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CIS8090 Enterprise Architectures
Wrap Up Reviewing the Course
2
Cognitive Map of 8090 IS Architectures as
Strategy Weill, Ross & Robertson, “Enterprise
Architecture as Strategy” & “Lightweight Enterprise Architectures”
Work Systems Models S. Alter, “Work System Method”
IS architectural components and
development Mid-Range Modeling
Architectural Modeling options
ERP as instantiation of Architectures
EA Frameworks (TOGAF, FEA, Zachman,
Lightweight)
3
There Are Four Operating Models or Organizing Logics
Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.
Bus
ines
s P
roce
ss In
tegr
atio
n
Hig
h
Coordination ■ Unique business units with a need
to know each other’s transactions ■ Examples: Merrill Lynch GPC,
PepsiAmericas, MetLife
■ Key IT capability: access to shared data, through standard technology interfaces
Unification ■ Single business with global process
standards and global data access ■ Examples: Southwest Airlines, Dow
Chemical, UPS Package Delivery
■ Key IT capability: enterprise systems reinforcing standard processes and providing global data access
Low
Diversification ■ Independent business units with
different customers and expertise ■ Examples: Johnson & Johnson, GE, ING
■ Key IT capability: provide economies of scale without limiting independence
Replication ■ Independent but similar business
units ■ Examples: Marriott, CEMEX, ING
DIRECT
■ Key IT capability: provide standard infrastructure and application components for global efficiencies
Low High
Business Process Standardization
4
Business Silos
Standardized Technology
Optimized Core
Business Modularity
Business Agility
25% 46% 27% 2% % of Firms
Companies gradually mature enterprise architecture and build out their platforms.
Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution, J. Ross, P. Weill, D. Robertson, HBS Press, 2006.
Percentage of firms in each stage is updated based on a 2007 survey of 1508 IT executives.
Standardized Enterprise
Processes/Data
Standard Interfaces
and Business Componentization
Enterprise-Wide Technology Standards
Locally Optimal Business Solutions
5
Getting from ‘as-is’ to ideal state
MIT/CIS 8090 Intro
Operating Model Defines integration and standardization requirements
Foundation for Execution • Core Business processes
• IT infrastructure
Enterprise Architecture
Engagement Model
Strategic Initiative Strategic Initiative
Strategic Initiative Strategic Initiative
Strategic Initiative
Strategic Initiative
Strategic Initiative
Establishes
priorities
Learnin
g
and
exploitation
IS Architecture Standards
Professor Truex Managing Architectural Standards
Integrated process outcomes
Business unit 3
Business unit 2
Business unit 1
• IS Architecture Development• On-going process… • ≠ one time planning exercise
Professor Truex Managing Architectural Standards
Infrastructure architecture • concerns computer and
communications/network operations and infrastructure planning activities
• Standards
Integration architecture • focused on systems development,
including application planning, software acquisition and maintenance
“Internal ICT standards are manifest as IS architectures standards and frameworks.” (Boh et al, 2004)
The differences are in scope, focus and benefits of each type of architecture
Focus differs
Professor Truex Managing Architectural Standards
Infrastructure architecture
Define computing
resources to be managed
Reduce # of platforms supported
Limit technology
choice
Integration Architecture
Define how IS resources
relate & are accessed across the
organization
business services
events and information
“This standardization is expected to significantly reduce the number of vendor packages and infrastructure services that perform similar functions” (Ross, 2003).
Consists of a set of architectural components, such as data, processes, and event models, application architecture and service-oriented
architectures (Brown, Johnston,
and Kelly, 2003)
Abstraction
Models � An abstract representation of reality that
excludes much of the world’s infinite detail.
� The purpose of a model is to reduce the complexity of understanding or interacting with a phenomenon by eliminating the detail that does not influence its relevant behavior.
11
Alter’s Work System Framework
12
Work System Snapshot
Example ADLs and foci
� Many attempts large variety of foci � e.g., Aesop, ArTek, C2, Darwin, LILEANNA, MetaH,
Rapide, SADL, UniCOn, Weaves, Wright � i.e., Rapide- general purpose system description
language � i.e., Wright- focuses on modeling connectors
8090- Enterprise Architectures Professor Duane Truex
(Medvidovic & Taylor, 2000, p. 78)
UML Diagrams as ADL surrogate and R-‐form? � view a so9ware system from different perspec>ves and varying
degrees of abstrac>on. � UML is not a development method
� But it was designed to be compa>ble with leading object-‐oriented so9ware development methods like
� e.g., Ra>onal Unified Process (RUP) – an itera>ve so9ware development process framework
� UML 2.2 has 14 diagram types in two categories. � 7 sta>c – structural types
� Emphasizes the sta(c structure of the system using objects, aRributes, opera>ons and rela>onships
� 7 dynamic – behavior types � Emphasizes the dynamic behavior of the system by showing
collabora>ons among objects and changes to internal states of objects – sequence diagrams, ac>vity diagrams, state machine diagrams
The challenge mapping Enterprise Architectures with UML
� “ UML is a general modeling language and does not provide all concepts that are important to architecture description.” (p. 1, Roh, Kim and Jeon, 2004)
� “Architectural Description Languages (ADL) describe the structure of a software system at a level of abstraction that is more closest to the intuition of a system designer.” (Arvind W. Kiwelekar, 2010)
� So, what is the problem ? � ADLs designed to model software systems � UML designed to model software systems � EAs model?
