enterprise architecture 201: creating the information age enterprise (handouts)

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Enterprise Architecture 201:Creating the Information Age Enterprise

Leon A. Kappelman, Ph.D.Professor of Information Systems

Chair, Society for Information Management EA Working Grouphtt // i t

EA 201: © 2000-2009 Leon A. Kappelman. All rights reserved. 1

http://eawg.simnet.orgDirector Emeritus, Information Systems Research Center

Fellow, Texas Center for Digital KnowledgeInformation Technology & Decision Sciences Department

College of Business, University of North TexasWebsite: http://courses.unt.edu/kappelman/

Email: [email protected] Phone: 940‐565‐4698 Fax: 940‐565‐4935

DFW DAMA 29-Oct-09

A project of the Society for Information Management’s Enterprise Architecture Working Group, published by CRC Press. All author royalties go to further the work of the not-for-profit SIM EA Working Group.

The SIM Guide to Enterprise Architecture: Creating the Information Age Enterprise

of the not for profit SIM EA Working Group. 20% discount code = 460GA

Free shipping from http://www.crcpress.com

Edited by: Leon A. Kappelman, Ph.D.Foreword by: Jeanne W. Ross, Ph.D.

Contributing Authors, Panelists, & Artists (alphabetically):• Bruce V. Ballengee• Larry Burgess

• George S. Paras• Alex Pettit


Larry Burgess • Ed Cannon• Larry R. DeBoever• Russell Douglas• Randolph C. Hite• Leon A. Kappelman• Mark Lane• Thomas McGinnis

Alex Pettit• Jeanne W. Ross• Brian Salmans• Anna Sidorova• Gary F. Simons• Kathie Sowell• Tim Westbrock• John A. Zachman

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Architecture? What’s that?

•Architecture is“the set of descriptive representations about an object” [John Zachman]

•Architecture is modeling


Every model is imperfect• The map is not the highway.

– Every model contains assumptions, enunciated or not. – Every model filters reality, whether you realize it or not.– "Our models may get closer and closer, but we will never reach y g ,direct perception of reality.” Stephen Hawking

• Important truths: – “All we ever know is our models.” Stephen Hawking– Data are a model.– Language is a model. – News media, pundits, and talking heads represent models.


– Architecture is models.

• The important questions are: – Is the model useful for the purpose(s) at hand? – Do we agree on the meaning of the symbols in the model?– Do we acknowledge and understand its shortcomings?

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Enterprise Architecture:Why Bother?

If you can’t “see” it you

Especially if it’s big, or li t d ill /

If you can t see it, you can’t effectively manage it.


complicated, or will grow/shrink, or change, in some way, at some point in time.

Four Trends of the Information Age


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“It is not the strongest of th i th t ithe species that survives, nor the most intelligent, but the one that is most responsive to change.”


responsive to change.– Charles Darwin

Fred Brooks got it decades ago!

You can’t build IT (or manage IT) if you don’t know what IT is.

“The hardest single part of building a software system is deciding precisely what to build. No other part of the conceptual work is as difficult as establishing the detailed technical requirements…. No other part of the work so cripples the system if

) f y


No other part of the work so cripples the system if done wrong. No other part is more difficult to rectify later.” "No Silver Bullet — Essence and Accidents of Software Engineering,” 1986, in Information Processing 86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.

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OntologyThe metaphysical study of the nature of being and existence.

Ontology applied to enterprises:• Study of the nature of their existence.• Answers questions like:


• What is an enterprise?• What does it mean to be an enterprise?• What do I need to know about an

organization if I want to know it?

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The practice of Enterprise Architecture is the ontological examination of a particular enterprise in order to know its nature, essential


properties, and the relationships among them.

•Architecture is “the set of descriptive representations about

Architecture? What’s that?

an object”. [John Zachman]

•Enterprise Architecture is “the holistic set of descriptions about the enterprise over time“


the enterprise over time“. [SIMEAWG]

•Enterprise Architecture is modeling the enterprise.

