Case Study:Danforth Manufacturing CompanyScene 1: Possible Need for an EA Programplease i need help to answer the below Q's from this case study Danforth Manufacturing Company Scene 1: Possible Need f
T H IR D E D IT IO N A n I n tr o d uctio n t o E nte rp ris e A rc h it e ctu re S co tt A . B ern ard A uth orH ouse ™ 1 663 L ib erty D riv e B lo om in gto n, I N 4 7403 w ww.a uth orh ouse .c o m P hone: 1 -8 00-8 39-8 640 © 2 012 b y S co tt A . B ern ard . A ll r ig hts r e se rv ed .
N o p art o f th is b ook m ay b e r e p ro duced , s to re d in a r e tr ie va l s y ste m , o r tr a nsm itte d b y a ny m ea ns w ith out th e w ritte n p erm is sio n o f th e a uth or.
I N TE RN ATIO NAL E D IT IO N C opyrig ht © 2 012.
E xclu siv e r ig hts b y S co tt A . B ern ard f o r tr a nsla tio n, m anufa ctu re , a nd e xp ort.
P ublis h ed b y A uth orH ouse 0 8/0 7/2 012 I S B N : 9 78-1 -4 772-5 800-2 ( s c ) I S B N : 9 78-1 -4 772-5 801-9 ( e ) L ib ra ry o f C ongre ss C ontr o l N um ber: 2 012914406 A ny p eo ple d ep ic te d in s to ck im agery p ro vid ed b y T hin ksto ck a re m odels , a nd s u ch im ages a re b ein g u se d f o r illu str a tiv e p urp ose s o nly .
C erta in s to ck im agery © T hin ksto ck .
F ir st p ublis h ed b y A uth orH ouse 0 8/2 5/0 4 ( F ir st E ditio n) 08/2 5/0 5 ( S eco nd E ditio n) B eca use o f th e d yn am ic n atu re o f th e I n te rn et, a ny w eb a ddre sse s o r lin ks c o nta in ed in th is b ook m ay h ave c h anged s in ce p ublic a tio n a nd m ay n o lo nger b e v a lid . T he v ie w s e xp re sse d in th is w ork a re s o le ly th ose o f th e a uth or a nd d o n ot n ecessa rily r e fle ct th e v ie w s o f th e p ublis h er, a nd th e p ublis h er h ere b y d is c la im s a ny r e sp onsib ility f o r th em . Conte n ts Fore w ord Pre fa ce About th e A uth o r Secti o n I T he C oncep t o f E nte rp ris e A rc hite ctu re Case S tu d y: D anfo rth M anufa ctu rin g C om pany In tr o ducti o n W ill th is b e a n A rc hite cte d E nte rp ris e ?
Chap te r 1 A n O verv ie w o f E nte rp ris e A rc hite ctu re Chap te r 2 T he S tr u ctu re a nd C ultu re o f E nte rp ris e s Chap te r 3 T he V alu e a nd R is k o f C re ati n g a n E nte rp ris e Arc hite ctu re Secti o n I I D ev elo pin g a n E nte rp ris e A rc hite ctu re Chap te r 4 T he I m ple m enta ti o n M eth o dolo gy C hap te r O verv ie w Chap te r 5 T he A naly sis a nd D ocum enta ti o n F ra m ew ork Chap te r 6 C om ponents a nd A rti fa cts Chap te r 7 D ev elo pin g C urre nt A rc hite ctu re V ie w s Chap te r 8 D ev elo pin g F utu re A rc hite ctu re V ie w s Chap te r 9 D ev elo pin g a n E nte rp ris e A rc hite ctu re M anagem ent P la n Secti o n I II U sin g a n E nte rp ris e A rc hite ctu re Chap te r 1 0 T he R ole o f I n v estm ent P la nnin g a nd P ro je ct Managem ent Chap te r 1 1 T he R ole o f S ecurity a nd P riv acy C hap te r O verv ie w Chap te r 1 2 T he E nte rp ris e A rc hite ctu re R ep osito ry a nd S up port Tools Secti o n I V F utu re T re nd s i n E nte rp ris e A rc hite ctu re Chap te r 1 3 F utu re T re nd s i n E nte rp ris e A rc hite ctu re Append ix A D ev elo pin g a B usin ess C ase f o r a n E nte rp ris e Arc hite ctu re C om ponent Append ix B E xam ple A ppro ach to E nte rp ris e A rc hite ctu re : T he U .S .
Fed era l G overn m ent Append ix C E xam ple A ppro ach to E nte rp ris e A rc hite ctu re : N ati o nal Asso cia ti o n o f S ta te C IO s Append ix C E xam ple A ppro ach to E nte rp ris e A rc hite ctu re :
Dep artm ent o f D efe nse A rc hite ctu re F ra m ew ork Append ix E E xam ple A ppro ach to E nte rp ris e A rc hite ctu re : T he Open G ro up A rc hite ctu re F ra m ew ork Append ix F E nte rp ris e A rc hite ctu re A rti fa cts Glo ssa ry o f T erm s F ore w ord B y J oh n A . Z ach m an I a m d elig hte d th at S co tt B ern ard h as w ritte n th is b ook, “ A n In tr o ducti o n to E nte rp ris e A rc hite ctu re .” W e n eed a s m uch fo cus o n th is c riti c al is su e a s p ossib le , e sp ecia lly in th e a cad em ic e nv ir o nm ent a nd e sp ecia lly a s w e c o nti n ue th e tr a nsiti o n in to th e I n fo rm ati o n A ge. It is m y o pin io n th at th is is su e o f E nte rp ris e A rc hite ctu re is n o t w ell u nd ers to od in th e ra nks o f G enera l M anagem ent w ho s e e E nte rp ris e A rc hite ctu re a s j u st a n I /S o r I T i s su e, n o r i n th e r a nks o f I /S m anagem ent w ho s e e it a s ta kin g to o lo ng a nd c o sti n g to o m uch, n o r in th e ra nks o f a cad em ia w ho te nd to fo cus o n w hat th ey p erc eiv e c o nsti tu te s c urre nt m ark et d em and , t y p ic ally a p ro m is in g te chno lo gy. M y o pin io n is , E nte rp ris e A rc hite ctu re m ay w ell b e th e “ Is su e o f th e C entu ry .” In fa ct, I fe lt str o ngly e no ugh a b out th is i s su e th at I p ub lis h ed a n a rti c le b y th at ti tl e in th e y ear 2 000, th e tu rn o f th e C entu ry .
E xacerb ati n g th e p ro ble m , w e s e em to h av e r a is e d a g enera ti o n o f p eo ple , th e “ w eb g enera ti o n,” w ho a re fa cile w ith th e te chno lo gy, b ut a s a r e su lt s e em to t h in k th at th e s o lu ti o n to a ll p ro ble m s lie s in te chno lo gy. T hey a re te m pte d to s e e str a te gy and arc hite ctu re , engin eerin g and desig n, modelin g and m eth o dolo gie s a s p re his to ric , th e p re o ccup ati o n o f c av e m en. N ow , re al m en d o J a v a … o r w hate v er c o nsti tu te s th e c urre nt “ silv er b ulle t,” te chno lo gic al p anacea.
I h av e a w is e a nd p ro fo und ly i n sig htf u l f r ie nd , R oger G re er, w ho w as th e D ean o f th e S cho ol o f L ib ra ry and In fo rm ati o n M anagem ent at th e U niv ers ity o f S outh ern C alifo rn ia . I sa t on his ad vis o ry co uncil fo r m any years and he o bse rv ed th at a fe w d ecad es a go , th e lib ra ry c o m munity b ecam e e nam ore d w ith th e te chno lo gie s o f th e lib ra ry a nd lo st sig ht o f th eir re aso n fo r b ein g, w hic h h e a rg ued w as to id enti fy p ro ble m s o f th e c o m munity a nd to a sse m ble t h e re q uir e d kno w le d ge to brin g to bear and parti c ip ate in so lv in g th e p ro ble m s. N ow i t a p pears th at m any u niv ers iti e s a re d e-c o m mitti n g th e L ib ra ry S cho ols b ecause th ey a re s im ply te chnic al, s to rin g a nd r e tr ie v in g b ooks. T here i s n o c o ncep tu al s u b sta nce re q uir in g re se arc h o r a d vanced d egre es. Y ou c an l e arn h o w to s to re b ooks a nd fin d th em a gain in s e co nd ary s c ho ols . In fa ct, U SC d is c o nti n ued R oger’s S cho ol b ecause o f th e p ers is te nce o f th e te chnic al perc ep ti o ns o n th e p art o f th e A dm in is tr a ti o n. In fa ct, I w as h av in g lu nch w ith th e D ean o f th e L ib ra ry S cho ol a t th e U niv ers ity o f C alifo rn ia , B erk le y th e d ay th ey d e-c o m mitte d th at s c ho ol o n th e s a m e b asis .
In “T he N ext In fo rm ati o n R ev olu ti o n” arti c le pub lis h ed in F orb es A SA P August 24 th , 1998, Pete r D ru cker obse rv es th at th e pre se nt in fo rm ati o n re v olu ti o n is actu ally th e fo urth in fo rm ati o n re v olu ti o n. “T he prin ti n g re v olu ti o n (th e th ir d in fo rm ati o n re v olu ti o n) im med ia te ly c re ate d a n ew a nd unp re ced ente d c la ss o f i n fo rm ati o n te chno lo gis ts … w ho b ecam e g re at s ta rs … gre at g entl e m en … r e v ere d a ll o ver E uro pe … c o urte d b y k in gs, p rin ces, th e Pope … s h o w ere d w ith m oney a nd h o no rs . … T he p rin te rs , w ith th eir f o cus o n te chno lo gy (la te r) b ecam e o rd in ary c ra fts m en … d efin ite ly n o t o f th e u p per cla ss. … T heir p la ce w as so on ta ken b y w hat w e n o w c all p ub lis h ers … who se fo cus w as n o lo nger o n th e ‘ T ’ in IT b ut o n th e ‘ I.’ . Is th ere a le sso n in th is fo r to day’s in fo rm ati o n te chno lo gis ts , th e C IO s in org aniz a ti o ns, th e so ftw are d esig ners a nd d ev elo pers , th e d ev ote es o f M oore ’s l a w ?” ( s a id P ete r Dru cker).
Sev era l m onth s a go , I s a w a n o ld f r ie nd , G ord on E vere st, th e o rig in ato r o f th e “cro w ’s fe et” in lo gic al d ata m odels . G ord on is r e ti r in g th is s u m mer b ecause th e I n fo rm ati o n S yste m s D ep artm ent o f th e B usin ess S cho ol a t th e U niv ers ity o f Min neso ta is b ein g d e-c o m mitte d . In fa ct, I a m a fr a id th at th e s a m e th in g m ay hav e hap pened at th e B usin ess S cho ol, In fo rm ati o n S yste m s D ep artm ent at UCLA a s I h av e n o t s e en a ny o f m y a cad em ic fr ie nd s fr o m U CLA fo r s e v era l years .
I k no w I h av e a r a th er r a d ic al v ie w o f th is , b ut m y o bse rv ati o n w ould b e th e who le re aso n y o u w ant p eo ple w ith te chnic al s k ills in y o ur E nte rp ris e is n o t fo r b uild in g and ru nnin g sy ste m s. A nyb ody can b uild and ru n sy ste m s, th e em plo ym ent o f th e te chno lo gy. T he re aso n y o u w ant th ese k in d s o f p eo ple in yo ur Ente rp ris e is because th ey hav e th e cap ab ility of engin eerin g and manufa ctu rin g y o ur E nte rp ris e fo r y o u. T hat’ s th e r e aso n fo r th eir b ein g, N OT sim ply f o r b uild in g a nd r u nnin g s y ste m s.
I hav e so m e str o ng co nv ic ti o ns th at th e ra w m ate ria l fo r engin eerin g and manufa ctu rin g Ente rp ris e s are prim iti v e m odels , no t co m posite m odels .
Com posite models are fo r im ple m enta ti o ns, th e em bodim ent of th e te chno lo gie s. Prim iti v e models are fo r arc hite ctu re , EN TER PR IS E Arc hite ctu re . I don’t th in k it is possib le to engin eer and m anufa ctu re ente rp ris e s w ith o ut b uild in g a nd m anagin g p rim iti v e m odels . It is sim ila r to ele m ents a nd c o m pound s. B efo re M end ele yev d efin ed th e p erio dic ta b le o f ele m ents , chem is tr y w as no t a sc ie nce. It w as alc hem y, w ork in g w ith co m pound s, tr ia l a nd e rro r, u np re d ic ta b le . In lik e fa sh io n, I b elie v e th at u nti l Ente rp ris e A rc hite cts und ers ta nd and m anage th e prim iti v e (e le m enta ry ) co nstr u cts , E nte rp ris e A rc hite ctu re is d ealin g w ith c o m posite s (c o m pound s), te chnic al im ple m enta ti o ns. It is n o t a s c ie nce a nd is n o t p re d ic ta b le a nd it is no t e ngin eerin g a nd m anufa ctu rin g E nte rp ris e s.
Alth o ugh, Sco tt does no t necessa rily sh are m y ra th er str o ng and ra d ic al co nv ic ti o ns, h e g ra cio usly m akes r e fe re nce to th em s e v era l ti m es i n th e b ody o f his w ork , w hic h I g re atl y a p pre cia te .
In any case , I fe el str o ngly , w e m ust in fu se th ese criti c al Ente rp ris e Arc hite ctu re id eas in to th e n ext g enera ti o n, th ro ugh th e a cad em ic e nv ir o nm ent.
We s o re ly n eed a g enera ti o n o f p eo ple w ho u nd ers ta nd a nd a re c o m mitte d to th ese co m ple x is su es th at w ill pers e v ere and se e E nte rp ris e A rc hite ctu re beco m e a re ality . If w e fa il to b rin g th ese lo nger te rm is su es in to fo cus a nd co nti n ue only to fo cus on te chno lo gy, on im ple m enta ti o ns, sh o rt te rm pro positi o ns, w e w ill n o t o nly sa crific e o ur le giti m acy a s a d is c ip lin e, b ut fr o m an E nte rp ris e sta nd poin t, m ay ev en fo rfe it th e E nte rp ris e ’s co nti n ued via b ility .
I w as v is iti n g a m ajo r te le co m munic ati o ns s e rv ic e p ro vid er r e centl y in w hic h so m e o f th e m anagem ent fo lk s g o t in to a ra th er h eate d d is c ussio n a b out w hat was m ore im porta nt, to s e rv e th e c usto m er . o r to in cre ase th e s to ck p ric e. I would n o t a rg ue th at it is u nim porta nt to in cre ase th e s to ck p ric e, b ut I w ould su ggest th at th is is a v ery sh o rt te rm p ers p ecti v e. If so m eb ody d oesn ’t p ay atte nti o n to th e custo m er in th is very co m peti ti v e in d ustr y , yo u m ay fin d yo urs e lf o ut o f th e g am e i n th e l o nger te rm a nd y o ur s to ck p ric e m ig ht n o t e v en ap pear a nym ore i n th e n ew sp ap er. I t i s n o t E IT H ER th e s h o rt te rm O R th e l o ng te rm . I t i s th e s h o rt te rm A ND th e l o ng te rm .
I am no t arg uin g th at te chnic al im ple m enta ti o ns, co m posite s, build in g and ru nnin g s y ste m s in th e s h o rt te rm a re u nim porta nt, b ut I a m a rg uin g th at if w e don’t p ay a tte nti o n to o ur re aso n fo r b ein g, to e ngin eerin g a nd m anufa ctu rin g Ente rp ris e s, to prim iti v e m odels , E N TER PR IS E A RCH IT EC TU RE in th e lo nger te rm , w e m ay w ell fo rfe it eith er o ur re le v ance as a d is c ip lin e . o r sa crific e th e c o nti n uin g v ia b ility o f th e E nte rp ris e in th e p ro cess. E ngin eerin g and m anufa ctu rin g E nte rp ris e s i s th e c o nte xt w ith in w hic h b uild in g a nd r u nnin g sy ste m s beco m es re le v ant. By th e w ay, th is has pro fo und co ncep tu al im plic ati o ns f o r r e se arc h a nd a d vanced d egre es i n a cad em ia .
Sco tt B ern ard h as ta ken a m ajo r s te p in in te nsify in g th e fo cus o n th ese c riti c al is su es and I am p arti c ula rly p le ase d th at he has p ro duced th is w ork as a te xtb ook f o r th e a cad em ic e nv ir o nm ent.
“In tr o ducti o n to E N TER PR IS E A RCH IT EC TU RE”! O ur h o pe lie s in th e n ew genera ti o n’s c ap acity to g ra sp i ts s ig nific ance a nd p ers is t i n i ts r e aliz a ti o n.
Thank y o u, S co tt B ern ard !
Jo hn A . Z achm an Gle nd ale , C A 2 004 P re fa ce I n te n ded A udie n ce A n In tr o ductio n to Ente rp ris e Arc h ite ctu re is in te nd ed fo r executi v es, m anagers , p ra cti ti o ners , stu d ents , and o th ers in te re ste d in fin d in g o ut w hat E nte rp ris e A rc hite ctu re (E A ) is a ll a b out. E A is a s m uch a b out th e p urp ose , s tr u ctu re , and fu ncti o nin g of ente rp ris e s as it is ab out th e sy ste m s and t e chno lo gie s th at su p port th em . T he co ncep ts pre se nte d in th is book are a p plic ab le to e nte rp ris e s i n th e p ub lic , p riv ate a nd n o n-p ro fit s e cto rs .
H opefu lly th e b ook w ill p ro m ote th e d is c ip lin e a nd s u p port th e d ev elo pm ent o f n ew co urs e s on E A , as w ell as enhance and up date exis ti n g co urs e s on b usin ess str a te gy and pla nnin g, in fo rm ati o n sy ste m s analy sis and desig n, o pera ti o ns re se arc h, go vern m ent pla nnin g, change m anagem ent, kno w le d ge m anagem ent, a nd p ro je ct m anagem ent. T yp ic ally th ese c o urs e s a re o ffe re d in g ra d uate p ro gra m s o r th e l a te r p art o f u nd erg ra d uate p ro gra m s. T ho ugh i t i s n o t a p re re q uis ite , s tu d ents u sin g th is b ook m ay b enefit f r o m h av in g p rio r b usin ess m anagem ent a nd /o r i n fo rm ati o n te chno lo gy k no w le d ge.
W hy I W ro te T his B ook A n In tr o ductio n to E nte rp ris e A rc h ite ctu re is th e culm in ati o n of se v era l d ecad es of exp erie nce th at I hav e gain ed th ro ugh w ork in iti a lly as an i n fo rm ati o n te chno lo gy m anager a nd th en a s a c o nsu lta nt to e xecuti v es in th e p ub lic and priv ate se cto rs . I w ro te th is book and pro duced tw o up date d e d iti o ns fo r th re e m ajo r re aso ns: (1 ) to h elp m ove b usin ess a nd te chno lo gy p la nnin g fr o m a sy ste m s and p ro cess-le v el v ie w to a m ore str a te gy-d riv en e nte rp ris e -le v el v ie w , (2 ) to p ro m ote a nd e xp la in th e e m erg in g p ro fe ssio n o f E A , and (3 ) to p ro vid e th e fir s t te xtb ook o n th e su b je ct o f E A , w hic h is s u ita b le f o r g ra d uate a nd u nd erg ra d uate l e v els o f s tu d y. T o d ate , o th er b ooks o n E A h av e b een p ra cti ti o ner b ooks n o t sp ecific ally o rie nte d to w ard a stu d ent w ho m ay b e l e arn in g th e s u b je ct w ith l ittl e to n o p re v io us e xp osu re . T here fo re , t h is b ook c o nta in s re fe re nces to re la te d a cad em ic re se arc h a nd in d ustr y b est p ra cti c es, a s w ell a s m y o w n o bse rv ati o ns a b out p ote nti a l f u tu re p ra cti c es a nd t h e d ir e cti o n o f th e p ro fe ssio n.
T he re sp onse to th e fir s t a nd s e co nd e d iti o ns o f th is b ook fr o m te achers a nd p ra cti ti o ners w as o verw helm in gly p ositi v e, w hic h I a m m ost g ra te fu l fo r. T he changes p re se nte d in th e th ir d e d iti o n in clu d e a d is c ussio n o f E A a s a m eta - dis c ip lin e; th e id enti fic ati o n o f six b asic e le m ents th at a n E A p ro gra m m ust hav e; u p date s to th e s e curity a nd p riv acy c hap te r; a d is c ussio n o f th e u se o f E A in m erg ers and acq uis iti o ns; and up date s th at hav e occurre d w ith oth er ap pro aches to E A .
Rela tio n sh ip t o S yste m s A naly sis a n d D esig n This b ook is a su ita b le co m panio n to th e num ero us S yste m s A naly sis and Desig n (S A & D) te xtb ooks th at a re in u se , a s it c an p ro vid e a n o vera rc hin g co nte xt a nd u nify in g fr a m ew ork fo r th e sy ste m d ev elo pm ent a p pro aches a nd docum enta ti o n te chniq ues d esc rib ed th ere in .
A n In tr o ductio n to E nte rp ris e Arc h ite ctu re help s to se t th e co nte xt fo r SA & D co urs e s and re la te d pro fe ssio nal a cti v iti e s. W ith o ut th e c o nte xt o f E A , s y ste m s d ev elo pm ent e ffo rts th ro ugho ut a n o rg aniz a ti o n r u n th e r is k o f b ein g d is jo in te d a nd d up lic ati v e.. a pheno m eno n th at has o ccurre d d urin g th e p ast se v era l d ecad es. T his b ook pro vid es a m ore d eta ile d e xp la nati o n o f th e E A c o ncep ts th at a re o fte n o nly su m mariz e d in S A & D te xtb ooks, in a w ay th at co m plim ents , exte nd s, and re fe rs to f o und ati o nal S A & D c o ncep ts .
It sh o uld b e n o te d th at th is b ook id enti fie s E A d ocum enta ti o n te chniq ues a t each l e v el o f a g enera liz e d f r a m ew ork a nd d ocum enta ti o n m eth o dolo gy, c alle d th e E A 3 “ C ub e” F ra m ew ork . T hese d ocum enta ti o n te chniq ues o rig in ate fr o m exis ti n g m eth o ds i n s tr a te gic p la nnin g, b usin ess a d m in is tr a ti o n, a nd te chno lo gy dev elo pm ent. W hile th is b ook id enti fie s a nd b rie fly d esc rib es th ese e le m ents , it does no t go in to deta il or atte m pt to build pro fic ie ncy in a parti c ula r te chniq ue.. th at is le ft to th e m any oth er books on str a te gy, busin ess, and te chno lo gy.
Rela tio n sh ip t o S tr a te g y a n d B usin ess P la n nin g An I n tr o ductio n t o E nte rp ris e A rc h ite ctu re p ro vid es a c le ar e xp la nati o n o f th e re la ti o nsh ip b etw een str a te gic p la nnin g, b usin ess p la nnin g, and in fo rm ati o n te chno lo gy pla nnin g. W hile IT re so urc es are in cre asin gly beco m in g a co m modity , th e im porta nce o f IT s e rv ic es a s a b usin ess e nab le r c o nti n ues to gro w in m any p ub lic a nd p riv ate s e cto r o rg aniz a ti o ns. In re co gniti o n o f th is , EA’s id enti fic ati o n of in te gra te d IT so lu ti o ns to org aniz a ti o n-w id e (c ro ssc utti n g) a nd m is sio n-s p ecific ( v erti c al) r e q uir e m ents is o ne o f th e fo cal poin ts o f th is b ook. S tr a te gic g o als a nd b usin ess r e q uir e m ents s h o uld d riv e IT so lu ti o ns, a nd E A’s c o ntr ib uti o n to th is a lig nm ent is a no th er fo cal p oin t o f th e book. F in ally , th is b ook p ro vid es s p ecific E A d ocum enta ti o n te chniq ues th at cre ate s tr a te gy a nd b usin ess-d riv en v ie w s o f th e e nte rp ris e , w hic h in tu rn c an help to i d enti fy g ap s i n p erfo rm ance th at I T s o lu ti o ns c an h elp to c lo se .
Rela tio n sh ip to Com pon en t-B ase d an d Serv ic e-O rie n te d Arc h it e ctu re s An In tr o ductio n to Ente rp ris e Arc h ite ctu re pre se nts EA as a ho lis ti c managem ent, p la nnin g, a nd d ocum enta ti o n a cti v ity a nd i n tr o duces th e E A 3 Cub e Fra m ew ork a nd im ple m enta ti o n m eth o dolo gy. T his a p pro ach to E A id enti fie s dis ti n ct lin es o f b usin ess w hic h e nco m pass fiv e su b -a rc hite ctu re le v els a nd th re e co m mon th re ad are as. The fiv e su b -a rc hite ctu re s ad dre ss str a te gic in iti a ti v es; b usin ess s e rv ic es; i n fo rm ati o n f lo w s; s y ste m s a nd a p plic ati o ns; a nd te chno lo gy in fr a str u ctu re . The th re e th re ad s are se curity , sta nd ard s, and work fo rc e. T he E A 3 C ub e F ra m ew ork i s c o m ponent- b ase d i n th at th e “ b uild in g blo cks” o f e ach o f th e s u b -a rc hite ctu re s a re ‘ p lu g-a nd -p la y’ c o m ponents . T hese co m ponents vary w id ely in th eir purp ose and natu re , but are in cre asin gly in te ro pera b le a nd in te gra te d d ue to th e sta nd ard s th re ad th at p ro m ote s n o n- pro prie ta ry s o lu ti o ns. F or th is re aso n, a rc hite ctu re d ocum enta ti o n a p pro aches (s u ch a s th e M odel- D riv en A rc hite ctu re , o r IT In fr a str u ctu re L ib ra ry ) c an b e use d to popula te one or m ore of th e su b -a rc hite ctu re s in th e E A 3 C ub e Fra m ew ork .
The E A 3 C ub e F ra m ew ork n o t o nly r e co gniz e s a nd p re se rv es th e r o le o f e arly arc hite ctu re a p pro aches th at a d dre sse d d ata , a p plic ati o ns, a nd n etw ork s, b ut als o r e co gniz e s n ew er a p pro aches th at p ro m ote s tr a te gic s c enario p la nnin g, th e valu e o f b usin ess su p ply c hain s, a nd w eb -b ase d se rv ic es. In p arti c ula r, th e ‘B usin ess S erv ic es’ su b -a rc hite ctu re w ith in th e E A 3 C ub e F ra m ew ork (th e se co nd le v el) e xem plifie s h o w E A c an lin k s tr a te gy, b usin ess, a nd te chno lo gy co m ponents a cro ss th e e nte rp ris e w ith in a “ S erv ic e B us” th at e nco m passe s pla tf o rm -in d ep end ent h o riz o nta l a nd v erti c al E A c o m ponents . S erv ic es e xte nd th ro ugho ut th e fr a m ew ork , b ut in m y o pin io n h av e th eir o rig in ati o n o f p urp ose at le v el tw o o f th e E A 3 Cub e… b ein g d riv en b y s tr a te gic g o als a nd in iti a ti v es (th e fr a m ew ork le v el a b ove th e “ B usin ess S erv ic es’ le v el) , a nd c allin g fo r su p porti n g i n fo rm ati o n f lo w s, s y ste m s, a p plic ati o ns, a nd n etw ork i n fr a str u ctu re co m ponents (th e fr a m ew ork le v els belo w ). B asic to th e co ncep t of E A co m ponents p re se nte d in th is b ook is th e id ea th at th e “ S ta nd ard s” th re ad th at enab le s in te ro pera b ility w ith in th e S erv ic e B us b y p ro m oti n g th e u se o f E A co m ponents th at are b ase d o n o pen-s ta nd ard s/p ro to co ls and no np ro prie ta ry so lu ti o ns.
Org an iz a tio n o f T his B ook An I n tr o ductio n to E nte rp ris e A rc h ite ctu re is o rg aniz e d in to fo ur s e cti o ns o f mate ria l, a case stu d y, and se v era l ap pend ic es o f am plify in g o r re fe re nce mate ria l. T he case stu d y is p re se nte d at th e b egin nin g o f each se cti o n and befo re se le cte d chap te rs to re in fo rc e th e ap plic ati o n of th e co ncep ts in a varie ty o f s e tti n gs. T he fo ur s e cti o ns a re in te nd ed to s e q uenti a lly d ev elo p th e stu d ent’ s und ers ta nd in g of th e co ncep ts of EA , as w ell as m eth o ds fo r im ple m enti n g th ese c o ncep ts .
Secti o n I p ro vid es a n o verv ie w a nd c o nte xt fo r th e b ook, id enti fie s th e v alu e and ris k of doin g an E A , dis c usse s th e str u ctu re and changin g natu re of ente rp ris e s, and sh o w s ho w EA help s to lin k str a te gic , busin ess, and te chno lo gy p la nnin g. S ecti o n II d efin es a nd d esc rib es w hat a n E A fr a m ew ork is , pre se nts a ste p -b y-s te p m eth o dolo gy to im ple m ent an E A th ro ugh th e docum enta ti o n o f c urre nt a nd fu tu re v ie w s o f r e so urc es, a nd d esc rib es h o w to co m munic ate c hanges in th e E A th ro ugh a n E A M anagem ent P la n th at a ls o c an se rv e a s a “ b lu ep rin t” f o r m odern iz a ti o n. S ecti o n I II d is c usse s h o w to u se a nd main ta in E A in fo rm ati o n in a n o n-lin e re p osito ry w ith in th e e nte rp ris e , a nd ho w g o vern ance p ro cesse s c an b e i n te gra te d ( e .g ., i n v estm ent p la nnin g, p ro je ct managem ent, a nd s e curity ). S ecti o n I V p ro vid es th e a uth o r’s th o ughts o n E A a s a p ro fe ssio n a nd o pin io ns o n fu tu re tr e nd s. T he A ppend ic es a m plify o r e xte nd th e m ate ria l p re se nte d in a ll S ecti o ns a nd a re in te nd ed to b e p rim arily fo r stu d ent r e fe re nce. A g lo ssa ry o f k ey te rm s i s p ro vid ed a lo ng w ith e xam ple s o f th e E A d ocum enta ti o n d esc rib ed i n v ario us c hap te rs .