Zachman Framework P
art
icip
an
t’s
pe
rsp
ecti
ves
in
bu
ild
ing
EA
s
Different descriptions for different purposes Cells are model types
Professor Truex Enterprise Architectures
Architecture Management & Planning
IT Hardware Inventory
Network Map
Connectivity Diagrams
Topology Map
Skills Inventory
Vendor & New Technology Research
Departmental Fixed Asset Inventory
Corporate Fixed Asset Inventory
Organizational Charts
Framework or Reference Model
Business Unit & Departmental
Interviews
Configuration Management
.
Buy List
Standards
Project Inventories
PCUM
Term Formula
Percent Complete
Cost Performance Indexor Performance Factor
Checklist ActionsRatio of work accomplished in terms of the total amount of work to do.
Symbol
% Done
CPI or PF
TCPI or VF
BCWPBAC
Average PerformanceBCWPcum
Duration (wks or mos) Since ACWP Began
BCWPcumDuration (wks or mos)
From Time Now to Manager's Stated Completion Date
SC or S/CSchedule Correlation
BCWPACWP
Ratio of work accomplished against money spent (an efficiency ra ting: Work Done for Resources Expended)
To CompletePerformance Index
or Verification Factor
BAC - BCWPEAC - ACWP
Ratio of work remaining against money remaining (Efficiency whic h must be achieved to complete the remaining work with the expected remain ing money)
Schedule Performance Index SPI Ratio of work accomplished against what should have been done (E fficiency Rating: Work done as compared to what should have been done)
BCWPBCWS
SV
Ratio of Schedule Variance (SV) in terms of average amount of wo rk accomplished (in weeks or months). It indicates a correlation t o program true schedule condition
IEACIndependent EstimateAt Completion
BACPF
Calculation of a projected Estimate At Completion to compare wit h the CAM's Estimate At Completion:1) Ration of total work to be done against experienced cost eff iciency2) Sunk costs added to a ratio of remaining work against weight ed cost and schedule efficiencies
1)
2)BAC - BCWP.8CPI + .2SPI
ACWP +
Average Expected Performance To Finish
Average rate at which work has been accomplished since work bega n
Average rate at which work must be accomplished in the future to finish on the date the CAM has forecasted for completion of the work.PTO GO
PCUM
PCUM
Term Formula
Percent Complete
Cost Performance Indexor Performance Factor
Checklist ActionsRatio of work accomplished in terms of the total amount of work to do.
Symbol
% Done
CPI or PF
TCPI or VF
BCWPBAC
Average PerformanceBCWPcum
Duration (wks or mos) Since ACWP Began
BCWPcumDuration (wks or mos)
From Time Now to Manager's Stated Completion Date
SC or S/CSchedule Correlation
BCWPACWP
Ratio of work accomplished against money spent (an efficiency ra ting: Work Done for Resources Expended)
To CompletePerformance Index
or Verification Factor
BAC - BCWPEAC - ACWP
Ratio of work remaining against money remaining (Efficiency whic h must be achieved to complete the remaining work with the expected remain ing money)
Schedule Performance Index SPI Ratio of work accomplished against what should have been done (E fficiency Rating: Work done as compared to what should have been done)
BCWPBCWS
SV
Ratio of Schedule Variance (SV) in terms of average amount of wo rk accomplished (in weeks or months). It indicates a correlation t o program true schedule condition
IEACIndependent EstimateAt Completion
BACPF
Calculation of a projected Estimate At Completion to compare wit h the CAM's Estimate At Completion:1) Ration of total work to be done against experienced cost eff iciency2) Sunk costs added to a ratio of remaining work against weight ed cost and schedule efficiencies
1)
2)BAC - BCWP.8CPI + .2SPI
ACWP +
Average Expected Performance To Finish
Average rate at which work has been accomplished since work bega n
Average rate at which work must be accomplished in the future to finish on the date the CAM has forecasted for completion of the work.PTO GO
PCUM
Budgets
Version Control
Forecasted Cost Estimate At Completion EAC
Work Variance Schedule Variance SV
Cost Variance Cost Variance CV
Completion Var Variance At Completion VAC
Data Element Term AcronymData Element Term Acronym
Data Element Term AcronymData Element Term AcronymScheduled Work Budgeted Cost for Work Scheduled BCWS
Earned Value Budgeted Cost for Work Performed BCWP
