pohi 4 ibm ea framework short

28.4.20231

Enterprise Architecture – Introduction…

Why Enterprise Architecture - aligning Business with IT

28.4.20232

… with the intent of avoiding chaos…

… and even if an individual house is well architected, if each house is different (e.g. different electricity voltage, water pressure) then the city will not work…

28.4.20233

Benefits with Enterprise Architecture

• Align business and IT objectives and resources • Efficient decision-making through established principles,

models, standards, and processes• Improve communication, prioritization, and governance of

initiatives• Increase time-to-market by reducing lead time for installing

and testing technology (have the technology ready before it is needed)

• Simplify integration problems through compliance with architecture

• Reduce costs by retiring duplicative or outdated assets• Provide a foundation for skills development• Follow an established roadmap for infrastructure development

28.4.20234

Following phases are defined for the Enterprise Architecture evolvement

Introduction Input RoadmapPrinciples

Target Visio

n

• EA Definition• Goals• Structure• Layers• Roles• Governance• Deliverables• Measurements

• Problem Statementarchitecture• business• application• information• technology• infrastructure• governance• processes

• Principles• what it is• how to define• what it defines

•Target Vision• common understanding• definition of architecture• architectural framework• ‘to be’ architecture• ownership of HBG EA

• Perspective• Architectural changes• Business changes• Organization• EA realization

28.4.20235

Enterprise Architecture Definition…


Target Vision

28.4.20236

….there are several – here is one

“The EA discipline defines and maintains the architecture models, governance and transition initiatives needed to effectively co-ordinate semi-autonomous groups towards common business and/or IT goals.“

EA ensures the architecture is

maintained and used

EA is not just passive or

reactive, it is proactiveEA can

address the business and IT domains

EA works at many levels

EA provides reference material in many forms

“The EA discipline defines and maintains the architecture models, governance and transition initiatives needed to effectively co-ordinate semi-autonomous groups towards common business and/or IT goals.”

EA enables: Alignment between Business and IT Governance Transition Realisation of Business and IT

Strategies

An IBM study agreed a definition that balances EA’s “upstream” and “downstream”

values


Target Vision

28.4.20237

Two important aspects of Enterprise Architecture “upstream” (doing the right things) and “downstream” (doing things right)

– Upstream: Doing the right things

• Identifying, funding & resourcing the most important programmes, in line with the business strategy and within the investment budget, in the right sequence, and with effective programme management and control.

– Downstream: Doing things right

• Ensuring the solutions delivered by these programmes meet the needs of the business, work within the existing IT environment andcontribute towards the realisation of the enterprise’s IT strategy.

“good engineering”

“good navigation”


Target Vision

28.4.20238

Enterprise Architecture layers and structure


Target Vision

28.4.20239

Fire & Hope

Enterprise Strategy

Business Operating Environmentand IT Infrastructure

The gap between Business and IT is something that has to be manageable and controlled; how to plan, build and maintain

Change Programs

Soln Outline Macro Design Micro Design Devt, etc.

Programme ArchitectureGrou p I T Archi te ct u re De fi nit i on

Inf rast ructu re Desi gn & Pl an ni ng

E st a bl ish IT C ompet enc y C en t re

E nd Use r I nf rast ru ctu re U pg rade

I nte r-c omp any WA N ( i mple .)

Ou t so urce N ew Co re sy st e ms

Ou t so urce He lpd esk and De skt op

Ou t so urce net w ork

O ut sourci ng I ni ti at ives

Compe tenc y C entr e I ni ti at ive s

Ele ct roni c Servi ce D eli very

Dat a War ehouse

Cu st omer Servi ce C en tre

WAN infra structur eIntra net/M ail infra struc tureCu stomer Serv iceDa ta Wa rehous e

Grap hical IS

B.U. B.U.Docum ent Manag emen t

Syste ms M anage mentMidd leware

NE T WO R K

P lan ning / Desi gn In it i at ives

In frast ruct ure I ni t i ati ves

Ot herB u si ne s s U ni t S y st ems

K io s ksT el eme t ry s ys te mse tc

I ni ti at i ve s f oc us ed on mi grat in g t o t he new d eli very envir on ment

P la n ni ng /D e sig nI nf ra st ruc tu re

O u ts ou rc in g

I ni ti at i ve s f oc us ed on i mpl eme nt ing t h e vis io nP la n ni ng /d es ig n

I T Co m p et en c y c e nt re

Key Gr oup De cisio n Poi nts


Programme ArchitectureG ro up IT A rc hi t ect ure D ef ini ti on

I nf ras truct ure De si g n & Pl ann ing

Esta bl ish I T Compe tenc y Cent re

En d Us er Inf rast ruc t ure Up grad e

Int er- compa ny WAN (i mpl e. )

O ut sourc e N ew C ore s yst ems

O ut sourc e H el pdesk and D eskt op

O ut sourc e ne tw ork

O ut sourcin g In it ia ti ves

Com pete ncy Cent re Ini t iat i ves

E lect roni c S ervi ce De liv er y

D at a Wareho us e

C usto mer S ervi ce Ce ntre

WA N infra structur eIntr anet/M ail infra struc tureCustom er Se rviceDa ta Wa rehous e

Grap hical IS

B.U. B.U.Docu ment Manag emen t


NE T WO R K

P lann ing / Desi gn Ini t i at ives

In f ras tru ctur e I ni ti at ive s

O th erB u si ne s s U ni t

S y st ems

K io s ksT el eme t ry s ys te ms

e tc

I ni t ia ti ves fo cuse d on mi grat i ng to t he new del ivery env ironme nt

P la nn in g /D es ig n

In fr as tr uc tu reO u tso u rc in g

I ni t ia ti ves fo cuse d on i mpl emen tin g t he v isi on

P la nn in g /d es ig nIT C o m pe te n cy c e nt re Key Gr oup D ecisi on Poi nt s

