e d i t C a r d

B o o k i n g

P C u s t o m e r

M a i n t e n a n c e

D C u s t o m e r D e t a i l s

D a t a _ F l o w _ 1

C u s t o m e r C r e d i t R a t i n g

A u t h o r i z a t i o n C o d e

C r e d i t C a r d A c t i o n

C u s t o m e r B o o k i n g D e t a i l s

A c c o u n t H i s t o r yM a i n t e n a n c e i n f o

C r e d i t C a r d D e t a i l s S e c u r e T r a n s a c t i o n

C u s t o m e r D e t a i l

R e s e r v a t i o n R e q u e s t

O rganiza tional Unit

Chel sea Hot el s a nd Re sorts

Mission

Se rve t he Nee d s o f t he Bus in e ss a nd Le isu re Trav eler

* ***

*

**

**

*

Vision

T o Be Rega rd ed as th e F ine st H ote l Ch ain in th e Wo rl d

Go al

*

In creas e R ev en ues

G oal

*

Improv e Q u alit y o f Serv i ce

Goal

*

Be Rega rd ed as aFirs t-Cl ass Bus ines s Ho tel

Objective

Nu mb er of C o mp lai nt s rece i ved in2 Q 20 06 S h ou ld Be 2 0 p e rcen t l ess

th an 2 Q 2 004

Objective

Ho st 12 C o n fe ren ce sa nd Sem ina rs pe r y earin 6 La rg est Ma rk ets b y

Se pt 1, 2 008

Objective

Ad d Co nf eren ce F ac iliti est o Ho te ls in 6 La rg est Ma rk ets

b y S ep t 1 , 20 08

Objective

Ea rn 5- St ar Rat in gfro m h o tels .co m b y

Se pt 1, 2006

Objective

Business Rule

Cust om er's RewardsPoi nt s Nev er Exp ire

Busine ss Ru le

Eve ry Cus to me rM akin g Res ervat ionGe ts Au t o -En ro lle d

i n Prog r am

Tac tic

Es t ab lish a F req u en tGu est Rew a rds Pro gram

Ta ctic

Rese rv ati on Se rvice sO ver th e We b

Policy

Rew ards Pro gramMu st Be Att ra ct ive

to Cus t o me rs

Strategy

Prov id e Vacat io n P ac kag eswit h T he me Parks

Strategy

Imp ro ve Exist ingR es ervat io n Exp erien ce

Strategy

M od erniz e Ho tel s

E nte rpri se Dire ction D iagram

Credi tCardCompany

Accounts

Hote lR es erv ation Sys tem

Reception

Traveler Potential G uest

Ch eck

Cus t om er C r ed it

P ro vid e C l ie nt

wi th

Re ser vat i on

Num ber

ReservationNo t if y C us tom e r

o f Cr ed it

P ro ble m

C ust om er

A g ree s t o T er ms

+

C ust om e r

R ej ect s Ter m s

A dvi se

C ust om e r

C al cula te Roo m

P r ice

N ot if y C ust om er of C r edi t R eje ct io n

R eser va ti on N um be r G r ant ed

Ca nce l Re ser va ti on

R oo m Bo oke d Pr ov isi onal ly

C r edi t O K

Cr edi t No t O K

Cus tom er C r edi t D et ail s

Q uot e_P r i ce

Q uot e P ri ce

Enterprise Architecture

RAM RDM

24

Best Practice Processes and Guidance

IBM’s modular, flexible, open and integrated solutions

Solution Deployment

Solution Planning

SolutionDesign

Solution Development

“Doing Things Right”

“Getting Things Into Production”

Rational System

Architect

Rational Software Architect

&Rational

Rhapsody

Rational System Architect

&Rational Focal

Point

Rational Software Architect

&Rational

Application Developer

“Understand the Solution Context and

Content”

“Making the Right

Investments: Market, Time,

Scope”

Rational Software and Systems Delivery Platform

Rational Asset Manager“Measure

Performance Against Objectives”

Measure team performance and project

results

25

Jazz is…

● The foundation of systems and software delivery

● A scalable, extensible team collaboration platform

● An open integration architecture enabling mashups and non-Jazz products to participate

● A community at Jazz.net where Jazz products are built

● An evolution of our portfolio over time

Jazz is the foundation for collaborative architecture management

A platform for transforming how people work together to deliver greater value and performance from their systems and software investments.

StorageCollaboration

QueryDiscovery

Administration: Users, projects,

process

Best Practice Processes

Presentation:Mashups

FutureIBM

Capabilities

Product & Project

Management

Collaborative Lifecycle

Management Engineering& Software

Tools

BusinessPlanning &AlignmentYour

existing capabilities

3rd-PartyJazz

Capabilities

Compliance& Security

StorageCollaboration

QueryDiscovery

Administration: Users, projects,

process

Best Practice ProcessesBest Practice Processes

Presentation:Mashups

FutureIBM

Capabilities

FutureIBM

Capabilities

Product & Project

Management

Collaborative Lifecycle

Management Engineering& Software

Tools

Engineering& Software

Tools

BusinessPlanning &Alignment

BusinessPlanning &AlignmentYour

existing capabilities

Yourexisting

capabilities3rd-Party

JazzCapabilities

Compliance& Security

26

PlanningScenarios

Mining IT

Impact Analysis

Broad themes for the future

Control Settings

ResultsBetter

Analytics

SolutionDelivery

Note: This does not show delivery order

Asset Mgmt

BP Integration

Web ServicesDecisionMaking

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