Enterprise architecture development and strategic planning part 1 by Adrian Grigoriu

Enterprise Architecture Development and Strategic Planning Part 1 Customised for Date: By Adrian Grigoriu

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Contents, i 1) Goal, Scope and Audience 2) The Enterprise problem and the solution 3) The Enterprise Architecture (EA) definition 4) Enterprise Architecture Drivers, Benefits, Business Case, Return on EA 5) Technologies supporting the EA 6) EA frameworks and their Classification 7) The EA framework definition and specification 8) Information, Security Architectures and other Enterprise Views 9) Enterprise Reference Maps and Organization design 10) EA patterns and Single Page Architecture

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Contents, ii 11) EA framework cube and navigation tree 12) Mapping to Zachman and other frameworks 13) The Enterprise Wide IT Architecture 14) Service Oriented architecture - SOA 15) Strategic Planning: EA alignment to Business Strategy

People

Contents, iii 20) EA governance, program and architecture 21) EA maturity, value and sell 22) EA roadblocks, culture and politics 23) Current and future outlook 24) The Virtual Enterprise 25) Enterprise Architecture recap

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Goal, Scope & Audience

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Goal and Scope i

to solve the why, what is, and how to build an Enterprise Architecture (EA) and answer questions as:

What are the issues? What is Enterprise Architecture? Why should an organization consider Enterprise Architecture?

What are the trends and drivers from a business change perspective?

What would be the benefits and the costs? What is the Return on Enterprise Architecture, Payback or NPV?

Which are the factors inhibiting the EA initiatives?

And how to build the EA; good practices in the development of an Enterprise Architecture are discussed. Flows Layers

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Goal and Scope ii

to solve the Shakespearian dilemma of the Enterprise Architecture:

“To Be or Not To Be”

a try to unify the many aspects of an Enterprise Architecture: – is it an IT only Enterprise wide application integration programme? – Is it a rather typical organisation alignment to business objectives? – Or is it a Business Process Management (BPM) development? – Is it a programme, a document, a process or organisational issue? – They all are parts of the same answer, the Enterprise Architecture: the structure of the Enterprise, its business processes, its IT applications, technology, its people and organisation; all perform as a single entity, The Enterprise – But EA is more: it is about real estate, fleet, business continuity … And it is more than the sum of its parts.

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Audience i

Enterprises, to initiate the development of EA armed with a business case, best practices and an integrated development framework

CEOs and in general top management, to perform the decision making process and to optimize the Enterprise to achieve higher growth through reduced time to market and increased customer satisfaction and cost efficiency through streamlined operations

CTOs and Line-Of-Business executives to align technology investment to business objectives based on input from Operational KPI of enterprise processes and functions aligned to defined stakeholdersâ&#x20AC;&#x2122; SLAs

CIO and Chief IT Architects to transform business strategy into IT programmes and technology roadmaps, integrate Enterprise applications, streamline infrastructure, optimise IT governance and ultimately improve the return on IT Flows Layers

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Audience ii

IT Solution Architects, Software Architects, Programme Managers and Systems Quality Engineers responsible for IT architecture guidelines and standards, from the use of a common Framework, vocabulary, and methodology provided by the EA. The Enterprise Portfolio approach is fully enabled for the Programme Management Team

Business and Technology Strategists to build a strategy put into action by and traceable to the Enterprise functions, processes and IT

Owners, Shareholders and other stakeholders, to understand how he Enterprise returns value to them by looking at the blueprint and stakeholders’ specific views

Regulatory bodies, to position compliance in the context of EA: SOX, Basel II…

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The Enterprise Problem & the Solution

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Enterprise state

Rapid customer growth and technology changes fuelled organic growth based often on one-off, point solutions

Shortening timelines for new products and tactical priorities to minimise CAPEX and OPEX resulted in a silo culture where each part of an organisation cares for own products, budgets, applications and technology

The fast increasing complexity is starting to make impossible applications patching; adding new point solutions fostering duplications, re-using little from the existing capabilities can only make things worse

The Enterprise, as a result, is organized in silos and made of patched legacy with multiple and various solutions for same or similar products with duplications in functions, data, process and projects Flows Layers

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The Enterprise demands

Simplification and re-engineering as it has grown too complex after years of mergers and acquisitions, patches and point solutions creating duplications

Re-organization to eradicate silos

Synchronisation to exploit synergies from various operations

Alignment of operations and technology to business strategy and objectives

Realization of synergies between departments and companies part of a group

Patching the divide between business and IT departments with – Business people working at processes, rules, markets & products – IT people specializing in support, maintenance, helpdesk, SW development – With poor communication and no common vocabulary and concerns Flows Layers

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The Enterprise state

Too many plans, designs and architectures that do not look alike

different conventions and levels of detail, they are drawn with various tools as Word, Visio, Power Point and they sit everywhere and nowhere when needed

What do we do? We call a meeting with domain experts to make a decision

The problem: a poor understanding of the Enterprise operation causing a – Silo-ed organization with conflict of interests fostering unwanted competition – point solutions duplicating functionality & technology at increasing costs – lengthening of the decision making process, late to market – inability to implement quickly enough the change required by business – failure to implement business strategy and objectives

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EA, the Puzzle

little known or understood, poorly and inconsistently documented with different tools and various aims, by many groups: the current Architecture looks like a puzzle. Bra nd

Pay roll Fraud

Content Applications, 3rd Parties Planning Strategy Billing

Paging Security

Provisioning HelpDesk Finance

Warehousing

Customer Care

GSM/GPRS Transport

Marketing

Training

LEGAL WLAN 2G RAN 3G

Transmission

HR PS

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EA, the Big Picture

How do component pieces fit together in the Enterprise?

How do we ensure that Business Objectives are achieved over unrelated components?

Are there all components in the system?

Are components specified according to same guidelines?

In fact, do we all talk about the same system?

â&#x20AC;Ś

But how do we fit the pieces of the jigsaw together?

What is the Big Picture?

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EA picture, the Solution

The Picture solves the jigsaw puzzle much the same way the Enterprise Architecture Blueprint illustrates the Enterprise operation

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Content Applications, 3rd Parties Planning Strategy Billing Security Training GSM/GPRS Transport

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Enterprise improvement trends

There are a few schools of thought for mending the evils of Today’s Enterprise: – Business Process Management (BPM) and Improvement (Business view) – Enterprise Integration (EAI) and SOA most recently (IT view) – Human Performance enhancement and Organization Evolution and Alignment to IT (Management View) – Enterprise Architecture school (mixed view, no clear scope, mainly Enterprise wide IT Architecture)

The first is about improving processes, the second is about integration of IT and service orientation and the third states that people performance and organization are the important factors

Enterprise Architecture is a mixture of views depending on framework and program

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The Enterprise Architecture definition

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ANSI/IEEE Architecture ANSI/IEEE Std 1471-2000, architecture is:

“the fundamental organization of a system, embodied in its components, their relationships to each other and to the environment

the principles governing its design and evolution

The formal description of the system e.g. the detailed plan at component level to guide its implementation”.

System: a collection of components organised to accomplish a specific function or set of functions.

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Architectural Views

A single Architecture model is too complex for communication, comprehension and usage

Views - perspective of the system describing only a sub-set of the components and relationships working together for a specific purpose â&#x20AC;&#x201C; To manage complexity various parts of the total architecture would be managed by various specialist groups as architectural Views

Architecture views are aspects of the overall architecture addressing concerns of specific stakeholders

Views enable separation of concerns, participation of each and every stakeholder

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Architectural Styles An architecture style is distinguished by:

An architectural notation or language, group of patterns used to design, type of components to implement and relationships between components and artifacts describing an architecture

An Architectural Style confers common traits and “look and feel” (similar to the construction industry) for a family of architectures and may change in time

An Architectural Style consists of design metadata supporting reproducibility and recognition of style

Styles may sometimes look divorced from functionality

Architectural styles, in software: Client-Server, Thin Client, Multi Tear C/S, Peerto-Peer, SOA, OO, DCA, MVC Flows Layers

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Enterprise and EA, FEA definitions Enterprise “An organization supporting a defined business scope and mission. An enterprise is comprised of interdependent resources (people, organizations, and technology) who must coordinate their functions and share information in support of a common mission (or set of related missions)”. Enterprise Architecture “A strategic information asset base, which defines the agency’s mission and business activities supporting the mission, the information necessary for agency operations, the technologies necessary to support operations, and the transitional processes necessary for implementing new technologies in response to changing business needs. It is an integrated model or representation”. (Source: FEAF version 1.1, adapted.) Flows Layers

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Enterprise, what is it

An Enterprise is a system of processes executed by people and technology, organized in functions, to deliver products and value to customers and stakeholders

The key assets of an Enterprise are the people, technology, facilities, financial resources, knowledge and brand

An Enterprise is composed of operations, development and support functions led by a governance structure

It plans for its future by establishing strategies, plans, objectivesâ&#x20AC;Ś business geographical distribution, information systems, technology sub-systems and

The Enterprise Architecture (EA) should describe all these entities in an integrated manner

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EA, what is it and does?

EA describes the structure of the Enterprise and staff organization

EA offers the blueprint of the Enterprise used for change, roadmapping, product design, business modelling comprehension

The EA shows how the enterprise operates

An architecture is typically described by a set of inter-related models/views associated to specific Use Case scenarios and mapped on the same system structure

The Enterprise Architect would be responsible for the whole Enterprise blueprint

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Typical EA layers

Business – Business processes, planning and control systems, management and governance mechanisms, policies and procedures of the enterprise

Applications – Applications delivering business process functionality and their integration and interconnectivity

Information – Data assets (customer and partner, employee …) – Managed by databases, Data Warehouse and Knowledge Management, Content Management (unstructured data)…

Infrastructure – Hardware, software and communications, Standards, real estate, facilities

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The EA building Process i.

