Enterprise architecture development and strategic planning part 2 by Adrian Grigoriu

Enterprise Architecture Development and Strategic Planning Part 2 Customised for Date: By Adrian Grigoriu

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Contents, i Part 1 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 and 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 Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Contents, ii Part 2 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 16) EA development Best Practices 17) An EA development exercise (facilitated practical session) 18) Using the EA framework for outsourcing, M&A â&#x20AC;Ś 19) EA tools

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Contents, iii Part 3 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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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The FFLV Framework Cube and navigation tree

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA Framework, reviewed

The EA Framework is the backbone of your design

It is a structure describing the Enterprise decomposition tree from different perspectives, at various levels of detail

The Framework does not define the Functions architectures, but solely the frame joining them, exhibiting Function placeholders

The Architecture Framework would look like a contents page, a mindmap or a document tree with all components of the EA having to hook onto the framework

The framework enforces system Views and architectural principles that apply consistently to all system components and to the transformation from current to the target Enterprise

An Enterprise can be categorised from a variety of angles; a car is â&#x20AC;Ś Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA Framework entities

Stakeholders’ Use Cases are modelled as Flows over Functions

The Enterprise is described by its main entities: Function, Flow, Layer and View

The three dimensions of the model are: Functions, Flows and Layers/Views

A 4th dimension: detail, level of granularity of a Function

The FFLV integrated EA framework – a functional architecture layer consisting of EA Flows over Functions in GODS structure: Governance, Operations, Development and Support – Mapped over a Technology (IT and non-IT) and/or – People (and their organization) Layers/Views – Views describe aspects of concern in each layer or Enterprise wide; Views show specific aspects of concern for each and every stakeholder Flows Layers

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The 3 dimensions of the EA FFLV Layers/Views Resources

Functions

Business Process Technology People

Note: Yet another dimension is the hierarchical functional decomposition detail level Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA Framework GUI

A tri-dimensional graphical representation and User Interface provides direct entries into the EA navigation tree artifacts

The merged view of Functions, Flows, Layers and Views appears as a cube representation with navigation initiated either from the click on a graphical image or from menus

The framework should initially be implemented with a minimum of Functions and Flows that are built of processes and people and technology executing them

The framework is open: Flows, Functions and Views can be added at later stages

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA Framework Navigation Cube

Flows Development Governance Support

Layers

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Views

Lines/Products

Business Process Technology People

To navigate you have to select a Flow, a Function or a View which will describe the aspect of concern to you Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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EA key Views

Business Technology People

Context View Business Functions Map Business Process Map Applications & Data Flow Hosting & storage Voice & Data Networks People/Organization

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA key Views Stack

People

Enterprise Organisation

IT Technology

L1 Org Unit 1

Hosting and Storage Voice and Data Networks L1 Org Unit 2 L2&OU1.1 Applications Data Flow Server5 Enterprise Information L2 OU2.1 Server2 Server Cluster Node5 Business Processes Node2L2 OU1.2 Server1 App5 BusinessSubject Functions AreaDecomposition 1 Subject Area 2 App2 Node1 Virtu Context ViewView Context Node4

Business

Qantas Airline

Associated Services

Market

Sell

Sales Management

Marketing

Service

Customer Service Management

Qantas Airline

Entity 1.1 Context View App1

Deliver/Operate

Holidays

Customer

Ground Operations

Relationship

In-flight Associated Service

Entity 2.1al Entity 2.2 App4L1 Org Unit 3 Server3 Srver L2 OU3.1 One Page Architecture Virtu EntityNode3 1.2App3 Entity 2.31 Entity 2.4 Business Reference Map al Node6 Deliver/Channels L2 OU3.2 Srver Server7 App6 Subject Area 2 3 Utility Functions Node7 ... Entity 3.1 App7 Market & Make & Sell & Forecast Deliver Service Entity 3.2 Group Services Make/ Sell

Develop Sales /Plan Management

Marketing

Management

Services

Service

Deliver/Operate

Engineering & Maintenance

Market

Customer Service Management

Holidays

Enterprise Customer Functions Relationship

Ground Operations

Catering

In-flight Service

Deliver/Operate

Management

Product

Yield Management

Development

Environment Analysis

Develop /Plan

Campaign Management

QF Intranet

Customers Acquisition

Reservations Ticketing Enterprise Functions

Customer Centres

Contact Centre

Product

Brand Mngment

Development

Schedule

Management

Fleet Planning

Management Yield Management

Airline

Market Segmentation

Freight

Schedule

Reservations

Sales

Ticketing

Planning & Negotiation

Logistics

Check-in

Boarding Gates

Flights Display

Pax Services

Operations

Business Flows

Payment Crew Management Management

Catering

I-Flight Service

Freight

Bags Services

CRM

Logistics

Freight

Crew Management

Content Mngement

Product Development

Operations

Customer Service

Engineering/ Maintenance

Manage Lounge

User Identification

Crew Comms/ Performance

Engineering/ Maintenance

Loyalty

Pax Comms

Reservations Management

Yield Optimisation

Ticketing Mngment

Departure Management

Crew Comms/ Group Services Performance

Payment Corporate

Planning & Negotiation

Management

Inventory Mngment

CEO Office

Risk & Assurance

Schedule/GDI Distribution

Schedule Development

Legal

Business Logic Revenue Accounting

CEO Office Crew Bidding

Legal Crew # Long Range Pl

Work Planning Pattern/Pairing

Security

Reporting Warehouse

Corporate

CrewPlanning Rostering

Communi cations

Risk & Assurance

Enterprise IT Security

Payment Mngment

Safety

BI & Reporting

Group Services

Fuel Management Safety

BI & Reporting

Fuel Planning

Agreements Negotiation

Property

Payroll Finance

People Property

...

Meal Ordering

Crew Tracking

Fuel Management

Procurement

Payroll

Development Governance Support Services

Finance

Load Control

Procurement

Source/B2B Corporate Enterprise IT

Communi cations

Loyalty

Flight Planning

OpSched & Disruption Control:IOC

People

...

Crew Perform Mngment

Corporate

Services Crew Comms

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA Framework Navigation Tree

An Enterprise can be seen as a hierarchy of Functions. The main Functions of an Enterprise are Governance, Operations, Development and Support

It can be also seen as a number of Flows delivering services to customers and delivering value to stakeholders.

It is composed of a number of Layers: Process, Technology and People, each and every one of them further viewable in Views filtering only the aspects of interest to you.

As such entry points into the EA framework are the Function, the Flow or Views in Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The EA Framework Decomposition Tree

Enterprise

Functions Organization

Levels 1

Flows

Layers & Views

Business & Processes

Process Technology People

S Click on an Line

Plan Strt SCM CRM HR

Views

Pay

Click on a View…

Click on Flow Connection

Click on a Function

Process Technology People

Flows

Output

Click on a Layer/View

Click on an Output/Line Flows Layers

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The FFLV Products/Lines

In a Flow diagram, a line between Functions or between Functions and stakeholders can be described in terms of – a product (an output of a process) which can be a part, a document (bill, order…), an e-mail message, and – a connection which is the transport for the product, implemented by a network, a mechanical transport band, a courier etc

If the line is on a data diagram then it will be represented by a relationship type

For navigation you need to select a perspective first: Function, Flow, Layer/View – using a drop down menu – or click on the Function, Process, Layer/View, product/line

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The FFLV Navigation Screen

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Op er at io ns

Functions Flows Layers Views

Governance Operations Development Support

Finance â&#x20AC;Ś

Business Process Technology People

Navigation can also be performed with Up/Down, Back and Home buttons Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The FFLV Navigation Menus EA Entities

Click on a Flow

Click on a Function

Click on a Line S G

Op er at ion s

Click on a Layer/View D

Business Process Technology People

Layer Business Information Process Technology Security Applications Location Bus Logic DW & BI BC/DR Infrastructure Non-IT Real Estate

People Organization

Select the Function, Flow, Layer/Views from the Drop-Down Menu or click directly on a Function, Flow or Layer/View on the FFLV framework

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Basic FFLV framework navigation EA Selection EA Entities

As As--Is To To--Be Roadmap Organisation

Servers and Storage

NetworksL1 Org Unit 1

Server5

Server2

L1 Org Unit 2 4a Server1 2b Server5 Applications 5 L2 OU2.1

Applications L2 OU1.1 2a Server2 2 3 4 Node5 Business Server1 Server Cluster Node2 App5 Server3 L2 OU1.2 Business Functions MapApp2 Flows Subject Area 1 Subject Area 2 App2 Context View Virtual Node1 Context Node4 App1 1.1 Entity Entity 2.1 Entity 2.2 Srver1 App1 App4 L1 Org Unit 3 1 Information

Server Cluster Virtual Srver1

Associated

Q antas Airline

Services

Market

Sell

Server3 Context View Sales Management

Product

Development

Schedule Management

Yield Management

Planning & Negotiation

Freight

Airline

Schedule

Services

Deliver/Operate

Customer Relationship

Management

Enterprise Functions

Reservations Ticketing

Crew Management

...

Pay ment

Management

Catering

Ground Operations

In-flight Service

Holidays

Virtual L2 OU3.1 Entity 2.3 Entity 2.4 App3 Srver2 Node6FlowsL2 OU3.2 Business Server7 App6 Subject Area 3 ... Node7 1 2 3 Entity 3.1 App7

App4 Server7

Operations

Logistics

Freight

Catering

Operations Logistics

Freight

Engineering/ Maintenance

App6

Q antas Airline

Crew Comms/ Performance

Loyalty

Engineering/ Maintenance

Crew Management

Corporate

App7

Group Services

Crew Comms/ Performance

Payment

Planning & Negotiation

Virtual Srver2

Associated

Enterprise Functions

Ticketing

Management

Product

Reservations

In-flight Service

Management

Node3 Entity 1.2 App3

Development

Develop /Plan

Customer Service Management

Yield Management

App5

Holidays

Ground Operations

Relationship

Service

Develop /Plan

Marketing

Deliver/Operate

Customer

Customer Service Management

Q antas Airline

Market

Engineering & Maintenance

Service

Sales Management

Marketing

Loyalty

Entity 3.2 Group Services

Management CEO Office

Security

Risk & Assurance

Legal

Corporate

Safety

BI & Reporting

Group Services

Enterprise IT

Procurement

Fuel Management

Pay roll

Finance

Property

People

...

Communi cations

CEO Office Legal

Risk & Assurance

Enterprise IT Communi cations

Security

Safety

Corporate

Fuel Management

Procurement

BI & Reporting

Payroll

Finance

People

Property

...

A Customerâ&#x20AC;&#x2122;s Request Navigation Scenario

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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FFLV Mapping to EA Frameworks

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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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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EA Frameworks critique

Not all frameworks offer Views or a Functional architecture

Few frameworks are pointing at organization and people issues (different owners such as HR, Organization Development and Human Performance)

Only some are specifying a functional architecture (eTOM)

Some other frameworks offer best practices and a programme management process.

Navigation between EA entities and artifacts remain a weak point for most frameworks

TOGAF has made inroads, at least from an EA certification point of view

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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FFLV Framework covers

Zachman's designer and implementer perspectives: as Business and Technology layers respectively

the What and the How perspectives of Zachman: the Functions and Flows

EAP and TOGAF like layers: Business, Information, Applications and Infrastructure

People and Organization layer (the Who) (TEAF, PERA â&#x20AC;Ś)

Views, aspects of interest to Stakeholders as in TOGAF, IFEAD's E2AF

As-Is, To-Be, Transformation process and Best Practices as in TOGAF, EAP

Architecture principles and technology guidelines, as in TOGAF, FEA

Enterprise Strategic Planning as in EAP, TOGAF

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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EA Framework specifies

A functional architecture: Functions and Flows

A layered resource model: Business & Processes, Technology and People

A reference model: deliveries checklist

A planning framework: Best Practices and EA development process

A cognitive/scoping framework as Zachman (5WH questions against design perspectives)

It is not a process Framework (no concept to product â&#x20AC;Ś process description)

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Zachman Mapping

The How: Flows The What: Functions Development

Support Governance

Business & Process Technology People

The Where The Why, When The Technology Views, Perspectives The Who: People

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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DODAF Mapping DODAF Operational Viewpoint

DODAF System

Function-Flow-Layer-View (FFLV)

Viewpoint OV-2 Operational Interconnectivity Model

Nodes

OV-5 Operational Activity Model

Business Functions Map diagram

SV-4 System Functions Business Flows Models; SV-4 is the Interconnectivity Model implementation flow, in fact, an OV-5 at the ultimate level of detail

OV-4 Roles and Org Units

People/Organization Chart

OV-7 Information Model OV-6a,b,c Business Rules, Transitions, Sequence

SV-11 Data Model

Information Architecture

State SV-10a,b,c Business Rules, Only applied when behavior is required State Transitions, Sequence

OV-3 Info Exchanges Matrix

SV-1 Systems Nodes Interconnectivity

SV-6 System Exchanges Matrix

Data Result data exchange matrix from Lines summary Applications & Technology Architecture

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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DODAF Mapping i

Leaving out, for clarity, the concept (OV-1), the summary (AV-1/2), and standards (TV-1) the remaining artifacts compare well to FFLV.

The summary of a potential mapping a minimum DODAF to the FFLV: – OV-2

Business Functions Diagrams

– OV-5

Business Flows Diagrams

– OV-3

Information exchange generated from Function/Flow models

– SV-1

Applications Architecture

The FFLV Flow diagrams are similar to DoDAF OV-5 or SV-4 views while the FFLV Applications architecture diagrams to DoDAF systems SV-1.

