One day conference by john zachman
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Enterprise Physics 101A One-Day course by John A. Zachman
CERTIFIEDEDUCATION
John A. ZachmanBiographical Sketch
John A. Zachman is the originator of the “Framework for Enterprise Architecture” which has received broad acceptance around the world as an integrative framework, or “periodic table” of descriptive representations for Enterprises. Mr. Zachman is not only known for this work on Enterprise Architecture, but is also known for his early contributions to IBM’s Information Strategy meth-odology (Business Systems Planning) as well as to their Executive team planning techniques (Intensive Planning).
Mr. Zachman retired from IBM in 1990, having served them for 26 years. He is the Chief Executive Officer of his own education and consulting business, Zachman International. He also is Chairman of the Board of Zachman Framework Associates, a worldwide consortium managing conformance to The Zachman Framework™ principles and Chief Executive Officer of the Zachman Institute for Framework Advancement (ZIFA), an organization dedicated to advancing the conceptual and implementation states of the art in Enterprise Architecture.
Mr. Zachman serves on the Executive Council for Information Management and Technology (ECIMT) of the United States Govern-ment Accountability Office (GAO). He is a Fellow for the College of Business Administration of the University of North Texas. He serves on the Advisory Board for the Data Resource Management Program at the University of Washington and on the Advisory Board of the Data Administration Management Association International (DAMA-I) from whom he was awarded the 2002 Lifetime Achievement Award. He was awarded the 2004 Oakland University, Applied Technology in Business (ATIB), Award for IS Excel-lence and Innovation.
Mr. Zachman has been focusing on Enterprise Architecture since 1970 and has written extensively on the subject. He is the author of the book, “The Zachman Framework for Enterprise Architecture™: A Primer on Enterprise Engineering and Manufacturing.” He has facilitated innumerable executive team planning sessions. He travels nationally and internationally, teaching and consulting, and is a popular conference speaker, known for his motivating messages on Enterprise Architecture issues. He has spoken to many thousands of enterprise managers and information professionals on every continent.
In addition to his professional activities, Mr. Zachman serves on the Elder Council of the Church on the Way (First Foursquare Church of Van Nuys, California), the Board of Directors of Living Way Ministries, a radio and television ministry of the Church on the Way, the President’s Cabinet of the King’s College and Seminary, the Board of Directors of the Los Angeles Citywide Chil-dren’s Christian Choir and on the Board of Directors of Native Hope International, a Los Angeles-based ministry to the Native American people.
Prior to joining IBM, Mr. Zachman served as a line officer in the United States Navy and is a retired Commander in the U. S. Naval Reserve. He chaired a panel on “Planning, Development and Maintenance Tools and Methods Integration” for the U.S. National Institute of Standards and Technology. He holds a degree in Chemistry from Northwestern University, has taught at Tufts Univer-sity, has served on the Board of Councilors for the School of Library and Information Management at the University of Southern California, as a Special Advisor to the School of Library and Information Management at Emporia State University, and on the Advisory Council to the School of Library and Information Management at Dominican University.
Contents
Enterprise Physics 101
Enterprise Architecture
..............................................................................................................Enterprise Physics 101 3
.............................................................................The Framework for Enterprise Architecture 7
........................................................................................................Enterprise Knowledgebase 23
..........................................................................................................Primitives vs Composites 27
.....................................................................................................................Architecture Work 33
...............................................................................................................................Conclusions 45
John
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Ent
erpr
ise
Arc
hite
ctur
e © 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
Pref
ace
This
sem
inar
is N
OT
abou
t inc
reas
ing
the
stoc
k pr
ice
by th
e cl
ose
of m
arke
t, Fr
iday
afte
rnoo
n.
It IS
abo
ut th
e la
ws o
f nat
ure
that
det
erm
ine
the
succ
ess o
f an
Ente
rpris
e ...
par
ticul
arly
, con
tinui
ng
succ
ess i
n th
e tu
rbul
ent t
imes
of t
he In
form
atio
n A
ge.
It is
a p
rese
ntat
ion
on P
hysi
cs ..
.
En
terp
rise
Phys
ics.
© 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
3
Intr
oduc
tion
Ente
rpris
e A
rchi
tect
ure
pres
ently
app
ears
to b
e a
gros
sly
mis
unde
rsto
od c
once
pt a
mon
g m
anag
emen
t.
It i
s NO
T an
Info
rmat
ion
Tech
nolo
gy is
sue.
It is
an
EN
TE
RPR
ISE
issu
e.
It is
like
ly p
erce
ived
to b
e an
Info
rmat
ion
Tech
nolo
gy
issu
e as
opp
osed
to a
Man
agem
ent i
ssue
for t
wo
reas
ons:
A.
Aw
aren
ess o
f it t
ends
to su
rfac
e in
the
Ente
rpris
e
thro
ugh
the
Info
rmat
ion
Syst
ems c
omm
unity
.
B.
Info
rmat
ion
Tech
nolo
gy p
eopl
e se
em to
hav
e th
e
s
kills
to d
o En
terp
rise
Arc
hite
ctur
e if
any
Ente
rpris
e
Arc
hite
ctur
e is
bei
ng o
r is t
o be
don
e.
2005
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
Fre
deric
k Ta
ylor
"Pr
inci
ples
of S
cien
tific
Man
agem
ent"
191
1
Wal
ter A
. She
wha
rt "T
he E
cono
mic
Con
trol o
f Qua
lity
of M
anuf
actu
red
Prod
uct"
193
1 (D
r. Ed
war
d D
emm
ing'
s Mgr
.)
Pet
er D
ruck
er "
The
Prac
tice
of M
anag
emen
t" 1
954
Jay
For
rest
er "
Indu
stria
l Dyn
amic
s" 1
961
Pet
er S
enge
"Th
e Fi
fth D
isci
plin
e" 1
990
Eric
Hel
fert
"Tec
hniq
ues o
f Fin
anci
al A
naly
sis"
196
2
Rob
ert A
ntho
ny "
Plan
ning
and
Con
trol S
yste
ms:
A
Fra
mew
ork
for A
naly
sis"
196
5
She
rman
Blu
men
thal
"M
anag
emen
t Inf
orm
atio
n Sy
stem
s:
A
Fra
mew
ork
for P
lann
ing
and
Dev
elop
men
t" 1
969
Alv
in T
offle
r "Fu
ture
Sho
ck"
197
0
Geo
rge
Stei
ner "
Com
preh
ensi
ve M
anag
eria
l Pla
nnin
g" 1
972
E
tc.,
etc.
, etc
.
Orig
ins
of E
nt. A
rch.
2005
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
4
"Ent
erpr
ise"
Ther
e ar
e tw
o im
plic
atio
ns to
the
wor
d "E
nter
pris
e":
I. S
cope
The
bro
ades
t pos
sibl
e bo
unda
ry o
f the
Ent
erpr
ise.
The
Ent
erpr
ise
in it
s ent
irety
. E
nter
pris
e-w
ide
in sc
ope.
The
who
le th
ing.
II.
Con
tent
E
NTE
RPR
ISE
Arc
hite
ctur
e is
for E
NTE
RPR
ISES
.
Ent
erpr
ise
Arc
hite
ctur
e ha
s not
hing
to d
o w
ith th
e
Ent
erpr
ise's
syst
ems o
r its
info
rmat
ion
tech
nolo
gy
(exc
ept a
s the
y m
ay c
onst
itute
Row
4 c
onst
rain
ts).
T
he e
nd o
bjec
t is t
o en
gine
er a
nd m
anuf
actu
re
the
EN
TER
PRIS
E, N
OT
sim
ply
to b
uild
and
run
s
yste
ms.
"EN
TER
PRIS
E" A
CTU
ALL
Y M
EAN
S "E
NTE
RPR
ISE"
2005
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
The
Info
rmat
ion
Age
"The
nex
t inf
orm
atio
n re
volu
tion
is w
ell u
nder
way
. B
ut
it is
not
hap
peni
ng w
here
info
rmat
ion
scie
ntis
ts, i
nfor
ma-
tion
exec
utiv
es, a
nd th
e in
form
atio
n in
dust
ry in
gen
eral
ar
e lo
okin
g fo
r it.
It is
not
a re
volu
tion
in te
chno
logy
, m
achi
nery
, tec
hniq
ues,
softw
are,
or s
peed
. It
is a
revo
lutio
n in
CO
NC
EPTS
."
Pet
er D
ruck
er.
Forb
es A
SAP,
Aug
ust 2
4, 1
998
"Fut
ure
Shoc
k" (1
970)
- Th
e ra
te o
f cha
nge.
"The
Thi
rd W
ave"
(198
0) -
The
stru
ctur
e of
cha
nge.
"Pow
ersh
ift"
(199
0) -
The
cultu
re o
f cha
nge.
Al
vin
Toffl
er
"We
are
livin
g in
an
extra
ordi
nary
mom
ent i
n hi
stor
y.
His
toria
ns w
ill lo
ok b
ack
on o
ur ti
mes
, the
40-
year
tim
e sp
an b
etw
een
1980
and
202
0, a
nd c
lass
ify it
am
ong
the
hand
ful o
f his
toric
mom
ents
whe
n hu
man
s reo
rgan
ized
th
eir e
ntire
civ
iliza
tion
arou
nd a
new
tool
, a n
ew id
ea."
P
eter
Ley
den.
Min
neap
olis
Sta
r Tri
bune
. Jun
e 4,
199
5
"On
the
Edge
of t
he D
igita
l Age
: The
His
tori
c M
omen
t"
© 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
5
The
Cha
lleng
e
Wha
t is y
our s
trate
gy fo
r add
ress
ing:
O
rder
s of m
agni
tude
incr
ease
s in
com
plex
ity,
and
O
rder
s of m
agni
tude
incr
ease
s in
the
rate
of c
hang
e?
Se
ven
thou
sand
yea
rs o
f his
tory
wou
ld su
gges
t the
onl
y kn
own
stra
tegy
for a
ddre
ssin
g co
mpl
exity
and
cha
nge
is
A
RC
HIT
ECTU
RE.
If it
get
s so
com
plex
you
can
't re
mem
ber h
ow it
wor
ks,
yo
u ha
ve to
writ
e it
dow
n ...
Arc
hite
ctur
e.If
you
wan
t to
chan
ge h
ow it
wor
ks, y
ou st
art w
ith w
hat
yo
u ha
ve w
ritte
n do
wn
... A
rchi
tect
ure.
The
key
to c
ompl
exity
and
cha
nge:
Arc
hite
ctur
e.
The
ques
tion
is: W
hat i
s "A
rchi
tect
ure,
"
En
terp
rise
Arc
hite
ctur
e?
© 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
Age
nda ©
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
D
ay 1
I.
Glo
bal E
nviro
nmen
tII
.
Intro
duct
ion
to E
nter
pris
e A
rchi
tect
ure
III.
O
ntol
ogy
vers
us M
etho
dolo
gyIV
. E
nter
pris
e K
now
ledg
ebas
eV
. A
rchi
tect
ure
vers
us Im
plem
enta
tion
Day
2V
I.
Arc
hite
ctur
e W
ork
("Sl
iver
s")
VII
. E
nter
pris
e D
esig
n O
bjec
tives
VII
I. E
nter
pris
e "M
ass-
Cus
tom
izat
ion"
IX.
M
igra
ting
from
Leg
acy
X.
"
Fede
rate
d A
rchi
tect
ure"
XI.
M
eta
Fram
ewor
ksX
II.
M
etho
dolo
gy C
onsi
dera
tions
XII
I.
Cul
ture
Cha
nge
XIV
. C
heap
er a
nd F
aste
rX
V.
V
alue
Pro
posi
tion
for A
rchi
tect
ure
XV
I.
Rol
es o
f Ow
ners
, Des
igne
rs, B
uild
ers
XV
II.
Adv
ice
for G
ener
al M
anag
ers
XV
III.
Con
clus
ions
6
The
Fram
ewor
k fo
r En
terp
rise
Arc
hite
ctur
e
Intr
oduc
tion
to E
nter
pris
e A
rchi
tect
ure
© 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
"Arc
hite
ctur
e"
Arc
hite
ctur
e ...
wha
t is i
t?
Som
e pe
ople
thin
k th
is is
Arc
hite
ctur
e:
Tha
t is a
com
mon
M
ISC
ON
CE
PTIO
N
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
(Not
e: T
his s
ame
mis
conc
eptio
n ab
out E
nter
pris
es is
wha
t le
ads p
eopl
e to
mis
cons
true
Ente
rpris
e A
rchi
tect
ure
as
bein
g bi
g, m
onol
ithic
, sta
tic, i
nfle
xibl
e an
d un
achi
evab
lean
d ...
it ta
kes t
oo lo
ng a
nd c
osts
too
muc
h.)
7
"Arc
hite
ctur
e"
T
his i
s the
RES
ULT
of a
rchi
tect
ure.
In th
e R
ESU
LT y
ou c
an se
e th
e A
rchi
tect
's "a
rchi
tect
ure"
.
T
he R
ESU
LT is
an
impl
emen
tatio
n, a
n in
stan
ce.
"Arc
hite
ctur
e" IS
the
set o
f des
crip
tive
repr
esen
tatio
ns
rele
vant
for d
escr
ibin
g a
com
plex
obj
ect (
actu
ally
, any
ob
ject
) suc
h th
at a
n in
stan
ce o
f the
obj
ect c
an b
e cr
eate
d an
d su
ch th
at th
e de
scrip
tive
repr
esen
tatio
ns se
rve
as th
e ba
selin
e fo
r cha
ngin
g an
obj
ect i
nsta
nce
(ass
umin
g th
at th
e de
scrip
tive
repr
esen
tatio
ns a
re m
aint
aine
d co
nsis
tent
with
th
e in
stan
tiatio
n).
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
"Arc
hite
ctur
e"
If th
e ob
ject
you
are
tryi
ng to
cre
ate
is si
mpl
e, y
ou c
an se
e th
e w
hole
thin
g al
l at o
ne ti
me,
and
it is
not
like
ly to
ch
ange
, (e.
g. a
log
cab
in, a
pro
gram
, etc
.), th
en y
ou d
on't
need
Arc
hite
ctur
e. A
ll yo
u ne
ed is
a to
ol (e
.g. a
n ax
, a
com
pile
r, et
c.),
som
e ra
w m
ater
ial (
e.g.
a fo
rest
, som
e da
ta,
etc.
) and
som
e tim
e (th
en, b
uild
log
cabi
ns, w
rite
prog
ram
s, et
c.).
