Ea roadblocks and remedies by Adrian Grigoriu

Enterprise Architecture Roadblocks and how to overcome them BTELL Enterprise Architecture Conference Date: 15 Aug 2007, Adrian Grigoriu

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“Nothing will be ever achieved if all objections must be overcome first”

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Enterprise Architecture (EA) pledge

Enterprise Architecture (EA) has promised a thorough transformation of the business world by aligning IT to business, improving investment and Enterprise planning, streamlining enterprise operations and documenting the company blueprint to enhance understanding, measurement and management of its operation.

Although EA has been around for some time now, its take off has been rather modest or inconsequential and EA has not been growing at the expected pace

People are reluctant about an EA development as it is costly, takes time and resources, its business case is not proved and the outcome may not live to expectations

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EA roadblocks, What are they

But what are the factors hindering the EA adoption or its success? Moreover, how can we overcome them?

Enterprise Architecture “roadblocks” or "inhibitors" are approaches to the EA design, implementation and exploitation which limit the number of stakeholders and do not promote further usage

By exploring “roadblocks", EA development obstructions would be better understood and eventually neutralised

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EA roadblocks, Agenda I.

Enterprise state: cultural inertia, tactical thinking, silos, Business-IT divide

II.

Vague EA definition and scope: is it a blueprint, program, strategic planningâ&#x20AC;Ś?

III.

Lack of stakeholders' participation as their concerns are not considered

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Ambiguous relationship to related Enterprise programs: SOA, ERP, ITILâ&#x20AC;Ś

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Enterprise state Cultural inertia, tactical thinking, silos, BusinessBusiness-IT divide

Cultural inertia: EA challenges the status quo of the Enterprise by altering its immediate course

Predominant tactical thinking: EA is about strategic planning which inherently collides with the short term thinking

Silos: businesses are more often than not organized in silos => silo politics already exist

The existing divide between Business and IT => cross boundary communication and development is difficult Flows Layers

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The EA, what is it?

Is it an IT only Enterprise wide application integration programme?

Is it a rather typical organisation alignment to business objectives?

Is it a Business Process Management (BPM) development?

Is it a program, a document, a process or organisational issue?

They all are parts of the same answer, the Enterprise Architecture:

The structure of the Enterprise, its operation over business processes and technology, people and organisation, its blueprint and strategic roadmap, all described by a single entity, the Enterprise Architecture

But EA is more: It is about the network, real estate, fleet, business continuity

And EA is more than the sum of its parts Flows Layers

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EA definitions, CIO “An enterprise architecture (EA) is a conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives. Purported advantages of having an enterprise architecture include improved decision making, improved adaptability to changing demands or market conditions, elimination of inefficient and redundant processes, optimization of the use of organizational assets, and minimization of employee turnover.”

SearchCIO.com - CIO Definitions, June 8, 2005. Posted October 13, 2006.

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EA definitions, FEA and TOGAF

“The FEA (Federal Enterprise Architecture) consists of a set of interrelated "reference models" designed to facilitate cross-agency analysis and the identification of duplicative investments, gaps and opportunities for collaboration within and across agencies. Collectively, the reference models comprise a framework for describing important elements of the FEA in a common and consistent way. Through the use of this common framework and vocabulary, IT portfolios can be better managed and leveraged across the federal government.”

An EA defines the components or building blocks that make up the overall “their interrelationships and guidelines governing their design and evolution” TOGAF 8.1 FAQ

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EA definitions, Harvard Business School â&#x20AC;&#x153;The enterprise architecture is the organizing logic for business processes and IT infrastructure, reflecting the integration and standardization requirements of the company's operating model (where the operating model is defined as the necessary level of business process integration and standardization for delivering goods and services to customers). The enterprise architecture provides a long-term view of a company's processes, systems, and technologies so that individual projects can build capabilities - not just fulfill immediate needs.â&#x20AC;?

