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Software Engineering für betriebliche Informationssysteme (sebis) Fakultät für InformatikTechnische Universität München
wwwmatthes.in.tum.de
EAM Foundations29.06.2016, Prof. Dr. Florian Matthes
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1. EAM Foundations
Outline
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Application landscape complexity
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• 102 – 103 networked and highly diverse information systems• Complexity ~ number of relationships between systems• IT does not keep pace with accelerating speed of business• Maintenance costs eat up IT budget and limit ability to transform
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Why to reduce complexity
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Example from Credit Suisse
Dr. Alexander M. Ernst, Head of Complexity and Analytics, Credit Suisse, Presentation at TUM on 12/12/2014
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Software projects provide functionality and affect the platform efficiency.
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Plat
form
effi
cien
cy
Platform functionality
Initial state
∆ Efficiency
∆ Functionality
Platform replacement
?
Target state
Source: Stephan Murer, Credit Suisse 2007
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Managed evolution balances efficiency and functionality.
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Plat
form
effi
cien
cy
Platform functionality
Initial state
Target state
Source: Stephan Murer, Credit Suisse 2007
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System complexity ~ number, variety and dynamicity of elements and their dependencies
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Business Architecture Management
IT Architecture Management
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Rutz, U. (2012): IT Complexity Management @ Commerzbank. Presentation at EAMKON Conference, Stuttgart, April 2012.
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Enterprise Architecture Model
Stra
tegi
es &
Pro
ject
s
Prin
cipl
es &
Sta
ndar
ds
Business Capabilities
Organization & Processes
Business Services
Applications & Information
Infrastructure Services
Infrastructure Elements
Visi
ons &
Goa
ls
Que
stio
ns &
KPI
s
What are elements of an Enterprise Architecture?
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Abstraction
Organization
Real World
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Business Architecture
What is an enterprise architecture?
Common language for business and IT§ Technical, social, economic and legal aspects§ Layers and crosscutting concerns§ Static and dynamic relationships more important than element details§ Current, planned and target architecture
160629 Matthes EAM Foundations
Stra
tegi
es &
Pro
ject
s
Prin
cipl
es &
Sta
ndar
ds
Business Capabilities
Organization & Processes
Business Services
Applications & Databases
Infrastructure Services
Infrastructure Elements
Visi
ons
& G
oals
Que
stio
ns &
KPI
s
9
Lega
l Asp
ects
Secu
rity
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BEAMS , EAM Pattern Catalog and EAM KPI Catalog
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Enterprise architecture management happens in a larger context.
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Example: IT organization of a medium-sized financial service provider
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The organizational context influences the design of the EAM function.
IT organization§ Decentralized, centralized or federated
Upper management support§ Bottom-up initiative§ Top-down initiative
Budgeting§ EAM team has a budget at its disposal for conducting EA-related projects§ EAM team has a certain budget at its disposal for supporting projects (e.g. to provide a budget for
attaining architectural principles)§ EAM team has no budget at its disposal.
Enterprise culture§ Innovation§ Communication§ Acceptance of formal models§ Interest in performance data§ Change management approach
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More >
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The following fundamental governance issues need to be clarified:
IT organizational structures§ Which options do we have in structuring the IT organization?§ Can fundamental organizational structures of a company be managed?
Decision rights & accountability§ Who holds decision rights? How are they distributed?§ Who is responsible, accountable, consulted, or informed about decisions?
Strategic planning & organizational issues§ What about the time frame of decisions on fundamental organizational issues?§ What about the impact of IT organizational issues on the overall business?§ Can those organizational issues be answered on a mere strategic level?§ Where are the sources and boundaries for strategic decision making?
Compliance§ Are there external standards or guidelines to be observed?§ Should we implement internal (architectural) guidelines or principles?
External influences§ How are external influences taken into consideration?§ Are stakeholders, regulatory authorities, and requirements, ethics, company culture, or business objectives sufficiently
respected?
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Organizational structures may differ, but these questions remain the same!