On
the
othe
r han
d, if
the
obje
ct is
com
plex
, you
can
't se
e it
in it
s ent
irety
at o
ne ti
me
and
it is
like
ly to
cha
nge
cons
id-
erab
ly o
ver t
ime
(e.g
. a h
undr
ed st
ory
build
ing,
an
Ente
rpris
e, e
tc.),
now
you
nee
d A
rchi
tect
ure.
In sh
ort,
the
reas
ons y
ou n
eed
Arc
hite
ctur
e:
CO
MPL
EX
ITY
AN
D C
HA
NG
E
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
8
"Arc
hite
ctur
e"
CO
MPL
EX
ITY
I
f you
can
't de
scrib
e it,
you
can
't cr
eate
it
(w
hate
ver "
it" is
).
C
HA
NG
E
If y
ou d
on't
reta
in th
e de
scrip
tive
repr
esen
tatio
ns a
fter
you
crea
te th
em (o
r if y
ou n
ever
cre
ated
them
in th
e fir
st
plac
e) a
nd y
ou n
eed
to c
hang
e th
e re
sulta
nt im
plem
enta
-tio
n, y
ou h
ave
only
thre
e op
tions
:
A.
Cha
nge
the
inst
ance
and
see
wha
t hap
pens
.
(Hig
h ris
k!)
B
. R
ecre
ate
("re
vers
e en
gine
er")
the
arch
itect
ural
repr
esen
tatio
ns fr
om th
e ex
istin
g ("
as is
")
impl
emen
tatio
n. (T
akes
tim
e an
d co
sts m
oney
!)
C.
Scra
p th
e w
hole
thin
g an
d st
art o
ver a
gain
.
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
"Arc
hite
ctur
e"Th
ere
is n
ot a
sing
le d
escr
iptiv
e re
pres
enta
tion
for a
com
- pl
ex o
bjec
t ...
ther
e is
a S
ET o
f des
crip
tive
repr
esen
tatio
ns.
Des
crip
tive
repr
esen
tatio
ns (o
f any
thin
g)
typi
cally
incl
ude
"Abs
tract
ions
":
A.
Bill
s of M
ater
ial
(W
hat)
B.
Func
tiona
l Spe
cs
(H
ow)
C.
Dra
win
gs
(W
here
)
D
. O
pera
ting
Inst
ruct
ions
(W
ho)
E. T
imin
g D
iagr
ams
(W
hen)
F. D
esig
n O
bjec
tives
(W
hy)
a
s wel
l as P
ersp
ectiv
es:
1.
Scop
ing
Bou
ndar
ies
(S
trate
gist
s)
2
. R
equi
rem
ent C
once
pts
(Ow
ners
)
3
. D
esig
n Lo
gic
(D
esig
ners
)
4
. Pl
an P
hysi
cs
(B
uild
ers)
5.
Part
Con
figur
atio
ns (
Impl
emen
ters
)
and
the
6.
Prod
uct I
nsta
nces
(
Ope
rato
rs)
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
9
ENGINEERS
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGY
COMPONENT
OPERATIONS
WHAT HOW WHERE
EXECUTIVELEADERS
TECHNICIANS
WORKERS
WHYWHENWHOINTERROGATIVEPERSPECTIVE
AUDIENCEPERSPECTIVES
TARGETCONTRIBUTORS
TARGETDOMAINS
ARCHITECTS
STRATEGISTS
Bill
s of
Mat
eria
lB
ills
of M
ater
ial
INVENTORY PROCESS NETWORK ORGANIZATION TIMING MOTIVATION
Func
tiona
l Spe
csFu
nctio
nal S
pecs
Dra
win
gsD
raw
ings
Ope
ratin
g In
stru
ctio
nsO
pera
ting
Inst
ruct
ions
Tim
ing
Dia
gram
sTi
min
g D
iagr
ams
Des
ign
Obj
ectiv
esD
esig
n O
bjec
tives
Abstractions
© 1990-2007 John A. Zachman, Zachman International
"Arc
hite
ctur
e"
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Ther
e is
not
a si
ngle
des
crip
tive
repr
esen
tatio
n fo
r a c
om-
plex
obj
ect .
.. th
ere
is a
SET
of d
escr
iptiv
e re
pres
enta
tions
.
Des
crip
tive
repr
esen
tatio
ns (o
f any
thin
g)
typi
cally
incl
ude
"Abs
tract
ions
":
A.
Bill
s of M
ater
ial
(W
hat)
B.
Func
tiona
l Spe
cs
(H
ow)
C.
Dra
win
gs
(W
here
)
D
. O
pera
ting
Inst
ruct
ions
(W
ho)
E. T
imin
g D
iagr
ams
(W
hen)
F. D
esig
n O
bjec
tives
(W
hy)
a
s wel
l as P
ersp
ectiv
es:
1.
Scop
e B
ound
arie
s
(Stra
tegi
sts)
2.
Req
uire
men
t Con
cept
s (O
wne
rs)
3.
Des
ign
Logi
c
(
Des
igne
rs)
4.
Plan
Phy
sics
(
Bui
lder
s)
5
. Pa
rt C
onfig
urat
ions
(Im
plem
ente
rs)
a
nd th
e
6
. Pr
oduc
t Ins
tanc
es
(O
pera
tors
)
10
ENGINEERS
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGY
COMPONENT
OPERATIONS
WHAT
EXECUTIVELEADERS
TECHNICIANS
WORKERS
INTERROGATIVEPERSPECTIVE
AUDIENCEPERSPECTIVES
TARGETCONTRIBUTORS
TARGETDOMAINS
ARCHITECTS
STRATEGISTS
INVENTORY PROCESS NETWORK ORGANIZATION TIMING MOTIVATION
Product (Instances)Product (Instances)
Requirements (Concepts)Requirements (Concepts)
Scope (Boundaries)Scope (Boundaries)
Part (Configurations)Part (Configurations)
Design (Logic)Design (Logic)
Plan (Physics)Plan (Physics)
PerspectivesHOW WHERE WHYWHENWHO
© 1990-2007 John A. Zachman, Zachman International
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGY
COMPONENT
OPERATIONS
WHAT HOW
EXECUTIVELEADERS
ENGINEERS
WORKERS
WHYWHENWHOINTERROGATIVEPERSPECTIVE
AUDIENCEPERSPECTIVES
TARGETCONTRIBUTORS
TARGETDOMAINS
ARCHITECTS
STRATEGISTS
Definition Definition
Representation Representation
SpecificationSpecification
InstantiatiationInstantiatiation
Identification Identification
ConfigurationConfiguration
PROCESS NETWORK ORGANIZATION TIMING MOTIVATIONINVENTORY
Reification
TECHNICIANS
WHERE
© 1990-2007 John A. Zachman, Zachman International
11
"Arc
hite
ctur
e" In
Gen
eral
"Arc
hite
ctur
e" (f
or a
nyth
ing)
wou
ld b
e th
e to
tal s
et o
f de
scrip
tive
repr
esen
tatio
ns (m
odel
s) re
leva
nt fo
r des
crib
ing
a co
mpl
ex o
bjec
t suc
h th
at it
can
be
crea
ted
and
that
co
nstit
ute
a ba
selin
e fo
r cha
ngin
g th
e ob
ject
afte
r it h
as b
een
inst
antia
ted.
Th
e re
leva
nt d
escr
iptiv
e re
pres
enta
tions
w
ould
nec
essa
rily
have
to in
clud
e al
l the
inte
rsec
tions
be
twee
n:
the
"Abs
tract
ions
":
A
. B
ills o
f Mat
eria
l
(Wha
t)
B
. Fu
nctio
nal S
pecs
(
How
)
C
. D
raw
ings
(
Whe
re)
D.
Ope
ratin
g In
stru
ctio
ns
(Who
)
E.
Tim
ing
Dia
gram
s
(Whe
n)
F.
Des
ign
Obj
ectiv
es
(Why
)
a
nd th
e Pe
rspe
ctiv
es:
1.
Scop
ing
Bou
ndar
ies
(I
dent
ifica
tion)
2.
Req
uire
men
t Con
cept
s (D
efin
ition
)
3
. D
esig
n Lo
gic
(R
epre
sent
atio
n)
4
. Pl
an P
hysi
cs
(Sp
ecifi
catio
n)
5
. Pa
rt C
onfig
urat
ions
(Con
figur
atio
n)
resu
lting
in th
e
6
. Pr
oduc
t Ins
tanc
es
(Ins
tant
iatio
n)
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
"Ent
erpr
ise
Arc
hite
ctur
e"Th
eref
ore
"Ent
erpr
ise
Arc
hite
ctur
e" w
ould
be
the
tota
l se
t of d
escr
iptiv
e re
pres
enta
tions
(mod
els)
rele
vant
for
desc
ribin
g an
Ent
erpr
ise,
that
is, t
he d
escr
iptiv
e re
pres
enta
tions
requ
ired
to c
reat
e (a
coh
eren
t, op
timal
) En
terp
rise
and
requ
ired
to se
rve
as a
bas
elin
e fo
r cha
ngin
g th
e En
terp
rise
once
it is
cre
ated
. The
tota
l set
of r
elev
ant
desc
riptiv
e re
pres
enta
tions
wou
ld n
eces
saril
y ha
ve to
in
clud
e al
l the
inte
rsec
tions
bet
wee
n th
e
A
bstra
ctio
ns:
A
. In
vent
ory
Mod
els (
Bill
s of M
ater
ial)
B
. Pr
oces
s Mod
els (
Func
tiona
l Spe
cs)
C
. G
eogr
aphi
c M
odel
s (D
raw
ings
)
D.
Wor
k Fl
ow M
odel
s (O
pera
ting
Inst
ruct
ions
)
E. C
yclic
al M
odel
s (T
imin
g D
iagr
ams)
F.
Obj
ectiv
e M
odel
s (D
esig
n O
bjec
tives
)
and
the
Pers
pect
ives
:
1. S
cope
Bou
ndar
ies (
Scop
ing
Bou
ndar
ies)
2.
Bus
ines
s Mod
els (
Req
uire
men
t Con
cept
s)
3. S
yste
m M
odel
s (D
esig
n Lo
gic)
4.
Tec
hnol
ogy
Mod
els (
Plan
Phy
sics
)
5. T
oolin
g C
onfig
urat
ions
(Par
t Con
figur
atio
ns)
res
ultin
g in
the
6
. Th
e En
terp
rise
Impl
emen
tatio
n (P
rodu
ct In
stan
ce)
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
12
"Ent
erpr
ise
Arc
hite
ctur
e"Th
e to
tal s
et w
ould
nec
essa
rily
have
to in
clud
e A
bstra
ctio
ns:
WH
AT
In
vent
ory
Mod
els e
qual
Bill
s of M
ater
ials
(En
tity
Mod
els
a
nd D
ata
Mod
els A
RE
Bill
s of M
ater
ial)
HO
W
Pro
cess
Mod
els e
qual
Fun
ctio
nal S
pecs
(T
rans
form
atio
n M
odel
s)
W
HE
RE
N
etw
ork
Mod
els
equa
l Dra
win
gs
(
Geo
grap
hic
Mod
els)
(
Geo
met
ry)
(D
istri
butio
n M
odel
s)
W
HO
O
rgan
izat
ion
Mod
els e
qual
Ope
ratin
g In
stru
ctio
ns
(W
ork
Flow
Mod
els)
(P
rese
ntat
ion
Arc
hite
ctur
e)
W
HE
N
Tim
ing
Mod
els e
qual
Tim
ing
Dia
gram
s
(
Con
trol S
truct
ures
)
(Cyc
lical
Mod
els)
(D
ynam
ics M
odel
s)
WH
Y
Mot
ivat
ion
Mod
els e
qual
Des
ign
Obj
ectiv
es©
2007
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
ENGINEERS
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGY
COMPONENT
OPERATIONS
WHAT HOW WHERE
EXECUTIVELEADERS
WHYWHENWHOINTERROGATIVEPERSPECTIVE
AUDIENCEPERSPECTIVES
TARGETCONTRIBUTORS
TARGETDOMAINS
ARCHITECTS
TECHNICIANS
WORKERS
STRATEGISTS
Inve
ntor
y M
odel
s eq
ual B
ills
of M
ater
ial
Inve
ntor
y M
odel
s eq
ual B
ills
of M
ater
ial
INVENTORY PROCESS NETWORK ORGANIZATION TIMING MOTIVATION
Proc
ess
Mod
els
equa
l Fun
ctio
nal S
pecs
Proc
ess
Mod
els
equa
l Fun
ctio
nal S
pecs
Net
wor
k M
odel
s eq
uals
Dra
win
gsN
etw
ork
Mod
els
equa
ls D
raw
ings
Org
aniz
atio
n M
odel
s eq
ual O
pera
ting
Inst
ruct
ions
Org
aniz
atio
n M
odel
s eq
ual O
pera
ting
Inst
ruct
ions
Tim
ing
Mod
els
equa
l Tim
ing
Dia
gram
sTi
min
g M
odel
s eq
ual T
imin
g D
iagr
ams
Mot
ivat
ion
Mod
els
equa
l Des
ign
Obj
ectiv
es M
otiv
atio
n M
odel
s eq
ual D
esig
n O
bjec
tives
Abstractions
© 1990-2007 John A. Zachman, Zachman International
13
"Ent
erpr
ise
Arc
hite
ctur
e"Th
e to
tal s
et w
ould
nec
essa
rily
have
to in
clud
e Pe
rspe
ctiv
es:
ST
RA
TE
GIS
TS
S
cope
Bou
ndar
ies e
qual
Sco
pe B
ound
arie
s
("C
ON
OPS
" or
C
once
pts P
acka
ge)
EX
EC
UT
IVE
LE
AD
ER
S
Bus
ines
s Mod
els e
qual
Req
uire
men
t Con
cept
s
(C
once
pts M
odel
s)
(
Cus
tom
er's
Usa
ge)
("
Com
puta
tion
Inde
pend
ent"
)
AR
CH
ITE
CT
S
Sys
tem
Mod
els e
qual
Des
ign
Log
ic
(L
ogic
Mod
els)
(E
ngin
eerin
g D
escr
iptio
ns)
(
"Pla
tform
Inde
pend
ent"
)
EN
GIN
EE
RS
Te
chno
logy
Mod
els e
qual
Pla
n Ph
ysic
s
(P
hysi
cs M
odel
s)
(
Mfg
. Eng
. Des
crip
tions
)
("Pl
atfo
rm S
peci
fic")
TE
CH
NIC
IAN
S
T
oolin
g C
onfig
urat
ions
equ
al P
art C
onfig
urat
ions
(V
endo
r Pro
duct
Spe
cific
)
(M
achi
ne T
ool S
peci
fic)
W
OR
KE
RS
E
nter
pris
e Im
plem
enta
tion
equa
ls P
rodu
ct In
stan
ce
(O
pera
tions
Inst
ance
s)©
2007
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
ENGINEERS
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGY
COMPONENT
OPERATIONS
WHAT
EXECUTIVELEADERS
TECHNICIANS
WORKERS
INTERROGATIVEPERSPECTIVE
AUDIENCEPERSPECTIVES
TARGETCONTRIBUTORS
TARGETDOMAINS
ARCHITECTS
STRATEGISTS
INVENTORY PROCESS NETWORK ORGANIZATION TIMING MOTIVATION
Enterprise Implementation equals Product InstancesEnterprise Implementation equals Product Instances
Business Models equal Requirement Concepts Business Models equal Requirement Concepts
Scope Boundaries equals Scope BoundariesScope Boundaries equals Scope Boundaries
Tooling Configurations equal Part ConfigurationsTooling Configurations equal Part Configurations
Systems Models equal Design Logic Systems Models equal Design Logic
Technology Models equal Plan PhysicsTechnology Models equal Plan Physics
PerspectivesHOW WHERE WHYWHENWHO
© 1990-2007 John A. Zachman, Zachman International
14
WHAT HOW WHERE
EXECUTIVELEADERS
ARCHITECTS
ENGINEERS
TECHNICIANS
WORKERS
WHYWHENWHO
STRATEGISTS
TARGET DOMAINS
TARGETCONTRIBUTORS
AUDIENCEPERSPECTIVES
INTERROGATIVEPERSPECTIVES
ZACHMAN FRAMEWORK FOR ENTERPRISES
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGIES
COMPONENTS
OPERATIONS
TIMING IDENTIFICATION LIST
TIMING TYPES
NETWORK IDENTIFICATION LIST
MOTIVATION IDENTIFICATION LIST
ORGANIZATION IDENTIFICATION LIST
NETWORK TYPES ORGANIZATION TYPES MOTIVATION TYPES
TIMING REPRESENTATION
SYSTEM CYCLESYSTEM MOMENT
TIMING SPECIFICATION
TIMING CONFIGURATION
TECHNOLOGY CYCLETECHNOLOGY MOMENT
COMPONENT CYCLECOMPONENT MOMENT
TIMING INSTANTIATION
OPERATIONS CYCLEOPERATIONS MOMENT
BUSINESS CYCLEBUSINESS MOMENT
TIMING DEFINITION
BUSINESS ENDBUSINESS ROLEBUSINESS LOCATIONBUSINESS WORKBUSINESS CONNECTION BUSINESS MEANS
SYSTEM ENDSYSTEM ROLESYSTEM LOCATIONSYSTEMS WORKSYSTEM CONNECTION SYSTEM MEANS
TECHNOLOGY ENDTECHNOLOGY ROLETECHNOLOGY LOCATIONTECHNOLOGY WORKTECHNOLOGY CONNECTION TECHNOLOGY MEANS
COMPONENT ENDCOMPONENT ROLECOMPONENT LOCATIONCOMPONENT WORKCOMPONENT CONNECTION COMPONENT MEANS
OPERATIONS ENDOPERATIONS ROLEOPERATIONS LOCATIONOPERATIONS WORKOPERATIONS CONNECTION OPERATIONS MEANS
ORGANIZATION DEFINITIONNETWORK DEFINITION MOTIVATION DEFINITION
ORGANIZATIONREPRESENTATION
NETWORK REPRESENTATION MOTIVATION REPRESENTATION
ORGANIZATION SPECIFICATION
NETWORK SPECIFICATION MOTIVATION SPECIFICATION
ORGANIZATIONCONFIGURATION
NETWORK CONFIGURATION MOTIVATION CONFIGURATION
ORGANIZATION INSTANTIATIONNETWORK INSTANTIATION MOTIVATION INSTANTIATION
e.g.. e.g..e.g..
