© EAdirections 2010. All Rights Reserved.
State of EA – 2010
Tim Westbrock & George Paras
Managing Directors
June 15, 2010
© EAdirections 2010. All Rights Reserved. 2
Putting Things in Perspective
© EAdirections 2010. All Rights Reserved.
Drivers for EA
• Business change / transformation / innovation
– Intentional and unintentional
– Many environmental factors (gov/reg, eco, tech, demo, geo,
political, etc.)
• Leveraging new technology capabilities
– Virtualization , Proliferation of devices, Tech-tonics, Everything is Recorded Digitally, Predictive Modeling Explodes, “Zero Downtime”, Self-service “Everything”, 7x24 work availability, Ubiquitous “real-time” sensors, …
• Unwieldy / unmanageable, overly complex (and changing)
IT environment is an obstacle to rapid change
– Lack of standards, lack of reuse and reusability, p2p interfacing,
old/obsolete technologies
3
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CISR EA Maturity Findings …
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Key Question
“Are You Architecting the Enterprise?”Or
“Are You Architecting IT?”
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Something else to think about …
• MOST EA efforts are driven by and staffed by IT
divisions/personnel
• How does an IT centric view and application of EA drive
Business Innovation and Transformation?
• Is enterprise business architecture the domain of IT?
• If not, then who creates EBA?
• What about business architecture at the sub-enterprise
level?
– Same questions
• Is EBA part of EA? Or is EA part of EBA?
© EAdirections 2010. All Rights Reserved.
Traditional View & Transitional View
7
Enterprise
Architecture
Business
Arch
Information
Arch
Application
Arch
Technology
Arch
7
Enterprise Architecture
Business
Arch
Application
Arch
Information
Arch
Technology
Arch
© EAdirections 2010. All Rights Reserved.
Transformational View
• Impressions:
– Separation of Business and IT
domains
– Work Activities and Information
are the domain of the business
– App, Data and Technology are
the domain of IT
– Business Activities drive the
Application Architecture
– Business Information drives the
Data Architecture
– Technology Architecture directly
enables data and applications
(not business process/function
and information)
8
Enterprise Architecture
IT Domain
Business Domain
Activity
Arch
Information
Arch
Application
Arch
Technology
Arch
Data
Arch
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State of the Practice of EA
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Juggling Integration, Processes & Priorities
• Strategy Development
• Budget/Capital Planning
• Procurement
• Infrastructure planning and operations
• Application Development & Integration
• Business Process Management/Measurement
• Business Performance Management
• Total Quality Management
• Risk Management
• IT Service Management / ITIL
• Enterprise Architecture
• Portfolio Management
• Governance
• Agile Development/RUP
• SOA
• Cloud Computing
• Outsourcing
• Security/Privacy/Regulatory
• Legal
• Collaboration Strategies
• Trends Analysis
• Resource Planning
• Etc.
10
© EAdirections 2010. All Rights Reserved. 11
How is the EA Discipline Doing?
EA Objective
EA
Em
ph
asis
Tactical Alignment Strategic Alignment
EA
Pro
ce
ss
es
EA
De
live
rab
les
Portfolio
Management
Strategic
Bus/Info Arch
Project
Compliance/SDLC
Architecture(s)
Lifecycle
Management
Standards
SOA Catalogs
Industry Reference
Models
SOA
Implementations
Strategy
Governance
Asset
Portfolios
Project Designs
Project Coaching
© EAdirections 2010. All Rights Reserved. 12
We Are Doing Well
EA Objective
EA
Em
ph
asis
Tactical Alignment Strategic Alignment
EA
Pro
ce
ss
es
EA
De
live
rab
les
Portfolio
Management
Strategic
Bus/Info Arch
Project
Compliance/SDLC
Architecture(s)
Lifecycle
Management
Standards
SOA Catalogs
Industry Reference
Models
SOA
Implementations
Strategy
Governance
Asset
Portfolios
Project Designs
Project Coaching
© EAdirections 2010. All Rights Reserved. 13
We‟ve Made Some Progress
EA Objective
EA
Em
ph
asis
Tactical Alignment Strategic Alignment
EA
Pro
ce
ss
es
EA
De
live
rab
les
Portfolio
Management
Strategic
Bus/Info Arch
Project
Compliance/SDLC
Architecture(s)
Lifecycle
Management
Standards
SOA Catalogs
Industry Reference
Models
SOA
Implementations
Strategy
Governance
Asset
Portfolios
Project Designs
Project Coaching
© EAdirections 2010. All Rights Reserved. 14
We Have Some Room for Improvement
EA Objective
EA
Em
ph
asis
Tactical Alignment Strategic Alignment
EA
Pro
ce
ss
es
EA
De
live
rab
les
Portfolio
Management
Strategic
Bus/Info Arch
Project
Compliance/SDLC
Architecture(s)
Lifecycle
Management
Standards
SOA Catalogs
Industry Reference
Models
SOA
Implementations
Strategy
Governance
Asset
Portfolios
Project Designs
Project Coaching
© EAdirections 2010. All Rights Reserved. 15
EA as a Profession
© EAdirections 2010. All Rights Reserved.