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IT governance archetypes (Weill and Ross, 2004)
§ Archetypes have provocative political names, because most managers identify with these stereotypes
§ Classification based on IT / business distinction
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Archetype Who has decision or input rights?
Business Monarchy
Top managers
IT Monarchy IT specialistsFeudal Each business unit making independent decisionsFederal Combination of the corporate center and the business units with or
without IT people involvedIT Duopoly IT group and one other group (for example, top management or
business unit leaders)Anarchy Isolated individual or small group decision making
Book Review>
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The governance arrangement matrix
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IT principles IT architecture
IT infrastructure
strategies
Business application
needsIT investment
Decision
ArchetypeBusiness Monarchy
IT Monarchy
Feudal
Federal
Duopoly
Anarchy
Don‘t know?
Questions to be addressed:§ What decisions must be made to ensure effective management and use of IT?§ Who should make these decisions?
Book Review>
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How enterprises govern: Usage of different archetypes for different decisions
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IT principles IT architectureIT infrastructure
strategiesBusiness
application needs IT investment
Input Decision Input Decision Input Decision Input Decision Input Decision
Business Monarchy 0% 27% 0% 6% 0% 7% 1% 12% 1% 30%
IT Monarchy 1% 18% 20% 73% 10% 59% 0% 8% 0% 9%
Feudal 0% 3% 0% 0% 1% 2% 1% 18% 0% 3%
Federal 83% 14% 46% 4% 59% 6% 81% 30% 93% 27%
IT Duopoly 15% 36% 34% 15% 30% 23% 17% 27% 6% 30%
Anarchy 0% 0% 0% 1% 0% 1% 0% 3% 0% 1%
No data‚ or don‘t Know 1% 2% 0% 1% 0% 2% 0% 2% 0% 0%
Most common patterns for decisionMost common patterns for input
Decision concerning
Arch
etyp
e
Book Review>
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Example of an organization-specific EAM function
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IT Project 3IT Project 2IT Project 1
Architecture blueprints
Top management
Businessstakeholders
Software development
IT operations
Project managers
Software architects
Software developers
�
reflect
adapt
��
Top management
Strategy office
VisualizationsBusiness owners
Application owners
IT operations
Purchasing
EA Team
Stakeholder-specific architecture views
Metrics
Reports
Architecture-approval and requirements
Architecture changes
model
collect
motivate
Business and IT strategy
Individual architecture aspects
Businessand org.constraints
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EAM uses three EA models
§ A current (as-is) state of the EA reflects the actual architecture (status quo) at a given point in time.
§ A planned state of the EA is derived from planned and budgeted projects for transforming the EA until a certain point in time.
§ A target (to-be, envisioned) state of the EA describes an ideal state to be pursued according to the strategies and architectural principles of the organization.
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Current
Plan
Target
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Typical elements of enterprise architecture models
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S Aier, C Riege, R Winter Unternehmensarchitektur–Literaturüberblick und Stand der Praxis, Wirtschaftsinformatik 50 (4), 292-304
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An enterprise architecture has to be visualized to make it accessible to different stakeholders.
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EAVIST 2014 and EAM Pattern Catalog
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The business architecture model should focus on the current stakeholders and their information demands.
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Stakeholder Concern(Info Demand)
ViewpointView Model
Board of directors
Strategic relevance of Capabilities
Candidate Strategic Relevance
Capability Map
?
CIO Business / ITAlignment
Business SupportMap
BusinessArchitecture Model
?
Example Merger & Acquisitions
Example IT Landscape Management
Principle
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Example 1: Using a business capability map to communicate business goals.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and Planning
Savings and Investment
Marketing and Intelligence
Corporate CommunicationsHuman Resources SecurityICT Management Facility Management
Bank Marketing
Partner Intelligence
Product and Service Procurement
Internal Demand
Third-party Products
Utility Services
Product and Services Design and Marketing
Product/ Service Design
Third-party Research
Product Marketing
Strategic Planning
Regulatory Compliance
Bank Governance
Cash and Liquidity Mgmt.