e.g.. e.g.. e.g..e.g..
e.g.. e.g..e.g..
e.g.. e.g.. e.g..e.g..
e.g.. e.g..e.g..
e.g.. e.g.. e.g..e.g..
INVENTORY PROCESS NETWORK ORGANIZATION TIMING MOTIVATION
PROCESS IDENTIFICATION LIST
BUSINESS TRANSFORMBUSINESS ENTITYBUSINESS INPUTBUSINESS RELATIONSHIP
SYSTEM TRANSFORMSYSTEM ENTITYSYSTEM INPUT SYSTEM RELATIONSHIP
TECHNOLOGY ENTITYTECHNOLOGY RELATIONSHIP
COMPONENT TRANSFORMCOMPONENT ENTITYCOMPONENT INPUTCOMPONENT RELATIONSHIP
OPERATIONS TRANSFORMOPERATIONS ENTITYOPERATIONS INPUTOPERATIONS RELATIONSHIP
PROCESS DEFINITIONINVENTORY DEFINITION
PROCESS REPRESENTATIONINVENTORY REPRESENTATION
PROCESS SPECIFICATIONINVENTORY SPECIFICATION
PROCESS CONFIGURATIONINVENTORY CONFIGURATION
PROCESS INSTANTIATIONINVENTORY INSTANTIATION
INVENTORY IDENTIFICATION LIST
TECHNOLOGY TRANSFORMTECHNOLOGY INPUT
INVENTORY TYPES PROCESS TYPES
2 TM
T H E E N T E R P R I S E
ENTERPRISE ARCHITECTURE
Go
to w
ww
.Zac
hman
Inte
rnat
iona
l.com
,re
gist
er fo
r the
Zac
hman
Fra
mew
ork
Stan
dard
s, pr
int o
ut a
free
col
or c
opy
of
th
e Za
chm
an F
ram
ewor
k g
raph
ic.
© 1990-2007 John A. Zachman, Zachman International
Arc
hite
ctur
e Is
Arc
hite
ctur
eI l
earn
ed a
bout
arc
hite
ctur
e fo
r Ent
erpr
ises
by
look
ing
atar
chite
ctur
e fo
r:
A
irpla
nes,
Bui
ldin
gs, L
ocom
otiv
es, C
ompu
ters
,
...
Com
plex
Indu
stria
l Pro
duct
s
It is
all
the
sam
e ...
B
ills o
f Mat
eria
l, Fu
nctio
nal S
pecs
, Dra
win
gs, .
.. et
c.
Req
uire
men
ts, S
chem
atic
s, B
luep
rints
, ...
etc.
ENTE
RPR
ISES
hav
e:
B
ills o
f Mat
eria
l, Fu
nctio
nal S
pecs
, Dra
win
gs, .
.. et
c.EN
TER
PRIS
ES h
ave:
R
equi
rem
ents
, Sch
emat
ics,
Blu
eprin
ts, .
.. et
c.
The
Engi
neer
ing
Des
ign
Arti
fact
s (th
e de
scrip
tive
repr
esen
tatio
ns o
f any
thin
g) fa
ll in
to a
two
dim
ensi
onal
cl
assi
ficat
ion
syst
em:
A
. The
focu
s of t
he d
escr
iptio
n (A
bstra
ctio
n)
(
Wha
t, H
ow, W
here
, Who
, Whe
n, W
hy)
B
. Th
e us
age
of th
e de
scrip
tion
(Per
spec
tive)
(O
wne
r, D
esig
ner,
Bui
lder
)©
2007
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
15
Arc
hite
ctur
e Is
Arc
hite
ctur
e
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
I sim
ply
put E
nter
pris
e na
mes
on
the
sam
e de
scrip
tive
re
pres
enta
tions
rele
vant
for d
escr
ibin
g an
ythi
ng.
W
hy w
ould
any
one
thin
k th
at th
e de
scri
ptio
ns o
f an
Ent
erpr
ise
are
goi
ng to
be
any
diff
eren
t fr
om th
e de
scri
ptio
ns o
f any
thin
g el
se
h
uman
ity h
as e
ver
desc
ribe
d?
AR
CH
ITE
CT
UR
E
IS
AR
CH
ITE
CT
UR
E
IS
AR
CH
ITE
CT
UR
E
I don
't th
ink
Ente
rpris
e A
rchi
tect
ure
is a
rbitr
ary
...
and
it is
not
neg
otia
ble.
My
opin
ion
is, w
e ou
ght t
o ac
cept
the
defin
ition
s of
Arc
hite
ctur
e th
at th
e ol
der d
isci
plin
es o
f Arc
hite
ctur
e an
d C
onst
ruct
ion,
Eng
inee
ring
and
Man
ufac
turin
g ha
vees
tabl
ishe
d an
d fo
cus o
ur e
nerg
y on
lear
ning
how
to u
se
them
to a
ctua
lly e
ngin
eer E
nter
pris
es.
Ont
olog
y
© 20
08 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
The
Zach
man
Fra
mew
ork
sche
ma
tech
nica
lly is
an
onto
logy
- a
theo
ry o
f the
exi
sten
ce o
f a st
ruct
ured
set
of e
ssen
tial c
ompo
nent
s of a
n ob
ject
for w
hich
exp
licit
expr
essi
on is
nec
essa
ry (i
s man
dato
ry?)
for d
esig
ning
, op
erat
ing
and
chan
ging
the
obje
ct (t
he o
bjec
t bei
ng a
n En
terp
rise,
a d
epar
tmen
t, a
valu
e ch
ain,
a "
sliv
er,"
a
solu
tion,
a p
roje
ct, a
n ai
rpla
ne, a
bui
ldin
g, a
bat
htub
or
wha
teve
r or w
hate
ver)
.
The
Zach
man
Fra
mew
ork
is N
OT
a m
etho
dolo
gy fo
r cr
eatin
g th
e im
plem
enta
tion
(an
inst
antia
tion)
of t
he o
bjec
t (i.
e. th
e Fr
amew
ork
is a
n on
tolo
gy, n
ot a
met
hodo
logy
).
A F
ram
ewor
k is
a S
TRU
CTU
RE.
(A S
truct
ure
DEF
INES
som
ethi
ng.)
A
n O
ntol
ogy
is a
theo
ry o
f exi
sten
ce -
wha
t IS
An
Ont
olog
y IS
a S
truct
ure.
A
Met
hodo
logy
is a
PR
OC
ESS.
(A
Pro
cess
TR
AN
SFO
RM
S so
met
hing
.)
A S
truct
ure
IS N
OT
A P
roce
ss
A P
roce
ss IS
NO
T a
Stru
ctur
e.
16
Proc
ess
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Add
Ble
ach
to a
n A
lkal
i and
it
is tr
ansf
orm
ed in
to S
altw
ater
.
A P
roce
ss T
RA
NS
FOR
MS
som
ethi
ng.
This
is a
Pro
cess
:S
tand
ard
per
iod
ic t
able
Gro
up
?1
2 3
4 5
6
7
8
9 10
1112
131
41
5 16
1718
? P
erio
d
1 1 H
2 He
2 3 Li
4 Be
5 B
6 C
7 N
8 O
9 F
10 N
e
3 11
N
a 12 M
g
13 Al
14 Si
15 P
16 S
17 Cl
18 Ar
4 19
K
20 C
a21 S
c2
2 Ti
23 V
24 Cr
25 Mn
26 Fe
27 Co
28 Ni
29 Cu
30 Zn
31 Ga
32
Ge
33
As
34 Se
35 Br
36 Kr
5 37
R
b 38 S
r39 Y
40 Zr
41 Nb
42 Mo
43 Tc
44 Ru
45 Rh
46 Pd
47 Ag
48 Cd
49 In5
0S
n5
1S
b52 T
e53 I
54 Xe
6 55
C
s 56 B
a*
72 Hf
73 Ta
74 W75 R
e76 O
s77 Ir
78 P
t 79 A
u80 H
g81 T
l8
2P
b8
3 Bi
84 Po
85 At
86 Rn
7 87
Fr
88 R
a**
104
Rf
105
Db
106
Sg
107
Bh
108
Hs
109
Mt
110
Ds
111
Rg
112
Uub
113 Uut
114
Uuq
115
Uu
p11
6U
uh11
7U
us
118
Uuo
* L
anth
anid
es
57
La
58 Ce
59 Pr
60 Nd
61 Pm
62 Sm
63 Eu
64 Gd
65 Tb
66 Dy
67
Ho
68 Er
69 Tm
70 Yb
71 Lu
** A
ctin
ide
s8
9A
c90 T
h91 P
a92 U
93 N
p94 P
u95 Am
96 Cm
97 Bk
98 Cf
99
Es
100
Fm
101
Md
102
No
103
Lr
Ont
olog
y
This
is a
Stru
ctur
e, a
n on
tolo
gica
l stru
ctur
e ...
a fi
xed,
stru
ctur
ed se
t of e
lem
enta
l com
pone
nts t
hat e
xist
of
whi
ch a
ny a
nd e
very
com
poun
d m
ust b
e co
mpo
sed.
The
Per
iodi
c Ta
ble
prov
ides
pre
cise
DEF
INIT
ION
.©
2009
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
A S
truct
ure
DE
FIN
ES
som
ethi
ng.
This
is a
Stru
ctur
e:
17
HC
l +
NaO
H -
-> N
aCl
+ H
2O
Thes
e ar
e e
lem
ents
The
se a
reco
mpo
unds
Hyd
roch
loric
Acid
Sod
ium
Hyd
roxi
deW
ater
Sod
ium
Chl
orid
e
(sal
t)
Hyd
roge
n C
hlor
ine
Sod
ium
Oxy
gen
H
ydro
gen
Sodi
um C
hlor
ine
2 H
ydro
gens
Oxy
gen
(Ele
men
ts c
ome
from
the
Ont
olog
y - f
inite
)
(Com
poun
ds a
re v
irtua
lly in
finite
)
Che
mis
try
- A S
cien
ce
A P
roce
ss b
ased
on
an O
NTO
LOG
ICA
L st
ruct
ure
will
be
repe
atab
le a
nd p
redi
ctab
le -
A S
CIE
NC
E.
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
This
is a
PR
OC
ESS:
A P
roce
ss T
RA
NS
FOR
MS
som
ethi
ng.
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
A P
roce
ss w
ith n
o on
tolo
gica
l stru
ctur
e is
ad
hoc,
fixe
dan
d de
pend
ent o
n pr
actit
ione
r ski
lls.
This
is N
OT
a sc
ienc
e. I
t is A
LC
HE
MY
, a "
prac
tice"
.
Proc
ess
Add
Ble
ach
to a
n A
lkal
i and
it
is tr
ansf
orm
ed in
to S
altw
ater
.