TechnologyAvailability

BusinessOpportunity

Bus Strategy IT Strategy


Target Vision

28.4.202310

Enterprise Strategy


Enterprise Architecture can be the ‘vehicle’ to align Business with IT Pr

ogra

m F

ocus

Ente

rpris

e wi

de F

ocus

Strategy

Planning

Designand

Delivery

Change Programs













Dat a War ehouse



Grap hical IS



NE T WO R K







O u ts ou rc in g
















D at a Wareho us e



Grap hical IS



NE T WO R K




S y st ems


e tc







BusinessOpportunity


Enterprise Architecture


Target Vision

28.4.202311

Enterprise Strategy


Good EA planning and good EA engineering can be managed using a EA framework and a EA method

Change Programs













Dat a War ehouse



Grap hical IS



NE T WO R K







O u ts ou rc in g
















D at a Wareho us e



Grap hical IS



NE T WO R K




S y st ems


e tc







BusinessOpportunity


Enterprise Architecture= “the city plan”

Strategy= “the city’s purpose & goals”

System Design= “the buildings”

Prog

ram

Foc

usEn

terp

rise

wide

Foc

us

Strategy

Planning

Designand

Delivery


Enterprise Capabilities

Technology Architecture

IS Architecture

Business Architecture

Gov

erna

nce

Tran

sitio

n Pl

anni

ng


Target Vision

28.4.202312

Enterprise Strategy



Enterprise Architecture links strategy formulation through ensuring that “the right things are done” - upstream EA

Prog

ram

Foc

usEn

terp

rise

wide

Foc

us

Change Programs













Dat a War ehouse



Grap hical IS



NE T WO R K







O u ts ou rc in g
















D at a Wareho us e



Grap hical IS



NE T WO R K




S y st ems


e tc







BusinessOpportunity





Doing the right things!

”Upstream EA”Good Navigation

Strategy

Planning

Designand

Delivery


Target Vision

28.4.202313

Enterprise Strategy



Enterprise Architecture assets ensure that “things are done right” when building specific solutions – downstream EA

Prog

ram

Foc

usEn

terp

rise

wide

Foc

us

Change Programs













Dat a War ehouse



Grap hical IS



NE T WO R K







O u ts ou rc in g
















D at a Wareho us e



Grap hical IS



NE T WO R K




S y st ems


e tc







BusinessOpportunity





Doing things right!

”Downstream EA”Good Engineering

Doing the right things!

Strategy

Planning

Designand

Delivery


Target Vision

28.4.202314

Enterprise Architecture Framework

Organising, storing and using architectural information (models and building blocks) in support of transition

planning and delivery project guidance


Target Vision

28.4.202315


The EA Framework consist of horizontal- and vertical aspects…

InformationSystemsArchitecture

BusinessArchitecture

Functional Aspect of ArchitectureOperational

Aspect of ArchitectureExternal to architecture

EnterpriseCapabilities

We need to include elements

that help us deploy our

Business & IT systems in a

consistent and joined up fashion

It is helpful to describe external

influences in a consistent

manner, such as “requirements”

A good EA is driven from an

assessment of the capabilities

needed by the enterprise


Target Vision

28.4.202316

…and then sub-dividing it into a number of “vertical” aspects to complement our “horizontal layers”

TechnologyArchitecture




Functional Aspect of ArchitectureExternal to architectureOperational

Aspect of Architecture

People Activities DataEvents(Strategy) Location

We need to describe the basic building blocks from

which our systems are built. Typically, in an IT centric EA, these can be

categorised into…

People, their roles and skills; and the things required to

give them access to the enterprise’s IT

systems…

...Activities and Processes; and the things required to

automate and support their

execution within the enterprise’s IT

systems…

...And data; and the things required to

support their storage and use within the

enterprise’s IT systems

We need to describe the operational

structure needed and used by the

enterprise; together with the manner in

which the enterprise’s building

blocks are distributed across

this structure

We need to describe the events that the architecture must

support, in terms of their business

purpose and their operational

characteristics


Target Vision

28.4.202317

This gives us a powerful 2 dimensional EA architecture framework, the WORK PRODUCTS - of the EA Consulting Method’s architecture neighbourhoods





Functional Aspect of ArchitectureExternal to architectureOperational Aspect

of Architecture

Activities

Work Product

Data

Work Product

People

Work Product

Location

Work Product

EventsStrategyBut what is the nature

of these work products?

Models?Sets of Building

blocks?Both?

We need to think again about the these

relationships…


Target Vision

28.4.202318

The EA Framework provides the structure for defining and managing Enterprise Architecture assets and functions as a reference catalog for use in solution architecting





Capabilities and architecture principles are defined to reflect and be consistent with the business direction i.e. business strategy and IT strategy

Business components or activities define “what the business needs to do” to realize the capabilities i.e. a business architecture has no regard for the use of automation

Application & data (business-specific) and technology (business-independent) services define “what IT needs to do” to support the business activities.An Information Systems Architecture describes those aspects of the business that are to be automated – sometimes known as the “business dependent IT architecture”

Application and technology components are structured into standard arrangements called Reference Architectures i.e. a Technology Architecture describes the underlying, “business independent” IT architecture needed to support automation


Target Vision

28.4.202319

The Enterprise Framework consist of Work Products – called ABB (Architectural Building Blocks) - used for documentation and guiding in system modelling





Functional Aspect of Architecture

People Activities Data

External to architecture

IT Components (s/w & h/w)

Business Structure

Business Activity Mdl

Component Business ModelSkills

Business Services Model

Standard Use Cases

Standard IS NFRS

IT Nodes

Technology Functional Reference Architectures

RolesEnterprise Info Model

Usage matrices

Usage matrices

Usage matrices

ApplicationGroups

DataStores

AC MapFunction Data

Application Services ModelUser Groups

Deployment Units IS)

