enterprise)architecturein) pracse )...

Enterprise Architecture in Prac0se Selected Experiences

Tero Kulha 2012 – 11 - 26 Haaga-Helia

Different levels of Frameworks

No EA at all

Process Informa6

on

Applica6ons

Technology

TOGAF Zachmann

FEAF

Crea-‐te

Framework

Use

Governance and business involvement

”Golden midway”

”By the book”

”Star6ng the journey”

”Educa6on needed”Copyright Tekes and Eeranka Oy 2010

CONTENT

1.  EA Survey conducted with Tekes

2.  Why Architecture is important?

(Break?)

3.  Architecture Fundamentals

4.  New Fron6ers

Copyright Tero Kulha 2010

Survey

Copyright Eeranka Oy, 2011

MAIN FINDINGS 1

Copyright Tekes and Eeranka Oy 2010

Enterprise Architecture ini6a6ves are very ICT-‐driven.

MAIN FINDINGS 2

Business or Process

Architecture

Informa6on Architecture

Applica6on Architecture

Technical Architecture

Business Involvement

IT Involvement

Informa6on Architecture is

by far the biggest issue

30.11.2012 6 Copyright Eeranka Oy 2011

MAIN FINDINGS 3

Architecture frameworks are used quite seldom.

30.11.2012 7 Copyright Eeranka Oy 2011

MAIN FINDINGS 4


Internal and external informa6on flow to

strategic decision making is very separated.

External Business Intelligence Internal metrics and repor6ng

Architecture work resourcing


15 7

3 Full 0me

Part 0me or technical No

Do you have a Chief Architect?

With what resources you do EA-‐work?

6

10

9 Architecture Team

Network or several people

Normal work or in projects

Crea6on and implementa6on processes


5 2

10

8

Architecture Crea0on

Formal Process

Project

Unformal process

None

6

18

1

Architecture Implementa0on

Formal Process

Unformal process

None

Framework


Do you apply any kind of Enterprise Architecture framework?

8

5

12 Standard based

Proprietary

None

Architecture governance and business involvement


8

13

4 Architecture specific

Part of IT governance

None

How is your architecture governance arranged?

How are your business units involved in the EA-‐work?

3

19

3 Strongly involved

Sporadically involved

Hardly at all

Three Main Approaches to Architecture Work

1.  As Is

2.  Ahead

3.  To Be


1. Current architecture known. Architecture defined in projects. (4 organisa6ons)

2. Architecture is defined ”just before” the projects to give guideline. (8)

3. Architecture acts as a target /vision to give direc6on to projects. (9)

Architecture Process Maturity and Informa6on Intensity

AD HOC

Star0ng Framework and

Processes

Established Business Involvement

5

4

3

2

1 1 2 3 4 5

Intensity

1

2

3

4

5 6

7

8

9

10

21

22 23

24

25

11

12

13

14

15

16

17

18

19 20

Industry example

Analyst House

Media

Finance

Telco

Retail, Special industry

Manufacturing

Process Industry

Restaurant

Road Construction

Maturity Copyright Tekes and Eeranka Oy 2010

Defini6on of Architecture Process Maturity

and Intensity, see the full report

Architecture Process Maturity and Complexity

AD HOC


Processes


9

7

5

3

1 1 2 3 4 5

Example

Mergers, scattered application portfolio,

many business Models

New or large organisation, many applications, limited number of business

models

Centralized organisational

structure, strong main application, few business models

Complexity

1 2 3 4

5

6

7

8

9

10

21 22

23

24

25

11

12

13

14

15

16

17 18

19

20



and Complexity, see the full report

Architecture Maturity and ”Challengity”

AD HOC


Processes


15

13

11

9

7

1 2 3 4 5

Example

Information intensive and

complex

Information less important, clear organisational

structure, limited number of business

models

Challengity

1

2

3

6

23

7

8

9

21

22

25

11 12

13

14

15

18

19

20



and Challengity, see the full report

10

16 17

4

5

24

Tietohallintolain Kokonaisarkkitehtuuri- velvoitteet

17

18 18

Oikeusturva ja demokra0a –kohdealueen KA

Työ ja elinkeinot –kohdealueen KA

Julkisen hallinnon yhteinen kokonaisarkkitehtuuri

Val0onhallinnon yh-‐teinen kokonais-‐arkkitehtuuri

Kuntasektorin yh-‐teinen kokonais-‐arkkitehtuuri

Liikenne ja vies0ntä –kohdealueen KA

Ympäristö ja yhdyskuntarakenne –kohdealueen KA

Terveys ja hyvinvoin0 –kohdealueen KA

Koulutus, 0ede ja kulauuri –kohdealueen KA

Sisäinen turvallisuus –kohdealueen KA

Puolustus ja ulkosuhteet –kohdealueen KA

Val0ontalous –kohdealueen KA

Hallinto ja yhteiset palvelut –kohdealueen KA

Julkisen hallinnon kokonaisarkkitehtuurin rakenne

19

Tekninen yhteentoimivuus

Tiedon siirto ja yhteydet

Semanttinen yhteentoimivuus

Semanttinen yhtenäistäminen

Organisaatioiden yhteentoimivuus

Organisaatioiden ja prosessien yhtenäistäminen

Lainsäädännön yhteentoimivuus

Lainsäädännön yhtenäistäminen

Poliittinen tahtotila

Tekniset rajapinnat on suunniteltu siten, että ne mahdollistavat järjestelmien ja palvelujen yhdistämisen