A P
roce
ss T
RA
NS
FOR
MS
som
ethi
ng.
This
is a
Pro
cess
:
18
Sta
ndar
d p
erio
dic
tabl
e G
rou
p ?
1 2
3
4 5
6
7
8
9 10
1112
131
4 1
516
17
18
? P
erio
d
1 1 H
2 He
2 3 Li
4 Be
5 B
6 C
7 N
8 O
9 F
10 N
e
3 11
N
a 12
M
g
13 Al
14 Si
15 P
16 S
17 Cl
18 Ar
4 19
K
20
C
a 21
S
c 2
2 Ti
23
V
24
Cr
25
Mn
26 Fe
27 Co
28 Ni
29 Cu
30 Zn
31 Ga
32
Ge
33
As
34 Se
35 Br
36 Kr
5 37
R
b 38
S
r 39
Y
4
0 Zr
41
Nb
42
M
o 43
T
c 44 R
u45 R
h46 P
d47 A
g48 C
d49 In
5
0S
n5
1S
b52 T
e 53 I
54 Xe
6 55
C
s 56
B
a
* 7
2 Hf
73
Ta
74
W
75
Re
76 Os
77 Ir
78 Pt
79 Au
80 Hg
81 Tl
82
Pb
83 Bi
84 Po
85 At
86 Rn
7 87
Fr
88
R
a **
10
4 R
f 10
5 D
b 10
6
Sg
107
B
h 10
8H
s10
9M
t11
0D
s11
1R
g11
2U
ub1
13 Uut
114
Uuq
115
Uu
p11
6U
uh11
7U
us
118
Uuo
* L
anth
anid
es
57
La
58
Ce
59
P
r 60
N
d 61 Pm
62 Sm
63 Eu
64 Gd
65 Tb
66 Dy
67
Ho
68 Er
69 Tm
70 Yb
71 Lu
** A
ctin
ide
s8
9 A
c 90
T
h 91
P
a 92
U
93 N
p94 P
u95 Am
96 Cm
97 Bk
98 Cf
99
Es
100
Fm
101
Md
102
No
103
Lr
HC
l +
NaO
H --
> N
aCl
+ H
2O
Hyd
roch
loric
Aci
d S
odiu
mH
ydro
xide
Wat
er S
odiu
mC
hlor
ide
(s
alt)
Hyd
roge
n C
hlor
ine
Sod
ium
Oxy
gen
H
ydro
gen
Sod
ium
Chl
orin
e2
Hyd
roge
ns O
xyge
n
An
Ont
olog
y
A P
roce
ss
IS N
OT
and
a Pr
oces
s IS
NO
T a
n O
ntol
ogy.
Ont
olog
y vs
Pro
cess
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
A re
ason
able
met
apho
r for
the
Fram
ewor
k is
the
Perio
dic
Tabl
e. T
he P
erio
dic
Tabl
e is
an
onto
logy
... a
sc
hem
a ...
a n
orm
aliz
ed sc
hem
a ...
one
ele
men
t goe
s in
one
and
only
one
cel
l. T
he P
erio
dic
Tabl
e do
esn'
t do
anyt
hing
. It
refle
cts n
atur
e. T
he P
erio
dic
Tabl
e (a
n on
tolo
gy) i
s use
d by
Che
mis
ts (p
ract
ition
ers)
to d
efin
e a
Proc
ess (
a m
etho
dolo
gy) f
or p
rodu
cing
com
poun
ds
(res
ults
, im
plem
enta
tions
, com
posi
tes)
. If
an
alch
emis
t us
es th
e Pe
riodi
c Ta
ble
to d
efin
e th
e pr
oces
s, th
e pr
oces
s ca
n be
dyn
amic
ally
def
ined
(or r
edef
ined
) and
will
be
repe
atab
le a
nd p
rodu
ce p
redi
ctab
le re
sults
... a
nd th
e al
chem
ist w
ill b
ecom
e a
Che
mis
t. O
n th
e ot
her h
and,
if
the
alch
emis
t ign
ores
the
Perio
dic
Tabl
e, th
ey c
an d
efin
e a
proc
ess (
a m
etho
dolo
gy) t
hat w
ill p
rodu
ce re
sults
, po
int-i
n-tim
e so
lutio
ns, b
ased
on
thei
r ow
n sk
ills a
nd
expe
rienc
e (h
ueris
tics)
. Th
e pr
oces
s (m
etho
dolo
gy) w
ill
be fi
xed
(not
cha
ngea
ble)
and
the
alch
emis
t will
fore
ver
rem
ain
an a
lche
mis
t.
Prac
titio
ners
(met
hodo
logi
sts)
are
con
stra
ined
by
tim
e an
d re
sults
.Th
eore
ticia
ns (s
cien
tists
) are
con
stra
ined
by
natu
ral l
aws a
nd in
tegr
ity.
The
Perio
dic
Tabl
e M
etap
hor
2008
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
19
Bef
ore
Men
dele
ev fi
gure
d ou
t the
Per
iodi
c ta
ble,
A
lche
mis
ts (p
ract
ition
ers)
cou
ld c
reat
e co
mpo
unds
ba
sed
on th
eir e
xper
ienc
e ...
wha
teve
r wor
ked.
Afte
r M
ende
leev
figu
red
out t
he P
erio
dic
Tabl
e, C
hem
istry
be
cam
e a
scie
nce.
Cre
atin
g co
mpo
unds
bec
ame
pred
icta
ble
and
repe
atab
le b
ased
on
the
natu
ral l
aws
(Phy
sics
) exp
ress
ed in
the
Perio
dic
Tabl
e. W
ithin
50
year
s, th
e C
hem
ists
and
Phy
sici
sts (
prac
titio
ners
) wer
e sp
littin
g at
oms.
If I
am ri
ght t
hat A
rchi
tect
ure
is A
rchi
tect
ure
is
Arc
hite
ctur
e, a
nd if
my
wor
k un
ders
tand
ing
the
unde
rlyin
g pr
imiti
ves (
elem
ents
) of A
rchi
tect
ure
corr
ectly
refle
cts t
he n
atur
al la
ws o
f cla
ssifi
catio
n an
d ha
s int
egrit
y, m
aybe
my
Fram
ewor
k w
ill fo
rm th
e ba
sis f
or m
akin
g En
terp
rise
Arc
hite
ctur
e a
scie
nce
...
and
may
be in
50
year
s, th
e m
etho
dolo
gist
s (p
ract
ition
ers)
will
be
able
to e
ngin
eer E
nter
pris
es to
be
ass
embl
ed to
ord
er fr
om re
usab
le "
prim
itive
" co
mpo
nent
s dyn
amic
ally
. I d
on't
know
. I h
ope
so.
We'l
l pro
babl
y kn
ow in
50
year
s. 2007
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
The
Perio
dic
Tabl
e M
etap
hor
Stan
dard
per
iodi
c ta
ble
Gro
up ?
1 2
34
5 6
7 8
9 10
1112
1314
1516
1718
? P
erio
d
1 1 H
2 He
2 3 Li
4 Be
5 B
6 C
7 N
8 O
9 F 10 N
e
3 11 N
a12 M
g
13 Al14 Si
15 P
16 S 17 C
l18 A
r
4 19 K
20 Ca
21 Sc22 Ti
23 V
24 Cr
25 Mn
26 Fe27 C
o28 N
i29 C
u30 Zn
31 Ga
32 Ge
33 As34 S
e35 Br
36 Kr
5 37 R
b38 S
r39 Y
40 Zr41 N
b42 M
o43 Tc
44 Ru
45 Rh
46 Pd
47 Ag
48 Cd
49 In50 Sn
51 Sb52 Te
53 I 54 X
e
6 55 C
s56 Ba
* 72 H
f73 Ta
74 W75 R
e76 O
s77 Ir
78 Pt79 A
u80 H
g81 Tl
82 Pb83 Bi
84 P
o85 At
86 Rn
7 87 Fr
88 Ra
** 10
4R
f10
5D
b10
6Sg
107
Bh10
8H
s10
9M
t11
0D
s11
1R
g11
2U
ub11
3U
ut11
4U
uq11
5U
up11
6U
uh11
7U
us11
8U
uo
* La
ntha
nide
s57 La
58 Ce
59 Pr60 N
d61 Pm
62 Sm63 E
u64 G
d65 Tb
66 Dy
67 Ho
68 Er
69 Tm70 Y
b71 Lu
** A
ctin
ides
89 Ac90 Th
91 Pa92 U
93 N
p94 P
u95 Am
96 Cm
97 Bk
98 Cf
99 Es
100
Fm10
1M
d10
2N
o10
3Lr
Certification Certification
Certified Chemist
HCl + NaOH --> NaCl + H2OCertified Salt Manufacturer
3Cu(OH)2 + 2H3PO4 --> 6H2O + Cu2(PO4)2
Certified Copper Phosphate Manufacturer
LiOH + H2SO4 --> Li2SO4 + 2H2O
Certified Lithium Sulfate Manufacturer
Etc., etc., etc.
3Ca(OH)2 + 2H3PO4 --> Ca3(PO4)2 + 6H2O
Certified Calcium Phosphate Manufacturer
Chemistry Chemical Manufacturing
The Science The Practice
Note: The question is, was the Practice scientifically defined?
© 1990-2009 John A. Zachman, Zachman International
20
ArchitectureCertification
Zachman Certified Enterprise Architect
TOGAFCertified Architecture Requirements Architect
DODAFCertified Application Development Architect
Etc., etc., etc.
MODAFCertified British Application Development Architect
BSPCertified Architecture Planning Architect
ENTARCOCertified Information Engineering (Derivative) Architect
Methodology Certification
The Science The Practice
Note: The question is, was the Practice scientifically defined?
© 1990-2009 John A. Zachman, Zachman International
Ont
olog
y vs
Met
hodo
logy
The
Fram
ewor
k do
es n
ot im
ply
anyt
hing
abo
ut:
a.
whe
ther
you
do
Arc
hite
ctur
e or
whe
ther
you
sim
ply
bui
ld sy
stem
s (th
at is
, whe
ther
you
bui
ld P
rimiti
ve
Mod
els,
the
sing
le v
aria
ble
inte
rsec
tions
bet
wee
n th
e
A
bstra
ctio
ns a
nd th
e Pe
rspe
ctiv
es o
r whe
ther
you
bui
ld
mul
ti-va
riabl
e, c
ompo
site
mod
els m
ade
up o
f
c
ompo
nent
s of s
ever
al P
rimiti
ve M
odel
s)
b.
how
you
do
Arc
hite
ctur
e (to
p-do
wn,
bot
tom
-up,
left
to
righ
t, rig
ht to
left,
whe
re t
o st
art,
etc.
, etc
.) c
. th
e lo
ng te
rm/s
hort
term
trad
e-of
f rel
ativ
e to
inst
antia
ting
the
expr
essi
on o
f the
com
pone
nts o
f the
obj
ect (
i.e. w
hat
is fo
rmal
ized
in th
e sh
ort t
erm
for i
mpl
emen
tatio
n
pur
pose
s ver
sus w
hat i
s eng
inee
red
for l
ong
term
reus
e).
d.
how
muc
h fle
xibi
lity
you
wan
t for
pro
duci
ng c
ompo
site
m
odel
s (En
terp
rise
impl
emen
tatio
ns) f
rom
you
r
E
nter
pris
e A
rchi
tect
ure
(prim
itive
mod
els)
, tha
t is,
how
c
onst
rain
ed (l
ittle
flex
ibili
ty) o
r unc
onst
rain
ed (m
uch
flex
ibili
ty) y
ou m
ake
the
horiz
onta
l, in
tegr
ativ
e
rela
tions
hips
bet
wee
n th
e C
ell c
ompo
nent
s acr
oss t
he
Row
s and
the
verti
cal,
trans
form
atio
nal r
elat
ions
hips
of
the
Cel
l com
pone
nts d
own
the
Col
umns
. (T
hese
are
sign
ifica
nt, i
dent
ifiab
le m
etho
dolo
gica
l cho
ices
...
not
pres
crip
tions
of t
he F
ram
ewor
k.)
©
2008
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
21
The
Fram
ewor
k Is
a S
chem
aTh
e Fm
wrk
is a
two-
dim
ensi
onal
cla
ssifi
catio
n sy
stem
fo
r EN
TER
PRIS
E de
scrip
tive
repr
esen
tatio
ns N
OT
I/S.
The
clas
sific
atio
n sc
hem
e fo
r eac
h ax
is g
rew
up
quite
in
depe
nden
tly fr
om th
e Fr
amew
ork
appl
icat
ion.
The
clas
sific
atio
n fo
r eac
h ax
is is
:
a.
Com
preh
ensi
ve
b.
Non
-red
unda
nt
Ther
efor
e, e
ach
cell
of th
e Fr
amew
ork
is:
a. U
niqu
e
b.
"Pr
imiti
ve"
(one
sing
le A
bstra
ctio
n
b
y on
e si
ngle
Per
spec
tive)
an
d th
e to
tal s
et o
f cel
ls is
com
plet
e.
Th
e Fr
amew
ork
logi
c is
uni
vers
al, i
ndep
ende
nt o
f its
ap
plic
atio
n - t
otal
ly n
eutra
l rel
ativ
e to
met
hods
/tool
s.
The
Fra
mew
ork
is a
"no
rmal
ized
" sc
hem
a ...
..
. NO
T a
mat
rix.
Tha
t's w
hat m
akes
it a
goo
d an
alyt
ical
tool
.
© 20
01-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
I hav
e pr
ovid
ed E
nter
pris
e A
rchi
tect
ure
reso
urce
s to
help
yo
u w
ith y
our E
nter
pris
e A
rchi
tect
ure
ende
avor
s inc
ludi
ng:
a. Z
achm
an E
nter
pris
e Fr
amew
ork
Stan
dard
s (de
taile
d
con
tent
s for
the
Ente
rpris
e Fr
amew
ork
Cel
ls).
b. P
rinta
ble
A4
vers
ion
(8 1
/2 X
11)
of t
he n
ew
E
nter
pris
e Fr
amew
ork
grap
hic.
c. S
ever
al to
pica
l arti
cles
I ha
ve w
ritte
n in
clud
ing,
"W
hy
F
ram
ewor
k St
anda
rds"
, "W
hat i
s Ent
erpr
ise
A
rchi
tect
ure"
, "M
y D
efin
ition
of t
he Z
achm
an
F
ram
ewor
k", e
tc.
d.