Placement Guidelines

Deployment Unit Matrices

Information Activities

Presentation Services

ApplicationServices

DataServicesIT Systems

Management WPs

IT Systems Operational

WPs

Locations Model

Business Event List

Locations List

Enterprise KPIs

Business Scenarios

Activity Resources

Skills Resources

Information Resources

EventsStrategy

Strategic CBM

EA Guiding Principles

IS Strategy WPsIS Strategy

WPsIS Strategy WPsIS Strategy

WPs

IT Strategy WPsIT Strategy

WPsIT Strategy WPsIT Strategy

WPs

Business Operational RAsBusiness Functional Reference Architectures

Technology Operational RAs

Bus Strategy WPsBus Strategy

WPsBus Strategy WPsBus Strategy

WPs

IS Functional Reference Architectures IS Operational RAs

OperationalAspect of Architecture

Location

And/or

And/or


Target Vision

28.4.202320

Enterprise Architecture – using a Method


Target Vision

28.4.202321



Governance

Strategic Gap Analysis

Transition


IS Architecture

Current Environment

Proposal and Engagement PlanningClientObjectives

EmergingOpportunities

The structure of the architecture neighbourhoods in the EA Method


Target Vision

28.4.202322

The EA Method provides the process of developing the EA Framework



Governance


Transition


IS Architecture

Business Event List

Locations

IT NodesIT Components

EA Neighborhood Gaps Ident’n

EA Capability Assessment

EA Neighborhood Assessments

Transition Initiatives

Transition Management

StrategyIntegrated

Transition Plan

Management Action Plan

Decision Model

Principles, Policies & Guidelines

Architecture Management

Processes


Business Structure

Architecture ManagementRoles / Resp


Metrics

Critical issues, opportunities &

rec’ns

Technology Reference Architectures

Application Groups

User GroupsIS Reference Architectures

Capability Model

ResourcesEA

Overview Diagram

Strategic CBMBusiness Directions


Business Scenarios


DataStores Deployment

Units (IS)


Standard Use Cases

Enterprise KPIs

Standard NFRs

Roles

Usage Matrices

Business Reference Architectures

Enterprise Information

Model


Target Vision

28.4.202323

From the ‘Enterprise Architecture’ on ‘one page’ there is a relation to the EA Method and the EA Framework

Enterprise Strategy


Prog

ram

foc

usEn

terp

rise

wid

e fo

cus

Strategy

Planning

Design and

Delivery

Prog

ram

foc

usEn

terp

rise

wid

e fo

cus

Strategy

Planning

Design and

Delivery

Prog

ram

foc

usEn

terp

rise

wid

e fo

cus

Strategy

Planning

Design and

Delivery

TransitionPlanning G rou p IT

A rchitecture D efinition

Inf rast ructure Design & Planni ng

Establish IT Co mpeten cy Cent re

End User Inf rast ructur e Upgr ade

Inter-compa ny WAN ( imple.)

Ou tsource N ew Core systems

Ou tsource Helpdesk and Desktop

Outsource network

Outs o urc ing Init iat iv es

Co mpet enc y Cen tre Ini tiati ves

E lectronic S ervice D elivery

D ata Warehou se

Cus to mer Service Centr e

Reco gnise and r eport proble m

Diag nose p roble m

Esca late pr oblem

An alyse p roble mLog Problem

Clo se pro blem

Up date cu stom er

Reso lve pro blem

Byp ass an d/or fix

Conf ig. Man ageme nt

Ope ration s Man agem entChan ge Man agem ent

Ca ll mana gem ent

Opera tions man ageme nt

Update cus tomer

Pe rf and C apac ity man ageme nt

WAN inf rastr uctu reIntra net/ Mail infra struc ture

Cus tom er S erv iceData Ware hou se

Gra phic al IS

B. U.B.U .

Doc ume nt Mana ge ment

Sys tem s Ma nag eme nt

Mid dlew are

NE TWO RK

Plann in g/ Des ign Init iati ves

Inf ra stru ct ure Ini tia ti ves

OtherBusiness Unit Syst emsKiosksTelemetr y systemset c

Initia tives fo cused on migr at ing to the new deliver y environment

Planning/D esignInfrastruc tureOuts ourc ing

Initia tives fo cused on implementin g th e vi sion

Planning/des ignIT Competency c entr e

Key Gr ou p Dec is ion Points

ArchitectureGovernance

TransitionPlanning G rou p IT

A rchitecture D efinition

Inf rast ructure Design & Planni ng

Establish IT Co mpeten cy Cent re

End User Inf rast ructur e Upgr ade

Inter-compa ny WAN ( imple.)