What makes a profession?
• Common Definition
• Consistent training and curriculum
– University programs in the specialty
• Governed accreditation and certification
– Including national/state licensing
• Common (Foundation) skills / Specialty Skills
• Commonly accepted roles and responsibilities
• Recognized career paths
• Other traits
– Common tools and methods
– Professional associations
– Professional code of ethics
16
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State of the EA Profession
• Bad News
– Legally, we may not be able to call ourselves professional
“architects” (TX, for instance)
– Is EA a business discipline or an IT discipline?
– Competing/inconsistent definitions, certifications
• Good News
– More focus on business architecture is causing a recognition of the
conflict between EA and ITA
– Groups trying to drive the formalization of EA as a profession
– EA and other architects are not suffering from the current recession
as much as other IT disciplines and the job market in general
– Still lots of room left to mature as an IT discipline while EBA/EIA
approaches, benefits, skills, models, etc. mature
– EA Courses are being taught in some colleges in North America,
Europe, Australia
• GWU, Bentley University, CMU Heinz College in Australia, Reading
University in UK (TOGAF)
• Others are investigating – UCLA, Penn State
17
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What‟s Changing in the next 5 Years?
• Org Split into Strategic and Tactical
• More emphasis on business skills
• More emphasis on soft skills
• New frameworks with an
industry/functional/business bent
• More consolidation of business analyst and
business architecture skills, roles and
responsibilities
• Better integration between EA repository,
CMDB and Asset Management tools
• Architecture specialties (not EA)
– Customer facing (both business and
technology), Supply Chain, Cloud (Service
Provider Integration), Real-time, etc.
• Increased Portfolio Management
competencies increase value of EA
• A VERY FEW (but some) EA functions
transition into the business – What will they
call it?
18
IDENTIFY
STRATEGIC
CAPABILITIES
CONDUCT
IMPACT
ANALYSIS
PRIORITIZE
ACTIONS
DEVELOP
TRANSFORMATION
ROADMAP
DEFINE
ENTERPRISE
PRINCIPLES
DEFINE/REFI
NE
BUSINESS
STRATEGY
IDENTIFY &
ANALYZE
GAPS
PLAN
FUTURE
STATE
ASSESS
THE
ENTERPRISE
PLAN &
IMPLEMENT
ACTIONS
CONDUCT
ENVIRONMENTAL
ANALYSIS
© EAdirections 2010. All Rights Reserved.
What‟s Not Changing in the next 5 Years?
• EA remains an IT discipline for majority of
enterprises
• Maintain IT foundation for change
– Dealing with change and complexity
• Competing / Inconsistent Definitions and
Certifications
• No integrated toolset EA, CMDB and Asset
Management
• The vast majority will still call it Enterprise
Architecture
• The uniqueness of EA (process, benefits,
priorities and deliverables) within a given
enterprise
• Continued R&D and leveraging of new
technology
• Dependence on architects within IT
• Expanding of architects skills and IT
specialties continues
19
IDENTIFY
STRATEGIC
CAPABILITIES
CONDUCT
IMPACT
ANALYSIS
PRIORITIZE
ACTIONS
DEVELOP
TRANSFORMATION
ROADMAP
DEFINE
ENTERPRISE
PRINCIPLES
DEFINE/REFI
NE
BUSINESS
STRATEGY
IDENTIFY &
ANALYZE
GAPS
PLAN
FUTURE
STATE
ASSESS
THE
ENTERPRISE
PLAN &
IMPLEMENT
ACTIONS
CONDUCT
ENVIRONMENTAL
ANALYSIS
© EAdirections 2010. All Rights Reserved.
What I‟d Like to See in the next 5 Years
• More consistency in semantics and terminology
• EA owns the service portfolio
– What services should the enterprise have?
– Who should provide the service (internal or external SP)?
– Who should consume the service?
• Further integration between Service Management (ITIL) and
EA processes
• Consolidation of certifications
• More university courses on EA
• More involvement in EBA efforts from those responsible for
business strategy/transformation/innovation
• More companies move into the Transformation View of EA
20
© EAdirections 2010. All Rights Reserved.
