shaping tomorrow with you fujitsu australia limited australian application solutions centre (aasc)...

Shaping Tomorrow with YouFujitsu Australia LimitedAustralian Application Solutions Centre (AASC)

Enterprise Architecture One Day at a Time


What Coming Up? • A hypothetical application of the TOGAF architecture process– Inspired by agencies of the South Australian Government

• A closer look at individual phases– Available resources

– Applicable standards

– Approaches to thinking about the problem

• A retrospective– Architecture in Government

– Value Chains and Urban Landscapes

– Sustainable information management

– Thoughts and questions


TOGAF • The Open Group Architecture Framework (TOGAF)

– Published and maintained by The Open Group– Initial version 1995 (origins in DoD)– Version 7, 2001– Version 9, 2009

• It defines a framework for management of – the “sustainable evolution” of an enterprise architecture

• It’s the basis for today’s exercise – involving a couple of trips around the Sun.

D.Technology Architecture

C.Information

SystemsArchitectures

F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

A.Architecture

Vision

B.Business

Architecture

RequirementsManagement

Preliminary


Day 1:Preliminary

• Constraint: one day

• Scope: half-a-dozen assets

• Depth: a handful of attributes

• Outcome: learning about the process and maybe something useful along the way.


C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

A.Architecture

Vision

B.Business

Architecture



Day 1:Architecture Vision

• One man’s vision is another man’s dilemma– “Where the fabric of the enterprise is embedded with the

skills and knowledge through which an architecture can be rendered, and where the process of architectural change is a shared opportunity.”

• Deconstruction– Enterprise as a fabric– Embedded with skills and knowledge– Capable of rendering an architecture– Wherein change is the opportunity


C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

B.Business

Architecture


Preliminary


Day 1:Business Architecture

• Identify half-a-dozen assets of interests (where assets could be a set of similar business processes).

• Create a formal model of what we want to capture.

• Populate our model with real data.


C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

A.Architecture

Vision


Asset

namedescriptionvaluesatisfactioncriticality

Preliminary



• Pull our information together under a viewpoint – in this case a Boston Graph, plotting criticality, satisfaction, and cost.

• What have we learnt?


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Criticality

Sat

isfa

ctio

n

LOW HIGH

LOW

HIG

H

AF

CB

E

D

Preliminary

B.Business

Architecture


Day 1:Change Management


C.Information


F.MigrationPlanning

G.Implementation

Governance

A.Architecture

Vision

B.Business

Architecture


Preliminary

E.Opportunities

and Solutions

Architecture Meta-Model

Baseline Model Target Model

Asset

namedescriptionvaluesatisfactioncriticality

AF

C

B

E

D

?AF

C

B

E

D


Day 1:Congratulations!

• We have a vision and a baseline• We have a framework to work within• But we don’t have enough information

– Process definitions?– Association to governing organisation?– Business Motivation?– Process Maturity?


C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

B.Business

Architecture


Preliminary


Section 5

Division A

Division B

Division C

Unit D

Unit E

Dept. X

AB



C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

A.Architecture

Vision


Preliminary

Criticality

Sat

isfa

ctio

n

LOW

HIGH

LOW

HIG

H

AF

C

BE

D

Collection

Review

Publish

1234

5678

parent

0..1

Asset

namedescriptionvalue

Organisation

namedescription

*1

manages managedby

subsidiary*

datesatisfactioncriticality

* presentsmaintains*

Assessment


Day 2:Opportunities and Solutions

• Our meta-model has grown

• Our baseline architecture is maturing (but still has a way to go before we can speculate about a target architecture)

– Business Processes (BPMN2)

– Business Motivation (BMM)

– Process Maturity (BPMM)

• Other things outstanding:

– Information Sustainability

– Modelling tools, Standards, and Best Practice

– Repositories, Federation and Publication StrategiesD.Technology Architecture

F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

B.Business

Architecture


Day 2:Self Assessment

• Ronald B. Furlong’s Clausewitz and Modern War Gaming

– What your known you know

– What you know you don’t know

– Appreciation of unknown unknowns

• Slavoj Žižek’s Forth Premise

– Reconciliation of our unknown knows

• Stephen McConnell on pragmatics

– Ontology

– Scope

– Completeness * Ronald B. Furlong’s paper “Clausewitz and Modern War Gaming (unknown unknown) and Slavoj Žižek’s related extrapolation into

‘unknown knows’ – the things we know but don’t talk about.


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

B.Business

Architecture


Day 2: Architecture Vision

• Wrapping up this hypothetical…– One man’s vision is another man’s dilemma

• “Where the fabric of the enterprise is embedded with the skills and knowledge through which an architecture can be rendered, where the process of architectural change is a shared opportunity, and across which a tapestry of improvement is woven.”

– Deconstruction• Enterprise as a fabric• Embedded with skills and knowledge• Capable of rendering an architecture• Wherein change is the opportunity• And continuous improvement is realizedD.