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FFLV Framework mapping summary

The FFLV frameworks – enables navigation between Functions, Flows, Layers and Views at different levels of detail; – it unifies most EA frameworks approaches and provides answers to all Zachman's questions. – It is structured and synthesized in a graphical framework easy to understand and navigate.

The FFLV framework can be utilized to integrate the work you have already done using another framework;

It also adds Views for all stakeholders and enables, at the same time, the mapping of processes and applications to the organizational units and people roles. Flows Layers

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The Enterprise Wide IT Architecture

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The role of IT i

implement core business and support activities: business logic, ERP, CRM, SCM…

business automation engines replacing repetitive human activities through business process and rules

storage of structured information (customer, product, supplier...)

content management supporting the information lifecycle: creation, transformation, storage, archiving, search, publishing and presentation of documents, media, records...

authentication and authorization of customers, partners and employees

customer presentation and distribution channels: web, email, chat… Flows Layers

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The role of IT ii

automated B2B interaction to suppliers and partners

data and applications integration middleware

powerful calculation tools for complex scientific, forecasting or simulation algorithms

DW/BI/Risk Management tools

office automation, desktop and printing network services

Software development tools

Computer Aided Design (CAD) tools for drawing and design

management of all other IT infrastructure Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The role of IT iii

collaboration, communications, remote access and mobility

security (encryption, digital signatures, firewalling...), load balancing

the infrastructure to support all above: processing servers, disks, RAID..., archiving tapes ...

The list is open. Often SW/HW systems are not categorized as IT as for instance: PBXs, SCADA, manufacturing equipment, robots, mobiles

Since IT has such a high innovation rate, IT is also a major source of innovation.

IT is ultimately a key source of competitive advantage in the enterprise or, alternatively, when poorly managed, a source of pain and costs. IT has become a prime object for simplification, alignment to business processes and goals i.e. for Enterprise Architecture. Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The business drivers for IT

Business imperatives like resolving the legacy patched spaghetti Enterprise, coping with customer churn, the increased amount of complexity, information, change and the need to care for the world around have all solutions in IT.

The customer data and identity integration demands of a "Single Customer View" may be solved by a data architecture and implementation of Master Data Management (MDM)/Customer Data Integration (CDI) solution.

The "Straight Through Processing" may be the target of a business process improvement effort.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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The business drivers for IT i

SOA will provide modularity based on services, thus agility. A Data Warehouse, Business Intelligence and reporting efforts will manage the "Single Version of Truth". They are all, in fact, part of an integrated Enterprise Architecture effort.

The table summarizes the five big Business requirements along with their stakeholders and the IT solutions that contribute to their satisfaction.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Business imperatives and IT impacts Business Drivers

Customer Satisfaction

Operations Streamlining

Financial Fitness

Strategic Strength

Corp. Social Responsibility

Rationale

Increased Competition

Point Solutions Patching

Revenue Growth

Cust. Churn

Org. Growth

Cost Reduct.

Increasing amount of info, rate of change, complexity

Increasing care for the world around

Customer

Company

Owner

Employee, All

Community/ Environment

Prioritize investm. & reduce waste

Establish Competitive Advantage

Manage Community/ Environment

Manage Change

Manage Compliance to Regulatory

Business Stkehold

Business Actions

Improve Response Usability Develop New Products & Markets

Single Cust. View (MDM) Resulting IT Priorities

Cust Portal CRM Self Service

Simplify Legacy

Business Process Improvement Align organization

Fix Spaghetti Architecture Straight Thru Processing BPR, CMM, 6/Lean Sigma Virtualization

Manage Innovation Manage Agility/SOA

IT strategy alignment Single Version of Truth-DW/BI Real Time BI

Risk Management Emerging Technologies

Save the environment (recyclingâ&#x20AC;Ś)

Knowledge Management

Community Involvement

Document Management Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Key IT projects

IT technology currently stands many transformations. The mainframe is still there occasionally. Its replacement requires a multi-million, multi-year effort. In some cases, the life time should be extended with SOA services.

The legacy of merged companies with multiple products left Enterprises with inconsistent organizations, many portals, different information architectures and various platforms for the same purpose.

Business requires a Single (Reduced) Sign On for customers and a Single Front End i.e. the same "Look and Feel" and process for all products and services.

Management needs to understand the reality of the business; so reporting based on a Single Version of Truth is key. Data warehousing and Business Intelligence well implemented, become competitive advantages since they help Flows

understanding the market and the costs and profits of your own operation. Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Key IT projects i

Document imaging to translate the customer paper application to electronic XML documents are unavoidable.

Business Process Automation (Straight Through processing) through BPM orchestration and choreography with partners are a condition for survival in this competitive landscape, since they enable an agile Value Chain.

Application and Data integration efforts are a must today. since there are too many applications, each with its design philosophy.

Outsourced converged networks (data, voice, video) services become the norm. Virtualized data centers are the latest in fashion: servers, networks and storage are all virtualized. The Data Center is eventually outsourced. Loss of Business Continuity is unacceptable nowadays to shareholders. Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Key IT projects i

Lately companies like Amazon provide data center on demand, PaaS, "Platform as a Service" services.

Remote work and wireless access gain ground. The Call Center has been outsourced for some time now. RFID is emerging in the warehouses and shops.

Then EA and SOA would decouple, streamline and document the Enterprise.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Applications Reference Map Applications Reference Map

Campaign Mg Forecasting

Market & Plan

Mobile Delivery Channels Web Mobile Web Server Server Access /Front Tier 2.0 Content Single Cust. Portal Product Ctg Content Mng Distribution Front End Utility Functions Straight DataMDM BPMReduced -Rules SSL AAA Messg BPM Thru Integration Sign On Processing Make & Business App New Business App Deliver products

PBX

IVR

Sales as a Sales CRM Service Document Imaging Sell & Service

Make/ Business Logic Application

Integration Middleware

Partner B2B Integration SW IDE

CAD

Decision Making

Knowledge Knowledge Mng

DB evelopment

Governance

Integration

SCM Source/B2B

Enterprise Recruitment Travel ERP Portfolio Portfolio Mng Mng PayrollDeployment Training ERP Finance GL Assets Mg

Expenses

Procurement

Single VersionIT ITIL Operations DW & BI of Truth CMDB upport

Helpdesk Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Lines/Products

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Infrastructure Reference Map Factories/ Warehouses

Offices Desktop Notebook

Router

Wireless LAN Access

Customers /Agents

Printer File Server

Desktop

LAN Services

Email Print Server Server

Printer

Data, Voice Call andIP/MPLS Video Service Phone Centers PBX Network Provider IVR Covergence CTI Server Voice Call Centre workstation Recording Call Center Core Floor Switch Outsourcing Router Switch Border Print Server Server

Email Wallboard Server Server Shifttrack Server File Server

Remote Access xDSL

Workstation

Printer

Router LAN Services

Notebook

ISDN

PDA WS Access

RFID

Business DataContinuity/ Centers Disaster Recovery 3 C

Router

Server, Storage,

Intranet Border and Network Servers Manager

Virtualization Mainframe

CITRIX Farm Servers

Shops VPN

File Email Print Server Server Server

Internet

Platform as a Service Switch Router OutsourcingFirewall Switch

Router

Firewall

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Solution Architecture alignment to EA

Most key projects change your Enterprise structure. The Enterprise Architecture (EA) itself, reflecting the Enterprise structure, evolves, changes with each successful project, even if not documented.

Every project has a timeline delivering at various implementation milestones, starting from an As-Is state of a few systems in the Enterprise towards a Vision state through a few transition states.

Frequently, a project has to take into account all concurrent changes and outcomes of all other on-going or future implementation projects.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Project architecture mapped on EA Portal Project

Enterprise Development

Intranet/Web Development

ERP Project Network Architecture Servers and Storage Architecture Node5 Node2 Applications Data Flow Server5 Node1 Server2 Information Architecture Node4 App5 Server Cluster BusinessProcess Server1 Architecture App2 Subject Area 1 SubjectVArea 2 App1 i App4 Business Entity Functions 1.1 Entity 2.2 Node3 Entity 2.1 L2 Fun2.1 L2 Fun1.2 L1 FunV r2 Server3 Node6 Fun2.1 L1 Fun 1 App3 Entity 2.3 L2 Fun1.1 Entity Entity 2.4 it L2 L21.2 Fun1.2 L2 Fun2.2 r L2 Fun1.1 u Node7 App6 L2 Fun2.2 Server7 L2 Fun1.3 SubjecttaArea 3 ... Entity App7 L2 Fun1.3 u l Fun3.1 L1 Fun 3 L23.1 a S L2 Fun3.1 ... Entity 3.2 L2 Fun3.2 lr ... S v L2 Fun3.2 re vr e 1 r 2

Prog Mng

GL Project Architecture

Enterprise Support

R&D, IPR Projects Development

Market Segm Campaigning

Organization Evolution

Strategy Development

New Business Developm

Product Development

Business Improvement

Network Architecture Servers and Storage Architecture Node5 Node2 Applications Data Flow Server5 Node1 Server2 Information Architecture Node4 App5 Server Cluster BusinessProcess Server1 Architecture Subject Area 1App2 Subject V Area 2 i App1 Business Functions App4 Entity 1.1 Node3 Entity 2.1 Entity 2.2 rV L2 Fun2.1 L2 Fun1.2 Server3 Node6 L1 Fun t2 L2 Fun2.1 L1 Fun 1Entity i L2 Fun1.1 App3 Entity Entity 2.4 L21.2 Fun1.2 u L22.3 Fun2.2 r Node7 L2 Fun1.1 a App6 L2 Fun2.2 t Server7 lArea 3 L2 Fun1.3 Subject u ... S3 Entity App7 L2 Fun1.3 L1 Fun a L23.1 Fun3.1 lr L2 Fun3.1 v ... Entity 3.2 S L2 Fun3.2 e ... r rv L2 Fun3.2 1 e

Sales OnOn-Line Project Enterprise

Operations

r 2

Distribution Portal Self Serve

Call Centre /IVR

Sales (Retail)

Horizontal Architecture Components AAA, SSO

Common Look & Feel HR

Finance/GL

Payroll

Workflow, Business Rules

Network Architecture Servers and Storage Architecture Node5 Applications Data Flow Node2 Server5 Server2 InformationNode1 Architecture Node4 App5 Server BusinessProcess Architecture Vi 2 Cluster SubjectServer1 Area 1 App2 Subject Area App1 rt App4 Business Functions Entity 1.1Node3 Entity 2.1 Entity 2.2 L2 Fun2.1 u L2 Fun1.2 Vi Server3 Node6 L1 Fun 2 Fun2.1 L1 Fun 1 EntityL2 App3 L2 Fun1.1 al L2Entity 1.2 Entity 2.4 rt Fun1.2 L22.3 Fun2.2 S u L2 Fun1.1 Node7 App6 L2 Fun2.2 Server7 rv 3 al L2 Fun1.3 Subject Area ... e3 S Entity 3.1 App7 L2 Fun1.3 L1 Fun L2 Fun3.1 r rv L2 Fun3.1 ... Entity 3.2 1 e L2 Fun3.2 ... r L2 Fun3.2 2

Legal and Regulatory

Payroll IT Services Architecture

Ongoing Projects and their Projects Architectures

Network Architecture Servers and Storage Architecture Node5 Node2 Applications Data Flow Server5 Server2 Information Node1 Architecture Node4 App5 Server BusinessProcess Architecture Vi 2 Cluster App2 SubjectServer1 Area 1 Subject Area rt App1 Business Functions Entity 1.1 Node3 Entity 2.1 App4 Entity 2.2 L2 Fun2.1 ua L2 Fun1.2 Vi Server3 Node6 L1 Fun 2l L2Entity Fun2.1 L1 Fun rt L2 1 Fun1.1 App3 EntityL2 1.2Fun1.2 Entity 2.4 L22.3 Fun2.2 Sr ua Node7 L2 Fun1.1 App6 L2 Fun2.2 ve Server7 l Subject Area 3 L2 Fun1.3 r1 ... Sr App7 L2 Fun1.3 Entity 3.13 L1 Fun L2 Fun3.1 ve L2 Fun3.1 r2 ... Entity 3.2 L2 Fun3.2 ... L2 Fun3.2

Property/ Fleet

Fraud

ETL, DW&BI Asset Management

Reporting

Content Mng

Applications/Business Logic Product Logic

Product Logic

Master Data Management Netw or k A rchit ect ure

Netw or k A rchit ect ure

Ser ver s and St or age Ar chitecture

Enterprise Governance CEO, CFO, COO, Board

Financial Management Public Relations Risk Management

Strategy/ Planning Board Stakeholder Relationship

Operations Board Brand Management

Network Architecture Servers and Storage Architecture Node5 Node2 Applications Data Flow Server5 Information Architecture Node1 Server2 Node4App5 Server BusinessProcess Server1 V AreaCluster App2 Subject AreaArchitecture 1 Subject 2 i App1 BusinessEntity Functions 1.1 Entity 2.2 Node3 Entity 2.1App4 L2 Fun2.1 rV L2 Fun1.2 Node6 Server3 L1 Fun 2 L2 Fun2.1 ti 2.3 L1 L2 FunFun1.1 1 L21.2 Entity App3 Entity Entity 2.4 Fun1.2 L2uFun2.2 r Node7 L2 Fun1.1 L2 Fun2.2 a App6 Server7 t L2 Fun1.3 Subject Area 3 l ... u App7 Entity L2 Fun1.3 L1 L2 Fun 3 Fun3.1 S3.1 a L2 Fun3.1 lr3.2 ... Entity L2 Fun3.2 v S ... re L2 Fun3.2 vr 1 e r 2

Customer Information And Membership Mod

N et w or k A rchit ect ur e

Ser ver s and St or age Ar chitect ure

Ser vers and St or age Ar chitect ure

Node5

Node2

A pplicat ions Data Flow Informat ion Ar chit ectur N ode1 e

App1 Enti ty 1.1

N ode3

L2 Fun 1.2 Serv er3

L1 Fun L2 1 Fun 1.1Enti ty 1.2 L2 Fun 1.2App3 P r ov Pr ovisioning isioning P r oject Pr oject Ar chitectuu rre e L2 Fun 1.1 A rchitect L2 Fun 1.3

App2

Informat ion Ar chit ectur N ode1 e

Vi N ode4 rt Serv er Cl uster ua Subject l Area 2 Sr App4Entity 2.2 ve 2.1 Enti tyVi L2 Fun 2.1 r1 rt ua N ode6 l 2 L1 Fun L2 Fun 2.1 Enti tySr 2.3 Entity 2.4 ve L2 Fun 2.2 r2

B usinessProcess Ar chit ect Serv urer1 e Subj ect Ar ea 1

N ode3

L2 Fun 1.2 Serv er3

L1 Fun L2 1 Fun 1.1Entity 1.2 L2 Fun 1.2App3 P r ov Pr ovisioning isioning P r oject Pr oject N ode7 Ar chitect re A rchit ectuu re L2 Fun 1.1

App6

L2 Fun 2.2

App1 Entity 1.1

Ser ver7

Subject Area 3

L2 Fun 1.3

...