Capture of business information as current and target business model, strategy, objectives and planning

ii. Specification of the EA framework: â&#x20AC;&#x201C;

architectural layers, processes, functions, views, design principles , technology roadmaps, strategy and mapping and best practices in implementation

iii. As-Is discovery and documentation (how the Enterprise works Today) iv. Transition stages design from As-Is to To-Be v. As-Is/To-Be gap analysis and migration planning vi. Enterprise transformation execution, iterations

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EA Roadmapping Process What How Where Who When Why

Products

Physical As Built

Vision To Be

Functioning

What How Where Who When Why

EA Framework

Services & capabilities

Environment Compliance Profit/Costs roadmap

Target Objectives

Services & capabilities Roadmap,Bus Strategy

Vision Services & capabilities

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ISAAC ISAAC SGSN SGSN

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GASP

GPRS TAP3

GPRS Net Events

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INFRANET

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Content Applications ITCore CoreServices Product enabling BSS Cust ( capabilities) OSS Care Core Access Bearer

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Organization Evolution

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People Layer

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Technology/ IT Layer

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Community, Regulatory Financial

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Contextual Conceptual

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Current As Is Stakeholders Objectives

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The Enterprise Transformation As is State A

Strategy Execution Timeframe Iteration 1

Mission Statement

Iteration 2

Iteration 3

Enterprise Portfolio Management Six Sigma projects

Problem Statement

Architecture Development … New Markets/Products Development projects

Process Technology People

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Vision Statement Goals Improve Product Quality Improve Process Efficiency

Process Automation projects

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to Be State B

Process Technology People

Current Enterprise

EA Simplification Diversification

Process Technology People

Future Enterprise

Enterprise Transformation Process; executed as an Enterprise Portfolio affects Business Functions, Processes, Technology and Organization

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EA Drivers

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Kurzveil's Law of Accelerating Change Kurzveil's Law of accelerating returns:

“An analysis of the history of technology shows that technological change is exponential, contrary to the common-sense "intuitive linear" view. So we won't experience 100 years of progress in the 21st century -- it will be more like 20,000 years of progress (at today's rate)”. and a corollary: the rate of change doubles every ten years Or evolution in "Web years" (three months of a normal year)

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Business Drivers for Change

Differentiate products for customers' benefit, and establish business models to create a continuous competitive advantage to increase profit for your shareholders/owners (Financial view).

Increase agility to be able to respond quickly enough to market changes

Streamline and architect current Operations to enhance effectiveness and reduce costs (Operational view)

Automate as much as possible, reduce redundancies in functions, processes, platforms and projects, reduce the tangled architecture, document current business functionality and implementation to get in control of your business.

Build the Enterprise to last (Strategic view)

Improve Corporate Social Responsibility (Community and Regulatory view) Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Business requirements from IT

Technology alignment to business and strategy intentions

Customer self service

Customer/Employee/Partner Reduced/Single (Reduced) Sign On

“Single Customer View:” a real time operational response to customer data request to return all personal data, subscription, interaction history… ,

“Single Version of Truth”: only one source of data for reporting, Business Intelligence and ultimately decision making

Straight Through Processing: process automation, document imaging and character recognition to reduce human error and processing time

Access security, data privacy… Flows Layers

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Business requirements from IT

Reduce IT costs and investment

E-business alignment to internal business processes

Flexibility and transparency of IS/ICT infrastructure to change in products, market and distribution channels

Maximum longevity/reuse of infrastructure to maximise ROA (Return on Assets)

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Enterprise Drivers for Change ii

Increased need for Integration of applications in the Enterprise

Enterprise simplification due to – the current state of organic growth and patching – complexity rapid growth – increasing amount of information

Business Alignment with IT infrastructure – business control of enterprise and IT change process – business driven IT investment process

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Enterprise Drivers for Change iii

Increasingly, a regulatory requirement (USA, Clinger-Cohen Act of 1996 for Federal Agencies)

Need to implement new Sarbanes-Oxley, Basel II … Regulations and Auditing

Increasing worldwide competition – rapidly reducing lifecycles, time to market – Increased customers’ quality expectations – Drive for quality and its control, Six Sigma, CMM …

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Public Sector Drivers for Change

Joined-up government, inter-working & information sharing between departments

Common services and infrastructure across government

Government portal and intranet, authentication/authorization/Id Mng service â&#x20AC;Ś

Information systems to respond faster to business change

Efficiency & customer focus through business process re-engineering

Electronic delivery of services, E-business to business

Usage of communication and cooperation technologies such as Web2 (2 way Web) Flows Layers

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EA Benefits

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EA Benefits, Zachman i Zachman:

“Enterprises have a large inventory of current systems built out-of-context, not integrated, not supporting the enterprise, that are consuming enormous amounts of resources for maintenance and are far too costly to replace; as a matter of fact, the inventory of existing systems has come to be referred to as ‘the legacy”.

“A modest architectural up-front investment has monumental downstream payback implications … the up-front investment will deliver implementations faster and cheaper to satisfy current demand as well as reduce the enormous costs and frustrations of the legacy paradigm”.

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EA Benefits, Zachman ii

Alignment: the design of the organisation and its information systems are aligned with the organisation's mission

Integration: – Business rules are consistent across the organisation – Data resources are sharable where appropriate – Interfaces and information flows, connectivity and interoperability are managed – Government-wide standards for infrastructure, data and common applications

Change: business change readily implemented in technology

Time to Market: reduced timescales for systems development & modernisation

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EA Benefits, Viewpoints Zachman International, World Leader in Enterprise Architecture development: “Architecture is an asset, an investment and not an expense. Assettes are reusable infrastructure. It will save you inordinate amounts of time and money, not by displacing costs, but by enabling you to do four things you are unable to do without architecture: alignment, integration, change, time to market”.

McKinsey, “The IT Factor in Mobile Services”: “Judging by the results achieved in other industries, mobile operators could reduce the time to market of a new product by 30 percent and cut the cost of integrating it into an existing system by 60 to 70 percent”.

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EA Benefits, IFEAD

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EA Governance Benefits (G)

Enables Business Modelling

Improves Decision Making

Enables faster Business Change

Enhances Project Planning and Prioritisation Accuracy

Enforces Alignment of IT to Business Services

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EA Operational Benefits (O)

Maximises Reuse of Existing Assets

Simplifies the Enterprise

Improves Operating Procedures

Streamlines Organisation

Enables Quicker Design

Allows Quality Enhancement to Products and Processes

Exploits Synergies between Similar Operations

Enables Activity Based Costing (ABC)

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EA Strategic Benefits (S)

Aligns Roadmaps with Architecture

Enables Vendor Products and Roadmaps alignment to EA

Increases Agility for Outsourcing and Mergers & Acquisitions

Improves Risk Management

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EA Communication, Collaboration & Compliance Benefits (C)

Improves Stakeholdersâ&#x20AC;&#x2122; Understanding and Communication

Enhances Working with Suppliers and Partners

Facilitates Regulatory Compliance

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EA Governance Benefits table (G) Benefits of Architecture

What EA does

How it benefits

Benefit Indicator

Proper Business Modelling (G)

Framework for change impact, cost analysis,

Reduces risks, and costs of improper investments

CAPEX

Fast and Proper Decision Making (G)

Clarifies context, pinpoints to affected components

Immediate decision based on Business Process models

Time to Decision [TDecision]

Faster response to Change (G)

Reduced Time to Market

New Revenue & Market Share

Revenue

Accurate Project Planning and Prioritisation (G)

Aligns projects to EA; Projects can be pinpointed on the blueprint

Enables Portfolio Management, projects on time and cost

OPEX Mean Delay of Delivery [TDelay]

Aligns Business to IT Applications (G)

Business Strategy cascaded to IT

Fast business change, reduced risks

Time To Market

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EA Operational Benefits Table (O) Benefits of Architecture

What EA does

How it benefits

Benefit Indicator

Maximized use of infrastructure/assets (O)

Reuse, reduced infrastructure/ assets duplication

Reduced fixed costs; Increased Return on Asset

CAPEX

Enterprise Simplification (O)

Reduced # of types, parts & connections, reduces duplication & variety of solution

Lower maintenance, support, training & real estate costs

OPEX CAPEX

Improved Operating Procedures (O)

Scalability, maintainability, availability, improved processes

Reduced cost of operation, better quality control

OPEX

Streamlined Organisation (O)

Aligned with architecture, clarity of roles, effective workforce

Clear governance, objectives reduced costs

OPEX

Quality Enhancement (O)

Enables rapid integration, verification of concept and ideas, technology and performance criteria

Reduces costs for testing, re-work, products fit for purpose, robust, available

OPEX, Cust Satisfaction Time To Integrate [TIntegrate]

Improved and faster design (O)

Common functions, interfaces, components, standardisation, modularisation, scalability, flexi

Reduced time to design, overall context for new capabilities

Time To Design [TDesign]

Exploits synergies between similar operations (O)

Designed Once, Deploy regionally

Reduces supply chain & development costs, # assets

CAPEX,

Enables Activity Based Costing (O)

Enables cost evaluation and benchmarking per Function

Makes possible

OPEX control

OPEX

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EA Strategic Benefits table (S) Benefits of Architecture

What EA does

How it benefits

Benefit Indicator

Aligns Roadmaps to architecture Build to Last (S)

Infrastructure in place prior to needs, alignment with objectives, roadmaps

Built to last according to vision, ready vendor specifications

Time To Deploy [TDeploy]

Align Roadmaps & architecture with Vendors (S)

Discuss functionality and interface roadmaps with vendors

Products fit in Architecture

CAPEX

Enterprise agility (S)

Provides reference architecture & costs, benefits Views attached to functions

Blueprint support outsourcing and mergers & acquisitions

Time to Market

Improves Risk Management (S)

Makes the enterprise more, agile; Enables rapid deployment of new technologies products, strategies

Attracts more investment

CAPEX, Time to Market

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EA Communication Benefits table (C) Benefits of Architecture

What EA does

How it benefits

Benefit Indicator

Improved Understanding (C )

Single point of reference, common lang. & Repository

Rapid solution selection, better design

Time To Specify [TSpecify]

Enhanced collaboration with partners and suppliers (C )

Standard specifications, procedures and interfaces; aligns roadmaps with vendors

Parts delivered to specification in time and lower cost

CAPEX Time To Integrate [TIntegrate]

Facilitates Regulatory compliance (C)

Supplies architecture

Blueprint for financial and privacy data controls

OPEX

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EA Business Case and Return of Investment

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Cost Justify Enterprise Architecture

How do you ‘cost-justify’ Architecture? “Architecture is an asset. You invest in assets in order to enable you to do something you otherwise are unable to do. Assets are reusable infrastructure. What makes an asset any different than an expense (a consumable)? It depends on how many times you want to use it. If you want to use it once, it is an expense. If you want to use it more than once, it is an asset. Architecture is an asset, infrastructure, an investment, not an expense”.

