By: Viral Rathod Aman Goyal. 1. Enterprise Architecture. 2. History of Enterprise Architecture 3....
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Transcript of By: Viral Rathod Aman Goyal. 1. Enterprise Architecture. 2. History of Enterprise Architecture 3....
Zachman FrameworkRow 2 : The Owner Perspective
By: Viral RathodAman Goyal
CS 6899
Organization1. Enterprise Architecture.
2. History of Enterprise Architecture
3. Overview of Zachman Framework
4. The Owner’s Perspective (Row 2)
5. Security in Owner’s Perspective.
6. Criticism of Zachman Framework
7. Other Framework / Approaches.
1. Enterprise Architecture What is Enterprise?
What is Enterprise Architecture?
Why to use an Enterprise Architecture?
What are currently available solutions?1. WebSphere2. SAP – ERP3. Oracle Enterprise Manager
An ExampleBusiness of a hypothetical car manufacturing company.
1. Enterprise ArchitectureMost basic Work Flow Diagram for Car Manufacturing.
Company
Market
Research
Cars
1. Enterprise Architecture
Car Manufacturing company
HR
Finance
Marketing
SalesManufacturi
ng
TestingManufacturi
ng for Testing
Regulation Check
Design
2. History of Enterprise ArchitectureDevelopment of various Enterprise Architecture:
1980-1990
• A framework for information systems architecture,' John Zachman article in IBM Systems Journal.
1990-2000
• Capgemini Integrated Architecture Framework (IAF)
• DoD Technical Architecture Framework for Information Management (TAFIM)
• Federal CIO Council introduces Federal Enterprise Architecture Framework (FEAF)
2000-2010
TOGAF 7.0 Technical Edition
Zachman 2003
DoDAF 1.0
TOGAF 8.0 EE
FEA mostly complete
TOGAF 9
DoDAF 2.0
2. History of Enterprise ArchitectureRelationships between various Enterprise Architecture:
Zackman
1987
EAP1992
FEAF1999
TEAF2000
TISAF1997
TOGAF1995
TAFIM1994
DODAF2003
C4ISR1996
3. Overview of Zachman FrameworkWhat is Zachman Framework?
Classification schema.
Tabular tool / matrix.
Provides Rational for decisions made.
Clear understanding of what is happening.
Clear understanding of why is happening.
Problem solving kit.
3. Overview of Zachman FrameworkWhat problems does it solve?
Any complex problem involving multiple individual components.
E.g. Flight Reservation System.
E.g. Building a rail road.
E.g. Building Empire State Building.
3. Overview of Zachman Framework
3. Overview of Zachman FrameworkRow 1: The Planner Perspective
Data/What: Business goals, objectives and performance measures related to each function .
It mostly comprises of the important things with respect to customer and product
What data are needed for the car manufacturing???
3. Overview of Zachman FrameworkRow 1: The Planner Perspective
Function/How: High-level business functions
In this cell we mostly concentrate on the all the aspects of the activity to achieve the goal.
Ex: How to meet the market needs for the car???
How to provide quality car???
3. Overview of Zachman FrameworkRow 1: The Planner Perspective
Network/Where : The locations related to each function.
Ex: Head office, Manufacturing Units, Dealer Locations
Where should be Head office of my Car Company ???
3. Overview of Zachman FrameworkRow 1: The Planner Perspective
People/Who: Stakeholders related to each function
Ex: Roles & Responsibilities in the Process.
Who should be appointed for the particular designation???
3. Overview of Zachman FrameworkRow 1: The Planner Perspective
Time/When : Cycles and events related to each function
Ex: External events, Process execution.
When should company brings car in the market???
3. Overview of Zachman FrameworkRow 1: The Planner Perspective
Motivation/Why: Business goals, objectives and performance measures related to each function
Ex: Company Core Values, Mission Statement, Strategic Goals
Why company is producing car???
3. Overview of Zachman FrameworkRow 2: The Owner Perspective
Data/What: Business data
Ex: Inputs & Outputs for each functioning Unit.
What security level should be provided to different data???
3. Overview of Zachman FrameworkRow 2: The Owner Perspective
Function/How: Business Process
One of the most important block in the Zachman Framework Architecture.
Ex: Use Cases are used to meet the requirements
3. Overview of Zachman FrameworkRow 2: The Owner Perspective
Network/Where: Locations related to each process
Ex: Communication may be through email, mail, fax, VoIP
Where should we provide high level of security in the network???