An I n tr o ductio n t o E nte rp ris e A rc h ite ctu re i s s tr u ctu re d s u ch th at e ach s e cti o n and chap te r b uild s o n th e m ate ria l p re v io usly p re se nte d . T he se cti o ns and chap te rs a re o rg aniz e d to p ro m ote u nd ers ta nd in g a nd a c o nsis te nt, c o gent f lo w of m ate ria l b y u sin g th e f o llo w in g d esig n:
Sectio n s:
Overv ie w . D esc rib es th e genera l purp ose of th e Secti o n and th e co ntr ib uti o n o f e ach C hap te r.
Case S tu d y . A n o ngo in g c ase s tu d y fr o m th e p riv ate s e cto r th at p ro vid es sc enes w hic h m ake th e c o ncep ts o f th e S ecti o n a nd C hap te rs m ore ta ngib le a nd re le v ant.
Chap te rs:
Overv ie w . D esc rib es th e p urp ose a nd k ey c o ncep ts o f th e C hap te r.
Learn in g O bje cti v es . L is ts th e le arn in g o bje cti v es fo r th e s tu d ent in th at Chap te r.
In tr o ducti o n . P ro vid es co nte xt and in tr o ducto ry co m menta ry to b uild stu d ent i n te re st i n th e m ain b ody o f m ate ria l.
Dis c ussio n . Pro vid es th e C hap te r’s co ncep ts th ro ugh desc rip ti o ns, gra p hic s, a nd f o otn o te d r e fe re nces.
Analo gy B oxes . T he analo gy o f th e arc hite ctu re o f a ho use is use d th ro ugho ut th e b ook to a ssis t r e ad ers in u nd ers ta nd in g a nd r e la ti n g th e v ario us co ncep ts of E nte rp ris e A rc hite ctu re in a co nte xt th at is co m mon to m ost stu d ents 1 Key T erm D efin iti o n B oxes . D efin iti o ns o f k ey te rm s a re p ro vid ed w hen th ey a re fir s t u se d to p ro m ote s tu d ent u nd ers ta nd in g a t th e ti m e th at a sso cia te d co ncep ts a re b ein g p re se nte d .
Sum mary o f C oncep ts . P ro vid es a r e cap o f th e p urp ose o f th e C hap te r a nd its k ey c o ncep ts , a nd i n tr o duces th e f o llo w in g S ecti o n/C hap te r.
Rev ie w Q uesti o ns a nd E xerc is e s . P ro vid es q uesti o ns th at a d dre ss k ey co ncep ts a nd e xerc is e s th at a llo w s tu d ents to fu rth er e xp lo re k ey c o ncep ts o f th e C hap te r a nd ti e -in c o ncep ts f r o m o th er C hap te rs .
Gen era l C om men ts The EA 3 Cube Fra m ew ork , EA 3 , and Liv in g Ente rp ris e are re gis te re d Tra d em ark s. A ll r ig hts a re r e se rv ed . C oncep ts fo r th e E A 3 C ube F ra m ew ork , EA 3 , Liv in g Ente rp ris e , and th e Org aniz a tio nal Netw ork M odel were genera lly in flu enced b y th e w ork s o f J o hn Z achm an, S te v en S pew ak, T alc o tt Pars o ns, a nd J a m es T ho m pso n, a s is a ckno w le d ged th ro ugho ut th e b ook. T he sp ecific c o ncep ts fo r th e E A 3 C ube F ra m ew ork , E A 3 , L iv in g E nte rp ris e , a nd th e O rg aniz a tio nal N etw ork M odel w ere no t d ev elo ped as a re su lt o f, o r in flu enced by, any oth er pub lic or priv ate se cto r ente rp ris e arc hite ctu re ap pro ach o r g ra p hic . A ny sim ila rity to o th er E A a p pro aches o r g ra p hic s is co in cid enta l. O f s p ecific n o te ; a c ub ic s h ap e i s g eneric a nd m ay b e i n u se w ith oth er s y ste m s d ev elo pm ent, a rc hite ctu re , a nd /o r b usin ess p la nnin g a p pro aches.
The u niq ueness o f th e E A 3 “ C ub e” is th e sin gula r c o m bin ati o n o f a ll o f its dim ensio ns, fu ncti o ns, le v els , c o m ponents , a nd o th er a ttr ib ute s. T he c o ncep ts and g ra p hic s in th is b ook w ere o rig in ally p re se nte d in le ctu re s g iv en b y D r.
Bern ard a t v ario us a cad em ic a nd p ro fe ssio nal c o nfe re nces in 2 002-2 003 a nd are c o pyrig hte d b y D r. B ern ard se p ara te fr o m th is o r a ny o th er p ub lic ati o n.
Perm is sio n fo r th e use of th e EA 3 Cube Fra m ew ork , EA 3 lo go, Liv in g Ente rp ris e , a nd O rg aniz a tio n N etw ork M odel i s g iv en f o r u se i n t h is b ook.
Ack n ow le d gem en ts I w ould lik e th ank m y c o lle agues a nd fo rm er s tu d ents in th e g ro w in g fie ld o f EA fo r th eir enco ura gem ent in w riti n g An In tr o ductio n to Ente rp ris e Arc h ite ctu re . Jo hn Z achm an’s F ore w ord is a w ond erfu l co ntr ib uti o n to th e book th at in m y o pin io n giv es new stu d ents to th e su b je ct o f E A th e b est possib le b egin nin g fo r th eir s tu d ie s. In th e v ie w o f m any, J o hn Z achm an is th e fo und er o f E nte rp ris e A rc hite ctu re a s i t h as c o m e to b e k no w n, a nd I s in cere ly th ank h im fo r w riti n g th e F ore w ord . J o hn g o t it rig ht w hen h e in tr o duced th e In fo rm ati o n S yste m s A rc hite ctu re in 1 987, 2 a nd h e h as c o nti n ued to p ro vid e on-ta rg et a rc hite ctu re c o nsu lti n g, tr a in in g, a nd m ento rin g o n a g lo bal b asis e v er sin ce.. re m ain in g a n a cti v e te acher, le ctu re r, a nd p ra cti ti o ner in 2 012 a s th is ed iti o n is p ub lis h ed . I b elie v e th at Jo hn’s e m phasis o n th e b asic s, o n u sin g “p rim iti v e” E A a rti fa cts th at f o cus o n d is c re te a sp ects o f a n a rc hite ctu re , i s n o t in c o nflic t w ith th e E A 3 C ub e fr a m ew ork o r d ocum enta ti o n m eth o dolo gy. M y work is in te nd ed , in p art, to e xte nd th at fo cus a nd to d is c uss th e u ti liz a ti o n o f what J o hn r e fe rs to a s “ co m posite ” E A a rti fa cts w hic h c o m bin e s e v era l ty p es of p rim iti v es to fo rm s p ecia liz e d v ie w s o f a n e nte rp ris e .. v ie w s th at a re o fte n help fu l to m anagers a nd e xecuti v es. M y b otto m lin e p ositi o n is th at w ith o ut so lid E A p rim iti v es, th e c o m posite a rti fa cts a re n o t p ossib le to d ev elo p.
I w ould a ls o lik e to th ank a nd r e m em ber D r. S te v en S pew ak w ho h elp ed s ta rt th e p ro fe ssio n o f E A . S te v e w as a n i n sp ir a ti o nal m ento r to m e d urin g m y i n iti a l years a s a n a rc hite ct. H e p asse d a w ay i n M arc h 2 004 a f e w m onth s b efo re th e fir s t e d iti o n o f th is b ook w as p ub lis h ed .. h e is s o re ly m is se d b y m any in o ur pro fe ssio n.
It is b oth e xciti n g a nd c halle ngin g to b e p art o f a s ti ll y o ung p ro fe ssio n, a nd I sa lu te th o se w ho e nd eav or to d ev elo p e nte rp ris e a rc hite ctu re s fo r p ub lic a nd priv ate s e cto r o rg aniz a ti o ns. T o th em I w ould s a y g o od l u ck, th e w ork a head o f yo u w ill b e fr u str a ti n g at ti m es, yet fu lfillin g as th e co ntr ib uti o n o f E A to org aniz a ti o nal s u ccess i s f u lly r e aliz e d .
One m ore th o ught. M y fa th er w as a su ccessfu l la nd dev elo per and ho m e build er w ho l e arn ed th e e sse nti a ls o f tr a d iti o nal a rc hite ctu re o n h is o w n. T here are m any para lle ls in our liv es, and th is is yet ano th er. A s th e head of in fo rm ati o n te chno lo gy e nte rp ris e s a nd p ro je cts , I fo und th at I n eed ed so m e way to o rg aniz e th e p erp etu al chao s o f sy ste m s d ev elo pm ent and up gra d e pro je cts , o ngo in g o pera ti o ns, a nd m ore th an o ccasio nal s u rp ris e s. B ecause o f th is , I le arn ed a b out E A , w hic h h elp ed to e sta b lis h a r e fe re nce fr a m ew ork fo r pla nnin g and decis io n-m akin g.. th e m ost valu ab le to ol one can hav e in a dynam ic fie ld lik e IT m anagem ent. N ow , w ith g re ate r a p pre cia ti o n, I e njo y bein g p art o f th e g ro w th o f th is fie ld , w hic h in m any w ays is lik e th e o ne th at my f a th er c am e to k no w . a n ic e b le ssin g i n th e j o urn ey o f l ife .
This b ook i s d ed ic a te d w ith l o ve to m y w ife J o yce and o ur c h ild re n Bill, K ris tin , a nd K atie A bou t t h e A uth or S co tt B ern ard h as n early th ir ty y ears o f e xp erie nce in in fo rm ati o n te chno lo gy m anagem ent, i n clu d in g w ork i n th e a cad em ic , f e d era l g o vern m ent, m ilita ry , a nd p riv ate se cto rs . D r. B ern ard h as se rv ed a s th e U nite d S ta te s F ed era l C hie f E nte rp ris e A rc hite ct w ith th e E xecuti v e O ffic e o f th e P re sid ent’ s O ffic e o f M anagem ent. H e h as a ls o h eld p ositi o ns a s a C hie f I n fo rm ati o n O ffic er ( C IO ), I T m anagem ent co nsu lta nt, lin e-o f- b usin ess m anager, netw ork opera ti o ns m anager, te le co m munic ati o ns m anager, a nd p ro je ct m anager fo r s e v era l m ajo r I T sy ste m s in sta lla ti o ns. H e has dev elo ped ente rp ris e arc hite ctu re s fo r a n um ber of pub lic and priv ate se cto r org aniz a ti o ns, sta rte d an ente rp ris e a rc hite ctu re p ra cti c e f o r a n I T m anagem ent f ir m , d ev elo ped h is o w n c o nsu lti n g p ra cti c e, and ta ught ente rp ris e arc hite ctu re at a num ber of univ ers iti e s, b usin esse s, a nd g o vern m ent a gencie s. In 2 002, D r. B ern ard c re ate d th e E A 3 C ub e TM fr a m ew ork a nd m eth o dolo gy th at is fe atu re d in th is b ook, a s w ell a s t h e d esig n f o r a n o n-lin e E A r e p osito ry th at i s c alle d L iv in g E nte rp ris e .™ D r. B ern ard has se rv ed fo r o ver a d ecad e o n th e fa culty o f th e S cho ol o f I n fo rm ati o n S tu d ie s a t S yra cuse U niv ers ity . H e i s a ls o a S enio r L ectu re r i n th e E xecuti v e P ro gra m o f th e C IO I n sti tu te a nd th e I n sti tu te f o r S oftw are R ese arc h a t C arn egie M ello n U niv ers ity ’s S cho ol o f C om pute r S cie nce. D r. B ern ard w as t h e fo und er o f th e A sso cia ti o n o f E nte rp ris e A rc hite cts , a nd fir s t e d ito r o f th e J o urn al o f E nte rp ris e A rc h ite ctu re , w hic h is s ti ll p ub lis h ed to a w orld -w id e r e ad ers h ip .
D r. B ern ard e arn ed h is P h.D . a t V ir g in ia T ech in P ub lic A dm in is tr a ti o n a nd P olic y; a m aste r’s d egre e i n B usin ess a nd P ers o nnel M anagem ent f r o m C entr a l M ic hig an U niv ers ity , a m aste r’s degre e in In fo rm ati o n M anagem ent fr o m S yra cuse Univ ers ity , and a bachelo r’s degre e in Psy cho lo gy fr o m th e U niv ers ity o f S outh ern C alifo rn ia . H e is a g ra d uate o f th e N av al W ar C olle ge, a nd earn ed a CIO Certi fic ate and an A dvanced M anagem ent Pro gra m C erti fic ate fr o m th e N ati o nal D efe nse U niv ers ity . D r. B ern ard w as d esig nate d a m em ber o f th e F ed era l G overn m ent’ s S enio r E xecuti v e S erv ic e in 2 011 . H e i s a ls o a f o rm er c are er n av al a v ia to r w ho s e rv ed o nb oard a ir c ra ft c arrie rs a nd w ith sh o re sq uad ro ns, le d IT p ro gra m s, and w as th e D ir e cto r o f N etw ork O pera ti o ns f o r th e J o in t C hie fs o f S ta ff. S ectio n I T he C on cep t o f E nte rp ris e A rc h it e ctu re S ecti o n I p re se nts a n in tr o ducti o n to th e su b je ct a nd c o ncep ts o f E nte rp ris e A rc hite ctu re ( E A ), a s w ell a s a n o verv ie w o f th e p urp ose a nd v alu e o f E A f o r b usin ess, g o vern m ent, a nd n o n-p ro fit o rg aniz a ti o ns. A c ase s tu d y b ase d o n a f ic ti ti o us b usin ess is in tr o duced th at w ill h elp th e stu d ent to u nd ers ta nd a nd a p ply E A c o ncep ts . S ecti o n I i s o rg aniz e d a s f o llo w s:
C ase S tu dy S cen e 1 : P ossib le N eed f o r a n E A P ro gra m I n tr o ductio n W ill t h is b e a n A rc h ite cte d E nte rp ris e ?
C hapte r 1 A n O verv ie w o f E nte rp ris e A rc hite ctu re C hapte r 2 T he S tr u ctu re a nd N atu re o f E nte rp ris e s C ase S tu dy S cen e 2 : C onsid erin g a n E A P ro gra m C hapte r 3 T he V alu e a nd R is k o f C re ati n g a n E nte rp ris e A rc hite ctu re C ase S tu dy ( S ce ne 1 )-P ossib le N eed f o r a n E A P ro gra m The C ase S tu d y in tr o duces th e D anfo rth M anufa ctu rin g C om pany 3 and se v era l b usin ess a nd te chno lo gy c halle nges th at w ill c ause th e c o m pany to co nsid er u sin g E A to im pro ve p la nnin g, d ecis io n-m akin g, a nd so lu ti o n im ple m enta ti o n.
I n tr o ductio n-W ill t h is b e a n A rc h ite cte d O rg aniz atio n?
Ente rp ris e A rc hite ctu re is b eco m in g in cre asin gly re co gniz e d a s th e o nly managem ent a nd te chno lo gy d is c ip lin e th at c an p ro duce h o lis ti c d esig ns fo r org aniz a ti o ns th at are agile and all- e nco m passin g. W heth er an org aniz a ti o n u se s E A in th is w ay b eco m es th e q uesti o n, a nd if n o t, w hat are th e c o nse q uences.
C hapte r 1 -A n O verv ie w o f E nte rp ris e A rc h it e ctu re Chap te r 1 pro vid es th e stu d ent w ith an overv ie w of th e em erg in g pro fe ssio n a nd p ra cti c e o f E A . T he c hap te r’s d is c ussio n in tr o duces th e co ncep t th at E A p ro vid es a h o lis ti c v ie w o f a n e nte rp ris e . T his d iffe rs fr o m th e m ore sy ste m -c entr ic or pro cess-c entr ic vie w s th at pre v io us analy sis and pla nnin g ap pro aches hav e em phasiz e d . EA is both a managem ent p ro gra m a nd a d ocum enta ti o n m eth o d, a nd c o m ment is m ad e on th e sim ila riti e s and d iffe re nces o f d oin g E A in p riv ate and p ub lic se cto r e nte rp ris e s.
Chapte r 2 -T he S tr u ctu re a nd C ult u re o f E nte rp ris e s Chap te r 2 d esc rib es th e s tr u ctu re o f e nte rp ris e s a nd w hy i t i s i m porta nt to in clu d e c ultu re in th e E A d ocum enta ti o n e ffo rt. T he d riv in g th em e o f th is chap te r is th at a n e nte rp ris e in v olv es o ne o r m ore s o cia l a cti v iti e s th at in v olv e th e sh arin g of in fo rm ati o n. It als o sh o w s th at th e bound ary betw een th e str u ctu re o f th e e nte rp ris e a nd th e c ultu re is d ynam ic . T he im porta nce of sta keho ld er in v olv em ent and th e managem ent of exp ecta ti o ns a re a ls o d is c usse d .
Case S tu dy ( S ce ne 2 )-C onsid erin g a n E A P ro gra m The C ase S tu d y c o nti n ues w ith th e C hie f In fo rm ati o n O ffic er o f D anfo rth Manufa ctu rin g C om pany. T he C IO m akes a p re se nta ti o n r e gard in g h o w a n EA a p pro ach c an h elp to e v alu ate s e v era l re q uests fo r IT s y ste m s, a nd co ord in ate th eir i m ple m enta ti o n.
Chapte r 3 -V alu e / R is k o f C re atin g a n E nte rp ris e A rc h it e ctu re Chap te r 3 d is c usse s th e v alu e and ris k o f cre ati n g an ente rp ris e -w id e arc hite ctu re . T he m ain c o ncep ts o f th is c hap te r a re ( 1 ) th at E A r e p re se nts a d iffe re nt w ay o f lo okin g a t r e so urc es a cro ss th e e nte rp ris e , a nd ( 2 ) th at th e s ig nific ant c o st o f c re ati n g a n E A m ust b e j u sti fie d b y th e v alu e th at i t brin gs to th e ente rp ris e by lin kin g str a te gy, busin ess, and te chno lo gy.
Ano th er k ey c o ncep t is (3 ) th at a n in te gra te d s e t o f p la nnin g, d ecis io n- makin g, and im ple m enta ti o n p ro cesse s can b ette r id enti fy and re so lv e perfo rm ance g ap s a cro ss th e e nte rp ris e , a nd th at E A p ro m ote s th is ty p e o f in te gra te d g o vern ance. T he m anagem ent o f c hange i s d is c usse d i n te rm s o f why an E A m ay no t be accep te d or use d if sta keho ld er buy-in and parti c ip ati o n i s n o t a chie v ed . C ase S tu dy:
D an fo rth M an ufa ctu rin g C om pan y S cen e 1 : P ossib le N eed f o r a n E A P ro gra m T he D anfo rth M anufa ctu rin g C om pany (D M C) d ev elo ps, p ro duces, a nd s e lls s e v era l l in es o f p ho to volta ic s to ra ge c ells ( s o la r-p ow ere d b atte rie s) f o r u se i n v ario us co nsu m er, busin ess, and aero sp ace pro ducts . R obert D anfo rth , th e P re sid ent a nd C hie f E xecuti v e O ffic er ( C EO ) o f D M C, h as c alle d a m eeti n g o f t h e E xecuti v e C om mitte e to r e v ie w s e v era l r e cent c ap ita l i n v estm ent r e q uests .
T he la rg est tw o o f th ese w as a re q uest b y K ate Ja rv is , th e C hie f O pera ti n g O ffic er ( C O O), f o r a n ew s a le s a nd i n v ento ry tr a ckin g s y ste m a nd a r e q uest b y J im G orm an, th e C hie f F in ancia l O ffic er (C FO ) to in v est in a new co st a cco unti n g s y ste m . A ls o i n v ite d to th e m eeti n g w ere S am Y oung, th e c o m pany’s f ir s t C hie f In fo rm ati o n O ffic er (C IO ) w ho jo in ed th e co m pany tw o w eeks b efo re , a nd G era ld M onte s, th e c o m pany’s C hie f C ounse l.
R obert D anfo rth w as th e l a st o ne to e nte r th e e xecuti v e b oard ro om . H e s m ile d a t h is to p m anagem ent te am a nd s a id , “ T hank y o u a ll f o r c o m in g b y to ta lk a b it m ore a b out s e v era l in v estm ent re q uests th at c am e o ut o f o ur a nnual p la nnin g m eeti n g la st m onth . Sam , yo u had n’t jo in ed th e co m pany yet, so I’ m p arti c ula rly in te re ste d in yo ur th o ughts to day. M ain ly , I w ant to bette r u nd ers ta nd fr o m th e g ro up w hy o ur c urre nt c ap ab iliti e s a re in su ffic ie nt a nd h o w th ese n ew s y ste m s w ill h elp b otto m -lin e p erfo rm ance. K ate , w hy d on’t y o u g o f ir s t a nd th en w e’ll h ear f r o m J im .” K ate ro se and w alk ed to an ease l th at held se v era l charts and dia gra m s.
“ G entl e m en, a s m enti o ned a t th e p la nnin g m eeti n g, m y r e q uest f o r a n ew S ale s a nd In v ento ry T ra ckin g S yste m (S IT S) is base d on an in su ffic ie nt curre nt a b ility to m atc h in v ento ry a nd p ro ducti o n in fo rm ati o n w ith c usto m er o rd ers .
W e a re a ls o e xp erie ncin g e xcessiv e tu rn aro und ti m e f o r o rd ers i n th e i n d ustr ia l p ro duct l in es, a s c o m pare d to o ur c o m peti ti o n. O ur s a le s r e p re se nta ti v es i n th e f ie ld a re b egin nin g to l o se o rd ers . T hey c an’t p ro vid e o n-th e-s p ot q uo te s b ase d o n r e al- ti m e c hecks o f a v aila b le in v ento ry a nd c urre nt p ric in g. T he s a m e g o es f o r o ur r e p re se nta ti v es. T hey a re n o t a b le to s e e w hen th e c usto m a nd s m all j o b pro ducti o n r u ns a re b ein g s c hed ule d . T his w ould h elp s a le s in th is h ig h-p ro fit are a w hic h w e w ill be exp and in g. O ur m ajo r co m peti to r fie ld ed th is in fo rm ati o n c ap ab ility a lm ost a y ear a go . W hile I w as sk ep ti c al a t th e ti m e ab out th e im pact it w ould hav e on th eir sa le s, I no w belie v e th at it’ s a su ccessfu l m odel fo r th em a nd th ere fo re is g o in g to m ake o r b re ak u s in th e in d ustr ia l p ro duct l in e.” Robert le aned fo rw ard . “ K ate , th is s o und s q uite s e rio us. E ven s o , fr o m a c o st pers p ecti v e I a m c o ncern ed a b out th e re tu rn o n in v estm ent (R O I) fo r S IT S.
Last m onth y o u s ta te d th at in iti a l c o st e sti m ate fo r th e d ev elo pm ent o f S IT S was o ver th re e m illio n d olla rs . W e h av e ti g ht b ud gets fo r th e n ext tw o y ears .
hav e y o u lo oked a t R O I? ” “ Y es,” re sp ond ed K ate . “ T hese c harts sh o w th e le v el o f in v estm ent a nd p ayb ack p erio d fo r S IT S, w hic h I e sti m ate to b e tw o years , d ep end in g o n h o w q uic kly a nd th o ro ughly th e s a le s fo rc e a d opts it. T he life cycle f o r S IT S s h o uld b e s e v en y ears , w ith p ositi v e R O I s e en i n y ears th re e th ro ugh s e v en, a nd a n a v era ge o f a b out tw elv e p erc ent p er y ear.” Robert tu rn ed to S am , “ W hat d o y o u th in k S am ? I s n ’t p art o f th e p ro ble m h ere th at m any o f o ur in fo rm ati o n s y ste m s d on’t ta lk to e ach o th er? ” S am g rim aced slig htl y a nd s a id , “ I th in k y o u’re r ig ht, f r o m w hat I ’ v e s e en i n m y i n iti a l s u rv ey of in fo rm ati o n te chno lo gy ( IT ) c ap ab iliti e s, a lo t o f o ur s y ste m s w ere b uilt a s in d iv id ual p ro je cts b ase d o n w hat th en w ere u niq ue re q uir e m ents . W e n o w hav e s o m e d up lic ati o n o f fu ncti o nality a nd e v id ence o f in effic ie nt s u p port fo r ev olv in g busin ess pro cesse s.” R obert re sp ond ed quic kly , “Is n ’t th e SIT S pro posa l ju st m ore o f th e s a m e?” “ P erh ap s” s a id S am , “ I’ m h earin g th at K ate wants to in te gra te in fo rm ati o n exchanges acro ss th e sa le s, in v ento ry , and pro ducti o n lin es of busin ess. This re p re se nts a so m ew hat hig her-le v el ap pro ach to m eeti n g s e v era l b usin ess r e q uir e m ents .” Robert tu rn ed to J im , “ W hat d o y o u th in k a b out K ate ’s p ro ble m ? J im a nsw ere d with a p ensiv e lo ok, “ W ell, I a gre e th at w e n eed to a d dre ss o ur c o m peti ti o n’s cap ab ility . W hile our aero sp ace pro duct lin e is th e m ost pro fita b le , th e in d ustr ia l pro duct lin e brin gs in th e m ost re v enue, so th ere w ould be a sig nific ant im pact on th e enti r e co m pany if w e lo se m ark et sh are in th e in d ustr ia l p ro duct a re a.” R obert th en tu rn ed to G era ld , “ S o w hat d oes th e C hie f Counse l th in k?” G era ld p ause d fo r a m om ent a nd th en s a id , “ I th in k th at w e must a ct d ecis iv ely to p ro te ct m ark et s h are in th e in d ustr ia l p ro duct lin e, b ut I’ m n o t s u re th at S IT S is th e a nsw er. Y ou m ig ht b e r ig ht R obert, th e p ro posa l th at K ate i s m akin g m ig ht b e m ore o f th e s a m e ty p e o f te chno lo gy s o lu ti o n th at Sam s a ys g o t u s i n th is s itu ati o n.” Robert le aned back in his chair and sa id , “B efo re go in g fu rth er on th is pro posa l, le t’ s ta lk a b out J im ’s in v estm ent re q uest. I w ond er if th ere a re a ny para lle ls .” J im a cti v ate d th e c o nfe re nce r o om ’s p ro je cto r a nd b ro ught u p a s e t of b rie fin g slid es. “M y re q uest is fo r a co st acco unti n g sy ste m th at w ould re p la ce th e c urre nt a cco unti n g sy ste m . A s R obert m enti o ned , th ere a re ti g ht bud gets th e n ext tw o y ears , a nd h av in g th e a b ility to m ore r e ad ily s e e s p end in g and p ro fit g enera ti o n w ith in e ach lin e o f b usin ess w ill h elp u s to m anage th e bud get m ore e ffe cti v ely . T his s y ste m is o ne m odule o f “ W ELLC O ” a p ro ven co m merc ia l e nte rp ris e re so urc e p la nnin g (E R P) p ro duct. W e c an u ti liz e th is pro duct b y e xp and in g it if o th er b ack o ffic e r e q uir e m ents e m erg e. T he c o st o f th e in v estm ent is ju st u nd er $ 600,0 00. A cco rd in g to th e v end or, th e h is to ric al payb ack p erio d fo r th is c o st a cco unti n g m odule is e ig hte en m onth s, w ith a n av era ge a nnual R O I o f s ix te en p erc ent d urin g th e s u b se q uent y ears .” “Jim , c an th is n ew a cco unti n g c ap ab ility s u p port w hat K ate is lo okin g fo r? ” sa id G era ld . J im re sp ond ed , “ T he W ELLC O m odule c an h and le s o m e o f th e th in gs K ate i s p ro bab ly l o okin g f o r, i n clu d in g p ric e a nd v olu m e i n fo rm ati o n i n sa le s, i n v ento ry , a nd p ro ducti o n a cti v iti e s, b ut th is m odule i s n o t c o nfig ure d to sp ecific ally s u p port a ll o f th e i n fo rm ati o n I b elie v e s h e w ill n eed .” “ C an i t b e modifie d ?” In te rje cte d R obert. “ P ossib ly s o ,” s a id J im , “ and if n o t, I w ould th in k th at o th er m odule s o f W ELLC O c o uld h and le it. S am , h elp m e o ut w ith th is o ne if y o u c an.” S am re sp ond ed , “ I k no w th at W ELLC O is o ne o f th e le ad in g ER P pro ducts desig ned to su p port m any fr o nt and back offic e fu ncti o ns. I t m ig ht b e p ossib le to g et e no ugh f u ncti o nality to s u p port b oth J im ’s and K ate ’s re q uir e m ents . I am co ncern ed th at w e are sti ll lo okin g at re q uir e m ents fr o m a p ro gra m -le v el a nd sy ste m s-le v el v ie w poin t. e sse nti a lly botto m -u p p la nnin g. W ould n’t th e c o m pany b enefit m ore fr o m a m ore s tr a te gic ap pro ach th at e v alu ate s r e q uir e m ents a nd p ro pose d s o lu ti o ns a cro ss th e e nti r e ente rp ris e i n th e c o nte xt o f o ur s tr a te gic g o als ? ” The gro up w as sile nt fo r a m om ent, and th en G era ld sp oke. “O ur annual pla nnin g r e tr e at i s w here m ost o f th e c o m pany’s s tr a te gic p la nnin g h ap pens. W e lo ok a t o ur c urre nt s tr a te gic g o als a nd i n iti a ti v es. W e l o ok a t w hat c hanges a re need ed to k eep u s c o m peti ti v e. A s y o u s a w fr o m th e m eeti n g la st m onth , n ew pro posa ls a re a ls o s u rfa ced d urin g th e r e tr e at a nd th en f o llo w ed -u p o n. T hat i s to s a y i f th ey m erit c o nsid era ti o n f o r f u nd in g a nd i m ple m enta ti o n.” S am a sk ed , “Is th ere so m e m odel of th e ente rp ris e th at is use d to su p port th ese dis c ussio ns? ” “ W ell, i f y o u m ean o ur a nnual b usin ess p la n, w e h av e th at” s a id Jim . “ M ore th an th at” s a id S am , “ A m odel o f s tr a te gy, b usin ess, a nd te chno lo gy th at e nab le s y o u to s e e w hat w e h av e n o w a nd w hat is p la nned fo r th e fu tu re .