Informaatiolla on täsmällinen merkitys, joka säilyy tietoa vaihdettaessa muuttumattomana ja ymmärrettävänä kaikille osapuolille

Eri organisaatiot pääsevät kokonaisedun mukaiseen tavoitteeseen yhteen sovitettujen prosessien kautta

Lainsäädännölliset tekijät on otettu huomioon tietojen vaihtamisessa

Osapuolilla on samansuuntaiset visiot, prioriteetit ja tavoitteet

Yhteentoimivuuden tasot

Lähde: KA-perehdytysmateriaali, VM / JulkICT

Legi6ma6on


What does Enterprise Architecture (EA) mean?

Holis6c planning of business models, business processes and informa6on resources.

At the end of the day EA is simply good quality corporate planning with strong flavor of Informa6on (Technology).

City planning, not designing an individual building


Importance to combine process and applica6on development


Business Development

Business Processes

Detailed Processes Processes implementa6on

Applica6ons

Infrastructure

Pointless to develop these separately

Enterprise Architecture

Individual Project Doesn’t (have to)Care about Op6mizing the Whole

23 Copyright Eeranka Oy, 2011

Business need

Development project

Founda0on for

Business Execu0on

over 0me

Architecture

NO Architecture => lost business cases

IT solu0on with business

case

Forget the Strategy, Focus IT on Your Opera6ng Model

Jeanne Ross, MIT’s Research Briefing, 2005:

” Most companies try to maximize value from IT investments by aligning IT and IT-‐enabled business processes with business strategy. But business strategy is mul6-‐faceted, encompassing decisions as to which markets to compete in, how to posi6on the company in each market, and which capabili6es to develop and leverage.”

In addi6on, strategic priori0es can shie as companies respond to compe6tor ini6a6ves or seize new opportuni6es. As a result, strategy rarely offers sufficiently clear direc0on for development of stable IT and business process capabili6es. IT is lee to align with individual strategic ini0a0ves—aler they are announced. Thus, IT becomes a persistent bomleneck.”


Enterprise Architecture as Strategy –book on one slide


D/Refine your opera6onal model, i.e. how do you want to run your business

…to create a ’Founda6on for Business Execu6on’

Apply Enterprise Architecture as a method…

The existence, efficiency, robustness and agility of this founda0on should be in the interest of top

management and owners

Strategy and Architecture

26 Copyright Eeranka Oy, 2011

STRATEGY 2012-‐201x

Modular business founda6on that enables several strategic op6ons

‘Plug and Play’ modular architecture

Fast changing markets

Unit 1

Unit 2

Unit 3

Reconfigurable organizational

units / business models

FIT

Modular business

infrastructure

FIT

Processes

Applications

IT

New opportunities

Combination of economics of scale and agility Process A

Process B Process C

Source: Fast Strategy, Yves Doz & Mikko Kosonen

Example of an Opera6onal Model

Mission

Visio

Biz Strategy

Organisa6on

Processes and Quality

Informa6on

Applica6ons

Infrastructure

Source: Outotec

Example of an Opera6onal Model

Source: Outotec

Mission

Visio

Biz Strategy

Organisa0on

Processes and Quality

Informa0on

Applica0ons

Infrastructure

AM1 AM2 AM3 AM4 AM5 AM6 …

IM1 IM2 IM3 IM4 IM5 …

PM1 PM2 PM3 PM4 …

Modular structure enabling many business models

OM1 OM2 OM3 …

SM1 SM2 …

Configurable modules:

•  Strategy modules

•  Process modules

•  Applica6on modules

•  Etc…

Business Model 1

Business Model 2

Business Model 3

Created modules e.g. ”Deliver Spare Parts –sub process” from Processes layer is used everywhere in the Company where spares delivery is required within a business model

Fundamentals



Architecture FUNDAMENTALS

Architecture Governance

Business Engagement

Process to

create an

Architecture

Architecture

Framework

to be applied

Process to

implement the

Architecture

Terminology

Architectural ar0facts are created in a Process and organised according to the rules of the Framework

32 Copyright Eeranka Oy 2011

Methodology

Process

Framework ”content’s structure”

Metamodel

RACI-‐model of EA tasks


Why frameworks are needed?

Architecture is both a PROCESS (structured methodology) and a THING (requirements & models & principles)

The framework represents the THING dimension

If there is no framework, there is only a large unorganised collec6on of discrete documents (ar6facts)

⇒  Very difficult to get an overall picture

⇒  The guiding impact of EA is poten6ally very weak!