Market Intelligence
Customer Intelligence
Utility Service DeliveryInternal Product Processing
Third-party Product Processing
Value-rich Service Delivery
Customer Portfolio Management
Customer Relationship Management
Business Partner Management
Customer Advice(non-fee services)
Product and Service Sales
ReportingCollaboration AccountingArchiving and Document Mgmt. Risk Management
Financial Management
Capability
Capability
Capability High strategic relevance
Medium strategic relevance
Low strategic relevance
Strategic Relevance Map
SR-Map
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Example 2: A business support map relates BA architecture elements with IT architecture elements.
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Architecture management has to be integrated with other management functions.
Architectural changes are performed through a coherent set of projects.
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Architecture Management
Multi-Project Management
Project Portfolio ManagementStrategy Management
Project Management
DefineMeasure
Plan Measure
Prioritize& Commit
Implement Measure
Deploy& Migrate
Requirements Management
IdentifyMeasure
Application Lifecycle Management
Innovation Management
Example of a mature IT organization© sebis
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Enterprise architecture management
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Influence factors, activities and artifacts
EAM Questions
Organizational Context
EAM Goals
Maturity of other (IT) management functions
ArchitecturalPrinciplesTarget
ArchitecturePlannedArchitectureCurrentArchitecture
Enterprise Context
Influence factorschanging over time
More >
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Changes in the enterprise context are often a trigger and driver for EA initiatives.
Examples§ New CIO or CEO§ Post-merger integration§ Preparation for a carve-out§ IT cost-cutting initiative§ Market crisis è business consolidation§ International growth strategy§ Changes in legal regulations (Basel II, Solvency, Energy market, …)§ Digital transformation of the business
§ Mobile workforce§ Social media§ From car manufacturing to mobility services § Industry 4.0§ From software vendor to service provider
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The organizational context influences the design of the EAM function.
IT organization§ Decentralized, centralized or federated
Upper management support§ Bottom-up initiative§ Top-down initiative
Budgeting§ EAM team has a budget at its disposal for conducting EA-related projects§ EAM team has a certain budget at its disposal for supporting projects (e.g. to provide a budget for
attaining architectural principles)§ EAM team has no budget at its disposal.
Enterprise culture§ Innovation§ Communication§ Acceptance of formal models§ Interest in performance data§ Change management approach
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More >
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The EAM goal(s) should fit the enterprise context
Increase coherence§ Increase strategic alignment of business and IT (two-way)§ Provide strategic guidance for IT (one-way)
Increase transparency § Accelerate project execution for new business initiatives§ Support multi-project planning and controlling§ Support IT and business innovations
Manage and reduce (IT) complexity (redundancy, heterogeneity, size)§ Reduce operating costs by standardization§ Increase agility by architectural measures
§ Migration to and consolidation of standard software§ Technology blueprints (web-applications, SAP applications, Big data applications)§ Portals, service buses, data warehouse, …
Identify, assess and manage security risksEnsure and document legal complianceIncrease disaster toleranceIncrease top management satisfaction
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Typical examples
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Most frequent EA challenges
0,00%
10,00%
20,00%
30,00%
40,00%
50,00%
60,00%
70,00%
80,00%
90,00%
100,00%
1. Ad hoc EAM demands
2. Unclear business goals
3. Hard to find experienced
enterprise architects
4. EA demands unclear for EAM
team
5. Enterprise environment
changes too quickly
Agree (%)
Neither (%)
Disagree (%)n=102
28
Hauder, M., Roth, S., Schulz, C., Matthes, F.: Organizational Factors Influencing Enterprise Architecture Management Challenges, 21st European Conference on Information Systems (ECIS 2013), Utrecht, Netherland, 2013.
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Agile EAMBusiness Capability
MapsAgile EAM
Business Capability
Maps
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Business capability
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A functional building block of the business architecture that supports the business model and the business strategy. It defines the organization’s capacity to successfully perform a unique business activity.