App2

Informat ion Ar chit ectur N ode1 e

Vi N ode4 rt Ser v er Cl uster ua Subject l Area 2 Sr App4Entity 2.2 ve 2.1 Enti tyVi L2 Fun 2.1 r1 rt ua N ode6 l 2 L1 Fun L2 Fun 2.1 Enti tySr 2.3 Entity 2.4 ve L2 Fun 2.2 r2

BusinessProcess Ar chit ectur Serv er1 e Subj ect Ar ea 1 Business Funct ions

App7

App6

L2 Fun 2.2

Enti 3.13 L1tyFun L2 Fun 3.1

Vi rt Ser v er Cl uster ua Subj ect l Area 2

App5

App4Enti ty 2.2 L2 Fun 2.1 N ode6 L2 Fun 2.1 Enti ty 2.4

N ode7 App6

L2 Fun 2.2

Serv er7

Subj ect Area 3

L2 Fun 1.3 ...

Enti 3.13 L1tyFun L2 Fun 3.1

L2 Fun 1.3

App7

L2 Fun 3.1 Enti ty 3.2

...

L2 Fun 3.2

...

L2 Fun 3.2

N ode4

Sr Enti tyve Vi 2.1 r1 rt ua l 2 L1 Fun Enti tySr 2.3 ve L2 Fun 2.2 r2

Ser ver7

App7

L2 Fun 3.1 Enti ty 3.2

...

L2 Fun 3.2

App2

N ode3

L2 Fun 1.2 Serv er3 L1 Fun L2 1 Fun 1.1Entity 1.2 L2 Fun 1.2App3 P r ov Pr ovisioning isioning P r oject Pr oject N ode7 Ar chitect re A rchit ectuu re L2 Fun 1.1

Subject Area 3

L2 Fun 1.3

L2 Fun 3.1 Enti ty 3.2

App1 Entity 1.1

Ser v er 5

Ser ver 2

App5

...

Enti 3.13 L1tyFun L2 Fun 3.1

L2 Fun 1.3

...

Node2

A pplications Data Flow Ser v er 5

Ser ver 2

App5

Business Funct ions

Node5

Node2

A pplications Data Flow Ser v er 5

Ser v er 2

New Partner Product Info Project B usinessProcess A rchit ect Serv urer1 e Subj ect Ar ea 1

Business Funct ions

L2 Fun 3.2 ...

L2 Fun 3.2

Document Management Imaging, Document Mng , Archiving

B2B Supply Chain

Collaboration

Payment

Reporting Project

Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

Function O

Lines/Products

Process Technology People

Planes

Solution Architecture components Any solution Architecture should be documented by a few EA views:

Context diagram showing stakeholders interactions

Business Functions Map

Business Process diagrams

IT Systems/Applications architecture and Data flows

IT Technology (servers, storage, networks)

Organization units/roles (optionally)

Relevant Information Architecture

Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Lines/Products

Process Technology People

Planes

Project architecture mapped on EA

Technology People Business

Infrastructure Architecture Applications Architecture Organization Architecture Server5 Server2 Server Cluster Business Flows App5 Server1 App2 Subject Area 1 Subject Area 2 Virtual Business Functions Map App1 Entity 1.1 Entity 2.1Srver1 Entity 2.2 App4 Context View L2 Fun2.1 Qantas Airline

Associated

Services L2Service Fun1.2 Deliver/Operate Server3 L1 Fun 2 Virtual Holidays Customer Customer Ground L2 Entity Fun2.1 L1 Sales Fun 1 Entity Marketing Context Service App3 Relationship Management EntityIn-flight 2.3Srver2 2.4 L2View Fun1.1 L21.2 Fun1.2 Management Operations Management L2Service Fun2.2 Catering Develop Enterprise L2 Fun1.1 /Plan Functions L2 Fun2.2 App6 Yield Operations Product Reservations Subject Area 3 Freight L2 Fun1.3 Development Logistics Management Ticketing Market

Sell

Server7

...

Schedule Management

Crew Management

L2 Fun3.1 Entity 3.2 Crew Comms/

... Planning & Negotiation

Payment Management

Performance

...

Corporate CEO Office Legal Communi cations

Group Services Risk & Assurance Enterprise IT

Security

Fuel Management

App7

Entity 3.1 L1 Fun L2 3 Fun3.1

L2 Fun1.3

Safety

Procurement

BI & Reporting Payroll

Engineering/ Maintenance

L2 Loyalty Fun3.2

L2 Fun3.2 Finance

Property

People

...

Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Solution architectures sum equals EA Enterprise Architecture Infrastructure Architecture Application Architecture Information Architecture Server5 Server2 Server Cluster App5 Server1 App2 Organisation Architecture Subject Area 1 Subject Area 2 Qantas A irline

Associated Services

Virtu Context View App1 Business Flows Entity 1.1 Architecture Entityal2.1App4 Entity 2.2 Market

Marketing

Sell

Sales Management

Service Deliver/Operate Customer Customer Ground In-flight Relationship Operations Service Service ManagementManagement

Holidays

Catering Enterprise Server3 Functions Srve Virtu Business Functions MapOperations Yield Product Reservations App3 Development Management Ticketing Logistics r1 Entity 1.2 Entityal 2.3 EntityFreight 2.4 L2 Fun2.1 L2 Fun1.2 Schedule Management App6 Srve L1 Fun 2 L2 Fun2.1 L2 Fun1.1 Server7 L1 Fun 1 Engineering/ L2 Fun1.2 Crew Management L2 Fun2.2 Subjectr2Area 3 Maintenance ... L2 Fun1.1 Crew Comms/ App7 Planning & Payment Loyalty Entity 3.1 L2 Fun2.2 Performance Negotiation Management L2 Fun1.3 Develop /Plan

Corporate

L2CEO Fun1.3 Office Legal

...

Communi cations

Group Services

Risk & Assurance

Solution and Domain Architectures

Entity 3.2 L2 Safety L1 Fun 3 Fun3.1 BI &

Security

L2 Fun3.1

Payroll

Qantas A irline

Mar ket

Sell

Finance

Property

People

...

L2 Fun3.2

... L2 Fun3.2

Associated Services

Service Deliver/Operate Customer Customer Ground In-flight Relationship Operations Service Service ManagementManagement

Sales Management

Marketing

Reporting

Enterprise IT Fuel Procurement Management

Infrastructure Architecture Applications Architecture Server5 OrganizationServer2 Architecture Server Cluster App5 BusinessServer1 FlowsApp2 Subject Area 1 Subject Area 2 Business Functions Map Virtu App11.1 Entity Entity 2.1 Entity 2.2 al App4 Context View L2 Fun2.1 Infrastructure L2 Architecture Fun1.2 Srve Server3 Context View L1 Fun Virtu 2 L2 Fun2.1 Applications L1 L2 FunFun1.1 1 Architecture App3 r1 Entity 1.2 Entity 2.3 Entity 2.4 L2 Fun1.2 al Server5 Organization Architecture L2 Fun2.2 Server2 L2 Fun1.1 Srve App6 L2 Fun2.2 Server7 Server Cluster BusinessServer1 FlowsApp2 App53 Subject r2 Area L2 Fun1.3 ... Virtu Subject Area 1 Subject Area 2 Business App1 Functions Map Entity App7 L2 Fun1.3 L1 Fun 3 L23.1 Fun3.1 Entity 1.1 Entity 2.1 Entity 2.2 al App4 Context View Infrastructure Architecture L2 Fun2.1 L2 Fun1.2 Server3... L1 Fun Srve L2 Fun3.1 Context View Entity 3.2 L2 Fun3.2 2 Virtu Fun2.1 Applications L1 L2 FunFun1.1 1Architecture App3 r1 L2Entity Entity 1.2 Entity 2.3 2.4 L2 Fun1.2 ... L2 Fun2.2 al Server5 Organization Architecture L2 Fun3.2 L2 Fun1.1 Server2 Srve App6 L2 Fun2.2 Server7 … Server Cluster BusinessServer1 Flows L2 Fun1.3 r2 Subject App5 Area 3 App2 ... Virtu Subject Area 1 Subject Area 2 Business Functions Map Entity App7 L2 Fun1.3 L1 Fun 3 Solution App11.1 L23.1 Fun3.1 Entity Entity 2.1 Entity 2.2 al App4 Context View L2 Fun2.1 L2 Fun1.2 Develop /Plan

Catering

Enterprise Functions

Yield Product Reser vations Development Management Ticketing

Operations Logistics

Qantas A irline

Mar keting

Sell

Sales Management

Service Deliver/Operate Customer Customer Ground In-flight Planning & Payment Service Management Relationship Operations Service Negotiation ManagementManagement

Enterprise Corporate Functions Yield Product Reservations CEO Office Legal Development Management Ticketing

Risk & Operations Security Assurance Logistics

Schedule Management

Enterprise IT Fuel Procurement Management

Qantas Airline

Associated Services

Crew Management

Loyalty

Safety

BI & Reporting Freight Payroll

Finance

Property

People

...

Engineering/ Maintenance

L2 Fun3.1 3.2 L2Loyalty L1 Fun Srve 2 Holidays CrewEntity Comms/ Sales Virtu Mar keting Fun3.2 Fun2.1 Performance Management App3 r1 L2Entity Entity 1.2 Entity 2.3 2.4 L2 Fun1.1 L2 Fun1.2 ... L2 Fun2.2 al Catering Develop Enterprise L2 Fun3.2 Corporate Group Services L2 Fun1.1 Functions /Plan Srve App6 L2 Security Fun2.2 CEO Office Risk &Operations Safety Finance Property Server7 BI & Yield Product Reser vations Assurance Legal Development Management Ticketing Logistics r2 Subject AreaFreight 3Reporting L2 Fun1.3 ... Enterprise IT Fuel Procurement Payroll People Schedule ... Communi Management Management Entity App7 cations L2 Fun1.3 L1 Fun 3 L23.1 Fun3.1

Server3... Context View L1 Fun 1 Market

Sell

Service Deliver/Operate Customer Customer Ground In-flight Planning & Payment Service Management Relationship Operations Service Negotiation ManagementManagement

L2 Fun3.1 Entity 3.2 L2Loyalty Fun3.2

...

Crew Comms/ Performance

Planning & Payment Negotiation Management

...

Corporate CEO Office Legal Communi cations

Group Services Risk & Assurance

Reporting Solution

Engineering/ Maintenance

Crew Management

• Domain Architectures document the existing current Architecture space

Holidays Crew Comms/ Performance

Catering Group Ser vices

Develop /Plan

Communi cations

Engineering/ Maintenance

Associated Services

Crew Management

• Solution Architectures are part of the Transition/Target Architecture space

Freight

Schedule Management

Market

Every Enterprise Architecture key view consists of an overlay of the Solution and Domain Architectures where

Holidays

Security

Safety

Enterprise IT Fuel Procurement Management

BI & Reporting Payroll

L2 Fun3.2 Finance

People

Property

Portal Solution

...

Flows Layers

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Function O

Lines/Products

Process Technology People

Planes

Project/Solution architectures alignment to EA 3 Year Roadmap Sales Web Site Upgrade Payment Consolidation

Update EA

Initial EA for this project

Update EA

Reporting Merge

Update EA

Initial EA for this project

Portal Access Initial EA for this project

Initial EA for this project

Enterprise Project Portfolio

Target EA

Current EA

EA sychronization with solution projects Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Applications Inventory

Applications inventory is a must have catalog of IT systems.

It should be structured around the key business functions they serve.

The catalog enables the standardization, reduction of duplications and alignment of systems to business functions.

Note the license requirements, costs, depreciation, position in life cycle, roadmap and the recommended technologies and products.

A similar inventory table should be compiled for Infrastructure â&#x20AC;&#x201C; servers, storage and networks. The proposed table is basic, not showing all potential attributes.