You Can’t Cost-Justify Architecture - John Zachman, 2003

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NPD process and Time to Market Mapping Benefits Indicators to Time To Market New Product/Capability Development TimeToMarket

Baseline, No Architecture

The Architecture Case

TDecision+ TSpecify + Tdesign + TIntegrate+ Tdeploy + TDelay

MS1

MS3

MS2

MS3

MS4

MS5

p% less Development Cost p1% more Revenue

TimeToMarket

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NPV and Payback

An initial investment in the first year then further but lesser (linearly decreasing) investments in the years to come until the curve settles to the business as usual investment value minus “p” saving in and after the year the EA is accomplished

A (linearly) growing revenue value until the year the EA is delivered (as it is developed the EA begins to increasingly generate value)

Relative Revenue and Cost curves for Architecture vs No Architecture 12 10 8 6 4 2 0 Year

-2 -4 -6

Y ear s

Relative Cost

Relative Revenue

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Business Case, NPV Payback

NPV and Payback of Architecture relative to the No Architecture case (Do Nothing) Year Rel Cost (Ca-Cn) = RC Rel Revenue (Ra-Rn) = RR

Costs No Arch, all new product development/year System Migration Time (n years) to Arch implementation Revenue Growth, generated by Architecture % per year

14 7 0 0 2.16667 4.33333

4 -7 6.5

5 -7 6.5

6 -7 6.5

7 -7 6.5

8 -7 6.5

9 -7 6.5

10 -7 6.5

-7 6.5

$ 39 Payback

NPV and Payback for Architecture vs No Architecture Case 20

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£ Millions

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14 0

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Year

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Relative Revenue

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Return On EA (RoEA)

What is the Return On Enterprise Architecture (RoEA)? Or what is the Return on the EA asset? Assuming the EA brings a percentage ‘p’ in cost saving and ‘p1’ potential more revenue versus the ‘No Enterprise Architecture’ baseline case Costsarch

= (1 - p) Costsnoarch

Revenuearch

= (1 + p1) Revenuenoarch Revenuearch / Costsarch Revenuenoarch / Costsnoarch

RoEA =

RoEA

1+ p1 1- p

= 2

assuming p = p1 = 33% Flows Layers

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EA Support Technologies

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EA Technologies, Contents i

eXtended Markup Language, XML

BPM, BPEL, B2B

Enterprise Resource Planning, ERP

Business Process Execution

Enterprise Application Integration, EAI

Web Services, WS

WS, WSDL, UDDI, XML

Service Oriented Architecture (SOA

SOAP XML, REST

EA versus SOA and WS

Enterprise Service Bus, ESB

SOA versus ERP, BPO, SaaS

Universal Description, Discovery

Business Process Management, BPM

B2B, EDI, ebXML

Language, BPEL

and Integration, UDDI

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EA Technologies, Contents ii

6 Sigma

Capability Maturity Model, CMM

IT Information Library, ITIL

Control OBjectives for Information and related Technology, COBIT

Val IT

Compliance

Balanced Scorecard

Agile Processes Flows Layers

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eXtended Markup Language, XML

A version of SGML (Standard Generalized Markup Language) for Web documents

XML is a standard meta language for creating markup languages which encode information in structure and semantics with tags which both computers and humans understand, enabling the definition, validation and interpretation of data transmitted between applications and organizations

Relationships are encoded within the XML document itself as in a hierarchy of parents/children and element/attribute

XML documents match a particular XML format specified by DTD (Document Type Definition) or XML Schema

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XML Processing

XML format is not efficient as a method of storing data with many relations (the standard way to store and query data is relational)

Data already stored in relational database systems must be publishable as XML for messaging in Web Services and SOA; R2XML mapping is necessary

SAX, Simple API for XML

DOM (Document Object Model) provided a navigational interface (get Next…)

XSLT part of XSL, XML Stylesheet Language, stands for XSL Transformation

XSLT is transforming XML documents into other XML documents (XHTML…)

XPath, part of XSL, is used to navigate through elements and attributes in an XML document

XSLT processors eliminate SAX and DOM programming Flows Layers

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Enterprise Resource Planning, ERP

An Off- the-Shelf solution from a single supplier, originally in manufacturing

An application suite for integration of most Enterprise data and processes

Aims to provide the whole application and process layer of an EA

ERP has slowly invaded the territory of specialized applications as CRM, SCM, order and inventory management etc

A convenient one stop shop with good integration

Disadvantages – Inflexible to adapt to specific Enterprise workflows – Not all functional modules suit your business or some might be less performant as their Best of Breed (BoB) counterparts – Integration with your other systems may be an issue – Expensive and difficult to replace, dependence on a single supplier – SOA challenges ERP

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Enterprise Application Integration, EAI

Situation: applications from multiple suppliers, based on various technologies running on different platforms

Solution: EAI integration but with disadvantages – Tight integration – Lock into a single vendor – Expensive (adaptors)

EAI products-from companies such as TIBCO, webMethods, Vitria, and SeeBeyond (Sun)

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Web Services, WS

All components are services, in that they encapsulate behaviour and publish a messaging API to other collaborating components on the network

Web Services reflect the new Service-Oriented Architecture style based on building applications from services discovered on the Web

With the Web Services approach, application design becomes the act of describing the capabilities of network services to perform a function and the orchestration of these services

In a layered approach new applications built out of services become services themselves

WS is based on SOAP over a transport as HTTP and XML docs exchange.

UDDI and WSDL serve the purpose of discovery and description of a service.

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Service Oriented Architecture (SOA) i

SOA defines an architectural style, a Business Oriented Architecture (BOA) style with service granularity targeting the business cognisant

SOA is an evolution of the distributed component architecture towards best of breed, tested, technology agnostic and business level service components

SOA, W3C definition: â&#x20AC;&#x2DC;a set of components which can be invoked and whose interface definitions can be published and discoveredâ&#x20AC;&#x2122;

A SOA Service is a component or interchangeable building block providing a business service which exposes an interface hiding the internal implementation technology, published in a registry and dynamically discovered

Web Services are implementing a SOA paradigm over Web protocols. Flows Layers

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SOA ii

A SOA service is a specialised function of the Enterprise which returns a service in response to a specific request.

The service may request services from other services, in a layered manner, transparent to the initial requesting entity

A such, applications use – common business services (credit validation) which use • Transactional and security services provided by SOA framework which use – Services provided by the OS and Network technology…

Legacy applications can be wrapped as SOA services

SaaS is effectively an outsourced, off-premises, SOA service

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SOA technologies

SOA Enterprise Service Bus (ESB)

SOA Service Registry (UDDI/WSDL)

SOA Business Orchestration

Business Rules Engines

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EA versus SOA and WS

EA is more than IT architecture or SOA

Enterprise wide IT architecture is sometimes called Enterprise Architecture, hence the confusion

SOA is a style of architecture applied to the target EA, not only IT

SOA implementations scope is typically less than then EA scope

SOA is firstly a business development â&#x20AC;&#x201C; a business service consists of the process, applications, technology & people performing the service

SOA may be based on Web Services technologies

SOA makes outsourcing decisions (SaaS) more simple Flows Layers

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SOA versus ERP, BPO, SaaS

ERP application suites cover the process and applications layers

ERP modeling unveils the process layer

SOA models processes and supporting technology as services

SOA promises to break the tight ERP integration and dependency on single vendor

BPO and SaaS move the Enterprise process or service off premises

ERP a pre EA solution the integration problem

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Business Process Management, BPM

Business Process Re-engineering, BPR in the ‘90s, a precursor

BPM is about modelling your business processes; a business process is a sequence of activities ( tasks are elementary activities)

Workflow typically involves human interaction and long running processes

Businesses can use BPM systems, using workflow type techniques, to integrate existing applications together or to construct higher level processes

Business process orchestration is executed by a Business Engine working on top of a distributed middleware (EAI). Orchestration is described in a BPM language (Business Process Execution Language – BPEL for instance)

This allows the Business Architecture to be modelled and implemented as an orchestration of IT Services and human interaction Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu © 2007-9

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B2B, EDI, ebXML

B2B business integration to partners for automation of document exchange

B2B protocols: ebXML, RosettaNet, and EDI over the Internet (AS/2)

ebXML – Specifies Collaboration Protocol Agreements (CPAs) defining actions, roles, and transactions; – the ebXML editor creates partner's Collaboration Protocol Profile (CPP) – Provides end-point addressing for server messaging systems, as well as secure and reliable message delivery. – ebXML message envelopes partner ID, business actions & transaction data

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BPM, BPEL, B2B

Need to integrate internal processes and applications with partner’s and suppliers’ – Currently, once exchanged, documents are internally processed manually, in batch and stored in multiple systems or internal processes are automated but B2B transactions use FTP, fax, e-mail & human interaction

