Introductory Concepts and PracticesDaljit Roy Banger MSc FBCS

Enterprise

Architecture

http://www.s-ea-t.com

• Introduction Todays Exam Question Sample Definitions Enterprise Architecture Views

• Enterprise Architecture Primer EA Frameworks The Stack / Primer

• Products of Enterprise Architecture Context Control, Inform & Direct Engagement Model (Projects/Programmes)

Enterprise Architecture as a career Transition

• Thank You Final Note Question / Answers

Agenda

Introduction

Todays Exam Questions

• What is Enterprise Systems Architecture ?

• What are the Products and Value of Enterprise Architecture

• Position of Enterprise Architecture within the ICT organisation

EA seeks to align the Business Supporting processes , Technology Capabilities (both of today and for tomorrow) to deliver efficiency and cost gains resulting in some form of competitive advantage .

EA Aligns the business needs of today & tomorrow with the technology services and landscape to support those needs in a cost effective way.

EA attempts to document and understand the Enterprise Eco System to deliver value adding technology capabilities and services

Sample Definitions

Enterprise Architecture

• No Single or Generally agreed Standard or Definition.

• Bias in Approach and Deliverables

SEAT

Zackman

TOGAF

FEAF

MODAF

Enterprise Architecture Frameworks

EA Primer

Value Added / Hygiene Technology ServicesNRF Capabilities DR Governance

Enabling Technology (Physical)Device Hosting Cabling Appliances

Technology Services (Logical)Service Bus Messaging Security Logging Containers Monitoring Routing Name

Services

Data & Information ServicesBig Data ETL Custodians Classification Master Data Mgmt. DW

ApplicationsCustom Off the Shelf Bespoke Development In-house/out-source Development Methods Frameworks

Capabilities / ServicesTechnical Tactical v's Operational Business Innovation

Business Process Manual / Automated Formal / Informal Outsourced Straight Through / Call Off Inventory

Business Operating ModelInfo / Resources pushed & pulled

External Forces (Govmnt, Competitors, Market) Strategic Drivers Structure B2B, B2C, C2B, C2C

Value Added / Hygiene Technology Services

Cons

ume

Prod

uce

/ Del

iver

STAT

E

Time

Current

Target

Transition State (x)

Transition State (y)

Efficiency Gains / Cost Savings can be achieved

through:

1.Exploiting Technology Synergies2.Re-using System Components3.Exposing System Services to new processes.4.Understanding the impact of new systems on the performance and capacity of enabling technologies.

The Products of Enterprise Architecture

Thus the deliverables and attributes of artefacts produced by the EA teams will be directly influenced by one or all of the following:

The Structure / Size of the

Organisation

Characteristics of the

Organisation

The Operating Environment of the Enterprise Architecture

Practice

Management buy-in of Enterprise Architectur

e

Size and Budget

Available to the Team.

Team Capabil

ities

However , irrespective of the structure or capabilities of the team, all artefacts can be classified into 1 of 3 domains

One Size does not necessarily always fit all No Two Organisations are Identical

ControlGovernance – Process

Boards – Review, Technical, Business Boards

Programme / Project Engagement

Business / Partner Engagements

Stakeholder Management

InformArchitectural Principles

(Segmented by domains)

Portfolio Management (Application / Data /

Infrastructure)

Funding Models

Technical Reference Model

Application Reference Model

Best Practice Patterns Repository

Impact Assessments

Marketing Plans

Inventory of Business Processes

Standards / Notations

DirectStakeholder Engagement

Business Architecture Target Definition

Application Target Architecture

Data & Information (Master Data Management

Strategy)

Infrastructure Target Architecture – Enabling Technology & Platforms

Roadmaps (Product / Technology)

Gap Analysis – Transitional States

Impact Assessments

Service promotion, catalogue etc…

Control

Governance – Process

Boards – Review,

Technical, Business Boards

Programme / Project

Engagement

Business / Partner

Engagements

Stakeholder Managemen

Inform

Principles

Policies

Portfolio Management

Inventory of Business Processes

Funding Models

Reference Models•Technical•Application

Best Practices

Patterns

Impact Assessments

Marketing Plans

Standards / Notations

Direct

Stakeholder Engagement

Business Architecture

Target Definition

Application Target

Architecture

Data & Information

(Master Data Management

Strategy)

Infrastructure Target

Architecture – Enabling

Technology & Platforms

Roadmaps (Product /

Technology)

Gap Analysis – Transitional

States

Impact Assessments

Service promotion,

catalogue etc…

CID Touch Points

I

C

D I

CI

I

C

C

I

I

DD

I

I

Principles

• Business• This criteria element relates to

the promotion of enterprise wide principles around the domain of business processing, especially business process modelling and service design.