Jeanne W. Ross, Peter Weill, David C. Robertson, Enterprise Architecture As Strategy, Harvard Business School Press, 2006. Posted October 3, 2006. Flows Layers

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The EA definition

What: EA is the structure of an Enterprise and its blueprint

How: people and technology execute processes to deliver value to stakeholders

Why: to achieve streamlining, alignment, blueprinting, strategic planning and agility

Technology People

and the EA is the Enterprise structure and its blueprint showing how it operates, describing the current, desired and transition Enterprise states, in artifacts such as:

Stakeholders’ Use Cases, Products, Value Chain and Business Models

Business Architecture

Information Architecture

Technology/IT Architecture

People Architecture/Organization

Stakeholders’ views such as location, planning, security, content management

Transformation roadmap and project portfolio to accomplish business strategy

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EA scope Typically covers IT Architecture only EA architecture is often narrowed to IT only

Enterprise wide IT architecture or

Describing the IT department operation (ITSM)

=> EA approached as an IT only architecture, reduces the EA scope to IT and fails to involve business, company management and other non-IT technology stakeholders

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EA scope Typically covers IT Architecture only

The scope agreement in this phase, if any, can determine “which” EA will be developed: an IT only architecture, an ITIL implementation or other

This scope dispute hits the balance between the tactical and strategic thinking and it is crucial as the benefits diminish with the scope reduction

EA architecture is often narrowed to IT only – Enterprise wide IT architecture or – Describing the IT department operation (itSM/ITIL)

Or covering only the main product operation => the reduced EA scope diminishes the value of EA Flows Layers

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EA scope Non--IT Enterprise Technologies are ignored Non

Technology is only seen as Information Technology, IT

No other technology (e.g. manufacturing bandâ&#x20AC;Ś) is considered

=>The IT only view is restricting the sphere of interest to just a few types of IT intensive enterprises and, inside a company, to a few stakeholders reducing scope drastically, not only in design but in business users' involvement, support and usage =>For wider adoption EA has to cover all Enterprise technologies =>Enterprise Technology is more than IT

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EA scope People and Organization are not in scope

Quite often Business processes are performed by people – Workflows, are still relying on human intervention for data input, validation – Processes lag because of people, the weakest link in the chain

Human intervention is not described since people are not in the framework

Organization/people evolution and alignment is the object of a separate initiative

People culture and communications also affect your Enterprise performance

=>But the organization chart should be aligned to your Enterprise Architecture so that people take ownership of functions, processes and technology they execute =>“The Company is the People" who govern, plan and operate the Enterprise Flows Layers

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EA scope Does not build Views

Other Enterprise internal stakeholders’ concerns are not addressed

Often no Views reflecting stakeholders’ concerns – email architecture – real estate – parking – internal post architecture – …

=> EA needs wider scope to include and provide motivation to business teams and enable adoption and usage

=> Enterprise Architecture is more than IT Architecture Flows Layers

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Stakeholders’ concerns not addressed

Little relevance for Enterprise stakeholders, such as owners … – Except for the customer’s processes, there are seldom other views

No interest from the non-IT technologies audience (manufacturing) – No manufacturing architecture

Limited interest inside the IT function – EA scope is too narrow even for IT (no email, CM, KM architecture…)

=> EA does not address business and management concerns –

there is a lack of business and management support

– Prevents funding and support from business and management – No links to the Enterprise Value Chain or business model Flows Layers

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Ambiguity with regard to SOA, ERP, ITIL ERP efforts remove attention from EA •

ERPs cover many Enterprise functions: manufacturing, supply chain, inventory, payroll, procurement, accounting & finance

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Reduce the hassle of integration of Enterprise applications from various vendors

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But provide tight integration at the cost of reliance on a single supplier hampering as such the opening of the Enterprise to competitive, best of breed solutions based on SOA and Enterprise's agility to adopt 3rd party Enterprise applications

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ERP does not promote the comprehension provided by the EA since it provides the business processes embedded in the applications but in a proprietary and rather monolithic approach; the Enterprise has to adopt the ERP business processes rather than use its own

– => the ERP modelling (re-engineering) is the way to re-use the existing ERP suite and document its business processes for the EA purpose since currently • there are not enough off-the shelf SOA services to compete with ERPs Flows Layers

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Ambiguity with regard to other technologies ERPs cover the EA space but collide with SOA

It's not in the ERP suppliers' interest to open up their products to SOA - which promotes best of breed services –

ERPs do not promote the comprehension provided by an EA or agility of SOA.