Definition
Characteristics
n People Dimension: knowledge, skills, and experiences of the enterprise’s staffn Process Dimension: concepts, business processes, and information managementn Material Dimension: underlying assets, such as infrastructure, IT, and equipment
Dimensions
n Stabilityl independent from the organizational model, technologies, and vendor solutions
n Abstractionl encapsulate and abstract from any explicit resource, business process, or IT
n Horizontal Structurel a complete and non-overlapping functional decomposition of the enterprise
n Vertical Structurel can be broken down into more granular business capabilities
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Business capabilities in context
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Business Capability MapComplete and non-overlapping view on the enterprise’sbusiness capabilities
Business ModelComplete view onvalue creation
KeyPartners
KeyActivities
Value Proposition
Customer Relationships
Customer Segments
Key Resources Channels
Cost Structure Revenue Streams
Business Capability View on one business capability with its dimensions and lifecycle
Business Capability
People Processes Resources
Capability Increments
Life cycle
Business Capability
Business Capability
Business Capability
Business Capability
Business Capability
Business Capability
Business Capability
Business Capability
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Example: Business capability map of Novartis
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Using a business capability map to communicate business goals.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and Planning
Savings and Investment
Marketing and Intelligence
Corporate CommunicationsHuman Resources SecurityICT Management Facility Management
Bank Marketing
Partner Intelligence
Product and Service Procurement
Internal Demand
Third-party Products
Utility Services
Product and Services Design and Marketing
Product/ Service Design
Third-party Research
Product Marketing
Strategic Planning
Regulatory Compliance
Bank Governance
Cash and Liquidity Mgmt.
Market Intelligence
Customer Intelligence
Utility Service DeliveryInternal Product Processing
Third-party Product Processing
Value-rich Service Delivery
Customer Portfolio Management
Customer Relationship Management
Business Partner Management
Customer Advice(non-fee services)
Product and Service Sales
ReportingCollaboration AccountingArchiving and Document Mgmt. Risk Management
Financial Management
Capability
Capability
Capability High strategic relevance
Medium strategic relevance
Low strategic relevance
Strategic Relevance Map
SR-Map
Capability Condition Map
CC-Map
StrategicGap Map
SG-Map
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Using a business capability map to assess the current capabilities.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and Planning
Savings and Investment
Marketing and Intelligence
Corporate CommunicationsHuman Resources SecurityICT Management Facility Management
Bank Marketing
Partner Intelligence
Product and Service Procurement
Internal Demand
Third-party Products
Utility Services
Product and Services Design and Marketing
Product/ Service Design
Third-party Research
Product Marketing
Strategic Planning
Regulatory Compliance
Bank Governance
Cash and Liquidity Mgmt.
Market Intelligence
Customer Intelligence
Utility Service DeliveryInternal Product Processing
Third-party Product Processing
Value-rich Service Delivery
Customer Portfolio Management
Customer Relationship Management
Business Partner Management
Customer Advice(non-fee services)
Product and Service Sales
ReportingCollaboration AccountingArchiving and Document Mgmt. Risk Management
Financial Management
Capability
Capability
Capability Advanced condition
Medium condition
Poor condition
Strategic Relevance Map
SR-Map
Capability Condition Map
CC-Map
StrategicGap Map
SG-Map
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Using a business capability map to identify EA demands.
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Sales and Service
Product and Service Processing
Bank Support
Business Management and Planning
Savings and Investment
Marketing and Intelligence
Corporate CommunicationsHuman Resources SecurityICT Management Facility Management
Bank Marketing
Partner Intelligence
Product and Service Procurement
Internal Demand
Third-party Products
Utility Services
Product and Services Design and Marketing
Product/ Service Design
Third-party Research
Product Marketing
Strategic Planning
Regulatory Compliance
Bank Governance
Cash and Liquidity Mgmt.