3. Overview of Zachman FrameworkRow 2: The Owner Perspective
People/Who: Roles and responsibilities in each process
At this stage we are not concerned about this row.
3. Overview of Zachman FrameworkRow 2: The Owner Perspective
Time/ When: Events for each process and sequencing of integration and process improvements.
Owner will go through the life cycle of the product i.e. Corporate calendar
Planner will propose various proposals .
3. Overview of Zachman FrameworkRow 2: The Owner Perspective
Motivation/Why:Policies, procedures and standards for each process .
Ex: We already have collected a set of company policies
3. Overview of Zachman FrameworkRow 3: The Designer Perspective
Data /What: Data models of data and data relationships underlying information
The data received from the owner is now verified by the designer.
The designer may schedule data backup at this stage.
3. Overview of Zachman FrameworkRow 3: The Designer Perspective
Function/How: Information systems and their relationships
Ex: The designer defines the functions of different modules of the enterprise.
The designer checks the process for access control, recovery control .
3. Overview of Zachman FrameworkRow 3: The Designer Perspective
Network/Where: Distributed system architecture for locations
Ex: The designer now designs the network and depending on the security of the data provides security end to end or link to link or both.
3. Overview of Zachman FrameworkRow 3: The Designer Perspective
People/Who: Access privileges constrained by roles and responsibilities
Ex: Role are assigned to different users based on their skillset.
A hierarchy is built for better result.
The end product of every employer is decided.
3. Overview of Zachman FrameworkRow 3: The Designer Perspective
Time/When : Events and their triggered responses constrained by business events and their responses
Ex: Designers defines the timely events of the enterprise and the up gradation of product to be done on timely basis.
3. Overview of Zachman FrameworkRow 3: The Designer Perspective
Motivation/Why: Policies, standards and procedures associated with a business rule model
Ex: The designer defines the rules based on the jurisdiction.
3. Overview of Zachman FrameworkRow 4: The Builder Perspective
Data/What: DBMS type requirements constrained by logical data models
Ex: Requirement are expressed in technology format.
The main goal of this cell is to make sure that the data is available in proper format i.e. secured for various technologies.
3. Overview of Zachman FrameworkRow 4: The Builder Perspective
Function/How :Specifications of applications that operate on particular technology platforms
Ex:The builder decides what technology to be used for the particular process and its counter measures.
This cell also checks how to provide security???
3. Overview of Zachman FrameworkRow 4: The Builder Perspective
Network/Where: Specification of network devices and their relationships within physical boundaries
Ex: This cell decides which hardware to use for networking and where they should be installed.
3. Overview of Zachman FrameworkRow 4: The Builder Perspective
People/Who: Specification of access privileges to specific platforms and technologies .
Ex: What access control should be provided to different people for different technology??
Also the workflow is decided .
3. Overview of Zachman FrameworkRow 4: The Builder Perspective
Time/When: Specification of triggers to respond to system events on specific platforms and technologies
This stage decides when to trigger which process.
Ex: When to make a back up??When to release a particular data for a particular process???
3. Overview of Zachman FrameworkRow 4: The Builder Perspective
Motivation/Why: Business rules constrained by information systems standards
Ex: This cell deals with the constrained due to the limitation of resources and technology.
3. Overview of Zachman FrameworkRow 5: The Sub-Contractor Perspective
Data/What: Data definitions constrained by physical data models
Ex:
3. Overview of Zachman FrameworkRow 5: The Sub-Contractor Perspective
Function/How: Programs coded to operate on specific technology platforms
Ex:
3. Overview of Zachman FrameworkRow 5: The Sub-Contractor Perspective
Network/Where: Network devices configured to conform to node specifications
Ex:
3. Overview of Zachman FrameworkRow 5: The Sub-Contractor Perspective
People/Who:Access privileges coded to control access to specific platforms and technologies
Ex:
3. Overview of Zachman FrameworkRow 5: The Sub-Contractor Perspective
Time/When: Timing definitions coded to sequence activities on specific platforms and technologies
Ex:
3. Overview of Zachman FrameworkRow 5: The Sub-Contractor Perspective
Motivation/Why: Business rules constrained by specific technology standards .
Ex:
4. The Owner’s Perspective (Row 2) Who is Owner?
What is Owner’s Perspective?
Business Process
Business Model
Entities & Relationships
The Complete facts about business & processes.