Som eth in g th at g iv es u s th e a b ility to p la y w ith th e m odel to s e e w hat o th er fu tu re in v estm ent a nd o pera ti n g s c enario s w ould lo ok lik e.” “ W e d on’t h av e anyth in g a s fa ncy a s th at” s a id K ate , “ T ho ugh a m odel lik e th at w ould h av e help ed m e a naly ze w hat w e c o uld d o to h elp th e f ie ld .” Robert s to od u p a nd w alk ed to th e w in d ow . “ S am , y o u a re n ew to th e te am , b ut so m eti m es a fr e sh lo ok a t a situ ati o n c an p ro vid e v alu ab le in sig hts . W hat I belie v e y o u a re te llin g u s is th at w e la ck a tr u e to p-d ow n, str a te gy-d riv en cap ab ility to su rfa ce re q uir e m ents and so lu ti o ns. is th at rig ht? ” “Y es” re sp ond ed S am . “ D M C is n o t a lo ne. M any c o m panie s h av e th e s a m e p ro ble m because th ey sti ll su p port p ro gra m -le v el d ecis io n-m akin g. W e te nd to le t it occur in a r e la ti v e v acuum w ith fe w o vera rc hin g g o als a nd s ta nd ard s to g uid e analy sis , p la nnin g, d ocum enta ti o n, a nd d ecis io n-m akin g. I a m g o in g to p ro pose th at b oth K ate ’s a nd J im ’s p ro posa ls b e r e v ie w ed th ro ugh a d iffe re nt l e ns, th at of a n e nte rp ris e -w id e a rc hite ctu re . I f w e h ad th is ty p e o f m odel, w e c o uld s e e curre nt c ap ab iliti e s, fu tu re r e q uir e m ents , a nd g ap s in o ur a b ility to m eet th o se re q uir e m ents . W e c o uld a ls o se e d up lic ati v e c urre nt c ap ab iliti e s a nd fu tu re so lu ti o ns. Fro m w hat I hav e heard at th is m eeti n g w e m ay hav e so m e overla p pin g re q uir e m ents w hic h p ro bab ly sh o uld no t b e m et w ith se p ara te so lu ti o ns i f w e a re to o pti m iz e o ur f in ancia l a nd te chno lo gy r e so urc es.” “In te re sti n g” s a id R obert. “ S ound s l ik e a s ilv er b ulle t, a nd I a m w ary o f th o se ” sa id G era ld . R obert s p oke a gain , “ S am , w ould a n e nte rp ris e -w id e a rc hite ctu re re ally h elp u s? If it is d oab le , th at’ s g re at, b ut w hy h av en’t w e h eard a b out it befo re ? I k no w th ere a re n o fr e e lu nches a nd w here is th e R O I in su ch a n arc hite ctu re ?” K ate a d ded “ W hile I a p pre cia te th e id ea, I d on’t h av e ti m e to wait f o r th e e nti r e c o m pany to b e m odele d , I n eed a n ew c ap ab ility n o w .” “W ell,” s a id S am . “ Y ou a re r ig h t, e sta b lis h in g a n e nte rp ris e a rc hite ctu re w ill no t b e fr e e a nd it w ill ta ke ti m e. F ortu nate ly th ere a re a p pro aches b ein g u se d by th e p ub lic a nd p riv ate s e cto r th at s u p port th e m odelin g o f r e q uir e m ents a nd so lu ti o ns in a s ta nd ard iz e d w ay b etw een m ulti p le lin es o f b usin ess, w hic h a re re fe rre d to a s a rc hite ctu re s e gm ents . S o, a s e ach s e gm ent is c o m ple te d it a d ds to th e arc hite ctu re as a w ho le . B y tr e ati n g Jim ’s are a as th e co m pany’s fin ancia l se gm ent, and K ate ’s are a as th e p ro ducti o n se gm ent, w e can ju st ad dre ss th ese are as fir s t, th ere b y re d ucin g th e ti m e fo r co m ple ti o n of th e arc hite ctu re p art o f th e l a rg er p ro je ct th at m ay i m ple m ent a c o m bin ed s o lu ti o n.
We c an d o th is b y m odelin g o nly th o se s tr a te gic d riv ers , b usin ess s e rv ic es, a nd te chno lo gy s o lu ti o ns th at a p ply to th o se tw o s e gm ents . E ventu ally th o ugh, fo r th e a rc hite ctu re to b e th e m ost v alu ab le to D M C, th e e nti r e c o m pany s h o uld b e modele d i n i ts c urre nt s ta te , a nd s e v era l p ossib le f u tu re s ta te s.” “A s fa r a s R O I,” c o nti n ued S am , “ th at is m ore d iffic ult to p in p oin t s in ce th e co st o f d oin g th e a naly sis a nd m odelin g d ep end s o n th e a m ount o f e xis ti n g in fo rm ati o n a nd th e d egre e o f c o opera ti o n th at is a chie v ed w ith s ta keho ld ers .
By th e w ay, th ese s ta keho ld ers in clu d e o ur e xecuti v es, m anagers , a nd s u p port sta ff. B ut le t’ s s a y th at a to p-d ow n a rc hite ctu ra l a naly sis r e v eals th at th ere a re co m mon re q uir e m ents betw een K ate and Jim , and w e can m eet th o se re q uir e m ents e ith er th ro ugh a d din g fu ncti o nality to S IT S o r b y b uyin g s e v era l more module s of th e co m merc ia l W ELLC O pro duct, and doin g so m e custo m iz a ti o n. W e p ote nti a lly c o uld s a v e s e v era l h und re d th o usa nd d olla rs , o r perh ap s m illio ns o f d olla rs c o m pare d to d oin g S IT S a nd W ELLC O s e p ara te ly .
all o f w hic h b eco m e R O I fr o m th e a rc hite ctu re e ffo rt. Y ou p ro bab ly h av en’t heard a b out e nte rp ris e a rc hite ctu re b ecause w hen a c o m pany i s d oin g i t w ell, i t can b eco m e a s tr a te gic a sse t th at m akes th e c o m pany m ore e ffic ie nt a nd a gile .
That ty p e o f c ap ab ility i s n o rm ally n o t b ro ad caste d .” “S o w hat’ s th e d ow nsid e?” a sk ed G era ld . “ E nte rp ris e a rc hite ctu re te nd s to b e vie w ed a s a h o sti le ta keo ver b y p ro gra m m anagers a nd e xecuti v es w ho h av e pre v io usly h ad a lo t o f in d ep end ence in d ev elo pin g so lu ti o ns fo r th eir o w n re q uir e m ents ” sa id Sam . “A ls o , arc hite ctu re brin gs a new la nguage and pla nnin g p ro cesse s, w hic h l ik e a ny ty p e o f c hange c an b e s e en a s th re ate nin g to th o se in v olv ed a nd th ere fo re m ay b e re sis te d . S tr o ng e xecuti v e sp onso rs h ip and s ta keho ld er i n v olv em ent c an o verc o m e m uch o f th is .” “S am , th e a rc hite ctu re a p pro ach s e em s to m ake s e nse , b ut I a m n o t c o m ple te ly so ld y et” s a id R ic hard . “ L et’ s d o a p ilo t p ro je ct. I w ant y o u to w ork w ith K ate and J im a nd b rin g m e a p la n a nd b usin ess c ase w ith in tw o w eeks to d ev elo p th e p art o f a n a rc hite ctu re fo r D M C th at a d dre sse s th eir c urre nt c ap ab iliti e s and s ta te d f u tu re r e q uir e m ents . W e’ll u se th is a s th e te st f o r w heth er w e w ant to go fo rw ard w ith a n e nte rp ris e -w id e a rc hite ctu re . T hank y o u a ll fo r y o ur ti m e to day, s e e y o u i n tw o w eeks.” I n tr o d uctio n W ill t h is b e a n Arc h ite cte d E nte rp ris e ? B asic ally , I a m a sk in g w heth er a n e nte rp ris e ( o fte n a n o rg aniz a ti o n o r p art o f a n org aniz a ti o n) is go in g to be str u ctu re d base d on an over-a rc hin g agile d esig n a nd s e t o f s ta nd ard s f o r h o w w ork i s d one a nd te chno lo gy e m plo yed -o r i s th e e nte rp ris e g o in g to c o nsis t o f a c o lle cti o n o f u n-c o ord in ate d p ro cesse s, p ro gra m s, a nd s y ste m s? I f th e o rg aniz a ti o n d ecid es to d ev elo p a nd m ain ta in a n a uth o rita ti v e e nte rp ris e -w id e a rc hite ctu re to s e rv e a s a p rim ary re fe re nce fo r p la nnin g a nd d ecis io n-m akin g, th en le ad ers h ip a nd m anagem ent m ust e m bra ce a nd i m ple m ent th is d ecis io n b y p ro perly r e so urc in g th e E A f u ncti o n a nd s e ein g t h at it is in co rp ora te d in to a ll a sp ects o f h o w th e o rg aniz a ti o n is ru n. c alle d “ b akin g i t i n .” A sim ila r q uesti o n is fa ced w hen an ente rp ris e co nsid ers m akin g a m ajo r, h o lis ti c co m mitm ent to a quality assu ra nce (Q A) ap pro ach th at w ill be c o nsis te ntl y a p plie d th ro ugho ut a ll l in es o f b usin ess. T o d ate , m any e nte rp ris e s h av e d ecid ed to d o th is o nly to f in d th at th eir e ffo rt f a ils w hen l e ad ers h ip d oes n o t c o nti n ually b ack it, e sp ecia lly if th at e nte rp ris e is n o t u se d to sta nd ard p ro cesse s and m etr ic s. W e sa w ho w b egin nin g in th e 1 980’s Q A m ad e a t r e m end ous d iffe re nce in th e co m peti ti v eness o f m ajo r auto m oti v e in d ustr y p la yers -w ith Ja p anese m anufa ctu re rs b ein g th e fir s t to ta ke th e Q A p lu nge.
N ow , Q A i s b aked i n to th e c ultu re o f a uto m anufa ctu re rs a ro und th e w orld -a nd t h e p ro ducts o f th e su rv iv in g c o m panie s a re m uch b ette r a s a re su lt. S om e c o m panie s c o uld n o t a d ap t to h ig her q uality s ta nd ard s, a nd a re n o lo nger in b usin ess o r lo st m ajo r m ark et s h are s. It s h o uld th ere fo re b e n o s u rp ris e th at m any o f th ese s u rv iv in g c o m panie s b egan e m bra cin g E A d urin g th e p ast d ecad e a lo ng th e s a m e p ath th at th eir Q A i n iti a ti v es w ere i m ple m ente d . O th er i n d ustr y s e cto rs a re d oin g th is to o-in su ra nce, r e ta il, a nd a ero sp ace to n am e a fe w . F or s o m e go vern m ents , in clu d in g th e U .S . Fed era l G overn m ent, it is a le gal m and ate th at a gencie s d ev elo p a nd m ain ta in a h o lis ti c E A .
T he exis te nce of an org aniz a ti o n chart, docum enta ti o n on pro cesse s and r e so urc es, o r e m plo yees w ho h o ld a rc hite ct ti tl e s d o n o t n ecessa rily m ean th at t h e e nte rp ris e is “ arc hite cte d .” T he litm us te st fo r th is is sim ila r to th e k ey q uesti o n f o r Q A a d opti o n-d oes th e e nte rp ris e c o nsid er th e a rc hite ctu re to b e a n a uth o rita ti v e re fe re nce a nd a re th e a sso cia te d m eth o ds b aked in to h o w th in gs are d one e v ery d ay. i n o th er w ord s, i s E A p art o f th e c ultu re ? I f n o t, th en th ere is a p ap er a rc hite ctu re th at m ay p ro vid e o ne-ti m e o r o ccasio nal v alu e-b ut n o t a liv in g arc hite ctu re cultu re th at co ntr ib ute s to hig h le v els of agility and perfo rm ance o n a n o ngo in g b asis a cro ss a ll lin es o f b usin ess, b usin ess u nits , and p ro gra m o ffic es.
Let’ s s a y th at a n e nte rp ris e d ecid es to n o t h av e a n E A , fo r w hate v er re aso n.
The m ain p ro ble m s th at I s e e a re th at le ad ers h ip w ill n o t h av e th e a b ility to genera te c le ar, c o nsis te nt v ie w s o f th e o vera ll e nte rp ris e o n a n o ngo in g b asis , th ey w on’t b e ab le to effe cti v ely co m pare b usin ess units , and th e lo cus o f pow er fo r pla nnin g and decis io n-m akin g w ill be at th e lin e-o f- b usin ess, pro gra m , and /o r sy ste m ow ner le v els -w ith sig nific ant diffe re nces in ho w th in gs a re d one a nd h ig h p ote nti a l f o r o verla p pin g o r d up lic ati v e f u ncti o ns a nd re so urc es. w aste a nd d up lic ati o n.
Now le t’ s s a y th at a n e nte rp ris e d ecid es to h av e a n E A , a nd is p re p are d to main ta in l e ad ers h ip b ackin g a nd p ut r e so urc es b ehin d i t. T his w ould a llo w th e ente rp ris e to a v oid th e p ro ble m s j u st d esc rib ed a nd c re ate a c ultu re o f o ngo in g co ntr o lle d a d ap ta ti o n a nd o pti m iz a ti o n in r e sp onse to c hanges in e xte rn al a nd in te rn al driv ers . T his so und s to m e lik e a m ore of a re cip e fo r su ccess, esp ecia lly in h ig hly d ynam ic o pera ti n g e nv ir o nm ents -b ut to ta ke th e te st fo r yo ur o w n ente rp ris e -g o ahead and ask “w hat w ould hap pen if w e d id no t beco m e a n a rc hite cte d o rg aniz a ti o n” a nd p la y o ut th e c o sts a nd b enefits , th en ask “ w hat i f w e d o g o w ith E A ” a nd tr y to i d enti fy th e c o st, b enefits , r is k s, a nd miti g ati o n s tr a te gie s.
On s ig nific ant b enefit fo r la rg e p riv ate s e cto r c o m panie s th at d ecid e to b e a n arc hite cte d e nte rp ris e is th at E A c an p la y a k ey r o le in e v alu ati n g m erg er a nd acq uis iti o n ( M &A) o pportu niti e s, w heth er th at c o m pany is a cq uir in g o r b ein g acq uir e d . In th at E A help s to ra ti o naliz e and alig n str a te gic , b usin ess, and te chno lo gy p la ns-a nd a sso cia te d p ro cesse s a nd r e so urc es-th e a rc hite ctu re c an cla rify th e c ap ab iliti e s, a sse ts , a nd v alu e o f th at c o m pany-p ote nti a lly a d din g te ns o r h und re d s o f m illio ns o f d olla rs to th e v alu ati o n a nd r e d ucin g r is k i n th e post- m erg er/a cq uis iti o n perio d as th e re su lti n g co m pany m akes doze ns or hund re d s o f d ecis io ns a b out w hat b usin ess c ap ab iliti e s, s y ste m s, a nd g ro up s sh o uld g o fo rw ard , a nd w hic h sh o uld b e e lim in ate d . A h is to ric al stu m blin g blo ck to M &A e ffo rts i s a l a ck o f u nd ers ta nd in g o f th e c ultu re a nd c ap ab iliti e s of th e c o m panie s b ein g b ro ught to geth er-a nd E A c an h elp w ith th is th ro ugho ut th e M &A life cycle -fr o m in iti a l due dilig ence re se arc h, to valu ati o n nego ti a ti o ns, to p ost m erg er/a cq uis iti o n s tr e am lin in g a nd n ew p ro duct/ s e rv ic e ro llo uts .
This b ook is fo r e nte rp ris e s th at d ecid e to ta ke th e p lu nge a nd e m bra ce E A -I th in k th ey w ill f in d th at i t i s a s o urc e o f c o m peti ti v e a d vanta ge. C hap te r 1 A n O verv ie w o f E nte rp ris e A rc h it e ctu re C hap te r O verv ie w C hap te r 1 p ro vid es a n o verv ie w o f th e d is c ip lin e o f E nte rp ris e A rc h ite ctu re ( E A ). T he m ain c o ncep t o f th is c hap te r is th at E A is a s tr a te gy a nd b usin ess- d riv en acti v ity th at su p ports m anagem ent p la nnin g and d ecis io n-m akin g b y p ro vid in g c o ord in ate d v ie w s o f a n e nti r e en te rp ris e .
T hese v ie w s e nco m pass s tr a te gy, b usin ess, a nd te chno lo gy, w hic h is d iffe re nt fr o m te chno lo gy-d riv en, s y ste m s-le v el, o r p ro cess-c entr ic a p pro aches. Im ple m enti n g a n E A in v olv es c o re e le m ents , a m anagem ent p ro gra m , a nd a fr a m ew ork -b ase d d ocum enta ti o n m eth o d.
K ey T erm :
E nte rp ris e A n o rg aniz a ti o n o r s u b -a cti v ity w ho se b ound ary i s d efin ed b y c o m monly -h eld g o als , p ro cesse s, and re so urc es. T his in clu d es w ho le o rg aniz a ti o ns in th e p ub lic , priv ate , or no n-p ro fit se cto rs , part( s ) of an org aniz a ti o n su ch as b usin ess u nits , p ro gra m s, a nd sy ste m s, o r p art( s ) o f m ulti p le o rg aniz a ti o ns s u ch a s c o nso rti a a nd s u p ply c hain s.
K ey T erm :
E nte rp ris e A rc h ite ctu re T he a naly sis a nd d ocum enta ti o n o f a n e nte rp ris e i n i ts c urre nt a nd f u tu re s ta te s f r o m a n i n te gra te d s tr a te gy, b usin ess, a nd te chno lo gy p ers p ecti v e.
L ea rn in g O bje ctiv es U nd ers ta nd th e p urp ose o f E A .
U nd ers ta nd th e e le m ents o f a n E A m anagem ent p ro gra m .
U nd ers ta nd th e e le m ents o f a n E A d ocum enta ti o n m eth o d.
U nd ers ta nd d iffe re nces to o th er a naly sis / p la nnin g a p pro aches. In tr o d uctio n Ente rp ris e A rc hite ctu re is a m anagem ent and te chno lo gy pra cti c e th at is dev ote d to im pro vin g th e p erfo rm ance o f e nte rp ris e s b y e nab lin g th em to s e e th em se lv es in te rm s of a ho lis ti c and in te gra te d vie w of th eir str a te gic dir e cti o n, b usin ess p ra cti c es, i n fo rm ati o n f lo w s, a nd te chno lo gy r e so urc es.
By d ev elo pin g c urre nt a nd f u tu re v ers io ns o f th is i n te gra te d v ie w , a n e nte rp ris e can m anage th e tr a nsiti o n f r o m c urre nt to f u tu re o pera ti n g s ta te s.
Hom e A rc h ite ctu re A nalo gy:
B uild in g a h o use o ne r o om a t a ti m e w ith o ut th e blu ep rin ts fo r th e w ho le h o use c an le ad to a p oor re su lt. It is a nalo go us to dev elo pin g o rg aniz a ti o ns, b usin ess u nits , p ro gra m s, a nd sy ste m s w ith o ut a n ente rp ris e -w id e a rc hite ctu re fo r r e fe re nce, a s d up lic ati o n a nd in effic ie ncy in re so urc es, a nd a l a ck o f o vera ll a gility c an r e su lt.
The str a te gic use of re so urc es is in cre asin gly im porta nt to th e su ccess of pub lic , priv ate , and no n-p ro fit se cto r ente rp ris e s, in clu d in g exte nd ed ente rp ris e s in v olv in g m ulti p le in te rn al a nd e xte rn al p arti c ip ants (i.e ., su p ply chain s). H ow to g et th e m ost fr o m b usin ess, te chno lo gy, a nd h um an r e so urc es re q uir e s a n e nte rp ris e to th in k i n te rm s o f e nte rp ris e -w id e s o lu ti o ns, r a th er th an in d iv id ual sy ste m s and pro gra m s (F ig ure 1-1 ). D oin g th is re q uir e s a new ap pro ach to p la nnin g a nd s y ste m s d ev elo pm ent, a n a p pro ach th at h as c o m e to be k no w n a s E nte rp ris e A rc hite ctu re . T he w ord ‘e nte rp ris e ’ im plie s a h ig h- le v el, s tr a te gic v ie w o f th e e nti r e e nti ty , w hile th e w ord ‘ a rc hite ctu re ’ im plie s a str u ctu re d fr a m ew ork fo r th e analy sis , p la nnin g, and d ev elo pm ent o f all re so urc es i n th at e nti ty .
4 Fig ure 1 -1 : T he O rg aniz in g I n flu ence o f E nte rp ris e A rc hite ctu re With r e gard to r e so urc es, o ne o f th e g re ate st c halle nges th at m any e nte rp ris e s co nti n ue to fa ce is h o w to id enti fy th e b usin ess a nd te chno lo gy c o m ponents o f str a te gic i n iti a ti v es. A b ig p art o f th is c halle nge i s th at te chno lo gy, i n fo rm ati o n te chno lo gy (IT ) in p arti c ula r, h as h is to ric ally n o t b een v ie w ed a s a s tr a te gic asse t. A s s u ch, p la nnin g a cti v iti e s o fte n h av e fo cuse d o n th e d ev elo pm ent o f in d iv id ual te chno lo gy s o lu ti o ns to m eet p arti c ula r o rg aniz a ti o nal r e q uir e m ents .
What is E nte rp ris e A rc h it e ctu re ?
The f o llo w in g e q uati o n i s th e ‘ s o und b ite ’ v ers io n o f w hat E A i s a ll a b out, a nd is in te nd ed to h elp r e ad ers r e m em ber th e d is ti n ct d iffe re nce b etw een E A a nd oth er ty p es o f IT p la nnin g. th at E A is d riv en b y s tr a te gic g o als a nd b usin ess re q uir e m ents .
EA = S + B + T Ente rp ris e A rc h it e ctu re = S tr a te gy + B usin ess + T ech nolo gy This i s a s tr a ig ht- fo rw ard , s im ple r e p re se nta ti o n o f th e u niq ue h o lis ti c v alu e o f EA , a s is th e g eo m etr y o f th e “ cub e” fr a m ew ork th at it d eriv es fr o m . I a m a belie v er i n th e p rin cip le c ap tu re d b y O cca m ’s R azo r, w hic h i n th e p hilo so pher Occam ’s orig in al 14 th Centu ry fo rm sta te s th at “enti ti e s sh o uld no t be multi p lie d u nnecessa rily ”. It is m y h o pe th at th e e q uati o n E A = S + B + T a nd th e E A 3 C ub e F ra m ew ork a re e asy to u nd ers ta nd a nd h ig hly u se fu l in m any co nte xts because th ey ad here to th is prin cip le and cap tu re th e esse nti a l ele m ents th at c hara cte riz e h um an o rg aniz a ti o ns.
EA is prim arily ab out desig nin g vir tu al th in gs-o rg aniz a ti o ns and th eir cap ab iliti e s, w here as tr a d iti o nal arc hite ctu re is prim arily ab out desig nin g physic al th in gs. T here a re m any p ara lle ls i n th ese tw o d is c ip lin es a nd th ere a re a num ber of in te rs e cti n g are as su ch as cre ati n g w ork env ir o nm ents th at pro m ote p ro ducti v ity a nd s u p port a gility . E A is b oth a n o un a nd a v erb . T he arc hite ctu re o f a n e nte rp ris e i s a th in g-a c o lle cti o n o f m odels a nd i n fo rm ati o n.
Cre ati n g an ente rp ris e -w id e arc hite ctu re is acco m plis h ed th ro ugh a sta nd ard iz e d pro cess th at is su sta in ed th ro ugh an ongo in g managem ent pro gra m . E A pro vid es a str a te gy and busin ess-d riv en ap pro ach to polic y, pla nnin g, decis io n-m akin g, and re so urc e dev elo pm ent th at is use fu l to executi v es, lin e m anagers , a nd s u p port s ta ff. T o b e e ffe cti v e, a n E A p ro gra m must be part of a gro up of m anagem ent pra cti c es th at fo rm an in te gra te d go vern ance s tr u ctu re , a s i s s h o w n i n F ig ure 1 -2 o n th e n ext p age.
Fig ure 1 -2 : M ajo r A re as o f I n te gra te d G overn ance Ente rp ris e A rc h it e ctu re a s a M eta -D is c ip lin e An ente rp ris e -w id e arc hite ctu re sh o uld se rv e as an auth o rita ti v e re fe re nce, so urc e o f sta nd ard s fo r p ro cesse s / re so urc es, a nd p ro vid er o f d esig ns fo r fu tu re o pera ti n g s ta te s. A n E A is th ere fo re T H E a rc hite ctu re o f th e e nte rp ris e and s h o uld c o ver a ll e le m ents a nd a sp ects . H av in g a s in gle s o urc e o f r e fe re nce is e sse nti a l to a v oid in g w aste a n d d up lic ati o n i n l a rg e, c o m ple x o rg aniz a ti o ns.
It a ls o re so lv es th e “ b attl e o f b est p ra cti c es” a nd c o m peti ti o n b etw een s u b - arc hite ctu ra l d om ain s w hic h can b e p ro ble m ati c fo r o rg aniz a ti o ns th at are tr y in g to b eco m e f o r e ffic ie nt.
Dev elo pin g a n e nte rp ris e -w id e a rc hite ctu re u sin g th e E A m eth o ds d esc rib ed i n th is b ook i s a u niq ue a nd v alu ab le u nd erta kin g f o r o rg aniz a ti o ns, i n th at th e E A is ho lis ti c and se rv es as an um bre lla or “m eta -c o nte xt” fo r all oth er managem ent and te chno lo gy best pra cti c es. T he E A als o cre ate s ab str a ct vie w s, a naly se s, a nd m odels o f a c urre nt o r f u tu re e nte rp ris e th at h elp s p eo ple make b ette r p la ns a nd d ecis io ns. E A e xte nd s b eyo nd te chno lo gy p la nnin g, b y ad din g s tr a te gic p la nnin g a s th e p rim ary d riv er o f th e e nte rp ris e , a nd b usin ess pla nnin g a s th e s o urc e o f m ost p ro gra m a nd re so urc e re q uir e m ents . T here is sti ll a p la ce f o r te chno lo gy p la nnin g, w hic h i s to d esig n s y ste m s, a p plic ati o ns, netw ork s, c all c ente rs , n etw ork s, a nd o th er c ap ita l re so urc es (e .g . b uild in gs, cap ita l e q uip m ent) to m eet th e b usin ess re q uir e m ents . w hic h a re th e h eart o f th e e nte rp ris e s a cti v iti e s. c re ati n g a nd d eliv erin g th o se p ro ducts a nd s e rv ic es th at a cco m plis h th e s tr a te gic g o als o f th e e nte rp ris e .
Regard in g th e “ b attl e o f th e b est p ra cti c es” , o rg aniz a ti o ns in th e p ub lic a nd priv ate s e cto rs a re o fte n fa ced w ith d ecis io ns a b out w hic h p ra cti c es to a d opt as th ey purs u e quality , agility , effic ie ncy; m anage ris k , and ad opt new te chno lo gie s. T here a re d oze ns o f b est p ra cti c es o ut th ere , a nd m ost o f th em were c re ate d in is o la ti o n-re la ti v e to th e o th er b est p ra cti c es. I c all th is th e “b attl e of th e best pra cti c es” and it cre ate s an exp ensiv e dile m ma fo r org aniz a ti o ns-w hat to ad opt? B ecause th e im ple m enta ti o n and m ain te nance meth o ds fo r m any o f th e b est p ra cti c es a re v ery re so urc e in te nsiv e, a nd th e sc o pe is no t all- in clu siv e, th e o rg aniz a ti o n is fa ced w ith th e challe nge o f decid in g w hic h to a d opt, h o w to d o it, a nd w hat o verla p s, c o ntr a d ic ti o ns, a nd gap s a re p ro duced f r o m th e r e su lti n g c o lle cti o n. W hen E A i s T H E a rc hite ctu re of a n o rg aniz a ti o n i n a ll d im ensio ns, i t b eco m es th e o ver-a rc hin g, h ig hest l e v el dis c ip lin e a nd th e a uth o rita ti v e r e fe re nce f o r s ta nd ard s a nd p ra cti c es. T his i s a tr e m end ous a nd u niq ue c o ntr ib uti o n, b ecause w hen E A i s u se d i n th is w ay, th e dile m ma d is a p pears and o rg aniz a ti o ns can use th e E A fr a m ew ork to m ake ra ti o nal d ecis io ns a b out w hic h b est p ra cti c es n eed to b e a d opte d , w hat th ey will c o ver, a nd h o w th ey c an re la te to e ach o th er. F ig ure 1 -3 illu str a te s h o w EA s e rv es a s a n o rg aniz in g c o nte xt f o r th e a d opti o n a nd u se o f b est p ra cti c es.
Fig ure 1 -3 : E nte rp ris e A rc hite ctu re a s a M eta D is c ip lin e The E nte rp ris e A rc h it e ctu re A ppro ach For a n E A a p pro ach to b e c o nsid ere d to b e c o m ple te , th e s ix c o re e le m ents sh o w n i n F ig ure 1 -4 m ust b e p re se nt a nd w ork s y nerg is ti c ally to geth er. Fig ure 1 -4 : C ore E le m ents o f a n E nte rp ris e A rc hite ctu re A ppro ach Govern an ce The fir s t co re ele m ent is “G overn ance” w hic h id enti fie s th e pla nnin g, decis io n-m akin g, a nd o vers ig ht p ro cesse s a nd g ro up s th at w ill d ete rm in e h o w th e E A i s d ev elo ped a nd m ain ta in ed , a cco m plis h ed a s p art o f a n o rg aniz a ti o n’s overa ll g o vern ance.
Meth od olo gy The se co nd co re ele m ent is “M eth o dolo gy” w hic h are sp ecific ste p s to esta b lis h a nd m ain ta in a n E A p ro gra m , v ia th e s e le cte d a p pro ach.
Fra m ew ork The th ir d co re ele m ent is “F ra m ew ork ” w hic h id enti fie s th e sc o pe o f th e overa ll arc hite ctu re and th e ty p e and re la ti o nsh ip of th e vario us su b - arc hite ctu re le v els a nd th re ad s. N ot a ll fr a m ew ork s a llo w fo r s u b -d om ain s o r are a b le to i n te gra te s tr a te gy, b usin ess, a nd te chno lo gy p la nnin g.
Artif a cts The fo urth c o re e le m ent is “ A rti fa cts ” w hic h id enti fie s th e ty p es a nd m eth o ds of d ocum enta ti o n to b e u se d in e ach s u b -a rc hite ctu re a re a, in clu d in g s tr a te gic analy se s, b usin ess p la ns, in te rn al c o ntr o ls , se curity c o ntr o ls , a nd m odels o f work flo w , d ata b ase s, s y ste m s, a nd n etw ork s. T his c o re e le m ent a ls o in clu d es th e o nlin e r e p osito ry w here a rti fa cts a re s to re d .