Teknologia-‐arkkitehtuuri

Toiminta-‐arkkitehtuuri Tietoarkkitehtuuri Tietojärjestelmä-‐arkkitehtuuri

Tietoturva- ja integraatioperiaatteiden kuvaus

Kehittämisvaatimukset ja -tavoitteet

Strategiat Arkkitehtuuriperiaatteiden kuvaus

Sidosryhmät

Palvelusalkku

Sidosryhmien vaatimukset ja tavoitteet

Prosessien kuvaus

Käsitemalli Tietojärjestelmäpalvelut Teknologiapalvelut

Prosessit-tiedot - matriisi

Sidosryhmät-tiedot -matriisi

Tietovirtakuvaus

Loogiset tietovarannot

Looginen järjestelmäjäsennys

Teknologia-komponenttien kuvaus

Verkkokaavio

Sijoituskaavio

Fyysiset tietovarannot

Teknologiasalkku

Liittymät ja rajapinnat

Tietojärjestelmäsalkku

Tietojärjestelmät-tiedot -matriisi

Tietojärjestelmäkartta

Prosessit-tietojärestelmät -matriisi

Päätietoryhmien kuvaus

Sanastot

Standardisalkku

Rajaukset ja reunaehdot

Sidosarkkitehtuurit

Käsimeellinen taso

Looginen taso

Fyysinen taso

Ohjaava tieto

Periaatetaso

Julkisen sektorin arkkitehtuurikehys

35

Framework categoriza6ons

Becoming de facto standard

TOGAF


Well know challengers

FEA

Zachman framework

Commercial alterna0ves

Capgemini IAF

Deloime EA Framework

Gartner EA Prac6ce

Domes0c Op0on

JHKA / JHS 179

Independent

PEAF

Schekkerman’s STREAM

Tool originated

Solware AG’s ARIS

Troux’s model

Industry Reference Architectures

eTOM

Ar6facts and outcome of EA work


Crea6ng ar6facts must not be the purpose or outcome of EA work.

Instead it should be crea6ng building blocks (from ar6facts) and (solving business needs by) implemen6ng them in projects.

Posi6oning EA governance

38

IT Governance Corporate / Business Governance

IT Services IT Processes

Architecture IT Projects Architecture

Governance

Services Processes

Projects

EA-‐team figh6ng windmills?

39

EA-‐Team: ”We need to build a common architecture”

Rest of organisa6on: ”Who is shou6ng in the woods?”

Copyright Eeranka Oy 2011

Main Challenge in Business Collabora6on

40 Source: Nick Malik’s blog: hmp://blogs.msdn.com/b/nickmalik/

Problem solvers outnumber architects in ra6o 100 to 1.

They think that architects live in ivory tower: architects create models that are correct, but useless. They do work that is visible, yet not necessary.

Role of the Architecture work

Technical configura0on

41

Strategy and

Business modelling

Biz

Arch

Team

We tend to slide to “the direc6on of least resistance”

More to be gained here

New Fron6ers


Most Popular Cloud Strategy


Structures

Process Info Tech Apps

Strategy

Combining strategy and strutures


Business Strategy (&Vision& Mission)

Business Models

Capabili6es (derived from biz models)

Business Services?

EA domains

Process Info Tech Apps

Business Model

COSTS INCOME

P R O F I T

O F F E R I N G

CUSTOMERS

CHANNELS

RESOURCES

PARTNERS

Osterwalder’s canvas

46

EA and capabili6es

Strategic management

Business unit management

Opera6ons

COSTS INCOME

O F F E R I N G

CUSTOMERS

CHANNELS

RESOURCES

PARTNERS

COSTS INCOME

O F F E R I N G

CUSTOMERS

CHANNELS

RESOURCES

PARTNERS

COSTS INCOME

O F F E R I N G

CUSTOMERS

CHANNELS

RESOURCES

PARTNERS

COSTS INCOME

O F F E R I N G

CUSTOMERS

CHANNELS

RESOURCES

PARTNERS

Capab 6

Capab 1

Capab 1

Capab 1

Strategic capabili0es

Tac0cal capabili0es

Business requirements

Opera6ve Capabili6es

Tac0cal capabili0es

Technical Components IT Services Business Components

(Services)

Elements of Agility

Copyright Eeranka Oy 2010 48

Granular Business Architecture

Technology: SO(B)A

Automated Processes

Technology: BPMS

Real-‐6me Monitoring

Technology: CPM

Agile Real-‐Time Enterprise

Sense earlier and deeper.

Respond faster.

We need broader architectural thinking

Structured Non-‐Structured

Internal

External


Summary


Main takeaways

1.  Despite of extensive frameworks, EA is in prac6se very pragma6c work. Key ques6on: What benefits the business?

2.  Open the business’ door!

3.  Use EA to create a BUSINESS EXECUTION PLATFORM.

4.  Get the EA fundamentals in place.

5.  From sole structures to business models and capabili6es.

6.  Architec6ng unstructured and external data.


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