© eadirections 2006. all rights reserved
TRANSCRIPT
© EAdirections 2006. All Rights Reserved.
Driving New Technology Decisionswith Enterprise Architecture
Tim WestbrockManaging Director
Miami University CSA Alumni ConferenceMarch 30, 2007
2© EAdirections 2007. All Rights Reserved.
Miami 1980’s
• Can you imagine ….– A future 5-time NBA champion leading the Redskins to back-to-back NCAA
appearances?– No Recreational Sports Center?– Old Goggin was New Goggin?– Quarter beers at Lottie Moons on Mondays, CJ’s on Thursdays?
• What about technology?– No cell phones, PDAs, iPods or even laptops– No Windows – we booted PC’s with MS-DOS 3.2 on 5.25” floppy disks– We booked time at a computer lab to compile your program – sometimes at
2 or 3 in the morning in the basement of Hughes– Card scanners– PASCAL, Ada and COBOL were all the rage– No PowerPoint, Word or Excel– No readily accessible email, no IM, barely even knew about the Internet
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What is Enterprise Architecture (EA)?
• Models of all of the hardware, software and network components within a company?
• System design document?• Information management guidelines?• List of IT standards?• A method for selecting, documenting, and enforcing IT
standards?• Project management discipline?• Application portfolio planning input?• Project portfolio planning input?• Current and future state models of business processes,
information, infrastructure and applications?• A coordinated approach to all of the above and more?
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Defining Enterprise Architecture
• Enterprise Architecture (EA) is a strategic management discipline that creates a single, holistic view of the processes, systems, information and technology of the enterprise designed and optimized to achieve the business strategy and current objectives.
• Intent of EA process: Identify the impact of enterprise strategies and influence lower-level tactical, operational, and project decisions and activities to be more aligned with enterprise strategies.
The primary design goal for enterprise The primary design goal for enterprise
architecture must be to enable efficient architecture must be to enable efficient
change in business capabilities through the change in business capabilities through the
servicesservices that enable them! that enable them!
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Major Components of an EA
• Enterprise Business (Process) Architecture (EBA)
• Enterprise (Business) Information Architecture (EIA)
• Enterprise (Information) Technology Architecture (ETA)
• Enterprise Application/System/Solution Architecture (ESA)
• Others– Enterprise Security Architecture– Enterprise Organization
Architecture
Business Strategy
Current Objectives
Pro
cess
es
Systems & Infrastructure
Data & Information
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What is the Primary Goal of Most Business?
• The purpose of business is to create value– Stakeholders– Customers– Other
• How is business value created?– Through change
• What kind of change?– Product innovation– Process transformation– Technology transformation– Business transformation (including acquisition/divestitures)
• Why is creating business value harder today?
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The Rate of Change is Accelerating
1970s thru early 1990s
Significant ProcessChange Initiated
Significant ProcessChange Initiated
7 Years
PRESSURES BUILDINGTHAT REQUIRE CHANGE
STABLE STATE PERIODSTABLE STATE PERIODPRESSURES BUILDING
THAT REQUIRE CHANGE
Significant ProcessChange Initiated
18 Months
Significant ProcessChange Initiated
Significant ProcessChanges Initiated
Today & Tomorrow
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The Impact of Complexity
Complexity INHIBITS Change
Technical Complexity
Process Complexity
Desired Change
Ability to React
Not all complexity is bad. Complexity may be required. Complexity may create competitive advantage.
Consequently
Complexity INHIBITS Business Value
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Why EA?
• Most enterprises are enterprise-aware for strategic planning, but project-focused at implementation
• This disconnect causes a gap between strategic direction and reality– The project is the primary “unit of change” in an enterprise
– Project have limited scope, budget, schedule and resources
– The “Big Picture” needs to exist and be maintained
– Linkages need to be established and impact analysis performed
– Downstream decision making/projects must be consistent with Upstream intentions
BuildService
BuildService
ProjectPortfolio
BuildCapabilities Build
Service
BuildService
IntegrateCapabilities
THE BIG PICTURE
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Business Innovation through Technology
• Amazon.com in Japan has introduced a service in which users point their cell phone at any products’ bar code (everyone in Japan has a camera cell phone!)
• Tells them what Amazon’s price is for the same item
• Nokia will soon unveil a cell phone that will also read RFID tags
• Thousands of possible applications – simple scenario…your child ingests some household cleaner
EXAMPLE #1 – Mobile RFID?”
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Business Innovation through Technology
• USAA is a very unusual mutual insurance company
– Truly member owned– Completely focused on member service– Members are primarily military officers– Solvent, honest, pay their bills on-time
• Wide range of businesses insurance, investments, loans, diamonds, etc.
• Challenge: a bank without branches– Deposits have to be mailed
Immediate credit up to $10,000 USD!
EXAMPLE #2 - Imaging
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Business Innovation through Technology
• Cypak’s SecurePak is a package that has an electronic seal that records and stores information when the packages is ‘Opened’, ‘Closed’ or possibly ‘Tampered’ with
• Swedish Post and Deutsche Post have both completed field tests
IS THIS ‘VALUABLE’ TO YOUR COMPANY?IT MIGHT BE…WITH ‘GLOBAL MORPHING’
• FedEx is moving their Asia-Pacific hub from the Philippines to Guanglong Province in PRC
• Capacity of 24,000 packages per hour• 882,000 square feet• Do you ship to Asia-Pacific?
EXAMPLE #3 – Smart Boxes
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Business Innovation through Technology
• Bluetooth-based technology that captures the information entered onto a form in ‘real-time’
• Big impact in Europe
• Some use in the U.S. particularly in insurance
• Can’t fundamentally alter any forms-based process
EXAMPLE #4 – Digital Pens
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EA Driven Delivery of New Technology
Object
ObjectObject
Object
Standard Service Request
Standard Service Response
Perf
orm
PerformPerform
CLIENT(Service
Requestor)
ServiceProviderWORK
Perfo
rm
NEED
FOR
SERVICE
Object
ObjectObject
Object
Standard Service Request
Standard Service Response
Perf
orm
PerformPerform
CLIENT(Service
Requestor)
ServiceProviderWORK
Perfo
rm
NEED
FOR
SERVICE
ExecutiveManagement
ExistingOperations
EnterpriseArchitecture
BusinessStrategy
ProjectPortfolio
New/ChangedCapabilities
Required
Models of theFuture StateEnterprise
Models of theCurrent State
Enterprise
Project B
Object
ObjectObject
Object
Standard Service Request
Standard Service Response
Perf
orm
PerformPerform
CLIENT(Service
Requestor)
ServiceProviderWORK
Perfo
rm
NEED
FOR
SERVICE
Project A
Object
ObjectObject
Object
Standard Service Request
Standard Service Response
Perf
orm
PerformPerform
CLIENT(Service
Requestor)
ServiceProviderWORK
Perfo
rm
NEED
FOR
SERVICE
Project C
Build &Integrate
Build &Integrate
Build &Integrate
PopulateNew/Changed
Capabilities Delivered
TacticalProject
Requests
InputAnnual, TacticalGoals, Objectives
& Targets
Influences
EA Roadmap• Project Requests• Adds/Changes to Applications,
Infrastructure, Information, & Business Processes Services
• Timeline/Interdependencies
Technology R&DTechnology R&DTrends & CapabilitiesTrends & Capabilities
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More of Today’s ‘Hot Topics’ in EA
1. Virtualization2. Real-Time Systems3. Identity Management4. TDM & ‘Zero Downtime’5. Performance Management6. Content Management & Aging Workforce7. Security Architecture8. MDM & CDI9. Mobile Architectures10. ???