© Corso Ltd 2011

Using Architecture For Success

Jamie Knowles – Director of Research & Development

© Corso Ltd 2011

Agenda

• What’s the problem?

• What’s the science to help us?

– Enterprise Architecture

– Solution Architecture

– Solution Design

• Applications of the science

• Tools of the science

• Assignment

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THE PROBLEM

More Challenges - Bigger Challenges Changing our businesses has challenges

Businesses need to manage a large number of initiatives and assets • Complexity is increasing

• Requirements more demanding

• Lack of Information

Stakeholders are scattered

• Business and IT divide

• Enterprise Architecture and Programme Management are silo's

Investment decisions have many factors • market drivers

• architectural needs

• requirements etc

Lack of techniques and tools

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THE SCIENCE OF THE SOLUTION

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What is Architecture?

• 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: “understanding the parts within the whole”

• Enterprise Architecture: architecture of the enterprise

• Understanding the enterprise’s architecture leads to better planning and better delivery

6 6

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Architecture enables organisations to “do the right things right”

Deployment & Delivery Project

Scoping Build Cycle Deployment External Design Internal Design

Project Scoping

Build Cycle Deployment External Design Internal Design

Project Scoping

Build Cycle Deployment External Design Internal Design

Strategic Intent

Project Prioritisation

& planning

"These are the projects we should

do”

"These are the projects we will do” “Here you

are!”

The Enterprise’s Architecture

“Do the right

things”

“Do things right”

Projects

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The detailed process – “Soup to Nuts”

“Are our target architectures still right?”

“Are we still moving the right direction?”

Programmes & Projects

Strategic Delivery

Project Scoping

Build Cycle Deployment External Design Internal Design

Project Scoping

Build Cycle Deployment External Design Internal Design

Project Scoping

Build Cycle Deployment External Design Internal Design

Strategic Intent

Architectural Governance

"Are we designing these systems the way we said we want them done?”

Enterprise IT Architecture

Functional

Operational

"This is the way these systems should be designed”

Enterprise Business Architecture

“Business as Usual” project prioritisation & planning

"These are the projects we should do”

Transition Planning

“These are our roadmaps”

Projects

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Two aspects of “architecture”

• (1) There are two styles of Architect behaviour – Those who take a holistic, wide approach, wanting to define, explore,

adjust and analyse from all points of view • “I need to see/work on something of everything”

– Those who have a detailed, specialised focus on some aspect, whether this be in terms of requirements, or functional structure, or operational deployment etc.

• “I need to see/work on everything of something”

– In some contexts these two styles are distinguished as: • Architects – think of the whole thing in a holistic way • Designers – focus their specialised skills on a specific aspect or part of the thing

• (2) There are two sorts of content, for BOTH styles of behaviour – System Modelling - describing the requirements on, and design of a specific target business system – Patterns, principles and building blocks – “best practice” guidance that constrains these models

• We’re recognising that our tools can/should serve the needs of both communities, across both sorts of content.

– Architecture tooling (such as System Architect) supports those architecturally focused and “need something of everything”

– Specialised tooling (such as WBM, RSA and RAM) support those with a solution design focus and “need everything of something”

Enterprise Architecture

Solution Architecture/Desig

n

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Which “Architecture” applies where

“Are our target architectures still right?”

“Are we still moving the right direction?”

Programmes & Projects

Strategic Delivery

Project Scoping

Build Cycle Deployment External Design Internal Design

Project Scoping

Build Cycle Deployment External Design Internal Design

Project Scoping

Build Cycle Deployment External Design Internal Design

Strategic Intent

EA Governance

"Are we designing these systems the way we said we want them done?”

Enterprise IT Architecture

Functional

Operational

"This is the way these systems should be designed”

Enterprise Business Architecture

“Business as Usual” project prioritisation & planning

"These are the projects we should do”

EA Transition

“These are our roadmaps”

UPSTREAM EA: Identifying viable projects that help realise the enterprise architecture requires a good set of “models”, capable of portraying the overall “as is” and “to be” architectural landscape

DOWNSTREAM EA: Ensuring projects can exploit the architecture’s “standard components” or building blocks requires each part to be described and published in an easy-to-use, easy-to-find “catalogue like” format

SOLUTION ARCHITECTURE: Which solution alternatives are viable requires a good set of “models”, capable of portraying more detail of the “as is” and “to be” landscape

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SOLUTION DESIGN: All the information needed to build requires a good set of “models”, capable of portraying ALL the detail “to be” landscape

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These notions map onto a neat “mental model”…

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(Key note: this mental model covers all aspects of architecture - business architecture, information systems architecture, and IT infrastructure

architecture!)

BA

ISA

TA

Those who need

holistic architectural

thinking

(“something of

everything”)

Those who focus on

specialised

architectural thinking

(“everything of

something”)

Solving specific business problems (system modelling)

Providing/using architectural guidance for solving business problems using IT

(“Patterns, principles and building blocks”)

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Where do I start?

