ea from consulting perspective - jyväskylän yliopisto lecture... · jta dod af 2004 iso/iec 14252...
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EA from Consulting PerspectiveAri Hirvonen
17.4.2009
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About the Speaker• Head of Technology Consulting, Global Service Lines• Sertified TOGAF Acrhitect• Adjunct Professor, Enterprise Architectures, University of Jyväskylä, Ph.D.
(Economics)
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TietoKnowledge. Passion. Results.Company Presentation
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Vision, mission and values
VisionBuilding leaders of the digitalworld - a world of betterservice, higher productivityand new opportunities.
MissionTurning knowledge andpassion into sustainableresults for ourcustomers.
ValuesWe work together.We care for our people & customers.We are committed to quality.We learn and grow.
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Tieto today fast facts
• The leading IT services company in Northern Europe
• One of the world leading Telecom R&D partners andinnovative IT services providers
• Net sales approximately EUR 1.8 billion
• 16 000 IT professionals in close to 30 countries
• Founded in 1968
• Listed in Nasdaq OMX Helsinki and Stockholm
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Strategic targets for 2011• Leading IT services company in Northern Europe
• Market leader in Nordic countries• Strong presence in Russia• Selected presence elsewhere
• World-leading Telecom R&D partner• Recognized telecom value chain expert
• Sustainable business practices• Most wanted partner for quality and reliability
• Employer of choice
• High-performing company in terms of growth and profitability
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Sharper business scope
Tieto is an IT services company focusing on serving large and medium-sized organisations
Geographicalfocus
• Northern Europe• Germany• Russia
Special growthfocus
• Telecom• Sweden• Russia
Service focus• IT• R&D• Consulting
•Better service•Higher productivity•New opportunities•Improved profitability
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30%
<10%
30%
25%
10-15%
Business Mix
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Competitive edge industry expertise & customer centricity
• Cross-industry best practises and innovation
• Experience and expertise in the Nordic digitalenvironment
• Long customer relations and know-how
• Unique combination of competencies in IT,R&D and digital services
• Strong capability to offer managed servicesefficiently reliable, efficient day-to-daybusiness operations
• Global delivery model to ensure higher performance
Expertise
Experience Capabilities
Customerrelations
Easy toworkwith
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Industries•Telecom•Financial Services•Forest•Energy•Healthcare & Welfare•Manufacturing•Public•Retail & Logistics•Media
Service lines•IT Services•R&D Services•Digital Transformation &Consulting (DTC)
Countries•Finland•Sweden•Norway•Denmark•Germany•Russia•International countries
New operating model drives customer value
CUSTOMERVALUE &PROMISE
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The new Leadership Team
Eva GidlöfCountry Head, Sweden
Bengt MöllerTelecom and Media
J. Pyykönen-WalkerHuman Resources
Kavilesh GuptaGlobal Service Lines
Pekka ViljakainenCMO; International
Ari KarppinenCountry Head, Finland
Ari VanhanenIndustry Group
Seppo HaapalainenCFO
Hannu SyrjäläPresident and CEO
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Creating new revenueand digital servicesCreating new revenueand digital services
Increasing sales &customer satisfactionIncreasing sales &customer satisfaction
Enhancing businessand informationprocesses
Enhancing businessand informationprocesses
Improving efficiencyof IT operationsImproving efficiencyof IT operations
ICT transformation servicesSaaS / Managed Services solutionsApplication Service ManagementCapacity servicesConsolidation and optimization servicesQuality assurance and testing services
Industry solutionsSmart sourcing for R&DFuture OfficeUnified communicationInformation Management & Business IntelligenceIntegration services and eInvoicing
Digital CustomershipMobile solutionsSearch-based solutionsIndustry specific sales/customer service solutions
Digital MediaDigital service solutionsTieto-Microsoft Service Design CentersConsulting & advisory services
Customer’sagenda
Where we can help Our key offerings
Tieto value proposition
Growth
Efficiency
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Our way forward• Relentless execution of the new strategy and agreed plans
• Grow in selected areas• Maintain strong position in Finland
• Focus on supporting existing customers• Hunt for growth and outsourcing opportunities• Implementation of the global delivery model
• Target: 40% of employees in global delivery centres
• Investments in people• Competence development
• Tight project control• Focus on risk management and quality• More efficient use of subcontractors
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Why EA?