As there are not enough off-the shelf SOA services to compete with ERPs – Replacement of your ERP solution may prove prohibitively expensive from a cost and time perspective – Integrating the ERP with your other applications would be a good idea and – collaboration with your application vendors to package apps as services.

=>SOA threatens traditional ERP application suites which tend to provide Enterprise services and integration at the cost of reliance on a single supplier =>ERP modelling (re-engineering) the way to re-use the existing ERP suite and document its business processes for the EA purposes

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Ambiguity with regard to other technologies EA vs SOA vs ITIL

While not an inhibitor as such, SOA harbours under its umbrella many developments which should be covered by EA

SOA is a style of target EA, does not cover the discovery of existing architecture, technology alignment to strategy or organization design

SOA tends to fail as much as EA because it is initiated by IT without business stakeholders' and the board of directors' support

=> SOA is not IT specific; it should be a business services development first and a technology integration development second => SOA should be part of a larger EA development

EA addresses the whole Enterprise straucture and operation

ITIL (ITSM) only addresses the IT department structure and processes Flows Layers

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EA Framework issues, diversity, verbosity

Too many EA frameworks, too many approaches, too broad – No EA framework definition – No agreed scope or purpose – No agreed EA framework, too many views – Too diverse and verbose

Over simplification – Typically only four layers (Business, Data, Applications, Infrastructure)

No functional/logical architecture – No logical view of the operation of the Enterprise, for understanding and structure of the EA blueprints

No clear data architecture definition – Structured data only, CDI-MDM?, content and document management, knowledge management Flows Layers

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EA Framework issues, diversity, verbosity Diversity of EA frameworks

The diversity of approach, scope and prp ndrn 0]TJ442.560 0 Td [(a)-0.336983dapn5562.000]TJ/R2

EA Framework issues, diversity, verbosity No consensus on purpose, scope and selection

Most frameworks leave out people and organization ("who") or some are narrowed down to business process architecture (the "how") ignoring technology

Some have been applied for a while with less than convincing results or are obsolete and used no more and some are not taking the development very far

In other words there is no consensus on approach or scope

Some of them are very large, verbose documents

How do we choose a framework? Are there any recommendations for framework selection? Do you have to create your own framework?

Are frameworks enabling drawing the complete picture of the Enterprise?

Is the chosen EA framework fit for the purpose or scope of your endeavour? Flows Layers

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No commonly accepted EA framework definition

There is also little information of what business architecture means apart from processes

The four layer framework, while useful, is an over simplified approach revealing few aspects of the real Enterprise and reducing the number of EA stakeholders to an IT few

No support for navigation between components or consistency in artifacts design

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Enterprise Architecture is overly simplified

The four layers framework is largest common denominator of all frameworks

EA development would typically consist of four architectural layers: business, information, application and technology infrastructure – Not clear though how or to what level of granularity the four architectures are described and how are they linked – Mapping matrixes are used to link elements in or outside layers

The EA development is often considered finished soon after an inventory of technology is compiled, the application architecture is drawn, the process documentation is initiated by business analysts and data architecture is sketched

At a minimum, the deliveries would consist of at least four diagrams, one for each layer. This may not meet normal expectations though Enterprise Architecture roadblocks and how to overcome them Copyright Adrian Grigoriu © 2007

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EA logical architecture frequently omitted

The functional architecture outlines the key components of the firm, interconnected to implement your enterprise value chain

It helps grouping process, applications and technology in logical Enterprise entities

For a technical system design, the logical architecture specification is the first step to describe the system operation and its components

The lack of functional architecture inhibits understanding of the Enterprise operation and of the Enterprise Architecture itself

A functional architecture, added to the business, information, application and technology, significantly improves Enterprise operation comprehension Flows Layers

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EA not mandating architectural views

Aspects or "views" of the Enterprise such as real estate, parking, accounting or, in IT, email or printing architectures are left out although they probably exist, are documented elsewhere and are of real interest to you and other stakeholders