B2B integrated to BPEL engines for end-to-end, event-driven business processes across the organization

A rule- and event-driven business process engine – Processes XML exchanges and controls state transitions and exceptions – Integrates to back-end Enterprise Resource Planning (ERP) systems

BPEL enables end2end Business Activity Monitoring (BAM) based on triggers and rules in transaction flows Flows Layers

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Business Process Execution Language (BPEL)

BPEL, former BPEL4WS addresses Web Services Business Process Orchestration (for integration, e-commerce …)

Centralized control of WSs resides in a BPEL engine; open for choreography (distributed control) Web services (mechanism to publish execution requirements of WSs)

BPEL addresses – Loose coupling between services and portability – Parallel Web service invocations – Asynchronous Web service invocations – Existing processes, exposed as Web services, orchestrated by BPEL – Standards-based, platform-neutral solution – Security, exception management and logging Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu © 2007-9

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BPEL, WSDL, UDDI, XML

A service is described by a Web Services Description Language (WSDL) document

Look up available Web services with the Universal Description, Discovery and Integration (UDDI) directory

BPEL process definition editor defines actions, conditions, rules and workflow; visual tool allows editing partner templates for CPA

BPEL XML constructs: – partners, actors in a business transaction – containers, messages to be transmitted – operations, the type of Web services that are required – port types, web services connections for operations Flows Layers

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BPEL commands

BPEL execution language – By defining processes, it blurs the distinction between XML, a definition language and executable languages – XML definitions/commands to specify • Order and looping of operations • Synchronous and asynchronous operations • Capture fault conditions and undo or reverse operations

Contributors: IBM (WSFL), Microsoft (Xlang), Adobe Systems Inc., Avaya Inc., BEA Systems Inc., Booz Allen Hamilton Inc., Electronic Data Systems Corp., Hewlett-Packard Co., NEC Corp., Novell Inc., Oracle Corp., Panacea Corp., SAP AG and SeeBeyond Technology Corp.:

Organization for the Advancement of Structured Information Standards (OASIS) Flows Layers

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SOAP XML, REST

SOAP provides an envelope for XML messages that can be exchanged over a variety of underlying protocols

Usually associated to HTTP

SOAP – RPC and – document-centric SOAP web service

REST (Representational State Transfer) web service is SOA based on the concept of resource (anything with an URI); challenges SOAP

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Enterprise Service Bus, ESB

A standards based application integration technology

The ESB (like EAI) minimises the number of point-to-point interconnections

The Service Bus promotes a SOA approach based on services as opposed to legacy EAI which integrated traditional applications

Services orchestrated in a graphical workflow language over the ESB

The ESB is a messaging bus based on SOAP/XML, WSDL & UDDI

ESB offers adapters for all major applications and Enterprise application suites (ERPs) and technologies (e.g. JDBC/ODBC adapter)

The ESB supports the two main interaction paradigms: a synchronous and an asynchronous, loosely coupled message based transport

It offers reliable transport, transactions, security services

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ESB products

BEA Systems AquaLogic Service Bus (Oracle)

Cape Clear ESB

Tibco

Fiorano SOA Platform 2006

IBM WebSphere Message Broker

Software AG Enterprise Service Integrator (ESI)

Sonic Software SOA Suite

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Universal Description, Discovery and Integration, UDDI

UDDI registry, part of WS-* family enables SOA/WS service registration and dynamic discovery

UDDI defines both a data model, in XML Schema, and a protocol via WSDL and SOAP APIs for interfacing with the registry

UDDI v3 implemented by HP Systinet, WebMethods Infravio, SOA Software, Workbench and Software AG CentraSite. BEA, Oracle and Tibco resell/OEM the Systinet registry as BEA AquaLogic Service Registry, Oracle Registry included with Oracle AS, Oracle ESB, and Oracle SOA Suite), and Tibco Matrix (which is a package containing Systinet Registry and AmberPoint WSM

AmberPoint for management

Sonic ESB, Reactivity XML Gateway Flows Layers

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6 Sigma

6-Sigma performance

6 Sigma situation

6 Sigma, R-DMAIC-T

6 Sigma Belts

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6 Sigma

A business improvement approach that finds and eliminates causes of defects in business processes that are of Critical to the Customer

Failure to meet customer requirements is measured in Defects Per Million Opportunities, DPMO.

A “1 sigma” process has 31% yield i.e. 690,000 DPMO

A “4.5 sigma” process has 99.9% yield or 1350 DPMO

A “6 sigma” process has < 3.4 DPMO

Typically a company operates around 3-Sigma

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6-Sigma performance 99% Good (3.8 Sigma)

99.99966% Good (6 Sigma)

• 20,000 lost articles of mail / hour

• 7 articles lost / hour

• 15 unsafe minutes drinking water / day

• 1 unsafe minute / seven months

WHAT does • 2 short 99% airport landings / day LOOK • 200,000 wronglike? prescriptions / year

• 5,000 incorrect surgical operations/week

• 1.7 incorrect operations / week • 1 short landing / five years • 68 wrong prescriptions / year

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6 Sigma situation Tax Advice Restaurant Bills

1,000,000

Doctors Prescriptions Airline Baggage Handling

DPMO

100,000 10,000 1,000

Best In Class

100

Average Company

Domestic Airline Fatality Rate (0.43 PPM)

1 1

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 Dr Mikel Harry - V4.0 - c.1994

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6 Sigma, RR-DMAICDMAIC-T

Recognize- identify candidates for 6 Sigma

DEFINE – the customer need • What are the Customer expectations? • Problem statement / Goals etc.

MEASURE – the defects • From the Customers perspective • What is the current performance (baseline)?

ANALYSE – the entire process • WHAT causes the variation?

IMPROVE – the process • Generate solutions • Select the best solution to fix the process (tackle the ‘root cause’)

CONTROL – the improvements • HOW do we ensure the process stays ‘fixed’?

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6 Sigma Belts

6 Sigma Board Champions Master Black Belts Black Belts Green Belts All Staff

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Capability Maturity Model, CMM

Capability Maturity Model (CMM) is a model for – evaluation of the maturity of processes of an organization – identifying the key practices to increase the maturity of these processes

CMM is organized around 5 maturity levels: – Initial – Repeatable – Defined – Managed – Optimizing

Process documentation, automation, Requirements Management, Configuration Management, Subcontract Management, QA, Project Planning and Tracking… are good practices to enhance the maturity level

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IT Information Library, ITIL

The British government developed ITIL in the late 1980s as a standard operating model for planning, delivery and management of IT services.

IT Service Management Forum (itSMF), which adjudicates, develops and coordinates the renewal and evolution of the ITIL framework – Vendor-neutral, best practice guidance. ITIL is a synthesis of ideas drawn from international IT practitioners - not academic theory – Non-proprietary. While the ITIL publications aren’t free, anyone can apply ITIL concepts freely in their organization – Comprehensive and consistent. Rather than providing isolated advice, ITIL attempts to describe every key process in IT service management and to use consistent, common sense definitions – Widely adopted, encouraging industry alignment and making it a defensible choice for how to organize the business of IT. Flows Layers

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ITIL books An ITIL library consists of a series of books or CD-Roms, eight books:

Service Support

Service Delivery

Planning and Implementation

Security Management

ICT Infrastructure Management

Applications Management

Business Perspective

Software Asset Management Flows Layers

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ITIL Service Support and Delivery

Service Support – Change Management – Release & Configuration Management – Incident, & Problem Management – Service Desk

Service Delivery – Availability & Capacity Management – Service Level Management – IT Service Continuity Management – Financial Management for IT Services

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ITIL Management

Planning to Implement Service Management – How to initiate ITIL; steps to identify how an organisation benefits

Security Management, Software Asset Management

ICT Infrastructure Management – What processes, organisation, and tools provide a stable ICT infrastructure – ICT Design and Planning – ICT Operations Management – ICT Deployment – ICT Technical Support

Application Management: the software development lifecycle

The Business Perspective – key principles and requirements of business organisation and operation and how these relate to the development, delivery and support of IT

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Control OBjectives for Information and related Technology, COBIT

COBIT is an IT governance framework and supporting toolset that allows managers to bridge the gap between control requirements, technical issues and business risks Segmented into 4 domains:

Planning & Organization (PO)

Acquisition and Implementation (AI)

Delivery and Support (DS)

Monitoring (M)

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Val IT

Val IT is a governance framework that consists of a set of guiding principles and processes proposed as key management practices providing guidance to: – The relationship between IT and the business governance – Manage an organization's portfolio of IT-enabled business investments – Maximize the quality of business cases for IT-enabled business investments through key financial indicators, quantification of 'soft' benefits and appraisal of risks

It also provides benchmarking capability to allow experiences exchange

Val IT extends and complements COBIT – Val IT focuses on the investment decision (doing the right things) and the realization of benefits (getting the benefits) – COBIT focuses on the execution (doing things the right way, getting things done well) Flows Layers

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Compliance

Document what you do at control points in processes

Store documents for required period

Compliance Components: – Privacy – Accountability – Auditability – Policies – Manageability – Documentation

Compliance typically requires: – BPM – Document management

SOX about financial and accounting processes, HIPA about privacy Flows Layers

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Balanced Scorecard

A Balanced Scorecard approach for performance measurement and management of your Enterprise is supported by the FFLV framework – customers (key stakeholders) – learning and growth (people) – processes (process layer) – financials - a View showing the financial performance of the company.