In many cases this information is set up in a database. Ultimately the applications, infrastructure and interconnections table information should be extracted from the EA repository as diagrams and reports. Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Applications Catalog LoB basic Applications catalog Application Domain (IT template) Distribution

Application

App1 App 2

Business Function Sales

Technology Platform/ Server

Licenses/ Outsourcing

Life cycle position

Roadmap (link)

Java EE

Mng Serv.

End of Life

www…

Owner Maintenar Developer

Recomed Platform Oracle…

Org Role

Presentation

AAA

Collaboration Messaging Integration Orchestrat.

Data/Content Management Business Logic, B2B Support Finance, HR… Flows Layers

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Application Integration Architecture

Application architecture is most readily translated into an Application Integration picture where all applications and their interconnections are depicted.

The application architecture template that maps applications to business Functions is the background over which interconnections are drawn.

External systems should be included to terminate exchanges.

A table of all applications and interconnections would be the first step.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Integration Matrix Destination Source

App1

App 1

Application 2

App N

Transfer Unit: control (event), flat file, XML Transfer Data (product): Cust. ID, Cust Data… Transfer type (Line): manual, batch, real time Frequency: periodic, at request, Con. ID: Sockets… Protocol: FTP, email, EAI/ESB,… Security: Encryption, Authentication etc

Tr. Unit: Tr. Data: Tr. type: Frequency Con. ID: Protocol: Security:

App 2 App N Flows Layers

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IT Obsolescence

Obsolescence is the state of a system in its lifecycle when it becomes... obsolete - that is old, outmoded, falling into disuse - from a both functional and technological point of view.

Given a few years more, it becomes an antique and were the system sufficiently rare, will pay you off more than new.

In the business world, there already are a few concepts that help with obsolescence: depreciation of an asset or even amortization in accounting terms.

An EA architecture repository and tool should support the obsolescence analysis by adding specific attributes to the metadata of the entity. The EA applications and infrastructure assets may have different obsolescence criteria. Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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IT Obsolescence i

The obsolescence discussion should be had with the business owners of the application and the IT maintenance and development teams. All IT assets should have recommended obsolescence periods to enable the planning their replacement.

And here I remind you of the concept of value of replacement in the insurance industry.

Obsolescence from a business perspective happens when – the delivered IT service is not making profit any longer – the service logic needs significant updates: legislation changes, compliance – the User Interface has to be significantly upgraded – competitors grabbed an edge with new technology; you need to offer similar or better

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IT Obsolescence ii

Technology obsolescence causes are: – technical skills no longer available or becoming too expensive – scalability has reached its limits – the architecture is harder and harder to maintain, too many patches – asset already depreciated

As a result of an obsolescence analysis a number of measures can be adopted: – remove, no replacement – replace with newer technology – upgrade – wrap application, virtualize technology to extend life

Document the cost of replacement and time frame of obsolescence.

Include it in your Enterprise transformation roadmap

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EA versus ITIL, BPM, ERPâ&#x20AC;Ś

Enterprise Architecture, IT and Service Oriented Architecture (SOA), IT Information Library (ITIL), Enterprise Service Bus (ESB), Enterprise Application Integration (EAI), Web Services (WS), Software as a Service (SaaS), Business Process Management (BPM), Lean/Six Sigma, Enterprise Resource Planning (ERP), how are they all related, or aren't they?

They are all aspects, developments, parts of an Enterprise Architecture. But typically, they are treated independently.

EA is often associated to SOA or IT Architecture. The scope of EA is wider than the scope of IT architecture at least because it includes business information, people and organization, manual and mechanical processes.

EA will always include the Enterprise wide IT architecture in the technology Flows

layer. But EA is more that IT architecture. Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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EA versus ITIL

There are synergies with ITIL (IT Information Library) and other frameworks like Microsoftâ&#x20AC;&#x2122;s Microsoft Operations Framework (MOF).

Many of the ITIL management functions can be represented as FFLV views, as for instance systems configuration, network administration etc.

ITIL only describes the high level processes and best practices for the operation of the IT as a department in the Enterprise.

ITIL is different from IT architecture (which describes the Enterprise wide IT implementing business services) and is very different from the Enterprise Architecture which is much larger than ITIL or IT architecture, for that matter.

Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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EA versus ERP, ESB, BPEL

Processes are often embedded in complex application suites as Enterprise Resource Planning (ERP) or Customer Relationship Management (CRM).

ERPs attempt to cover the application layer in the support domain of the EA. The processes, embedded in ERP application suites can be discovered with tools by what is called an ERP modeling process.

The ESB, like the EAI, serves as an integration middleware at applications level, part of the IT Architecture. ESB often enables SOA services integration.

BPEL business engines offer service orchestration i.e. integration at the process layer. Integration is a small part of EA though.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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EA versus SaaS, Six Sigma

Software as a Service, SaaS is becoming more popular as an off-premises, outsourced, on demand SOA function.

The SaaS supplier may provide the same service to many customers on the same multi tenant platform. The customer receives an effective service at a lower total cost and better QoS.

SaaS offers are Sales platform, expenses, travel, helpdesk, enterprise email etc.

Six Sigma or its Lean variant are about business process improvement. Few consider including them in Enterprise Architecture. They are part of BPM & EA.

Sigma looks at current processes implemented by people and machines, describes them and plans to improve often, attempting to reduce defect variations into a three sigma statistical range.

Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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Service Oriented Architecture - SOA

Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA, what is it ?

For most business people, SOA looks like yet another over hyped information technology. SOA, which has its roots in a long history of distributed components architecture, is usually associated to Web Services technologies and is typically promoted by IT.

But what is SOA? Is it a technology, an architecture, a program or a product? Is it a business or an IT development? What is the rapport to BPM? And what is the relationship to Enterprise Architecture (EA)?

Both SOA and EA are about the Enterprise and its architecture, with the EA supposed to remedy similar malfunctions of the Enterprise.

SOA appears to attract an even more IT oriented audience than EA. The question is, should we implement SOA and EA, SOA only, EA only? Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA i

SOA is primarily about business design and only afterwards about the technology for service integration and discovery.

In a wider view, any function of an Enterprise, not necessarily IT, can be defined as a service. The service paradigm has been long applied in our day to day life and even in IT.

Not long ago we were attempting to fix the car ourselves or mow the loan.

From a business angle, SOA is a style of business architecture design and, ultimately, a way of re-structuring your business. It enables a Business Oriented Architecture by allowing the business define Enterprise workflows around reusable business services. The granularity of the service is targeted at the business cognizant, rather than at the software application developer. Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA ii

A business service would require definition and enforcement of SLAs to control the quality of the service delivered and the service consumption within defined usage limits. An accounting mechanism should measure the service usage at an SLA for payment purposes.

Security is another important aspect of SOA as it regulates access and enforces privacy and integrity of the information exchange in a distributed environment.

From an IT point of view, a SOA service is a component providing a service which exposes an interface hiding the internal implementation technology, published in a registry, and eventually, dynamically discovered.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA and OO

Like Object Oriented (OO), SOA provides data and behavior encapsulated in a service, accessible solely through published interfaces.

As opposed to OO, which addresses the SW development community, SOA aims at services business can understand, and orchestrate to implement end-toend Enterprise processes.

Objects and components like Java Beans and ActiveX are still technology dependent i.e. in the context of the language and platforms, Java EE and .NET, while SOA services are technology transparent executables, in that any technology would do as long as it complies to the messaging and interfacing protocols.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA and layering

A SOA service returns an outcome in response to a request. The service may use other services, transparently, in a layered manner.

In the OSI (Open System Interconnect) networking standard, a layer uses services provided by the layer immediately below, that in turn, employs services in the lower layer, and so on. Similarly, SOA business services use distribution and security services provided by the supporting middleware, which in turn employs services provided by the platform (JavaEE, .Net) and OS infrastructure.

As a style of architecture, SOA applies to any system design. At the Enterprise level, the workflows, delivering value to stakeholders, may be built out of services which are technology, supplier, location or owner independent. The Enterprise would ideally consist of a loosely coupled set of business services. Flows Layers

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA and WOA

Web Services have been implementing the SOA paradigm over Web protocols, for a while now. As a result, SOA is often associated to Web Services and its technologies (SOAP, XML, UDDI, WSDL...). But SOA is more than IT although its origins are in software.

SOA + WS gives WOA used for integration of external services, called in some instances, global SOA.

WS is a technology only, SOA is a style of architecture while WOA joins the two. WOA is an IT development rather than a business one as SOA: already existing services, accessible on the Web, are integrated to Enterprise processes. WOA brings SOA in the IT realm again.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA benefits i

Agility is the ability to compose your business processes our of independent services in response to market demands; the services themselves can be outsourced to different services providers when necessary and the orchestration can be easily changed by the business expert.

Integration: after all SOA enables easy integration of business systems over standard messaging, standard technology (WS, ESB), standard discoverable interfaces. Documents based communication between various services; an important distinction to OO is the communication with information rich XML documents rather than simple information structures; this increases manifold the communication efficiency and aligns systems integration better to the business style of transactions.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA benefits ii

Reuse: SOA is about modularity and reuse; a good service will be called from many applications rather than redesigned or re-implemented in various versions. A "re-entrant" platform capable to sustain many threads is in order. It is worth mentioning though that the Business process reuse is the advantage rather than the IT reuse, since SOA identifies similar business activities and groups them in a service. SOA reduces process replication and, only afterwards, for the same type of process, the application duplication.

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Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA benefits iii

Business service accountability, improving business governance Application are usually a bundle of many functions; in practice, a large group of business and IT people will share the responsibilities for the data and behavior of application functions. But can you hold accountable a group of individuals with many other responsibilities, for a specific function? In such an environment, neither accountability nor authority can be assumed for specific functions in an application. On the other hand, for an SOA business service, a single role is being assigned the responsibility: it does not matter if it is an IT or business issue, there is one single point of contact for the service and a service SLA to deliver against.

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SOA benefits iv

IT technology virtualization conveyed by SOA services hide the implementation technology and offer a clear, contractual-like interaction between business and IT. IT becomes a service provider, offering business services at a QoS secured by an SLA, well comprehended, quantified, and eventually remunerated by the business through a payback mechanism. This is a major achievement since your applications and technology are hidden behind IT services supplied to the business. From a business perspective, this is what really counts. There is no longer a division between business and IT, but well cut interfaces, SLAs, and contracts. No more blame culture. The separation of concerns pacifies the parties. Flows Layers

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SOA benefits v

Untangling the applications to provide a clean architecture, reducing the side effects of change. There is no more random access through the back door to applications or databases, which makes any change a burden and any modification a major risk because of unforeseeable effects.

Extended lifetime for legacy applications, reducing the pressure to replace them. This is achieved through the encapsulation of legacy behind SOA interfaces. Although there are other increasing costs related to legacy technology, there is no more pressure to replace it; you can do it at own convenience when a viable alternative exists. This is an extension of the technology virtualization benefit.

Enables outsourcing: Software as a Service (SaaS) which is making inroads in Flows

the software market, is effectively an outsourced SOA service. Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA and BPM

The relationship between SOA and BPM has been the subject of debate since there are different professional groups, magazines or activities to address them. BPM was in vogue in the 90s as BPR, Business Process Reengineering.

BPM is the practice of discovering your processes, improving and automating them to reduce human error, Business processes are also a part of the Business layer of the Enterprise Architecture (EA).

The Enterprise processes would be described by current and target process architecture parts of As-Is and To-Be EA. Processes are still abstract in that they still have to be performed by humans and/or machines. There are notations and languages to describe business processes. There are models that help in evaluating the maturity of processes and frameworks, such as CMM and Six Sigma, for process improvement.

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SOA and BPM

BPM is the practice of discovering your processes, improving and automating them to reduce human error, Business processes are also a part of the Business layer of the Enterprise Architecture (EA).

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SOA and BPM i

SOA is a style of business process design for the target architecture with processes implemented as an orchestration of loosely coupled SOA services.

SOA is an evolution of BPM aiming to hide and encapsulate complexity of processes in independent business services. In SOA, the business workflows will consist of orchestrated SOA services that encapsulate both the process and the technology implementing it.

From a technology viewpoint, BPM is offered at the EA business layer, as Business Process and rules design, execution and monitoring engines (now offered as part of an overall SOA since they provide an orchestration service).

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SOA and BPM ii

SOA is a style of business process design for the target architecture with processes implemented as an orchestration of loosely coupled SOA services.

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SOA and BPM iii

SOA is also an integration technology based on products as Enterprise Service Buses (ESB), Service Registries, and management tools.

But the definition of SOA services is still in the realm of business; services should be specified by business people, since they are not an IT concern or in the IT domain of expertise.

ESB supports SOA in that it provides a series of services like transparent distribution, reliable messaging. security, transactions, data transformationsâ&#x20AC;Ś that otherwise will fall into the attribution of each and every application.

Orchestration is not really part of SOA but is a good practice, adding business agility since it is performed by the business expert graphically and not by IT. Flows Layers

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SOA and EA

EA programs are partially happening under the cover of SOA developments.

SOA can be seen solely as the Target EA implementation solution whereby, business functions are specified as services and workflows as orchestration or choreography of services.

The SOA only effort ignores the initial As-Is discovery phase of an EA development, the requirement to align IT to business goals and the Enterprise strategic planning effort.

SOA does cover architecture, but it does not specifically address business process automation, IT alignment to strategy, even if it helps; it does not document the As-Is state like EA does; and it does not provide guidance for the development program as EA methodologies do. Flows Layers

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SOA and EA i

SOA does require a large EA process re-engineering and re-design effort, with significant consequences, at process, applications, infrastructure, and people Enterprise Architecture layers.

SOA harbors under its umbrella developments that are in the scope of EA and as such, it hides the recognition and complexity of an EA program.