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ITIT
Organization
ITIT
Organization
ITIT
Organization
TimeDataProsessingSystems: 1960s-
ManagementInformationSystems: 1970s-
StrategicInformationSystems: 1980s-
ITIT
Organization
ITIT
Organization
IsolatedMachines(late 50s toeraly 60s)
MainframeMonolopoly(eraly 60s tolate 70s)
DistributedSystems(late 70s tomid 80s)
Regulatedfree market(mid 80s tolate 90s)
The internetAnd WWW(late 90s topresent)
Next: BPM/Businessorientation ,Agile computing,Multiple channels,Web 2.0
The Changing Role of ICT
Source: Ward and Peppard 2002, Dickson 2003
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Megatrend: Business and ICT are Merging
Business
ICT
Abyss
Business
ICT
IncreasingInteraction
Business
ICT
Newmanagement
NewBusiness
logic
Banking
Industry
Travel
Government
Retail trade
IndustrialSociety
InformationSociety
RevolutionProductivity
leapsEvolution
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Applications Before
Technical Infrastructure
DevelopmentTools
ApplicationsProcess
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Applications Today
BPM
Multichannel Portal
Data Access
Technical InfrastructureOperating Systems, Grid, Clusters
Application Servers
InformationManagement,
BusinessIntelligence
InteroperabilityJ2EE / MS.NET /
Others
Integration
DevelopmentTools
ManagementSecurity
Application mgmt
Applications
• ICT Infra is increasingly wider• ICT usage scenario and technology scale are getting complicated (Web 2.0… )
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onIT-reality?
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With poor Architecture You will lose Your Strategic Flexibility
IT Budget
Time
NewCapabilities
Maintenance and Fixing
In addition to IT also inflexibility in business processes and informationWill lead to this
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Strategic Planning in Organisations
Management
Rough Direction
StrategyImplemen-
TationProject
StrategyImplemen-
TationProject
Dcreased Flexibility,Decreased Service Cabability
Organization FoundationKey Prosesses and Supporting IT Systems
DecreasingFlexibility
Poor Production of Services
IT
StrategyImplemen-
TationProject
IT
Lähde: prof. David Robertson
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Primary Driver for EA
Based on data from over 200 EA programs
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EA
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Consepts
• “The general term architecture is defined as the design of anytype of structure whether physical or conceptual, real orvirtual” (O’Rourke et al. 2003)
• “Enterprise means a group of people organized for aparticular purpose to produce a product or provide a service”(O’Rourke et al. 2003)
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Enterprise Architecture
• "Enterprise architecture (EA) identifies the main componentsof the organization, its information systems, the ways inwhich these components work together in order to achievedefined business objectives, and the way in which theinformation systems support the business processes of theorganization.
• The components include staff, business processes, technology,information, financial and other resources, etc.
• Enterprise architecting is the set of processes, tools, andstructures necessary to implement an enterprise-widecoherent and consistent IT architecture for supporting theenterprise's business operations.