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Balanced Scorecard Management Style

Balanced Scorecard Institute 1025 Connecticut Ave. NW

975 Walnut St.

Suite 1000

Suite 355

Washington, DC 20036

Cary, NC 27511

(202) 857-9719

(919) 460-8180 www.balancedscorecard.org Flows Layers

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Agile Processes, AP

Agile processes were adopted as a need to respond more rapidly to the market needs in the dot.com era

AP do away with the heavy, formal processes characterized by: – A tight knit community with an informal, iterative and stepwise deliveries – People not processes are emphasised – A continuous consultation with the customer to check requirements – Mainly applied to the software industry – A minimal process is necessary to guarantee deliveries

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EA Frameworks and their Classification

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EA History and Frameworks

from "Elephant's Child" in "Just So Storiesâ&#x20AC;&#x153; Rudyard Kipling

I keep six honest serving-men (They taught me all I knew); Their names are What and Why and

I let them rest from nine till five, For I am busy then, As well as breakfast, lunch, and tea, For they are hungry men. But different folk have different views; I know a person small

When And How and Where and Who. I send them over land and sea, I send them east and west; But after they have worked for me, I give them all a rest.

She keeps ten million serving-men, Who get no rest at all! She sends em abroad on her own affairs, From the second she opens her eyes One million Hows, Two million Wheres, And seven million Whys! Flows Layers

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The EA Framework definition

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About Frameworks

The frame which supports a system: – skeleton of a body – chassis of automobile – …

The functional structure for organizing complex information – the contents of a book – taxonomy of knowledge in a domain

A framework enables the process of building repeatedly a system focusing independent efforts on parts but in the context of the whole

The rules, principles, best practices and process to guide a development The products check list of a development process, for reference Flows Layers

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The EA Framework, what it is?

A structure describing the Enterprise decomposition tree and its nodes represented by the EA artifacts

It does not define itself the component architectures, but solely a frame joining them, showing placeholders

It enforces the specific system views and principles that apply consistently to all component architectures

It consists, at a minimum, of the Enterprise mission, vision and context, Stakeholders and Use Cases, Value Chain structure and Business Model, functional architecture, layers of abstraction, technology and people resources and specific views as location, planning, information, security, BC

It enables the EA development work break-down around EA artifacts and prioritisation & planning of their delivery

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The EA Framework definition

An Enterprise Architecture framework is the frame describing how Enterprise entities as Functions, Flows, and Processes … all interconnect and work together to describe the Enterprise operation. Every entity of an Enterprise has attributes which should be stored by an EA tool

The EA framework describes the logical architecture of the Enterprise, showing the workflows executed by business functions consisting of Processes and People and/or Technology executing them. – The Function is the fundamental element of the Enterprise. The functional architecture provides a logical, hierarchical, navigable Enterprise tree starting from the Value Chain.

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EA frameworks types

Thinking/Cognitive aids framing the problem – What, How and Where is the Enterprise delivering, Why, When … – used for mapping/scoping (Zachman’s) the artifacts

Functional/logical structure: business functions and processes (eTOM)

Process: The underlying process descriptions (Order-to Cash…) (SCOR)

Layered resources, Cubes/Pyramids – to describe Process, Technology, People … (FEAF, TEAF, PBGC …)

Planning processes, Best Practices (EAP)

Reference Models – Reference deliveries check list (FEA PMO)

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The EA Framework scope (5WH) Describes the Enterprise as a Black Box:

Context: stakeholders, mission and products delivering value, Vision and Strategy (Why) (Business view)

Structure: value chain business functions (What)

Operation (How):business process map

Resources: people and organization (Who) and technology supporting processes and facilities (Technology Architecture)

Locations: buildings (Where) in which resources are distributed

Planning: resources to deliver capabilities in Vision and Strategy (When)

Views: Financial, Accounting, Compliance, BC, Networks â&#x20AC;Ś and How Much! Flows Layers

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Description by analogy to a human body

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Anatomy and EA functional structure Body Anatomy and Parts = EA structure and Business Functions

Body parts (lung, heart, brain …) implement a specific key function; the term “Function” will be used for parts of an Enterprise Architecture

Body systems (circulatory, nervous, bone, muscular systems…) describe the organs participating in vital process of the body; they wil be called, in the EA Framework, Layers as they look like a virtual cut, a cross-section through the body showing only the aspects of interest

A specific aspect in a body system (layer in EA) is described by an EA View (vein system out of the circulatory system)

A body function is made of elements of more systems (circulatory, muscular, nervous …) similar to an Enterprise Function composed of more layers

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Physiology and Enterprise operation

Body Physiology = EA operation in Business Flows

A body flow, a specific sequence of processes performed by organs (such as red blood or nervous stimulation flow…), described in the EA as a Flow (short for Workflow), a sequence of processes in Functions

The main Use Cases of the body are: digesting, breathing … similar to business flows delivering value to stakeholders, the reason the Enterprise exists

Organs are interconnected by nerves, arteries; in the EA the lines connecting business functions are network connections, internal post, production lines

Both Bodies and Enterprises have a relationship with the Environment, have a system of values, a culture, both have a Lifecycle Flows Layers

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EA Entities definitions i

an EA Function is an EA building block, grouping processes and the related people and technology executing the processes – It should be specified on the principles of high internal cohesion and loose external coupling to other Functions. – Functions group related business processes regardless of people organization. – Functions host information as well

an EA Process is an activity operating on inputs to generate specific outputs, activity executed by people and/or technology in the Enterprise; note: the Business Process layer comprises of other information as business model, strategy and objectives.

An EA Flow is an orchestrated sequence of processes and human actions delivering a product to a stakeholder; a Flow tends to be end to end, executed over a period of time with human interaction. Flows are part of the Process Layer. A swimlane diagram would represent well flows against functions (the swimlanes) Flows Layers

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EA Entities definitions ii

a Product, the output of a Flow/Process, consists of a piece of information, a document or an object

a Line is a connection transporting a product between two Functions; it is implemented by technology (network connection, production line â&#x20AC;Ś) or people (courier)

a Layer is a physical entity spanning the whole Enterprise; an Enterprise is made of three Layers: Business Processes, People, Technology

a View is a filter showing only an aspect of an Enterprise Layer, with a specific functionality; Flows are Views in the Process Layer. A View may be divided in finer grained Views, may be seen as a composite View;

an Enterprise View is a wider filter across all layers Flows Layers

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The EA Framework Specification

Flows Layers

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The Enterprise Black Box

Organisation Servers and Storage L1 Org Unit 1 Networks L1 Org Unit 2 ApplicationsL2 OU1.1 Server5 Information Server2 L2 OU2.1 Node5 Business Flows Server Cluster Server1Node2 App5 L2 OU1.2 BusinessSubject Functions Map App2 Area 1 Subject Area Virtual 2 Context View Node1

Resources Qant as A irline

AAss ociat ed ssociated

Ser vices Serv ic es

Sell

Service

Deliv er/O per at e

Engineering & Maintenance

Market

Holiday s Holidays

Cus to mer Ser vi ce Manage ment

Sales Manage ment

Custo mer

Gr ound

I n-fli ght

Context View Node4 App1 1.1 Entity 2.1 Entity 2.2 Unit 3 Srver1 Context View App4 Enterprise The Entity Enterprise L1 Org Develop /Plan

Associated Services

Deliver/Operate

Server3 Customer Service Management

One Page Architecture

Serv ic e

Manage ment

E nterpri se F unc ti ons

Sales Management

Marketing

Oper ations

Rel ati ons hi p

Service

Customer Relationship Management

Ground Operations

Cater ing Cat ering

Holidays

In-flight Service

Deliv er /O perat e

Holidays

Qantas A ir line

Sell

Airport Operations Catering

Marketi ng

Market

Virtual L2 OU3.1 Entity 2.3 Entity 2.4 Srver2 Business Activities Node6 L2 OU3.2 App6 Server7 Subject Area 3 ... Operations Node7 Make Entity 3.1 App7 Yi el d Manage ment

QF I ntranet

Schedul e

Manage ment

Product Development

Mark et Segmen tation

Brand Mngm ent

Yield Management

Ti cketi ng

Enterprise Functions

Custo mer Centr es

Conta c t Centre

Reservations Ticketing

Schedule Management

Fl eet Pl anni ng

Reser vati ons

Node3 Entity 1.2 App3

Custo mer s Ac qui s i tion

Freight

Develop /Plan

Airline

Camp aign Manage ment

Product Dev el opment

Check -i n

Bus iness Fl ows

Boarding Gates

Fl ights Dis pl ay

Operations Logistics

CR M

Crew Manage ment

Conte nt Mnge ment

Planni ng & Negoti a ti on

L ogi s ti cs

Custo mer Serv ic e

Sal es

Operati ons

Loyalty

Produc t

Development

Envi ronment Analy si s

Pax Servi c es

Bags Servi c es

Crew Com ms/ Per formance

Loy altyy Loyalt

Engineering/ Maintenance

Reser vati ons Manage ment

Yi el d Opti mis a ti on

Ti ck eti ng Mngm ent

Pax Com ms

Departur e Manage ment

Corporate

G r oup Ser vices

Crew Comms/ Performance

Payment I nv entor y Mngm ent

Ri sk & As sur anc e

Securi ty

Safety

BI & Reporting

OpSched & Di sr upti on Control: I OC

Legal Schedul e/ GDI Di stri buti on

Corporate

Sell & Service

Enterpr is Revenue e IT

Fuel Manage ment

Acc oun ti ng

Risk & Assurance

Security

Paymen t Mngm ent

Procurement

Safety

Payr ol l

Load Control

Finance

Corporate Governance Support Development Crew Biddi ng

Planning Crew # Long Range Pl

Work Pl anni ng Pat tern/ Pai ri ng

Pr operty

BI & Reporting

Peopl e

. ..