SOA, given its scope and ambition, should be a joint business and IT effort, a key part of a full EA development, and not considered in isolation as a light IT Enterprise Integration effort.

SOA alone is misleading if not taken in the context or scope of the EA development. Flows Layers

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SOA in a slide

SOA is a business oriented style of architecture enabling best of breed, technology agnostic business services, delivered by applications, with a granularity determined by business needs rather than IT

A SOA Service is an interchangeable building block, providing a business service that exposes an interface, hiding the internal implementation technology and published in a service registry for dynamic discovery

SOA is also an integration technology (based on WS: SOAP, UDDI, WSDL and ESB) evolving from distributed component architecture technologies

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

Web Services (WS) are implementing a SOA paradigm over Web protocols.

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SOA in the context of EA

SOA can be applied to any architecture (an application architecture, for instance) and not necessarily to an Enterprise Architecture (EA). A note of caution: the Enterprise Wide IT Architecture (EWITA) is often called Enterprise Architecture.

SOA, in the Enterprise context, is a Service Oriented target EA design and implementation.

It requires re-engineering of the business, data, technology and people layers around business services and, as such, a new business governance.

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Service Oriented Enterprise Architecture (SOEA)

A “Service Oriented Enterprise Architecture,” SOEA, is defined as an EA with an SO style of target architecture

EA may be implemented without SOA while a stand-alone SOA development, mainly driven by a Service Orientation Architectural requirement, will tend to ignore business objectives and strategy.

The EA sets in place a process to achieve technology and organization alignment to business processes, strategy, and objectives.

SOA, as a style of business architecture, is adding value to the EA by enabling modularity at the business service level, and, as such, agility, reuse, Quality of Service, facilitating payback mechanisms and service contracts. Flows Layers

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Service Oriented Enterprise Architecture (SOEA) i

SOEA means a more decoupled business where services are provided and consumed based on contracts.

SOEA offers enhanced manageability. Moreover, there are benefits from enabling services provided over the Web using Web Services technologies, and from making possible service outsourcing on an on-demand basis, such as Software as a Service (SaaS).

SOEA, the development of an EA with an SOA flavor, must have support from top management and involve business since it requires process re-engineering, technology alignment, and firm re-organization, in other words, SOEA transforms the whole Enterprise, more than EA or SOA taken separately.

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Service Oriented Enterprise Architecture (SOEA) ii

As both SOA and EA are usually initiated by IT, the lack of business stakeholders' engagement and firm's management support or funding may foil the success of SOEA.

The SOA should be initially implemented as an additional EA service layer – on top of the EA applications layer – which would exist during the Enterprise Transformation stages. Some time into the future, the Applications will be, hopefully, implemented as Business Services, and the SOA services layer will cease to exist. This requires the applications suppliers to adopt SOA, which would be an advantage for everybody except, maybe, for them.

Once implemented, SOEA (EA + SOA), becomes a powerful competitive asset since it is the blueprint of a service-based Enterprise, with best of breed components easily outsourced, no matter what technology or geography.

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SOA, To Do or To Buy

A style of architecture consists of recognizable and reproducible architecture patterns.

SOA is a style of architecture applied to a target system. SOA, as a style, can be equally used in an application or in the target architecture of an Enterprise. SOA architecture, after the design phase, is implemented by the systems delivering the SOA business services.

SOA is at the same time an integration technology for services rather than applications. This is what vendors try to sell you: ESB, registries... based on SOAP/XML, UDDI, WSDL etc. SOA technology integrates and interconnects rather than implements the services of a system.

Vendors also offer business process (and rules) engines, B2B systems, Flows

application servers, service management and other products Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA, To Do or To Buy i

The SOA business services design and orchestration is what people say you must do, not buy.

You do have to specify your business services first and then interconnect them with a SOA technology.

Can you say implement SOA services once you specified them? You can.

But you can equally say that you buy SOA technology to integrate the systems delivering the business services.

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SOA design, Best Practices

Specify target business architecture – Assess impacts of strategy, planning on functions, applications and technology – Evaluate technology specific issues and solutions impacts on architecture – Employ loose coupling, high internal coherence architecture principles to specify independent elementary services – Build complex services out of elementary ones using SOA composition – Identify functions in applications that can be deployed as services – Propose a list of services – Design target Functions as business services: encapsulated functions with interfaces describing service requests and responses, technology independent; not all services being implemented by IT. In software development, function calls or subroutines are reusable segments of code. SOA orchestration calls services in a similar manner to the main program calling a function. Flows

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SOA design, Best Practices i

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SOA design, Best Practices ii – To confer responsiveness, Event Driven Architectures (EDA) are often a choice in SOA design. This enables asynchronous operation and parallelism. Since the OO time a debate existed between the sequential like Central control of the objects of an application and the distributed event and message based communication between objects with no central supervision. The reality is as always somewhere in the middle, where the central orchestration and events at service and orchestration level co-exist. An event distribution scheme like publish/subscribe could be implemented. This would be in the realm of the SOA products technology capabilities. – Describe services UI to users and customers – Provide management and maintenance interfaces to services – Align information architecture to services; provide an MDM service to hide existing legacy databases – Identify applications changes required to fit SOA services and request change projects Flows Layers

– Select technology for SOA integration (ESB, UDDI/WSDL repository… 85 BPM)

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SOA design, Best Practices iii

Begin implementation program – Sketch technical transformation roadmap with dependencies, taking into account the technology and applications lifecycle and upgrades to minimize change for the sake of change and exploit new technology opportunities – Decide, roadmap and initiate negotiation for outsourcing of services as BPO/SaaS/Managed Services/Data Center – Assign governance and accountabilities for each business service – Do planning, establish budget, assign resources – Plan with suppliers the SOA style changes/design of applications – Iterate and design and deliver services in steps

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SOA design case

The transformation excludes the strategy impacts on the architecture. The target picture is derived from the Service Orientation demand of the Enterprise and good architecture principles such as reduction of duplication, applications integration and technology standardization.

The current duplication in business systems is eliminated, the many internal connections dissapear replaced by an ESB, and the platforms are identical (Java EE, Open Source JBOSS or BEA/Oracle).

Circled are the systems that become Enterprise Services, grouped in a customer front-end layer (Portal and presentation), utility functions (Authentication, Content…), B2B access (to suppliers, banks…), Business Logic specific services and Support (financial, reporting…). Flows Layers

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SOA design case i

Before the SOA technology is deployed, the major effort is to define re-usable services provided by systems and decouple, encapsulate and standardize their interfaces over SOA ESB and Web Services interfaces.

An ESB technology internally interconnects all the major services of the Enterprise.

A business orchestration engine is implemented and if the architecture is opened to accept Web Services an UDDI/WSDL discovery platform must be added.

SLA contracts must be established to formalize the service payback, according to usage, monitored over the ESB. The architecture should be events based. Flows Layers

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Before SOA On line Receipting Member Center Call center

Health Insurance Fujitsu Mainframe Med/Dent Hospital

Corporate

HBA

Banks

Direct

Mail House

Campaign Genesys

Health Insurance System DW

To EFTSRV

3rd Parties

Face 2 Face

TCP/IP

Grp Contacts

MBFG MC

Bank3

Providers

.Net BEMIS

SQL

MC Gway CITRIX Farm

.NET SchedTibco JMS

Health IT Sun Cluster DNT New Technology JBOSS/JETTY / EJB JMS Messaging MDB SOAP/ HTTP/ Struts

HIC

Oracle Database

B2B Gway

Classic BusLogic

Hospital

EDI

Batch Claims CC Gway CFS GT-X

DNT Bus Logic

Retail/ W ebLogic Corporates W ebLogic

Medical

Proprietary

SQL Scripts /

Claims

W eb

ECXpert/SUN

Diamond Data Services

RV Tibco

Tibco BW

IVR

HTTPS

Corporate

SQL XML file HICAPS/IP

B2B Gway Autoclaims GW Switch

JMS

ID eDir iChain

NAB IBA/IP

PreAdmWL

Telecom

TCP/IP

Provider W L

JMS

Phone

ASCII/FTP/ISDN

W eb Premium Pay/HTTP

Printer

Web

Prospects Customers

Bank Gway Claims/Cheque Payment GW

ASCII file EFTPOS

ANZ

IBM mainframe

Premium Pay Diam SDK

SOAP JMS

Content Mng Vignette

Insite W ebLogic

W ebLogic

HTTPS Banks

HTTPS FTP

Post Office Paymaster

Channel Support Crystal RT

Netw Bid Analysis

Extra Benefits Sched

MfReports Cold

ClaimInd ISIS

Claims Impromptu

RMS Java EJB

DB W eblogic

Cobol,SQL Shell,Pearl

Oracle

Finance Oracle GL

AP/AR AM

BalSC Oracle

Crystal Informix

SAS

W eb ePortofolio

XRAY

FUTRIX

TM1/Price

BI/ BusObj InfoView (ZABO)

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SOA design Banks Corporate

Direct

Mail House

3rd Parties

Face 2 Face

EFTPOS

To EFTSRV

Banks

DW/SVOT Bank Gway Claims/Cheque Payments GW

Grp Contacts

ASCII/FTP/ISDN

Providers Web Premium Pay/HTTP

Printer Member Center .Net BEMIS

Health IT

SQL

MC Gway CITRIX Farm

DNT New Technology

Phone

IVR

HIC Oracle Database

Tibco BW

ECXpert/SUN

XML file

Classic BusLogic

Hospital

Proprietary

Under Review

Batch

DNT Bus Logic

EDI

Claims

SQL

JMS Messaging MDB SOAP/ HTTP/ Struts

Workflow

CC Gway CFS GT-X

B2B Gway

JBOSS/JETTY / EJB

JMS

Diamond Data Services

Medical

HTTPS

SQL Scripts /

Claims

OCR Scan SQL

Corporates JBOSS

Web

EclipseOPVClaim

ESB

Retail/ JBOSS

ID eDir iChain

Corporate

ESB

.NET

Call Center

HICAPS/IP

B2B Gway Autoclaims GW Switch

S FS C V

NAB IBA/IP

PreadmisJB

Telecom

TCP/IP

ProviderJB

JMS SOAP

JMS

Web

Prospects Customers

Campaign Genesys

Content Mng Vignette

Insite JBOSS

Premium Pay Diam SDK

HTTPS Banks )

HTTPS

JBOSS FTP

Post Office

Paymaster To Branch Printer

Support Crystal RT RMS

ETL

DB JBOSS

AP/AR AM

Single Version Of Truth

RMS

Java EJB

Finance Oracle

Extra Benefits Sched

SVOT

ETL Indemnity ISIS

XRAY

FUTRIXj

Crystal

BusObj

Provider

Claims

Sales

Revenue SAS

InfoView ()

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Evolution to SOA

The MIT Sloan Centre for Information Systems Research (CISR) studies identified four distinct architectural stages before the benefits of SOA can be realized: (1) Silos, (2) standardized IT, (3) standardized business processes (Optimized Core) and (4) business modularity.

Long term, the history truly shows, that the Enterprise maturity evolves from the silos of the â&#x20AC;&#x2DC;90s, through IT standardization, to arrive now at stage 3 of business process rationalization and pointing at stage 4, the SOA based Enterprise. CISR also states that moving upwards, from stage 1 to 4, is increasingly difficult, since to achieve stage 3, business participation is a must and to realize stage 4, an overhaul of your Enterprise operation and organizational change are necessary.

My note: the transition from 1 to 2 would not remove silos until stage 3, since silos exist because of business rather than IT.

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SOA lessons

SOA is primarily a business development, a way to structure your Enterprise, a style of target business architecture, and only then an integration technology.

SOA must have support from top management and involve business since it requires process re-engineering, technology alignment, and firm re-organization.

Lack of business stakeholders' engagement and a firm's management support or funding may foil success

Pick only the technology you need for integration and orchestration; vendors have piled all their products in the SOA basket â&#x20AC;&#x201C; BPM and rules engines, user interaction (Portals), application servers, B2B gateways, messaging middleware, repositories/registries, data management, business intelligence products, development environment and management equipment. After all SOA is about Flows

best of breed, vendor independent services. Enterprise Architecture Development & Strategic Planning Training Course Copyright Adrian Grigoriu ÂŠ 2007-9

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SOA lessons i

SOA does not succeed outside an Enterprise Architecture development since, in itself, does not cover the development process, the current situation discovery (process, apps, infra…), information architecture, the alignment to strategy…

The target business processes are specified top-down while, the current processes discovery, is performed bottom-up starting with the re-modeling of existing applications. Top-Down design and Bottom-Up discovery EA efforts, performed simultaneously, succeed if observing the same EA framework decomposition tree. SOA in the middle approach is recommended. Initially it may add an SOA services layer on top of the applications, until the vendors come up with SOA solutions.

SOA will not succeed without an Information Architecture and service in place because, after all, SOA services use the same information vocabulary.

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Strategic Planning and Enterprise alignment to Business Strategy

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Business Strategy to offer Stakeholders’ Value

Deliver value to each and every stakeholder: Customer, Owner, Employee and Company …

Balanced Scorecard analysis of Robert Kaplan and David Norton which proposes four Enterprise perspectives: the Customer’s, Financial (Owner’s), Process (Company’s) and Learning and Growth (Employee’s view)

Cascaded to each Function of the Enterprise: Operations, Development and Support.