Ou tsource N ew Core systems

Ou tsource Helpdesk and Desktop

Outsource network

Outs o urc ing Init iat iv es

Co mpet enc y Cen tre Ini tiati ves

E lectronic S ervice D elivery

D ata Warehou se

Cus to mer Service Centr e

Reco gnise and r eport proble m

Diag nose p roble m

Esca late pr oblem

An alyse p roble mLog Problem

Clo se pro blem

Up date cu stom er

Reso lve pro blem

Byp ass an d/or fix

Conf ig. Man ageme nt

Ope ration s Man agem entChan ge Man agem ent

Ca ll mana gem ent

Opera tions man ageme nt

Update cus tomer

Pe rf and C apac ity man ageme nt

WAN inf rastr uctu reIntra net/ Mail infra struc ture

Cus tom er S erv iceData Ware hou se

Gra phic al IS

B. U.B.U .

Doc ume nt Mana ge ment

Sys tem s Ma nag eme nt

Mid dlew are

NE TWO RK

Plann in g/ Des ign Init iati ves

Inf ra stru ct ure Ini tia ti ves

OtherBusiness Unit Syst emsKiosksTelemetr y systemset c

Initia tives fo cused on migr at ing to the new deliver y environment

Planning/D esignInfrastruc tureOuts ourc ing

Initia tives fo cused on implementin g th e vi sion

Planning/des ignIT Competency c entr e

Key Gr ou p Dec is ion Points

ArchitectureGovernance


ITArchitecture

AEICorp ora te

Yan keeGro up

Sa tur nGroup

YarnDivision

KnitsDivisio n

Se necaPlan t

RaleighPlan t

CashMa na g emen t

Sh ip pi ng

Acco u nt in g

Co mp on entDe si g n

Yarn Bu yin g

Ord er En try

Co mpo nen tSch edu l ing

YarnDy ei ng

In v en to ry

As s ort me n tPla n nin g

Co mp o ne n tKn it tin g

Tag g in g & Pac k in g

Business Structure

AEICorp ora te

Yan keeGro up

Sa tur nGroup

YarnDivision

KnitsDivisio n

Se necaPlan t

RaleighPlan t

CashMa na g emen t

Sh ip pi ng

Acco u nt in g

Co mp on entDe si g n

Yarn Bu yin g

Ord er En try

Co mpo nen tSch edu l ing

YarnDy ei ng

In v en to ry

As s ort me n tPla n nin g

Co mp o ne n tKn it tin g

Tag g in g & Pac k in g

Business Structure

Business LocationsBusiness Locations

Change Programs


Programme ArchitectureGr o up IT Ar c hit e ctu r e De f ini ti on

Inf r as tr uc tu re De s ig n & Pl an n in g

E s tab l ish IT C o mpe te n cy C e nt re

E n d U ser In f ras t ru c tur e U p gr a de

In t er- c om pa n y

WA N ( imp le. )

Ou t so u rce Ne w

Co r e s y st ems

Ou t so u rce He lp de s k a nd De s kto p

Ou t so u rce ne tw o rk

O ut sourci ng I nit i ati ves

Co mp eten cy Ce nt re I nit i ati ves

E le ct r on ic

S e rvi c e D eli ve ry

D a ta War e ho u se

C u st o me r S e rvi c e C en tr e

WAN inf rastructu reIntranet /Mail infra structureCustomer ServiceData Warehouse

Graphic al IS

B.U.B.U. Docum ent Mana gement

System s Managem entMiddlew are

N E T WOR K

Pl ann in g/D esi gn In it i ati ves

In frast ruct ure I nit i at ives

O t he rBu si n es s U n i t

Sy st e msKio s k sTel em e try sy s te msetc

Ini ti ati v es f oc u se d o n

mi g ra ti ng t o t h e n ew de li ve r y e n vir o nm en tP la nn ing / D esig nIn fr ast ru c tu reO u tso ur c in g

Ini ti ati v es f oc u se d o n imp lem en t ing the vis io nP la nn ing / de sig n

IT Com p e te nc y c e n treKey G ro up D eci sion Poi nt s


Programme ArchitectureGr o up IT Ar c hit e ctu r e

De f ini ti on

In fra s tr u ctu r e D es ig n &

P lan n in g

E st a bli s h I T

C om pe te nc y C en t re

E nd Us e r In fr a str u ctu re

U pg r ad e

In te r -co mp a ny WA N (i mpl e .)

O ut s ou r ce N ew C or e sy s te ms

O ut s ou r ce H el p de s k a n d D es k to p

O ut s ou r ce n etw or k

Ou tso urci ng Ini t ia ti ves

Co mp et ency Ce nt re I ni ti at ive s

E le ct r on ic S e rvi c e D eli ve ry

D a ta Wa re h ou se

C u st o me r S e rv ic e C en tr e

WAN infras tructureIntranet /Mail infra structureCustomer ServiceData Wareho use

Graphical I S

B.U.B.U. Document Manage ment

Syst ems Manag ement

Middlewar e

NE T WO RK

Pl anni ng/ De sig n Ini t iat i ves

In frast ruct ure Ini t ia ti ves

O t he rB u si nes s U n it Sy s te msK io s ksTe l emet ry s y ste ms

et c

Ini ti ati v es f oc u se d on mi g rat in g t o t h e n e w de li ver y e n vir o nme nt

P la nn ing / D esig nIn fr ast ru c tu reO u tso ur c in g

Ini ti ati v es f oc u se d on

imp lem en ti ng t he v is io nP la nn ing / de sig nIT Com p e te nc y ce n tre

Key Gr oup D ecisi on Poi nts







WA N ( imp le. )

Ou t so u rce Ne w

Co r e s y st ems





E le ct r on ic





Graphic al IS



N E T WOR K















WA N ( imp le. )

Ou t so u rce Ne w

Co r e s y st ems





E le ct r on ic





Graphic al IS



N E T WOR K











De f ini ti on


P lan n in g

E st a bli s h I T



U pg r ad e











Graphical I S



Middlewar e

NE T WO RK




et c








De f ini ti on


P lan n in g

E st a bli s h I T



U pg r ad e











Graphical I S



Middlewar e

NE T WO RK




et c







BusinessOpportunity

Business Strategy IT Strategy




IS Architecture



Target Vision

Enterprise Architecture on

one page


Method


28.4.202324

The notion of work product dependencies hints at another dimension in which to think about an EA’s architecture framework




IS Architecture

Business Event List

Locations


Business Activity Mdl Business

Structure


Application Groups

User Groups IS Reference

Architectures

Capability Model

ResourcesEA

Overview Diagram

Strategic CBM

Business Directions


Business Scenarios

Deployment Unit

MatricesData

StoresDeployment

Units (IS)


Standard Use Cases

Enterprise KPIs

Standard NFRs

Roles Business Reference Architectures


ModelUsage

Matrices

Data

POLICY

Producer CompensationClaimant Claim Business PartnersProducerService Providers

Policy FinancialsInsured Objects Insurance ProductPolicy

Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies

Claim

Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans

Info Objects

POLICY




Claim


Info Objects


IT Architecture



Applications

Users

Func

tiona

l vie

w

User

vie

w

Data

vie

w


IS Architecture


Showing only a few,

representative, work product dependencies


Target Vision

28.4.202325

Functional Aspect of Architecture

Data

POLICY




Claim


Info Objects

POLICY




Claim


Info Objects


IT Architecture



Applications

Users

We can develop this way of thinking about an EA architecture framework a little more.