Property

Meal Orderi ng

Crew Tr ac ki ng

CrewPlanning Roster ing

Communi cations

Fi nance

Fl ight Planning

Group Services

Reporti ng War ehouse

Com muni cati ons

CEO Office Legal

Loyalty

Entity 3.2 Group Services

Management CE O Offi ce

Sc hedul e Devel opment

Engineering/ Engineering/ M enanc e Maint aintenance

Us er I denti fi ca ti on

Pay men t

Crew Management

Market

Freight

Manage Lounge

Manage ment

Planning & Negotiation

Fr eight Freight

Catering

I -Fl ight Ser vi ce

Enterprise IT

Fuel Management

Procurement

Payroll

People

...

Crew Per form Mngm ent

Fuel Planni ng

Agreemen ts N egoti a tion

Cr ew Com ms

Ai rl i nes Comms

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Enterprise context, Stakeholders and Use Cases Customers

- Consume products

Banks Government

- Loan - Regulation

Community

- Environment

Owners

Enterprise - Provided stock value

â&#x20AC;Ś

- Provide supplies - Provide services

Vendors Partners

Each stakeholder receives value, the result of a process Flows Layers

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Porterâ&#x20AC;&#x2122;s Value Chain Firm Infrastructure Human Resources Management Technology Development

Margin

Procurement Inbound Logistics

Operations

Outbound

Marketing

Logistics

sales

& Services

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Enterprise Functions, Value Chain and Business Model

An Enterprise Value Chain consists of linked activities delivering the product to customers and value to stakeholders. These activities may be classified in business Functions (for example purchasing, manufacturing, distribution, marketing …)

A functional representation of an Enterprise begins with its Value Chain underlying its core capabilities and relationships to partners

A business model describes a specific configuration of the Value Chain to suit your business strategy.

A Business Model is “a description of the value a company offers to one or several segments of customers and of the architecture of the firm and its network of partners for creating, marketing, and delivering this value” [1].

[1] A. Ostenwalder, Y. Pigneur, and C.L. Tucci

http://www.businessmodeldesign.com/publications/Preprint%20Clarifying%20Business%20Models%20Origins,%20Present,%20and%20Future%20of% Flows

20the%20Concept.pdf

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GODS Enterprise

Support Governance

Op er at ion

Development

An Enterprise is a group of functions working together to deliver services to each stakeholder Flows Layers

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Enterprise Governance

Offers decision making, coordination, vision, planning, budgeting and for all other Functions

Governance is about What decisions are made, Who makes them and How

Decisions about Business Strategy, Investment, Business Model development, Merger and Acquisitions, Brand Management

At an Enterprise level, decision bodies are: Strategy and Planning Board, Operations Committee, Policy making group etc

The How implemented in process, policies and principles of decision making

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Enterprise Operations

Delivers the product to customers

Operations consist of Functions like – Manufacturing – Supply chain – Distribution (Web, Sales Centre …) – Main Application – Common Services (SOA) as •

Authentication/Authorisation,

•

Presentation (same look and feel),

•

Web Content Management …

– Content Management – Business to Business (B2B) Flows Layers

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Enterprise Development delivering capabilities and new products

Product Development

R&D

Business strategy

Organisation evolution

IT solutions development

Business Process Improvement

â&#x20AC;Ś

Flows Layers

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Enterprise Support Support of all other Functions in the Enterprise

Or Shared Services – HR – Payroll – Finance – Facilities – Legal – Security – …

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Enterprise Functions in GODS structure Enterprise Intranet/Web Development Development

Prog Mng

Market Segm Campaigning

Organization Evolution

R&D, IPR

Strategy Development

New Business Developm

Solutions Development

Product Development

Business Improvement

Enterprise Operations Distribution Portal Self Serve

Sales (Retail) Call Centre /IVR

Horizontal Architecture Components

Enterprise Support

HR Legal and Regulatory

IT Services

AAA, SSO

Common Look & Feel

Property/ Fleet

Payroll

Finance/GL Workflow, Business Rules

Fraud

ETL, DW&BI

Reporting

Asset Management

Content Mng

Applications/Business Logic Product Logic

Product Logic

Master Data

Enterprise Governance CEO, CFO, COO, Board

Financial Management Public Relations Risk Management

Strategy/ Planning Board Stakeholder Relationship

Operations Board Brand Management

Customer Information And Membership Mod

Partner Info

Document Management Imaging, DocumentMng , Archiving

B2B Supply Chain

Collaboration

Payment Flows Layers

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Product delivery Flow, Customerâ&#x20AC;&#x2122;s view Customers Products

Enterprise

An Enterprise operational flow delivers products consumed by Enterprise customers

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Value delivery Flow, Owner’s view

Owner

Enterprise

Dividends, Increased share value …

A Shareholder is delivered value in dividends or increased share price, result of a stakeholder management flow

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Combined stakeholdersâ&#x20AC;&#x2122; Flows Customers Products

- Cash

Development

Community

- Regulations - Environment

Support Governance

Owner

pe ra tio ns

Government

Banks

Share value

Enterprise

- Provide supplies - Provide services Vendors Partners

The Enterprise is an ensemble of flows, delivering services to each stakeholder

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Functions and Flows Logical Architecture Customers Products

- Loan

Development

Community

- Regulations Support - Environment Governance

Owner

pe ra tio ns

Government

Banks

Share value

- Provide supplies - Provide services Vendors Partners The EA functional architecture: Flows, executed by Enterprise functions, delivering stakeholder services Flows Layers

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Enterprise Layers: Business Processes, Technology, People

Process Technology People

The Business Process Architecture (BPM) The Technology Architecture (IT) The People Architecture (Organisation Chart)

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The Overall Enterprise Flows, Functions and Layers

Development

Support Governance

Process Technology People Flows Layers

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An Enterprise Function stack

Business Information Business Rules Processes

Business

ERP

CRM

Applications

SCM

BI/DW

Technology (IT) Infrastructure

People

Organization Culture

IT Technology contains two composite Views: • Applications (mostly software) • Infrastructure (mostly hardware) Flows Layers

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GODS stacks consisting of Processes, Technology & People

Development Governance

Operations

Support Business Process Technology People

An Enterprise Function consists of Process, People and Technology

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An Enterprise Flow: a sequence of Function stacks

Distribution

Retail

Manufacturing Supply Chain Process Technology People

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The Enterprise Cube dimensions: Functions, Flows, Layers ayers/V /Views iews Flows Layers, Views

Functions

Business Process Technology People

Another dimension is the hierarchical functional decomposition granularity level

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Architecture Principles

The principles of As-Is transformation into the To-Be Enterprise – Decoupling/Modularisation • Design Modular functions on the principle of minimal coupling and maximal internal cohesion

– Layering • Design architectural layers, so that a layer always provides services to the layer above and uses the services of the layer below

– Reuse and Reduce duplication • A system function shall be specified only once as a single service and then reused to minimize duplication in functions, data and platforms

– Encapsulation • Define service component interfaces hiding the implementation (encapsulation principle) for technology agnostic services

– Standardisation • Use standards or establish internal ones to design, implement and interconnect components, interfaces, processes

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Technology Transformation Guidelines Technology roadmaps are the guidelines for technology change and replacement, for instance:

EAI/ESB the service bus pattern and technologies for application integration

Technology virtualisation techniques (with regard to storage, processing power/servers, Operating Systems and networks)

Convergent data, voice and multimedia networking technologies

Internet access with Web 2.0 technologies (Web Services, Wikies, Blogs, Ajax interactive sites, Social Networks â&#x20AC;Ś)

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EA Framework Metamodel

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EA Framework Metamodel

A metamodel describing the template of the EA objects is dictating by the EA framework

A Function, as a fundamental unit of an Enterprise, is represented by an object

The Function object is composed of three layers of attributes: business & process, technology and people

A layer, in the metamodel, means a category of attributes.

Any EA object is described by layer or Enterprise wide attributes which are valid for any EA object

The objects their relationships and attributes should be edited by the EA tool

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The EA metamodel

Enterprise

Stakeholder Interactions Context/Use Cases

Business Business Functions Workflows

Business Function

Information

Flows Info Topic

Business Process

From/To Message Flows M/S Flows Info Aspect

Process hierarchy & reference

Organisation Unit

People

Application

From/To

Interconnectiion

DataBase

Applications Entity

Attribute

Infrastructure

Products

Platform

Data Structure (Data Element)

Technical Standards Flows Layers

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EA Views Specification

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Layer specific and Enterprise Views

Complex systems are described aspect (View) by aspect, as a set of Views by different teams

A View reveals only one aspect of interest, e.g. a single Flow under analysis

Views look like cross-sections in a tri-dimensional object or like planes in a cube

Usually a View is focused on a Function providing the service: recruitment is executed by the HR Function but serves all other Functions

May be part of the same layer or may have an Enterprise scope

According to IEEE 1471, a view is a “representation of a whole system from the perspective of a related set of concerns”

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Business and Process Layer Views

A Flow in the Process Layer, is in fact a View, a filter showing only the workflow of concern; sample Views: – Business Strategy and objectives – 10 years business plan – Business Model – Product Delivery Flows – Business rules and orchestration View – Marketing Campaigns Information – Financial Views (Accounts Receivable, Tax, Cash Management) – Governance processes, policies and principles

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Technology Applications Layer Views

Main products delivery applications

CRM (Customer Relationship Management) Architecture

SCM (Supply Chain Management) Architecture

DW and BI (Data Warehouse and Business Intelligence) Architecture

BC/DR (Business Continuity/Disaster Recovery) Architecture

Identity Management

Presentation services

Enterprise Applications Integration middleware

Business To Business gateways

Flows Layers

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Technology Infrastructure Layer Views

Technology IT Infrastructure Views – Voice/Telephone Networks – LAN (Local Area Network) Architecture – Storage Area Network and Server Architecture – …

Technology, non IT Views – Production band, manufacturing machinery – Internal Post Architecture (locations of pigeon holes) – buildings, real estate – …

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People Layer Views

People Views revolve around people performance, culture, training, payroll, HR

Interconnections of a View like training radiate from a focus Function to all other Functions

Sample Views: – Organization Chart – Recruitment and Training requirements for each Function – Employee survey results per department – Payroll View for every Function in a department – Absentee statistics – Governance Functions and attributions (Board of Directors) – Company Values and Culture – Social club activities Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu © 2007-9

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Enterprise Views: Security

Every Enterprise entity has a security perimeter, systems and controls Protection measures are implemented at people, process and technology Layers as well as in Functions and Flows; the totality of the security Views at all Layers, Functions and Flows forms the Enterprise Security architecture

Security perimeters

Network security risks and controls

Severs security controls

AA, Authentication and Authorisation of employees, partners and customers

Remote access

Data privacy measures Flows Layers

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Enterprise Views: Security i

Most Enterprise entities have security controls. Protection measures should be implemented at all Layers (business, people, and technology) for all Functions and Flows. The security architecture is described by a full set of Views showing risks, controls and security measures for every business function at process, information, applications, infrastructure and people layers.