Cal
enda
r for
my
publ
ic a
ppea
ranc
es a
nd se
min
ars.
e. I
nfor
mat
ion
abou
t my
elec
troni
c bo
ok, "
The
Zach
man
Fra
mew
ork:
A P
rimer
for E
nter
pris
e En
gine
erin
g an
d
Man
ufac
turin
g".
f. A
bio
grap
hy fo
r Joh
n A
. Zac
hman
g. L
inks
to o
ther
Zac
hman
Inte
rnat
iona
l act
iviti
es.
h.
Zac
hman
Cer
tific
atio
n Pr
ogra
m
e
tc.,
etc.
The
only
web
site
con
tain
ing
Zach
man
-rel
ated
mat
eria
l tha
t
is c
reat
ed b
y or
spec
ifica
lly a
ppro
ved
by m
e is
:
Zac
hman
Inte
rnat
iona
l.com
© 20
08 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Zach
man
Inte
rnat
iona
l.com
22
Ente
rpris
e K
now
ledg
ebas
e
Ent
erpr
ise
Arc
hite
ctur
e
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
The
Fram
ewor
k is
a "
sche
ma.
"
It is
the
clas
sific
atio
n of
all
the
desc
riptiv
e re
pres
enta
tions
that
are
rele
vant
for d
escr
ibin
g a
com
plex
obj
ect .
..
... l
ike
an E
nter
pris
e.
It is
"no
rmal
ized
" ...
one
fact
in o
ne p
lace
(not
one
wor
din
one
Cel
l, "o
ne fa
ct in
one
pla
ce")
.
If a
ll th
e de
scrip
tive
repr
esen
tatio
ns w
ere
mad
e ex
plic
it an
d w
ere
stor
ed in
a d
atab
ase,
it w
ould
con
stitu
te th
e to
tal
know
ledg
ebas
e of
all
the
"mod
els"
of t
he E
nter
pris
e th
atw
ere
rele
vant
for d
escr
ibin
g (a
nd m
anag
ing)
the
Ente
rpris
e.
If y
ou w
ant t
o st
ore
som
ethi
ng in
a d
atab
ase,
you
hav
e to
have
a m
odel
of w
hate
ver i
t is t
hat y
ou w
ant t
o st
ore
in th
e da
taba
se.
If y
ou w
ant t
o st
ore
a m
odel
in a
dat
abas
e, y
ou
wou
ld h
ave
to h
ave
a m
odel
of t
he m
odel
... o
r, a
"met
amod
el".
If y
ou w
ant t
o st
ore
the
tota
l kno
wle
dgeb
ase
for t
he E
nter
pris
e yo
u w
ould
hav
e to
hav
e a
mod
el o
f all
the
mod
els o
f the
Fra
mew
ork
sche
ma.
Ente
rpris
e Fr
amew
ork
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
23
Ass
umin
g th
e m
ost r
obus
t, un
cons
train
ed m
etam
odel
of a
llof
the
Ente
rpris
e Fr
amew
ork
Cel
ls ..
. tha
t wou
ld c
onst
itute
the
basi
s for
bui
ldin
g a
data
base
for s
torin
g al
l of t
he E
nter
-pr
ise
mod
els .
.. th
at is
, all
of th
e de
scrip
tive
repr
esen
tatio
nsof
the
Ente
rpris
e ...
all
of th
e Fr
amew
ork
Cel
ls m
ade
expl
icit,
Ent
erpr
ise-
wid
e, h
oriz
onta
lly a
nd v
ertic
ally
inte
grat
ed a
t exc
ruci
atin
g le
vel o
f det
ail .
.. th
at is
, a d
ata-
base
for t
he to
tal k
now
ledg
ebas
e of
the
Ente
rpris
e ...
... fr
om w
hich
you
cou
ld c
reat
e vi
rtual
ly A
NY
com
posi
te
impl
emen
tatio
n th
at w
as re
quire
d by
"as
sem
blin
g it
to
orde
r" fr
om th
e m
odel
s sto
red
in th
e m
odel
dat
abas
e ...
... th
at m
etam
odel
wou
ld h
ave
to b
e m
ade
up o
f the
tota
l se
t of m
eta-
entit
ies f
or th
e 36
Cel
ls p
lus (
assu
min
g th
e m
ost r
obus
t met
amod
el) i
nter
sect
ion
entit
ies r
esol
ving
the
man
y-to
-man
y re
latio
nshi
ps b
etw
een
any
one
entit
y in
any
on
e C
ell a
nd a
ll of
the
othe
r ent
ities
in it
s Row
plu
s the
en
titie
s in
the
Cel
l abo
ve it
and
the
Cel
l bel
ow it
...
... p
lus t
race
abili
ty fr
om R
ow 6
to e
ach
Row
abo
ve in
eac
hco
lum
n ...
...
or, 6
03 E
ntiti
es.
Fram
ewor
k M
etam
odel
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
36
Cel
l Met
a En
titie
s
6
6
Hor
izon
tal I
nter
sect
ion
Entit
ies
R
ow 1
6 En
titie
s I
nter
sect
ion
Entit
ies
1
5
Row
2
12
Entit
ies
Int
erse
ctio
n En
titie
s
66
R
ow 3
1
2 En
titie
s I
nter
sect
ion
Entit
ies
6
6
Row
4
12
Entit
ies
Int
erse
ctio
n En
titie
s
66
R
ow 5
1
2 En
titie
s I
nter
sect
ion
Entit
ies
6
6
Row
6
12
Entit
ies
Int
erse
ctio
n En
titie
s
66
Ver
tical
Inte
rsec
tion
Entit
ies
R
ow 1
to 2
, 1 to
6
In
ters
ectio
n En
titie
s
24
R
ow 2
to 3
, 2 to
6
In
ters
ectio
n En
titie
s
48
R
ow 3
to 4
, 3 to
6
In
ters
ectio
n En
titie
s
48
R
ow 4
to 5
, 4 to
6
In
ters
ectio
n En
titie
s
48
R
ow 5
to 6
Inte
rsec
tion
Entit
ies
2
4
T
otal
Ent
ities
603
to st
ore
the
tota
l PR
IMIT
IVE
know
ledg
ebas
e of
the
Ente
rpris
e fr
om w
hich
you
cou
ld c
reat
e a
virtu
ally
in
finite
set o
f im
plem
enta
tion
com
posi
tes.
Fram
ewor
k M
eta
Mod
el
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
24
Com
plex
ity a
nd C
hang
e
Com
plex
ity
S
impl
ify ..
. Cla
ssifi
catio
n U
nive
rsal
com
mun
icat
ion
clas
sific
atio
n:
Wha
t, H
ow, W
here
, Who
, Whe
n, W
hy
(C
olum
ns o
f the
Fra
mew
ork)
Rat
e of
Cha
nge
A.
Sepa
rate
the
Can
dida
te B
ound
arie
s (R
ow 1
)
fr
om th
e B
usin
ess C
once
pts (
Row
2)
from
the
Syst
em L
ogic
(Row
3)
from
the
Tech
nolo
gy P
hysi
cs (R
ow 4
)
fr
om th
e C
ompo
nent
Ele
men
ts (R
ow 5
)
fr
om th
e En
terp
rise
Ope
ratio
ns (R
ow 6
)
.
.. ki
nd o
f lik
e "l
ayer
s".
(
Row
s of t
he F
ram
ewor
k)
B.
Expl
icit
mod
els -
bas
elin
e fo
r man
agin
g ch
ange
C
. M
ass C
usto
miz
atio
n (S
ee E
ngin
eerin
g D
esig
n
O
bjec
tives
)©
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
The
Fram
ewor
k an
d th
e En
terp
rise
Th
e En
terp
rise
reas
ons f
or th
e C
olum
ns:
Col
umn
1 ha
s to
do w
ith in
vent
ory
man
agem
ent,
i.e. W
HA
T In
vent
orie
s the
Ent
erpr
ise
care
s eno
ugh
abou
t to
man
age,
the
coun
tabl
e th
ings
ove
r whi
ch th
ey m
aint
ain
inve
ntor
y co
ntro
l.
Col
umn
2 ha
s to
do w
ith y
ield
on
trans
form
atio
ns, i
.e. H
OW
th
e En
terp
rise
func
tions
in tr
ansf
orm
ing
(pro
cess
ing)
raw
m
ater
ials
and
ene
rgy
into
fini
shed
goo
ds a
nd se
rvic
es.
Col
umn
3 ha
s to
do w
ith d
istri
butio
n m
anag
emen
t, i.e
. W
HER
E th
e En
terp
rise
oper
ates
, the
loca
tions
from
and
to
whi
ch v
ario
us th
ings
are
stor
ed a
nd tr
ansp
orte
d, th
e N
etw
orks
of
the
Ente
rpris
e.
Col
umn
4 ha
s to
do w
ith p
erfo
rman
ce m
anag
emen
t, i.e
. WH
O,
the
Org
aniz
atio
ns o
f the
Ent
erpr
ise,
the
Rol
es to
who
m v
ario
us
wor
k pr
oduc
t res
pons
ibili
ties a
re a
lloca
ted.
Col
umn
5 ha
s to
do w
ith re
spon
se ti
mes
, i.e
. WH
EN th
ings
ha
ppen
, the
Tim
ing
Cyc
les o
f the
Ent
erpr
ise.
Col
umn
6 ha
s to
do w
ith p
lans
and
con
trols
, i.e
. WH
Y, t
he
Mot
ivat
ion,
the
inte
nt, t
he E
nds,
obje
ctiv
es o
f the
Ent
erpr
ise.
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
25
T
he E
nter
pris
e re
ason
s for
the
Row
s:
Row
1 h
as to
do
with
setti
ng E
nter
pris
e bo
unda
ries,
the
Stra
tegi
st's
List
s tha
t ide
ntify
wha
t is i
nclu
ded
in (o
r exc
lude
d fr
om) t
he E
nter
pris
e.
Row
2 h
as to
do
with
def
inin
g B
usin
ess S
eman
tics,
the
mea
ning
of t
he E
xecu
tive
Lead
er's
Bus
ines
s Con
cept
s (
i.e.
Bus
ines
s Pol
icie
s.)
Row
3 h
as to
do
with
inst
itutio
naliz
ing
the
Bus
ines
s
Polic
ies (
syst
emat
izat
ion)
, the
Ent
erpr
ise
Arc
hite
ct's
sche
mat
ic m
odel
s the
repr
esen
t the
Ent
erpr
ise
Syst
em L
ogic
.
Row
4 h
as to
do
with
impl
emen
tatio
ns, t
he E
ngin
eer's
bl
uepr
int m
odel
s tha
t spe
cify
(man
ual a
nd/o
r aut
omat
ed)
tech
nolo
gy c
onst
rain
ts.
Row
5 h
as to
do
with
spec
ific
inst
ruct
ions
, the
Impl
emen
ter's
lis
tings
that
con
figur
e En
terp
rise
Com
pone
nt in
stru
ctio
ns fo
r pe
ople
and
/or m
achi
nes.
Row
6 h
as to
do
with
Ent
erpr
ise
oper
atio
ns, t
he W
orke
r's
inst
ance
s tha
t con
stitu
te E
nter
pris
e O
pera
tions
real
ity.
The
Fram
ewor
k an
d th
e En
terp
rise
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Ent
erpr
ise
Arc
hite
ctur
e
Prim
itive
sVe
rsus
Com
posi
tes
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
26
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Primitive Models
A "Primitive" Model is one that is comprised of elements from a single Framework Cell ... one single "abstraction" from one single "perspective."
Primitive Models
© 1990-2007 John A. Zachman, Zachman International
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Primitive Models
A "Primitive" Model is one that is comprised of elements from a single Framework Cell ... one single "abstraction" from one single "perspective."
Primitive Models
"Primitive" does NOT mean granular.It means the components all are the same things.e.g. The Periodic Table: What makesan element an element is not how bigthe molecules are or how many of themthere are. They all al the same element.
© 1990-2007 John A. Zachman, Zachman International
27
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Composite Models
Strategists
T H E E N T E R P R I S E
Composite Models
PlannerA "Composite" Model is one that is comprised of elements from more thanone Framework Cell ... multiple "abstractions" or multiple "perspectives."
© 1990-2007 John A. Zachman, Zachman International
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Primitives vs Composites
You need Primitive Models for Architecture
You need Composite Models for Implementation (For architected implementations, composite models must be created from primitive models and diagonal composites from horizontally and vertically integrated primitives. )
© 1990-2007 John A. Zachman, Zachman International
28
This
is w
hat y
ou n
eed
for i
mpl
emen
tatio
n ...
fo
r bui
ldin
g a
syst
em ..
a "c
ompo
site
" ...
for "
man
ufac
turin
g".
2009
Joh
n A
. Zac
hman
, Zac
hman
Inte
rnat
iona
lc
e.g
Impl
emen
tatio
n C
ompo
site
Col
umn
1, R
ow 4
Col
umn
1, R
ow 2
Col
umn
5, R
ow 3
Col
umn
2, R
ow 3
Col
umn
3, R
ow 4
("D
enor
mal
ized
")
Col
umn
4, R
ow 3
2009
Joh
n A
. Zac
hman
, Zac
hman
Inte
rnat
iona
lc
Prim
itive
Com
posi
tion
29
Wha
t wou
ld th
is lo
ok li
ke if
it w
as E
nter
pris
e-w
ide?
How
wou
ld y
ou a
ssur
e it
was
com
plet
e?
How
wou
ld y
ou d
isco
ver r
ecur
ring
conc
epts
?
H
ow w
ould
you
alig
n it
verti
cally
? (
Ente
rpris
e Sc
ope
with
Bus
ines
s Con
cept
s with
Sys
tem
Logi
c w
ith T
echn
olog
y Ph
ysic
s with
Too
ling
C
onfig
urat
ion
with
Ent
erpr
ise
Inst
ance
s?)
How
wou
ld y
ou a
lign
it ho
rizon
tally
(
Entit
ies w
ith T
rans
form
atio
ns w
ith L
ocat
ions
with
O
rgan
izat
ions
with
Cyc
les w
ith M
otiv
atio
n?)
Is it
a g
ood
Ente
rpris
e de
sign
for I
nven
tory
Man
agem
ent?
Fo
r yie
ld o
n Tr
ansf
orm
atio
ns?
For
Dis
tribu
tion?
For
Pe
rfor
man
ce?
For
Tim
ing?
For
Ent
erpr
ise
Plan
ning
?
Wha
t wou
ld it
look
like
if y
ou a
dded
the
othe
r 26
varia
bles
?
Arc
hite
ctur
e ??
?