Summary
• Not a Profession Yet
• Good things being done by a lot of individuals and groups
to promote the evolution of the profession
• Clarification of EA vs. ITA needed
• Great position for those with a passion for enabling change,
focusing on the big picture and looking forward
21
© EAdirections 2010. All Rights Reserved.
About EAdirections
22
Tim Westbrock
George S. Paras
We Work WITH You To:• Improve the value of IT to your enterprise
• Improve Enterprise Architecture (EA) programs
• Refine/Tune Governance Mechanisms
• Create a Portfolio-Based Culture
• Integrate Management Disciplines
• Unify Business/IT Perspectives
• Operate a World-Class Office of the CIO
• Balance the Strategic with the Tactical
How We Do It:• Continuous Mentoring of IT Leaders
• CIO, EA Team, PMO, Office of the CIO, etc.
• Assess Org Structures, People, Teams
• Build Internal Support and Sponsorship
• Analyze and Drive Activity Plans
• Review and Improve Processes & Deliverables
• Contribute Relevant Examples & Research
• Provide Pragmatic, Objective, Unbiased and Prescriptive Feedback on Everything You DoSubscribe to our
Newsletter: http://eepurl.com/bQ4_
www.EAdirections.com
© EAdirections 2010. All Rights Reserved. 23
Our Approach – Build Effective EA Organizations
13© EAdirections 2008. All Rights Reserved.
Mapping the Application Systems to the FH
In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.
1.1
P
ublic
Re
latio
ns &
Co
mm
un
ica
tio
ns
1.2
A
dve
rtis
ing &
Bra
nd
Ma
na
ge
me
nt
1.3
M
ark
eting O
ps &
Lead G
enera
tion
2.1
P
rosp
ectin
g &
Lea
d M
an
ag
em
en
t
2.2
Q
ualif
ica
tio
n
2.3
S
ale
s P
ropo
sa
ls
2.4
S
ale
s N
ego
tia
tio
ns &
Co
ntr
acts
3.1
R
ese
arc
h &
De
ve
lopm
en
t
3.2
P
rodu
ct
De
ve
lopm
en
t &
De
sig
n
3.3
P
rodu
ct
En
gin
ee
ring
4.1
P
rocu
rem
ent
4.2
M
anufa
ctu
ring
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
usto
me
r S
erv
ice
4.6
R
etu
rns
5.1
P
urc
hasin
g
5.2
A
cco
un
ts R
ecie
va
ble
5.3
A
cco
un
ts P
aya
ble
5.4
F
inan
cia
l R
epo
rtin
g
5.5
In
tern
al A
udit
5.6
H
um
an R
eso
urc
es
5.7
In
form
ation S
yste
ms (
IT)
5.8
Legal
Customer Relationship Management (CRM)
Leads
Contacts
Accounts
Campaigns
Financial System
General Ledger
Cash Management
Accounts Payable
Accounts Receivable
Fixed Assets
Supply Chain Management
Order Entry
Purchasing
Inventory
Forecasting
Manufacturing
Bill of Materials
Scheduling
Cost Management
Quality Control
Capacity Planning
Freight Management & Shipping
Freight Management & Shippping
Human Resources
Personnel
Payroll
Benefits
Time & Attendance
Content Managent
Content Management
etc.
etc.
etc.
System function
Co
mp
an
y A
BC
's I
nfo
rma
tio
n S
yste
ms
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
Ongoing Mentoring– Make our clients more effective– IT Strategy, Business/IT Alignment, Business Transformation,
Project Management, Application Portfolio, Enterprise Architecture, IT Governance, Cost Optimization, etc.
– Individuals or Teams– Retainer based
Providing „Jump Start‟ Materials & Other Research– Provide „quick & dirty‟ enterprise-wide templates for demonstrating
Business/IT Alignment , Enterprise Architecture, etc.– Templates for demonstrating Business/IT alignment– Tools for „Business Fit‟ vs. Technical Fit‟, etc.– Perform on-going research
Building the Extended Team– Refine mission, strategy, roles and responsibilities– Establish communications strategy to enroll support– Build a culture of collaboration and effectiveness focused on
„enterprise outcomes‟
Assessing Activities & Review Deliverables– Provide honest feedback and prescriptive advice– Critique documents to improve effectiveness especially for C-level– Guide development of new artifacts– Ongoing review of emerging issues
© EAdirections 2010. All Rights Reserved.
State of EA – 2010
Tim Westbrock & George Paras
Managing Directors
June 15, 2010
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