7/31/2019 EA Talk Slides SHall 28 Mar 2012
1/33
Lunch and Learn Series 2012
Enterprise Architecture
Lunch and Learn Series28 March 2012
Steve Hall, Datacom
7/31/2019 EA Talk Slides SHall 28 Mar 2012
2/33
EA Talk Goals
Keep awake and interested participate
Questions allowed throughout talk
Current state and challenges of EA Idea of EA frameworks
Ideas on Practical EA
Pointers for own future investigation Slides on the WIKI
7/31/2019 EA Talk Slides SHall 28 Mar 2012
3/33
What is an ENTERPRISE
ARCHITECTURE?XXXXXXXXXX Purpose and results unclearlets look at
whats going on before a prescriptive
definition
What can we see?
7/31/2019 EA Talk Slides SHall 28 Mar 2012
4/33
The Promise of EAEnterprise Architecture as a Strategy (2006, J. Ross)
Higher Profitability
Faster Time to Market
More Value from IT Investments
Lower IT Costs (25%)
Better Access to Shared Data (Silos)
Lower Risk of Critical Apps Failure
Senior Management IT Satisfaction to 80%
Others
7/31/2019 EA Talk Slides SHall 28 Mar 2012
5/33
The People - Enterprise ArchitectsLightweight Enterprise Architects, F. Thuerkorn (Auerbach, 2005)
Disconnected R&D
Self-centred uninterested
elders, lack of clarity, docs
Verbose overdone formal
Low-level, overly complexuse cases
Chaos, cowboys andfireballs
Bleeding edge,associated risks
Culture of criticism, slow
Ivory tower
Prima donnas
War campaigns
Tribal lore Diagrams are for sissies
Happy analysts
Absent leaders
Technology is cool
Circling vultures
Seagull management
7/31/2019 EA Talk Slides SHall 28 Mar 2012
6/33
Enterprise Architects (Thoughts)
Mix of functional and dysfunctional traits just
like everyone else
Degree of integration with Business and IT varies,not consistent
Results produced often not obvious, e.g. 3-5 year
roadmap to consolidate the applicationlandscape, copious amounts of documentation
7/31/2019 EA Talk Slides SHall 28 Mar 2012
7/33
Hybrid enterprise architecture frameworks are in the majority
March 22, 2012
By Mark Blowers
Hybrid frameworks are in the majority
Ovums 2012 Business Trends: Enterprise Architecture survey reveals that it is
unlikely that only one enterprise architecture framework will provide a
complete solution. Two-thirds of respondents have developed a hybridframework
No one framework dominates the enterprise architecture ecosystem
According to the study, three enterprise architecture frameworks have gained
a reasonable degree of traction in this field, but it should be noted that none
can yet be considered to have broad adoption within the overall population,and to provide a complete answer to all requirements. TOGAF, Pragmatic EA
Framework, and Essential Projectare the most frequently mentioned
frameworks by respondents. Other frameworks adopted by organizations
include DoDAF and theUKequivalent MoDAF, as well as Zachman and FEAF.
The Tools EA Frameworks
http://ovum.com/authors/mark-blowers/http://ovum.com/authors/mark-blowers/http://ovum.com/authors/mark-blowers/7/31/2019 EA Talk Slides SHall 28 Mar 2012
8/33
The Father - Zachman
7/31/2019 EA Talk Slides SHall 28 Mar 2012
9/33
Industrial Products Example
Bills of Material - What the object ismade of.
Functional Specs - How the object
works.
Drawings - Where the components
exist relative to one another.
Operating Instructions - Who is
responsible for operation.
Timing Diagrams - When do things
occur.
Design Objectives - Why does it work
the way it does.
7/31/2019 EA Talk Slides SHall 28 Mar 2012
10/33
Industrial Products Example
Scoping Boundaries(Identification - Strategists)
Requirements (Concepts)
(Definition - Owners)
Schematics (Engineering descriptions)
(Representation - Designers)
Blueprints (Manufacturing Engineering
descriptions)
(Specification - Builders)
Tooling Configurations(Configuration - Implementers)
Implementation Instances
(Instantiation - Operators)
7/31/2019 EA Talk Slides SHall 28 Mar 2012
11/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
12/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
13/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
14/33
Maturity Model
7/31/2019 EA Talk Slides SHall 28 Mar 2012
15/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
16/33
PEAF Pragmatic EA Foundation
7/31/2019 EA Talk Slides SHall 28 Mar 2012
17/33
Custom Framework Examples
Consultant Report
MIT IT Architecture Group ITAG
Hybrid
7/31/2019 EA Talk Slides SHall 28 Mar 2012
18/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
19/33
Foundation For Execution
Based on looking at over 100 organisations and
identifying the successful market leaders:
1. Operating Model
2. Enterprise Architecture
3. IT Engagement Model
7/31/2019 EA Talk Slides SHall 28 Mar 2012
20/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
21/33
21
Four Operating Models
Source: Enterprise Architecture as Strategy: Creating a Foundation for BusinessExecution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.