• It takes a holistic view of the enterprise's IT resources ratherthan an application-by-application view." (Kaisler et al., 2005)
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Enterprise Architecture
• "Enterprise Architecture is a strategic information asset base,which defines the mission, the information necessary toperform the mission and the technologies necessary toperform the mission, and the transitional processes forimplementing new technologies in response to the changingmission needs. An enterprise architecture includes a baselinearchitecture, target architecture, and a sequencing plan. "(CIO Council 2001)
• "A defined EA is ...providing to people at all organizationallevels an explicit, common and meaningful structural frameof reference that allows an understanding of what theenterprise does, when, where, how and why it does it andwhat it uses to do it" (GAO, 2003)
(GAO = US Government Accountability Office)
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Enterprise Architecture
• “The design of business and IT system alignment is thedomain of Enterprise Architecture (EA). Enterprise architectsseek to align enterprise processes and structure with theirsupporting IT systems.” (Wegmann et al. 2005)
• “Enterprise Architecture is the process of translatingbusiness vision and strategy into effective enterprisechange by creating, communicating and improving the keyprinciples and models that describe the enterprise’s futurestate and enable its evolution”. (Gartner Group 2006)
•Business and IT structures•Business oriented•Holistic•Alignment•Transitional
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Enterprise Architecture (EA)
• EA = Fin. Kokonaisarkkitehtuuri = Yritysarkkitehtuuri• The Open Group's Enterprise Architecture definition (TOGAF 2003):
• There are four types of architecture that are commonly accepted as subsets of anoverall Enterprise Architecture:• business architecture: this defines the business strategy, governance,
organisation, and key business processes.• data/information architecture: this describes the structure of an organization's
logical and physical data assets and data management resources.• application (systems) architecture: this kind of architecture provides a blueprint
for the individual application systems to be deployed, their interactions, and theirrelationships to the core business processes of the organization.
• Information Technology (IT) architecture: the software infrastructure intended tosupport the deployment of core, mission-critical applications.
Architecture != Just technology
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Layered Model of Software Architecture
Meta-Architecture•Architectural vision, principles, styles, key concepts and mechanisms.•Typically part of EAEA•Focus: high-level decisions that will strongly influence thestructure of the system; rules certain structural choices out,and guides selection decissions and tradeoffs among others
Software Architecture•Structures and relationships, static and dynamic views, assumptions and rationale•Focus: decomposition and allocation of responsibility, interface design, assignment toprocesses and threads
Architecture Guidelines and Policies•Use model and guidelines; policies, mechanisms and design patterns;frameworks, infrastructure and standards
•Focus:guide engineers in creating designs that maintain the integrity of architecture
guidesoftwarearchitects
guidedesigners
Malan, R., Bredemeyer, B., 2002
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Enterprise Architecture Impact Areas
EnterpriseScope
Domain AScope
Domain BScope
Enterprise IT architecture decisionsDomain architect decisions
Application architectdecisions
Component (Service) ownerdecisions
EnterpriseIT
ArchitectureDomain
EnterpriseIT
ArchitectureDomain
”System of components”architecture”System of components”architecture
”System of systems”architecture”System of systems”architecture
Component(Service)
scope
ApplicationArchitecture
Domain
ApplicationArchitecture
Domain
Applicationscope
IT Vendor
Group IT
Domain IT
Malan, R., Bredemeyer, B., 2002
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onModeling of Business Processes
Modeling levels and the hierarchySuppliers CustomerCompanyInput Output
Process 1
Process 2
Process 3
Process 4
Process n Process m Process X
Customer
Coreprocesses
Supportprocesses
Process map
Customer Processes
Process 1 Process m Process 3
Sub-Process 21 Sub-Process 22 Sub-Process 24
Sub-Process 23
Process environment
Process n
Customer
Role 1
Supplier
Role 2
Application
Interface
Process flow chart, Sub-Process 24
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Consepts• ”An EA framework is an abstract graphical representation of the enterprise or
– more pragmatically – its information landscape. EA frameworks helpenterprise architects classify different models, facilitating differentviewpoints and levels of detail for a spectrum of users. They can also easecommunication by clearly establishing boundaries and responsibilities,depending on whether firms adopt decentralized, centralized, or federatedarchitect groups.” Forrester Research 2006
• ”EA methodologies describe the different steps and deliverables needed toprogress along the EA front. Most methodologies are available from privateconsulting companies. TOGAF from The Open Group is the only methodologyfreely available to the end customers.” Forrester Research 2006
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Consepts• ”An Enterprise Architecture framework is a communication model for
developing an Enterprise Architecture (EA). It is not an architecture pe se.Rather; it presents a set of models, principles, services, approaches,standards, design concepts, components, visualisations and configurationsthat guide the development of specific aspect architecture.” Schekkerman,Jaap: How to survive in the jungle of Enterprise Architecture Frameworks.Trafford, 2006.