4. The Owner’s Perspective (Row 2) Owner’s Problems in Enterprises.
Business Process
Internal & External Entities
Analyzing changes in the business processes.
Business Entities
Adding
Removing
Merging
4. The Owner’s Perspective (Row 2)How does this model solve these problems?
Holistic
Objective
Complete Understanding
Revisiting the Car Company.
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)What is important in business.
Classification of Data:
Highly Sensitive
Ex: Financial Data / Future StrategiesVery few people have access (Access control & Authorization)Secrecy (Strict Confidentiality)Validity (Integrity & Availability)
Sensitive
Ex: Operational InformationComparatively large group knows (Access Control & Authorization)Secrecy (Confidentiality)Validity (Integrity & Availability)
4. The Owner’s Perspective (Row 2) Classification of Data (ctd…)
Company Secret:
Ex: Business ProcessesCompany wide everybody knows. (Access control (login))No Secrecy (No Confidentiality)Validity (Integrity)
Public:
Ex: Quarterly ResultsPublically available information (No Access control or authorization)No Secrecy (No Confidentiality)Validity (Integrity)
4. The Owner’s Perspective (Row 2)
Data Sensitivity
Financial Data Highly Sensitive
Research Statistics Highly Sensitive
Design Requirements Highly Sensitive
Design Document Highly Sensitive
Test Cases Sensitive
Test Results Highly Sensitive
Defining Assembly Company Secret
Marketing Strategy Sensitive
Quarterly Statements
Public
4. The Owner’s Perspective (Row 2)
Define the business process How components function & how they
interact.
Use rules, regulation & feedback. Marketing Research
• Refer information about previously made cars/competitive cars.
• Produces "Statistics" for PlanningSecurity:
Only available to Market Research & Planning departments
Designing may access it based on requests.Planning•Refers the "Statistics" from Marketing Research•Uses experience as 'feedback‘.•Produces "Design Requirements", "Marketing Strategy", "Sales
Strategy”•Security:
• Only available to planning.
4. The Owner’s Perspective (Row 2)
Design• Refers "Design Requirement" • Uses regulations & experience as 'feedback'.• Produces "Design Document“• Security:
• Available to Planning, Design, Regulatory check
Design Regulations check• Refers "Design Document“• Uses
• design guide lines as 'control‘• Previous experience as 'feedback‘• Produces "Acceptance Status".
• Security:• Available to Planning, Design, Regulatory
check.
4. The Owner’s Perspective (Row 2)
Sandbox• Refers "Design Document“• Uses
• Manual Manufacturing & Testing methods as 'control‘
• Previous experience as 'feedback‘• Produces "Test Results“
• Security:• Available to Testing & Planning.
Manufacturing• Refers "Design Document“• Uses
• Manufacturing methods as 'control‘• Previous experience as 'feedback‘• Produces "Cars“
• Security:• Available to Manufacturing, Design &
Planning.
4. The Owner’s Perspective (Row 2)
Marketing • Refers "Marketing Strategy“• Uses
• Marketing methods as 'control‘• Previous experience as 'feedback‘
• Produces public awareness/hype of the new car
Sales• Refers "Sales Strategy“• Uses dealerships & other methods as 'control‘• Produces
• defines dealers & geographical availability.• channels for supply• serves actually demand
4. The Owner’s Perspective (Row 2)
Market Research : Where market is ex: Detroit
Planning: Head office ex: New York (corporate HQ)
Design: Where designs are made as per requirements ex: • SF (US specific security requirements)• Munich, Germany (Basic design)
Sandbox: Where test models are created and tested ex: Detroit (Test manufacturing & testing)
4. The Owner’s Perspective (Row 2)
Manufacturing: Where cars will be manufactured ex: • China(all basic parts will be
manufactured)• India (backup supply)• Detroit (Basic frame & assembly for all
the parts)• Fremont, CA (Backup facility)
Marketing: at head quarter ex: NY (Marketing head office)
Sales: at head quarter ex:• NY (Sales head office)• All regions will have their regional
branches.
4. The Owner’s Perspective (Row 2)
Security:
1. Inter-office communication using VPN on
Frame-relay.
2. Inter-office backup-communication using lease
lines.
3. Intra-office communication using Giga-bit
Ethernet.
4. Intra-office backup-communication using lease
lines.
5. Each office network is protected by Firewall &
Gateway.
6. One active (NY) & one backup authentication
servers.
7. Each office has several certificates, for
authentication, integrity & authorization.
