1996 enterprise architecture praxis presenation @ zifa

Enterprise ArchitectureTheory and Practice

Introducing the Architect’s paradigm into Microsoft

Brian K. Seitz - Sr. Technologist WWITIan Chang - Sr. Technologist WWIT

M \ ZIFA © 1996

™

M

Introduction

Enterprise ArchitectureThe rational design of an Enterprise has been the hope and dream of CEOs, CIOs, Entrepreneurs, and managers since the advent of Frederick Taylor’s introduction of Scientific Management. However, it was not until recently were there sufficient tools to adequately describe and specify the richness that is Enterprise. This presentation will provide just a brief insight to the research being conducted in this area.

Agenda

Architect’s Paradigm examined Enterprise Architecture Microsoft experience Conclusions and Lessons learned Questions

Architect’s Paradigm examined

What is the purpose of Architecture ? What is Architecture ? Architectural Scope Architectural Theory

Architecture is a riddle, wrapped in an engima,

hidden in a mystery...

Architecture’s Purpose

is the management of complexity

This is accomplished through:ReductionOrganization

What is Architecture ?

A set of rules that determine choice, the usage, and organization of elements to create a “Built Environment”

Examples of these elements in Dwelling Architecture are:

Space, Light and Texture

FunctionComponentry

Drawings are not Architecture

Architecture is expressed through architectonics Commonly called design

Drawings represent the intentions ( plans ) of the design process. Commonly called “a design”Blueprints are one form of drawing

Seitz’s Maxium -For differentiating Architecture and Design:

If you can impliment more than one way, you are likely to have an Architecture.

Corollary: If you can impliment in only one way, you have a Design.

Drawings are Design representations

Drawings manage design complexity through reduction.

Built Environments require a family of drawings

Dwelling Architectural Scope

Scale

Time

Productand

GraphicDesigners/

Artists

Weeks

Months

Years

Decades

Regions

Days

EarthCitiesLandscapesStructuresInteriorProducts

Generation

Centuries

InteriorDesigner

Architects

LandscapeArchitects

UrbanPlanners

RegionalPlanners

GlobalPlanners

Span

Granularity

Architectural Theory

Architectural Framework

Research Methods

Theory and models of the environment, people, and their interactions

Decision Theory

The Behavioral Sciences

Substantive

Procedural

Positive

Des

igne

r’s

Wor

ld V

iew

Architectural Theory

Professed substantive

Professed procedural

Normative

Practice

Building design

Praxis content

Building performance

Architectural Process

Design Activity(Praxis)Client

ArchitectureTheory

ArchitecturalStyle

Design Theory

DesignInstance

Product

Design Praxis

Brian K. Seitz 1996

Activity

Start

Definition Analysis Synthesis Development Implementation

(Owner)(Finance)Architect

Contractor

(Architect)OwnerUser

(Architect)Owner

ManufacturerContractor

(Architect)Contractor

ManufacturerSubcontractor

(Contractor)SubcontractorManufacturer

Architect


Architect

(Labor)Contractor

SubcontractorManufacturer(Key Role)

Team

Phase

Source: Swinburne (1969 via Jon Lang 1987

Market

FinalizeConstructive

Direct iveRoleShift

ProfessionalManagement

F inalizeConstruct ion

CostTime Schedule

EconomicManagement

Recycle & ModifyBalance: Scope * Dollars * Time

Re-examine Goal Definition

Operation

Need

Cost

Time

Resources

RoleShift

Goals

Limits

DefineFacility

Object iveResearch &Investigate

Operat ions

Program

SpatialProgram

HumanProgram

EnvironmentalProgram

Think

DetermineGroup

Dynamics

DetermineAdjacency

FinalizeDesign

Concept

AestheticPosition

OtherDisciplines

WriteDesign

Direct ive

EstablishPerformance

Critieria

InvestigateAlternat ives

SubsystemInterlock

Simulation

LocationLogistics

(Owner)Architect

UserMaintainer

Critic

(Owner)Architect

ContractorSubcontractorManufacturer

VerifyOperating

Costs

Maintain&

Operate

InteriorEnvironmental

Comfort

PerformFunctions

ExteriorEnvironmentalReinforcement

ConstructionManagement

Construct ionLogistics

Labor (On-site) (Off-site)

Construct & EquipFacility

RoleShif t

ReviewPerformance

Criteria

JudgeNonquantif iables

MeasureQuantif iables

EstablishPerformance

Prof ileStop

Evaluation

An Example of Design Praxis

Bubble chart

Preliminary Sketch

Dimensional Study

Completed Floor plan

Enterprise Architecture

Theory and models of the environment, people, and their interactions

Decision Theory

The Behavioral Sciences

Research Methods

Building design

Praxis content

Building performance

Practice

Professed substantive

Professed procedural

Normative

Substantive

Procedural

Positive

Des

igne

r’s

Wor

ld V

iew

Who What Where When Why How

Zachman ISA

Owner

Architect

Contractor

Manufacturer

SubContractor

Architectural Theory Brian K. Seitz 1996

Activ ity

Star t

Definition Analysis Synthesis Development Implementation

(Owner)(Finance)Architect

Contractor

(Architect)OwnerUser

(Architect)Owner

ManufacturerContractor

(Architect)Contractor

ManufacturerSubcontractor


Architect


Architect

(Labor)Contractor

SubcontractorManufacturer(Key Role)