Sta n dard s The fifth c o re e le m ent is “ S ta nd ard s” w hic h id enti fy b usin ess a nd te chno lo gy sta nd ard s fo r th e e nte rp ris e in e ach d om ain , se gm ent, a nd c o m ponent o f th e EA . This in clu d es re co gniz e d in te rn ati o nal, nati o nal, lo cal, and in d ustr y sta nd ard s a s w ell a s e nte rp ris e -s p ecific s ta nd ard s.
Best P ra ctic es The s ix th c o re e le m ent i s “ A sso cia te d B est P ra cti c es” w hic h a re p ro ven w ays to i m ple m ent p arts o f th e o vera ll a rc hite ctu re o r s u b -a rc hite ctu re s, i n c o nte xt o f th e o ver-a rc hin g E A .
Ente rp ris e A rc h it e ctu re A ctiv it ie s Ente rp ris e a rc hite ctu re is a cco m plis h ed th ro ugh a m anagem ent p ro gra m and an a naly sis a nd d esig n m eth od th at is r e p eata b le a t v ario us le v els o f s c o pe.
Togeth er th e E A pro gra m and m eth o d pro vid e an ongo in g cap ab ility and acti o nab le , c o ord in ate d v ie w s o f a n e nte rp ris e ’s s tr a te gic d ir e cti o n, b usin ess se rv ic es, i n fo rm ati o n f lo w s, a nd r e so urc e u ti liz a ti o n.
As a m an agem en t p ro gra m , E A p ro vid es:
S tr a te gic A lig nm ent:
C onnects g o als , a cti v iti e s, a nd r e so urc es S ta ndard iz ed P olic y :
R eso urc e g o vern ance a nd i m ple m enta ti o n D ecis io n S upport:
F in ancia l c o ntr o l a nd c o nfig ura ti o n m anagem ent Reso urc e Oversig ht:
Life cycle ap pro ach to dev elo pm ent/ m anagem ent As a n a n aly sis a n d d esig n m eth od , E A p ro vid es:
E A A ppro ach :
T he fr a m ew ork , a naly sis /d esig n m eth o d, a nd a rti fa ct se t C urre nt V ie w s:
V ie w s o f a s-is s tr a te gie s, p ro cesse s, a nd r e so urc es F utu re V ie w s:
V ie w s o f to -b e s tr a te gie s, p ro cesse s, a nd r e so urc es E A M anagem ent P la n:
A p la n to m ove f r o m th e c urre nt to th e f u tu re EA EA a s a M an agem en t P ro gra m EA an ongo in g m anagem ent pro gra m th at pro vid es a str a te gic , in te gra te d ap pro ach to cap ab ility and re so urc e pla nnin g / decis io n-m akin g. A n E A pro gra m is p art o f a n o vera ll g o vern ance p ro cess th at d ete rm in es re so urc e alig nm ent, dev elo ps sta nd ard iz e d polic y, enhances decis io n su p port, and guid es dev elo pm ent acti v iti e s. EA can help to id enti fy gaps in th e perfo rm ance o f lin e o f b usin ess a cti v iti e s/p ro gra m s a nd th e c ap ab iliti e s o f su p porti n g I T s e rv ic es, s y ste m s, a nd n etw ork s.
Str a te g ic A lig n m en t EA su p ports str a te gic pla nnin g and oth er opera ti o nal re so urc e pla nnin g pro cesse s b y p ro vid in g m acro a nd m ic ro v ie w s o f h o w re so urc es a re to b e le v era ged i n a cco m plis h in g th e g o als o f th e e nte rp ris e . T his h elp s to m axim iz e th e e ffic ie ncy a nd e ffe cti v eness o f th ese r e so urc es, w hic h in tu rn w ill h elp to pro m ote th e ente rp ris e ’s co m peti ti v e cap ab iliti e s. D ev elo pm ent pro je cts with in th e e nte rp ris e sh o uld b e re v ie w ed to d ete rm in e if th ey su p port (a nd co nfo rm to ) o ne o r m ore o f th e e nte rp ris e ’s s tr a te gic g o als . I f a r e so urc e a nd /o r pro je ct is n o t a lig ned , th en its v alu e to th e e nte rp ris e w ill r e m ain in q uesti o n, as i s s h o w n i n F ig ure 1 -5 .
Fig ure 1 -5 : S tr a te gic A lig nm ent o f C ap ab iliti e s a nd R eso urc es Sta n dard iz e d P olic y EA s u p ports th e im ple m enta ti o n o f s ta nd ard iz e d m anagem ent p olic y p erti n ent to th e d ev elo pm ent a nd u ti liz a ti o n o f IT a nd o th er re so urc es. B y p ro vid in g a ho lis ti c , h ie ra rc hic al v ie w o f c urre nt a nd fu tu re re so urc es, E A su p ports th e esta b lis h m ent o f p olic y f o r:
I d enti fy in g s tr a te gic a nd o pera ti o nal r e q uir e m ents D ete rm in in g th e s tr a te gic a lig nm ent o f a cti v iti e s a nd r e so urc es D ev elo pin g e nte rp ris e -w id e b usin ess a nd te chno lo gy r e so urc es P rio riti z in g th e f u nd in g o f p ro gra m s a nd p ro je cts O vers e ein g th e m anagem ent o f p ro gra m s a nd p ro je cts I d enti fy in g p erfo rm ance m etr ic s f o r p ro gra m s a nd p ro je cts I d enti fy in g a nd e nfo rc in g s ta nd ard s a nd c o nfig ura ti o n m anagem ent Polic y d ocum ents in clu d e th o se w hic h c an b e c ate go riz e d a s g enera l g uid ance (e .g ., hig h-le v el dir e cti v es and m em os); sp ecific pro gra m guid ance (e .g ., pla ns, a nd m anuals ); a nd d eta ile d p ro cess g uid ance (e .g ., s ta nd ard o pera ti n g pro ced ure s). B y u sin g th ese h ie ra rc hic al c ate go rie s o f d ocum ents , s u ccin ct a nd meanin gfu l p olic y is e sta b lis h ed . It d oes so in a w ay th at n o sin gle p olic y docum ent is to o lo ng and th ere fo re no t to o b urd enso m e to re ad . It is als o im porta nt to u nd ers ta nd h o w th e v ario us a re as o f p olic y a re in te r-re la te d s o th at p ro gra m im ple m enta ti o n a cro ss th e e nte rp ris e is c o ord in ate d . E A p olic ie s must in te gra te w ith o th er p olic ie s in a ll g o vern ance a re as, s o a s to c re ate a n effe cti v e o vera ll r e so urc e m anagem ent a nd o vers ig ht c ap ab ility .
Decis io n S upport EA pro vid es su p port fo r IT re so urc e decis io n-m akin g at th e executi v e, managem ent, and sta ff le v els o f th e ente rp ris e . A t th e executi v e le v el, E A pro vid es v is ib ility fo r la rg e IT in iti a ti v es a nd su p ports th e d ete rm in ati o n o f str a te gic alig nm ent. A t th e m anagem ent le v el, EA su p ports desig n and co nfig ura ti o n m anagem ent d ecis io ns, a s w ell a s th e a lig nm ent o f IT in iti a ti v es with te chnic al s ta nd ard s f o r v oic e, d ata , v id eo , a nd s e curity . A t th e s ta ff l e v el, EA s u p ports d ecis io ns r e gard in g o pera ti o ns, m ain te nance, a nd th e d ev elo pm ent of I T r e so urc es a nd s e rv ic es.
Reso u rc e O versig h t EA su p ports sta nd ard iz e d ap pro aches fo r overs e ein g th e dev elo pm ent of cap ab iliti e s a nd o pti m iz in g s u p porti n g re so urc es. D ep end in g o n th e s c o pe o f th e re so urc es in v olv ed a nd th e a v aila b le ti m efr a m e fo r d ev elo pm ent, v ario us sy ste m d ev elo pm ent l ife cycle m eth o ds c an b e u se d to r e d uce th e r is k th at c o st, sc hed ule , o r p erfo rm ance p ara m ete rs m ay no t b e m et. E A fu rth er su p ports sta nd ard iz e d , pro ven ap pro aches to pro je ct m anagem ent th at pro m ote th e co m pre hensiv e and effe cti v e overs ig ht of ongo in g pro gra m s and new dev elo pm ent p ro je cts . F in ally , E A s u p ports th e u se o f a s ta nd ard iz e d p ro cess fo r se le cti n g a nd e v alu ati n g in v estm ent in IT re so urc es fr o m a b usin ess a nd fin ancia l p ers p ecti v e. EA a s a n A naly sis a n d D esig n M eth od Refe re nces to E A b egan to e m erg e in th e la te 1 980’s in v ario us m anagem ent and acad em ic lite ra tu re s, w ith an early fo cus on te chnic al or sy ste m s arc hite ctu re s and sc hem as fo r org aniz in g in fo rm ati o n. The co ncep t of ‘e nte rp ris e ’ a rc hite ctu re a naly sis a nd d esig n e m erg ed in th e e arly 1 990’s a nd has e v olv ed to i n clu d e v ie w s o f s tr a te gic g o als , b usin ess s e rv ic es, i n fo rm ati o n flo w s, s y ste m s a nd a p plic ati o ns, n etw ork s, a nd th e s u p porti n g in fr a str u ctu re .
Additi o nally , th ere a re ‘th re ad s’ th at p erv ad e e v ery le v el o f th e a rc hite ctu re :
sta nd ard s, s e curity , a nd s k ills .
EA analy sis and d esig n are ac co m plis h ed th ro ugh th e fo llo w in g six b asic ele m ents : (1 ) an E A d ocum enta ti o n fr a m ew ork , and (2 ) an im ple m enta ti o n meth o dolo gy th at s u p port th e c re ati o n o f ( 3 ) c urre nt a nd ( 4 ) f u tu re v ie w s o f th e arc hite ctu re , a s w ell a s th e d ev elo pm ent o f (5 ) a n E A M anagem ent P la n to manage th e e nte rp ris e ’s tr a nsiti o n fr o m c urre nt to fu tu re a rc hite ctu re s. T here are a ls o s e v era l a re as c o m mon to a ll l e v els o f th e f r a m ew ork th at a re r e fe rre d to a s ( 6 ) “ th re ad s” a s s h o w n i n F ig ure 1 -6 .
Fig ure 1 -6 : B asic E le m ents o f E A A naly sis a nd D esig n EA A naly sis a n d D esig n E le m en t # 1: T he F ra m ew ork .
The E A f r a m ew ork i d enti fie s th e s c o pe o f th e a rc hite ctu re to b e d ev elo ped a nd esta b lis h es re la ti o nsh ip s b etw een th e a rc hite ctu re ’s a re as. T he fr a m ew ork ’s sc o pe i s r e fle cte d th ro ugh i ts g eo m etr ic d esig n a nd th e a re as th at a re i d enti fie d fo r d ocum enta ti o n. T he fr a m ew ork c re ate s a n a b str a cte d s e t o f “ v ie w s” o f a n ente rp ris e th ro ugh th e w ay th at it co lle cts and org aniz e s arc hite ctu re in fo rm ati o n. A n exam ple th at w ill be use d th ro ugho ut th e book is th e fr a m ew ork th at i s i llu str a te d i n F ig ure 1 -7 , whic h h as a c ub ic s h ap e w ith th re e d im ensio ns th at r e la te to d iffe re nt a sp ects of m odelin g th e a b str a cte d e nte rp ris e . Fig ure 1 -7 : E A 3 C ub e A naly sis & D esig n F ra m ew ork Kno w n a s th e E A 3 C ub e F ra m ew ork ™ th e le v els o f th is e xam ple fr a m ew ork are h ie ra rc hic al so th at th e d iffe re nt su b -a rc hite ctu re s (th at d esc rib e d is ti n ct fu ncti o nal are as) can be lo gic ally re la te d to each oth er. T his is done by positi o nin g hig h-le v el str a te gic go als /in iti a ti v es at th e to p, busin ess pro ducts /s e rv ic es and d ata /in fo rm ati o n flo w s in th e m id dle , and su p porti n g sy ste m s/a p plic ati o ns a nd te chno lo gy/in fr a str u ctu re a t th e b otto m . In th is w ay alig nm ent c an b e a ls o b e s h o w n b etw een s tr a te gy, i n fo rm ati o n, a nd te chno lo gy, whic h a id s p la nnin g a nd d ecis io n-m akin g. C hap te rs 4 th ro ugh 6 p ro vid e m ore deta ils o n E A f r a m ew ork s, c o m ponents , a nd m eth o ds.
To lo w er r is k a nd p ro m ote e ffic ie nt, p hase d im ple m enta ti o n m eth o ds, th e E A fr a m ew ork i s d iv id ed i n to s e gm ents o f d is ti n ct a cti v ity , r e fe rre d to a s Lin es of B usin ess (L O Bs). F or exam ple , each L O B has a co m ple te su b - arc hite ctu re th at in clu d es a ll fiv e h ie ra rc hic al le v els o f th e E A 3 fr a m ew ork .
The L O B th ere fo re c an in so m e w ays sta nd a lo ne a rc hite ctu ra lly w ith in th e ente rp ris e e xcep t th at d up lic ati o n in d ata , a p plic ati o n, a nd n etw ork fu ncti o ns would occur if each LO B were tr u ly in d ep end ent. An arc hite ctu re enco m passin g a ll fiv e fr a m ew ork le v els th at is fo cuse d o n o ne o r m ore L O Bs can b e r e fe rre d to a s a s e g m en t o f th e o vera ll E A .
Key T erm :
L in e o f B usin ess A L in e o f B usin ess ( L O B) i s a d is ti n ct a re a o f a cti v ity w ith in th e e nte rp ris e . I t may i n v olv e th e m anufa ctu re o f c erta in p ro ducts , th e p ro vis io n o f s e rv ic es, o r in te rn al a d m in is tr a ti v e f u ncti o ns.
Key T erm :
A rc h ite ctu re S eg m en t A p art o f th e o vera ll E A th at d ocum ents o ne o r m ore lin es o f b usin ess a t a ll le v els a nd th re ad s. A s e gm ent c an e xis t a s a s ta nd -a lo ne p art o f th e E A .
EA A naly sis a n d D esig n E le m en t # 2: E A C om pon en ts EA c o m ponents a re c h angea ble g o als , p ro cesse s, s ta nd ard s, a nd r e so urc es th at may e xte nd e nte rp ris e -w id e o r b e c o nta in ed w ith in a s p ecific lin e o f b usin ess or se gm ent. E xam ple s o f c o m ponents in clu d e str a te gic g o als a nd in iti a ti v es; busin ess p ro ducts and se rv ic es; in fo rm ati o n flo w s, kno w le d ge w are ho use s, and data obje cts ; in fo rm ati o n sy ste m s, so ftw are ap plic ati o ns, ente rp ris e re so urc e pro gra m s, and w eb site s; voic e, data , and vid eo netw ork s; and su p porti n g in fr a str u ctu re in clu d in g build in gs, se rv er ro om s, wir in g ru ns/c lo se ts , and cap ita l eq uip m ent. F ig ure 1 -8 o n th e next p age p ro vid es exam ple s o f v ertic a l a nd c ro ssc u ttin g E A c o m ponents a t e ach l e v el o f th e E A 3 Cub e f r a m ew ork , a nd C hap te r 6 p ro vid es a d diti o nal d eta ils .
Key T erm :
V ertic a l C om pon en t A v erti c al c o m ponent is a c han geab le g o al, p ro cess, p ro gra m , o r re so urc e (e q uip m ent, s y ste m s, d ata , e tc .) th at s e rv es o ne l in e o f b usin ess.
Key T erm :
Horiz o n ta l ( C ro ssc u ttin g) C om pon en t A ho riz o nta l (o r cro ssc utti n g) co m ponent is a changeab le go al, pro cess, pro gra m , o r r e so urc e th at s e rv es s e v era l lin es o f b usin ess. E xam ple s in clu d e em ail a nd a d m in is tr a ti v e s u p port s y ste m s th at s e rv e th e w ho le e nte rp ris e . Fig ure 1 -8 : E xam ple s o f E A C om ponents EA A naly sis a n d D esig n E le m en t # 3: C urre n t A rc h it e ctu re The curre nt arc hite ctu re co nta in s th o se E A co m ponents th at curre ntl y exis t with in th e ente rp ris e at each le v el of th e fr a m ew ork . T his is so m eti m es re fe rre d to a s th e “ as-is ” v ie w . T he c urre nt v ie w o f th e E A s e rv es to c re ate a ‘b ase lin e’ i n v ento ry o f c urre nt r e so urc es a nd a cti v iti e s th at i s d ocum ente d i n a co nsis te nt w ay w ith th e fu tu re v ie w o f th e E A s o th at a naly sts c an s e e g ap s in perfo rm ance betw een fu tu re pla ns and th e curre nt cap ab iliti e s. H av in g an accura te a nd c o m pre hensiv e c urre nt v ie w o f E A c o m ponents is a n im porta nt re fe re nce fo r p ro je ct p la nnin g, asse t m anagem ent, and in v estm ent d ecis io n- makin g. T he c urre nt v ie w o f th e E A is c o m pose d o f ‘a rti fa cts ’ (d ocum ents , dia gra m s, d ata , sp re ad sh eets , charts , etc .) at each le v el o f th e fr a m ew ork , whic h are arc hiv ed in an onlin e E A re p osito ry to m ake th em use ab le by vario us E A s ta keho ld ers .
EA A naly sis a n d D esig n E le m en t # 4: F utu re A rc h it e ctu re The fu tu re a rc hite ctu re d ocum ents th o se n ew o r m odifie d E A c o m ponents th at are n eed ed b y th e e nte rp ris e to c lo se a n e xis ti n g p erfo rm ance g ap o r s u p port a new s tr a te gic i n iti a ti v e, o pera ti o nal r e q uir e m ent, o r te chno lo gy s o lu ti o n.
As i s s h o w n i n F ig ure 1 -9 , th e f u tu re a rc hite ctu re i s d riv en a t b oth th e s tr a te gic and ta cti c al le v els in th re e w ays: n ew d ir e cti o ns a nd g o als ; c hangin g b usin ess prio riti e s; a nd e m erg in g te chno lo gie s. T he E A c anno t r e fle ct th ese c hanges in th e fu tu re arc hite ctu re unle ss th e ente rp ris e ’s le ad ers h ip te am p ro vid es th e changes in s tr a te gic d ir e cti o n a nd g o als ; u nle ss th e lin e o f b usin ess m anagers and pro gra m m anagers pro vid e th e changes in busin ess pro cesse s and prio riti e s th at are need ed to acco m plis h th e new go als ; and unle ss th e su p port/ d eliv ery sta ff id enti fie s v ia b le te chno lo gy and sta ffin g so lu ti o ns to meet th e n ew b usin ess r e q uir e m ents .
Fig ure 1 -9 : D riv ers o f A rc hite ctu ra l C hange The f u tu re a rc hite ctu re s h o uld c o ver p la nned c hanges to E A c o m ponents i n th e near te rm (ta cti c al c hanges in th e n ext 1 -2 y ears ), a s w ell a s c hanges to E A co m ponents th at are a re su lt o f th e im ple m enta ti o n o f lo ng-te rm o pera ti n g sc enario s th at lo ok 3 -1 0 years in to th e fu tu re . T hese sc enario s in co rp ora te diffe re nt in te rn al a nd e xte rn al d riv ers a nd c an h elp to id enti fy n eed ed c hanges in pro cesse s, re so urc es, or te chno lo gy th at tr a nsla te to fu tu re pla nnin g assu m pti o ns, w hic h in tu rn d riv e th e p la nnin g fo r n ew E A c o m ponents . A n exam ple fu tu re sc enario a nd a d diti o nal d eta ils o n th e fu tu re a rc hite ctu re a re pro vid ed i n C hap te r 8 .
EA A naly sis a n d D esig n E le m en t # 5: E A M an agem en t P la n The E A M anagem ent P la n arti c ula te s th e E A pro gra m and docum enta ti o n ap pro ach. T he E A M anagem ent P la n a ls o p ro vid es d esc rip ti o ns o f c urre nt a nd fu tu re vie w s of th e arc hite ctu re , and a se q uencin g pla n fo r m anagin g th e tr a nsiti o n to th e fu tu re b usin ess/te chno lo gy o pera ti n g env ir o nm ent. T he E A Managem ent P la n i s a l iv in g d ocum ent th at i s e sse nti a l to r e aliz in g th e b enefits of th e E A a s a m anagem ent p ro gra m . H ow th e e nte rp ris e i s g o in g to c o nti n ually move fr o m th e c urre nt a rc hite ctu re to th e fu tu re a rc hite ctu re is a sig nific ant pla nnin g a nd m anagem ent c halle nge, e sp ecia lly if IT r e so urc es s u p porti n g k ey busin ess fu ncti o ns are bein g re p la ced or up gra d ed . C hap te r 9 pro vid es ad diti o nal d eta ils o n th e d ev elo pm ent o f a n E A M anagem ent P la n.
EA A naly sis a n d D esig n E le m en t # 6: T hre a d s EA d ocum enta ti o n i n clu d es ‘ th re ad s’ o f c o m mon a cti v ity th at a re p re se nt i n a ll le v els o f th e fr a m ew ork . T hese th re ad s in clu d e IT -re la te d s e curity , s ta nd ard s, and s k ill c o nsid era ti o ns.
Security . S ecurity is m ost e ffe cti v e w hen it is a n in te gra l p art o f th e E A managem ent p ro gra m a nd d ocum enta ti o n m eth o dolo gy. A c o m pre hensiv e IT Security Pro gra m has se v era l fo cal are as in clu d in g: in fo rm ati o n, pers o nnel, o pera ti o ns, and fa ciliti e s. T o b e effe cti v e, IT se curity m ust work a cro ss a ll le v els o f th e E A fr a m ew ork a nd w ith in a ll o f th e E A co m ponents . C hap te r 1 1 p ro vid es m ore i n fo rm ati o n o n s e curity .
Sta nd ard s . O ne of th e m ost im porta nt fu ncti o ns of th e E A is th at it pro vid es te chno lo gy-re la te d s ta nd ard s a t a ll le v els o f th e E A fr a m ew ork .
The E A sh o uld d ra w o n accep te d in te rn ati o nal, nati o nal, and in d ustr y sta nd ard s in o rd er to p ro m ote th e u se o f n o n-p ro prie ta ry s o lu ti o ns in E A co m ponents . T his in tu rn e nhances th e in te gra ti o n o f E A c o m ponents , a s well a s b ette r s u p porti n g th e s w itc h-o ut o f c o m ponents w hen n eed ed .
Skills . P erh ap s th e g re ate st r e so urc e th at a n e nte rp ris e h as i s p eo ple . I t i s th ere fo re i m porta nt to e nsu re th at s ta ffin g, s k ill, a nd tr a in in g r e q uir e m ents are id enti fie d fo r L O B a nd s u p port s e rv ic e a cti v iti e s a t e ach le v el o f th e EA fr a m ew ork , a nd a p pro pria te s o lu ti o ns a re r e fle cte d in th e c urre nt a nd fu tu re a rc hite ctu re s.
Refe re n ce A rc h it e ctu re / S eg m en t A rc h it e ctu re A re fe re nce arc hite ctu re is th e p art o f an E A th at p ro vid es sta nd ard s and docum enta ti o n f o r a p arti c ula r ty p e o f c ap ab ility th ro ugho ut th e e nte rp ris e -s u ch as m obile s e rv ic es o r c lo ud c o m puti n g. A s e gm ent a rc hite ctu re is s o m ew hat sim ila r, b ut u su ally f o cuse s o ne o r m ore p arti c ula r b usin ess u nits o r f u ncti o ns- su ch a s th e fin ance a nd a cco unti n g g ro up , o r h o w a fin ancia l E R P s y ste m a nd all of its m odule s are go in g to be im ple m ente d (g enera l le d ger, acco unts payab le , a cco unts r e ceiv ab le , p ayro ll, b enefits , e tc .) .
Fit tin g t h e A rc h it e ctu re E le m en ts T ogeth er While th e b asic ele m ents o f E A analy sis and d esig n p ro vid e ho lis ti c and deta ile d d esc rip ti o ns o f th e c urre nt a nd fu tu re a rc hite ctu re in a ll a re as o f th e und erly in g fr a m ew ork , it is im porta nt to als o be ab le to arti c ula te th ese re la ti o nsh ip s in dis c ussio ns and pre se nta ti o ns w ith executi v es, m anagers , su p port s ta ff, a nd o th er E A s ta keho ld ers . B ein g a b le to u nd ers ta nd a nd r e la te ho w th e a rc hite ctu re fits to geth er is e sse nti a l to b ein g a b le to u se th e E A in pla nnin g a nd d ecis io n-m akin g th ro ugho ut th e e nte rp ris e . T his c o m munic ati o n i s su p porte d th ro ugh tw o E A p ro gra m re so urc es: th e E A M anagem ent P la n a nd th e EA R ep osito ry . A s w as m enti o ned in th e pre v io us se cti o n, th e EA Managem ent P la n is a liv in g d ocum ent th at is p erio dic ally u p date d s o th at it re m ain s re le v ant a s th e o ngo in g p rim ary re fe re nce fo r d esc rib in g w here th e curre nt and fu tu re arc hite ctu re s are at. T he E A R ep osito ry is th e on-lin e arc hiv e fo r E A in fo rm ati o n a nd th e d ocum enta ti o n a rti fa cts th at a re d esc rib ed in th e E A M anagem ent P la n. T he E A R ep osito ry is d esc rib ed in th e next se cti o n o f th is c hap te r.
The fo llo w in g is an exam ple of ho w to co m munic ate ab out EA w ith sta keho ld ers . In th is exam ple , so m e q uesti o ns are p re se nte d ab out ho w to ap ply a n E A fr a m ew ork to a n e nte rp ris e , w hic h su b se q uent c hap te rs o f th e book a nsw er. T hese a re th e ty p es o f q uesti o ns th at s h o uld b e a nsw ere d in th e fir s t fe w se ssio ns o f E A p ro gra m and d ocum enta ti o n m eeti n gs in o rd er to pro m ote a n u nd ers ta nd in g o f h o w th e E A fr a m ew ork a nd d ocum enta ti o n c an re fle ct th e e nte rp ris e . In th e fo llo w in g e xam ple o f h o w to ta lk a b out E A , th e fiv e le v els a nd th re e v erti c al th re ad s o f th e E A 3 C ub e fr a m ew ork a re u se d fo r illu str a ti o n. N oti c e ho w th e questi o ns build in a w ay th at re fle cts th e hie ra rc hic al r e la ti o nsh ip s b etw een th e l e v els o f th e E A 3 Fra m ew ork .
Each a re a o f th e E A 3 F ra m ew ork re p re se n ts a fu nctio nal a re a o f th e en te rp ris e . T he E A 3 F ra m ew ork c a n b e u se d in a to p-d ow n, b otto m -u p, or s in gle -c o m ponen t m anner. T o b eg in to u se th e fr a m ew ork in a to p dow n-m anner, a se rie s o f q uestio ns a t e a ch le vel sh ould b e a sk ed in ord er to d ete rm in e h ow in fo rm atio n a bout th e e n te rp ris e w ill fit w ith in th at l e vel o f t h e f r a m ew ork .
The f ir st q uestio ns t o a sk r e la te t o t h e s tr a te g ic ‘ G oals a nd I n itia tiv es’ le vel o f th e fr a m ew ork . T he q uestio ns a re : (1 ) fo r w hat p urp ose d oes th e en te rp ris e gen era lly exis t (u su ally exp re sse d in th e mis sio n sta te m en t) and (2 ) w hat kin d of org aniz a tio n does th e en te rp ris e gen era lly in te n d to b e (o fte n g iv en in th e v is io n s ta te m en t) ? W hat a re th e p rim ary g oals ( s tr a te g ic g oals ) o f t h e e n te rp ris e ? W hat t h en a re t h e str a te g ic in itia tiv es (o ngoin g pro gra m s or new pro je cts ) th at w ill en able th e e n te rp ris e to a ch ie ve th ose g oals ? F in ally , fo r th is le vel, when w ill th e e n te rp ris e k n ow th at it h as su ccessfu lly re a ch ed th ese str a te g ic goals or is m akin g pro gre ss to w ard th ese goals (o utc o m e mea su re s)?
Seco nd is th e b usin ess ‘ P ro ducts a nd S erv ic es’ le vel o f th e fr a m ew ork , and i t i s i m porta nt t o f ir st a sk w hat a re t h e o ngoin g a ctiv ity a re a s ( lin es of b usin ess) th at th e e n te rp ris e m ust e n gage in to s u pport a nd e n able th e acco m plis h m en t of both str a te g ic in itia tiv es and norm al ‘m ain te n ance/h ouse keep in g’ fu nctio ns? W hat th en are th e sp ecific activ itie s in e a ch lin e o f b usin ess (b usin ess se rv ic es)? W hat a re th e pro ducts th at are deliv ere d in ea ch lin e of busin ess? H ow do w e mea su re th e effe ctiv en ess and effic ie n cy of th e lin e of busin ess pro cesse s (in put/o utp ut m ea su re s) as w ell as th eir co ntr ib utio n to str a te g ic g oals (o utc o m e m ea su re s)? D o a ny o f th ese b usin ess s e rv ic es or m anufa ctu rin g p ro cesse s n eed to b e re en gin eere d /im pro ved b efo re th ey are m ade to be part of th e fu tu re arc h ite ctu re ? W hat are th e work fo rc e, s ta ndard s, a nd s e cu rity i s su es a t t h is f r a m ew ork l e vel?
Thir d is th e ‘D ata a nd In fo rm atio n’ le vel o f th e fr a m ew ork . W hen th e lin es of busin ess and sp ecific busin ess se rv ic e/p ro ducts have been id en tifie d , it is im porta nt to a sk w hat a re th e flo w s o f in fo rm atio n th at will b e re q uir e d w ith in a nd b etw een a ctiv ity a re a s in o rd er to m ake th em s u ccessfu l? H ow c a n th ese flo w s o f in fo rm atio n b e h arm oniz e d , sta ndard iz e d , and pro te cte d to pro m ote sh arin g th at is effic ie n t, accu ra te , a nd se cu re ? H ow w ill th e d ata u nderly in g th e in fo rm atio n flo w s b e fo rm atte d , g en era te d , s h are d , a nd s to re d ? H ow w ill th e d ata beco m e u se a ble i n fo rm atio n a nd k n ow le d ge?