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Ente

rpri

se A

rch

ite

ctu

re

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(Best analogy ever – LEGO®!!!!!) Source: Ian Charters’ LEGO® box

and models

Used to build…

Ian’s Lego® box

Ian’s box’s compartments & trays full of Lego®’s ABBs

Ian’s model

Lego®’s pattern

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Enterprise Architecture is becoming important

EA in the US Federal Agencies and Departments:

“EA or BUST”

“Fed up with the lack of progress Defense has made on modernizing its business systems, Congress is threatening fines of $5,000 and jail time for the department’s comptroller if systems do not comply with the EA”

“Congress is enforcing its mandate that the Defense Department develop systems compatible with the DOD Business Enterprise Architecture—with the threat of jail time and hefty fines for the department’s comptroller. For years, lawmakers working on Defense budgets have demanded that DOD shape up its business systems. In the fiscal 2005 Defense authorization act signed by the president last month, they set a fine of $5,000 along with a possible two-year prison sentence for each time—starting Oct. 1—that Defense OKs spending $1 million or more for any system that does not comply with the BEA. The language is tied to Title 31 of the Antideficiency Act, which makes it illegal for government agencies to use funds for projects outside authorized purposes.”

Dawn S. Onley GCN Staff 11/22/04; Vol. 23 No. 33 © 1996-2004 Post-Newsweek Media, Inc. All Rights Reserved.

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TOOLS OF THE TRADE

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What do I need to do EA?

• Model – Language to describe the enterprise

– Process, Data, Organization, Technology, Application Systems

– Full traceability to the goals and objectives of the organisation

• Method – How to gather and use this information to do

something useful

• Tool – Centrally stored repository of information

– Accessible by all stakeholders

– Ability to ask questions of the information

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P Process

O Organization

L Location

D Data

A Application

T Technology

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What options do I need to consider?

Resource

Supplier/Partner

Product

Customer

Service

Market/Sales

Common Business EntitiesEnterprise

Strategic Product Portfolio Plan

Service PerformanceService Service Strategy & PlanService Appli cations

Resource Topology Resource Performance Resource Strategy & PlanResource

Supplier/Partner Interaction Supplier/Partner OrderSupplier/Partner

Business Interacti onParty

Appl ied Customer Billing Rate

Product PerformanceProduct

Customer Bill CollectionCustomer ProblemCustomer OrderCustomer

Contact/Lead/ProspectMarketing CampaignMarket Strategy and Plan

Supplier/Partner Performance Supplier/Partner Bill

Service Trouble

Resource Usage

Service Confi gurationService Specification Service Usage Service Test

Resource Speci fication Resource TestResource TroubleResource Configuration

Supplier/Partner Product Supplier/Partner StatisticSupplier/Partner SLASupplier/Partner Plan

Location

Product Specification Product Usage StatisticProduct Offering

Customer Bill InquiryCustomer Interaction Customer Statistic Customer BillCustomer SLA

Sales ChannelSales StatisticCompeti torMarket Segment

Supplier/Partner Payment

Policy

Supplier/Partner Problem Supplier/Partner Bill Inquiry

Agreement

Project

Business Contract

Root Business Entities

TimeBase Types

OperationsStrategy, Infrastructure & Product

Enterprise Management

BillingAssuranceFulfillmentInfrastructure

Lifecycle

Management

Strategy &

Commit

Operations

Support &

Readiness

Product

Lifecycle

Management

Customer

Supplier/Partner Relationship Management

Resource Management & Operations

Service Management & Operations

Customer Relationship Management

Supply Chain Development & Management

Resource Development & Management

Service Development & Management

Marketing & Offer Management

eTOM Business Process Framew ork

Level 0 V iew of Level 1 Processes

CEO Level View

Enterprise Quality

Management, Process & IT

Planning & Architecture

Research &

Development,

Technology

Acquisition

Disaster Recovery,

Security & Fraud

Management

Brand Management,

Market Research &

Advertising

Human Resources

Management

Stakeholder & External

Relations Management

Financial & Asset

Management

Strategic &

Enterprise Planning

Go to Level 1 View of

Level 2 Processes

• Choose a Language

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Tools of the trade

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(Target)

System Modelling

Architectural

Patterns

Sets of ABBs

(aka ABB

Catalogues)

Principles &

Guidelines,

Estimating data

Usage metrics

Holistic Architectural

Thinking

(“something of

everything”)

Specialised

Architectural

Thinking

(“everything of

something”)

WBM et al

System Architect

RAM

System Architect: tool of choice for those who

wish to model the whole system, to some degree

WBM, RSA, MS Word: specialised tools for those

who wish to focus on some aspect of the system

Rational Asset Manager: acting as the reposititory of architectural assets (as well

as work in process)

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Where do I start?

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Cost Reduction

What do we have?

Need all of it?

Consolidate to reduce costs?

Desire for impact analysis

Standardization

Develop standards and recommended best practices (e.g. technology stacks, server platforms)

Seeking repeatability

Encourage IT evolution

Focusing on IT scope only

Broaden Scope

Meet business needs by linking IT to business

Managing architectures outside IT

Increasing focus on business architecture and business processes

Actionable EA

Develop business strategy

Value propositions, capabilities, resources?

Refine into to-be

Compare to as-is

Create transition plan

Execute

Customers span a range of EA goals & scope

Opportunistic Systematic

CONCLUSION

© Corso Ltd 2011

Summary

Enterprise Architecture allows us to:

– Do the Right things

• We get what we want

• Reduce risk

• Reduce cost

– Do Things Right

• Reduce Risk

• Reduce Cost

• Deliver on time

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ASSIGNMENT

© Corso Ltd 2011

Discuss the Value of Architecture

• What value might Architecture (EA & SA) bring to an organisation?

– Consider factors such as

• Cost

• Risk

• Regulation

• Time to deliver

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Jamie Knowles - jamie@corso.co.uk