Market Intelligence
Customer Intelligence
Utility Service DeliveryInternal Product Processing
Third-party Product Processing
Value-rich Service Delivery
Customer Portfolio Management
Customer Relationship Management
Business Partner Management
Customer Advice(non-fee services)
Product and Service Sales
ReportingCollaboration AccountingArchiving and Document Mgmt. Risk Management
Financial Management
Mobile Banking
Offer
Options foradditional sales
channels
Online Services
Online Services Customer
Database
Enhance RiskManagement
EnhanceSecurity
Customer Database
Capability
Capability
Capability Strong gap
Medium gap
Small or no gap
Strategic Relevance Map
SR-Map
Capability Condition Map
CC-Map
StrategicGap Map
SG-Map
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Capability-based planning
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Business Capability
Business Strategy
Business Information
Business Processes
Organizations
Projects
IT Systems
targeting
sourcing
connecting
executing
implementing
supporting
Novartis Pharma AG – Marcel Grossert Global Enterprise Architect
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Digital Business Capabilities
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Example: Axel Springer SE (2015)
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Digital Business Capabilities
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Example: Axel Springer SE (2015)
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The business architecture model should focus on the current stakeholders and their information demands.
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Stakeholder Concern(Info Demand)
ViewpointView Model
Strategic Buyer Functional Fitof Merger Candidate
Candidate AssessmentCapability Map
?
CIO Business / ITAlignment
Business SupportMap
BusinessArchitecture Model
?
Example Merger & Acquisitions
Example IT Landscape Managment
Principle
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EAM: Three schools of thought (1/3)
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Lapalme, James (2012): Three schools of thought on enterprise architecture. In: IT professional 14 (6), S. 37–43.
Enterprise IT Architecting
EnterpriseIntegrating
Enterprise Ecological Adaptation
Motto EA is the glue between business and IT
EA is the link between strategy and execution
EA is the means for organizational innovation and sustainability
Objectives & concerns
Support IT planning, reduce costs Enable business
Support organizational coherence
Encourage system-in-environment coevolution
Principles &assumptions
Apply a reductionist (mechanistic) stanceDon’t question business strategies
apply a holist (systemic) stanceDon’t question business strategies and objectives
Environment can be changedJointly design all organizational dimensions
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EAM: Three schools of thought (2/3)
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Lapalme, James (2012): Three schools of thought on enterprise architecture. In: IT professional 14 (6), S. 37–43.
Enterprise IT Architecting
EnterpriseIntegrating
Enterprise Ecological Adaptation
Skills Have technical competence and engineering knowledge
Facilitate small-group collaborationApply systems thinking
Foster dialogueapply system and system-in-environment thinking
Challenges Convince the org. to accept the designed plans
Understand org. systemic dynamics Collaborate across the org.
Foster sensemakingCollaborate across the organization
Insights Fosters the creation of high quality models and planning scenarios
Enables significantorganizational efficiency by eliminating unnecessary contradictions and paradoxes
Fosters organizational innovation and sustainability
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EAM: Three schools of thought (3/3)
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Lapalme, James (2012): Three schools of thought on enterprise architecture. In: IT professional 14 (6), S. 37–43.
Enterprise IT Architecting
EnterpriseIntegrating
Enterprise Ecological Adaptation
Limitations Can produce inadequate or unfeasible solutions for the larger organizational context Struggles with solution acceptance and implementation barriers Susceptible to “perfect” designs that support unsustainable strategies
Susceptible to “perfect” designs that support unsustainable strategiesRequires a paradigm shift from reductionism to holism
Requires many organizational preconditions for management and strategy creation
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Discussion
1. What are key challenges for your company?Refer to the cybernetic view on the enterprise
2. What are key stakeholders for your enterprise architecture function?
3. Which school of thought is your EAM team currently following?
4. Which school of thought might be suitable for your company in the future?
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ISO Std. 42010: Recommended practice for architectural description of software-intensive systems
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1471-2000 - IEEE Recommended Practice for Architectural Description for Software-Intensive Systems
Scope§ Software-intensive systems § Individual systems§ „Systems of systems“ (also application landscapes, enterprise architectures)
Goals § Supports documentation, explanation, and communication of architectures. § Does not provide a graphical notation nor defines any conformance of systems,
projects, organizations, processes, methods, or tools§ Defines notions in the context of architectural description – how to describe an
architecture
Architecture frameworkPredefined set of concerns, stakeholders, viewpoints, and viewpoint correspondence rules; established to capture common practices for architecture descriptions within specific domains or user communities
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ISO Std. 42010: Recommended practice for architectural description of software-intensive systems
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1471-2000 - IEEE Recommended Practice for Architectural Description for Software-Intensive Systems
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Notions: System and environment
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SystemA collection of components organized to accomplish a specific function or set of functions.