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Did
the
Bus
ines
s Ent
ities
com
e fr
om a
n
Ent
erpr
ise-
wid
e, n
orm
aliz
ed In
vent
ory
mod
el?
Did
the
Dat
abas
es c
ome
from
an
E
nter
pris
e-w
ide,
nor
mal
ized
Dat
a D
esig
n?
Did
the
Org
aniz
atio
nal R
oles
com
e fr
om a
n
E
nter
pris
e-w
ide,
nor
mal
ized
Wor
k A
lloca
tion
mod
el?
Did
the
Tim
ing
stru
ctur
es c
ome
from
an
E
nter
pris
e-w
ide,
nor
mal
ized
Tim
ing
Mod
el?
Whe
re a
re th
e ot
her 2
6 no
rmal
ized
prim
itive
s?
If it
is n
ot c
reat
ed fr
om c
ompo
nent
s of E
nter
pris
e-w
ide,
no
rmal
ized
Prim
itive
s, ho
w c
ould
you
exp
ect i
t to
cont
ribut
e to
an
En
terp
rise-
wid
e,
in
tegr
ated
, alig
ned,
reus
able
, fle
xibl
e, le
an a
nd m
ean
E
nter
pris
e? © 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Arc
hite
ctur
e ??
? (c
ont)
30
xya
logi
c
xya
proc
ess
logi
c
xyb
proc
ess
logi
c
xyc
proc
ess
logi
c
xyg
proc
ess
logi
c
xye
proc
ess
logi
c
xyd
proc
ess
This
is w
hat y
ou n
eed
for a
rchi
tect
ure
...
for d
esig
ning
an E
nter
pris
e ...
a "p
rimiti
ve" .
.. fo
r "en
gine
erin
g".
logi
c
proc
ess
logi
c
proc
ess
logi
c
proc
ess
logi
c
proc
ess
logi
c
proc
ess
logi
c
proc
ess
The
pict
ure
is in
tend
ed
to il
lust
rate
the
kind
s of
com
pone
nts t
hat m
ight
be
exp
ecte
d in
a P
roce
ss
prim
itive
. Th
e pi
ctur
e is
N
OT
INTE
ND
ED to
ill
ustra
te a
goo
d or
a
com
plet
e m
odel
.
e.g
Pro
cess
Prim
itive
© 20
09 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
logi
c
proc
ess
logi
c
xyh
proc
ess
Arc
hite
ctur
e vs
Impl
emen
tatio
n
If y
ou a
re n
ot b
uild
ing
"prim
itive
mod
els,"
you
are
not
doin
g A
rchi
tect
ure,
you
are
doi
ng im
plem
enta
tion.
Com
posi
te m
odel
s are
impl
emen
tatio
ns.
Prim
itive
mod
els a
re A
rchi
tect
ure.
Com
posi
te m
odel
s sho
uld
be c
reat
ed fr
om e
xist
ing
prim
itive
mod
els.
If c
ompo
site
mod
els a
re b
eing
cre
ated
and
no
prim
itive
m
odel
s exi
st, t
hen
the
com
posi
te m
odel
is li
kely
bei
ng
defin
ed re
lativ
e to
a sp
ecifi
c im
plem
enta
tion
(one
co
mpo
nent
of o
ne C
ell),
not
rela
tive
to th
e En
terp
rise
. You
ar
e op
timiz
ing
the
impl
emen
tatio
n an
d SU
B-
OPT
IMIZ
ING
the
ENTE
RPR
ISE.
It i
s a p
oint
-in- t
ime
solu
tion.
It i
s goo
d on
ly a
s lon
g as
not
hing
cha
nges
. Th
e lik
elih
ood
of it
bei
ng re
usab
le is
low
to z
ero.
It i
s mor
e "l
egac
y."
T
he "
Silv
er B
ulle
t"B
uild
ing
impl
emen
tatio
ns (c
ompo
site
mod
els)
and
SA
YIN
G y
ou a
re d
oing
Ent
erpr
ise
Arc
hite
ctur
e (p
rimiti
ve
mod
els)
is th
e w
orst
pos
sibl
e ar
chite
ctur
e st
rate
gy.
© 20
00-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
31
Why
Prim
itive
s?
For E
NG
INEE
RIN
G:
E
nter
pris
e-w
ide
engi
neer
ing
R
emov
ing
any
recu
rrin
g co
ncep
ts fr
om e
ach/
all C
ells
("
Nor
mal
izat
ion"
)
Com
plet
ion
assu
ranc
e
Ver
tical
Alig
nmen
t
Hor
izon
tal A
lignm
ent
D
esig
n qu
ality
- m
eets
Cel
l des
ign
obje
ctiv
es
Cha
nge
- bas
elin
e fo
r man
agin
g ch
ange
a
nd
Ent
erpr
ise
Engi
neer
ing
Des
ign
Obj
ectiv
es(i.
e. E
NTE
RPR
ISE:
flex
ibili
ty, i
nteg
ratio
n, re
usab
ility
, in
tero
pera
bilit
y, a
lignm
ent,
redu
ced
time-
to-m
arke
t, et
c.)
Reg
ardi
ng M
AN
UFA
CTU
RIN
G:
Fo
r AR
CH
ITEC
TED
Impl
emen
tatio
ns,
C
ompo
site
s sho
uld
be a
ssem
bled
from
com
pone
nts o
f Prim
itive
Mod
els.
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Primitives vs Composites
Short Term Strategy: Start Manufacturing. Worry about engineering later (legacy)
Long Term Strategy: Start Engineering. Minimize scrap and rework (architecture)
Note: if you fabricate the Primitives and keep them in inventory, you can change the IS/IT strategy to "assemble to order" that is, assemble the Enterprise to order (mass customization)
Building Primitive Models: The objective is ENGINEERING (Enterprise Architecture)
Building Composite Models: The objective is MANUFACTURING (Implementation)
© 1990-2007 John A. Zachman, Zachman International
32
Inve
ntor
y
Network
Motivation
Timing
Org
aniz
atio
n
Process
Im
plem
enta
tion
C
ompo
site
s
Arc
hite
ctur
e vs
Impl
emen
tatio
n
Arc
hite
ctur
al
Prim
itive
s
The
Ent
erpr
ise
(Tot
al a
ggre
gate
se
t of c
ompo
site
s)©
2000
-200
6 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
From
a fi
xed
set o
f 36
Arc
hite
ctur
al P
rimiti
ves,
you
coul
d cr
eate
a v
irtua
lly in
finite
set o
f Im
plem
enta
tion
Com
posi
tes.
Arc
hite
ctur
e W
ork
Ent
erpr
ise
Arc
hite
ctur
e
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
33
The
Arc
hite
ctur
e W
ork
alte
rnat
ives
are
pro
foun
dly
sign
ifica
nt, b
ecau
se if
, in
your
Ent
erpr
ise
Arc
hite
ctur
e (i.
e. "
appl
icat
ion
deve
lopm
ent"
) met
hodo
logy
, yo
u ar
e no
t goi
ng to
take
the
time
and
spen
d th
e m
oney
to b
uild
al
l the
mod
els a
nd p
opul
ate
all o
f the
pos
sibl
e in
ters
ectio
ns th
at c
onst
itute
the
tota
l kno
wle
dgeb
ase
of
the
Ente
rpris
e, y
ou h
ave
to u
nder
stan
d th
e ph
ysic
s im
plic
atio
ns, t
hat i
s, th
e ris
ks o
f NO
T bu
ildin
g al
l the
m
odel
s and
not
pop
ulat
ing
all o
f the
inte
rsec
tions
.
Four
pos
sibi
litie
s exi
st
thre
e of
whi
ch c
onst
itute
com
prom
ises
,
c
an b
e se
en in
the
Fram
ewor
k gr
aphi
c its
elf.
Arc
hite
ctur
e C
ompr
omis
es
2006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
c
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Three Possibilities for Compromise
Build the model (No Compromise)
Don't Build the model
Build a "sliver" of the model
Build a high level of detail model
© 1990-2007 John A. Zachman, Zachman International
34
Technology
Explicit .... or, ImplicitWhat How Where Who When Why
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Explicit
Explicit
System
You are allowing anybody and everybody tomake whatever assumptions they want to makeabout every Cell that has not been made explicit. Erroneous Assumptions = Defects
© 1990-2007 John A. Zachman, Zachman International
What How Where Who When Why
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Less Than Enterprise-Wide ScopeLess Than Enterprise-Wide Scope
Re: Any Cell
© 1990-2007 John A. Zachman, Zachman International
35
What How Where Who When Why
Technology
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations WorkersT H E E N T E R P R I S E
Less Than Excruciating Level of Detail
System
Re: Any Cell
© 1990-2007 John A. Zachman, Zachman International
Out
of C
onte
xt
B
uild
er
D
esig
ner
Ow
ner
Sco
pe
In
crea
sing
Leve
l of D
etai
l
Leve
l of d
etai
l is a
func
tion
of a
Cel
l, N
OT
a C
olum
n.
Excr
ucia
ting
Leve
l of D
etai
l
© 20
00-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
36
Excr
ucia
ting
leve
l of d
etai
l is n
ot m
erel
y a
tech
nica
l, pr
ogra
mm
er's
resp
onsi
bilit
y. A
t Row
5, b
ecau
se o
f the
natu
re o
f the
wor
k, th
e m
odel
has
to b
e in
telli
gibl
e to
am
achi
ne a
nd th
eref
ore,
by
defin
ition
will
hav
e to
be
atex
cruc
iatin
g le
vel o
f det
ail.
How
ever
, EV
ERY
Cel
l has
a hi
gh le
vel o
f det
ail,
med
ium
leve
l of d
etai
l, ex
cruc
iat-
ing
leve
l of d
etai
l. If
the
Row
1 a
nd 2
mod
els,
for
exam
ple,
are
to b
e us
ed fo
r som
ethi
ng b
eyon
d pl
an-
ning
, sco
ping
, bou
ndin
g, se
gmen
ting,
etc
., th
ey w
ill
have
to b
e de
fined
at e
xcru
ciat
ing
leve
ls o
f det
ail.
O
ther
wis
e, th
e R
ow 3
, 4 a
nd/o
r wor
st o
f all
poss
ible
ca
ses,
Row
5 p
eopl
e w
ill, b
y de
finiti
on, h
ave
to m
ake
assu
mpt
ions
abo
ut w
hat b
usin
ess t
he E
nter
pris
e is
in
and
how
it c
once
ptua
lly o
pera
tes,
and
thos
e as
sum
ptio
nsth
en b
ecom
e th
e re
ality
of t
he F
unct
ioni
ng E
nter
pris
e.
Excr
ucia
ting
Leve
l of D
etai
l
© 20
00-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
1. I
f the
Ent
erpr
ise
exis
ts, A
LL o
f the
des
crip
tive
r
epre
sent
atio
ns (m
odel
s) e
xist
... b
y de
finiti
on.
I
f the
y ar
e no
t exp
licit,
they
are
impl
icit
(that
is,
y
ou a
re m
akin
g as
sum
ptio
ns a
bout
them
.)
2. H
igh
leve
l des
crip
tions
(mod
els)
are
goo
d fo
r
pla
nnin
g, sc
opin
g, b
ound
ing,
segm
entin
g.
(
Hig
h le
vel d
escr
iptio
ns m
ake
assu
mpt
ions
a
bout
the
excr
ucia
ting
leve
l of d
etai
l)
3. N
arro
w-in
-sco
pe d
escr
iptio
ns a
re q
uick
.
(
Nar
row
in sc
ope
desc
riptio
ns re
sult
in "
stov
e
pip
es."
) Bas
ic P
hysi
cs
© 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
37
1. T
he g
over
nanc
e sy
stem
shou
ld d
efin
e, fo
r the
nex
t
pla
nnin
g pe
riod,
whi
ch C
ells
or s
liver
s of C
ells
you
in
tend
to m
ake
expl
icit.
Any
Cel
l (or
por
tion
of C
ell)
y
ou d
o no
t mak
e ex
plic
it is
whe
re th
ere
is ri
sk o
f
defe
cts o
r dis
cont
inui
ty, e
ntro
py (d
isor
der,
ener
gy n
ot
a
vaila
ble
for w
ork)
.
2. H
igh
leve
l des
crip
tions
(mod
els)
are
goo
d fo
r
pla
nnin
g, sc
opin
g, b
ound
ing,
segm
entin
g. If
you
do
n
ot d
efin
e th
e ex
cruc
iatin
g le
vel o
f det
ail,
do y
ou
t
hink
it g
oes a
way
?!!
No.
You
are
just
mak
ing
a
ssum
ptio
ns a
bout
it ..
. i.e
. pot
entia
l def
ects
.
3. Y
ou c
an c
ompr
omis
e En
terp
rise-
wid
e in
tegr
ity o
f
som
e C
olum
ns o
f mod
els i
n th
e in
tere
st o
f red
ucin
g
the
time
it ta
kes f
or im
plem
enta
tion
with
impu
nity
...
it
is o
nly
inef
ficie
nt, n
ot o
ptim
al.
How
ever
,
com
prom
isin
g En
terp
rise-
wid
e in
tegr
ity in
oth
er
Col
umns
may
dire
ctly
, neg
ativ
ely
impa
ct
m
anag
emen
t's p
erfo
rman
ce.
Impl
icat
ions
of C
ompr
omis
e
© 20
00-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
Two
Mor
e C
ompr
omis
es
© 20
00-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
4. Y
ou c
an c
onst
rain
or o
mit
horiz
onta
l int
erse
ctio
ns in
the
met
amod
el to
redu
ce th
e am
ount
of w
ork
p
opul
atin
g th
e En
terp
rise
mod
els a
t the
exp
ense
of
f
lexi
bilit
y pl
us a
ny h
oriz
onta
l int
erse
ctio
n yo
u do
not
pop
ulat
e is
sim
ply
one
impl
emen
tatio
n co
mpo
site
alte
rnat
ive
you
will
not
be
able
to su
ppor
t.
5. Y
ou c
an c
onst
rain
or o
mit
verti
cal i
nter
sect
ions
in th
e
met
amod
el to
redu
ce th
e am
ount
of w
ork
at th
e
exp
ense
of f
lexi
bilit
y an
d tra
ceab
ility
, tha
t is,
at th
e
exp
ense
of "
alig
nmen
t" o
f the
impl
emen
tatio
ns w
ith
t
he in
tent
of
the
Ente
rpris
e.
38
Afte
r som
ethi
ng is
impl
emen
ted,
you
can
not c
hang
e its
stru
ctur
al c
hara
cter
istic
s and
you
can
not c
reat
e so
met
hing
out
of n
othi
ng.