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“Which EA framework do you mainly useand plan to use in the next 18 months?”
Source: Forrrester Research 2006
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The history of EA frameworks
JTA DoD AF2004
ISO/IEC14252
TAFIM
Zachman1987
DoD TRM
TOGAF TOGAF2002
C4ISR1999
EIF2005
Zachman2003
EAP1992
UVA Model1994
IAF v11996
TISAF1997
FEAF1999
TEAF2000
IAF v32001
XAF2003
E2AF2003
E2AF2005
FEAF2003 NORA
2006
EAGrid
Source: Schekkerman, Jaap: How to survive in the jungle of Enterprise Architecture Frameworks. Trafford, 2006.
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Zachman Framework
Pros :• The first and was long
time unique• Well Known• Really exhaustive• Different viewpoints
Cons :• Too complex• Columns historically
sorted• Need to be tailored• Not for operations• Fragmentation effect• No typical models for the
columns on the right•Separates the
considerations onenabling technologiesfrom strategies andbusiness development
WHAT HOW WHERE WHO WHEN WHY
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TOGAF
Cons:•Too strong technology
focus•Limited support for
abstraction perspective•Comes with a lot of
detailed information,impossible to learn andadopt in short projects
Pros:•Well known and widely
used•Strong process•Public and available•Commonly accepted EA
views included•Strong support for
technology architecture•Improved version 9
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FEAF: NIST
Cons:•Too simple (e.g.
abstraction levels missing)•From the 80’s –today’s
networking platforms &technologies notconsidered
•Process for largegovernment organisations
•Separates theconsiderations onenabling technologiesfrom strategies andbusiness development
Pros:•Simple and easy to
understand•Reference models•Developed for government
purposes
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NAF
Cons:•Focus in technology and
systems developmentrather than overallplanning
•Focus in defence domain•Heavy methodology
Pros:•In use and proven in
practice•Interoperability•All you need is included
(e.g. method, framework,tamplates)
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The EA Grid: framework for the EA process
Enterprise level decisions
Domain level decisions
Systems level decisions
BusinessArchitecture
ApplicationsArchitecture
TechnologyArchitecture
InformationArchitecture
Enterpriselevel
Domainlevel
Systemslevel
Cons:•Limited user base•Even too simple for some
situations
Pros:• Simple and easy to
understand• Based on long term
consultancy practice &theories of IS planning
• 4 main views commonlyshared
• Includes all necessaryviews
• Based on commonpublic models (e.g.TOGAF) and thereforecan be integrated
• Public and available
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Other light weight frameworks• EAP
• Two highest levels from Zachman framework. Thus only business view included.• A linear process suited for taking on EA work• Not a continuous, cyclic management process
• Pera• For industry• For enterprise systems (ERP, SCM, MRP) development rather than overall planning
• ProACT, Forrester• Both owned by a consulting company
• ARIS• Originally for enterprise systems development• Owned by a tool vendor
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EA-frameworks and users
Source: Forrrester Research 2006
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EA Development
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Technology
Business
Strategy
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Typical EA Maturity Phases
Lähde: Jeanne W. Ross, Understanding the Benefits of Enterprise Architecture. MITSloan CISR 2005.