Software-intensiveSoftware contributes essential influences to the design, construction, deployment, and evolution of the system as a whole.
EnvironmentEnvironment or context, which exerts influence on a system’s design. This comprises also other systems interacting with the latter one. The environment determines settings and circumstances of developmental, operational, political, and other influences upon that system.
è Delimitation between the system and its environment
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Example: Apple’s iTunes store
§ System§ iTunes Store Server§ iTunes 7.1.-Client§ Contentmanagementsystem to Create
content§ Reporting-Systems
§ Environment§ client-PCs of the customer§ Internet§ different iPods variants
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Notions: Architecture and architectural description
Architectural descriptionCollection of products to document an architecture. An architectural description selects one or more viewpoints for use. The selection viewpoints typically will be based on consideration of the stakeholders to whom the architectural description is addressed and their concerns.
è Every system has an architecture, whether understood or not; whether recorded or conceptual.
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ArchitectureFundamental organization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution.
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Notions: Concern, stakeholder, and mission
ConcernThose stakeholders’ interests, which pertain to the development, operation, or other key characteristics of the system (e.g., performance, reliability, security, evolvability, distribution, …)
MissionUse or operation for which a system is intended by one or more stakeholders to meet some set of objectives.
è The architectural description has to be aligned with the stakeholders‘ concerns.
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StakeholderIndividual, team, or organization (or collections thereof) with interests in, or concerns relative to, a system.
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Example: Apple’s iTunes store
§ Mission§ Profitable sales of music, videos, and applications
by means of an internet platform§ Increase Customer loyalty
§ Stakeholder and concerns§ Management of the iTunes store Germany§ Responsible for operating and maintaining the website§ Software Developer (comprehensibility, testability, …)
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Business Strategy
Business Processes
Business Models
Management
External Demands Strategic Direction The Market Promise Customer Value
Organisation
Skills &CompetenciesNetwork
Goals &Metrics
BusinessPlanning
Cost Profit
Supply ValueProposition DemandValueProposition
Profit Income
Q4
Q2
Q1BCQ3
Performancemanagement
Cost Profit
Supply ValueProposition DemandValueProposition
Profit Income Cost Profit
Supply ValueProposition DemandValueProposition
Profit Income
Organisation
KeyCharacteristics
Feelings Emotions Benefits
Market Promise
Source: Siamak Amjadi (Nordea), What is Business Architecture? Dansk IT EA 2012, 31/10/2012
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Notions: Viewpoint and view
ViewRepresentation of a whole system from the perspective of a related set of concerns. Views are the actual description of the system
ViewpointSpecification of the conventions for constructing and using a view. A patternor template from which to develop individual views by establishing the purposes and audience for a view and the techniques for its creation and analysis.
èSeparation between viewpoint and view
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Notions: Library viewpoint
Library viewpoint: Viewpoint-definition from literature.
è Reuse of techniques and notations for architectural descriptions in order to avoid ad-hoc notations for “boxes-and-lines everywhere viewgraphs”
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Notions: Rationale and model
RationaleDescribes the reasons, leading to the selection of an architecture as well as the intention an architect pursues with his decisions.
Model Represents a certain aspect of an architecture, according to a notation defined through a viewpoint.
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Example: Apple‘s iTunes store
§ Rationale§ Ease of use for the customer§ It shouldn’t be possible for customers to download registered video and music material without
paying it§ …
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SW-developer
Operator
Changeability
…
Hardware requirements
Scalability
System uptime
…
Class diagramserver release 1
Class diagramserver release 2
Deployment-diagram server
Structural design
Installations-view
Stakeholder Concern Viewpoint View Model
Class diagramclient release 1
Structural changes since the last
release
Initial structureof the client
Server landscape
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Influence factors for EAM
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EAM Concerns
Organizational Context
EAM Goals
Maturity of other (IT) management functions
Enterprise Context
Influence factorschanging over time
More >
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Empirical results on application scenarios for EAM
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S Aier, C Riege, R Winter Unternehmensarchitektur–Literaturüberblick und Stand der Praxis, Wirtschaftsinformatik 50 (4), 292-304
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How does Enterprise Architecture add value toorganizations?