Do
not l
ose
sigh
t of t
he fa
ct th
at th
e en
d ob
ject
is to
prod
uce
a co
here
nt, i
nteg
rate
d EN
TER
PRIS
E, n
otsi
mpl
y to
bui
ld a
nd ru
n sy
stem
s. If
you
are
sim
ply
build
ing
and
runn
ing
syst
ems y
ou a
re, b
y de
finiti
on,
DIS
-inte
grat
ing,
SU
B-o
ptim
izin
g, D
IS-o
rder
ing,
D
E-no
rmal
izin
g th
e En
terp
rise.
Obs
erva
tions
© 20
00-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
What How Where Who When Why
End State Vision
Technology
System
Components
Scope
Business
Tech-nicians
Architects
ExecutiveLeaders
Engineers
Strategists
Inventory Process Network Organization Timing Motivation
Operations Workers
Some day You are going to wish you had all these models made explicit, Enterprise-wide,horizontally and vertically integrated, at excruciating level of detail !!
T H E E N T E R P R I S E
1990-2007 John A. Zachman, Zachman Internationalc
39
The
Futu
re
A.
Bui
ld P
rimiti
ve M
odel
s
B.
Stor
e Pr
imiti
ve M
odel
s
C.
Man
age
(Enf
orce
) Prim
itive
Mod
els
D.
Cha
nge
Prim
itive
Mod
els
E. A
ssem
ble
Com
posi
te M
odel
s
(Th
e EN
TER
PRIS
E)
from
Prim
itive
Mod
els
It i
s not
ade
quat
e m
erel
y to
pro
duce
runn
ing
code
.
(Th
at w
as a
n In
dust
rial A
ge id
ea.)
T
he lo
ng te
rm E
nter
pris
e va
lue
l
ies i
n En
terp
rise
"Eng
inee
ring,
"
i.e
. in
the
MO
DEL
S TH
EMSE
LVES
!
The
"Kno
wle
dgeb
ase"
of t
he E
nter
pris
e
(Thi
s is a
n In
form
atio
n A
ge id
ea!)
© 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
WHAT HOW WHERE
EXECUTIVELEADERS
ARCHITECTS
ENGINEERS
TECHNICIANS
WORKERS
WHYWHENWHO
STRATEGISTS
TARGET DOMAINS
TARGETCONTRIBUTORS
AUDIENCEPERSPECTIVES
INTERROGATIVEPERSPECTIVES
SCOPE
BUSINESS
SYSTEM
TECH- NOLOGY
COMPONENTS
OPERATIONS
TIMING IDENTIFICATION
TIMING TYPES
NETWORK IDENTIFICATION MOTIVATION IDENTIFICATIONORGANIZATION IDENTIFICATION
NETWORK TYPES ORGANIZATION TYPES MOTIVATION TYPES
TIMING REPRESENTATION
SYSTEM CYCLESYSTEM MOMENT
TIMING SPECIFICATION
TIMING CONFIGURATION
TECHNOLOGY CYCLETECHNOLOGY MOMENT
COMPONENT CYCLECOMPONENT MOMENT
TIMING INSTANTIATION
OPERATIONS CYCLEOPERATIONS MOMENT
BUSINESS CYCLEBUSINESS MOMENT
TIMING DEFINITION
BUSINESS ENDBUSINESS ROLEBUSINESS LOCATIONBUSINESS WORKBUSINESS CONNECTION BUSINESS MEANS
SYSTEM ENDSYSTEM ROLESYSTEM LOCATIONSYSTEMS WORKSYSTEM CONNECTION SYSTEM MEANS
TECHNOLOGY ENDTECHNOLOGY ROLETECHNOLOGY LOCATIONTECHNOLOGY WORKTECHNOLOGY CONNECTION TECHNOLOGY MEANS
COMPONENT ENDCOMPONENT ROLECOMPONENT LOCATIONCOMPONENT WORKCOMPONENT CONNECTION COMPONENT MEANS
OPERATIONS ENDOPERATIONS ROLEOPERATIONS LOCATIONOPERATIONS WORKOPERATIONS CONNECTION OPERATIONS MEANS
ORGANIZATION DEFINITIONNETWORK DEFINITION MOTIVATION DEFINITION
ORGANIZATIONREPRESENTATION
NETWORK REPRESENTATION MOTIVATION REPRESENTATION
ORGANIZATION SPECIFICATION
NETWORK SPECIFICATION MOTIVATION SPECIFICATION
ORGANIZATIONCONFIGURATION
NETWORK CONFIGURATION MOTIVATION CONFIGURATION
ORGANIZATION INSTANTIATIONNETWORK INSTANTIATION MOTIVATION INSTANTIATION
e.g.. e.g..e.g..
e.g.. e.g.. e.g..e.g..
e.g.. e.g..e.g..
e.g.. e.g.. e.g..e.g..
e.g.. e.g..e.g..
e.g.. e.g.. e.g..e.g..
INVENTORY PROCESS NETWORK ORGANIZATION TIMING MOTIVATION
PROCESS IDENTIFICATION
BUSINESS TRANSFORMBUSINESS ENTITYBUSINESS INPUTBUSINESS RELATIONSHIP
SYSTEM TRANSFORMSYSTEM ENTITYSYSTEM INPUT SYSTEM RELATIONSHIP
TECHNOLOGY ENTITYTECHNOLOGY RELATIONSHIP
COMPONENT TRANSFORMCOMPONENT ENTITYCOMPONENT INPUTCOMPONENT RELATIONSHIP
OPERATIONS TRANSFORMOPERATIONS INPUTOPERATIONS RELATIONSHIP
PROCESS DEFINITIONINVENTORY DEFINITION
PROCESS REPRESENTATIONINVENTORY REPRESENTATION
PROCESS SPECIFICATIONINVENTORY SPECIFICATION
PROCESS CONFIGURATIONINVENTORY CONFIGURATION
PROCESS INSTANTIATIONINVENTORY INSTANTIATION
INVENTORY IDENTIFICATION
TECHNOLOGY TRANSFORMTECHNOLOGY INPUT
INVENTORY TYPES PROCESS TYPES
e.g. DATA
e.g. Data Definition
e.g. Physical Data Model
e.g. Logical Data Model
e.g. Semantic Model
List of Things Importantto the Business List of Processes theBusiness Performs
e.g. Application Architecture
e.g. System Design
e.g. Program
e.g. Business Process Model
List of Locations in which the Business Operates
e.g. Business Logistics System
e.g. Distributed System
e.g. Technology Architecture
e.g. Network Architecture
Architecture
e.g. Rule Specification
e.g. Rule Design
e.g., Business Rule Model
List of Events/Cycles Significant to the Business
e.g. Processing Structure
e.g. Control Structure
e.g. Timing Definition
e.g. Master Schedule
List of Organizations
e.g. Work Flow Model
e.g. Human Interface
e.g. Presentation Architecture
e.g. Security Architecture
Important to the Business
Architecture
e.g. Business Plan
TM
AN IMPLEMENTATION STRATEGY FOR ALIGNMENT, INTEGRATION AND FLEXIBILITYITERATIVE AND INCREMENTAL - SUPPLEMENTED FOR ENTERPRISE INTEGRATION
Denotes "Integration" (Composite)
Denotes "Transformation"
© 1990-2007 John A. Zachman, Zachman International
40
Lest
You
For
get -
Som
e W
isdo
m1.
I n
ever
sugg
este
d th
at y
ou h
ad to
mak
e al
l the
cel
ls e
xplic
it
all
at o
nce.
(I
t onl
y ta
kes t
ime
and
cost
s mon
ey!)
2. H
owev
er, r
emem
ber t
hat a
ll th
e ce
lls a
re a
lway
s pre
sent
and
the
ones
that
are
not
exp
licit
are
impl
icit
... a
nd I
thin
k
you
do
need
to b
e co
nver
ting
som
ethi
ng fr
om im
plic
it to
e
xplic
it at
all
times
.3.
Bef
ore
you
mak
e an
y ce
ll ex
plic
it, y
ou p
roba
bly
ough
t to
k
now
why
you
're d
oing
it a
nd w
here
you
're g
oing
to p
ut it
.4.
You
can
lim
it yo
ur c
onve
rsio
n fr
om im
plic
it to
exp
licit
to
h
oriz
onta
l or v
ertic
al "
sliv
ers"
of c
ells
, but
rem
embe
r to
c
onsi
der t
he im
plic
atio
ns o
f th
ose
choi
ces.
5. If
you
cha
nge
the
cont
ent o
f any
one
cel
l, it
may
aff
ect t
he
cel
l abo
ve, t
he c
ell b
elow
, and
pos
sibl
y ot
her c
ells
in th
e
sam
e ro
w.
6. I
f you
mak
e th
e ef
fort
to m
ake
a ce
ll ex
plic
it, y
ou p
roba
bly
o
ught
to k
eep
the
cell
desc
riptio
n as
you
r bas
elin
e fo
r
man
agin
g ch
ange
... b
ecau
se it
is g
oing
to c
hang
e.7.
Rem
embe
r ...
the
end
obje
ct o
f Arc
hite
ctur
e is
not
mer
ely
to
impr
ove
the
qual
ity a
nd p
rodu
ctiv
ity o
f bui
ldin
g sy
stem
s,
but
to se
rve
as a
bas
elin
e fo
r man
agin
g En
terp
rise
chan
ge.
8. It
is n
ot a
dequ
ate
to si
mpl
y bu
ild m
odel
s ...
if th
e pe
ople
w
ho a
re d
oing
act
ual w
ork
are
not a
ctua
lly u
sing
the
m
odel
s, th
en a
ll yo
u ha
ve is
a b
unch
of n
ice
mod
els!
!©
1990
-200
9 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Bui
ld M
odel
s
1. S
omeb
ody
has t
o ha
ve th
e sk
ills,
met
hods
, too
ls a
nd
cha
rge
to b
uild
mod
els .
.. En
terp
rise
Arc
hite
ctur
e, o
r
Bus
ines
s Pro
cess
Man
agem
ent,
or D
ata
Adm
inis
tra-
tio
n, a
n or
gani
zatio
n ch
arge
d w
ith p
rodu
cing
ass
ets
(
in c
ontra
st w
ith c
onsu
mab
les,
impl
emen
tatio
ns.)
2. B
ecau
se th
ey a
re a
ttem
ptin
g to
bui
ld a
sset
s
(i.e
. "re
-usa
bles
," o
r "st
anda
rds,"
etc
.) th
ey m
ay
have
t
o be
pro
tect
ed o
rgan
izat
iona
lly u
ntil
the
inve
ntor
y
of a
sset
s ach
ieve
s so
me
"crit
ical
mas
s."3.
Ent
erpr
ise
Arc
hite
ctur
e, B
usin
ess P
roce
ss M
gmt
Dat
a A
dmin
istra
tion
or w
hoev
er n
eeds
to b
e
per
ceiv
ed a
s "fa
cilit
ator
s" a
s opp
osed
to
"
inhi
bito
rs,"
eve
n if
it re
quire
s som
e co
mpr
omis
e
to
thei
r "pu
rity.
" T
here
fore
, the
"Se
gmen
tatio
n
Stra
tegy
" is
key
, i.e
. pro
duci
ng sh
ort t
erm
resu
lts
w
hile
pre
serv
ing
the
inte
grity
of t
he w
hole
.4.
Som
e re
sear
ch-s
tyle
inve
stm
ent s
houl
d be
bei
ng
mad
e in
bui
ldin
g pr
imiti
ve m
odel
s fro
m w
hich
com
posi
te m
odel
s are
ass
embl
ed.
© 19
90-2
009
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
41
Stor
e M
odel
s
1. S
ome
atte
ntio
n m
ust b
e fo
cuse
d on
the
data
bas
e
man
agem
ent s
yste
m fo
r mod
els .
.. i.e
. rep
osito
ry.
2. T
he re
posi
tory
is g
oing
to fo
rce
I/S to
get
def
initi
ve
abo
ut th
eir E
nter
pris
e A
rchi
tect
ure
stra
tegy
/rule
s
bec
ause
that
stra
tegy
/rule
set i
s em
bodi
ed in
the
m
etam
odel
just
like
the
Ente
rpris
e' st
rate
gy/ru
le se
t
is e
mbo
died
in th
e En
terp
rise
Sem
antic
Inve
ntor
y
M
odel
.3.
Bec
ause
of t
he m
ultip
le le
vels
of "
met
a" a
nd th
e
com
plex
ity o
f the
repo
sito
ry se
rvic
e ap
plic
atio
ns, i
t
will
like
ly re
quire
soph
istic
ated
, exp
erie
nced
peo
ple
t
o im
plem
ent a
nd m
anag
e it,
and
the
lear
ning
cur
ve
will
pro
babl
y be
som
ewha
t fla
t.4.
My
opin
ion
is, t
he re
posi
tory
can
like
ly b
e ju
stifi
ed
sim
ply
on th
e ba
sis o
f red
uctio
n of
the
cost
of
"
mai
nten
ance
," a
fairl
y si
mpl
e, m
inim
al u
se o
f the
r
epos
itory
serv
ices
, far
shor
t of s
torin
g m
odel
s and
t
ackl
ing
the
"met
a" F
ram
ewor
k is
sue.
© 19
90-2
009
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
Man
age
(Enf
orce
) Mod
els
1. M
odel
s are
use
less
unl
ess t
hey
are
actu
ally
use
d ...
whi
ch w
ill ra
ise
the
cultu
ral i
ssue
s. T
he ru
les f
or
bui
ldin
g sy
stem
s will
hav
e to
be
chan
ged
to in
tegr
ate
m
odel
s and
to e
mpl
oy th
e re
posi
tory
in th
e pr
oces
s.2.
Som
e ca
utio
n w
ill h
ave
to b
e ex
erci
sed
in in
trodu
cing
t
he c
ultu
re c
hang
e. T
he S
ESI M
atur
ity M
odel
as w
ell
a
s the
Sta
ge H
ypot
hesi
s sug
gest
that
ther
e is
a
l
earn
ing
proc
ess t
hat c
anno
t be
igno
red.
Cha
nge
mus
t
be
driv
en b
ut th
ere
is a
pro
gres
sion
, a se
quen
ce th
at
mus
t be
resp
ecte
d.3.
The
repo
sito
ry w
ill a
ct li
ke a
ny d
ata
base
m
anag
emen
t
sys
tem
in e
nfor
cing
the
rule
s ...
it w
on't
allo
w
a
pplic
atio
n de
velo
pmen
t (m
odel
ing)
"tra
nsac
tions
" to
be
exec
uted
unl
ess t
hey
conf
orm
to th
e ru
les.