The lack of points of view reduces the interest in and usage of EA to just a few stakeholders

Due to this simplification, EA architect positions are advertised directly for Information, Infrastructure or Applications roles in the IT space, already

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EA vast knowledge, tools, no methodology Vast knowledge required

lack of Enterprise Architects to understand business issues, non-IT and IT technologies

EA tools issues

Little usage or perceived benefits, expensive for a few diagrams

Architecture methodologies issues

No methods with the exception of the SW development methodologies

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The Vast Knowledge required is a handicap

The difficulty is to manage the vast knowledge required by an EA, spanning all business and technological domains

To develop an EA an Enterprise Architect and EA team needs to cover knowledge that stretches across the business and technology domains in fields such diverse as: â&#x20AC;&#x201C;

Value Chains, Business Models, Strategy, Operations, Business Processes and BPM, Technology, EA frameworks, Architecture design, IT Applications and Infrastructure, ITIL, ERPs, CRMs, SOA, outsourcing, BPO, SaaS, Web Services, modelling and tools, Human Performance, change management, organization design and process maturity models. These are some of the challenges Enterprise architects, programme managers and all involved face.

An EA Chief architect to know the parts and the moves everything can derail quickly in terms of quality or cost

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Vast Knowledge required to develop EA

That calls for leadership. Often employing the wrong EA team can hamper the whole project. The scope of paramount importance. That is what is in scope and what is out.

The wrong framework,

In the corporate transformation phase many other resources will be involved. EA governance is key to the whole process.

There are case studies showing EA implementations but most are in progress and some developments seem to vanish into the future</9>

But there are as always a few cases where the development is dragging on. The issue is has EA returned value to the Enterprise and its stakeholders?

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No EA tools in use

Usually teams design EA artifacts, reflecting own concerns, with a tool of choice – Artifacts have no common component repository, are poorly linked, if at all, and are inconsistent with most other stakeholders' diagrams – Entities in different diagrams may not be linked to each other and may have different properties even if they represent the same component – A change to be propagated to diagrams (& tools) stored in various places fostering architectural data integrity issues

EA tools would eradicate issues like – multiple EA vocabularies, inconsistent terminology, notations, conventions or input/outputs, architectural data integrity – proliferation of Visio, Power Point drawings or even word documents which generate similar issues that EA aimed to eliminate in the first place (duplications) Flows Layers

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EA tools would

Support consistency in definitions, inputs/outputs and look and feel of all EA artifacts by employing a single vocabulary, metadata, repository and set of architectural patterns, principles and conventions;

Enable process simulation for business process improvement, dependency reports, navigation, "zoom in/out", configuration, change management, collaboration, access control and web presentation to allow â&#x20AC;&#x201C; Access to the EA artifacts accessed by a potential large participation and even wider audience â&#x20AC;&#x201C; Enable each team to manage its entities and produce own artifacts but within the constraints of the EA framework

Enable understanding of the impact of a business strategy or process change on the supporting applications and infrastructure Flows Layers

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EA tool to support

Since, without a tool, maintenance of the EA is hard work, the artifacts are rapidly becoming obsolete and after that, seldom reused; with time, the poorly updated EA artifacts will satisfy no more the requirements

An EA tool set approach would enable integration of the EA tool to other applications which support EA artifacts

Process Technology People

Governance Issues: EA (BA) developed by IT

Historically, there was no business architecture for most activities domains – with exceptions as telecommunications eTOM (or Supply Chain,SCOR)

Business Programs initiated by IT – Have little chance to enroll business stakeholders

Politics resulting from all above: lack of clarity – Artifacts are formally approved but never used – Budget diminishing in time

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Enterprise Improvement schools More Enterprise improvement trends co-exist in parallel

Organization alignment to business strategy (re-organization) – Cascade objectives to job descriptions and people

Business Process Improvement – BPM technology continues to be promoted besides EA – Including straight through processing

SOA developments – Hiding in fact EA developments

EA case studies

No overwhelmingly convincing case studies Flows Layers

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What have we addressed so far … To address real business concerns and to improve business and management support and participation, an EA framework should cover:

The whole Enterprise operation rather than IT architecture

And all technologies rather than only IT

Stakeholders’ Views besides the over simplified four layers architecture, such as – document management architecture – the real estate, parking… blueprint – Financial/Accounting, HR support views…

Logical structure of the Enterprise

And the people and organization of the Enterprise aligned to business processes and technology Flows Layers

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Conclusions i

IT has little authority to – Drive business architecture – Influence corporate strategy – Recommend organisational changes – Facilitate decision making, planning and investment

To succeed, an EA architecture needs to address business concerns, to be sanctioned, supported and have visibility at the business and management board. EA needs the wider scope to include and provide motivation to business teams and enable adoption and usage

It's difficult otherwise to get traction from firm's management, business or manufacturing people or, for that matter, from other stakeholders outside IT

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Conclusions ii

By default the only stakeholder considered is the customer, leaving out though owners, partners, employees... views, thus limiting the scope

The Enterprise discovery should be initiated by Stakeholders' interaction and needs expressed as Use Cases Context diagrams and Use Cases, a pivotal practice in software design, are not oftenly described

enterprise value chain and business model

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Nothing will be ever achieved if all objections must be overcome first

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The anatomy of a definition

What: what is it, by category or analogy

How: the way it operates, components

Why: reason to exist, drivers, benefits

Where: locations

When: times it operates, evolution, planning

Who: operates or plans or benefits

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EA benefits of technical architecture

73% improved ability to share data

61% improved ability to share financial components

39% Lower developments costs

35% reduced time to market

Structure architecture to win business buy in/Compliance, Mary Knox 23 Jan 2004 Gartner

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An EA tool should offer

A rich choice of diagramming notations

Designs export/ import to and from other tools

enable "zooming” in and out of diagrams for navigation of the Enterprise decomposition tree;

Process simulation to enable business process improvement through modelling of process performance

“On-demand" dependencies between specific processes, applications, infrastructure, organization and other views

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EA tools reduce the need for large diagrams hindering EA usage

Sometimes, large diagrams, aim to provide all things to all people – The sheer size and detail of such diagrams become a deterrent, discouraging their consultation, for instance, ISO A0 formats (1189/841mm or 46.81/33.11") – not everyone has equipment to print them (in fact few), wall space to display them or is patient enough to extract solely the aspect of concern or even less to update them

"Presentation" diagrams not allowing, navigation or drill down to components at various levels of detail in "zoom in/out" like actions

Diagrams become too large and they look and are too complex; few are ever interested in the whole Enterprise at such level of detail

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The EA definition

The best thing you can do is the right thing, the next thing you can do is the wrong thing and the worst thing you can do is nothing. Theodore Roosvelt

Tell me and I forget, show me and I remember , involve me and I understand

To reach a port you must sail against the wind

The time is always right to do what is right: Martin Luther King

Nothing will be ever achieved if all objections must be overcome first

Great spirits have always encountered violent opposition from mediocre minds Albert Einstein

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EA definition, scope, business case EA definition issue – A set of diagrams, a document, a plan, a process …?

EA scoping issues – Mostly implemented as an Enterprise wide IT architecture, ITIL

Enterprise related technologies scope issues – BPM is only part of the equation – SOA challenges and hides the EA developmentcomplexity – ITIL is often thought as an EA development – Existing ERPs providing both applications and process layer of EA absobing all attention

EA business case issues Flows

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The EA definition

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EA definitions collection CIO good “Good Enterprise Architecture:

a. Improves internal communications by providing a common language for describing how technology can support business initiatives. b. Helps companies link business and IT priorities by creating road maps for decision making about technology initiatives. c. Helps reduce costs by encouraging technology standards throughout the organization, thus allowing IT to pinpoint trade-offs in project costs based on adherence to architectural requirements. d. Improves the quality of technology initiatives for business by easily explaining plans to a broad range of constituents.”