Team

Phase

Source: Swi nburne (1969 via Jon Lang 1987

Market

FinalizeConstruc tive

Di rect iveRoleShif t

Profess ionalM anagement

F inalizeCons truc tion

CostTime Schedule

EconomicManagement

Recyc le & ModifyBalance: Scope * D ollars * Time

Re-examine Goal Def init ion

Operation

Need

Cost

Time

Resour ces

RoleShif t

G oals

Limit s

DefineF aci lity

O bject iveResearch &Invest igate

Operat ions

Program

SpatialProg ram

Hum anProgram

Env ironmentalProg ram

Think

Determ ineG roup

Dynam ics

Determin eAdjacenc y

F inal izeDesignConcept

Aesthet icPosit ion

Ot herDisc iplines

Wr iteDesign

Direct ive

EstablishPerfor mance

Crit ier ia

Invest igateAlter nat ives

Subsyst emInter lock

Simulat io n

LocationLogist ics

(Owner)Architect

UserMaintainer

Critic

(Owner)Architect

ContractorSubcontractorManufacturer

VerifyOperat ing

Costs

M aintain&

Operate

InteriorEnvironmental

Comf ort

Perfor mFunct ions

Exter iorEnvironmentalReinfo rcem ent

Construct ionManagement

Construc tionLogist ics

Labor ( On -site) ( Off -site)

Cons truc t & EquipF acil ity

RoleShif t

ReviewPer formance

Criter ia

JudgeNonquant if iab les

MeasureQ uant ifiables

Est ablishPerformance

ProfileStop

Evaluation

The EnterpriseSales

Manufacturing

Dealer

Accounting

Executive Management Customer SupportCustomer

Is manifested as an organizational entity (an entire corporation, division, branch or department) having a business mission - that generates a need to share information. It is an association of resouces, ( fiscal, human, technological and intellectual), for the purpose of commerce.

BusinessArchitecture

Application Architecture

TechnologyArchitecture

Microsoft Solutions Framework

InformationArchitecture

What is Enterprise Architecture ?

Describes the structure and dynamics of an Enterprise

Encapsulates the rules of selecting and organizing components into a purposeful whole.

Is multi-dimensional like Dwelling Architecture

Today’s Distributed Application Architectures

Suppliers

Distributors

EnterpriseMIS

Customers

Users andOrganization Units

Network and Gateways

Desktop Tools and Interfaces

Network Servers, Mainframes, Data Feeds, ...

Products & Technologies

Customers

Suppliers

Distributors

CorporateMIS

Users andBusiness Units

Windows NTServer

Exchange& MAPI

SQL Server& ODBC

Backoffice& OLE

Access&

SQL Server

Office&

VisualTools

Windows NTServer &NetWareServices

Windows 95&

Windows NTWorkstation

SNA Server, Mail gateways

Enterprise Architecture Scope

TimeA larger problem domain ...

Domain

Scale

Time

ProgramDesignersWeeks

Months

Years

Decades

Inter-Enterprise

Days

Industry/Global

EnterpriseBusinessFunctions

BusinessProcesses

ApplicationsTasks

Generation

Centuries

ApplicationArchitect

BusinessSystems

Architects

TBD

EnterpriseArchitects

TBD

GlobalPlanners

Span

Granularity

At Microsoft…..