Fourth is th e ‘ S yste m s a nd A pplic a tio ns’ le vel o f th e fr a m ew ork a nd it is im porta nt to ask whic h IT and oth er busin ess sy ste m s and applic a tio ns w ill b e n eed ed to g en era te , sh are , a nd sto re th e d ata , in fo rm atio n, a nd k n ow le d ge th at th e b usin ess s e rv ic es n eed ? H ow c a n multip le t y p es o f I T s y ste m s, s e rv ic es, a pplic a tio ns, d ata base s, a nd w eb site s b e m ade to w ork to geth er w here n eed ed ? H ow c a n c o nfi g ura tio n managem en t h elp to c re a te a c o st- e ffe ctiv e a nd o pera tio nally e ffic ie n t ‘C om mon O pera tin g E nvir o nm en t’ fo r s y ste m s a nd a pplic a tio ns? W hat are t h e w ork fo rc e, s ta ndard s, a nd s e cu rity i s su es a t t h is l e vel?
Fifth is th e ‘ N etw ork a nd I n fr a str u ctu re ’ le vel o f th e fr a m ew ork a nd it is im porta nt to a sk w hat ty p es o f v o ic e, d ata , a nd v id eo n etw ork s o r co m putin g c lo uds w ill b e re q uir e d to h ost th e IT s y ste m s/a pplic a tio ns and to tr a nsp ort a sso cia te , d ata , im ages, a nd c o nversa tio ns, a s w ell a s what ty p e of in fr a str u ctu re is need ed to su pport th e netw ork s (e .g .
build in gs, s e rv er r o om s, o th er e q uip m en t) . H ow c a n th ese n etw ork s b e in te g ra te d to c re a te a c o st- e ffe ctiv e a nd o pera tio nally e ffic ie n t h ostin g and tr a nsp ort en vir o nm en t? W ill th ese netw ork s and clo uds exte n d beyo nd t h e e n te rp ris e ? W hat a re t h e w ork fo rc e, s ta ndard s, a nd s e cu rity is su es a t th is le vel? W hat a re th e p hysic a l sp ace a nd u tility su pport re q uir e m en ts f o r t h ese i n fr a str u ctu re r e so urc es?
The E A R ep osit o ry Pro vid in g e asy a ccess to E A d ocum enta ti o n i s e sse nti a l f o r u se i n p la nnin g a nd decis io n-m akin g. T his c an b e a cco m plis h ed th ro ugh th e e sta b lis h m ent o f a n o n- lin e E A re p osito ry to arc hiv e th e d ocum enta ti o n o f E A co m ponents in th e vario us a re as o f th e E A f r a m ew ork . T he E A r e p osito ry i s e sse nti a lly a w eb site and d ata b ase th at s to re s in fo rm ati o n a nd p ro vid es lin ks to E A to ols a nd o th er EA pro gra m re so urc es. F ig ure 1-1 0 pro vid es an exam ple of ho w an E A re p osito ry m ig ht b e d esig ned . T his e xam ple i s c alle d L iv in g E nte rp ris e ™ a nd it i s d esig ned to s u p port d ocum enta ti o n th at i s o rg aniz e d th ro ugh th e u se o f th e EA 3 C ub e F ra m ew ork . C hap te r 1 2 p ro vid es a d diti o nal d eta ils o n th e d esig n and f u ncti o n o f a n E A r e p osito ry . Fig ure 1 -1 0: E xam ple E A R ep osito ry D esig n-L iv in g E nte rp ris e TM Sum mary o f C on cep ts A p ro gra m o r s y ste m s-le v el p ers p ecti v e is n o t s u ffic ie nt fo r th e m anagem ent and pla nnin g of te chno lo gy and oth er re so urc es acro ss ente rp ris e s w ith sig nific ant s iz e a nd c o m ple xity . E A is th e o ne d is c ip lin e th at lo oks a t s y ste m s ho lis ti c ally as w ell as pro vid es a str a te gy and busin ess co nte xt. E A w as desc rib ed a s b ein g a s b oth a m anagem ent p ro cess a nd a n a naly sis a nd d esig n meth o d th at h elp s e nte rp ris e s w ith b usin ess a nd te chno lo gy p la nnin g, r e so urc e managem ent, and decis io n-m akin g. The purp ose s of an EA m anagem ent pro gra m w ere d esc rib ed : str a te gic alig nm ent, sta nd ard iz e d p olic y, d ecis io n su p port, a nd r e so urc e d ev elo pm ent. T he s ix b asic e le m ents o f a n E A a naly sis and d esig n m eth o d w ere p re se nte d : th e E A d ocum enta ti o n fr a m ew ork , E A co m ponents , c urre nt E A v ie w s, f u tu re E A v ie w s, a n E A M anagem ent P la n a nd multi le v el th re ad s th at i n clu d e s e curity , s ta nd ard s, a nd w ork fo rc e p la nnin g. A n exam ple o f h o w to c o m munic ate th e v ario us a re as o f a n E A fr a m ew ork w as als o p ro vid ed . T he fo llo w in g c hap te rs o f S ecti o n I w ill d esc rib e w hy E A is valu ab le to m any ty p es o f e nte rp ris e s, w hat th e r is k s o f d oin g E A a re , a nd h o w to ensu re th at an arc hite ctu re is driv en by str a te gic go als and busin ess re q uir e m ents .
Chap te r 1 Q uestio n s a n d E xerc is e s 1. W hat a re s o m e o f th e d iffe re nces b etw een e nte rp ris e a rc hite ctu re (E A ) and a s y ste m s-le v el p la nnin g a p pro ach?
2. W hy is E A d esc rib ed a s b oth a m anagem ent p ro gra m a nd a n a naly sis a nd desig n m eth o d?
3. W hat a re th e fo ur e le m ents o f a n E A m anagem ent p ro gra m a nd th e s ix ele m ents o f a n E A a naly sis a nd d esig n m eth o d?
4. W hat a re s o m e o f th e E A c o m ponents a nd d ocum enta ti o n a rti fa cts th at would b e i n clu d ed i n c urre nt a nd f u tu re v ie w s a t e ach l e v el o f th e E A 3 Cub e fr a m ew ork ?
5. C an E A b e u se d b y a ll ty p es o f e nte rp ris e s? I f s o , w hy?
6. H ow d oes a n E A r e p osito ry s u p port th e i m ple m enta ti o n m eth o dolo gy?
7. C ho ose a r e al- w orld l a rg e-s iz e d e nte rp ris e a nd d ete rm in e: a. I s i n fo rm ati o n te chno lo gy s e en a s a s tr a te gic a sse t?
b. D oes a n e nte rp ris e a rc hite ctu re p ro gra m e xis t?
c. A re th ere g a p s i n b usin ess/te chno lo gy p erfo rm ance th at a n e nte rp ris e arc hite ctu re p ro gra m c o uld h elp i d enti fy a nd c o rre ct? C hap te r 2 T he S tr u ctu re a n d C ult u re o f E nte rp ris e s C hap te r O verv ie w C hap te r 2 d is c usse s th e n eed f o r e nte rp ris e a rc hite cts to u nd ers ta nd th e r o le o f o rg aniz a ti o nal s tr u ctu re a nd c u ltu re i n d ev elo pin g a n E A . S tr u ctu re a nd c ultu re a re i m porta nt to i n clu d e i n th e E A i n o rd er to a ccura te ly r e fle ct th e tr u e n atu re o f o rg aniz a ti o nal g o als , p ro cesse s, a nd i n fo rm al s tr u ctu re s w hic h i n flu ence th e c urre nt and fu tu re vie w s of th e arc hite ctu re . U nd ers ta nd in g str u ctu re and c ultu re a re a ls o im porta nt in w ork in g w ith sta keh old ers to g ain th eir s u p port a nd m anage e xp ecta ti o ns fo r th e d ev elo pm ent a nd im ple m enta ti o n o f th e E A p ro gra m . Ente rp ris e s are ty p es of so cia l org aniz a ti o ns and as su ch, th e c o ncep ts o f o rg aniz a ti o nal th eo ry p re se nte d in th is c hap te r a re a p plic ab le to t h e p ra cti c e o f E A .
K ey T erm :
Cultu re T he b elie fs , c usto m s, v alu es, s tr u ctu re , n o rm ati v e r u le s, a nd m ate ria l tr a its o f a so cia l org aniz a ti o n. Cultu re is ev id ent in m any asp ects of ho w an o rg aniz a ti o n f u ncti o ns.
K ey T erm :
S ta keh old er E very o ne w ho i s o r w ill b e a ffe cte d b y a p olic y, p ro gra m , p ro je ct, a cti v ity , o r r e so urc e. Sta keho ld ers fo r th e EA pro gra m in clu d e executi v e sp onso rs , a rc hite cts , p ro gra m m anagers , u se rs , a nd s u p port s ta ff.
L ea rn in g O bje ctiv es U nd ers ta nd th e s tr u ctu ra l a nd c ultu ra l a sp ects o f a n e nte rp ris e U nd ers ta nd th e d iffe re nces b etw een a n o rg aniz a ti o n a nd a n e nte rp ris e B eco m e f a m ilia r w ith m odels o f o rg aniz a ti o ns a nd e nte rp ris e s B e a b le to ti e str u ctu ra l a nd c ultu ra l a sp ects o f th e e nte rp ris e to th e arc hite ctu re In tr o d uctio n Ente rp ris e a rc hite ctu re is a s m uch a b out p eo ple a nd s o cia l in te ra cti o n a s it is ab out p ro cesse s a nd r e so urc e u ti liz a ti o n. U nd ers ta nd in g e ach o f th ese a sp ects of a n e nte rp ris e i s e sse nti a l to th e d ev elo pm ent o f a ccura te v ie w s o f th e c urre nt arc hite ctu re a nd r e le v ant, m eanin gfu l v ie w s o f th e f u tu re a rc hite ctu re .
Hom e Arc h ite ctu re Analo gy:
An arc hite ct need s to und ers ta nd th e co m positi o n, pre fe re nces, and acti v iti e s of th e occup ants to be ab le to pro duce a n e ffe cti v e d esig n fo r th eir n ew o r r e m odele d h o m e. H ow th ey w ill use th e ro om s, th eir a cti v ity p atte rn s, a nd s to ra ge n eed s a re e xam ple s o f th e fa cto rs to b e c o nsid ere d .
In sig ht in to th e “p eo ple asp ect” of ente rp ris e s is als o im porta nt to th e dev elo pm ent o f p olic y, sta nd ard s, a nd a n E A M anagem ent P la n th at w ill b e accep te d b y th e e nte rp ris e . M ovin g fr o m c urre nt to fu tu re sta te s o f th e E A in v olv es changes in p ro cesse s and ho w p eo ple w ill co m munic ate . C hange in v olv es m ovin g fr o m w hat is fa m ilia r to so m eth in g unfa m ilia r, w hic h is unco m fo rta b le and /o r th re ate nin g to m any p eo ple . T here fo re , th ere m ay b e re sis ta nce to p ro gra m s s u ch a s E A th at c ause o r s u p port c hanges in r e so urc es and p ro cesse s th ro ugho ut th e e nte rp ris e .
Dis c u ssio n In flu en ces o n t h e F ie ld o f E nte rp ris e A rc h it e ctu re Dev elo pin g an ente rp ris e -w id e arc hite ctu re in v olv es an ev alu ati o n and dep ic ti o n o f p eo ple , p ro cesse s, a nd re so urc es. S om e o f th e a re as o f p ra cti c e and th eo ry th at hav e in flu enced th e EA pra cti c es in clu d e busin ess ad m in is tr a ti o n, pub lic ad m in is tr a ti o n, opera ti o ns re se arc h, so cio lo gy, org aniz a ti o nal th eo ry , m anagem ent th eo ry , in fo rm ati o n s c ie nce, a nd c o m pute r sc ie nce. U nd ers ta nd in g th e m is sio n, g o als , a nd c ultu re o f a n e nte rp ris e is a s im porta nt to im ple m enti n g an E A as th e se le cti o n o f analy ti c m eth o ds and docum enta ti o n te chniq ues. T he E A a p pro ach d esc rib ed i n th is b ook i s b ase d o n th eo rie s of ho w so cia l org aniz a ti o ns are str u ctu re d and ho w sy ste m s and acti v iti e s fu ncti o n w ith in e nte rp ris e s. F ig ure 2 -1 o n th e n ext p age s h o w s th e acad em ic f ie ld s a nd a re as o f th eo ry /p ra cti c e th at i n flu ence E A .
Fig ure 2 -1 : I n flu ences o n th e F ie ld o f E nte rp ris e A rc hite ctu re The S tr u ctu re o f E nte rp ris e s Fig ure 2 -2 : L eav itt D ia m ond In th is p art o f C hap te r 2 th ere w ill b e s o m e r e fe re nces to o rg aniz a ti o ns i n ste ad of ente rp ris e s because th e co ncep ts co m e fr o m esta b lis h ed org aniz a ti o nal th eo ry . T he c o ncep ts o f o rg aniz a ti o nal th eo ry a ls o a p ply to e nte rp ris e s b ecause th ey are ty p es of so cia l org aniz a ti o ns. O rg aniz a ti o ns and ente rp ris e s are esse nti a lly c o m ple x s o cia l s y ste m s, w hic h re gard le ss o f m is sio n, s h are m any sim ila riti e s i n th eir b asic s tr u ctu re a nd f u ncti o ns.
The L ea vit t D ia m on d M od el One of th e early m odels of genera l org aniz a ti o nal str u ctu re is th e “L ev itt Dia m ond ” p re se nte d in 1 965 a nd s h o w n in F ig ure 2 -2 .
5 Leav itt a rg ued th at a change in a ny o f th ese fo ur c o m ponents w ill h av e a n e ffe ct o n th e o th ers a nd th at th e i n te ra cti o n o f th e c o m ponents u nd erlie s o rg aniz a ti o nal s u ccess.
The P arso n s/T hom pso n M od el Ano th er m odel o f g enera l o rg aniz a ti o nal str u ctu re is a th re e-le v el v ie w th at was o rig in ally e nv is io ned b y so cio lo gis t T alc o tt P ars o ns in th e 1 950’s a nd fu rth er d ev elo ped b y so cio lo gis t Ja m es T ho m pso n in th e 1 960’s .
6 P ars o ns’ re se arc h id enti fie d th re e genera l le v els th at are co m mon to m ost so cia l org aniz a ti o ns (te chnic al, manageria l, and in sti tu ti o nal) , base d on th e obse rv ati o n th at d iffe re nt ty p es o f a cti v iti e s o ccur a t e ach le v el.
7 Tho m pso n built o n P ars o ns’ id eas b y fu rth er id enti fy in g th e d iffe re nt ty p es o f a cti v iti e s th at o ccur a t e ach l e v el.
8 F ig ure 2 -3 s u m m ariz e s th e P ars o ns/T ho m pso n M odel of s o cia l o rg aniz a ti o ns.
Org aniz atio nal Level Str u ctu re Parso n’s P urp ose o f e a ch Level Functio n Thom pso n’s A ctiv itie s o f th e L evel In stit u tio nal Where th e o rg aniz a ti o n esta b lis h es r u le s a nd r e la te s to th e l a rg er s o cie ty a s i t d eriv es le giti m iz a ti o n, m eanin g, a nd hig her-le v el s u p port, th us makin g p ossib le th e im ple m enta ti o n o f org aniz a ti o nal g o als .
The o rg aniz a ti o n i s v ery open to th e e nv ir o nm ent i n ord er to d ete rm in e i ts dom ain , e sta b lis h bound arie s, a nd s e cure le giti m acy.
Manageria l Where m ed ia ti o n b etw een th e org aniz a ti o n a nd th e i m med ia te ta sk e nv ir o nm ent o ccurs , w here th e o rg aniz a ti o n’s i n te rn al affa ir s a re a d m in is te re d , a nd where th e o rg aniz a ti o n’s pro ducts a re c o nsu m ed a nd re so urc es s u p plie d .
A d ynam ic o f m ed ia ti o n occurs w here l e ss fo rm aliz e d a nd m ore politi c al a cti v iti e s o ccur.
Tech nic a l Where th e a ctu al “ p ro duct” o f an o rg aniz a ti o n i s p ro cesse d .
The o rg aniz a ti o n i s “ra ti o nal” a s i t c arrie s o n pro ducti o n ( in p ut/ o utp ut) fu ncti o ns a nd tr ie s to s e al off th o se f u ncti o ns f r o m th e outs id e to p ro te ct th em f r o m exte rn al u ncerta in ti e s a s much a s p ossib le .
Fig ure 2 -3 : P ars o n/T ho m pso n M odel o f E nte rp ris e s The g eo m etr y o f th e P ars o n/T ho m pso n M odel h as b een a d ap te d b y th e a uth o r to re se m ble a se rie s o f c o ncentr ic c ir c le s. T his m ay p ro vid e a m ore u se fu l im age f o r d ep ic ti n g a s o cia l o rg aniz a ti o n th at i n te ra cts w ith i ts e nv ir o nm ent v ia th e model’s In sti tu ti o nal Lev el, fa cilita te s in te rn al re so urc es via th e Manageria l L ev el, a nd p ro te cts a “ co re ” o f e sse nti a l p ro cesse s a nd r e so urc es at th e Technic al Lev el. Fig ure 2-4 sh o w s th is sp heric al vers io n of th e Pars o ns/T ho m pso n M odel, w hic h a ls o is m ore u se fu l in r e la ti n g it to h o w a n EA f r a m ew ork c an d ocum ent o rg aniz a ti o nal f u ncti o ns.
Fig ure 2 -4 : R ela ti n g M odels o f O rg aniz a ti o nal F uncti o n a nd S tr u ctu re The valu e of th e P ars o ns/T ho m pso n M odel is its use as an auth o rita ti v e re fe re nce fo r dev elo pin g EA vie w s of str u ctu re and pro cess fo r an org aniz a ti o n. R egard le ss o f th e m odel’s w id e accep ta nce in acad em ia , th e questi o n o f w heth er th is fifty y ear o ld v ie w w ould b e re le v ant a nd u se fu l to und ers ta nd in g th e s tr u ctu re o f c urre nt p ub lic a nd p riv ate s e cto r o rg aniz a ti o ns i s answ ere d b y o bse rv in g th at m any la rg e a nd m ed iu m siz e d c o rp ora ti o ns a nd go vern m ent agencie s co nti n ue to be hie ra rc hic al, ru le -b ase d , and go al- orie nte d . T hese w ere so m e o f th e p rim ary chara cte ris ti c s o f th e “ra ti o nal” org aniz a ti o n th at P ars o ns a nd T ho m pso n o rig in ally s tu d ie d . E vid ence o f th is sti ll b ein g a v alid m odel is a ls o s e en in th e ra ti o nal n atu re o f o rg aniz a ti o nal charts , m is sio n sta te m ents , str a te gic p la ns, o pera ti o nal p la ns, and b usin ess se rv ic es o f th ese ty p es o f o rg aniz a ti o ns.
How ev er, th ere are new ty p es of org aniz a ti o ns th at hav e em erg ed due to te chno lo gy-b ase d changes in ho w peo ple co m munic ate and w ork . G lo bal te le co m munic ati o ns a nd th e In te rn et h av e m ad e lo cati o n a la rg ely ir re le v ant fa cto r in te rm s o f w here s o m e ty p es o f w ork a re b ein g d one ( e .g ., k no w le d ge work a nd o n-lin e se rv ic es). T w o p rim ary c hanges re la te d to o rg aniz a ti o nal str u ctu re a nd fu ncti o n h av e re su lte d . F ir s t, m ore o rg aniz a ti o ns a re b eco m in g re gio nal or glo bal in natu re , and are re ly in g on re m ote su b -g ro up s to do sig nific ant am ounts o f th e w ork . S eco nd , m ore p eo ple are b eco m in g se lf- em plo yed k no w le d ge w ork ers w ho c o ntr a ct th eir s e rv ic es r e m ote ly to v ario us ente rp ris e s dep end in g on th eir in te re st, sk ills , and av aila b ility . E xam ple s in clu d e p eo ple w ho p ro cess d ig iti z e d h ealth c are fo rm s, s o ftw are d ev elo pers , web s ite d ev elo pers , d is ta nce le arn in g in str u cto rs , fin ancia l tr a d ers , in su ra nce sa le sp eo ple , a nd te le m ark ete rs . B ecause th ese o rg aniz a ti o ns c an g et c erta in fu ncti o ns a cco m plis h ed r e m ote ly , th eir s tr u ctu re m ay b eco m e le ss h ie ra rc hic al and m ore c o lla b ora ti v e.
While i t c an b e a rg ued th at th ese n ew n etw ork ed o rg aniz a ti o ns e xhib it m any o f th e str u ctu ra l and fu ncti o nal chara cte ris ti c s fo und in th e P ars o ns/T ho m pso n Model, th ere a re e no ugh d iffe re nces to m erit d is c ussio n o f a v aria ti o n o f th at model w hic h m ay b ette r d esc rib e h o w o rg aniz a ti o ns o pera te in a m ore g lo bal on-lin e b usin ess e nv ir o nm ent.
The O rg an iz a tio n al N etw ork M od el New ty p es o f o rg aniz a ti o ns a nd e nte rp ris e s a re a p pearin g w hic h a re b ase d o n co opera ti v e netw ork s of lo cal and re m ote in d iv id ual w ork ers and se m i- auto no m ous te am s w ho c arry o ut k ey fu ncti o ns. In th ese e nte rp ris e s, g re ate r co st e ffic ie ncy a nd m ore m is sio n fle xib ility a re a chie v ed b y re m ovin g la yers of m anagem ent th at a re n o t n eed ed in a d ecentr a liz e d o pera ti n g m ode. T hese te am s are actu ally su b -g ro up s th at hav e th eir ow n m anagem ent le v el and te chnic al l e v el w ith c o re p ro cesse s, a nd th ere fo re w ill s ti ll e xhib it s o m e o f th e chara cte ris ti c s o f th e P ars o ns/T ho m pso n M odel. T he d iffe re nce p re se nte d h ere is th at th e org aniz a ti o n/e nte rp ris e ’s str u ctu re is base d on th ese te am s and re m ote w ork ers , w ho se g o als a nd fu ncti o ns m ay c hange d ep end in g o n in te rn al and e xte rn al i n flu ences.
Calle d th e O rg aniz a ti o nal N etw ork M odel (O NM ), a n E xecu tiv e T ea m se ts polic y and go als , ap pro ves re so urc es, and ev alu ate s re su lts , w hile se m i- auto no m ous F unctio nal Tea m s and In dep en den t W ork ers m anage ongo in g pro gra m s/lin es of busin ess, new dev elo pm ent pro je cts , and te am -s p ecific re so urc es. T he F uncti o nal T eam s and In d ep end ent W ork ers re ceiv e p olic y, go als , and genera l dir e cti o n fr o m th e Executi v e Team , yet carry out org aniz a ti o nal fu ncti o ns in an in d ep end ent and /o r co opera ti v e manner, dep end in g o n th e g o al( s ). F ig ure 2 -5 p ro vid es a n i llu str a ti o n o f th e O NM .
Fig ure 2 -5 : O rg aniz a ti o nal N etw ork M odel Bein g le ss h ie ra rc hic al, th ese “ fla tte r” a nd m ore fle xib le O NM o rg aniz a ti o ns can r e sp ond to c hangin g r e q uir e m ents m ore q uic kly b y c re ati n g, m odify in g, o r elim in ati n g Functi o nal Team s and /o r ad ju sti n g th e num ber and ty p e of In d ep end ent W ork ers . T hese ty p es o f O NM o rg aniz a ti o ns a nd e nte rp ris e s c an als o e xis t a s e xte nd ed su p ply c hain s o r n etw ork s o f te am s fr o m in sid e a nd outs id e th e tr a d iti o nal o rg aniz a ti o nal b ound ary . T his in clu d es tr u ste d b usin ess partn ers and in d ep end ent co nsu lta nts w ho are allo w ed to sh are se nsiti v e in fo rm ati o n a nd k ey r e so urc es w ith th e e nte rp ris e a s p art o f th e a cti v iti e s o f th e Functi o nal T eam s a nd I n d ep end ent W ork ers .
Fig ure 2-6 on th e next page sh o w s ho w Functi o nal Team s in ONM org aniz a ti o ns c an b e r e la te d to a n e nte rp ris e ’s L in es o f B usin ess ( L O Bs) i n th e EA 3 C ub e F ra m ew ork .
Fig ure 2 -6 : R ela ti n g F uncti o nal T eam s to E A L in es o f B usin ess Org an iz a tio n s a n d E nte rp ris e s Org aniz a ti o ns a nd e nte rp ris e s a re s im ila r in th at th ey a re b oth ty p es o f s o cia l enti ti e s th at h av e a c ultu re , a fo rm al a nd in fo rm al s tr u ctu re , g o als , a cti v iti e s, and r e so urc es. T he d iffe re nce i s th at a n e nte rp ris e c an b e d efin ed a s a s u b se t o f an o rg aniz a ti o n o r c an i n v olv e m ulti p le o rg aniz a ti o ns.
Why is n ’t th is b ook c alle d A n In tr o ductio n to O rg aniz a tio nal A rc h ite ctu re ?
Because th at w ould l a rg ely l im it th e s u b je ct to a rc hite ctu re s th at e nco m pass a n enti r e org aniz a ti o n, and w hile th o se arc hite ctu re s are im porta nt, a m ore vers a ti le c o ncep t i s a n e nte rp ris e , w hic h c an c o ver p art o f th e o rg aniz a ti o n, a ll of th e o rg aniz a ti o n, o r m ulti p le o rg aniz a ti o ns.
Ente rp ris e s are no rm ally m ad e up of vertic a l, horiz o nta l, and exte n ded co m ponents . Verti c al co m ponents (a ls o kno w n as lin es of busin ess or se g m en ts ) a re a cti v ity a re as th at a re p arti c ula r to o ne lin e o f b usin ess (e .g ., re se arc h and dev elo pm ent) . Horiz o nta l co m ponents (a ls o kno w n as cro ssc u ttin g e n te rp ris e s) a re m ore g enera l a re as o f a cti v ity th at s e rv e m ulti p le lin es o f b usin ess. E xte nd ed c o m ponents c o m pris e m ore th an o ne o rg aniz a ti o n (e .g ., e xtr a nets a nd s u p ply c hain s).
EA v ie w s o f v erti c al c o m ponents a re c o m ple te sta nd -a lo ne a rc hite ctu re s in th at th ey c o nta in d ocum enta ti o n fr o m a ll le v els o f th e E A fr a m ew ork . T hese ty p es o f v erti c al c o m ponents a re a ls o k no w n a s “ se gm ents .” W hen v erti c al se gm ents are docum ente d usin g th e sa m e EA fr a m ew ork , th ey can be aggre gate d i n to a l a rg er a rc hite ctu re p ic tu re th at m ay c o ver s e v era l o r a ll l in es of b usin ess. T his m ay b e a p re fe ra b le w ay to d ev elo p th e fir s t v ers io n o f a n ente rp ris e ’s E A a s it a llo w s th em to u nd erta ke a m ore m anageab le a m ount o f work a t le ss in iti a l c o st (c o m pare d to a tte m pti n g to d o th e E A fo r th e e nti r e ente rp ris e a ll a t o nce, w ith o ut p rio r e xp erie nce). T his is c alle d a “ se gm ente d ap pro ach” to d ocum enti n g th e o vera ll E A . T he se gm ente d a p pro ach is a ls o use fu l i n l a rg e a nd /o r d ecentr a liz e d e nte rp ris e s w here p arts o f th e a rc hite ctu re may n eed to b e d ev elo ped a nd m ain ta in ed b y a n um ber o f d iffe re nt g ro up s.
Understa n din g C ult u re Und ers ta nd in g th e c ultu re o f a n e nte rp ris e is e sse nti a l to d ev elo pin g re alis ti c vie w s o f h o w s tr a te gic g o als a re e sta b lis h ed , h o w p ro cesse s f u ncti o n, a nd h o w re so urc es are use d . E very ente rp ris e is d iffe re nt in so m e w ay, as are th e verti c al, h o riz o nta l, a nd /o r e xte nd ed s u b -e nte rp ris e s. T his i s d ue to th e c ultu re of th e ente rp ris e b ein g an am alg am ati o n o f th e v alu es, b elie fs , hab its , and pre fe re nces o f a ll o f th e p eo ple th ro ugho ut th e e nte rp ris e o r s u b -e nte rp ris e .
Man agin g C han ge Changes w ith in th e e nte rp ris e w ill h ap pen r e gard le ss o f th e p re se nce o f a n E A pro gra m , ho w ev er th ey w ill hap pen in a m ore dis jo in te d or co m ple te ly in d ep end ent m anner w ith o ut E A . T he e ffe ct o f th e E A p ro gra m i s to c o ord in ate change su ch th at it is m uch m ore driv en by new str a te gie s and busin ess re q uir e m ents , a nd l e ss b y n ew te chno lo gie s.
Acco rd in g to J o hn K otte r, “ T o d ate , m ajo r c hange e ffo rts h av e h elp ed s o m e org aniz a ti o ns ad ap t sig nific antl y to sh ifti n g co nd iti o ns, hav e im pro ved th e co m peti ti v e sta nd in g o f o th ers , and hav e p ositi o ned a fe w fo r a fa r b ette r fu tu re . B ut in to o m any s itu ati o ns th e im pro vem ents h av e b een d is a p poin ti n g and th en c arn age h as b een a p pallin g, w ith w aste d re so urc es a nd b urn ed -o ut, sc are d , o r f r u str a te d e m plo yees.” 9 Peo ple c an b e r e sis ta nt to c hanges in th eir e nv ir o nm ent, w heth er it is a t h o m e or th e w ork p la ce. I f th e E A p ro gra m p ro m ote s c hanges i n th e e nte rp ris e , a nd i f peo ple a re o fte n re sis ta nt to a ny ty p e o f c hange w hen th ey d o n o t h av e s o m e le v el o f c o ntr o l, th en th e E A p ro gra m m ay b e r e sis te d b y s ta keho ld ers u nle ss so m eth in g is d one to in cre ase th eir le v el o f c o ntr o l. In cre asin g th eir le v el o f co ntr o l help s to su ccessfu lly m anage change, and can b e acco m plis h ed in se v era l w ays, i n clu d in g:
• I n v olv in g s ta keho ld ers i n th e E A p ro gra m ’s e sta b lis h m ent a nd m anagem ent.
• R egula rly a nd e ffe cti v ely c o m munic ati n g E A a cti v iti e s to s ta keho ld ers .
• A llo w in g f o r s ta keho ld er i n p ut to E A p la nnin g a nd d ecis io n-m akin g.
