ea profession: what s changing and what s not? · defining enterprise architecture: process •...

© EAdirections 2013. All Rights Reserved.

EA Profession: What’s Changing and What’s Not?

AOGEA Michigan Chapter Meeting

Tim Westbrock Managing Director

September 24, 2009

© EAdirections 2013. All Rights Reserved. 2

Putting Things in Perspective


Drivers for EA

•  Business change / transformation / innovation –  Intentional and unintentional –  Many environmental factors (gov/reg, eco, tech, demo, geo,

political, etc.) •  Leveraging new technology capabilities

–  Virtualization , Proliferation of devices, Tech-tonics, Everything is Recorded Digitally, Predictive Modeling Explodes, “Zero Downtime”, Self-service “Everything”, 7x24 work availability, Ubiquitous “real-time” sensors, …

•  Unwieldy / unmanageable, overly complex (and changing) IT environment is an obstacle to rapid change –  Lack of standards, lack of reuse and reusability, p2p interfacing,

old/obsolete technologies

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CISR EA Maturity Findings …


Some EA Definitions …

•  MIT Sloan CISR: the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s operating model.

•  IFEAD: complete expression of the enterprise; a master plan which “acts as a collaboration force” between aspects of business planning such as goals, visions, strategies and governance principles; aspects of business operations such as business terms, organization structures, processes and data; aspects of automation such as information systems and databases; and the enabling technological infrastructure of the business such as computers, operating systems and networks.

•  Wiktionary (source unknown): the disposition and interrelationship of all the management, information and computing systems within an organization.

•  IEAI: The analysis and documentation of an enterprise in its current and future states from an integrated strategy, business, and technology perspective.

•  Coherency Management1: the inherent design and management approach essential for organizational coherence leading to alignment, agility and assurance

•  TOGAF: (Architecture) The structure of components, their interrelationships, and the principles and guidelines governing their design and evolution over time.

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1Book written by Gary Doucet, John Gotze, Pallab Saha and Scott Bernard. EAdirections contributed a chapter.


Defining Enterprise Architecture: Process

•  Enterprise Architecture (EA) is a strategic management discipline that creates a single, holistic view of the business processes, systems, information and technology of the enterprise designed and optimized to create shareholder value by achieving both the long-term business strategy as well as current business 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 architecture must be to enable efficient

change in business capabilities through the services that enable them!


Executive Management

Existing Operations

Enterprise Architecture

Business Strategy

Project Portfolio

Mgt.

New/Changed Capabilities

Required Models of the Future State Enterprise Models of the

Current State Enterprise

Object

Object Object

Object

Standard Service Request

Standard Service Response

CLIENT (Service

Requestor)

Service Provider WORK

NEED FOR

SERVICE

Project B

Build & Integrate

Object

Object Object

Object



CLIENT (Service

Requestor)


NEED FOR

SERVICE

Object

Object Object

Object



CLIENT (Service

Requestor)


NEED FOR

SERVICE

Project C

Build & Integrate

Object

Object Object

Object



CLIENT (Service

Requestor)


NEED FOR

SERVICE

Project A

Build & Integrate

Populate New/Changed

Capabilities Delivered

Tactical Project

Requests

Input

GOVERNANCE

Annual, Tactical Goals, Objectives

& Targets

Assets Applications

Information Processes

Infrastructure

Human Capital

Represents

Transforms

EA becomes the driver of EPfM

EA Roadmap •  Project Requests •  Adds/Changes to Applications,

Infrastructure, Information, & Business Processes

•  Timeline/Interdependencies


Key Question

“Are You Architecting the Enterprise?” Or

“Are You Architecting IT?”


Something else to think about …

•  MOST EA efforts are driven by and staffed by IT divisions/personnel

•  How does an IT centric view and application of EA drive Business Innovation and Transformation?

•  Is enterprise business architecture the domain of IT? •  If not, then who creates EBA? •  What about business architecture at the sub-enterprise

level? –  Same questions

•  Is EBA part of EA? Or is EA part of EBA?



Traditional View (most)

•  Impressions: –  Top down –  Business Driven –  Process before Info –  Application before Technology

(Infrastructure) •  Contrary to infrastructure standardization, by the way

–  In truth, BA doesn’t deliver much value, if any, due to the ownership of EA by the IT organization

•  BA is (maybe) some HL process models, restated strategies

•  IA is treated as Data Arch from the IT perspective •  Information value is minimal due to the lack of

business perspective and ownership

–  Typically the value comes from standardization of the Technology and Application Architecture (Maturity Stage 2)

–  Allows for a sound platform upon which to architect and build the enterprise

–  A NECESSARY STEP

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Business Arch

Information Arch

Application Arch

Technology Arch


Transitional View (some)