Information Systems Architecture


A business architecture has no regard for the use of

automation

An information systems architecture

describes those aspects of the

business that are to be automated –

sometimes known as the “business dependent IT architecture”

A technology architecture describes

the underlying, “business

independent” IT needed to support

automation

“line of automation”

“line of business interest”


Target Vision

28.4.202326

Enterprise Architecture Deliverables


Target Vision

From the abstract EA level to concrete documentations

28.4.202327

ALL deliverables created by Solution Architects across the business and IT architecture domains should, ideally, be guided by the EA’s framework…



IS Architecture


Programmes & Projects

IT Solution Architecture WPs

IT Solution Requirements Analysis WPs

Business SolutionWork Products

Business andIT environment

TechnologyInfrastructure

InformationSystems

Infrastructure

BusinessInfrastructure

Solution Guidance Solution Deployment

BA WPBA WP

BA WP

IS Arch WP

IS Arch WP

IS Arch WP

TechnologyWP

TechnologyWP Technology

WP

PLAN BUILD RUN1 2 n


Target Vision

28.4.202328

…which may be at its most powerful when the Solution Architect also uses the Work Products



IS Architecture


Programmes & Projects

IT Solution Architecture WPs

IT Solution Requirements Analysis WPsSolution

Use CasesSolution

NFRsSCD

Business SolutionWork Products

Business Process Model Logical Data

Model

Involved LocationsSolution

Business Roles

Solution Business StructureEtc.

Business andIT environment

TechnologyInfrastructure

InformationSystems

Infrastructure

BusinessInfrastructure

Etc.

Etc.

ComponentModel

Business Dependent

components

Business Independent components

Functional Aspect Operational Aspect

DeploymentUnits

Architecture Overview Diagrams

Conceptual Operational

Model

Logical Operational

Model

Specified/Physical OM

Solution Guidance Solution Deployment

Business Events KPIs

Etc.

Etc.

BA WPBA WP BA WP

IS Arch WP

IS Arch WP

IS Arch WP

TechnologyWP

TechnologyWP Technology

WP

PLAN BUILD RUN1 2 n


Target Vision

28.4.202329

Enterprise Architecture Governance – ‘doing it right’“Balancing good Enterprise Design with good Solution Design”


Target Vision

28.4.202330

EA Governance neighborhood - the Architecture Management Processes, Roles, Responsibilities.



Governance


Transition


IS Architecture

Functional Operational



Proposal and Engagement PlanClientObjectives

Current Environment

User Groups

IS deployment

unitsIT NodesIT

Components ETF

Component Business ModelActivities

Skills

Info-mation

Business Services Model

ACMapFunction

Data

Application Services

Model

Business Event List

IS Reference Architectures


Locations

Business Structure



Decision Model



Processes



Metrics

Reference Architectures

Capability Model

ResourcesEA

Overview Diagram

Strategic CBM

Business Directions


Business Scenarios

EA Neighborhood Gaps Ident’n EA Capability

Assessment


Transition Initiatives Transition

Management Strategy Integrated

Transition Plan


Critical issues, opportunities & rec’mendation

s


Target Vision

28.4.202331

Governance in a context of Enterprise Architecture


Target Vision

Solution Outline Build Cycle DeploymentMacro Design Micro Design

Solution Outline Build Cycle DeploymentMacro Design Micro Design

Solution Outline Build Cycle DeploymentMacro Design Micro Design“Business as

Usual” project prioritisation &

planning

Solution Projects

"These are the projects we should do”

EA Transition

Strategicintent

Governance Enterprise ITArchitecture

FunctionalOperational

"This is the waythese projects should

be architected”


Strategicdelivery

Are our target architecture still right?

Are we still moving in the right direction

Are we doing these projects

the way we said we want them done?

28.4.202332

Strategy

Architecture

Dev’t Programme

Architecture

Project PP

Architecture

Dev’t DDev’t D

Infra. Proj

Arch

D DD


Programme, or Solution

Architecture

Infrastructure Architecture

An enterprise will use its Enterprise Architecture to guide the interpretationof its business and IT strategies across the multiple layers of its development


Target Vision

28.4.202333

The Enterprise Architecture Governance consist of‘three bodies’

Architecture ReviewBoard

Decides on which architecture is best suited for the needs of the enterprise

Decides when a change in the architecture is needed

Prioritise Initiatives

Ensure solution designs comply with the architecture

Maintain the architecture

Technical ReviewBoard

Project Design Authority

Uses the architecture to best satisfy the project’s needs

Architecture Sponsors

Enterprise Architects

Solution Architects


Target Vision

28.4.202334

We have the ‘important peoples’ – approving the architecture…

Architecture Review Board

Technical Review Board

Project Design Authorities

Council chair

Chief Architect

Invited Enterprise Architects

Business Representatives

a.k.a. “Architecture

Council”: maintaining the authority of the

EA

ARB

TRB

DA


Target Vision

28.4.202335

…and we have the ‘clever peoples’ - creating the architectures




a.k.a.The Office of the Chief architect: maintaining the

vitality and use of the EA

Chief Architect

Enterprise Architects

Project Architects (on secondment)