Technology Architecture

C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

B.Business

Architecture


Preliminary


Thinking Ahead: • Up Next– Business Motivation, Process, and Maturity– Information and Systems Architecture– Technical Architecture– Opportunity Analysis– Migration Planning and Implementation Governance– Architecture Change Management– Architecture Vision

RESOURCES


Thinking Ahead:Business Motivation

• Modelling Business Motivation– Ends

• Vision, Goals, Objectives

– Means• Mission, Strategy, Tactic

• Business Rule, Business Policy

– Organisational Unit– Business Process– Influencers

• External

• Internal

– Assessments


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

E.Opportunities

and Solutions

OMG Business Motivation Model (BMM) V1.1 May 2010http://www.omg.org/spec/BMM/


Thinking Ahead:Business Process Modelling

• BPMN V1.2 Business Process Modelling Notation– Industry standard notation for process description– Events, Activities, Gateways, Data, Transactions,

Documentation, Swimlanes

• BPMN V2.0 Business Process Model and Notation– Conversations, Collaboration, Choreographies– Model portability


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

E.Opportunities

and Solutions

Collection

Review

Publish

1234

5678

OMG Business Process Model and Notation (BPMN) V2.0 (Finalisation)http://www.omg.org/spec/BPMN/


Thinking Ahead:Business Process Maturity

• A standard framework for business process maturity assessment


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

E.Opportunities

and Solutions

OMG Business Process Maturity Model (BPMM) V1.0 June 2008http://www.omg.org/spec/BPMM/

Initial

Managed

Standardised

Predictable

Innovating

1

2

3

4

5


Thinking Ahead:Information Architecture

• Information and Systems– Service (as windows)– Applications and components (as engines)– Instrumentation and monitoring (to understand)– Data (as an asset)

• Knowledge is power– Baseline assessment– Metrics


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


Preliminary

E.Opportunities

and Solutions

B.Business

Architecture


Thinking Ahead:Technical Architecture

• Servers, SANS, switches, routers, …– Channel capacity– Computational capacity– Storage capacity, integrity, and security foundation– Boundaries and gateways

• Knowledge is Power– reactive capability– enterprise scalability– vulnerability

F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

E.Opportunities

and Solutions

B.Business

Architecture


Thinking Ahead:The Stack

Technical Model

drives supports

executes

above enables

Information and Systems Model

Business Model

Organisation, motivation (vision, goals,. objectives, strategy, risk and opportunity, policy, business processes), governance, standards, ontology

Applications, processors, channels, data stores, transformation, schemas, information models, digital processes, workflows, queues and pools, monitoring, logging, events, runtime frameworks, security, transactions, and more.

Servers, routers, switches. SANs, virtualisation, networks, firewalls, domains, and other assorted physical assets

F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


Preliminary

E.Opportunities

and Solutions


Thinking Ahead:Opportunity Assessment

• Are we ready?– Do we have a sufficiency of information?– Have we constructed an opportunity?– Are the stakeholders engaged?– Do we have a process?

• Checklist– Change scenario, benefits and risks– Business, information, systems and technical strategy– Political allegiance, resource backing, skills and

knowledgeF.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

B.Business

Architecture



Thinking Ahead:Migration Planning

• Separate requirements from solutions• Build the framework

– Standards– Policies– Principals

• Build the expectations– The Baseline– The Target– Transition Criteria

• Keep it fast• Keep it real

G.Implementation

Governance

H.Architecture

ChangeManagement

A.Architecture

Vision


C.Information


Preliminary

B.Business

Architecture


E.Opportunities

and Solutions


Thinking Ahead: Implementation Governance

• “Migration Planning” is the launch pad.• “Implementation Governance” is the

touchdown team.– Governance of solution deployment– Ensuring conformance– Ensuring successful cross-project integration– Mobilising the supporting operations


C.Information


F.MigrationPlanning

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

A.Architecture

Vision

B.Business

Architecture


Preliminary


Thinking Ahead: Change Management

• Key Objectives– Updating our baseline architecture– Assessing the fitness for purpose of our model– Reviewing underlying frameworks and policies– Sorting and enabling changing governance

arrangements


C.Information


F.MigrationPlanning

G.Implementation

Governance

E.Opportunities

and Solutions

A.Architecture

Vision

B.Business

Architecture


Preliminary


Thinking Ahead:Architecture Vision

• Business Architecture– Direction, strategy, roadmap

– Potential impact on information and systems

– Potential IT driven opportunities

• Information and Systems Architecture– Separate ‘problem solving’ from ‘strategic improvement’

– Impact of BPM and BRM

– Elastic licensing

• Technical Architecture– Scalability, capacity, foundation integrity

– Cloud, IaaS, hardware virtualisation, intelligent networks

– Smaller, smarter, faster, more energy efficientD.

Technology Architecture

C.Information


F.MigrationPlanning

G.Implementation

Governance

H.Architecture

ChangeManagement

E.Opportunities

and Solutions

B.Business

Architecture


Preliminary


Retrospective:Architecture in Government

• Commercial Vehicle Driving Hours (EU)• Security Management (US)• Cross-Border Service Management (FR)• Engineering Change Management (AU)• Large-scale Manufacturing (AU)• State Government (AU)

RETROSPECTIVE


Retrospective:Value Chains

Unclassified Repository

Replica

Segregation

South AustraliaSite B

South AustraliaSite C

Integration Manufacturing

Pla

tform

& D

esig

nC

onst

ruct

ion

PurchasingPlanning

MRP CM/DM Schedule Earned Value

Reporting

Classified Repository

Join

t Ven

ture

Database & File RepositoryPublicationAuthorityE

xter

nal

Scheduling

Schedule Earned Value Product


Retrospective: Urban Landscapes


Retrospective: Sustainable Information

Architecture Repositories


Retrospective: Sustainable Information

Baseline versus Target


Thoughts, Questions, … • We do EA every day– Outside factors, changing motivations– New tools, better methods– Economic drivers and technology opportunities

• Footprints in a crime scene or strategic evolution?– Thinking ten years out is not unreasonable– Sustainable architecture in government is achievable– It just needs structure and discipline


Stephen McConnell

South Australia Architecture Practice Lead, Fujitsu

[email protected]

http://www.fujitsu.com

THANKYOU

shaping tomorrow with you fujitsu australia limited australian application solutions centre (aasc)...

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