•  Impressions: –  Business Driven –  More depth to BA and IA

•  Better Row 1/Row 2 models •  Capabilities Analysis

–  Still owned by IT organization –  IA still more data-focused –  Value derived from optimization

of the Application portfolio and/or data standardization (Maturity Stage 3); which leads to an environment in which standard interfaces and business modularity is enabled (Maturity Stage 4)

–  Provides for a more adaptable IT foundation and quicker time to market

–  SOA partially possible here (enabled from the IT side)

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Business Arch

Application Arch

Information Arch

Technology Arch


Transformational View (not many)

•  Impressions: –  Work Activities and Information

are the domain of the business •  Probably a Human Resources domain

too

–  App, Data and Technology are the domain of IT

–  Business Activities drive the Application Architecture

–  Business Information drives the Data Architecture

–  Technology Architecture directly enables data and applications (not work activity and information)

–  Is there more beyond Maturity Stage 4?

–  Is this where true Business Innovation and Transformation are possible?

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IT Domain

Business Domain

Activity Arch

Information Arch

Application Arch

Technology Arch

Data Arch


EA as a Profession


What makes a profession?

•  Common Definition •  Consistent training and curriculum

–  University programs in the specialty •  Governed accreditation and certification

–  Including national/state licensing •  Common (Foundation) skills / Specialty Skills •  Commonly accepted roles and responsibilities •  Recognized career paths •  Other traits

–  Common tools and methods –  Professional associations –  Professional code of ethics

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State of the EA Profession

•  Bad News –  Legally, we may not be able to call ourselves professional “architects” (TX, for instance)

–  Is EA a business discipline or an IT discipline? –  Competing/inconsistent definitions, certifications

•  Good News –  More focus on business architecture is causing a recognition of the

conflict between EA and ITA –  Groups trying to drive the formalization of EA as a profession –  EA and other architects are not suffering from the current recession

as much as other IT disciplines and the job market in general –  Still lots of room left to mature as an IT discipline while EBA/EIA

approaches, benefits, skills, models, etc. mature –  EA Courses are being taught in some colleges in North America,

Europe, Australia •  GWU, Bentley University, CMU Heinz College in Australia, Reading

University in UK (TOGAF) •  Others are investigating – UCLA, Penn State

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What’s Changing in the next 5 Years?

•  Org Split into Strategic and Tactical •  More emphasis on business skills •  More emphasis on soft skills •  New frameworks with an industry/functional/

business bent •  More consolidation of business analyst and

business architecture skills, roles and responsibilities

•  Better integration between EA repository, CMDB and Asset Management tools

•  Architecture specialties (not EA) –  Customer facing (both business and

technology), Supply Chain, Cloud (Service Provider Integration), Real-time, etc.

•  Increased Portfolio Management competencies increase value of EA

•  A VERY FEW (but some) EA functions transition into the business – What will they call it?

16

IDENTIFY STRATEGIC

CAPABILITIES

CONDUCT IMPACT

ANALYSIS

PRIORITIZE ACTIONS

DEVELOP TRANSFORMATION

ROADMAP

DEFINE ENTERPRISE PRINCIPLES

DEFINE/REFINE

BUSINESS STRATEGY

IDENTIFY & ANALYZE

GAPS

PLAN FUTURE STATE

ASSESS THE

ENTERPRISE

PLAN & IMPLEMENT

ACTIONS

CONDUCT ENVIRONMENTAL

ANALYSIS


What’s Not Changing in the next 5 Years?

•  EA remains an IT discipline for majority of enterprises

•  Maintain IT foundation for change –  Dealing with change and complexity

•  Competing / Inconsistent Definitions and Certifications

•  No integrated toolset EA, CMDB and Asset Management

•  The vast majority will still call it Enterprise Architecture

•  The uniqueness of EA (process, benefits, priorities and deliverables) within a given enterprise

•  Continued R&D and leveraging of new technology

•  Dependence on architects within IT •  Expanding of architects skills and IT

specialties continues

17

IDENTIFY STRATEGIC

CAPABILITIES

CONDUCT IMPACT

ANALYSIS

PRIORITIZE ACTIONS

DEVELOP TRANSFORMATION

ROADMAP

DEFINE ENTERPRISE PRINCIPLES

DEFINE/REFINE

BUSINESS STRATEGY

IDENTIFY & ANALYZE

GAPS

PLAN FUTURE STATE

ASSESS THE

ENTERPRISE

PLAN & IMPLEMENT

ACTIONS

CONDUCT ENVIRONMENTAL

ANALYSIS


What I’d Like to See in the next 5 Years

•  More consistency in semantics and terminology •  EA owns the service portfolio

–  What services should the enterprise have? –  Who should provide the service (internal or external SP)? –  Who should consume the service?