Business experts (on secondment)

ARB

TRB

DA


Target Vision

28.4.202336

…and we have the peoples who will use the architecture in the solution projects




ARB

TRB

DA


Target Vision

Solution Projects with

Design Authorities

28.4.202337

These three bodies exercise a number of different processes…

Conformance

Sele

ctio

n

Vitality

Exceptions

Enterprise ArchitectureManagement

Processes

Communication


Target Vision

Is used by the ARB

ARB

TRB

DA

Is used by the ARB

Is used by the TRB

Is used by the TRB

Used by all

28.4.202338

Making an EA Using

an EA

..that work together to ensure the architecture is managed and exploited to the benefit of the enterprise as a whole

Vitality

Vitality

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitionsBusiness

AdministrationProduct

ManagementProduct

Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning


Business Unit Administrat ion

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audi t/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Appl ication Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Bi lling TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administ ration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitionsBusiness

AdministrationProduct

ManagementProduct

Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning


Business Unit Administrat ion

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audi t/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Appl ication Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Bi lling TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administ ration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

On Demand – Technology Overview – Detail View

Capacity Manage

ment

Billing

License Mgmt

Services

Rating

Metering Services

Data

Access

Services

Common

Services

Portal Services

Workflow …

Personalizatio

n

Reportin

g

…

…

Policy

Based

Orchestratio

n

Collaboration

Services Integratio

n Fra

meworks

Presentation

Mediation

Events

ETL

Acquired Services

…

…

…

nt

Policy

Based

Orchestratio

n

Adaptors/Connectors

Application

Connectivity Servic

es

Web Services

Business Services

…

…

Business Connection

Create

Publ

ishRev erse

ProxyNod e

W e bApp lic ation

Serve rNo d e

W eb Po rtalNod e

Directory and S ecurityNod e

Conten tM ana ge m ent

Nod e

Integrat ionHub

No d e

Enterp riseSys tem s

Node

Tra nsc oderNod e

ExternalSystem s

No d e

ClientNode

Netwo rkIntrusio n

Dete ction N od e

Edge S

erver Node

Public &

Private N

etworks

Protocol Firew

all Node

Enterprise Firew

all Node

System sM ana ge m ent

N ode

DMZ Interna l Netw orkCorpo rate

Dom ainExternal

Environm e nt

Dom

ain Firewall N

ode

Perso nalizationNo d e

W e bServic esGatewa y

Data ba seSer verN ode

Ex ternalService sD ire ctory

Use

Govern

Conformance

Sele

ctio

n

Vitality

Exceptions

Enterprise ArchitectureManagementProcesses Communication


Target Vision

28.4.202339


Target Vision

Business Vision Business ProductRoadmap

Product LinePlans

Market NeedsOperation

Technical Vision ArchitecturePrinciple, Vision

ArchitectureRoadmap

GeneralManagement

ProductDevelopment

ArchitectureOffice

Enterprise Architecture as a Management ToolStrategic and

long term;Value Proposition

Planning and Design

Construction and Delivery

28.4.202340

Enterprise Architecture Measurements ”If you can’t measure it, you can’t manage it”


Target Vision

28.4.202341

Why should you measure?

What should you measure?

How do you measure?

What should you do with measurements?

What are the metric traps?

Metrics – how do we know EA is providing us valueIntroduction Input RoadmapPrin

ciples

Target Vision

28.4.202342

The Value of EA Metrics

• Helps us understand how activities contribute to business results

• Motivates those responsible to reach highest potential

• Guides / Drives decision making and behavior

• Leverages strengths – identifies weaknesses / opportunities

• Helps in resource allocation

• Increases competitive edge through the deployment of technology


Target Vision

28.4.202343

EA Metrics Scorecard

Metrics –”If you can’t measure it, you can’t manage it”

EA metrics score cardsIT and BusinessMetrics Scorecard

Metrics Value to the Business

Cost Savings $6.3M in costs savings identified by having EA mission and team in place

Cost Avoidance $4.3M in costs reduction identified by having EA mission and team in place

Integration and Reuse 15 specific instances of reuse or integration savings from having EA discipline in place

Risk Reduction 5 specific instances where the risk has been mitigated

Time to Market 18 instances where EA has reduced the time to market

Quality 7 instances where EA effected measurable quality improvement

Leverage 3 instances of Leverage Resources not within CIO Office

R

L


Cost Savings $6.3M in costs savings identified by having EA mission and team in place

Cost Avoidance $4.3M in costs reduction identified by having EA mission and team in place

Integration and Reuse 15 specific instances of reuse or integration savings from having EA discipline in place

Risk Reduction 5 specific instances where the risk has been mitigated

Time to Market 18 instances where EA has reduced the time to market

Quality 7 instances where EA effected measurable quality improvement

Leverage 3 instances of Leverage Resources not within CIO Office


Cost Savings Costs savings identified by having EA mission and team in place

Cost Avoidance Costs reduction identified by having EA mission and team in place

Integration and Reuse Instances of reuse or integration savings from having EA discipline in place

Risk Reduction Instances where the risk has been mitigated

Time to Market Instances where EA has reduced the time to market

Quality Instances where EA effected measurable quality improvement

Leverage Instances of Leverage Resources not within CIO Office

R

L


Target Vision

28.4.202344

Measurement – exampleIntroduction Input RoadmapPrin

ciples

Target Vision

28.4.202345

Hansabank Enterprise Architecture input


Target Visio

n






For the ‘Input’ Team Exercise you are asked to

use these ‘architecture viewpoints’