The Governance Function will have the leading role in the strategy execution process

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Business Strategy for Stakeholders

Corporate Strategy

Stakeholdersâ&#x20AC;Ś Employees

Company

New Revenue/ + Productivity/ +Revenue/ Innovation retention Cost Saving

Growth (Consolidation, Broadening)

Community

Improve perception

Shareholder

Reduce Risk

Increase Share Value

Customer

Product Quality

Improve CRM

Specify Corporate Strategy to benefit every Stakeholder

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Business Strategy to offer Stakeholders’ Value ENVIRONMENT THREATS /OPPORTUNITIES

Formulate Strategies PESTEL Analysis

PORTERS' FIVE FORCES Industry analysis

O/T To Achieve Vision Goals and

Verify Strategies Suitability Acceptability Feasibility

Address Stakeholders needs Strategies Exploiting Opportunities S1 Using Strengths COMPANY ANALYSIS STRENGTHS/WEAKNESSES S2 Countering Threats VALUE CHAIN and S/W Improving on Weaknesses S3 Business Model Analysis STAKEHOLDER To Create New Prods/Markets STRENGTHS/WEAKNESSES Needs Analysis Enhance Processes Goals Competencies, Assets Adjust Business Model MARKETING by Outsourcing/Acquisitions) FINANCIAL Customer Analysis Analysis & Targets Achieve Financial Targets Vision Statement, Goals, Targets

Current Strategies/Roadmaps

Update and Iterate

Existing Strategies/ Roadmaps

Prioritize, Plan & Execute Strategic Initiatives as an Enterprise Project Portfolio

Cascade to each Function/Sub function of the Enterprise in Operations, Support, Develop

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The Enterprise Strategy Development Overview

Observe and quantify trends, Opportunities and Threats in the macroenvironment

Observe and quantify the micro-environment (Porter’s Five Forces) (competitors, substitutes …)

Analyse Strengths and Weaknesses in your own enterprise – For each and every function and flow – Establish potential improvements to flows and functions to As-Is architecture by observing pure architectural principles (SOA architectural style, decoupling, no unplanned duplication, hierarchical decomposition, implementation hiding, layering, and distributed design)

Set realistic target benefits for each stakeholder/customer, observing current strengths and weaknesses

Specify strategies to employ strengths, taking advantage of opportunities, minimising risks and adapt your business model and Value Chain

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PESTEL Analysis for MacroMacro-Environment Political

Technological

Increasing prevention of phone crime

Increasing peril of terrorist attack

Increased concern for security, privacy

Potential new economical super-blocks

Economical

Reducing Time to Market

New markets (China, East Europe…)

Industry consolidation/mergers

Increasing energy prices

Fragmentation of company value chain

Technology Costs go down yearly

Increasing Capabilities of Technology

Increasing Rate of Technological Change

Increased Systems Complexity

Increasing Amount of Info

Increasing Systems Virtualisation

Increasing Convergence of Networks/Devices

Increasing Customer Expectations (QoE…)

Environmental

Increased care CSR (waste, packaging, radiation, recycling, re-use…)

Social

Legal/Regulatory

CSR-Mobile Health and Safety

Increasing financial management regulation

Increasing remote work, virtual Co.

Increasing deregulation in Spectrum

Increasing access from global Co.

Increasing taxation

Increasing access from remote world

Increased adoption of EU laws

Increasing aged population

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Sample Strategies for Stakeholders

Customers to – integrate access channels – deliver new products in new market segments

Shareholders to – deliver increased dividends (value for their investment) – prevent risks and take advantage of opportunities

Company to – transform the company for agility (flexibility, adaptability, scalability …) – prepare for growth (mergers) and outsourcing – reduce costs of operation – enhance brand image, comply with regulations

Community – protect the environment, enhance community benefits

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Strategy balance for Stakeholders y an mp Co

e ye o pl m E

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ity un mm Co

rs ie l pp Su

Balance Benefits for each Stakeholder as there are conflicting interests Flows Layers

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Strategy cascaded to the Enterprise Strategy cascaded to

Levels

Functions view Departments

Plan

Strt

SCM CRM HR

Layers view

Flows view Processes

Process

Technology

People

Pay

â&#x20AC;˘The strategy will be applied to Functions, Flows, Technology and People

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Enterprise Architecture Development Best Practices

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Enterprise Architectâ&#x20AC;&#x2122;s Best Practices

Value of Best Practices

Establish EA Scope, Mission, Deliveries & Business Case

Determine EA Team and Governance

Specify EA Framework, EA tool and Design Strategy

Specify an Implementation Strategy

Plan Early Organization Change

Discover As-Is, Design To-Be

Assess Gap between As-Is and To-Be

Plan and Execute Business Transformation Flows Layers

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Enterprise Architect’s Best Practices for Building the EA

Practices will be outlined at each phase of a proposed Enterprise Architecture process which in itself becomes a suggested good practice

The EA process, the result of a deliberate reflection act, was constructed from answers to common sense business questions: – Why Enterprise Architecture, what are its economic drivers and benefits and what is the technology context? – What are the requirements and what shall the Enterprise Architecture deliver to you? – What do you need to set out even before you start? – What are the critical success factors and development strategies capable to guarantee success? – And how can Best Practices become Business As Usual practice!

Practices are shown in a rather imperative manner Flows Layers

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Value of Best Practices

Best methods to achieve an outcome and guidelines to achieve best results!

Result of our collective experience, lessons learnt from pioneers – Afterthoughts and result of a retrospective analysis! – Good practices have to pass the test of time and trial to become Best Practices

Best Practices are a first step in building a rigorous process and methodology to deliver a desired output.

Note: Embed Best Practices in the EA development process and make it an integral part of the Enterprise Framework

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Establish EA Scope, Mission, Deliveries & Business Case

Define Stakeholders, Scope, Mission and Deliveries of EA development – Identify stakeholders, gather requirements and capture all relevant business information as business objectives, model … – Establish scope; is it an IT only, data …? – An EA Mission Statement will capture, unambiguously, for all audiences, the essence of deliveries and development goals

Build the Business Case for Enterprise Architecture – Consider initial design costs, migration expenses, increased revenue and cost reduction provided by the EA, as an Asset, in the long term – The Business Case will need to talk the language the decisions are made in, the language of finance (NPV, Payback) – Get support from Top Level Management & Stakeholders using Business Case, to penetrate the silo culture and enrol business groups Flows Layers

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Determine EA Team and Governance

Build a Governance Function and the EA team – The Governing Function should include members of the management board and its Sponsor, e.g. its advocate – The Governance should be able to make cornerstone decisions and facilitate investment and funding – Assemble an EA team with a knowledge of Business, Strategy and Roadmaps, BPM, IT, EA Frameworks, SOA, ESB and Web Services – Define EA team to •

guide the EA development process and get support from all levels

•

define the Enterprise Architecture Framework, layers, views and principles

•

control the overall cross-domain architecture design and implementation, to maintain and document the architecture and discuss it with suppliers

•

The EA team should be able to communicate, influence, negotiate, motivate

•

Nominate Domain Architects part of the EA virtual team with a knowledge of your Business Processes and IT Applications Flows Layers

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Lines/Products

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Specify EA Framework, EA tool and Design Strategy

Specify or choose your EA framework or combinations

Select an EA tool – To interwork with other existing tools – An aggregated set of tools will probably serve well

Outline a Design Strategy – Bottom-Up, Top-Down and SOA in the middle •

Use a Top-Down approach by modelling Business Processes

•

Use a Bottom-Up approach to Discover Technology

•

Use SOA in the middle to Wrap Applications as Services orchestrating workflows

– Adopt a Hierarchical, layered and SOA architecture styles •

Functions in level one are partitioned in sub-functions at level two… PTP layers

– Adopt design guidelines •

Specify non-Functional capabilities: Performance, Scalability & Availability

•

Specify Security controls at design time

•

Design for testing, lifecycle, deployment, upgrade, retiring & recycling

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Specify an Implementation Strategy

Specify an Implementation Strategy (good practices) – Prioritise to Deliver the urgent fixes for the Enterprise – Leverage Existing Applications and Infrastructure •

Do ERP/CRM …application modelling to discover the business processes

– Work with Suppliers to Package Applications as SOA services – Plan, Design and Implement Iteratively – Use an Agile Processes Approach •

frequent deliveries and customer consultations

– Establish Deliveries, Critical Achievements, Performance Indicators •

CSFs represent milestones in the delivery process

•

KPIs must be tracked against a plan, with tools for monitoring progress

•

Balanced ScoreCard model, CMM

•

EA Scope be the Whole Enterprise not only IT

– Define Measurable SMART Deliveries Flows Layers

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Plan Early Organization Change

Manage Early Organization Transformation – Specify internal organisational change to match the Enterprise blueprint – Measures to avoid people resistance: people involved and motivated – Manage early Cultural changes •

Establish Change Management processes, communicate goals, reasons, solutions, and provide a transition path for people (for instance training)

– Sell, Not Tell by offering participation to all stakeholders •

Find out tasks and issues, show how the Enterprise Architecture solves them

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Lines/Products

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Planes

Discover AsAs-Is, Design ToTo-Be

Discover As-Is Using the Framework – Any Enterprise has an existing architecture – The Bottom-Up approach is based for documenting

Design transition architecture steps and define To-Be – Build the To-Be Functional, Flow and Layer Architecture taking into account the Business Strategy, Architectural principles, technology transformation guidelines and roadmaps

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Lines/Products

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Planes

Assess Gap between AsAs-Is and ToTo-Be

Assess the Gap between As-Is and To-Be – Align EA to the Business Strategy in Vision •

Map Strategies and Objectives Top-Down, cascade Business Strategies to functions, process, technology and people

•

Build strategies Bottom-Up to solve existing issues;

•

Harmonise with the Top-Down Business Strategy in a single view, ensuring that both Business Vision and practical issues are resolved in execution

– For each Function, Flow, Layer and View assess differences, gaps, estimate effort (resources, time, expenses) – For each gap do a business case to assess feasibility and priority – Establish an EA programme management team at this stage

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Planes

Plan and Execute Business Transformation

Plan and execute business transformation – Prioritise deliveries and iterate applying each time the 80/20 rule (80% functionality with 20% effort) – For each iteration do the whole cycle from requirements to implementation, building always on the previous iteration or cycle – Programme Management Office (PMO) involved

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An EA development exercise, facilitated practical session

Flows Layers

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EA modeling

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Business Process vocabulary i Process model

A flow diagram showing entities traversing activities, decision blocks and connections

Workflow

E2E cross functional sequence of processes of longer duration involving people

Functions

Logical or organizational units which group similar type of activities/processes

Activities

The actions performed on entities (e.g. place order, pay); tasks are elementary

Entities

The items processed by the system (e.g. order, part) Flows Layers

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Business Process vocabulary ii Resources

Resources are people and /or technology used to perform activities, transport/connect and store entities

Connections

Entity routing and sequencing, entity delivery

Events

Entity arrival events initiating processes, middle execution events changing the process alternate routing

Swimlane diagrams

Organize and display process activities across function/department borders showing handovers Flows Layers

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Business Process swimlane diagram

Flows Layers

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Business Process swimlane diagram ii

Flows Layers

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Business Process, Six Sigma

Note: the triangle means inventory, the smiley like face an “operator” the arrow a material flow, the box a process with data under, the truck means transport ...

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A Use Case concept

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A Use Case description 1. General comments describing the UC 2. Requirements: from the Use Case 3. Constraints: Rules, including Pre-conditions that must be true before the use case is run - e.g. <create order> must precede <modify order>; also includes Post-conditions that must be true once the use case is run e.g. <order is modified and consistent>; Invariants: these are always true - e.g. an order must always have a customer number 4. Scenario text and diagram representation: the sequential processing steps of the use case; secondary scenarios used for exceptional circumstances or alternate processing paths ÂŠ Geoffrey Sparks 2001 UML Case Tool by Sparx Systems http://www.sparxsystems.com.au

Flows Layers

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A Use Case notations

Activity diagrams are used to show how processes in a system are executed, from initiation, decision blocks for alternate paths, parallel processing delivery or error

An activity diagram is more general than a Sequence diagram

Flows Layers

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A Use Case diagram

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EA Framework Metamodel diagrams Business

Mission & Vision

???