•  Further integration between Service Management (ITIL) and EA processes

•  Consolidation of certifications •  More university courses on EA •  More involvement in EBA efforts from those responsible for

business strategy/transformation/innovation •  More companies move into the Transformation View of EA

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Summary

•  Not a Profession Yet •  Good things being done by a lot of individuals and groups

to promote the evolution of the profession •  Clarification of EA vs. ITA needed •  Great position for those with a passion for enabling

change, focusing on the big picture and looking forward

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About EAdirections

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Tim Westbrock

George S. Paras

We Work WITH You To: •  Improve the value of IT to your enterprise •  Improve Enterprise Architecture (EA) programs •  Refine/Tune Governance Mechanisms •  Create a Portfolio-Based Culture •  Integrate Management Disciplines •  Unify Business/IT Perspectives •  Operate a World-Class Office of the CIO •  Balance the Strategic with the Tactical

How We Do It: •  Continuous Mentoring of IT Leaders

•  CIO, EA Team, PMO, Office of the CIO, etc. •  Assess Org Structures, People, Teams •  Build Internal Support and Sponsorship •  Analyze and Drive Activity Plans •  Review and Improve Processes & Deliverables •  Contribute Relevant Examples & Research •  Provide Pragmatic, Objective, Unbiased and

Prescriptive Feedback on Everything You Do Subscribe to our Newsletter: http://eepurl.com/bQ4_ www.EAdirections.com


Our Approach – Build Effective EA Teams

13© EAdirections 2008. All Rights Reserved.

Mapping the Application Systems to the FH

In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.

1.1

Pub

lic R

elat

ions

& C

omm

unic

atio

ns

1.2

Adv

ertis

ing

& Br

and

Man

agem

ent

1.3

Mar

ketin

g O

ps &

Lea

d G

ener

atio

n

2.1

Pro

spec

ting

& Le

ad M

anag

emen

t

2.2

Qua

lific

atio

n

2.3

Sal

es P

ropo

sals

2.4

Sal

es N

egot

iatio

ns &

Con

tract

s

3.1

Res

earc

h &

Dev

elop

men

t

3.2

Pro

duct

Dev

elop

men

t & D

esig

n

3.3

Pro

duct

Eng

inee

ring

4.1

Pro

cure

men

t

4.2

Man

ufac

turin

g

4.3

Inve

ntor

y

4.4

Shi

ppin

g

4.5

Cus

tom

er S

ervi

ce

4.6

Ret

urns

5.1

Pur

chas

ing

5.2

Acc

ount

s R

ecie

vabl

e

5.3

Acc

ount

s Pa

yabl

e

5.4

Fin

anci

al R

epor

ting

5.5

Inte

rnal

Aud

it

5.6

Hum

an R

esou

rces

5.7

Info

rmat

ion

Syst

ems

(IT)

5.8

Leg

al

Customer Relationship Management (CRM) Leads � �

Contacts � � � � � � � �Accounts � � � � � � � �Campaigns � � �

Financial SystemGeneral Ledger � � � � � � � � � �Cash Management � � �Accounts Payable � � � �Accounts Receivable � � � �Fixed Assets �

Supply Chain ManagementOrder Entry �Purchasing � �Inventory �Forecasting � � �

ManufacturingBill of Materials � �Scheduling �Cost Management � � �Quality Control � � �Capacity Planning �

Freight Management & ShippingFreight Management & Shippping �

Human ResourcesPersonnel �Payroll � � �Benefits � � �Time & Attendance �

Content ManagentContent Management � � � � � � � � � � � �

etc.etc.etc.

� System function

Com

pany

AB

C's

Info

rmat

ion

Sys

tem

s

LEGEND

Company ABC

High Level Functional Hierarchy

4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales

Ongoing Mentoring of the EA Team –  Create an EA charter, communication plan and set priorities –  Gain support among the Business Units & IT –  Identify ‘quick wins’ and short-term goals –  Integrate EA with other IT processes –  Select a Framework and Repository when appropriate

Providing ‘Jump Start’ Materials & Other Research –  Provide ‘quick & dirty’ enterprise-wide templates for Business,

Information, Solutions & Technical Architectures –  Templates for demonstrating Business/IT alignment –  Tools for ‘Business Fit’ vs. Technical Fit’, etc. –  Perform on-going research

Building the Extended EA Team –  Establish EA team roles and responsibilities –  Establish virtual groups working collaboratively with EA –  Building a culture of collaboration and effectiveness focused on ‘enterprise outcomes’

Assessing EA Activities & Review Deliverables –  Provide honest feedback and prescriptive advice –  Critique documents to improve effectiveness especially for C-level –  Guide development of new artifacts –  Ongoing review of emerging issues and


EA Profession: What’s Changing and What’s Not?

AOGEA SE Michigan Chapter Meeting

Tim Westbrock Managing Director

September 24, 2009

ea profession: what s changing and what s not? · defining enterprise architecture: process •...

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