Design for Success: An Approach to Metadata Architecture for ...
Using Architecture For Success - University of Birmingham
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© Corso Ltd 2011 Using Architecture For Success Jamie Knowles – Director of Research & Development
Transcript of Using Architecture For Success - University of Birmingham
© 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
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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
© Corso Ltd 2011
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”)
© Corso Ltd 2011
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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© Corso Ltd 2011
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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© Corso Ltd 2011
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)
© Corso Ltd 2011
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 - [email protected]
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