• Application• Principles relating to the design,

build and deployment of applications

• Information• Principles linked with the

production, cleansing and publishing of information

• Data

• Principles associated with data design, usage, persistence etc.

• Infrastructure

• Principles associated with selection, deployment, management of the infrastructure (data Centres, Servers storage, network etc)

• Foundation Services.

• Foundation services relate to DR, Security, Incident management etc i.e. services that are core to all of the above

Practices

• Business Operations• Here Enterprise Architects should

be concerned with the practices associated with capturing, modelling and digitally executing the business operations.

• Application Design • I.e. delivery of designs of. Whilst,

practices adopted may based on a specific methodology or approach, the real question ‘ how efficiently have we adopted the practices of the approach and are we meeting the business demands based on this adoption ?’

• Application Build• The maturity of the build of

applications both internal and externally developed applications should encapsulate test of software unit, components etc prior to build

• Governance• Architectural Governance and the

teeth i.e. power of associated with the various boards.

• Service Delivery• The maturity of the practices i.e.

what actually happens during the deployment, management of systems on the technology landscape.

• Support

• Whilst this is close to Service Delivery it must be noted that we should rank how effectively the EA team deliver the support of its artefacts

Process

• Business• The engagement of the

Enterprise Architecture functions with the Business Process Modelling and Design functions and any alignment activities.

• STP• EA should facilitate a move

towards Straight Through processing i.e. reducing the number of digital and manual process hand offs between processes.

• Information• The Information Architecture and

the associated process to capture, manage and publish EA information.

• Orchestration

• This relates to the processes associated with orchestrating business and technology services

• Production Acceptance• The maturity of the processes

associated with deployment, management of systems accepted into the production environment.

• Documentation

• The maturity of document production , publication and promotion by the Enterprise Architecture function

• 3rd Party Engagement• How effectively does EA engage

with 3rd parties to maximise the benefits to the organisation e.g. cost reductions, savings etc

• Contribution to the Enterprise • What is the general perception of

EA processes e.g. Governance contributing real value to the organisation from system users to senior management?

Patterns

• Publications• Does the organisation have a

patterns catalogue? How mature is the organising in publishing it patterns, do these publications adopt standards for syntax, notations etc

• Promotion • How are patterns promoted

through the organisation, are they rendered via an intranet? Or are they in a document library somewhere?

• Development• How patterns are developed – are

they text book extracts or are they developed with the various technical communities?

• Usage• Do the technical Communities use

these patterns to provide efficiency gains to the organisation?

• Application• Application patterns are to be

found publically available and thus should be exploited – do your organisational developers for example exploit published patterns when constructing applications.

• Infrastructure

• As with Applications above – Do your Service delivery personal for example use standard patterns for system configurations deployed into production.

• Security• Security patterns are emerging as

a key in distributed systems – are these in use ?, does the technical community know of the existence

• Re-Use• How often are patterns re-used if

at all and do we as an organisation promote reuse.

Portfolio Management

• Services• Most Organisations have their

own definition of a Services the EAM measure assumes a service as a function that is well-defined, self-contained, and does not depend on the context or state of other services. A service can be either a business or technical object.

• Application • The portfolio of applications in an

Organisation can be a mix of either bespoke or Commercial Off the Shelf (COTS) either way the life cycle should be managed in a single unified location.

• Middleware• Middleware could refer to

Enterprise Service Buses, Messaging or even request brokers – these should be managed and in most cases the interfaces to these systems.

• Storage• Information and data object

persistence should be monitored and managed, i.e. not be the physical devices e.g. the NAS or SANs etc.

• Servers• The portfolio management of the

Physical Servers both in the production and test environments.

• Other Infrastructure

• Maturity of the portfolio management of the Physical devices e.g. network Switches, laptops, etc.

• Techniques• The techniques adopted to

create, capture and manage the information required to measure the level of maturity in the management of the ‘artefact’ portfolio.

5P’s of Enterprise Architecture

EA Career Path

Transition to an Enterprise Architecture

Final Note

• Enterprise Architecture is delivered in the context of the Organisation – true value can not be realised by simply following a single ‘Cook Book’ approach.

• Architectural Realization is a way of thinking and not a concrete technological implementation. It is however, supported by frameworks, patterns & best practices that complement the mindset.

Website : www.s-ea-t.com (Tools, Papers Downloads)Blog : https://dalbanger.wordpress.com/ Email : dal@s-ea-t.com

Thank You