The rule of thumb is to analyze each and every business Function for access and communications to specify security controls and policies. A virtual perimeter should be drawn around each physical entity associated with a Function (system, location, people) followed by an inspection of access channels and deployment of security measures.

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Enterprise Views: Security ii

After the design of the functional architecture (Flows over Functions), the outcome should be analyzed from a risk perspective: what is the information value, what will be the impact in case it is retrieved, damaged, made public or stolen.

Based on this, security controls should be put in place: Access Control Lists, Authentication and Authorization mechanisms, transport security for data and parts.

The security controls should apply to both information and technology, physical and remote access such as systems and buildings. This View has to be owned by your company security group.

It is a serious effort to design such Enterprise wide Views like Security Flows Layers

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Enterprise Views: Location, Business Continuity (BC)

By selecting "Location", the EA return a map with the position of equipment or people depending on the Function and Layer (Technology or People) you currently display. Every piece of equipment should have an attribute "location" describing its physical position. Alternatively an Enterprise should be browsed by location.

The Location View shows the geographical position of a few related functions and their entities to various degrees of detail (country, county, floor, room).

There will be, for instance, a location map (View) for the real estate property and a printer architecture for each building, floor and location in a company.

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Enterprise Views: Planning and Evolution Planning and Evolution View

The fourth dimension is Time

The Planning View shows activities and projects planned, awaiting resources or ongoing for a specific Function

In addition, the time dimension View will illustrate the long term view, the roadmaps and evolution

The planning of transformation of the As-Is into To-Be for each and every Function, Process and Layer is shown as a project portfolio

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Enterprise Views: Performance

Service Level Agreements, SLAs, defined and agreed with stakeholders should be cascaded to the Enterprise tree

KPIs for each entity (Functions, Flows, Technology, People) should be established, measured and stored for all day to day operations.

Six/Lean sigma methods should be employed to improve the process performance.

This will enable a performance control framework similar to the PRM (Performance Reference Model) of FEA.

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Enterprise Views: Financial

Although not specified in EA frameworks, the financial view is relevant to the good health of the Enterprise. In fact, finance is a resource at the same level with people and technology. It is considered by many a key factor in the well being and survival of an Enterprise.

A financial architecture would depict the interconnections of all cost and profit centers to the finance business Function. It also shows the associated budgets, ongoing costs, financial controls, accountability and so on.

The financial view is linked to financial applications. Sub-Views as the profit and loss, balance sheet, assets inventory and lifecycle may be built to show the situation for each organization unit and associated business function.

It is essential for auditing and SOX compliance. Flows Layers

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Views built automatically from objects & attributes

A View is composed of the graphical representations of all objects in a repository selected by attributes chosen from the GUI

Attributes can be selected by an SQL/XQuery like statement which is initiated in the GUI by the menu selection or mouse click on the graphical EA framework UI

All objects, including interconnections (products/lines), are stored in a EA repository

Once a View is selected a tool should be able to automatically draw the diagram

The View diagram should allow for formatting customisations, which should be retained by the tool

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Enterprise Information Architecture and the Design Process

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Enterprise Data Architecture i

Master Data and Its Management (MDM) and Customer Data and its Integration (CDI) are usually seen as “Data Architecture”

But Data (Information) exists in every Function and Layer of the Function stack: people, processes and technology; for instance Information about customers, service history, products, partners, employees, costs, assets, licenses, content, business rules …

A View returns Information of a specific type in a Function and Layer or a “data menu” for further selection: the View can be decomposed in other Views

Information may be further classified on type (about customers, partners …)

Information categorized as structured and unstructured (Documents, web content digital assets and records) which is usually treated as Content

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Enterprise Data Architecture ii

Information may be stored, as well, in paper form, not only digitally

Information is exchanged internally and with external Enterprise stakeholders

Processes manipulating information can be manual, mechanical or digital (IT); Data is transported by Flows: order to invoice accompanies a product delivery process

Information is grouped per Function – Each piece of information should be assigned ownership by a Function – a list of consumers/stakeholders shall be associated with their specific type of CRUD interaction (Create/Read/Update/ Delete)

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EA Data Architecture development process i 1. Categorise information per types (Customer, Assets, Policies, Suppliers, Content, Market, Competitors, Contracts, etc) 2. Describe information owned by each Function and about each Function and specify an enterprise wide data vocabulary based on categories 3. For each data type show – The focus Function (owning the data) and the consumer Functions (employ CRUD) – Specify privacy security, access control, lifecycle, regulatory attributes – Identify legal and regulatory compliance requirements – define policies for storing, privacy, security and access to data

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EA Data Architecture development process ii 4. Specify the type of application manoeuvring the data – creating and manipulating it – storing it (operational or datawarehouse DBMs) – discovering (Business Intelligence, BI, Searchable) and reporting it – managing its lifecycle (Knowledge, Content Management) – managing its flows (business processes)

5. Describe information workflows as any other flows 6. Discover your existing data in databases and applications 7. Initiate “normalisation” of the existing Enterprise data as a huge Repository of data/Database to reduce duplication and align vocabulary (e.g. “order” has the same meaning everywhere)

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Enterprise Reference Maps and Organization Design

Flows Layers

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Organization design Organization Design CEO, Board

Corporate Governance

Region A Region B CountryA1… B1… Country

Regional /National

LoB (Product) Functional

Shared Support LoB LineServices ofXBusiness X

Line of Business R&D Product Dev Shared Services Marketing

Customer Segment

Customer Adults… Types/Segments, Processes, Workplaces Geographical Loc G Locations

Development Finance HR … Support Operation Sales Operations …

Processs

Prod x Sourcing …

Loc H

Loc L

Customer type

Manufac … Utilities t.

Loc M

Loc N

Government …

Loc O

Loc … Flows

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Business Model

For the purpose of this, a Business Model describes a specific configuration of the Value Chain selected by your business to pursue a competitive advantage.

A. Ostenwalder, Y. Pigneur, and C.L. Tucci http://www.businessmodeldesign.com/publications/Preprint%20Clarifying %20Business%20Models%20Origins,%20Present,%20and%20Future%20of %20the%20Concept.pdf

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Operating Model

Allowing for integration and standardization as two orthogonal dimensions, the book "Enterprise Architecture as Strategy" proposes a few operating models:

Diversification: low Integration, low Standardization

Replication:

Coordination: high Integration, low Standardization

Unification:

low Integration, high Standardization

high Integration, high Standardization

"The Operating Model is defined as the necessary level of business process integration and standardization for delivering goods and services to customersâ&#x20AC;?

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Lines/Products

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Organization design criteria

regional/national boundaries

Lines of Business (LoB), product lines

business functions (a logical point of view)

geography (location)

workplace (Office, Shop, Call Center, Data Center, Factory, Warehouseâ&#x20AC;Ś)

customer types and segments

processes in a flow (for instance manufacturing)

projects: matrix organization which the dimension of project lifecycle across a functional (rather silo) organization Flows Layers

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Organization design structure Organization Design CEO, Board

Corporate

Governance

Region A

Regional /National

Region B

Country B1… Country A1…

LoB (Product)

Shared Support Services LoB Line ofXBusiness X

Line of Business

Functional

R&D

Product Dev Shared Services Marketing

Customer Segment Customer Types/Segments, Adults… Processes, Workplaces Geographical Locations

Loc G

Finance

Operation

Processs

Prod x Sourcing…

Loc H

Development

…

Loc L

… Sales

Support Operations Customer type

Manufact. … Utilities

Loc M

Loc N

Government…

Loc O

Loc … Flows Layers

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Organization design and EA mapping Organization Design and EA Layers mapping

Governance

Corporate

CEO, Board

Regional /National

Region A Country B1… Country A1…

LoB

Shared Support Services LoBofXBusiness X Line

Line of Business

Functional

R&D

Region B

Product Dev Shared Services

…

Development

Finance

Business Reference MapMarketing

Operation

…

Support Operations

Sales

Applications Reference Map Workplace

Office

Data Center

Factory/WH

Shop

Call Center

Infrastructure Reference Map Locations

Loc G

Loc H

Loc L

Loc M

Loc N

Loc O

Loc … Flows Layers

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A Value Chains template Operations

Market & Plan

Make & Deliver

Sell & Service

For “Make to Order” (SCOR ref) or Services businesses the Sell and Service comes first. For “Make to Stock” (SCOR ref) companies (SCOR), Make & Deliver comes before Sell and Service

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Lines/Products

Process Technology People

Layers Planes

Line Of Businesses/Business Areas

Group Development

Corporate Governance

Line of Business D

Line of Business C

Line of Business B

Line of Business A

Customers

Owners, Government, Banks, Regulatory, Community

Shared Support Services

Partners, Supliers Flows Layers

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IT Template Customer

Operations

Customer Front Tier - Deliver Utility Functions (AAA, Orchestration, Service Bus, Content Mng) Business Logic, Services & Data - Make Business Back Tier (B2B) - Source Suppliers/Partners Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Planes