CIO Insight magazine (website), "Enterprise Architecture Fact Sheet"

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EA definitions collection CIO poor “Poor Enterprise Architecture:

a.. Enforces the use of technical terms and jargon that confuse both business and IT. b.. Creates such a high level of detail for defining technology initiatives that decision making is paralyzed. c.. Requires a level of standardization that can potentially limit business-unit flexibility and speed to market. d.. Has unrealistic goals for transition to new corporate technologies.”

CIO Insight magazine (website), "Enterprise Architecture Fact Sheet"

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EA definitions collection IFEAD

“Enterprise Architecture is about understanding all of the different elements that go to make up the enterprise and how those elements interrelate. An 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. Elements in this context are all the elements that enclose the areas of People, Processes, Business and Technology. In that sense, examples of elements are: strategies, business drivers, principles, stakeholders, units, locations, budgets, domains, functions, processes, services, information, communications, applications, systems, infrastructure, etc.” Institute For EA Developments (IFEAD), "Trends in Enterprise Architecture 2005: How Are Organizations Progressing?" Posted June 9, 2006 Enterprise Architecture roadblocks and how to overcome them Copyright Adrian Grigoriu © 2007

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EA definitions collection i

“The holistic view of the Enterprise’s processes, information and information technology assets as a vehicle for aligning business and IT in a structured therefore more efficient and sustainable way.” Sohel Aziz, Thomas Obitz, Reva Modi and Santonu Sarkar Infosys

“Enterprise architecture is a set of models describing the technical implementation of business strategy and processes.” Bill Barr, in his blog, November 29, 2006. Posted January 23. 2007

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EA definitions collection ii “Enterprise architecture (EA) refers to the manner in which the operations, systems, and technology components of a business are organized and integrated. It defines many of the standards and structures of these components and is a critical aspect of allowing capabilities and their supporting applications to develop independently while all work together as part of an end-to-end solution. An EA consists of several compenent architectures which often go by different names. Some of the common ones are: business/functional architecture; data/information architecture; applications/systems architecture; infrastructure/technology architecture; operations and execution architecture.” John Schmidt, David Lyle, Integration Competency Center: An Implementation Methodology, 2005, Informatica Corporation. Posted January 29, 2006. Flows Layers

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EA definitions collection iii

“Enterprise architecture is the planning process of an organization that leads to the implementation of business strategy and processes. I've intentionally left out the words technology and models. Models are tools for communication and doucmentation. Technology is a tool that is often used these days to achieve the ultimate goal of enterprise architecture. EA could be equally applied to a lemonade stand as it could to a multi-national corporation, the methodology remains the same. Architecture is not, ultimately, about technology... though it is very practical to use EA as a planning tool that, of course, often includes technology as a very important aspect.” Stephen Anthony in his blog, January 23, 2007. Posted January 23, 2007. http://enterprisearchitect.typepad.com/ea/2007/02/the_enterprise_.html Flows Layers

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EA definitions collection iv “Enterprise Architecture is an infrastructure and a set of Machines constructed in order to manage a chaotic, dynamic, unpredictable, complex, organic, prone to error, frustrating, Enterprise IT, which has to support an ever increasing, dynamic portfolio of products and services, through constant "ASAP, Now, Right-Away" modifications of business processes.” Muli Koppel, Muli Koppel's Blog, published February 22, 2006

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EA definitions collection v

“EA is the architecture effort with enterprise consideration to overcome the chanllenge of stovepipe. It is essentail to see the whole and know the enterprise. The goal of EA is to encapsulate the complexity of IT and enable agile, simple and cost efficient IT managment. The goal can be achieved by establishing common foundation and building blocks by leaning experience from the others via reusable and predictable patterns. Reference models are the tools to learn from the others.”

http://e-cio.org/lea_book.htm for more detail.

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Tell me and I forget, show me and I remember , involve me and I understand

To reach a port you must sail against the wind

The time is always right to do what is right: Martin Luther King

Nothing will be ever achieved if all objections must be overcome first

Great spirits have always encountered violent opposition from mediocre minds Albert Einstein

“The best thing you can do is the right thing, the next thing you can do is the wrong thing and the worst thing you can do is nothing.” Theodore Roosvelt

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