Actuals Actual Cost of Work Performed ACWP
Authorized Work Budget At Completion BAC
Life Cycle Management
Architecture Management & Planning
Today…
1. Overview and Introduction
2. Marketing Activities
3. Program Requirements
4. Planned Program
5. Business Issues
6. Proposal Requirements
7. Cost and Pricing
A. Target Program Summary
A. Customer Organization and Environment
A. Scope of Work A. Win Strategy A. Desirability of Project/ Task
A. Proposal Manager and Key Team Members
A. Executive Cost Summary
B. Program Description
E. Customer Source Selection Process
B. Overview of Program Requirements
B. Teaming Approach
B. NDA/ Teaming Agreements
B. Proposal Plan B. Contingencies
B. Background and History
C. Customer Hot Buttons and Selection Criteria
C. Integrated Customer Solution Worksheet
C. Technical Approach
C. Cost to Bid C. Proposal Requirements and Summary Volume Outline
C. Material and/or Subcontractor Costs
C. Solicitation Schedule
D. Competitor Analysis
D. Customer Solution “Actions Required” Plan
D. Management and Organizational Overview
D. Risk Analysis and Mitigation Plan
D. Special Requirements (i.e., Orals, E-mail, etc.)
D. Fee and Operating Profit Summary
D. Opportunity Rating Summary
F. Customer Analysis and Bidder Comparison
E. Personnel and Staffing Approach
E. Unusual Costing Factors/ Concerns
E. Capture Program Status
F. Capture Program Status
F. Related Experience and Past Performance Approach
F. BAFO Requirements (Discounting, etc.)
G. Cost/Price Approach
IT Software / Applications Inventory
$ $ $
$ $ $ $
$ $ $ $ $
$ $ $ $
Professor Truex Enterprise Architectures
Architecture Evaluation- Two Techniques
� Architecture Tradeoff Analysis Method (ATAM) � Qualitative approach to prioritizing requirements
� Cost Benefit Analysis Method (CBAM) � Takes the output of the ATAM and adds economic
analysis in the form of cost benefit tradeoffs
Professor Truex
The Plan/The Challenge: CIS 8090 - Enterprise Architectures
Why = theory Basic Building Blocks
How = practice Integrate
Theory and Practice
Understand the meaning scope and reach or EAs
The ‘Why’’What’ and ‘How’ of EAs-from a managerial and an architect’s perspective
EA Frameworks- The components and structure of an EA
EA standards
Modeling R-forms that are in a typical EAs
• The view from many authors and sources-academic, govt. and practitioner communities?
• What roles do we as IS/IT professionals in creating and managing the EA?
• Hands-on development of high level, mid-level and lower level R-forms?
• Framework choice and TOC • Work System Models • Core diagram and Reference Model • ULMs
Enterprise Architectures
Professor Truex CIS 8090
Prof Truex … 1. Began each day with an intro/agenda) and ended the day with a wrap-up
(the big picture)
2. Introduced the day’s concept with opening questions
3. Regularly re-visited material and examined the bigger picture.
• brought in experience, readings and issues from the outside and from contemporary events
4. Provided lectures from the text and other sources
• In advance and on-line
5. Directed case and lecture discussion
6. Created the learning environment –TLD…
7. Was well-prepared for class; and was available to discuss the ‘real time’ student concerns
8. Provided bizarre sense of humor and stories. ==> HumoUr.
9. Provided clear grading guidelines and regular detailed feedback
10. Genuinely cared about your learning
Professor Truex CIS 8090
Wrap Up…a final, ‘final word’
� Recall that: � success is measured not by heights achieved but by
obstacles overcome.
� You have each overcome differing obstacles, and I hope, you have learned.
Professor Truex CIS 8090
So…remember… � If you have learned and have enjoyed in the process when you fill
out the course evaluation my name is ….
� … Duane Truex � If not….
� my name is � Balasubramain Ramesh (-;
� Course Evaluation: the MOST important % participation and questions:…. � Questions: #34, (Importance of the course) and � #35 (overall assessment of the Professor) � Question #5, Prof. Prepared?, � Question #11 Prof. Explain clearly?, � Question #18, Prof. Know if we were following/awake/present/…alive? � Question #28, Makes me work harder…?
Professor Truex
Thank You ! Enjoy the next term and do keep in touch
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