• M anagin g s ta keho ld er e xp ecta ti o ns a s to w hat th e E A p ro gra m c an d o.
Key T erm :
C han ge M an agem en t The pro cess of se tti n g exp ecta ti o ns and in v olv in g sta keho ld ers in ho w a pro cess or acti v ity w ill be changed , so th at th e sta keho ld ers hav e so m e co ntr o l o ver th e c hange a nd th ere fo re m ay b e m ore a ccep ti n g o f th e c hange.
Tho se w ho a re a ffe cte d b y th e E A p ro gra m a re c alle d “ E A s ta keho ld ers ” a nd th ey a re th e o nes m ost lik ely to re sis t th e p ro gra m a nd /o r c hanges th at a re perc eiv ed to b e th e p ro duct o f th e E A p ro gra m . T here fo re , o ne o f th e th in gs th at th e E A p ro gra m m anager need s to ensu re is th at th ere is sta keho ld er in v olv em ent in as m any asp ects of th e E A pro gra m as is possib le . T his in clu d es g o vern ance a nd o vers ig ht a cti v iti e s, th e s e le cti o n o f a n E A f r a m ew ork and m eth o dolo gy, p arti c ip ati o n i n a nd r e v ie w s o f d ocum enta ti o n a cti v iti e s, a nd parti c ip ati o n i n th e d ev elo pm ent o f a nd u p date s to th e E A M anagem ent P la n.
Ano th er asp ect o f m anagin g change w ith in th e E A p ro gra m is re gula r and effe cti v e co m munic ati o n on pro gra m acti v iti e s w ith all sta keho ld ers . T his in clu d es fo rm al d ocum ents s u ch a s a n E A P ro gra m C om munic ati o n P la n, th e EA M anagem ent P la n, a nd n o ti c es r e gard in g th e p erio dic u p date o f th e c urre nt and fu tu re E A v ie w s. It a ls o in clu d es in fo rm al c o m munic ati o n o n a n o ngo in g basis w ith a ll sta keho ld ers to e nsu re th at th eir p arti c ip ati o n a nd su p port is main ta in ed .
The d eta ils o f E A p ro gra m g o vern ance a re d is c usse d in C hap te r 4 , b ut it is su ffic ie nt to s a y th at it is im porta nt to p ro vid e “ a p la ce a t th e ta b le ” fo r a s many sta keho ld ers as can b e acco m modate d . T his in cre ase s b uy-in fo r E A polic y a nd d ecis io n-m akin g, a s w ell a s th e s u ccess o f im ple m enti n g c hanges calle d f o r i n th e f u tu re a rc hite ctu re .
Exp ecta ti o n m anagem ent is y et a no th er w ay to p ro m ote th e s u ccess o f th e E A pro gra m a nd h elp s ta keho ld ers d eal w ith c hange. E xp ecta ti o n m anagem ent is ab out id enti fy in g re alis ti c o utp uts a nd o utc o m es. It c an b e a cco m plis h ed b y co lla b ora ti v ely a sse ssin g th e c ap ab ility o f th e E A p ro gra m to d ocum ent c urre nt and fu tu re a rc hite ctu re s, th e ti m efr a m e a nd re so urc es th at w ill ta ke, a nd th e obsta cle s to accep ta nce by sta keho ld ers . Exp ecta ti o n m anagem ent is an ongo in g a sp ect o f th e E A p ro gra m .
Sum mary o f C on cep ts This c hap te r d esc rib ed h o w e nte rp ris e s a re ty p es o f s o cia l o rg aniz a ti o ns a nd dis c usse d th e im porta nce o f und ers ta nd in g th e str u ctu re and cultu re o f th e ente rp ris e th at a n E A is d ocum enti n g. W hile it is a ls o im porta nt to u nd ers ta nd th e e nte rp ris e ’s p ro cesse s a nd s u p porti n g te chno lo gie s, it is th e p eo ple o f th e ente rp ris e w ho m ake p la ns a nd d ecis io ns a b out str a te gic d ir e cti o n, b usin ess acti v iti e s, a nd r e so urc e u ti liz a ti o n. T he c hap te r a ls o c o vere d i n flu ences o n th e fie ld o f E A a nd p re se nte d tw o m odels o f o rg aniz a ti o ns a nd e nte rp ris e s th at c an assis t in th e dev elo pm ent of curre nt and fu tu re EA vie w s. Fin ally , th e im porta nce o f m anagin g c hange w as d is c usse d in th at E A p ro gra m a cti v iti e s may b e r e sis te d b y s ta keho ld ers w ho f e el a l o ss o f i n p ut o r c o ntr o l.
Chap te r 2 Q uestio n s a n d E xerc is e s 1. W hy i s i t i m porta nt to u nd ers ta nd th e “ p eo ple s id e” o f E A ?
2. C om pare a nd c o ntr a st a n o rg aniz a ti o n a nd a n e nte rp ris e .
3. W hat a re s o m e o f th e a cad em ic f ie ld s th at i n flu ence th e f ie ld o f E A ?
4. D esc rib e th e p urp ose o f e ach l e v el o f th e P ars o ns/T ho m pso n M odel.
5. How is th e Org aniz a ti o n Netw ork M odel diffe re nt fr o m th e Pars o ns/T ho m pso n M odel o f o rg aniz a ti o ns?
6. W ho a re s ta keho ld ers in th e E A p ro gra m a nd a sso cia te d a cti v iti e s a nd mig ht th ey w ant to r e sis t th e E A p ro gra m a nd a sso cia te d a cti v iti e s?
7. W hat a re f o ur w ays to m anage c hange w ith s ta keho ld ers ?
8. S ele ct a la rg e o r m id -s iz e e nte rp ris e fr o m b usin ess o r g o vern m ent a nd desc rib e th e f o llo w in g:
a. W hat s tr u ctu ra l a nd c ultu ra l a sp ects s h o uld b e c ap tu re d b y E A ?
b. W ho a re th e p ote nti a l s ta keho ld ers i n a n E A p ro gra m ?
c. W hat s tr a te gie s f o r g ain in g s ta keho ld er b uy-in c o uld b e u se d ?
d. R ela te s tr a te gie s f o r m anagin g c hange to v ario us s ta keho ld ers . C ase S tu dy:
D an fo rth M an ufa ctu rin g C om pan y S cen e 2 : C onsid erin g a n E A P ro gra m R obert D anfo rth , th e P re sid ent and C EO o f D M C, has calle d a fo llo w -o n m eeti n g of th e Executi v e Com mitte e to re v ie w se v era l re cent cap ita l i n v estm ent re q uests and th e su ggesti o n to use an ente rp ris e arc hite ctu re a p pro ach to e v alu ate th ese re q uests a nd c o ord in ate p ote nti a l im ple m enta ti o n p ro je cts . C O O K ate J a rv is h as re q ueste d a n ew c usto m S ale s a nd In v ento ry T ra ckin g S yste m (S IT S), and C FO Jim G orm an, has re q ueste d a new co st a cco unti n g s y ste m th at i s p art o f a c o m merc ia l s o ftw are p ackage. A ls o i n v ite d t o th e m eeti n g i s C IO S am Y oung, w ho j o in ed th e c o m pany o ne m onth a go , a nd w ho i s g iv in g a b rie fin g o n h o w e nte rp ris e a rc hite ctu re c an h elp i n th is r e v ie w .
“ G ood m orn in g e v ery o ne” s a id R obert. “ I’ m e ager to h ear w hat y o u h av e to s a y a b out th e a rc hite ctu re i n iti a ti v e. S am , w hy d on’t y o u l e ad o ff, a nd th en l e t’ s h ear f r o m K ate a nd J im .” “ T hank y o u R obert” s a id S am a s h e h and ed o ut a n 8 -p age d ocum ent e nti tl e d D M C E nte rp ris e A rc hite ctu re P la n-F in ancia l a nd P ro ducti o n S egm ents . “ K ate , J im , a nd I h av e s p ent a g o od d eal o f ti m e to geth er d urin g th e la st tw o w eeks a nd I belie v e th at w e hav e fo und se v era l in te re sti n g th in gs ab out th eir r e q uir e m ents a nd h o w a n a rc hite ctu re a p pro ach c an s a v e u s m oney a nd p ro vid e a m ore v alu ab le lo ng-te rm so lu ti o n. W e fo rm ed a w ork in g g ro up to d o th e a naly sis a nd i n clu d ed a n e xp erie nced e nte rp ris e a rc hite ct a nd a s e nio r s y ste m s a naly st w ho I k no w fr o m s o m e p ast w ork , a s w ell a s s e v era l m anagers a nd s ta ff f r o m K ate a nd J im ’s g ro up s, i n clu d in g tw o s a le s r e p re se nta ti v es f r o m th e f ie ld . T he arc hite ct, V in ce A lb rig ht, pro vid ed so m e backgro und on w hat e nte rp ris e a rc hite ctu re is a ll a b out a nd h o w to d ocum ent a nd e v alu ate c urre nt a nd fu tu re vie w s of re so urc es and re q uir e m ents . W ith th at, th e gro up d ocum ente d th e curre nt b usin ess se rv ic es and asso cia te d IT re so urc es th at m ig ht b e r e p la ced o r m odifie d b y K ate ’s a nd J im ’s p ro posa ls . T hen, th e g ro up d ocum ente d Kate ’s and Jim ’s re q uir e m ents fr o m a busin ess pro cess p ers p ecti v e a nd l o oked f o r a re as o f c o m monality o r d up lic ati o n. F in ally , V in ce and th e s y ste m s a naly st, L ily J e ffe rs o n, le d th e g ro up in a s c enario p la nnin g exerc is e th at d ev elo ped tw o p la usib le b usin ess a nd te chno lo gy s o lu ti o ns th at meet b oth o f th eir r e q uir e m ents i n a n i n te gra te d m anner.
Eith er o f th ese i n te gra te d s o lu ti o ns l o ok to b e l e ss e xp ensiv e to i m ple m ent th an it w ill b e to d o J im ’s a nd K ate ’s s y ste m s i n d ep end entl y .” Jim th en s p oke to th e g ro up . “ I w as r e ally im pre sse d w ith w hat th e g ro up d id in o nly tw o w eeks. S am is rig ht a b out lo okin g a t th ese ty p es o f re q uir e m ents fr o m a n a rc hite ctu re p ers p ecti v e. W hat I r e aliz e d i s th at m y b ack o ffic e s u p port sy ste m s c an h av e m ore ty p es o f d ir e ct f e ed s o f i n fo rm ati o n f r o m K ate ’s l in e o f busin ess s y ste m s. I n f a ct, th e m ore w e d o th is , th e m ore ti m ely a nd a ccura te th e in fo rm ati o n acro ss th e co m pany w ill be. T he big th in g here is th at w e ev entu ally n eed to l o ok a t a ll o f o ur b usin ess a nd te chno lo gy r e q uir e m ents f r o m a c o m pany-w id e s ta nd poin t s o th at w e c an s ta rt to i n te gra te a nd s tr e am lin e o ur pro cesse s a nd c ap ab iliti e s.” Kate th en sp oke. “ I a gre e w ith Jim th at th is w as a n e ye-o pener. T here a re flo w s o f i n fo rm ati o n b etw een J im ’s f in ancia l g ro up a nd m y b usin ess m anagers , but th ese f lo w s a nd th e s u p porti n g s y ste m s h av e b een d ev elo ped i n d ep end entl y with no o vera rc hin g p la n in m in d . S am and his asso cia te s sh o w ed m e an arc hite ctu re a p pro ach a nd im ple m enta ti o n p ro cess th at c an b e c o m ple te d fo r our r e sp ecti v e a re as w ith in th e n ext tw o m onth s a nd th en b e u se d to g uid e th e im ple m enta ti o n o f a so lu ti o n th at I b elie v e w ill m eet m y re q uir e m ents and th o se th at J im h as a s w ell. T his i s a w in -w in th at c an l e ad to m ore o f th e s a m e.
Even th e s a le s r e p s w ere g etti n g i n to th e g am e, a nd p ro vid ed a c o up le o f i d eas ab out a uto m ati c ally p ush in g sa le s a nd in v ento ry d ata to th em th at I h ad n o t co nsid ere d . I a m re co m mend in g th at w e g o w ith th is a p pro ach to re fin e a nd se le ct a s o lu ti o n s o th at I d on’t l o se a ny m ore ti m e o n m y c o m peti ti o n.” Gera ld le aned fo rw ard a nd lo oked a t S am . “ S am , I r e m em ber y o u s a yin g th at ente rp ris e arc hite ctu re lin ks str a te gy, busin ess, and te chno lo gy. I am no t hearin g ab out str a te gy… . w as th at le ft out? ” “G ood questi o n Gera ld ” re sp ond ed S am . “ W e d id n o t g o to o m uch i n to c o m pany s tr a te gy b ecause o f th e tw o-w eek ti m efr a m e f o r d ev elo pin g th e i n iti a l a rc hite ctu re p la n. H ow ev er, th at is a n a re a th at w e w ill h av e to q uic kly a d dre ss i f th e a rc hite ctu re p la n f o r th ese tw o s e gm ents is a p pro ved fo r im ple m enta ti o n. T he w ay th at I w ould p urs u e th is is to id enti fy D M C’s str a te gic go als th at re la te to K ate and Jim ’s re q uir e m ents , a nd e nsu re th at th e s o lu ti o ns a lig n w ith th e a cco m plis h m ent o f th o se g o als . F or e xam ple , I s e e th at th e c o m pany w ill b e o penin g a n ew c usto m ord er l in e o f b usin ess n ext y ear th at b uild s o n w hat w e a re d oin g o n a n a d -h o c basis rig ht no w . I w ould w ant to se e if th e so lu ti o n fo r K ate and Jim ’s re q uir e m ents c o uld a ls o b e a b le to s u p port s im ila r r e q uir e m ents f o r th e c usto m ord er b usin ess.” Robert th en sp oke. “I alw ays w ant to ta lk ab out valu e and ris k befo re ap pro vin g a ny p ro je ct. I a m se ein g v alu e th ro ugh c o st sa v in gs a nd p ote nti a l sc ala b ility o f th e s o lu ti o n. S o, w hat i s th e c o st o f d oin g th ese s e gm ents a nd th en th e w ho le a rc hite ctu re ? A nd , w hat a re th e r is k s a nd h o w d o w e m iti g ate th o se ris k s? ” “T he co st of doin g a co m ple te and deta ile d arc hite ctu re fo r a m id -s iz e co m pany lik e D M C m ay be co nsid era b le ” sa id Sam . “A nd I th ere fo re re co m mend th is ty p e o f se gm ente d a p pro ach to d ev elo pin g a c o m pany-w id e arc hite ctu re , w here w e ta ke o ne lin e o f b usin ess a t a ti m e. In th e p la n w e dev elo ped , y o u w ill s e e th at th e c o st fo r th e fir s t tw o s e gm ents is $ 105,0 00, whic h c o vers a naly sis , m odelin g, d ocum enta ti o n, a nd a n E A to ol. T here i s a ls o an $11 ,6 00 co st fo r docum enti n g and ap ply in g th e genera l arc hite ctu re meth o dolo gy, fr a m ew ork , a nd s ta nd ard s, th at is la rg ely re use d in s u b se q uent se gm ent e ffo rts . T he a naly sis o f th ese tw o s e gm ents s h o uld ta ke tw o to th re e weeks, a nd d ep end in g o n w hic h o f th e tw o s o lu ti o ns i s s e le cte d , th e s u p porti n g docum enta ti o n w ill ta ke ano th er m onth . S o th is p la n d ela ys Jim and K ate ap pro xim ate ly tw o m onth s, b ut s a v es th e c o m pany w ell o ver th e $ 121,6 00 c o st if a c o m bin ed s o lu ti o n i s a d opte d .” Sam c o nti n ued . “ B y h av in g a s ta nd ard iz e d a rc hite ctu re a p pro ach, w e e nsu re alig nm ent in e ach c o m ple te d s e gm ent a nd c an a ls o u se it to g uid e e ach n ew dev elo pm ent a nd u p gra d e p ro je cts th ro ugho ut th e c o m pany, s o th at a rc hite ctu re alig nm ent o ccurs m uch m ore q uic kly . T his a p pro ach is a ls o a ris k m iti g ati o n str a te gy, in th at w e a re s p re ad in g o ut th e c o st a nd e ffo rt o ver ti m e, in v olv in g sta keho ld ers in th e d ev elo pm ent o f e ach se gm ent, a nd in co rp ora ti n g le sso ns le arn ed fr o m e ach s e gm ent e ffo rt. T w o o f th e m ost im porta nt s u ccess fa cto rs fo r doin g an ente rp ris e arc hite ctu re are th e str o ng su p port of executi v e le ad ers h ip , and buy-in fr o m sta keho ld ers . If yo u se e valu e in hav in g an arc hite ctu re , a nd h av e a sa y in h o w it a ffe cts y o u, th en th e a rc hite ctu re c an beco m e a p ow erfu l p la nnin g a nd d ecis io n-m akin g to ol f o r D M C.” Robert th o ught fo r a m om ent a b out w hat S am h ad s a id a nd th en a d dre sse d th e gro up . “I am in clin ed to ap pro ve th e pla n to dev elo p a sta nd ard iz e d arc hite ctu re a p pro ach a nd th ese fir s t tw o s e gm ents , a re th ere a ny o bje cti o ns? ” There w ere n o o th er c o m ments . “ O k S am , le t’ s p ro ceed w ith th e p la n a nd g et to geth er e v ery tw o w eeks f o r a p ro gre ss r e p ort.” C hap te r 3 T he V alu e a n d R is k o f C re a tin g a n E nte rp ris e A rc h it e ctu re C hap te r O verv ie w C hap te r 3 d is c usse s th e v alu e a nd r is k s a sso cia te d w ith c re ati n g a n e nte rp ris e - w id e a rc hite ctu re . T he m ain c o ncep ts o f th is c hap te r a re th at E A r e p re se nts a d iffe re nt w ay of lo okin g at re so urc es acro ss th e ente rp ris e , and th at th e s ig nific ant c o st o f c re ati n g a n E A m ust b e j u sti fie d i n te rm s o f th e v alu e th at i t w ill b rin g to use rs o f E A p ro ducts in th eir p la nnin g and d ecis io n-m akin g a cti v iti e s.
L ea rn in g O bje ctiv es U nd ers ta nd th e p ote nti a l v alu e o f th e E A .
U nd ers ta nd th e r is k s a sso cia te d w ith i m ple m enti n g a n E A .
L earn a n a p pro ach f o r m easu rin g th e c o sts a nd b enefits o f a n E A p ro gra m .
U nd ers ta nd h o w E A h elp s i n te gra te s tr a te gy, b usin ess, a nd te chno lo gy.
I n tr o d uctio n T here is both valu e and ris k asso cia te d w ith th e esta b lis h m ent of an E A p ro gra m in a n e nte rp ris e . O n th e v alu e s id e, E A h as th e u niq ue c ap ab ility to b rin g to geth er vie w s of str a te gy, busin ess, and te chno lo gy th at allo w an e nte rp ris e to s e e its e lf in c urre nt a nd fu tu re o pera ti n g s ta te s. E A a ls o s u p ports t h e m odelin g of diffe re nt fu tu re opera ti n g sc enario s, w hic h m ay help th e e nte rp ris e su rv iv e (o r th riv e) a s it re sp ond s to c hanges in th e in te rn al a nd e xte rn al opera ti n g env ir o nm ent, so m e of whic h can be unexp ecte d .
A dditi o nally , an E A pro gra m esta b lis h es an in te gra te d se t of IT re so urc e p la nnin g, decis io n-m akin g, and im ple m enta ti o n pro cesse s th at can bette r i d enti fy a nd r e so lv e p erfo rm ance g ap s a cro ss th e e nte rp ris e .
H om e A rc h ite ctu re A nalo gy:
A s e t o f c o m pre hensiv e b lu ep rin ts f o r b uild in g a h o m e ta kes a n a rc hite ct a fa ir a m ount o f ti m e a nd m oney to c re ate . W ith o ut t h em th o ugh, a ny c o nstr u cti o n th at o ccurs i s a n u nco ord in ate d a cti v ity , a nd th e ho m e th at r e su lts m ay n o t f u ncti o n p ro perly .
On th e ris k sid e, cre ati n g an E A fo r an enti r e ente rp ris e can be ti m e- co nsu m in g, co stl y , and dis ru p ti v e to busin ess se rv ic es. A ls o , dev elo pin g deta ile d E A docum enta ti o n th at co vers str a te gy, busin ess, and te chno lo gy with in e ach a re a o f th e e nte rp ris e c an b e ti m e c o nsu m in g a nd c o stl y . H ir in g and /o r tr a in in g a rc hite cts a nd s u p porti n g a naly sts is o ne e le m ent o f th e c o st.
Ano th er c o st e le m ent i s th e ti m e i t ta kes l in e o f b usin ess m anagers a nd s u p port sta ff a w ay f r o m th eir n o rm al w ork . F in ally , th e c o st o f E A d ocum enta ti o n to ols and o n-lin e r e p osito rie s h as to b e f a cto re d i n a s w ell. F urth er, th ere i s th e r is k th at th e E A w ill n o t b e u se d b y s ta keho ld ers i f th ey d o n o t b uy-in to th e c o ncep t of E A o r i ts p erc eiv ed v alu e.
On th e v alu e sid e, E A is uniq ue in its ab ility to p ro m ote ente rp ris e -w id e th in kin g a b out r e so urc e u ti liz a ti o n. E A r e p la ces th e s y ste m s-le v el a p pro aches to IT re so urc e d ev elo pm ent th at h av e c hara cte riz e d th e la st s e v era l d ecad es, and h as le ft m any e nte rp ris e s w ith s to vep ip e a nd /o r d up lic ati v e IT r e so urc es.
EA pro m ote s th e dev elo pm ent of m ore effic ie nt ente rp ris e -w id e co m mon opera ti n g env ir o nm ents fo r busin ess and te chno lo gy, w ith in w hic h m ore cap ab le a nd f le xib le b usin ess s e rv ic es a nd s y ste m s c an b e h o ste d . T his i n tu rn makes a n e nte rp ris e m ore a gile a nd a b le to re sp ond to in te rn al a nd e xte rn al driv ers o f c hange, w hic h p ro m ote s g re ate r le v els o f c o m peti ti v eness in th e mark etp la ce.
The b enefits s h o uld o utw eig h th e c o sts o f d oin g a n E A , o r th e p ro gra m s h o uld no t b e e sta b lis h ed . I n th e C ase S tu d y e xam ple , i f a n E A p ro gra m h elp s D M C’s executi v es fin d a c o m bin ed so lu ti o n to tw o se ts o f b usin ess a nd te chno lo gy re q uir e m ents , th en a s ig nific ant a m ount o f m oney c an b e s a v ed . M ulti p ly th is by s e v era l o f th ese s itu ati o ns e ach y ear, a nd th e E A p ro gra m m ay v ery w ell pay fo r its e lf. F urth er, E A h elp s to id enti fy e xis ti n g d up lic ati o n in fu ncti o nal cap ab ility , w hic h c an g enera te a d diti o nal s a v in gs. F in ally , E A d ocum enta ti o n help s to i d enti fy c urre nt a nd f u tu re p erfo rm ance g ap s th at m ay n o t b e o th erw is e re aliz e d , w hic h e nab le s th e e nte rp ris e to b e m ore p ro acti v e a nd c o st- e ffic ie nt in a d dre ssin g s o lu ti o ns.
Dis c u ssio n Valu e The v alu e o f E A i s th at i t e nhances r e so urc e-p la nnin g c ap ab iliti e s a nd s u p ports bette r decis io n-m akin g. This is acco m plis h ed th ro ugh co m munic ati o n im pro vem ents in re sp ect to c urre nt a nd fu tu re re so urc es. Id eas a re c o nv eyed more ra p id ly w hile d iffe re nces in in te rp re ta ti o ns a nd m is u nd ers ta nd in gs a re re d uced .
The overa ll valu e of E A w ill vary w ith th e siz e and co m ple xity of th e ente rp ris e , th e ty p e a nd n um ber o f IT -re la te d p erfo rm ance g ap s, d up lic ati o n with in c urre nt I T r e so urc es, a nd s ta keho ld er a ccep ta nce. F or th o se l a rg er, l e ss centr a liz e d ente rp ris e s th at are re gio nal o r glo bal in natu re , E A can b e an effe cti v e g o vern ance p ro cess fo r IT re so urc es. F or s m alle r m ore c entr a liz e d ente rp ris e s, E A c an h elp to e nsu re th at th e o rg aniz a ti o n r e m ain s a b le to a lig n busin ess re q uir e m ents w ith te chno lo gy so lu ti o ns, and enhance in v ento ry , se curity , a nd c o nfig ura ti o n m anagem ent a cti v iti e s.
Im pro ved P la n nin g EA e nhances b oth to p-d ow n a nd b otto m -u p a p pro aches to p la nnin g. T op-d ow n pla nnin g begin s w ith co nsid era ti o ns fo r str a te gy and busin ess, w hic h are enhanced by th e ho lis ti c pers p ecti v es of th e ente rp ris e th at E A pro vid es.
Botto m -u p pla nnin g is als o enhanced , as EA co ord in ate s w hat w ould oth erw is e b e d is p ara te and se p ara te p ro gra m -le v el p la nnin g acti v iti e s. E A als o enhances str a te gic pla nnin g as it help s to brin g to geth er m ulti p le pers p ecti v es o f b usin ess a nd te chno lo gy a t v ario us le v els o f th e e nte rp ris e .
Fin ally , E A s u p ports p ro gra m a nd p ro je ct m anagem ent b y p ro vid in g a b ase lin e of re fe re nce docum enta ti o n fo r busin ess alig nm ent, sta nd ard s, and co nfig ura ti o n m anagem ent.
Decis io n -M akin g EA im pro ves d ecis io n-m akin g b y p ro vid in g c o m pre hensiv e v ie w s o f c urre nt cap ab iliti e s and re so urc es, as w ell as a se t of pla usib le fu tu re opera ti n g sc enario s th at r e v eal n eed ed c hanges in p ro cesse s a nd r e so urc es ( s e e C hap te r 8 f o r a d diti o nal d eta ils o n f u tu re s c enario s). B y h av in g a n o nlin e E A r e p osito ry of in fo rm ati o n th at is u p date d a t r e gula r in te rv als , d ecis io n-m akers h av e r e al- ti m e a ccess to h ig her-q uality i n fo rm ati o n a t v ario us l e v els o f d eta il.
In th at th e E A p ro gra m lin ks to o th er are as o f re so urc e go vern ance (e .g ., cap ita l pla nnin g, pro je ct m anagem ent, and se curity ), decis io n-m akers can obta in co ord in ate d in fo rm ati o n on opera ti o ns, su p port, and dev elo pm ent acti v iti e s. C hap te rs 1 0 a nd 1 1 p ro vid e a d diti o nal d eta ils o n th e re la ti o nsh ip betw een E A , c ap ita l p la nnin g, p ro je ct m anagem ent, a nd s e curity .
Com munic a tio n s EA i m pro ves c o m munic ati o n th ro ugho ut th e e nte rp ris e b y p ro vid in g a r e gula rly up date d base lin e of in te gra te d in fo rm ati o n on str a te gy, busin ess, and te chno lo gy. A ls o , th e E A pro gra m and im ple m enta ti o n m eth o dolo gy brin g sta nd ard iz e d ap pro aches and te rm in o lo gie s fo r th e dev elo pm ent and managem ent of ente rp ris e re so urc es. This sta nd ard EA la nguage and meth o dolo gy is esp ecia lly help fu l in la rg e, co m ple x ente rp ris e s th at are geo gra p hic ally dis p ers e d , and w hic h m ay hav e m ulti p le so cia l and w ork cultu re s th at h av e p ro m ote d d iffe re nt w ays o f d oin g th in gs. E A s h o uld n o t s ti fle th e c re ati v ity th at c ultu ra l d iv ers ity c an b rin g, b ut s h o uld a ugm ent a nd e nhance th at c re ati v ity b y im pro vin g th e a lig nm ent o f b usin ess a nd te chno lo gy to th e str a te gic g o als a nd i n iti a ti v es o f th e e nte rp ris e .
The o ld s a yin g i s th at “ a p ic tu re i s w orth a th o usa nd w ord s.” H av in g a n o n-lin e re p osito ry of E A in fo rm ati o n is lik e hav in g a 24x7 galle ry of ele ctr o nic docum ents a nd d ra w in gs th at c an b e u se fu l i n a v arie ty o f a cti v iti e s th ro ugho ut th e e nte rp ris e . It is tr e m end ously v alu ab le if th e m em bers o f a n e nte rp ris e c an ele ctr o nic ally call- u p th e sa m e se t of E A re fe re nce m ate ria ls at fin ancia l pla nnin g m eeti n gs, re se arc h a nd d ev elo pm ent se m in ars , sa le s a nd m ark eti n g re v ie w s, and daily opera ti o ns and su p port acti v iti e s. W ith an up date d re p osito ry o f E A m ate ria ls a v aila b le , m eeti n gs c an c o nv ey g re ate r a m ounts o f in fo rm ati o n i n s h o rte r p erio ds o f ti m e, a chie v in g h ig her l e v els o f u nd ers ta nd in g base d o n a c o m mon s e t o f E A te rm s a nd i n fo rm ati o n.
Man agin g R is k Ris k i s r e la te d to u ncerta in ty , a nd i n a p plie d f o rm i s th e p ote nti a l s o urc e(s ) f o r th e fa ilu re o r u nd erp erfo rm ance o f a p ro gra m o r p ro je ct. T he m anagem ent o f ris k in v olv es lo w erin g o r e lim in ati n g th e u ncerta in ty th at d esir e d o utc o m es will no t be re aliz e d . T here are se v era l ty p es of ris k th at re la te to th e im ple m enta ti o n a nd m ain te nance o f a n E A p ro gra m , i n clu d in g:
Fin ancia l . Im ple m enti n g a n E A in v olv es e sta b lis h in g c urre nt a nd fu tu re v ie w s of ente rp ris e re so urc es, an EA M anagem ent Pla n, and up date s to th is in fo rm ati o n a t r e gula r in te rv als . L ik e a ny im ple m enta ti o n p ro je ct, e sta b lis h in g th e in iti a l s e t o f E A in fo rm ati o n w ill r e q uir e s ta rt- u p fu nd in g th at is m ore th an what w ill be re q uir e d fo r th e perio dic up date s. Even afte r th e EA is esta b lis h ed , c uts i n a n E A m ain te nance b ud get c an s e v ere ly a ffe ct th e p ro gra m , to th e p oin t o f m akin g th e E A i n fo rm ati o n e v entu ally b eco m e o f l ittl e o r n o u se if i t b eco m es to o o ut o f d ate .