28.4.202346

Defining PrinciplesFundamental truths or propositions which an organisation will use to make decisions about the selection, utilisation and deployment of

all business and IT resources and assets, across the enterprise


Target Vision

28.4.202347

Enterprise Architecture Principles


Target Visio

n







Target Vision

28.4.202348

Principles are defined as part of the Governance Neighbourhood in the Enterprise Architecture Method



Governance


Transition


IS Architecture

Current Environment

Proposal and Engagement PlanningClientObjectives


Business Event List

Locations


EA Neighborhood Gaps Ident’n

EA Capability Assessment


Transition Initiatives

Transition Management

StrategyIntegrated

Transition Plan


Decision Model



Processes


Business Structure



Metrics

Critical issues, opportunities &

rec’ns


Application Groups

User GroupsIS Reference Architectures

Capability Model

Resources

EA Overview Diagram

Strategic CBMBusiness Directions


Business Scenarios


DataStores Deployment

Units (IS)


Standard Use Cases

Enterprise KPIs

Standard NFRs

Roles

Usage Matrices



Model

EnterpriseGuiding Principles

ProjectGuiding Principles


Target Vision

28.4.202349

It is convenient to classify EA Principles to assist in understanding and communication.

Application Data

8 to 1

0 Guid

ing

Princ

iples

Guiding Principles: Executive-level focus Strong business flavour

Detailed Principles: Focus on more detailed and

specific principles Tend to have more of a

technology focus

15 to

20 D

etaile

d Pr

incipl

es


Target Vision

Usage Principles

Governance Principles

Guiding

Used by the Solution Projects

Used for the construction

of EAUsed to

control and manage EA

• Policies and Standards will affect all levels of Principles• Architecture Decisions are Project Centric

28.4.202350

Relation between Policy, Guiding Principle, Principle and Architectural Decision

Policy

Guiding Principle

Principle

Architectural Decision

Static

Change over time tomeet new Requirements

IT

Enterprise Architect

SolutionArchitect

Business


Target Vision

28.4.202351

Principles have a well-defined structure …

• Name– A short name or title to identify the Principle

• Rational– A statement of the Principle

– The rationale or impetus behind the Principle

• Implication– The consequences of adopting the Principle: potential transition

initiatives, costs, and other implications


Target Vision

28.4.202352

Effectiveness of principles is dependent upon some key success factors

• Ownership– By Architecture Review Board.

• Engagement & Involvement– Created and endorsed by business and IT executives who have the authority to

enforce.– Top-down support through leadership and action.

• Compliance Process– Compliance to Principles needs to be part of governance process.

• Communication– Architecture orientation and training.– Communication to all stakeholders and participants.


Target Vision

28.4.202353

The process of construction of Principles involves…

Input

Capability Model

Interview Results

Strategic Directions

Key Business Requirements

Principles

Process Output Used For


IS Architecture

DefinePrinciples

Define Business Linkages (matrix)

ValidatePrinciples

The process is depicted sequentially for the sake of simplicity. In practice considerable iteration is involved.

Maintain a list of issues, decisions, assumptions, and transition considerations

IT Architecture

Governance


Target Vision

28.4.202354

Categories for Principles should be selected to address known issuesand guide the Business and IS/IT organization in making decisions.

BusinessCustomer access and relationshipsLeverage of shared resourcesBusiness flexibility and growthInfrastructure of acquired businesses

DataCommon data definitionsCentralized controlRemote accessOwnershipPlacementIndustry standard formats

ApplicationsNew development - level of customizationShared componentsBuy vs BuildVendor package integrationEase of useProduct vs. ProcessHost/server vs. client centric design point

Organization & ManagementBusiness - IT partnershipBusiness unit vs. corporate responsibilityBusiness unit vs. IS responsibilityArchitecture compliance

Systems ManagementService level agreementsProblem, changeConfiguration, SecurityLibrary, distributionBackup and recoveryTraining and Skills

TechnologyAggressiveness -Leading edge vs. early adopter vs. mainstreamArchitecture - Proprietary vs. open, Tiers of client/serverNetwork - Inside, clients, business partners


Target Vision

28.4.202355

After Principles are identified and categorised they need to be positioned in terms of impact and acceptance. This facilitates prioritisation and final selection.

Questions to Consider:How acceptable is this principle? Will the culture accept it? Are there barriers or constraints for

implementation? Are there associated business risks?

What is the impact of the principle? How critical is it to achieving benefits? To what extent has it already been

implemented?

Acc

epta

nce

of

Prin

cipl

e

Impact of Principle

NotAcceptab

le No Benefit

Major Benefit

exploreinclusion include

exclude explore acceptanceconcerns

principle

principleprinciple

principle principle

principleprinciple

principle

principle

principle

principle principle

principleprinciple

principleprinciple

principle

principle

principleprinciple

principle

principleprinciple principle


Target Vision

28.4.202356

The process of developing Principles can …

Describe impact of business goals being promoted by executives.

Clarify how business goals can be implemented effectively.

Principles can guide and simplify the prioritisation and approval of business initiatives.

Facilitate discussion of issues about the way decisions are made and provide a forum to address associated concerns.


Target Vision

28.4.202357

Enterprise Architecture Target Vision

28.4.202358

Hansabank Enterprise Architecture Target Vision


Target Visio

n



•Target Vision• common understanding• definition of architecture• architectural framework• ‘to be’ architecture• ownership of EA



Target Vision

28.4.202359

Enterprise Architecture Target VisionIntroduction Input RoadmapPrin

ciples

Target Vision

Plan and Build EA

Business

User

Arch Review

Board

TRB

IT SteeringCommittee

ProjectArchitect

or DA

Yes

Yes

No

No

BusinessRequirement

Identified

Analyse

and

Understand

Business

Requirement

Design Solution

Develop/ implement system/ solution

Research & analyse conforming alternatives

Conduct Design/ Product Evaluation

Review

Mtg

Identify

potential confirming

alternatives

Advise/ Assist

ArchitectureInitiative

Advise/ Assist

DesignConforms to Architecture?