Currency Rates Management

2 1

Value Chains

Trinity/ELVIS

Context Model & Use Cases 1

Currency Rates

Design Plan SourceMake Deliver

Work orders

Design

Plan

Prepare Recipes & Menu

Cost & Price Menus

Manage Meal Specifications

Manage Raw Materials Catalogue

Production & Demand Forecasting Master Production Schedule

Source

Material Requirements Planning

Manage Purchasing

Make

Process Requisitions

Process Supplier Invoices

Maintain Schedules Data

Inventory Optimisation

Supplier Performance

Manage Contracts

Plan Maintenance

Manage Procurement

Non Catering Purchasing

Plan Labour

Manage Food Production

Warehouse Operations

Manage Assembly

Labour Reporting

Manage Manage Wash Aircraft Waste Disposal Perform & Acquit Maintenance

Manage Dispatch

Manage Equipment

Manage Transport

Manage Cabin Cleaning

Distribution Requirements Planning

Shop Floor Control

Customer Profitability Reporting

Customer Satisfaction

Manage Stowage / Aircraft Info

Maintain Customer Records

HACCP & QA Reporting

Specification Compliance

General Ledger

Standard Cost Accounting

Document Control

Accounts Payable

Product & Cart Labelling

Accounts Receivable

Manage Budgets

Fixed Assets

Manage People Manage Employee Records

Manage Rosters and Availability

Legend

Organisation

Manage Skills & Training

Manage Organisation Structure

Manage OH & S

Expenses, revenue

PORS

EMSTAFF

SUPPLY

FLARE

OH & S Reporting

Information Map 5

Use Case -> Process diagram Prov ide aw ard

As s es s aw ard ex c eptions

Prov ide 3 y ear operational program

Prov ide budget reforec as t Airc rew _Planning

ISO System Compliance

Manage Finance Asset Utilisation

Invoices

unions

Customer Relationship Management

Manage Quality HACCP Inspections

Financial Performance Reporting

Materi al usage

s c hedule_planning

Manage Pricing & Quotations

Customer Billing

Partsmart

Current Finance

Manage Customers Manage Customer Orders

Work order, man hour, crew data

Labour details

TITLE

Business Processes 4

Deliver

Materials Reporting

Jetsmart

Invoices, Purchase orders

VC link groups informally Business Functions

Business Functions Hierarchy

Resource costs, work centres

EMCOST

Employee & Industrial Relations

Manage Recruitment

ASPIC

Supercat

Fresh Food Ordering

Mizzisoft

Flare/HRI/Paris

Manual

Manage Payroll

Manage Remuneration

Business Function

Other (Excel/Access/Pinnacle/Notes) Source: Implementation team

Participan t Pool/Lane

D etermine training and promotion

D etermine s taff rec ruitment (A)

Identify training v ac anc ies

Adv ertis e training v ac anc ies

Identify bid period free time

Identify and alloc ate leav e s lots

Alloc ate to c ours e

Airc rew _Pattern_Planning

Prov ide projec ted premium

Flight_Operations R ev iew and adv is e c rew requirements

R ec ruit s taff

2.2. c Manage Flight C rew

Flight _c rew 2.2 a Plan Flight C rew R es ourc es (Proc es s Map) SA/2001 Tue May 22, 2001 11:58 C omment

C reate manpow er plan

2.2. c Manage Flight C rew

Data Object

in Elem/Struct of Information Aspect

Bid for training

Elem/Struct in Information Aspect

1. Plan Business - Specify products and services to be delivered Level

Function

1.1 Define Financial Plan Level Function

1.2 Define Network Level Function

1.4 Define Product Level Function

1.1 a Define Financial Plan Level Function

1.2 a Define Network and Long-Term Schedule Level Function

1.4 a Define Inflight Passenger Product Level Function

1.4 b Define Loyalty Scheme Product Level Function

1.4 c Define Holidays Product Level Function

Data Entities

1.4 e Define Engineering and Maintenance Level Function

Applications

Physical Data Model Application exchanges

Integration & Data Flow

F r F e r F i e r g i e hF g ih tFr g r t e h e D i t eig Freight P m g r h AF aht o Conceptual Data Model cr nFt d Enterprise View ce dr ui I e v0.3 o GOct 2004 Rn F cg u r Fiev l th n o og se i tt u rh e g & n n h etrt S d M cvo t P F Operationsae F aa rr r u n O slty O iv e p p to i cai l g eM sw o e ic a n e r n r n e ai B a m s g u t e tCn r i n iat Catering o e Safety o n t t nen n Micas sr a s in nc& Engineering Maintenance ge

& P u E b n l g i i c Administration n e R e eL r e lP i arg n to a g ip l oe nr st y

Applications to Servers

Infrastructur e

Planner , Dispatcher or Roster Managers PC PlanControl Windows GUI

Citrix Client

<<File>>

Self-Service Kiosk PC

Web Br owser

<<ICA>>

Web Clients PDA â&#x20AC;&#x2122;s etc

Web Br owse r <<HTTP>>

PDA B rowser

<<HTTP>>

<<HTTP/GPRS>>

Network Design

<<voice call>>

Citrix S erver

deployment Architecture

Elem/Struct in Entity

File Server

RealTimeContr ol Windows GUI

MS IIS Web Server Hyperion Roster Report Se lf Se rver Servi ce

Roste rControl Windows GUI

<<SQLNet>>

DM Z Server

Windows Server

DMZ Middleware

IVR Interface (DITE S)

Servers over Networks

S a l e s A c c C a Sales Accounto Management R D u r o e n r IATA Carrier eQ,PQasar u a t i a t l e y Route Network e P D s M r m iPPayment Card l aIdeal, Quips, Ipr, Ctr e N a sa n Cams, Q2bmr n e C ts n F a t t on rs l g w m ie Passenger e o e C Schedule o p b Airflite n d w m P a r e Distribution ug n e r k t tea S n Mad, d ? i irs c t s tS o h c W e Management Passenger Yield o n D e o h n r Airpac e d r e g O m u k e Sd u a lu f c tnr e l o T h ld e r r I e e cManagement n a Workforce d tF e i v u o R n Geneva l e re Arms, M i e en c A a n t c r i n Human Resources Aircraft g E ao u r a m eQ sr i P c g F & B y p t tP r r u l eQ eF e eQ, ? s m o a a e D o ni m ey c f B ee nL e y n eQ eQ lu t u er vf ai n t r d eo PPProcurement ei na t e l Finance gA ru lt cb m l es or os ii e eQ ts eQ p al cc eQ n e uh mli t & t rS a eQ eR t eQ s eQ eu s eQ nM C e i I Fo m e p t ave n os ep ne s eQ eQ v eQ rt nlO an e es tir gu n c d e ee t a re m o s r e r t n y t

Carrier

S a f e t y

Supply, Cameo

S h a r e P I h r T o lj d e e c rt s R e l a t i o n s

Technology Architecture & Standards

11 Applications

C o Ir n p d o L ir o va yL it o d a e u ly P L ta a C a Customer Profile Loyalty ylo lu s ty s s ya eQ, Qasar Profile C P t e u rl o n t M Profile Profile o sm g ey g te G eP Profile rm o r r ra bA m a o s ecC e m Ls u P PP rtaS Passenger Service rr m a n e ra sibe e n d o on viSr h s P d e fIdeal, ATPCo ? LARI dsg iin v ri S e ri P ue ptP o C e a r vc a l cn Calypso yS PMA f o r si s e tg e i n ve C sR WorldTracer, DCS, GSI Amadeus risc e l te u & vceF rs e e s n n W iea P-Rec IRIS n t e Ri g PT ecg tr o el rie be Panorama DCS m rcu irvc e cka Ior rO t ve T Customer Contact ie nS t e ntri tu I h o qantas.com, amadeus P-Rec,ereQ gia ne vn rvy n t r s e ae External Data g eA lM cyJ r ET I t P a xP DB iR M c tC TI o ABS, BSP, LIATA o aM t e D n ra i r oS T Location O on kr ch ra k eMarketing na a Locations g l teB tr a tr ie Organisation n D Panorama Ria od i a enn n sR t sgd eQ a Shared Reference Data a e e tf aCM ie raa o r cm r ne hpk ae n it c gi e nn g D a t a

12 Client Access Services Web

<<FTP>>

<<SQLNet>>

Messaging

Fat Client Services

Text

Scan

B2B

Management & Monitoring

Authentic ation Network

Internet

Intranet

Dial-up

Wireless

VPN

Tools Channel Gateways

Caching Management

Interaction Management

Auditing & Analysis

Development

Systems

Application Services

Apache Web Server RealTimeContr ol Se lf-S ervice RosterControl Imp ort/e xport

Voice

Presentation Services

Collaboration

External Systems

Security

Voice

Network Access Services

Portal

<<HTTP>>

Inventory

Information retrieval

Business Applications

Data b Analytics

Reporting

Application Servers

Adapters

File & Print Services

Testing & Tuning

Authorisation

Flows

Integration & MiddlewareServices BPM/Workflow

Enterprise Service Bus

Service Delivery

Process Support Access Control

Servers/Network Technology Standards

RDBMS

ODBMS

Content

Directory Servers

Metadata

Data Warehouse

Hosting Services

RealTimeCo ntr ol En gine

Application Ser ver < <A IX >>

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Network

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Servers

Operational Support

Deployment tools

S Classificat ion tools

Security Controls

Layers

Data Storage Services

Oracle DB

<<MQ>>

Service Support

Function O

Lines/Products

Process Technology People

Planes

EA Framework artefacts design sequence i 1. Enterprise context and key stakeholders' interactions or Use Cases 2. Enterprise Lines of Business (LoB) and Value Chains specification 3. business Function hierarchy 4. end to end stakeholders' interaction scenarios as Flows over Functions 5. business information map and flows associated with workflows 6. organisation units performing and managing the business functions 7. applications executing the business Functions with data flows

Flows Layers

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EA Framework artefacts design sequence ii 8. data architecture implementing the business information architecture and flowing in exchanges 9. IT technology (desktops, platforms – JavaEE, .Net, other -, servers, and storage/DBMSs/SANs) 10. networks (LAN/WANs, data and voice) providing interconnectivity 11. application inventory database (configuration database) 12. preferred technology standards for applications, technology, networks…

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A practical EA development flow i

First used in the development of the basic EA of an insurance firm

Then the main stakeholders’ Use Cases are listed followed by Use Case scenarios specification as Flows over Functions as swimlane diagrams

The Functions, the EA buildings blocks are identified in a first iteration; the Functional architecture describes the logical organisation of an Enterprise

For each Function/sub-Function identify processes, people and technologies. – A process belongs to a logical Function. – Technology executing processes belong to the Function. – People operating technology in Functions

The functions are interconnected by lines that are means of communications or transport of information and parts Flows Layers

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Lines/Products

Process Technology People

Planes

A practical EA development flow ii

Design applications, IT infrastructure and technology Views describing the current systems

Add then Information, Location and other Views

EA implementation begins here while a new iteration of the design initiated with new Functions, Flows and Viewsâ&#x20AC;Ś

The functional View is used to align other EA Layers and Views

The Enterprise Governance, Development and Support Functions are of no consequence in the design example as only the Operations Function is analysed

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Capture Stakeholders’ Requirements as Use Cases Business Strategy • .Strategic Planning

Sales & Service • New distribution channels ... Finance • Accounting AR/AP/GL, • Reporting, • Budgeting

Partners, Suppliers • Interfaces, B2B • Sourcing R&D • Investigate Emerging Technologies

IS A AC

SGS N ISA AC

SGS N TVR

ISA AC

GASP

UN IBI LL

SGS N GPRS

T VR

GASP

T AP3

UN IBI LL

GPRS Ne t Eve nts

APN

Cr edit GPRS

GGS N

TVR

Alert In f o UN IBI LL

GASP TAP3 GPRS Net Event s APN

Cred it GPRS

Aler t Inf o

GGS N TAP3 IUM

Rated

M IS

CDRs

IDRs GPRS

Inf o

INF RA NET

IM IS

Net Ev ents

Tran sf ers

APN

Credit Ra ted Alert Inf o CDRs

GGS N IDRs

IUM

MIS Inf o

INF RA NET

IM IS Transf ers

W AP

Trans f er Rate d

M IS

CDR

Inf o

Ga teway CDRs

IDRs IUM

WAP

One-Of fB2,

INF RA NET

Inf o

IM IS Tr ansf e r CDR

ERS

One-Of f , Conten t

Product Development • New product development • New capability development

WAP

Sum m ary Servic e & Tran sf er EURO BILL Inf o

Adjust m ents Beare r & Cont ent

IM IS ERS

Inf o

Recurr ing,

Inf o

Gatewa y

Sum m ary

Recu rring, Tr ansf er s Adju stm en ts IM IS

Gate way

HR • Organisation • Recruitment • Payroll

CDR Sum m ar y

One-Of f ,

Netwo rk Provid ers

Con tent

Se rvice & Rec urring,

Inf o

Inf o Ad u j stm ents

EURO BILL

Ne twork

IM IS Be arer & W eb

Inf o

Pr ovider s

ERS

Conten t

Ga teway

CALLS

In voic e Conte nt In f o

Inf o FIN AN CE

EURO BIL L

PARK

Bear er & We b

Invoic e

Con tent

Gate way Inf o

Serv ice & Network Prov iders

Inf o CAL LS FIN AN CE PARK

Web

In voic e In f o

Gatewa y

CALLS F IN AN CE PARK

IT • Solution development & IT Support • DW/BI, Helpdesk …

Supply Chain • Sourcing • Warehousing

Marketing • Market research & segmentation • New product concepts …

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An Enterprise Functions template Enterprise Development

Prog Mng

Enterprise Support

Market Segm Campaigning

Organization Evolution

R&D, IPR

Strategy Development

New Business Development

IT Solutions Development

Product Development

Business Improvement

Intranet/Web Development

HR Legal and Regulatory

IT Services

Enterprise Governance CEO, CFO, CIO, Board

Property/ Fleet

Financial Management

Payroll

Fraud

Reporting

Strategy/ Planning Board

Finance/GL

Enterprise Operations

Tele Sales Portal/Intra Self Serve

Content Mng

Mail

Billing Payment

AAA

Workflow, Business Rules

DW&BI Asset Management

Product Logic

Customer Information

Partner Info

Operations Board Stocks Mng

Public Relations Risk Management

Stakeholder Relationship

Brand Management

Supply Chain Imaging, Document Mng, Mng, Archiving Collaboration

Flows

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Planes

Specify Operational Functions

Customer

Enterprise Operations Product & Mail CallBilling Tele Sales Centre Catalog Portal/Intra Payment /IVR Self Serve Authentication Common Look & Feel

Sales (Retail, Corporate)

Orchestration Bank

Operations Imaging, Document Mng, Archiving Warehouse Sourcing

Book Supplier

Enterprise Architecture, Business Functions Map Flows Layers

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Function O

Lines/Products

Process Technology People

Planes

Specify key Operational Flows over Functions Bill/Pay

Customer Order Book

1. 2.