Lack of A ccep ta nce . E A re p re se nts a new w ay of lo okin g at ente rp ris e re so urc es b y p ro vid in g a n i n te gra te d v ie w o f s tr a te gy, b usin ess, a nd te chno lo gy th at s u p ports th e c o nso lid ati o n o r r e -e ngin eere d o f th ese r e so urc es to p ro duce ad diti o nal v alu e. F orm er a p pro aches to p ro gra m m anagem ent th at su p porte d sy ste m s le v el pla nnin g w ill be re p la ced w ith E A le v el pla nnin g th at is pro m ote d th ro ugh th e E A p ro gra m . T his w ill m ost lik ely c re ate s o m e te nsio ns betw een pro gra m le v el sta keho ld ers , E A sta keho ld ers , and oth er affe cte d gro up s.
Loss o f K ey P ers o nnel . E A is a n e m erg in g a re a o f p ro fe ssio nal p ra cti c e th at re q uir e s a rc hite cts , a naly sts , d ev elo pers , a nd p ro gra m mers . E ach o f th ese s k ill se ts is im porta nt to th e p ro gra m a nd th e lo ss o f m em bers o f th e E A te am w ith th o se sk ills c an c re ate d ela ys in p ro gra m im ple m enta ti o n, a s w ell a s e ffe ct im ple m enta ti o n c o sts .
Sched ule D ela ys . A s w ith a ll im ple m enta ti o n p ro je cts , th e d ocum enta ti o n o f curre nt and fu tu re E A vie w s as w ell as th e cre ati o n of th e in iti a l E A Managem ent P la n i s a p pro ached a s a p ro je ct th at h as m ile sto nes a nd a s p ecific sc hed ule fo r c o m ple ti o n. D ela ys to th e s c hed ule c an c o m e fr o m m any s o urc es and d ep end in g o n th e p oin t a t w hic h a d ela y o ccurs d urin g E A i m ple m enta ti o n, and h o w lo ng th e d ela y is , th e e ffe ct c an g o fr o m b ein g n eglig ib le to b ein g cata str o phic f o r th e E A p ro gra m .
Docum enta ti o n T ools . O ne o f th e g re ate st c halle nges f o r a C hie f A rc hite ct i s to dev elo p c urre nt a nd fu tu re v ie w s o f th e E A th at a re ric h in d eta il, e asy to access, a nd w hic h c an s u p port m odelin g a nd d ecis io n-m akin g ty p es o f q uerie s.
The c ap ab iliti e s o f E A to ols a nd s u p porti n g a p plic ati o ns a t p re se nt a re s u ch th at in tu iti v e and in fo rm ati v e “m anagem ent vie w s” of E A in fo rm ati o n are diffic ult to p ro duce w ith th ese to ols . F urth er, b ecause m ore th an o ne s o ftw are ap plic ati o n i s n o rm ally r e q uir e d i n a n E A p ro gra m , to ol i n te gra ti o n i s a n i s su e th at m ust b e d ealt w ith . A s new co m merc ia l to ols are in tr o duced a C hie f Arc hite ct h as to c o nsid er w hat th e e ffe ct w ill b e o n o vera ll d ocum enta ti o n if th at p ro duct d oes n o t i n te gra te w ith o th er to ols .
Mit ig atin g R is k Ris k m iti g ati o n p la ns a nd a cti v iti e s r e d uce th e lik elih o od th at s o urc es o f r is k will e m erg e a nd n egati v ely i m pact a p ro gra m s u ch a s E A . A cti o ns th at m iti g ate ris k (lo w er u ncerta in ty ) in clu d e str e ngth enin g e xecuti v e su p port fo r th e E A pro gra m , so lid ify in g bud gets , no t bein g th e fir s t ad opte r of E A to ols and docum enta ti o n te chniq ues, e nsu rin g th ere a re tr a in ed b ack-u p s o n th e E A te am , and usin g a d eta ile d E A im ple m enta ti o n m eth o dolo gy to guid e th e o vera ll pro gra m . A dditi o nally , basic pro gra m m anagem ent sk ills ad dre ss pote nti a l pro ble m s o f k ey p ers o nnel tu rn o ver, c o st a nd s c hed ule o verru ns, p erfo rm ance is su es, a nd s ta keho ld er a ccep ta nce. O verc o m in g is su es re la te d to te chno lo gy co m pati b ility a m ong E A p ro ducts is a chie v ed th ro ugh th e u se o f c o m merc ia l to ols th at are base d on open sta nd ard s, and w hic h are m atu re and hav e sig nific ant m ark et s h are .
Ris k id enti fic ati o n a nd m iti g ati o n is n o t a o ne-ti m e a cti v ity , it is a n o ngo in g managem ent r e v ie w i te m th at w ill a ssis t i n m akin g a n E A p ro gra m s u ccessfu l.
Quan tif y in g E A P ro gra m V alu e How to tr a nsla te v alu e to th e b otto m lin e is o ne o f th e b ig gest q uesti o ns executi v es a nd L in e o f B usin ess (L O B) m anagers h av e a b out E A p ro gra m s.
Build in g a b usin ess c ase th at in clu d es a n a lte rn ati v es a naly sis , c o st- b enefit analy sis , and re tu rn on in v estm ent calc ula ti o n is th e prim ary m easu re fo r ev alu ati n g th e co ntr ib uti o n to p ro fita b ility and /o r m is sio n su ccess (s e e th e exam ple B usin ess C ase in A ppend ix A ). M any a sp ects o f E A v alu e c an b e quanti fie d , i n clu d in g th e f o llo w in g a re as:
Sho rte nin g P la nnin g C ycle s . E A c an h elp s h o rte n p la nnin g c ycle s b y p ro vid in g a ro bust re p osito ry of on-lin e in fo rm ati o n re gard in g curre nt and fu tu re pro cesse s a nd r e so urc es. W hile E A d oes n o t r e p la ce s tr a te gic pla nnin g o r b usin ess p ro cess im pro vem ent acti v iti e s, it d oes enhance th em th ro ugh co ntr ib uti o n of use fu l in fo rm ati o n th at th at w ould oth erw is e be gath ere d s e p ara te ly .
More E ffe cti v e P la nnin g M eeti n gs . E A i n fo rm ati o n a llo w s f o r th e p re se nta ti o n of a co m mon base lin e of pla nnin g and re fe re nce in fo rm ati o n. It re d uces am big uity a nd i n cre ase s l e v els o f c o m mon u nd ers ta nd in g.
Sho rte r D ecis io n-M akin g C ycle s . T he ti m e it ta kes to g ath er a nd c ro ssw alk str a te gy, b usin ess, a nd te chno lo gy in fo rm ati o n is g re atl y re d uced b y h av in g a re p osito ry o f E A in fo rm ati o n th at w as d ev elo ped th ro ugh th e u se o f a lo gic al fr a m ew ork and arc hiv in g meth o d. Decis io n-m akin g pro cesse s can be str e am lin ed to re fle ct th e av aila b ility of th is new re so urc e of in te gra te d base lin e i n fo rm ati o n.
Im pro ved R efe re nce In fo rm ati o n . B y u sin g a n E A d ocum enta ti o n fr a m ew ork and im ple m enta ti o n m eth o dolo gy, in fo rm ati o n o n p ro cesse s a nd re so urc es is gath ere d in a sta nd ard iz e d m eth o d usin g th e sa m e to ols and ap plic ati o ns.
Additi o nally , th e m eth o d fo r s to rin g th e in fo rm ati o n is c o ord in ate d th ro ugh th e use o f th e o n-lin e E A r e p osito ry , w hic h r e q uir e s th e u se o f s ta nd ard iz e d d ata and d ocum ent fo rm ats . T his in tu rn c re ate s th e a b ility to p erfo rm q uerie s fo r in fo rm ati o n acro ss oth erw is e dis p ara te acti v iti e s and re so urc es. It als o su p ports a m ore r o bust d ata m in in g a nd b usin ess a naly sis c ap ab ility .
Red ucti o n o f D up lic ati v e R eso urc es . O ne o f th e g re ate st c o ntr ib uti o ns a n E A makes to an ente rp ris e is aid in g th e v is u aliz a ti o n o f th e v alu e th at curre nt re so urc es p ro vid e, w here th o se v alu e a re as o verla p , a nd w here p erfo rm ance gap s e xis t. F or e xam ple , d up lic ati v e d ata re p re se nts lo w -h angin g fr u it re ad y fo r elim in ati o n th ro ugh th e im ple m enta ti o n of th e fu tu re arc hite ctu re .
Sub se q uent im pro vem ents m ig ht th en fo cus on th e in tr o ducti o n of new te chno lo gie s a nd i m pro vem ents i n e ffic ie ncy.
Red uced Re-w ork . By ap pro achin g th e pla nnin g and executi o n of new re so urc es in a h o lis ti c m anner, p ote nti a l r e -w ork th at m ig ht h av e b een c re ate d th ro ugh in d iv id ual pro gra m le v el in iti a ti v es (c o nta in in g dup lic ati v e and /o r co nflic ti n g c ap ab iliti e s) c an b e a v oid ed . A ls o , r e w ork is r e d uced th ro ugh th e use o f a s te p -b y-s te p E A m eth o dolo gy a nd fr a m ew ork ( s e e C hap te rs 4 a nd 5 ), th at c all fo r s ta nd ard a p pro aches to d ocum enta ti o n th at a re b ase d o n m atu re modelin g a nd a naly sis te chniq ues.
Im pro ved R eso urc e In te gra ti o n and P erfo rm ance . E A pro m ote s in te gra ti o n th ro ugh th e p la nnin g a nd u ti liz a ti o n o f r e so urc es o n a n e nte rp ris e -w id e b asis .
EA a ls o h elp s to c o m pare c urre nt a nd fu tu re re q uir e m ents fo r b usin ess a nd te chno lo gy, in o rd er to id enti fy p erfo rm ance g ap s a nd s o lu ti o ns. T his r e su lt is co ntr a ste d w ith sto vep ip e pro gra m -le v el in p uts to pro vid e in cre m enta l im pro vem ents w ith in i n d iv id ual L O Bs.
Few er Peo ple in a Pro cess . E A su p ports busin ess pro cess re engin eerin g (B PR ) and busin ess pro cess im pro vem ent (B PI) acti v iti e s by enco ura gin g pla nnin g in th e c o nte xt o f b oth e nte rp ris e -w id e c ro ssc utti n g re q uir e m ents a nd parti c ula r L O B r e q uir e m ents . Q uanti fy in g th is i n clu d es th e e lim in ati o n o f p arts of a p ro cess th at a re r e p eti ti v e. A ls o , s tr e am lin ed p ro cesse s th at u se r e so urc es more effic ie ntl y can eq uate to p ositi o n re q uir e m ent re d ucti o ns and p ayro ll sa v in gs.
Im pro ved C om munic ati o n . E A help s to pro m ote a co m mon la nguage and centr a l a p pro ach th at c an re d uce m is u nd ers ta nd in gs o f re so urc e re q uir e m ents and pote nti a l so lu ti o ns. T his can re d uce re -w ork . W ho le pro cesse s m ay re q uir e re p eti ti o n due to m is u nd ers ta nd in gs of diffe re nt in te rp re ta ti o ns of re q uir e m ents a nd /o r s o lu ti o ns.
Red ucti o n i n C ycle T im e . E A c an h elp a n e nte rp ris e to r e d uce th e ti m e i t ta kes to pla n, dev elo p, im ple m ent, and re ti r e re so urc es w ith in its busin ess and te chno lo gy opera ti n g env ir o nm ent. By usin g an EA meth o dolo gy and fr a m ew ork ( s e e C hap te rs 4 a nd 5 ), e ach r e so urc e is e v alu ate d fr o m th e s a m e ho lis ti c s tr a te gy, b usin ess a nd te chno lo gy v ie w poin t, a nd is d ocum ente d u sin g th e sa m e se t o f E A to ols and te chniq ues. F urth er, E A co m plim ents cap ita l pla nnin g and pro gra m m anagem ent re v ie w s of co m ple te d pro je cts (s e e Chap te rs 1 0 a nd 1 1 ) s o th at th e ‘ le sso ns l e arn ed ’ c an b e a p plie d to s u b se q uent effo rts . In th is w ay, th e ente rp ris e can im pro ve effic ie ncy and re d uce th e am ount o f ti m e it ta kes to im ple m ent s im ila r r e so urc es. F or e xam ple , u sin g a n in te gra te d ente rp ris e arc hite ctu re /c ap ita l pla nnin g/p ro je ct managem ent ap pro ach to s e le cti n g, c o ntr o llin g, a nd e v alu ati n g i n v estm ents i n w eb s ite s, th e ente rp ris e w ill be more effe cti v e and effic ie nt in im ple m enti n g each su b se q uent w eb s ite , a nd c an a v oid c re ati n g d up lic ati v e c ap ab iliti e s.
Quan tif y in g E A P ro gra m C osts The co st o f E A sh o uld b e ap p ro ached fr o m a p ro gra m life cycle v ie w th at cente rs o n p hase s fo r im ple m enta ti o n, m ain te nance, a nd r e fr e sh m ent. O ne w ay to e sti m ate E A p ro gra m c o sts i s to l o ok a t e ach a re a o f th e E A i m ple m enta ti o n meth o dolo gy (s e e C hap te r 4 ), and id enti fy th e d ir e ct and in d ir e ct co sts to acco m plis h e ach o f th e s te p s. I n g enera l, th is w ould i n clu d e th e f o llo w in g:
• E A p ro gra m a d m in is tr a ti o n a nd o th er e nte rp ris e a d m in is tr a ti v e ti e -in s • S ala ry /b enefits f o r a C hie f A rc hite ct a nd E A te am s ta ff • M eeti n gs, fa ciliti e s, m ate ria ls , a nd s u p port fo r s ta keho ld er p la nnin g se ssio ns • C om pute rs , a p plic ati o ns, a nd w eb d ev elo pers to e sta b lis h th e E A re p osito ry • I n te rv ie w s a nd m ate ria ls to d ocum ent E A c urre nt v ie w s • F utu re s c enario p la nnin g s e ssio ns w ith s ta keho ld ers • I n te rv ie w s a nd m ate ria ls to d ocum ent E A f u tu re v ie w s • D ev elo pm ent a nd d ocum enta ti o n o f th e E A M anagem ent P la n • P urc hase , use , and re fr e sh m ent o f E A m odelin g ap plic ati o ns and co m pute rs • R egula r (e .g ., a nnual) u p date s to E A d ocum enta ti o n a nd th e o nlin e re p osito ry The c o st o f e sta b lis h in g a n i n iti a l v ers io n o f th e E A w ill b e m ore th an th e c o st of u p dati n g a nd m ain ta in in g it, d ue to th e d ir e ct a nd in d ir e ct c o sts a sso cia te d with e sta b lis h in g n ew E A p ro cesse s a nd c ap ab iliti e s, a nd g ain in g s ta keho ld er su p port.
The fu ll life cycle c o st o f th e E A p ro gra m s h o uld b e e sta b lis h ed a nd p re se nte d to th e E A p ro gra m s p onso r, s o th at th ere is a c le ar u nd ers ta nd in g o f th e o ne- ti m e co sts fo r im ple m enta ti o n of th e E A and th e ongo in g co sts fo r E A main te nance and re fr e sh m ent acti v iti e s. A s w ith any pro gra m , th is bud get pic tu re sh o uld b e b ase lin ed re la ti v e to th e E A p ro gra m acti v iti e s th at are ap pro ved b y th e s p onso r, s o th at a ny a p pro ved c hanges to th e s c o pe o f th o se EA a cti v iti e s a re a cco m panie d b y a c hange to th e b ud get. I f th is i s n o t d one, th e EA p ro gra m m ay ev olv e to a p ositi o n o f b ein g re sp onsib le fo r to o m uch re la ti v e to th e r e so urc es i t h as a v aila b le .
In th at E A is an ad vanced analy ti c ty p e of acti v ity , m ost of th e co st of dev elo pin g a nd m ain ta in in g E A d ocum enta ti o n w ill b e th e c o st o f la b or fo r tr a in ed arc hite cts . The se co nd la rg est co st are a w ill be th e su p porti n g te chno lo gy ( h ard w are , s o ftw are , w eb a p plic ati o ns, d ata b ase s, E A to ols , e tc .) .
The o th er m ajo r c o st a re a w ill b e th e fa cility c o sts fo r th e E A te am ’s w ork are a a nd m eeti n gs w ith s ta keho ld ers .
Tho se w ho d o E A ( in to ta l o r i n p art) f o r a l iv in g w ork u nd er a v arie ty o f j o b ti tl e s, in clu d in g C hie f A rc hite ct, S olu ti o n A rc hite ct, S yste m s A rc hite ct, D ata Arc hite ct, N etw ork A rc hite ct, S ecurity A rc hite ct, IT C onsu lta nt, M anagem ent Consu lta nt, a nd a n um ber o f r e la te d a naly st ti tl e s. F urth erm ore , th ere te nd s to be a s e t o f c la ssific ati o ns fo r s e nio r, m id -le v el, a nd ju nio r p ositi o ns fo r m any of th ese j o bs. F ro m a n i n fo rm al s u rv ey o f E A s a la rie s i n 2 012 c o nd ucte d b y th e auth o r, a se nio r e nte rp ris e a rc hite ct’ s p ositi o n c an c o m mand o ver $ 100,0 00 per y ear.
10 M id -le v el p ositi o ns ( 3 -5 y ears o f e xp erie nce) c an e arn i n th e r a nge of $ 60,0 00 to $ 80,0 00.0 0 p er year, and th e ju nio r p ositi o ns fo r b egin nin g arc hite cts c an e arn i n th e r a nge o f $ 40,0 00 to $ 50,0 00 p er y ear.
As exp ensiv e as th is se em s, th e co st to o uts o urc e th ese p ositi o ns is ev en gre ate r. T he in d ustr y a v era ge fo r o ne w ork y ear is a b out 2 ,0 60 h o urs ( th is is Mond ay-F rid ay 8-h o ur days and acco unts fo r ti m e aw ay fo r ho lid ays and pers o nal ti m e off) . S om e fe d era l go vern m ent co ntr a ct la b or ra te s fo r th e outs o urc in g o f a C hie f A rc hite ct a nd /o r S enio r C onsu lta nt p ositi o n a re o ver $200 p er h o ur, w hic h tr a nsla te s to o ver $ 412,0 00 p er y ear. T he r a te fo r m id - le v el E A p ro fe ssio nals c an r a nge fr o m $ 125 to $ 175 p er h o ur, s o a t th e u p per end o f th is ra nge th e o uts o urc in g o f o ne o f th ese p ositi o ns can co st o ver $360,0 50. T he r a te f o r j u nio r E A p ro fe ssio nals c an r a nge f r o m $ 55 to $ 85 p er ho ur, a nd a t th e u p per e nd o f th is ra nge th e c o st o f o uts o urc in g c an b e o ver $175,1 00.
This sig nific ant le v el o f c o st fo r E A la b or h as c ause d so m e e nte rp ris e s to pause i n c o nsid erin g th e i m ple m enta ti o n o f a n E A p ro gra m . H ow ev er, w hen th e pote nti a l s a v in gs g enera te d b y th e E A p ro gra m a re fa cto re d in , th ere c an b e a very h ig h r e tu rn o n i n v estm ent, e sp ecia lly i n e nte rp ris e s w here E A c an r e d uce dup lic ati v e cap ab iliti e s and help id enti fy co m mon so lu ti o ns to oth erw is e se p ara te r e q uir e m ents . W ith c o sts f o r i n fo rm ati o n s y ste m s i n th e m any m illio ns of d olla rs , th e c o nso lid ati o n o f e v en a fe w o f th o se s y ste m s c an m ake th e E A pro gra m m ore th an p ay fo r its e lf, a s w ell a s e nab le th e e nte rp ris e to r e -d ir e ct th e f u nd in g f r o m d up lic ati v e r e so urc es to o th er b usin ess r e q uir e m ents .
Lin kin g S tr a te g y, B usin ess, a n d T ech nolo gy For E A to s u p port a n e nte rp ris e h o lis ti c ally , i t m ust l in k s tr a te gy, b usin ess a nd te chno lo gy. E A is m ost e ffe cti v e w hen it sim ulta neo usly su p ports to p-d ow n executi v e p la nnin g a nd d ecis io n-m akin g a cro ss th e e nte rp ris e a nd b otto m -u p managem ent p la nnin g a nd d ecis io n-m akin g w ith in e ach L O B. In th is w ay, E A help s to e nsu re th at s tr a te gy d riv es b usin ess a nd te chno lo gy p la nnin g. F ro m a busin ess pers p ecti v e EA pro vid es th e co nte xt and purp ose of busin ess acti v iti e s by ensu rin g te chno lo gy is im ple m ente d only afte r busin ess re q uir e m ents a re id enti fie d . F ro m a te chno lo gy p ers p ecti v e, E A p ro vid es th e str a te gy a nd b usin ess c o nte xt fo r r e so urc e p la nnin g. T his c an b e c riti c al w hen work in g w ith m ulti p le o rg aniz a ti o ns to c re ate c o m mon r e so urc es ( i.e ., s u p ply chain s) o r i n m erg in g / a cq uir in g o rg aniz a ti o ns i n to o ne e nte rp ris e . Lin kin g E A a n d S tr a te g y The E A f r a m ew ork a nd m eth o dolo gy o rg aniz e s E A d ocum enta ti o n i n a w ay th at allo w s str a te gy to in flu ence b usin ess a nd te chno lo gy p la nnin g a nd d ecis io n- makin g. T his is im porta nt e sp ecia lly in th e d ocum enta ti o n o f fu tu re E A v ie w s.
By fir s t id enti fy in g w hat changes are anti c ip ate d in str a te gic go als and in iti a ti v es, su b se q uent docum enta ti o n of busin ess acti v iti e s and te chno lo gy re so urc es c an b e c o m ple te d i n s u ch a w ay a s to p ro m ote a lig nm ent, e ffic ie ncy, and e ffe cti v eness. D ocum enti n g str a te gy in v olv es th e id enti fic ati o n o f g o als , in iti a ti v es, a nd o utc o m e m easu re s.
Str a te gic G oals . T hese a re th e p rim ary o bje cti v es o f th e e nte rp ris e . S tr a te gic go als ty p ic ally r e q uir e s e v era l y ears to a cco m plis h . C hanges i n s tr a te gic g o als are m ad e in r e sp onse in in te rn al a nd e xte rn al b usin ess a nd te chno lo gy d riv ers and /o r c hanges i n l a w s a nd r e gula ti o ns.
Str a te gic In iti a ti v es . These are th e busin ess and te chno lo gy acti v iti e s, pro gra m s, a nd p ro je cts th at e nab le a cco m plis h m ent o f s tr a te gic g o als , s u ch th at th ey c an e ffe ct th e f u nd am enta l d ir e cti o n o f th e e nte rp ris e .
Str a te gic M easu re s . T hese a re o utc o m e m easu re s th at i d enti fy w hen a s tr a te gic in iti a ti v e h as s u ccessfu lly m et a s tr a te gic g o al. O utc o m e g o als d efin e w hen a n ente rp ris e i s a cco m plis h in g i ts m is sio n… w hen i t ‘ w in s.’ Lin kin g E A a n d B usin ess P la n nin g As is re fle cte d in th e d esig n o f th e E A fr a m ew ork , s tr a te gy c re ate s b usin ess re q uir e m ents and te chno lo gy su p ports so lu ti o ns fo r meeti n g th o se re q uir e m ents . E A d ocum ents th re e p rim ary i s su es a t th e b usin ess l e v el:
Sup porti n g S tr a te gic G oals . Touch poin ts betw een str a te gic in iti a ti v es and busin ess a cti v iti e s n eed to b e c le arly d ocum ente d . N ot a ll b usin ess a cti v iti e s are str a te gic , and it is im porta nt to dis ti n guis h in th e E A docum enta ti o n betw een th o se th at d ir e ctl y lin k to s tr a te gic in iti a ti v es a nd th o se th at p ro vid e genera l s u p port f u ncti o ns f o r th e e nte rp ris e .
Docum enta ti o n o f B usin ess A cti v iti e s . D ocum enti n g th e c re ati o n a nd d eliv ery of b usin ess p ro ducts a nd s e rv ic es is im porta nt in s u p porti n g B usin ess P ro cess Im pro vem ent (B PI) a nd B usin ess P ro cess R eengin eerin g (B PR ) p ro je cts , a nd in d ocum enti n g b usin ess a cti v iti e s to s h o w i n p uts , o utp uts , o utc o m es, a nd o th er ele m ents o f in flu ence re gard in g e ach b usin ess p ro cess. It’ s a ls o im porta nt to id enti fy h o w b usin ess p ro cesse s a re l in ked to o ne a no th er. Id enti fy in g Sup porti n g Techno lo gie s . A naly zin g busin ess re q uir e m ents and acti v iti e s c an r e v eal c riti c al s u p porti n g te chno lo gie s ( e .g . m ark eti n g a cti v iti e s re q uir e s a le s tr e nd a naly sis d ata , a nd a m anufa ctu rin g p ro cess r e q uir e s v ario us ty p es o f re so urc es in clu d in g ra w m ate ria ls , fa ciliti e s, la b or, c o m pute rs , d ata , and /o r ro boti c s). EA help s to id enti fy and docum ent th ese su p porti n g te chno lo gie s.
Lin kin g E A a n d T ech nolo gy P la n nin g Techno lo gy is a ty p e o f re so urc e th at e nab le s in fo rm ati o n a nd o th er re so urc e flo w s to s u p port th e c re ati o n a nd d eliv ery o f b usin ess p ro ducts a nd s e rv ic es, whic h in tu rn e nab le s th e a chie v em ent o f s tr a te gic g o als . It is im porta nt th at te chno lo gy n o t d riv e b usin ess a nd str a te gy p la nnin g, e sp ecia lly in re so urc e- co nstr a in ed ente rp ris e s, w here th e exp ense of dup lic ati v e no n-s tr a te gic te chno lo gie s c anno t b e a ffo rd ed . B otto m -u p p la nnin g ( e .g . w here te chno lo gy i s th e c ata ly st fo r c hange) is a v ia b le u se o f E A ; h o w ev er it’ s n o t th e n o rm al pro cess fo r r e so urc e im ple m enta ti o n. It’ s m ore im porta nt fo r th e e nte rp ris e to und ers ta nd its prim ary dir e cti o ns and prio riti e s, pla n necessa ry busin ess acti v iti e s, a nd th en i d enti fy th e s u p porti n g r e so urc es, i n clu d in g I T .
Sum mary o f C on cep ts This chap te r pro vid ed a deta ile d dis c ussio n of th e valu e and ris k of esta b lis h in g a n E A p ro gra m . A c le ar a rti c ula ti o n o f th e b usin ess c ase f o r E A i s need ed to obta in executi v e sp onso rs h ip and re so urc es fo r EA pro gra m im ple m enta ti o n a nd m ain te nance. Q uanti fy in g th e a re as o f v alu e th at th e E A pro gra m will co ntr ib ute is im porta nt, and th o se in clu d e im pro ved co m munic ati o n, p la nnin g, a nd d ecis io n-m akin g. A to ta l life cycle a p pro ach to esti m ati n g c o sts is u se d to d iffe re nti a te th e o ne-ti m e d ir e ct a nd in d ir e ct c o sts asso cia te d w ith pro gra m sta rt- u p and in iti a l E A docum enta ti o n fr o m th e ongo in g co sts of EA pro gra m managem ent and docum enta ti o n up date s.
Com paris o ns w ere m ad e in th e are a of E A la b or co sts betw een in -h o use sa la rie s and th e exp ense of payin g fo r exte rn al E A co nsu lti n g su p port. In co nclu d in g th e dis c ussio n of E A valu e, th e lin kage betw een E A , str a te gy, busin ess, a nd te chno lo gy w as s h o w n.
Chap te r 3 Q uestio n s a n d E xerc is e s 1. W hat a re s o m e o f th e a re as o f v alu e th at a re g enera te d b y a n E A p ro gra m ? 2. W hat a re s o m e o f th e r is k s a sso cia te d w ith i m ple m enti n g a n E A p ro gra m ?
3. H ow d oes E A h elp a n e nte rp ris e to v ie w i ts s tr a te gic d ir e cti o n/g o als ?
4. H ow d oes E A h elp a n e nte rp ris e to v ie w i ts b usin ess s e rv ic es?
5. H ow d oes E A h elp a n e nte rp ris e to v ie w te chno lo gy r e so urc es?
6. W hat i s m eant b y m anagin g r is k ? P ro vid e tw o m eth o ds to m anage r is k .
7. H ow d oes E A l in k to s tr a te gy, b usin ess, a nd te chno lo gy?
8. S ele ct a re al- w orld m ed iu m -o r la rg e-s iz e d b usin ess and id enti fy th e fo llo w in g:
a. A re as o f p ote nti a l v alu e th at a n E A p ro gra m w ould p ro vid e.
b. A re as o f p ote nti a l ris k to th e im ple m enta ti o n a nd a ccep ta nce o f a n EA p ro gra m , a nd s tr a te gie s to m iti g ate th o se r is k s.
c. H ow E A c an h elp d ev elo p v ie w s o f th is b usin ess’ s tr a te gic d ir e cti o n and g o als ; b usin ess s e rv ic es; a nd s u p porti n g r e so urc es. S ectio n I I D ev elo p in g a n E nte rp ris e A rc h it e ctu re S ecti o n II defin es and desc rib es ho w to acco m plis h and im ple m ent an E nte rp ris e A rc hite ctu re . It c o vers w hat a n E A fr a m ew ork is , p re se nts a s te p - b y-s te p m eth o dolo gy to im ple m ent a n E A , d is c usse s h o w to d ocum ent c urre nt a nd fu tu re v ie w s o f th e E A , a nd d esc rib es h o w to a rti c ula te th e E A in a n “ E A M anagem ent P la n,” w hic h a ls o s e rv es a s a tr a nsiti o n a nd s e q uencin g p la n f r o m t h e c urre nt to th e f u tu re a rc hite ctu re .
