copyright © 2013 curt hill why ea? time to grab the wave!

Copyright © 2013 Curt Hill

Why EA?

Time to grab the wave!

Introduction• Enterprise Architecture is about a

holistic approach to managing an entire organization

• This cannot be done without taking into account the environment in which the organization lives

• This presentation uses an ocean metaphor to help you to conceptualize this


Value Chain• Each business is part of a value chain• The value chain includes:

– The business itself– The suppliers– The consumers

• A successful business is in tune with both

• Imagine each of these three as ocean waves– The ocean is the entire economy


More Metaphor • The ocean (that is the economy) is a

chaotic place• Many different waves sweep across

the ocean-scape• Most change is unpredictable

– A survey found that approximately 70% of business performance could be attributed to forces outside business

• One of the waves of change is technology– Certainly not the only one


Showtime• This is how it is supposed to be• Often it is more like this• And this


http://www.youtube.com/watch?v=k2vkwy2vdP4

http://www.youtube.com/watch?v=heW0dpCd_fs

Example• The music industry has been

completely altered by technology• In the time before 2000, everyone

bought media– The media changed from time to time

• With the prevalence of consumer computing engines and online music sales the traditional record/CD/cassette store has faded away

• They were no longer in aligned with their consumers


History Speaks• F. W. Woolworth’s Great Five Cent

Store started in 1879• The largest department store chain

in the world in 1979• Restructured in 1993

– Closed 800 stores

• Rest were closed in 1997• Footlocker most successful of the

owned chains

What Happened?• What caused the demise of

Woolworth’s?• I do not know• What has changed from their glory

days?• Several things have made the

business environment much faster– IT– Telecommunications

• Modern enterprises need to be agile– Quick on their feet and able to change

The Microcosm• It is much more complicated than

that for large organizations• Each business unit or department

could be considered to have some of the characteristics already considered

• In particular, IT has a different set of pressures bearing down on it


Lag• There is always a delay between the

time when the pressure changes and the organization can react– If the lag is too long the opportunity is

lost – If the perception is wrong the reaction is

incorrect– Either of these lead to failure

• Works the same for entire business or for departments in the business


IT Pressure• IT needs to be sensitive to:• Technology changes• Its customers, all of whom are parts of

the business– Now there is double lag

• Configuration change is usually quick, programming changes can be quick or slow depending on the magnitude– Both contribute to the lag


The Code• The programs that have been

developed support the business rules of a particular time

• As the time changes these need to be updated– New application developed, others

abandoned

• Agility and alignment are required


Fed’s View of Why EA?• Agencies are unable to share data• Favor software customization rather

than changing business practices• Acquisition planning, management

and oversight is fragmented– Results in higher costs for

incompatibility

• Inability to respond quickly– Especially in the face of rapid

technology changes

• These result in inefficienciesCopyright © 2013 Curt Hill

Value Provided• Provides a neutral view of the

organization• Better planning and decision making

stems from the collected facts concerning mission, functions, business requirements and processes

• Increased communication among the pieces of the enterprise

• Clarity on intent versus practice


Goal of EA• Align all the various components of

the organization• Make these components agile• Get business and IT to speak the

same language• When the wave changes we can surf

out of it rather than wipeout


copyright © 2013 curt hill why ea? time to grab the wave!

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