EAM Benefits§ Organizational alignment (common goals à consensus)§ Information availability (access, standardized à faster & better decisions)§ Resource portfolio optimization (no redundancy à reduced cost & skill variation)§ Resource complementarity (integration, interoperability à performance, re-use)
Proxy Measures for Evaluating EA Quality
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Tamm et al. (2011) "How Does Enterprise Architecture Add Value to Organisations?," Communications of the Association for Information Systems: Vol. 28.
Appropriate scope-detail-cost balance Intermediate deliverables
Appropriate CIO skills Skilled architecture team
Compatible organizational culture Sufficient (on-going) funding
Clear and agreed-upon arch. principles Suitable management practices
Documentation tools Stakeholder acceptance & involvement
Effective presentations Top management support and involvement
Effective project management Use of consultants
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Discussion
1. Describe specific examples of (actual or potential) benefits/added value of EA in your company?
2. How does your company assess/measure EA benefits?
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Summary of the results of Weill & Ross
Lessons learned§ Not every company governs IT in the same way§ Different group types and competence centers(archetypes) make decisions
Further analysis required§ How to measure governance performance (key values for governance)?§ What governance arrangements work best?§ How do profit and non-for-profit organizations differ in governance
arrangements?
Bottom line§ IT governance
-is heavily influenced by the IT structural organization -influences the evolution of the IT structural organization-influences the structural and process organization
§ An outsourced IT department with a responsible manager acts different to an IT department, in which also the business departments do have decision rights!
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Book Review>
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Evolution trajectory of managed evolution
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Murer S., Worms C., Furrer F.: Managed Evolution. In: Informatik-Spektrum, Vol. 31, No. 6., 2008.
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The classical layers and elements of a business architecture
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Implementing architectures is a process of change.
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Labyrint IT Strategy Solutions
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Example: ABN AMRO
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The color theory distinguishes five fundamental approaches to change.
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Labyrint IT Strategy Solutions
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Understand your primary change approach and the change culture of your enterprise.
§ Is there a difference between thinking and doing?§ Are there different change cultures in parts of your enterprise?
§ Consider the dominant color of the environment and deliberately choose an appropriate approach to change.
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Labyrint IT Strategy Solutions
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The transition from project architect to other architect roles is often underestimated in terms of learning new skills.
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Labyrint IT Strategy Solutions
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EAM method building blocks (2012)
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BEAMS online method base
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Example: Your EAM goal is to “improve compliance of projects with EA principles”
The BEAMS method library provides several method building block variants1. Financial reward for conformance to EA principles2. Request justification for deviations 3. Request financial reserves for deviations from EA
principles4. Power of veto for enterprise architects
Governance structure of your enterprise§ Centralized IT§ EA architect participates in project portfolio management
Organizational context of your enterprise§ EA management team has no budget power§ Business can overrule EA project portfolio recommendations
è BEAMS method base recommends variant (3) for this situation
Working with EAM method building blocks (MBB)
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BEAMS online method base
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Enterprise architect education and certification
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Master Course Business InformaticsStrategic IT Management and EAM
Euro CIO Professional Programme Business and Enterprise Architecture
EAMKON Conferences & Workshops
User Group Architekturmanagement
GI Arbeitskreis Unternehmensarchitektur, Fachgruppe Architekturen, Fachbereich Software Engineering
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Technische Universität MünchenDepartment of InformaticsChair of Software Engineering for Business Information Systems
Boltzmannstraße 385748 Garching bei München
Tel +49.89.289.Fax +49.89.289.17136
wwwmatthes.in.tum.de
Florian MatthesProf.Dr.rer.nat.
17132
Thank you for your attention. Questions?