BusinessProc
essIntegration
High
Coordination
Unique business units with a need
to know each others transactions
Examples: Commonwealth Bankof Australia, MetLife, Aetna
Key IT capability: access to shareddata, through standard technologyinterfaces
Unification
Single business with global process
standards and global data access
Examples: Southwest Airlines, DowChemical, UPS Package Delivery
Key IT capability: enterprise systemsreinforcing standard processes andproviding global data access
Low
Diversification
Independent business units withdifferent customers and expertise
Examples: Johnson & Johnson,Pacific Life, ING
Key IT capability: provide economies
of scale without limiting independence
Replication
Independent but similar businessunits sharing best practice
Examples: Marriott, 7-Eleven Japan,ING DIRECT
Key IT capability: provide standard
infrastructure and applicationcomponents for global efficiencies
Low High
Business Process Standardization
St d di ti R i t
7/31/2019 EA Talk Slides SHall 28 Mar 2012
22/33
22
Standardisation Requirementsof the Four Operating Models
Source: Enterprise Architecture as Strategy: Creating a Foundation for BusinessExecution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.
B
usinessProce
ssIntegration
High
Coordination
Customer and product data Shared services
Infrastructure, portal, andmiddleware technology
Unification
Operational and decision makingprocesses
Customer and product data
Shared services
Infrastructure technology andapplication systems
Low
Diversification
Shared services
Infrastructure technology
Replication
Operational processes
Shared services
Infrastructure technology andapplication systems
Low High
Business Process Standardization
7/31/2019 EA Talk Slides SHall 28 Mar 2012
23/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
24/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
25/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
26/33
Delta Summary
7/31/2019 EA Talk Slides SHall 28 Mar 2012
27/33
Delta Summary
1. Core Business ProcessesCustomer Experience, Operational Pipeline, Business Reflexes, Employee Relationship Mgt
2. Shared Data Driving Core Processes
The nine defined core databases
3. Key Linking and Automation TechnologiesDelta Nervous System (DNS)
4. Key CustomersCustomer groups channels first/business, economy, frequent fliers, loyalty (assumed)
7/31/2019 EA Talk Slides SHall 28 Mar 2012
28/33
MDM Master Data Management
7/31/2019 EA Talk Slides SHall 28 Mar 2012
29/33
Master Data Management
7/31/2019 EA Talk Slides SHall 28 Mar 2012
30/33
30
Where to Place Standardized Items
Corporate:An activity that is implemented centrally with no chargeback to the business.
Corporate Shared Service:A group-wide activity that is done by the Corporate for the whole business, i.e.all divisions. The business is charged for this service. Option to opt out of thisservice may be provided in special circumstances, eg accounts payable.
Corporate Standard (pattern)An activity that is defined centrally but build and operated in each divisionaccording to that pattern
Centre of Excellence:An activity that is housed within a division and is delivered to other
businesses.
Divisional Responsibility:Divisions decide that the activity is managed within the division. Businessstandards for each activity will be set at a group level for those processes thatare required to be standardised across the group and by the division forprocesses that are particular to a division.
7/31/2019 EA Talk Slides SHall 28 Mar 2012
31/33
7/31/2019 EA Talk Slides SHall 28 Mar 2012
32/33
32
Leading Change
An operating model is a commitment to a way of doing business. It involveseliminating some strategic options in order to better deliver on others.
Determine the level that is accountable, who has input and decision rights?Focus on areas of most strategic importance and with the largest gap (pain-points)
Provide a visual image so that everyone in the company understands the firmsstrategic priorities. The picture identifies the core processes, shared data, keyinterfaces, and standard technology that define how the firm will do business.
The operating model identifies key IT and business process capabilities. Theserequirements should guide investment decisions to maximize payback.
A transformation starts with the first step. Identify one sacred transaction thatwill move the firm toward its desired state.
7/31/2019 EA Talk Slides SHall 28 Mar 2012
33/33
Top Related