4. The Owner’s Perspective (Row 2)
Define Roles & Responsibility.
Organizational Chart.
Departments
Department HeadHigher control over departmentMight have access to other
departments
Department Staff
4. The Owner’s Perspective (Row 2)
4. The Owner’s Perspective (Row 2)
When should things happen.
Corporate Calendar.
Sequence of the functions (Col 2) Specific Milestones.
Ex: • Design dead line• Testing Results dead line• Production start date• Market Release date• Sales start date.• Sales Targets dead lines
Each of them refers / depends on other.
4. The Owner’s Perspective (Row 2)
Market Research
Planning
Car Design Regulation
Test
Production Marketing
Sales
4. The Owner’s Perspective (Row 2)
Earn Money
Corporate EthicsEx: • Ethics in Human Resources• Ethics in Finance• Ethics in Production• Ethics in Intellectual Property.
Government Rules & Regulations
4. The Owner’s Perspective (Row 2)FUNCTION IN SEQUENCE
MOTIVATION / CONSTRAINTS
Market Segment Definition
To specify the requirements and focus on them.
Car Designing To provide precise specifications.
Regulatory Approvals
To certify for basic regulations
Regulatory Approvals(Authority)
To certify for more extensive set of requirements
Manufacturing Car for test To produce test cars.
Define Test CasesTo define how to test the cars and what are the acceptable results
Manufacturing To manufacture the acceptable cars
Marketing Create a market for the car
Sales Actual sales.
6. Criticism Generalized
Old school
Analysis paralysis
Hard to include changes
Not Dynamic
No Feed back mechanism.
7. Other Frameworks The Open Group Architectural Framework (TOGAF)
The Federal Enterprise Architecture.
The Gartner
7. Other FrameworksThe Open Group Architectural Framework (TOGAF)
Defines categories as follows Business architecture.
Application architecture.
Data architecture.
Technical architecture.
7. Other Frameworks
Federal Enterprise Architecture (FEA)
FEA requires all of the following: A perspective on how enterprise architectures should be
viewed.
A set of reference models for describing different perspectives of the enterprise architecture.
A process for creating an enterprise architecture
A transitional process for migrating from a pre-EA to a post-EA paradigm
7. Other Frameworks
Gartner
• Constituents: business owners, information specialists, the technology implementer.
• Believes in defining goals first.
• Prime importance is strategy.
7. Other Frameworks• Taxonomy completeness : How well you can use the
methodology to classify the various architectural artifacts.
• Process completeness : How the methodology guides you through a step-by-step process for creating an enterprise architecture.
• Reference-model guidance : How useful the methodology is in helping you build a relevant set of reference models.
• Practice guidance : How much the methodology helps you assimilate the culture in which it is valued and used.
7. Other Frameworks
Taxo
nom
y
Compl
eten
ess
Proc
ess co
mpl
eten
ess
Refer
ence
-mod
el g
uida
nce
Prac
tice
guid
ance
0
1
2
3
4
ZACHMANTOGAFFEAGARTNER
7. Other Frameworks (Comparision)
• Maturity model : Level of guidance to assess the effectiveness and maturity of different organizations entities.
• Business focus : to whether the methodology will focus on using technology to drive business value,.
• Governance guidance : How much help the methodology will be in understanding and creating an effective governance model.
• Partitioning guidance : How well the methodology will guide you into effective autonomous partitions of the enterprise.
7. Other Frameworks (Comparision)
Maturity model
Business focus
Governance guidance
Partioning guidance
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
ZACHMANTOGAFFEAGARTNER
7. Other Frameworks (Comparision)• Prescriptive catalog : How well the methodology guides
you in setting up a catalogue of architectural assets .
• Vendor neutrality : How likely you are to get locked-in to a specific consulting organization by adopting this methodology.
• Information availability : The amount and quality of free or inexpensive information about this methodology
• Time to value : The length of time you will likely be using this methodology.
7. Other Frameworks (Comparision)
Pres
crip
tive
Catal
og
Vendo
r neu
tral
ity
Info
rmat
ion
avai
labi
lity
Tim
e to
val
ue0
1
2
3
4
ZACHMANTOGAFFEAGARTNER
ConclusionZachman Framework provide a holistic view of the Enterprises. The best case could also include consideration for future expansions and some unexpected changes to the organization. At the same time doing this may lead to “Analysis Paralysis”. So before implementing / accepting Zachman alternate solutions should be analyzed.