Customer accesses web site Extracts book information

Logs in

Is authenticated, authorized

The business orchestration routes request

Check stocks (book is available)

Payment is requested

Customer approves payment details

The warehouse sends book to the mail house

Deliver 10

Sales1(Retail, Corporate)

Portal/ Intranet 3 Self Serve Common Look & Feel 5

Product InfoTele Sales

Enterprise Operations

Bank

Billing CallPayment Centre

Mail

/IVR

Authenticate 4

Workflow Checks Customer

Business Logic

10. The mail house delivers book

Customer Information Imaging, Document Mng, Archiving

Retrieve from Inventory Supply Chain

Book Supplier Flows Layers

D S

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Function O

Lines/Products

Process Technology People

Planes

Draft Single Page Architecture Pay Deliver

Customer Order Book

Enterprise Operations Billing Product Mail Tele Sales Call Centre Portal/Intra Payment Info /IVR Self Serve Authenticate Common Look & Feel

Sales (Retail, Corporate)

Bank

Workflow

Imaging, Document Mng, Archiving

Supply Chain

Retrieve From Stock

Book Supplier

Enterprise Architecture, One Page Views

Flows Layers

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Function O

Lines/Products

Process Technology People

Planes

Map Physical/Virtual Infrastructure Architecture Customer

Bill/Pay Deliver

Order Book

Enterprise Operations Billing Product Mail Tele Sales CallPayment Centre Info /IVR

Sales (Retail, Corporate) Portal/Intra Self Serve

Bank

Common Look & Authenticate Feel Workflow Validate Customer

Customer Information

Retrieve Stocks Supply Chain

Book Supplier

Enterprise Architecture, IT Infrastructure view

Flows

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Function O

Lines/Products

Process Technology People

Planes

Sketch Information Architecture: map to Functions and Flows

Company Info

Product Data

Mailing Contacts

Bills Invoices

AAA Data Business Rules

Customer Data

Suppliers Data Orders

Stocks Data

Enterprise Architecture, Information View

Flows Layers

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Lines/Products

Process Technology People

Planes

Map the Organization chart to the EA layer architectures Market Segm Organization Enterprise Intranet/W Marketing Campaigning Evolution eb Development Developme R&D, nt IPR

New Busines Strategy Development Product & Development Capability Enterprise

Prog Mng

Enterprise Support

IT Services

Developme ITDevelopment Solutions Product Business Development Developmentnt Improvement HR

HR Payroll

Self Serve

AA A

Enterprise Operations

Finance/GL

Legal and Legal Regulatory

Fraud

Property

Reporting

ETL, DW&BI Finance Asset Managment

Operations Enterprise Finance Strategy Operations Financial Strategy Board Governance Managmn Board CEO, CFO, Executive CIO, Board Board

Tele Sales

Sales and Billing/ Service Portal/Int ContentMail Mail Payment ra Mng

t Stakeholder Public Public Relations Relationship Relation s Risk Risk Mng. Managmn Compliance t

Brand Marketing Managemen t

Business Logic

Business

Service Delivery Logic Customer Information

Partner Info

Stocks Mng Supply Chain

Supply Chain

Enterprise Architecture, Organizational View

Flows

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Lines/Products

Process Technology People

Planes

Overlay, link for navigation all EA layer architectures People Layer Views Technology Layer Views Process Layer Views Enterprise Development

Prog Mng

Bill/Pay Deliver

Customer Order Book

Intranet/We b Development R&D, IPR

Market Segm Campaigning

IT Solutions Development

Product Development

Organization Evolution

Enterprise Operations

Sales (Retail, Corporate)

Enterpri se Operations

Product I nfo

Portal/Intra Product Mail Billing Tele Sales CallPayment Centre Self Serve Info Portal/Intra Self Se rve

Mail

Billing Payment

Strategy Development

Tel e Sales

Call Centre /I VR

/IVR

Business Improvement

Bank

Authenticate

Authenticate Common Look & Feel Workfl o w

Enterprise Support

IT Services

Payroll

Legal and Regulatory

Fraud

Property/ Fleet

Reporting

Finance/GL

Workflow

ETL, DW&BI

Business Logic

Asset Manaagment Customer I nformati on

Customer Information Enterprise Governance CEO, CFO, CIO, Board

Financial Managemen t Public Relations

Strategy/ Planning Brd

Operations Board Imaging, Document Mng, Archiving

Stakeholder Relationship

Brand Management

Retrieve Stocks

Supply Chai n

Risk Management

Enterprise Architecture, All Views

Supply Chain

Retrieve Stocks

Book Supplier

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EA Framework usage for ITIL, M&A…

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EA for Investment

Once elaborated, the Enterprise Transformation plan would establish the priorities and timetable of the investment to implement the business objectives and strategy.

The transformation plan already takes into account the technology replacement budget, innovation program costsâ&#x20AC;Ś

Any new investment proposals should be evaluated in the context of this existing and approved Enterprise roadmap and transformation project portfolio so that all implications on other projects or final objectives can be assessed.

The investment would be assessed at the people and technology layers delivering a capability or a new product. Flows Layers

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EA for Mergers & Acquisitions

The starting point is the existence of two different Enterprise Architectures – business processes, technology and organizations

Align business products, vision, objectives, strategy, planning… Processes, B2B, orchestration

Rationalize Applications and Technology infrastructure (common choices)

Merge organizations in one and align cultures (people layer) and communications, payroll level, recruitment

Align key IT Views as networks, e-mail infrastructure and non- IT as parking

Establish common Functions such as governance, shared support services, merged R&D

Plan and execute transformation portfolio of projects

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EA framework for outsourcing

Outsourcing operates at all levels: from business process level (BPO) to IT application level (SaaS)/infrastructure ( data centre) and department (helpdesk, call centre) or function level (R&D, marketing research)

Typically there is little understanding of the existent service boundaries, requirements, costs and profitability

Enterprise Architecture and SOA prepare the ground for outsourcing by offering the blueprint for the Enterprise, function, process or department

The EA framework would support the decision at all layers: Process, Application, Infrastructure and People.

Operations, Support and Development functions may be all outsourced depending of your business model Flows Layers

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EA framework for a Small to Medium Business (SMB)

EA framework is a guideline for entrepreneurs to plan & build the new company

First define business architecture layer: the product, business model (what markets, customer segments, pricing, costing, core capabilities etc), business vision, business strategy (how to get there)

Decide key stakeholders: such as partners, finance institutions, accounting firms

Define Governance bodies (relative to type of ownership such as Sole Trader, Partnership â&#x20AC;Ś), the managing team roles and responsibilities and organization

Specify Operations in terms of IT Applications and Infrastructure

Determine Development (R&D, product and capability development), define main IT views: e-mail, printing, accounting, support functions and outsourcing

Produce the business plan from all the above

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EA framework for ITIL

ITIL describes the IT department structure and operation (not an Enterprise wide IT Architecture but the illustration of the IT organization and processes)

Customers of IT are business units rather than the external stakeholders.

The EA framework may be applied successfully to any department of an Enterprise. Notes

IT Flows over IT Functions constitute the IT business architecture.

The Enterprise applications, while serving the business purpose, are not serving the IT key functionality and thus they are not part of the ITIL department Application views, as opposed to Helpdesk, monitoring, upgrading applicationsâ&#x20AC;Ś Flows Layers

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FFLV GODS Operations: ITIL Service Delivery

GODS IT Operations (O) is Service Delivery in ITIL, consisting of – Infrastructure operation, maintenance, upgrades and optimization – Applications maintenance and upgrades, back-up, log cleaning; (note: business people operate applications not IT people) – Availability & Capacity Management – Service Level Management – IT Service Continuity Management – Release & Configuration Management – Change Management – IT Architecture documentation

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FFLV GODS Development , Support , Governance in ITIL

GODS Development (D), project activities, would be SDLC in ITIL – Applications: software design (SDLC), new solution integration and EAI deployment – Infrastructure: new capability Design and Planning, Deployment – Project management

GODS Support (S) is ITIL Service Support – Incident, & Problem Management – Helpdesk

GODS Governance consists of boards as : – IT Management committee – IT Architecture, Strategy and Roadmap – IT Investment committee

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EA framework for Security Architecture

Enterprise security architecture is about controlling and protecting access to the Enterprise assets.

For that, a strong concept is the "perimeter". We surround an asset, or a group of assets, with a perimeter at which we install protective measures.

The logical security architecture begins at the business level by discovering the information, processes, and other artifacts like business strategy and planning, to which access needs to be managed.

The next step is to devise the type of access (Read, Write, Updateâ&#x20AC;Ś) for each role, and an Access Control List (ACL) for the asset. People and systems would be assigned roles.

The access type: it can be physical or remote, over IT networks

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Cascade Business Objectives Enterprise Objectives

Functions

Layers/Views

Flows

Layer/View objectives Departments/ Objectives

G Plan Strat

Process Technology People

SCM CRM HR

Function Objectives

Stakeholder Objectives/SLAs

…

Pay

People Objectives/JD

Process Objectives

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Place Security Control in the Enterprise tree

Enterprise Security

Functions

Layers/Views

Flows

Layer/View Security Function Security

G Plan Strat

SCM CRM HR

Function Security

Flow Security

Process Technology People

S …

Pay

Process/Product/Line

and

Application/Infrastructure/People Views

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Security Architecture elements protection i

At the Business Layer, an Actor would be assigned a role and specific rights with regard to business artifacts and process execution.

At the Applications Layer, these rights would materialize in Access rights to content, structured data and application (right to reverse an EFTPOS transaction, for instance).

At the infrastructure layer, the rights to manage platforms, OSs, servers, storage and networks would also have to be controlled by similar mechanisms. Actors are assigned roles with standard rights to infrastructure assets.

The Enterprise assets, become components of the Security Architecture; they should become objects in the EA repository, having a description of access rights for various roles. Assets belong to business Functions. Flows Layers

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Security Architecture elements protection ii

At the technology layer, access rights to non-IT assets (paper documents, equipmentâ&#x20AC;Ś) must be established.

Security must be also enforced for real estate and facilities with access controlled at the perimeter around workplaces, especially at gates, doors and cabinets inside buildings.

Before costly security systems are put in place (such as video cameras, 128bit encryption etc.), a threat and risk analysis would be performed to learn how often and how damaging could a threat be. Once the potential loss analyzed, an estimate of the worth of the security method and system could be produced.

At the people layer, security access cards and remote access authentication tokens could be provided besides passwords. Flows Layers

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Security Architecture elements protection iii

At the technology layer, access rights to non-IT assets (paper documents, equipmentâ&#x20AC;Ś) must be established.

Security must be also enforced for real estate and facilities with access controlled at the perimeter around workplaces, especially at gates, doors and cabinets inside buildings.

At the people layer, security access cards and remote access authentication tokens could be provided besides passwords. Flows Layers

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Security Architecture remote access protection

For remote access, VPNs or SSL with encryption for information integrity and confidentiality should be utilized.

Measures should be put in place to detect Denial of Service attacks and Man in the Middles message modification.

In summary, every component of every EA layer should be analyzed from a security standpoint and accordingly protected, given the level of threat and potential damage to the Enterprise.

Flows Layers

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EA framework for a Customer Oriented business

Service usage

Service Authorization

Service Update

Service Subscription

Customer Discovers

Market Campigns

Market Research

Customers

Customer Interaction Layer

Operations Market & Plan

Utility Functions

Sell & Service

Make & Deliver

Make/ Business Logic Source/B2B

Development

Governance/

Services

Corporate

Support Services Flows

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EA framework for a Customer Oriented business i

Market research (customer needs, trends, competitors' products) resulting in customer segmentation, new product concepts.

Market campaigns based on research to attract prospects

Customer interaction at the Portal, Shops, Call Centers…

The Booking/Reservation/Subscription/Application for Product

Customer Service and Relationship Management for customer interaction history, personalization, product changes, incentives, loyalty

Service Authorization and Access

Service usage (downloading, therapy, access to show, transport…) Flows Layers

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Enterprise Architecture Tools

Flows Layers

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EA tools provide i

Documentation and management of the whole development process and all artifacts lifecycle

Specification of business processes, applications and IT infrastructure, and organization diagrams in various standard notations (ERD data modeling, BPMN, UML Activity Diagrams, IDEF3 process modeling, network diagrams …)

Embed EA framework( functional, reference, planning…) and store or link to technology roadmaps, architectural principles

Maintenance of Current/Target Architectures and intermediate stages designs

Collaboration, configuration, change control, access control, requirements tracing, consistent component look and feel, web presentation

A single metadata and repository for all designs and all people

“Zoom in/out”/drill down and navigation of the Enterprise decomposition tree Flows Layers

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EA tools provide ii

"on-demand“, dependencies diagrams showing relationships between specific processes, applications, infrastructure, organization

Process simulation for business process improvement, “what if” scenarios

Link to and integrate with other existing tools and databases

EA artifacts management above and beyond current capabilities of a single tool by linking to and launching applications which create and manage these artifacts (Roadmaps, portfolio management, ITIL, IT CMDB, business strategies and objectives, organizational structures…)

EA tools need to provide features to support regulatory compliance frameworks (SOX, BASEL II, HIPAA …).

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EA tools eradicate

Multiple EA vocabularies, inconsistent terminology, notations, conventions or input/outputs

Proliferation of Visio, Power Point drawings or even word processing documents

Work in silos resulting in different representations and properties for same components resulting in poor architectural data integrity

Architectural data integrity issues

Artifacts obsolescence and out-of-scope deliveries

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EA tools comparison

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