Expanded IT Template Market Segm Campaigning

Organization Evolution

Strategy Development

New Business Development

Solutions Product Development Development

Business Improvement

Web Development Development R&D, IPR Prog Mng

Operations Channels & Front Tier Portal Self Serve

Sales/ Service

Utility Functions Common Look & Feel

Support

HR Legal and Regulatory

IT Services

Property/ Fleet

Payroll

Finance/GL

Fraud

ETL,DW&BI

Reporting

Asset Management

Call Centre /IVR

AAA, SSO

Workflow, Business Rules ContentMng

Make/Business Logic Product Logic

Product Logic

Information Management

Governance CEO, CFO, COO, Board

Financial Management

Strategy/ Planning Brd

Operations Board

Public Relations

Stakeholder Relationship

Brand Management

Risk Management

Customer Information And Membership Mod

Partner Info

Imaging, Document , Archiving

Sourcing â&#x20AC;&#x201C; Back Tier/B2B Supply Chain Collaboration Payment Flows Layers

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Customers Overall Business Reference Map

Business Reference Map Delivery Channels/Front Tier

Operations Market & Plan

Utility Functions

Make & Deliver

Sell & Service

Make/ Business Logic Source/B2B

Development Governance/ Support Services

Corporate

Services

Partners/Supliers Flows Layers

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Process Technology People

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Business Process Reference Map Customers

The Enterprise Market & Plan Market Research to Segmentation

Market Research to Cust. Proposition

Prospect to Suspect toBrand to Benefits Customer

Operate & Deliver Stock/Order to Delivery

Governance

Idea to Concept To Product

Vision to Strategy

Forecast to Plan

Discovery Return to Repair To Sale

Make to Stock/Order Source to Inventory

Development

Sell & Service

Security to Safety Issue to Fixing

Booking/Sale To Revenue Recognition Acquisition Support Asset To Depreciation Regulatory to Compliance Accounting to Audit to Reporting

Partners, Suppliers

Financing To Payback

Operations

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Applications Reference Map Applications Reference Map Delivery Channels /Front Tier

Web Server

Mobile Server

Campaign Mg

Portal

Product Ctg Content Mng Utility Functions

Forecasting

MDM

Market & Plan

BPM--Rules BPM

SSL

AAA

Business Business AppApp

PBX

IVR

Sales

CRM

Messg

Make & Deliver

Sell & Service

Make/ Business Logic

Integration Middleware

B2B SW IDE

CAD

Development

Decision Making Knowledge Mng

Governance

SCM Source/B2B Portfolio Mng Finance GL Assets Mg DW & BI

Recruitment Travel Payroll Training ERP Expenses Procurement Helpdesk IT Operations

Support

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Information Reference Map Information Reference Map Delivery Channels /Front Tier Market Segments

News

Statistics

Market & Plan Competitors Ads, Brand

Enterprise Info Products Utility Functions B Rules

AAA Dir

App Database App Database Make/ Business Logic MDM/CDI

Msg DB

Make & Deliver

Emerging Tech

Governance Principles Investor Info

Tech Designs

Strategy

Project Data Finance GL Assets Mg Data Marts

Report

Vendors Inventories Source/B2B

10y Plan

Development Governance

Orders

Sell & Service

Invoices

Contracts/SLAs History

Partners Requirements

Customers

Recruit Needs Personell Salaries Training Info ERP Proc Lists Expenses IT Architecture ITIL Flows

Support

Flows Layers

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Process Technology People

Planes

Infrastructure Reference Map Factory/ Warehouse

Office Router

Desktop

Customers /Agents

Printer File Server

Phone

Desktop

LAN Services

Notebook

Email Server

Call Center

CTI Server

Core Switch Email Print Wallboard Server Server Shifttrack Server Server File Server

xDSL

IP/MPLS Service Provider

Voice Recording

Floor Switch

WS Workstation

File Email Print Server Server Server

Printer

PBX

Remote Access

Notebook

Print Server

ISDN

IVR Call Centre workstation

Router LAN Services

Data Center Router

Intranet Servers

Router Border Server

Content Border Mng Manager

Mainframe

CITRIX Farm Servers

Shop VPN

C 3

Internet

Router LoadB Firewall

Web Router LoadB Firewall ServerFW

Printer

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Business vs Workplace mapping Mapped Enterprise Reference Maps

Operations

Sales & Service

Operation & Delivery

Marketing & Planning Call Centers

Offices

Shops

Offices

Warehouses

Factories

Call Centers

Data Centers

Other Sites

Offices

Head quarters

Gevelopment

Governance

Data Centers

Offices

Support Flows Layers

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Enterprise Patterns and Single Page Architecture

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EA patterns Nodes & Lines patterns and Technologies at each EA layer Nodes

Layers

Nodes

Lines

Process

Process Flow

Business

Service Req/Resp (ESB, WS SOAP/XML, REST)

Applications

Application (ERP, CRM…) Information Exchange/EAI, CORBA

Infrastructure Storage & Servers

Networks

DAS, NAS, SAN

(i)SCSI, Fibre Channel (FC) SW side: Application, DB, Web…) JMS, MQ…

Switch, Routers

WAN

Application

DAS, NAS, SAN

HW side Sockets, UDP,TCP/IP protocols

LAN

Service

HW Serv Gateways, DNS…

MPLS ,ATM, FR, Copper

Hubs, Bridges Ethernet

Hubs, Bridges

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Processing subsub-layer elements Nodes are implemented by Servers and Storage units. Lines by TCP/IP transport protocols and respectively SCSI and Fiber Channel links…

Servers: – SW side: • Application Servers (Java EE, .Net) • DB Servers (Relational, XML, Object, Hierarchical… DBMSs) • Web Servers (+ Server Pages) • Network File Servers, Printer Servers • Audio/Video Servers • Email, Chat, FTP, telnet…

– SW side servers interconnection protocols • JMS, RMI, SMTP, SNMP, FTP, Telnet… Flows Layers

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Processing subsub-layer elements –

HW side • Windows, UNIX. LINUX…, Hypervisor (virtualization) – on Blades, rack drawers, mainframes, AS/400…

– HW servers interconnections: •

Sockets, TCP/IP

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Storage and Networks subsub-layer elements – DAS: Direct Attached Storage – NAS: Network Attached Storage – SAN: Storage Area Network (RAIDx)

Storage interconnections – iSCSI – Fiber Channel (FC)

Networks

LAN (Local Area Network) implemented mainly by Ethernet Hub switches

WAN nodes implemented by – Switches, Routers, Gateways, DNSs… – over fiber (Dark Wave, SONET…) and copper ( Tx/Ex, xDSL) transmission nets Flows Layers

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Planes

A Single Page Architecture An Airline Single Page Architecture Market/Plan

Customers Sell/Service

Deliver/Operate

Enterprise.com Environment Analysis

Campaign Management

Customers Acquisition

Market Segmentation

Brand Mngment

QF Intranet

Customer Contact Centres Centre

Ground Operations Customer Service

Check-in Boarding Flights Gates Display

Pax Services

I-Flight Service

Bags Services

Sales Reports CRM

Manage Lounge Fleet Planning

Product Development

Content Mngement

Yield Optimisation

Business Flows Booking Management Reservations Management

User Identification

Ticketing Mngment

Departure Management

Pax Comms

OpSched & Disruption Control:IOC Operational Schedule

Flight Planning

Routes Budget

Schedule Development

Planned Schedule/GDI Schedule

Distribution

Reporting Warehouse

Inventory Mngment Revenue Accounting

Payment Mngment

Load Control

Crew Bidding Crew # Long Range Pl

Meal Ordering

Crew Tracking

Work Planning CrewPlanning Pattern/Pairing Rostering

To WF-Ground To Catering Crew Perform Mngment

To Engineering

Fuel Planning

Crew Comms

Agreements Negotiation IATA (Slots)

Partner Airlines

Shared Services Clearing Financial House Weather Airport Aircraft Payroll People Budget Group Institutions Finance Operators Supplier Mg Mg Mg ... /BSP

Airlines Comms E&M

Freight

Flight Plan Balance weight

Crew

Line maintenance Ramp services Clean Load bags Load Freight Unload Fuel Cater Ramp Catering Flows Services Layers D S

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Single Page EA

The Single Page Enterprise Architecture is a diagram (see diagrams at end of chapter) providing a synoptic view of an Enterprise operation, describing the key business functions and the interconnections channeling key flows;

It shows a reduced view of a functional Architecture (all Flows over Functions) depicting solely key business functions and flows. It looks like an application integration architecture with applications exchanging information over pipes.

The applications (systems), the Functions they map to, the flows and stakeholders are represented in subsequent EA views.

SPEA is structured on the Business Functions Map. As the Business Flows Map is discovered and designed, entities are added to the Single Page EA. Flows Layers

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Single Page EA i

SPEA is the most popular EA artifact. It is used by everybody to understand the Enterprise operation and communicate in the same language. It remains, in some cases, the only Enterprise Architecture artifact. It addresses the whole Enterprise audience and should be designed with a largely available drawing tool since most people must have access to it.

It is similar to the Operational View 2 (OV-2) in DODAF that shows nodes (Functions here) and needlines (Flows).

Since SPEA represents the logic operation of the Enterprise, the level of detail has to stop to a couple of levels below a Line of Business (LoB). Frequently, an Enterprise consists of a few Lines of Business, each delivering a product. Further detail going beyond level 2, can be provided by a specific business Function architecture and be referenced from the parent Function in the SPEA.

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Single Page EA legend

In the Single Page EA diagram: a box is a Business Function which is a subdivision of a Line of Business.

A Line of Business is an area of the enterprise delivering a specific service or product

A line is an information/material/control flow; an arrow ending a line shows the destination of the flow.

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