4. S
omeo
ne, l
ikel
y, D
ata
Adm
inis
tratio
n, a
t lea
st
i
nitia
lly, w
ill h
ave
to m
anag
e th
e m
odel
s, en
surin
g
tha
t the
mod
els a
re c
urre
nt, s
ynch
roni
zed,
secu
re,
a
vaila
ble,
trac
ked,
etc
.
©
1990
-200
9 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
42
Cha
nge
Mod
els
1. T
he w
hole
idea
of a
rchi
tect
ure
is to
acc
omm
odat
e
cha
nge
... e
very
mod
el (c
ell)
is su
bjec
t to
chan
ge,
s
ome
mor
e fr
eque
ntly
than
oth
ers,
and
the
inte
grat
ive
r
elat
ions
hips
bet
wee
n th
e ce
lls (t
he c
ompo
site
s) h
ave
a
muc
h hi
gher
pro
pens
ity fo
r cha
nge.
2. T
he c
hang
e m
anag
emen
t pro
cess
nee
ds to
be
defin
ed
and
impl
emen
ted
... a
nd n
eeds
to a
ccom
mod
ate
c
hang
es in
the
Row
s 2 a
nd 3
Bus
ines
s and
Sys
tem
s
Mod
els,
not o
nly
the
Row
s 4 a
nd 5
Tec
hnol
ogy
Mod
els.
3. B
usin
ess P
roce
ss M
anag
emen
t is o
peni
ng u
p th
e
opp
ortu
nity
to a
cqui
re e
xper
tise
in b
uild
ing
the
Row
2
mod
els,
but t
he P
roce
ss m
odel
is o
nly
ON
E m
odel
o
ut o
f SI
X.
4. A
long
term
stra
tegy
is re
quire
d to
incr
ease
the
leve
l
of c
omfo
rt G
ener
al M
anag
emen
t has
with
thes
e
iss
ues,
not o
nly
the
know
ledg
e as
set m
anag
emen
t
iss
ues o
f arc
hite
ctur
e, th
e lo
ng te
rm/s
hort
term
in
vest
men
t tra
de-o
ffs,
but a
lso
a le
vel o
f com
fort
w
ith u
sing
Row
s 2 a
nd 6
mod
els a
s a b
asis
for
d
esig
ning
, man
agin
g, c
hang
ing,
ope
ratin
g th
e
ent
erpr
ise
itsel
f ...
in o
rder
to c
apita
lize
on th
e
dra
mat
ic o
ppor
tuni
ty it
pre
sent
s to
the
Ente
rpris
e.
© 19
90-2
009
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
Key
Poi
nts
for T
echn
olog
y M
gmt.
A.
The
Ente
rpris
e is
not
goi
ng to
be
able
to d
efin
e w
hat
it w
ants
unt
il th
e po
int i
n tim
e it
wan
ts to
take
de
liver
y,"
and
wha
teve
r you
del
iver
is g
oing
to h
ave
to c
hang
e ...
radi
cally
... a
nd c
ontin
uous
ly.
Mor
e of
the
sam
e is
not
goi
ng to
car
ry th
e da
y.
No
amou
nt o
f tec
hnol
ogy,
in it
self,
is g
oing
to
solv
e th
e pr
oble
m in
clud
ing
clie
nt-s
erve
r, da
ta
war
ehou
se, o
bjec
t-orie
nted
, par
alle
l pro
cess
ors,
neur
al n
ets,
6th
gene
ratio
n w
hate
vers
, or e
tc.,
etc.
It is
an
IT st
rate
gy is
sue
("as
sem
ble-
to-o
rder
") ..
.
yo
u ha
ve re
-eng
inee
r the
I/S
deve
lopm
ent p
roce
ss
to
:
B
uild
Prim
itive
Mod
els,
Stor
e Pr
imiti
ve M
odel
s,
M
anag
e Pr
imiti
ve M
odel
s, an
d
C
hang
e Pr
imiti
ve M
odel
s, an
d th
en
Ass
embl
e Im
plem
enta
tion
Com
posi
tes f
rom
the
Prim
itive
s.So
me
"par
ts"
have
to b
e in
inve
ntor
y (b
efor
e yo
u ge
t th
e or
der)
and
the
"par
ts"
have
to b
e en
gine
ered
such
th
at th
ey c
an b
e as
sem
bled
into
mor
e th
an o
ne
impl
emen
tatio
n.)
© 19
97-2
009
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
43
B.
Bec
ause
the
stra
tegy
has
to d
o w
ith a
sset
s (ca
pita
l
i
nves
tmen
ts) a
s opp
osed
to c
onsu
mab
les (
expe
nses
), it
act
ually
is a
n En
terp
ris e
pro
blem
, not
an
I/T p
robl
em.
H
owev
er, t
he st
ress
leve
ls a
re li
kely
hig
h en
ough
in th
e
Ent
erpr
ise,
Gen
eral
Man
agem
ent w
ill n
ot li
kely
hav
e
the
tim
e no
r inc
linat
ion
to fi
gure
it o
ut o
n th
eir o
wn.
C.
It is
a d
ilem
ma
... y
ou n
eed
asse
ts to
surv
ive
in th
e
long
term
and
con
sum
able
s to
surv
ive
in th
e sh
ort t
erm
...
whi
ch w
ill re
quire
a g
reat
dea
l of v
isio
n, c
reat
ivity
and
bal
ance
to a
ccom
plis
h.
D.
In 2
010
ou m
ay n
ot b
e ab
le to
buy
the
nece
ssar
y
ski
lls.
You
will
like
ly h
ave
to g
row
them
... w
hich
w
ill ta
ke ti
me,
per
seve
ranc
e an
d co
mm
itmen
t.
F.
The
pro
blem
is c
ompl
icat
ed a
nd is
not
goi
ng to
go
a
way
... a
nd, i
f you
duc
k th
e is
sue,
I/T
will
like
ly b
e
per
ceiv
ed a
s an
inhi
bito
r rat
her t
han
a fa
cilit
ator
...
i
n w
hich
cas
e, ir
ratio
nal E
nter
pris
e be
havi
or i
s
ine
vita
ble.
Key
Poi
nts
for T
ech.
Mgm
t. (c
ont.)
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
Her
e's w
hat I
wou
ld d
o:
1. A
lloca
te so
me
% o
f I/S
reso
urce
s for
inve
stin
g in
Arc
hite
ctur
e "a
sset
s" a
nd fi
gure
out
how
to le
vera
ge a
s m
uch
valu
e as
pos
sibl
e fr
om th
e ex
istin
g, le
gacy
en
viro
nmen
t. Th
en, d
evel
op a
mig
ratio
n st
rate
gy to
m
ove
the
depe
nden
ce o
f the
Ent
erpr
ise
off o
f the
le
gacy
and
on
to th
e ar
chite
cted
env
ironm
ent.
2.
Ass
ign
spec
ific
resp
onsi
bilit
y fo
r dev
elop
ing
an
Arc
hite
ctur
e st
rate
gy a
nd a
utho
rity
for i
mpl
emen
ting
it.
3. W
ork
to o
btai
n En
terp
rise
und
erst
andi
ng th
at:
a.
inf
orm
atio
n is
sues
are
ent
erpr
ise-
criti
cal w
ith
im
plic
it tra
de-o
ffs t
hat r
equi
re c
olla
bora
tion
bet
wee
n I/T
and
Gen
eral
Man
agem
ent,
and
b. n
eith
er th
e En
terp
rise
nor i
ts sy
stem
s are
like
ly to
resp
ond
effe
ctiv
ely
to c
hang
e un
til th
ere
is a
b
usin
ess p
roce
ss fo
r eff
ectin
g En
terp
rise
cha
nge.
4. A
ssig
n re
spon
sibi
litie
s and
com
mit
to a
n as
set
dev
elop
men
t pro
ject
that
:
a. p
rodu
ces s
hort
term
resu
lts, a
nd
b. f
orce
s a c
hang
e to
I/T
cultu
re.
Tech
nolo
gy M
gmt.
Act
ion
Plan
© 20
07 Jo
hn A
. Zac
hman
, Zac
hman
Inte
rnat
iona
l
44
Con
clus
ions
Ent
erpr
ise
Arc
hite
ctur
e © 19
90-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
1965
Sys
tem
s Pr
oble
ms
1. D
idn'
t mee
t Req
uire
men
ts.
(not
"al
igne
d")
2. T
he d
ata
was
no
good
:N
ot c
onsi
sten
t fro
m sy
stem
to sy
stem
.N
ot a
ccur
ate.
Not
acc
essi
ble.
Too
late
.3.
Cou
ldn'
t cha
nge
the
syst
em.
(Inf
lexi
ble)
4. C
ould
n't c
hang
e th
e te
chno
logy
. (N
ot a
dapt
able
)5.
Cou
ldn'
t cha
nge
the
busi
ness
. (C
ould
n't c
hang
e th
e
syst
em o
r the
tech
nolo
gy so
cou
ldn'
t cha
nge
busi
ness
.)6.
Litt
le n
ew d
evel
opm
ent (
80%
$ fo
r mai
nten
ance
)7.
Too
k to
o lo
ng.
8. C
ost t
oo m
uch.
9. A
lway
s ove
r bud
get.
10.
Alw
ays m
isse
d sc
hedu
les.
11. D
P bu
dget
out
of c
ontro
l.12
. Too
com
plic
ated
- ca
n't u
nder
stan
d it,
can
't m
anag
e it.
13.
Just
frus
tratin
g.
(A
dapt
ed fr
om D
oug
Eric
kson
)
© 20
04-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
45
2010
Sys
tem
s Pr
oble
ms
1. D
on't
mee
t Req
uire
men
ts.
(not
"al
igne
d")
2. T
he d
ata
is n
o go
od:
Not
con
sist
ent f
rom
syst
em to
syst
em.
Not
acc
urat
e.N
ot a
cces
sibl
e.To
o la
te.
3. C
an't
chan
ge th
e sy
stem
. (I
nfle
xibl
e)4.
Can
't ch
ange
the
tech
nolo
gy. (
Not
ada
ptab
le)
5. C
an't
chan
ge th
e bu
sine
ss.
(Can
't ch
ange
the
sy
stem
or t
he te
chno
logy
so c
an't
chan
ge b
usin
ess.)
6. L
ittle
new
dev
elop
men
t (80
% $
for m
aint
enan
ce)
7. T
akes
too
long
.8.
Cos
ts to
o m
uch.
9. A
lway
s ove
r bud
get.
10.
Alw
ays m
isse
d sc
hedu
les.
11. I
T bu
dget
out
of c
ontro
l.12
. Too
com
plic
ated
- ca
n't u
nder
stan
d it,
can
't m
anag
e it.
13.
Just
frus
tratin
g.
(A
dapt
ed fr
om D
oug
Eric
kson
)
© 20
04-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
It's
Funn
y ...
CO
BO
L di
dn't
fix th
ose
prob
lem
s!M
VS
didn
't fix
thos
e pr
oble
ms!
Virt
ual M
emor
y di
dn't
fix th
ose
prob
lem
s!IM
S, D
B2,
Ora
cle,
Syb
ase,
Acc
ess,
Fortr
an, P
L/1,
AD
A,
C++
, Vis
ual B
asic
, JA
VA 2
, 360
's, 3
90's,
MPP
's, D
EC
VAX
's, H
200'
s, C
rays
, PC
's, M
AC
's, D
istri
bute
d Pr
oces
sing
,
did
n't f
ix th
ose
prob
lem
s!W
ord,
Exc
el, P
ower
poin
t, O
utlo
ok E
xpre
ss, e
MA
IL, D
OS,
W
indo
ws 9
5, 9
8, 2
000,
NT,
ME,
XP,
Uni
x, L
inux
, Obj
ect
Orie
nted
, CO
M, D
CO
M, C
OR
BA
, ED
I, H
TML,
XM
L,
UM
L, th
e In
tern
et, B
2B, B
2C, P
orta
ls, B
row
sers
di
dn't
fix th
ose
prob
lem
s!IE
F, IE
W, A
DW
, ER
WIN
, PO
PKIN
, Rat
iona
l, PT
ECH
,R
ocha
de, P
latin
um, D
esig
n B
ank,
Dat
a W
areh
ouse
, SA
P,
Baa
n, P
eopl
esof
t, O
racl
e Fi
nanc
ials
, BSP
, ISP
, EA
P, E
AI
did
n't f
ix th
ose
prob
lem
s!A
nd, I
dou
bt th
at W
eb S
ervi
ces,
.Net
, Web
sphe
re, E
xtre
me
Prog
ram
min
g, S
ervi
ce O
rient
ed A
rchi
tect
ure
or C
ompo
nent
D
evel
opm
ent (
wha
teve
r tha
t is)
is g
oing
to fi
x th
e pr
oble
ms.
IT M
AK
ES O
NE
WO
ND
ER IF
TH
ERE
AC
TUA
LLY
IS A
TEC
HN
ICA
L SO
LUTI
ON
TO
TH
E PR
OB
LEM
!!!
© 20
04-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
46
Engi
neer
ing
Prob
lem
I'm n
ot sa
ying
that
ther
e is
any
thin
g w
rong
with
any
of
thes
e te
chno
logi
es.
In fa
ct, a
ny o
r all
of th
em m
ay w
ell b
e ve
ry g
ood
...
In fa
ct, y
ou m
ay n
ot b
e ab
le to
solv
e th
e En
terp
rise
prob
lem
with
out e
mpl
oyin
g so
me
of th
ese
tech
nolo
gies
.
How
ever
,Th
e En
terp
rise
prob
lem
is a
n EN
GIN
EER
ING
pro
blem
,
NO
T a
tech
nica
l pro
blem
.
My
perc
eptio
n is
that
it is
goi
ng to
take
act
ual w
ork,
ENG
INEE
RIN
G w
ork,
to so
lve
the
prob
lem
. M
y pl
an
wou
ld b
e to
star
t bui
ldin
g ou
t mod
els,
PRIM
ITIV
E m
odel
s, en
gine
erin
g th
em fo
r alig
nmen
t, in
tegr
atio
n,
flexi
bilit
y, re
duce
d tim
e-to
-mar
ket,
etc.
, etc
., et
c.
Wha
t wou
ld b
e Y
OU
R p
lan
for s
olvi
ng th
e pr
oble
ms?
??
© 20
04-2
006
John
A. Z
achm
an, Z
achm
an In
tern
atio
nal
47