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SIMEAWG IT Management Practices StudyAverages (Scale: 1[=awful] to 5 [=superior])

3 67 O ll (64 i )• 3.67 Overall average (64 questions)

• 3.92 Purpose / function of EA (7 questions)

• 3.90 Potential benefits of EA (20 questions)

• 3.68 ISD CMM practices and capabilities (12 questions)

• 3 53 Use of requirements artifacts (10 questions)


• 3.53 Use of requirements artifacts (10 questions)

• 3.33 Requirements practices & capabilities (15 questions)

The SIM Guide to Enterprise Architecture, Leon Kappelman, editor, CRC Press, 2010.

SoftwareDevelopmentDevelopment


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RequirementsAnalysisAnalysis& Design


U.S. AVERAGES FOR SOFTWARE QUALITY

Defect Removal DeliveredDefect Origins Potential Efficiency Defects

(Data expressed in terms of defects per function point)

Defect Origins Potential Efficiency Defects

Requirements 1.00 77% 0.23Design 1.25 85% 0.19Coding 1.75 95% 0.09Documents 0.60 80% 0.12Bad Fixes 0.40 70% 0.12


(Function points show all defect sources - not just coding defects)

SWQUAL08\16Copyright © 2009 by Capers Jones. All Rights Reserved.

TOTAL 5.00 85% 0.75

Software Engineering Best Practices: Lessons from Successful Projects in the Top Companies, Capers Jones, 2010, McGraw-Hill)

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EA is about the creation of a shared language to communicate about, think about, & manage an enterprise.

If the people in the enterprise cannot communicatewell enough to align their ideas and thoughts about the enterprise (e.g., strategy, goals, objectives, purpose, mission, vision),

th th t li th thi th (


then they cannot align the things they manage (e.g., applications, data, projects, rules, goods and services, jobs, vehicles).

Economist & Federal Reserve Board Chairman Ben Bernanke (June ‘06 MIT commencement speech) said:

• "In the case of information and communication technologies, new economic research suggests that the investments in associated intangible capital ‐‐figuring out what to do with the computer once it's out of the box ‐‐ are quite important indeed.

• In my view, important investments in intangible capital remain to be made, as much still remains to be learned about how to harness these technologies most effectively.


most effectively.• This research also suggests that the current productivity revival still has some legs, as the full economic benefits of recent technological changes have not yet been completely realized."

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EA is all about ti thcreating the

Information Age


enterprise.

• EA is about “modeling” the enterprise in order to understand, communicate about, and managecommunicate about, and manage what you cannot “see.” • EA is all about:

Systems thinkingM t l d l


Mental modelsBuilding shared visionTeam learning

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“Where people continually expand their capacity to create the results they truly desire where new and expansive patterns

Peter Senge: “The Learning Organization”(The Fifth Discipline, 1990)

“Information Age Organization”

results they truly desire, where new and expansive patterns of thinking are nurtured, …where people are continually learning to see the whole together.”

Characterized by the mastery of five basic disciplines or ‘component technologies’. They are:

Personal mastery


– Personal mastery

– Systems thinking– Mental models– Building shared vision– Team learning


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is an ontology, a data model (schema) for all the knowledge about the enterprise.

is process and method agnostic. It d ’t h d it

Zachman’s Enterprise Framework

• It doesn’t care how you do it. • It is not a method or a methodology.

posits that these are the data you must capture and use to effectively & efficiently …

• achieve & maintain your enterprise objectives (e g aligned agile optimized lean green etc )


(e.g., aligned, agile, optimized, lean, green, etc.). • manage change and complexity.

is fundamental to creating & managing an Information Age enterprise, and all its resources, including its technologies.

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WHO

HO

WH

WHY

WH

WHA O

?W?

EN?

Y?

ERE?

AT?

Strategist’s VisionBusiness/Executive Model

Logical ModelPhysical Model

Subcontractor’s View

Functioning Enterprise

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What is EA?• EA is a different way of seeing, communicating about, & managing the enterprise & all of its assets, including IT.

• EA gets to essence of Enterprise and IT success: For IT = Knowing & communicating organization’s requirements.g g g q

• EA is key to:– achieving & keeping business‐IT alignment & other objectives.– helping the organization create value and achieve goals.

• EA includes many things you are already do – such as requirements analysis, system design, strategic planning, data architecture rules architecture network design standard setting


architecture, rules architecture, network design, standard setting, knowledge management, data warehousing, SOA, BPR, etc., etc., …

–BUT EA is much, much more than that.–You can build your EA practice on what you are already doing.