ArchConformingAlternativeavailable?

Vitality Process

ARB

TRB

DA

Governance

OrganisationProcessesEvaluation & Selection

Architecture

ModelsPrinciples

Data StoresUser Groups

Enterprise Tech FrameworkApplication Function Models

Business ArchitectureInformationarchitectureComponentarchitecture

Data architecture

IT architecture

Chan

nels

Applications

Common System Services

Inte

rfac

e Se

rvic

es

Secu

rity

Serv

ices

Network Services

Platform Services

Syst

em M

anag

emen

t Ser

vice

s

Syst

em &

Infr

astr

uctu

re D

evel

opm

ent

CommonApplication

Services

DataClaim

Transition

Transition PlanManagement Action Plan

Group IT Architecture Definition

Infrastructure Design & Planning

Establish IT Competency Centre

End User Infrastructure Upgrade

Inter-company WAN (imple.)

Outsource New Core systems

Outsource Helpdesk and Desktop

Outsource network

Outsourcing Initiatives

Competency Centre Initiatives

Electronic Service Delivery

Data Warehouse

Customer Service Centre

Re c og n is e an d r ep o rt

pr o bl em

D iag n o se p ro b le m

E sc a la te p ro b lem

A na ly se p ro b le m

Lo g P r ob le m

C lo se p ro b le m

Up d at e cu s to m e r

R es o lve pr ob le m

B yp a ss a nd / or fi x

Co n fig .

M a na g em e n t

O p er at io ns M a na g em e n t

C ha n ge M a na g em e n t

C all m a n ag e m e nt

O p er at io ns

m an a ge m e nt

U pd a te c u sto m e r

P er f a n d C ap a ci ty

m an a ge m e nt

WAN inf r as tru ct ureInt ranet /Mai l infr astr uctur e

Custom er Ser vi ceDat a War ehouse

Gr aphical IS

B. U.B. U.

Docum ent Managem ent

Syst ems Managem ent

Mi ddlewar e

NETWORK

Planning/Design Initiatives

Infrastructure Initiatives

OtherBusiness Unit SystemsKiosksTelemetry systemsetc

Initiatives focused on migrating to the new delivery environment

Planning/DesignInfrastructureOutsourcing

Initiatives focused on implementing the vision

Planning/designIT Competency centre

Key Group Decision Points


Target Visio

n

28.4.202360

Develop and Define EA Roadmap

Introduction Input RoadmapPrincip

les

Target Vision

Building the future of EA

28.4.202361

Hansabank Enterprise Architecture Roadmap


Target Visio

n







Target Vision

28.4.202362

The main content of the Roadmap

• The Roadmap phases:– Initiate– Assess– Envision– Plan – Deploy


Target Vision

Information

Applications

TechnologyOrganization

Processes

ASSESS

Stra

tegi

c D

imen

sion

s

ENVISION

I II III

Project Administration, Reporting and Management

Business and IT Stakeholder Management

INITIATE PLAN DEPLOY

IT – Business Alignment

1 2

28.4.202363

Roadmap – Plan Phase

Key Activities–Confirm IT priorities with the business–Determine dependencies–Rationalize new EA initiatives with current IT

Plans, review with key stakeholders–Develop high-level project plans–Design implementation oversight governance

model (stakeholders / communications)–Review vision, alternatives and plans with the key

stakeholders–Develop deployment approach

Key Work Products & Deliverables–Proposed high level project/initiative

descriptions including scope, timing, investment/cost range, including project benefit –High level transition and deployment plan for

changes and recommendations–Strategic governance and communications

approach–Transition plans to support

recommendations

InformationApplications

Technology

Organization

ProcessesSt

rate

gic

Dim

ensi

ons


Plan

PhaseIII


les

Target Vision

28.4.202364

Roadmap - Deployment

Key Activities– To be completed in solution projects.

• Detailed Analysis• Recommendations• Suggested changes in Vision Document• Design• Construction• Implementation

Key Work Products & Deliverables–To be completed in solution projects.

• Updated artifacts• Updated Vision Document

I II III

InformationApplications

Technology

Organization

Processes

Stra

tegi

c D

imen

sion

s


Deploy


les

Target Vision

28.4.202365

EA Roadmap layers

CommonActivities


InformationArchitecture

ApplicationArchitecture



les

Target Vision

Governance, Review,

Communication and Quality Assurance

activities

Business Architecture key

activities

InformationArchitecture key

activities

ApplicationArchitecture key

activities

TechnologyArchitecture key

activities

28.4.202366

Development and iterative update of the Roadmap is needed and defined relation between the Main Roadmap and its Sub Roadmaps

CommonActivities

CommonActivities









CommonActivities

CommonActivities









CommonActivities

CommonActivities









High Level Roadmap

used in the EA

programme

Detailed Roadmaps,

delegated from the High Level

Roadmap

28.4.202367

Main activities plotted in the Roadmap

CommonActivities

Date Date Date Date Date Date Date Date





28.4.202368

Define Enterprise Architecture Roadmap

No Architecture Viewpoint Activity Priority Ownership

Architecture Roadmap

Common Activities

Business Architecture Activities

Information Architecture Activities

Application Architecture Activities

Technology Architecture Activities


les

Target Vision

28.4.202369

Enterprise Architecture conclusion


Target Visio

n

Let’s move forward with small iterative and concrete steps

with clear traceability betweenBusiness requirements and

IT capability to deliver

Today’s focus will move to Target Vision and Roadmap for EA

28.4.202370

Thank you for your time and contribution

- now starts the real work for theEnterprise Architecture evolvement

cross the organization

pohi 4 ibm ea framework short

Documents