Introduction of a Praxis Organizational redesign

Introducing an Architectural Praxis

Building

Managing

Planning

MSF

Program Management

Development

Testing

User Education

LogisticsProduct Management

Communication

Enterprise Planning Perspectives

…are only part of the solution

Technology Architecture

Business Architecture

ApplicationArchitecture

Information Architecture

The Essentials…

• Architects - Team Model• A Framework • A Set of Plans • A Process Model

Sales Mfg. Adm. Finance IT

OrderFulfillment

BusinessProcess

Gain Leverage for the Enterprise

CoordinatedEnterprise/TechnicalArchitectureand Plans

Architects

Partnerships

The Architect Capabilities and Skills

Identifies and reports poor alignment between the business and technology goals

Assures the “To-Be” Architecture aligns with business goals

Designs an infrastructure to support the business solutions

Has business and technical expertise and can influence key decision-makers

Understands the technology, information, and application needs of the enterprise

Owns the architectural processes Evangelizes the enterprise business and

technology objectives

MSF Team Model

Development

Testing

User Education


ProgramManagement

Program Management

Development

Testing

User Education

Logistics

Development

Testing

User Education


The Architect Role Augments the MSF Team Model

Program Management Testing

User Education


ProgramManagement

EnterpriseArchitecture

Development

ProductManagement

BusinessArchitecture

Application Architecture

TechnologyArchitecture

Microsoft Solutions Framework

InformationArchitecture

Enterprise Architecture Framework

Conceptual Design

Logical Design

Physical Design

Programming Models Database Design Technology Standards

IT Principles and GuidelinesUser Procedures and TasksReal World Constraints

Scope of Impact onCurrent Systems

Business Strategy Functional Model Critical Success

FactorsLogical Process Models

Information and Process Needs

Hardware

Information Model

Systems Models

Application Model

Technology Models Business Services Model

Dynamic Models

User Services Model

Data Services Model

Software

The Enterprise Architecture Planning Process

Control and coordination of change, distribution, and integration

Facilitates decision making Managed as a milestone-based process Results are measurable and visible to

the organization Required for successful deployment of

distributed client/server technology

Major Components of Enterprise Architecture Planning Process

Program and Project Management and

Development Process

Enterprise ArchitectureDesign and

Development Process

Business and FinancialManagement Process

Technical Principles,Guidelines, andStandards

Financial and BusinessModels, Guidelines, and Standards

Business Goals and Objectives

Technical Objectivesand Goals

Coordination between these three processes is essential…

Enterprise Architecture Planning Process Model

Deployment

Vision/ScopeApproved

MasterPlan

Approved

ActionPlansComplete

EXECUT ONI E

ASS

SST

MNE

PLANI

GN

N

CSN

TRUCI

O

T ON

Vision/Scope Approved Develop Problem Statement (BPR, SWOT, Mission)

Evaluate Emerging Technology Analyze As-Is Processes

Evaluate Options Evaluate Current Projects

Business Processes

BusinessObjects

Current Projects

Critical Success Factors

Business ProcessesBusinessGoals &Objectives

Scope = High Priority Area

EASS

SST

MNE

Vision/ScopeApproved

Master Plan Approved

Conduct Impact Analysis Set Priorities

Communicate Program Vision and Objectives

Analyze As-Is Enterprise Architecture

Build the Master Plan

AS-IS Enterprise Architecture Business Process

LegacySystems

Business Processes

BusinessObjects

Focus areas

PLANI

GN

NMasterPlan

Approved

Action Plans Complete

Develop Action Plans Develop Change Strategies Develop Infrastructure

Blueprints Develop To-Be Enterprise

Architecture

Technology Deployment Plan

Projects

IT Initiatives IT Initiatives

BusinessInitiatives

To-Be Enterprise Architecture

IT Strategic Plan

CSNTRUC

I

O

T ON

ActionPlansComplete

EXECUT ONI

Release

Collect Feedback Implement Plan

Evangelize Implement First Use


Projects


BusinessInitiatives

Deployment

Planning through building can take advantage of fluctuations in business and technology

Identify changes tobusiness

processes

Business Processes

BusinessObjects

Assessment of current

programs & projects

Business goals,strategies,objectives

Identifypriorities,

risks,and impacts

Critical Success Factors

Business Procedures

BusinessGoals &Objectives

High Priority Area


Projects


BusinessInitiatives

AS-IS Enterprise Architecture Business Process

LegacySystems

Business Processes

BusinessObjects

Adjust Scope and gauge impact on applications and

infrastructure

To-Be Enterprise Architecture

IT Strategic Plan

Coordinate legacy systems shutdown

and the introduction of new business

solutions

I

IVIII

II

Planning Cycle

General Principles Build a vision for the future Build the architecture incrementally Focus on common infrastructures Utilize Project Management desciplines

in Architecture Projects Staff with the right level of expertise Document, model, and share results Involve customers through out the

process

Organizational redesignThe organizational models chosen for

IT Organizations must have give them the ability to :

a) develop leveraged partnerships

with the business units

b) respond rapidly to changes in the business environment

48

The Federation ModelA new paradigm for IT governance

Corporate ITBusiness Units Business Units Business Units

Business Units

Corporate ITBusiness Unit IT

Business Unit IT

Business Unit IT

Business Unit ITBusiness UnitBusiness UnitBusiness Unit

Business Unit

Move Ownership,Responsibility, Autonomy, andAccountability

for Business Applications to the Business Units

Conclusions and Lessons learned

For both organization and architectural team The simplicity and elegance of architecture can

be deceiving

Communications

Learning is essential

Extremely important Extremely difficult

Rapid shallow cycles are best

Issues on the Horizon

What’s in, what’s out ? What does it mean ? Where can I find… Semantic integration Inventory control

Ontological management and control

PS, If you plan on going Object Oriented your going to need an Ontology management system real bad!

Where to get more information

Forth coming White Paper “Architect’ Office”

Microsoft Consulting Services, Microsoft Executive Briefing Center

Questions ?

Enterprise Architecture Experiences