Businesssilos
Standardizedtechnology Optimized core Business
modularity
Stage1 Stage 2 Stage 3 Stage 4
• IT applicationsserving local needs
• clearly articulatedtechnical platformslimiting choices andincreasing efficiency
• standardized data orprocesses increasingorganizationaldiscipline
• business processmodules plug&playenabling businessagility
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EA MaturityModels
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Harmonization
Handling Decissiont InformingApplication Archiving
Org. 1
Org. 2
Org. 3
Org. 4
App. 1
App. 2
App. 3
App. 4 App. 5 App. 6
Tuote 1
Järjestelm
Sovellus-palvelin
Portaali-serveri Tietokanta nn nn
Product 1
Application 1
ApplicationServer
PortalServer DB nn nn
Product 2
Product 3
Product 4 Product 5 Product 6
Application 2
Application 3
Application 4
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Strategic Planning in Organisations
Management
Sets Direction
StrategyImplemen-
TationProject
StrategyImplemen-
TationProject
Creates Foundation
Organization FaundationKey Prosesses and Supporting IT Systems
OpprtunitiesFor innovation
Excellent Production of Services
IT
StrategyImplemen-
TationProject
IT
Lähde: prof. David Robertson
Operationalmodel
EAEA
Process integrationAnd standardizationrequirements
Businessrequirements
DefinesSolutions
UpdatesArchitecture
Management/Governance model
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From Strategy to Practical Implementation
Mission
Values
Vision
Strategy
Strategy map
Balanced Scorecard
Goals, projects and initiatives
Personal Goals
Strategy Results
ServicesService portfolio, service quality targets, service missions
Informatios and SystemsInformation and Systems
portfolio
ProcessesProcess map, KIPs, Process standardisation
and integration requirements
CustomersSegmentation
EA in next levels
OperationalModel as a top level
EA structure
Stra
tegi
cM
anag
emen
tO
pera
tive
Man
agem
ent
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EA Governance
Source: EAdirections,George S. Paras
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Consulting
FacilitativeConsulting
OperativeConsulting
InformationFacilitation
Technology OrientedInformation Facillitation
Business OrientedInformation Facillitation
ProcessFacilitation
ProcessSupport
Method andProcess use
Technology OrientedOperative Consulting
Business OrientedOperative Consulting
Involvement tothe development processLow High
1.
1.1. 1.2.
1.1.1. 1.1.2.
1.1.1.1. 1.1.1.2. 1.1.2.1. 1.1.2.2. 1.2.1. 1.2.2.
Consulting
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TEAFcycle
7. ContinuousReview &
Update
1. Define Vision,Objectives &
Principles
2. CharacterizeBaseline
3. TargetArchitecture
4. OpportunityID & GapAnalysis
5. MigrationOptions
6.Implementation
DoC IT Architecture Process
Architecture Process Model examplesTOGAFADM cycle
AArchitecture
VisionHArchitecture
ChangeManagement
GImplementation
Governance
CInformation
SystemArchitectures
Requirements
BBusiness
Architecture
EOpportunitiesand Solutions
FMigrationPlanning
Prelim:Framework and
Principles
DTechnologyArchitecture
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EA project phases
Enterprise Architecture Development Process
Current State Analysis
Business Analysis
IT Analysis
Target Architecture
Business ProcessAnalysis
and Development
Application andInformation
IT Infrastructureand
Technology
Development Plan
Road Map
Cost Estimation
Risk Management
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Architecture Process Scheduling
PrestudyPrestudy
Information SystemsArchitecture
Information SystemsArchitecture
Technical ArchitectureTechnical Architecture
IT ServiceArchitectureIT Service
Architecture
RoadmapRoadmapworkshop1workshop1
kick-offkick-off
interviewsinterviews
workshop2workshop2 workshop3workshop3
workshop4workshop4
workshop5workshop5
workshop7workshop7
workshop6workshop6
presen-tations
presen-tations
finalisingfinalising
month1 month2 month3
presen-tations
presen-tations
month4
Here is an outline for a 3 calendar month architecture process.
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Create a consumer-focused EA practice
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Questions
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Just do it!
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Thank you.
Ari HirvonenTietoEnator Finland [email protected]