Perfect World

Architecture


InstantiationProject Management

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Typical SA&D - 2


EA 201: © 2000-2009 Leon A. Kappelman. All rights reserved. 30Better SA&D = Broad context – early EA

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“Someday you’re going to really wish go g o e y w syou had all those models; so you might as well get started


as well get started now.” – John Zachman

Data DesignData ArchitectureData Warehousing


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Strategic PlanningBusiness ModelingBusiness Architecture


us ess c tectu e

Human ResourcesOrganization Designg gJob Design


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Rules ManagementBusiness RulesExpert Systems



Business Process ReengineeringProcess Improvement

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Disaster RecoveryContinuity of Operations (COOP)Continuity of Government (COG)

Software ArchitectureSystems AnalysisSystems Design


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Net ork DesignNetwork Design


Implementation Guidelines: Getting Started• Build on what you are already doing, including current projects.• Use collaborative approaches to doing and governing EA:

– Organize an EA working group or EA council. – Learn together & work toward agreement about language, models, methods

• Get participation & commitment from IT & business management:– At all levels (but start as high as possible). Leadership counts!

• Determine the goals, focus, scope, and priorities:– Aim for completeness & comprehensiveness. Deal with day‐to‐day needs.

• Embrace continuous change, learning, and communication:– Remember, it’s a journey and a process.– Evangelize. Have an “elevator speech”. Get your “converters” one at a time.

• Start small and show early success: – Identify EA initiatives of most value to organization


– Identify EA initiatives of most value to organization. – Help the value creators, it creates champions and wins hearts and minds.

• Monitor, evaluate, and improve on a continuous basis:– Quantify the benefits– Regularly take a hard look at EA cost‐value proposition, and make it better.

• Use EA in IT for CONTINUOUS IMPROVEMENT and to COMMUNICATE WITH EACH OTHER & ALL YOUR STAKEHOLDERS.

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Road to the Future: Institutionalizing EA• This is a new way of life: There is no quick fix; no silver bullet.• This will take time and determination, as well as vision, courage and

commitment: Do not underestimate the difficulty and complexity of architecting and engineering one of humankind’s most complex objects the Enterpriseobjects – the Enterprise.

• Do not get discouraged: This is a revolution in thinking, a discipline, an engineering process. Change of this magnitude takes time and perseverance.

• Set realistic expectations: Things have to be implemented and modified periodically so you have to accept some risk of “scrap and rework." Progress trumps perfection.

• Don't assume anything: Make executive education and technical


• Don t assume anything: Make executive education and technical training a continuous process. It is easy to forget long‐term issues in the short‐term stress of daily life.

• Learn!: The state of the art is only about 25 years old and the "playing field" still pretty level – there is still much to learn & discover, & many opportunities to create advantage & value.

“N h t h“No one has to change. Survival is optional.”

– Dr. W. Edwards Deming


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A project of the Society for Information Management’s Enterprise Architecture Working Group, published by CRC Press. All author royalties go to further the work of the not-for-profit SIM EA Working Group.

Society for Information ManagementEnterprise Architecture Working Group

The SIM Guide to Enterprise Architecture: Creating the Information Age Enterprise

of the not for profit SIM EA Working Group. 20% discount code = 460GA

Free shipping from http://www.crcpress.com

Edited by: Leon A. Kappelman, Ph.D.Foreword by: Jeanne W. Ross, Ph.D.

Contributing Authors, Panelists, & Artists (alphabetically):• Bruce V. Ballengee• Larry Burgess

• George S. Paras• Alex Pettit

p g p

http://eawg simnet org

New members welcomed


Larry Burgess • Ed Cannon• Larry R. DeBoever• Russell Douglas• Randolph C. Hite• Leon A. Kappelman• Mark Lane• Thomas McGinnis

Alex Pettit• Jeanne W. Ross• Brian Salmans• Anna Sidorova• Gary F. Simons• Kathie Sowell• Tim Westbrock• John A. Zachman

http://eawg.simnet.org

Next meeting: Dallas, Jan. 12-13, 2010

“We shape our buildings –thereafter they shape us.”t e ea te t ey s ape us.

— Sir Winston Churchill

“We shape our enterprises and their systems – thereafter they h ”


shape us.” — Leon Kappelman

enterprise architecture 201: creating the information age enterprise (handouts)

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