F ound ati o nal e le m ents o f a n E A p ro gra m a re th e d ocum enta ti o n f r a m ew ork a nd t h e im ple m enta ti o n m eth o dolo gy. T he E A d ocum enta ti o n fr a m ew ork d efin es w hat th e E A p ro gra m w ill d ocum ent, a nd th e E A im ple m enta ti o n m eth o dolo gy d efin es h ow th at d ocum enta ti o n w ill b e g ath ere d a nd u se d . B y d ocum enti n g c urre nt a nd f u tu re v ie w s, a lo ng w ith a n E A M anagem ent P la n, th e E A i m pro ves p la nnin g a gility , h elp s to p rio riti z e r e so urc e u ti liz a ti o n, a nd h elp s to l o w er th e r is k o f p ro je ct f a ilu re s. S ecti o n I I i s o rg aniz e d a s f o llo w s:
C ase S tu dy Scen e 3 : T he I m porta nce o f a M eth odolo gy C hapte r 4 T he I m ple m enta ti o n M eth o dolo gy C hapte r 5 T he D ocum enta ti o n F ra m ew ork C hapte r 6 C om ponents a nd A rti fa cts C ase S tu dy S cene 4 : D ev elo pin g C urre nt a nd F utu re E A V ie w s C hapte r 7 D ev elo pin g C urre nt A rc hite ctu re V ie w s C hapte r 8 D ev elo pin g F utu re A rc hite ctu re V ie w s C hapte r 9 D ev elo pin g a n E A M anagem ent P la n C ase S tu dy ( S cen e 3 )-T he I m porta n ce o f a M eth od olo gy T he C ase S tu d y c o nti n ues th e sc enario a t D anfo rth M anufa ctu rin g C om pany t h at w as p re se nte d i n S ecti o n I . N ow th at th e C EO h as d ecid ed to p ro ceed w ith a n E A p ro gra m , th is p art o f th e C ase S tu d y w ill f o cus o n h o w th e E A p ro gra m a nd im ple m enta ti o n m eth o dolo gy w ill b e im ple m ente d . T he C IO h as h ir e d a C hie f Arc hite ct, w ho desc rib es th e need fo r and purp ose of an EA m eth o dolo gy. Chap te r 4 -T he I m ple m en ta tio n M eth od olo gy Chap te r 4 d esc rib es th e E A i m ple m enta ti o n m eth o dolo gy, w hic h i s th e d eta ile d pro ced ure f o r d oin g a n E A . T he E A 3 ‘ C ub e’ i s u se d a s th e e xam ple f r a m ew ork fo r d is c ussin g a n im ple m enta ti o n m eth o dolo gy. T he v alu e o f a d opti n g a n E A meth o dolo gy is d is c usse d in te rm s o f p ro vid in g a d eta ile d , co m pre hensiv e ap pro ach to E A g o vern ance a nd d ocum enta ti o n, r e d ucin g th e r is k o f p ro ducin g an E A th at’ s n o t u se fu l to s ta keho ld ers .
Chap te r 5 -T he D ocu m en ta tio n F ra m ew ork Chap te r 5 d esc rib es th e p urp ose o f a n E A d ocum enta ti o n fr a m ew ork a nd h o w it esta b lis h es th e sc o pe of th e E A . Sev era l exis ti n g E A fr a m ew ork s are pre se nte d a s e xam ple s th at h av e d iffe re nt a re as o f fo cus a nd r e la ti o nsh ip s fo r EA d ocum enta ti o n. A ls o , a th e E A 3 F ra m ew ork is p re se nte d in d eta il, a s it beco m es th e b asis f o r f u rth er d is c ussio n a b out h o w a n E A f r a m ew ork c an l in k str a te gy, b usin ess, a nd te chno lo gy to geth er to h elp im pro ve r e so urc e p la nnin g and d ecis io n-m akin g th ro ugho ut th e e nte rp ris e .
Chap te r 6 -E A C om pon en ts a n d A rtif a cts Chap te r 6 d esc rib es E A c o m ponents a nd r e la te d a rti fa cts . E A c o m ponents a re th o se p lu g-a nd -p la y ‘ c hangeab le ’ ite m s th at p ro vid e c ap ab iliti e s a t e ach le v el of th e fr a m ew ork . E xam ple s in clu d e str a te gic g o als a nd m easu re s, b usin ess se rv ic es, in fo rm ati o n o bje cts , so ftw are a p plic ati o ns, a nd n etw ork h ard w are .
EA a rti fa cts a re th e d esc rip ti o ns o f th e E A c o m ponents . T yp es o f E A a rti fa cts in clu d e te xt docum ents , manuals , guid es, te chnic al re fe re nce mate ria l, gra p hic s, dra w in gs, pic tu re s, ra w data , in fo rm ati o n, pre se nta ti o ns, sp re ad sh eets , a nd v id eo s.
Case S tu dy ( S cen e 4 )-D evelo p in g C urre n t / F utu re E A V ie w s This p art o f th e C ase S tu d y i llu str a te s h o w c urre nt a nd f u tu re E A v ie w s w ill b e dev elo ped . T he c o nte xt is th at o f e v alu ati n g s e v era l p ro pose d IT s y ste m s a nd lo okin g fo r co m mon re q uir e m ents and co m bin ed so lu ti o ns. F ollo w in g th is ev alu ati o n, tw o se gm ents o f th e D M C arc hite ctu re w ill b e d ev elo ped th at co ver s e v era l l in es o f b usin ess.
Chap te r 7 -D evelo p in g C urre n t A rc h it e ctu re V ie w s Chap te r 7 c o vers th e d ev elo pm ent o f a rti fa cts th at r e fle ct c urre nt v ie w s o f E A co m ponents , w ith in th e co nte xt of th e EA 3 fr a m ew ork and th e re la te d im ple m enta ti o n m eth o dolo gy. C urre nt E A v ie w s a re im porta nt to a n e nte rp ris e in th at th ey e sta b lis h a nd /o r v erify w hat re so urc es (in clu d in g IT ) a re b ein g use d i n th e l in es o f b usin ess to s u p port th e a chie v em ent o f s tr a te gic g o als . T he curre nt E A v ie w s b eco m e a r e fe re nce b ase lin e m uch l ik e a n i n v ento ry th at th en su p ports p la nnin g a nd d ecis io n-m akin g r e gard in g th e f u tu re a rc hite ctu re .
Chap te r 8 -D evelo p in g F utu re A rc h it e ctu re V ie w s Chap te r 8 c o vers th e d ev elo pm ent o f fu tu re v ie w s o f E A c o m ponents , a gain with in th e co nte xt of th e E A 3 fr a m ew ork and th e re la te d docum enta ti o n meth o dolo gy. T he f u tu re v ie w s o f th e E A a re i m porta nt to th e e nte rp ris e a s th ey enco m pass o ne o r m ore p ossib le fu tu re s ta te s, w hic h re p re se nt s tr a te gie s fo r su ccessfu l p erfo rm ance in re sp onse to in te rn al a nd e xte rn al in flu ences. T he fu tu re v ie w s o f th e E A a re d ev elo ped in w ays th at a llo w th em to b e d ir e ctl y re la te d to th e E A’s curre nt v ie w s at each le v el o f th e fr a m ew ork , so th at pla nned c hanges a re e v id ent, a nd v ario us ty p es o f c hanges c an b e m odele d .
The c hap te r a ls o p ro vid es a d esc rip ti o n o f a m eth o d fo r d ev elo pin g fu tu re vie w s th at is calle d “sc enario pla nnin g.” Futu re sc enario s can help th e ente rp ris e to env is io n one or m ore pote nti a l fu tu re busin ess/te chno lo gy opera ti n g sta te s in a w ay th at h elp s to id enti fy a re as o f c hange th at w ill b e im porta nt to th e s u ccessfu l a tta in m ent o f s tr a te gic g o als .
Chap te r 9 -D evelo p in g a n E A M an agem en t P la n Chap te r 9 d is c usse s th e d ev elo pm ent o f a n E A M anagem ent P la n, w hic h i s th e docum ent th at d esc rib es h o w a n e nte rp ris e w ill m anage th e tr a nsiti o n o f its curre nt p ro cesse s a nd re so urc es to th o se w hic h w ill b e n eed ed in th e fu tu re .
This tr a nsiti o n fr o m th e c urre nt E A to th e fu tu re E A is a n o ngo in g a cti v ity , a s new re so urc es th at are id enti fie d in th e fu tu re E A are im ple m ente d and th ere fo re beco m e part of th e curre nt EA . The purp ose of co nfig ura ti o n managem ent a nd v ers io n c o ntr o l a re a ls o d is c usse d , a lo ng w ith th e n eed to se q uence i m ple m enta ti o n p ro je cts . C ase S tu dy:
D an fo rth M an ufa ctu rin g C om pan y S cen e 3 : T he I m porta n ce o f a M eth odolo gy A t a m eeti n g of th e E xecuti v e C om mitte e se v era l w eeks befo re , R obert D anfo rth , th e P re sid ent a nd C EO o f D anfo rth M anufa ctu rin g C om pany ( D M C), h ad a p pro ved th e r e q uest o f C IO S am Y oung to u se a n E A a p pro ach to e v alu ate t w o se ts of IT sy ste m re q uir e m ents th at C O O K ate Ja rv is and C FO Jim G orm an h ad b ro ught to th e e xecuti v e le ad ers h ip g ro up . S am is n o w m ovin g f o rw ard o n a p la n a nd a b usin ess c ase to d ev elo p a n a rc hite ctu re fo r s e v era l l in es o f b usin ess r e la te d to K ate a nd J im ’s r e q uir e m ents . T hese “ se gm ents ” o f t h e D M C e nte rp ris e a rc hite ctu re w ill h elp K ate a nd J im to e v alu ate th eir r e cent r e q uests fo r new in fo rm ati o n sy ste m s to se e if th ere w ere overla p pin g r e q uir e m ents .
T o p ro perly p ro vid e le ad ers h ip a nd re so urc es fo r th e p ro je ct, S am w ork ed w ith D M C’s E xecuti v e C om mitte e d urin g th e p ast w eek to o bta in a p pro val to e sta b lis h a n E A P ro gra m th at w ould b e l e d b y a q ualifie d C hie f A rc hite ct. T he n ew ly a p poin te d C hie f A rc hite ct r e p orts to S am . H e s e le cte d V in ce A lb rig ht, w ho m h e h ad k no w n f r o m e arlie r w ork . A ls o , S am w as g iv en a b ud get f o r th is i n iti a l E A pro je ct w ith in th e E A Pro gra m , and a w ork in g are a th at can a cco m modate s e v era l p eo ple w ho w ill b e h ir e d a nd /o r “ b orro w ed ” f r o m o th er b usin ess a re as f o r th e p erio d o f th e p ro je ct.
T his in iti a l a rc hite ctu re e ffo rt is th e te st c ase fo r c o nsid erin g th e d ev elo pm ent o f a c o m pany-w id e E A f o r D M C. S cene 3 d esc rib es th e f ir s t m eeti n g o f th e E A W ork in g G ro up , w hic h in clu d es Sam , K ate , Jim , Vin ce, se v era l lin e of b usin ess m anagers , L ily Je ffe rs o n a se nio r sy ste m s analy st at D M C, and s e v era l e nd u se rs o f D M C’s c urre nt s a le s a nd f in ance s y ste m s.
“ H ello , a nd w elc o m e to th e E nte rp ris e A rc hite ctu re W ork in g G ro up ” s a id S am .
W e are go in g to dev elo p tw o se gm ents of th e co m pany’s ente rp ris e a rc hite ctu re , w hic h c o ver s e v era l l in es o f b usin ess. T hese a re l in es o f b usin ess t h at n eed m ore IT s u p port. B efo re w e c an d o th at, w e n eed to h av e a d eta ile d m eth o dolo gy th at w ill g uid e o ur e ffo rts a nd r e d uce th e r is k th at w e w ill n o t b e su ccessfu l in dev elo pin g th e E A se gm ents . I hav e hand ed out a one-p age outl in e o f a n E A m eth o dolo gy th at I u se d w ith a no th er e nte rp ris e a nd i t h elp ed tr e m end ously . The fo ur phase s of th e meth o dolo gy co ver pro gra m esta b lis h m ent, meth o dolo gy dev elo pm ent, docum enta ti o n acti v iti e s, and main te nance. D urin g th e p ast s e v era l w eeks, I h av e w ork ed w ith th e E xecuti v e Com mitte e to fo rm ally e sta b lis h th e E A P ro gra m a nd b rin g V in ce A lb rig ht o n board a s o ur n ew C hie f A rc hite ct. V in ce, c o ngra tu la ti o ns a nd w elc o m e. V in ce was w ith m e d urin g th e p rio r p ro je ct th at w e u se d th is E A m eth o dolo gy, s o I am g o in g to tu rn it o ver to h im to te ll u s a b out th at a nd g uid e th e E A W ork in g Gro up th ro ugh a r e v ie w to s e e i f w e w ant to m ake a ny c hanges.” “T hank y o u S am ” s a id V in ce. “ It i s a p le asu re to b e a t D M C a nd to b e w ork in g with y o u a gain o n a n E A p ro gra m , e sp ecia lly o ne th at p ro m is e s to b rin g g re at valu e to th is e nte rp ris e . T he f ir s t th in g I w ould l ik e y o u to k no w i s th at a s C hie f Arc hite ct, I w ill b e v ery in clu siv e re gard in g sta keho ld er in v olv em ent in th e dev elo pm ent o f th e E A p ro gra m a nd a ll E A s e gm ents . T his is b ecause I h av e se en th at dow n-ro ad accep ta nce can only be gain ed th ro ugh th e ongo in g parti c ip ati o n o f th o se w ho w ill b e u sin g th e E A i n fo rm ati o n, a nd th o se w ho a re im pacte d b y th e E A p ro gra m . S eco nd , I ’ d l ik e to te ll y o u b rie fly a b out m y v ery fir s t E A p ro je ct, o ne w here w e d id n o t u se a m eth o dolo gy. T his p ro je ct s ta rte d ok, b ut lo st its w ay a s th e s e gm ents w ere b ein g d ev elo ped . W hy? B ecause th e EA Team did no t hav e anyth in g to use w ith parti c ip ants to keep th in gs sta nd ard iz e d , o r m ain ta in sta keho ld er in te re st w ith , and w e end ed up w ith se gm ents th at d id n o t in te gra te in to a n o vera ll E A … so th e p ro je ct d id n o t pro duce th e a m ount o f v alu e th at w as e xp ecte d , a nd th e E A in fo rm ati o n w as ra re ly u se d .” “ S in ce th en, I’ v e le arn ed to le t th e b usin ess re q uir e m ents d riv e th e a rc hite ctu re , a nd to d ev elo p s e gm ents c o lla b ora ti v ely w ith th o se w ho w ill use th em , s o th ey c an e nsu re th at th e ty p es o f E A in fo rm ati o n a re th ere w hen th ey n eed i t.. n o t j u st th e I T i n fo rm ati o n w e th in k th ey w ill n eed .” Vin ce co nti n ued . “W hat yo u re ceiv ed se v era l w eeks ago w as th e D M C Ente rp ris e A rc h ite ctu re P la n-F in ancia l a nd P ro ductio n S eg m en ts r e p ort th at Sam , L ily , a nd I d ev elo ped w ith J im , K ate , a nd s e v era l m em bers o f th is E A Work in g G ro up . T hat re p ort la ys o ut th e b usin ess c ase fo r th is E A p ro je ct, whic h is to ev alu ate th e busin ess and te chno lo gy re q uir e m ents fo r tw o pro pose d s y ste m s. T o d o th at ty p e o f a naly sis , w e n eed s e v era l s e gm ents o f a n overa ll D M C e nte rp ris e a rc hite ctu re , to p ro vid e r e fe re nce v ie w s o f th e c urre nt and p la nned p ro cess a nd r e so urc es in v olv in g D M C’s s tr a te gic g o als , b usin ess acti v iti e s, and te chno lo gy cap ab iliti e s. To dev elo p th ese se gm ents fo r th e fin ance a nd p ro ducti o n lin es o f b usin ess, w e n eed a m eth o dolo gy. A s S am sa id , th is m eth o dolo gy w ill h elp k eep u s o n tr a ck a nd r e d uce th e r is k o f p ro je ct fa ilu re .” Jim ask ed , ‘W hat do I need to do to help w ith th is m eth o dolo gy?” S am answ ere d , “ L ook a t th e o utl in e a nd te ll u s w hat is n o t th ere , p erh ap s th ere is so m eth in g m ore th at y o u a s a b usin ess e xecuti v e m ig ht n eed to h av e a s p art o f our E A P ro gra m o r d ocum enta ti o n p ro cess. A ls o , w hen w e g et to th e m odelin g ste p s, w e n eed to k no w f r o m y o u, K ate , a nd y o ur r e sp ecti v e s ta ff w hat k in d o f pla nnin g a nd d ecis io n-m akin g in fo rm ati o n y o u n eed in y o ur lin es o f b usin ess.
We als o need to kno w th e fo rm ats yo u w ould re q uir e . F ro m th at, th e E A Work in g G ro up c an r e fin e th e r e q uir e m ents th at w e w ill u se to s e le ct m odelin g te chniq ues a nd to ols . O nce w e g et th e c urre nt v ie w s e sta b lis h ed fo r y o ur a nd Kate ’s E A se gm ents , w e can d ev elo p so m e fu tu re o pera ti n g sc enario s and id enti fy p la nnin g a ssu m pti o ns. T his is th e b ase lin e o f E A in fo rm ati o n th at w e can f in ally u se to e v alu ate y o ur p ro posa ls f o r s e p ara te s y ste m . W e’ll s e e i f th ey fit in to th e fu tu re a rc hite ctu re a s p ro pose d , o r w e w ill b e a b le to d ete rm in e if th ere i s a b ette r w ay to m eet y o ur r e q uir e m ents .” Vin ce s p oke u p . “ S am ta lk ed a b out a lo t o f in te rd ep end ent p arts th ere , w hic h ho pefu lly r e in fo rc es o ur c o m ments a b out th e v alu e o f h av in g a m eth o dolo gy to guid e E A a cti v iti e s. A ls o , S am a llu d ed to d iffe re nt ty p es o f E A in fo rm ati o n th at w e w ill b e g ath erin g a nd y o u m ay b e w ond erin g w hat th at i s a nd h o w i t i s org aniz e d ? T he s h o rt a nsw er i s th at w e w ill u se a n E A f r a m ew ork . O ne o f th e fo und ati o nal e le m ents o f a ny E A p ro gra m i s th e s e le cti o n o f a n E A f r a m ew ork th at d efin es th e s c o pe o f th e o vera ll a rc hite ctu re a nd i ts s u b -s e gm ents . F urth er, th e g ra p hic d ep ic ti o n o f th e E A fr a m ew ork p ro vid es a v is u al im age o f th e are as o f th e E A a nd h o w th ey re la te . In o ur p ro je ct, w e w ill re v ie w s e v era l fr a m ew ork s d urin g th is m eeti n g th at a re in u se a nd se le ct th e o ne th at b est se rv es o ur n eed s. S o, le t’ s g et o n w ith th e re v ie w o f th e E A im ple m enta ti o n meth o dolo gy.” The E A W ork in g G ro up m eeti n g f in is h ed i ts r e v ie w o f th e E A m eth o dolo gy a nd se le cte d a n E A d ocum enta ti o n f r a m ew ork . V in ce c alle d f o r a m eeti n g l a te r th at week to dis c uss ho w th e m eth o dolo gy and fr a m ew ork w ould be use d to docum ent th e c urre nt a nd fu tu re v ie w s o f th e tw o E A s e gm ents th at th e p ro je ct is r e sp onsib le fo r. S am w ill b rie f th e s e le cte d m eth o dolo gy a nd fr a m ew ork to th e E xecuti v e C om mitte e a t th e n ext b i- m onth ly s ta tu s m eeti n g. T he C EO h ad re q ueste d th ese m eeti n gs to s ta y i n to uch w ith th e E A p ro je ct. C hap te r 4 T he I m ple m en ta tio n M eth od olo gy C hap te r O verv ie w T his chap te r desc rib es th e EA im ple m enta ti o n meth odolo gy (E A m eth o dolo gy), w hic h is a d eta ile d p ro ced ure fo r e sta b lis h in g, m ain ta in in g a nd u sin g a n E A fr a m ew ork a nd d ocum enta ti o n a p pro ach. T he E A m eth o dolo gy is t h e fir s t ste p in c o ord in ati n g th e E A d ocum enta ti o n a p pro ach. T he v alu e o f a d opti n g an EA m eth o dolo gy is th at it re d uces th e ris k of cre ati n g an i n effe cti v e E A p ro gra m a nd /o r i n accura te E A d ocum enta ti o n.
K ey T erm :
EA F ra m ew ork T he E A fr a m ew ork is a s tr u ctu re fo r o rg aniz in g in fo rm ati o n th at d efin es th e s c o pe of th e arc hite ctu re ; what th e E A pro gra m w ill docum ent and th e r e la ti o nsh ip o f v ario us a re as o f th e a rc hite ctu re .
K ey T erm :
EA M eth odolo gy T he E A m eth o dolo gy d efin es ho w th e E A w ill b e im ple m ente d and ho w d ocum enta ti o n w ill b e d ev elo ped , a rc hiv ed , a nd u se d ; in clu d in g th e s e le cti o n o f a f r a m ew ork , m odelin g to ols , a nd o n-lin e r e p osito ry .
L ea rn in g O bje ctiv es U nd ers ta nd th e purp ose of an E A m eth o dolo gy w ith in th e E A pro gra m .
U nd ers ta nd th e s te p s o f a n e xam ple E A m eth o dolo gy.
U nd ers ta nd th e re la ti o nsh ip b etw een an E A fr a m ew ork and E A meth o dolo gy.
I n tr o d uctio n An E A m eth o dolo gy is a d eta ile d , ste p -b y-s te p d esc rip ti o n o f h o w th e E A pro gra m i s to b e e sta b lis h ed a nd r u n, a nd h o w th e d ocum enta ti o n o f th e EA is to b e d ev elo ped , m ain ta in ed , a nd u se d . T he E A m eth o dolo gy p re se nte d in th is b ook is fle xib le e no ugh to s u p port th e u se o f m any o f th e p opula r E A fr a m ew ork s, to ols , a nd re p osito rie s. F ig ure 4 -1 p ro vid es a n o verv ie w o f th e six b asic e le m ents o f E A d ocum enta ti o n th at w ere p re se nte d i n C hap te r 1 . T his Chap te r b uild s o n th e b asic e le m ents b y e sta b lis h in g a fo ur p hase /tw enty -s te p meth o dolo gy to esta b lis h an EA pro gra m and im ple m ent th e six EA docum enta ti o n e le m ents .
Fig ure 4 -1 : T he B asic E le m ents o f E A D ocum enta ti o n Hom e Arc h ite ctu re Analo gy:
A n EA m eth o dolo gy is lik e th e sta nd ard ap pro ach th at arc hite cts are ta ught fo r d esig nin g and co nstr u cti n g a ho m e.
There a re th in gs th at m ust b e d one i n a c erta in w ay a nd o rd er f o r th e d esig n to be s u ccessfu l a nd f o r th e h o m e to b e p ro perly c o nstr u cte d .
Dis c u ssio n The e sta b lis h m ent o f a n E A p ro gra m h as m any fa cets a nd o ne o f th e k eys to su ccess is to u se a d eta ile d d ocum enta ti o n m eth o dolo gy to g et th e p ro gra m sta rte d , a nd th en to g uid e th e E A d ocum enta ti o n e ffo rt. T he E A m eth o dolo gy desc rib ed in th is b ook is g enera liz e d s o it c an b e u se d in a w id e v arie ty o f pub lic and priv ate se cto r ente rp ris e s, and can su p port m any ty p es of E A fr a m ew ork s, to ols , a nd r e p osito rie s. D ep end in g o n th e ty p e o f e nte rp ris e , s o m e parts o f th e E A m eth o dolo gy m ay n eed to b e c hanged .
It is im porta nt to d ev elo p an E A m eth o dolo gy as o ne o f th e fir s t ste p s in esta b lis h in g th e E A p ro gra m , b ecause i t f o rc es th e e nte rp ris e to ‘ th in k th ro ugh’ th e f o llo w in g i m porta nt c o nsid era ti o ns:
• W hic h a re as o f th e e nte rp ris e th e E A w ill c o ver ( s c o pe) • T he a p pro ach to E A g o vern ance ( e .g ., c entr a liz e d o r d ecentr a liz e d ) • T he ty p es o f E A d ocum enta ti o n ( k no w n a s a rti fa cts ) th at w ill b e n eed ed to su p port b usin ess a nd te chno lo gy r e so urc e p la nnin g a nd d ecis io n-m akin g • T he E A d ocum enta ti o n fr a m ew ork th at b est su p ports th e need s o f th e ente rp ris e • T he m eth o ds a nd te chniq ues f o r g ath erin g o r d ev elo pin g E A d ocum enta ti o n • T he s o ftw are m odelin g to ols , w eb a p plic ati o ns, a nd d ata b ase s th at w ill b e need ed to auto m ate d ocum enta ti o n te chniq ues and enab le fu tu re sc enario modelin g • H ow E A use rs w ill access and sh are E A d ocum enta ti o n (e .g . an E A re p osito ry ) • H ow o fte n E A d ocum enta ti o n w ill b e u p date d The 20-s te p pro cess pre se nte d on th e fo llo w in g pages is an exam ple E A im ple m enta ti o n m eth o dolo gy th at c o nta in s a ll o f th e g enera l s te p s th at w ould su p port th e c re ati o n o f a n ew , c o m pre hensiv e E A p ro gra m . It s h o uld b e n o te d th at th e r e v ita liz a ti o n o f a n e xis ti n g E A p ro gra m w ill in v olv e a d diti o nal s te p s th at w ill v ary w ith e ach s itu ati o n. R ev ita liz a ti o n c o uld fo cus o n th e s e le cti o n of a diffe re nt E A fr a m ew ork and im ple m enta ti o n m eth o dolo gy, and /o r th e id enti fic ati o n o f n ew v erti c al a nd h o riz o nta l p arti ti o ns o f th e e nte rp ris e th at is bein g d ocum ente d ( s e gm ents a nd c ro ssc uts ).
Ente rp ris e A rc h it e ctu re I m ple m en ta tio n M eth od olo gy Phase I : E A P ro gra m E sta blis h m ent Ste p 1: E sta b lis h th e E A M anagem ent P ro gra m and id enti fy a C hie f Arc hite ct.
Ste p 2 : E sta b lis h a n E A i m ple m enta ti o n m eth o dolo gy.
Ste p 3: Esta b lis h EA go vern ance and lin ks to oth er managem ent pro cesse s.
Ste p 4 : D ev elo p a n E A C om munic ati o n P la n to g ain s ta keho ld er b uy-in .
Phase I I: E A F ra m ew ork a nd T ool S ele ctio n Ste p 5 : S ele ct a n E A d ocum enta ti o n f r a m ew ork .
Ste p 6 : Id enti fy E A L in es o f B usin ess/C ro ssc uts a nd th e o rd er o f th eir docum enta ti o n.
Ste p 7 : I d enti fy th e E A c o m ponents to b e d ocum ente d f r a m ew ork -w id e.
Ste p 8 : S ele ct d ocum enta ti o n m eth o ds a p pro pria te f o r th e f r a m ew ork .
Ste p 9: Sele ct so ftw are ap plic ati o ns/to ols to su p port auto m ate d E A docum enta ti o n.
Ste p 1 0: S ele ct a nd e sta b lis h a n o n-lin e E A r e p osito ry f o r d ocum enta ti o n and a naly sis .
Phase I II: D ocu m enta tio n o f t h e E A Ste p 1 1 : E valu ate e xis ti n g b usin ess a nd te chno lo gy d ocum enta ti o n f o r u se in th e E A .
Ste p 12: D ocum ent curre nt vie w s of exis ti n g E A co m ponents in all fr a m ew ork a re as ( le v els /th re ad s). S to re a rti fa cts i n th e o n-lin e r e p osito ry .
Ste p 1 3: D ev elo p s e v era l f u tu re b usin ess/te chno lo gy o pera ti n g s c enario s.
Ste p 1 4: I d enti fy f u tu re p la nnin g a ssu m pti o ns f o r e ach f u tu re s c enario .
Ste p 1 5: U se th e sc enario s and o th er p ro gra m /s ta ff in p ut to d riv e th e docum enta ti o n o f fu tu re E A c o m ponents in a ll fr a m ew ork a re as. S to re arti fa cts i n th e o n-lin e E A r e p osito ry .
Ste p 1 6: D ev elo p a n E A M anag em ent P la n to s e q uence p la nned c hanges in th e E A .
Phase I V : U se a nd M ain ta in t h e E A Ste p 1 7: U se E A i n fo rm ati o n to s u p port p la nnin g a nd d ecis io n-m akin g.
Ste p 1 8: R egula rly u p date c urre nt a nd f u tu re v ie w s o f E A c o m ponents .
Ste p 1 9: M ain ta in a n E A R ep osito ry f o r m odelin g a nd a naly sis p ro ducts .
Ste p 2 0: R ele ase a nnual u p date s to th e E A M anagem ent P la n.
This E A i m ple m enta ti o n m eth o dolo gy a d dre sse s th e e sta b lis h m ent o f a n ew E A pro gra m a nd d ocum enta ti o n s e t. T he r e v ita liz a ti o n o f e xis ti n g, b ut u np ro ducti v e EA p ro gra m s, o r s w itc hin g a p pro aches, k ey p ers o nnel, o r c o ntr a cte d s u p port sh o uld b e h and le d th ro ugh th e a d diti o n o f S te p s in P hase I a nd /o r P hase II to ad dre ss th ese c hanges. T he fo llo w in g a re m ore d eta ile d d esc rip ti o ns o f e ach ste p i n th e e xam ple E A m eth o dolo gy:
Phase I : E A P ro gra m E sta b lis h m en t Phase I a cti v iti e s a re d esig ned to g et th e E A p ro gra m in iti a lly s ta rte d , id enti fy key p la yers , a nd c o m munic ate th e E A im ple m enta ti o n p la n to th e execu tiv e sp onso r a nd o th er s ta keh o ld ers i n o rd er to g ain b uy-in a nd s u p port. T hese p re - docum enta ti o n a cti v iti e s a re im porta nt to e nsu rin g th at th e E A p ro gra m h as cle ar g o als , r e m ain s f o cuse d , a nd i s a ccep te d th ro ugho ut th e e nte rp ris e .
Key T erm :
E xecu tiv e S pon so r The e xecuti v e w ho h as d ecis io n-m akin g a uth o rity o ver th e E A p ro gra m a nd who p ro vid es r e so urc es a nd s e nio r l e ad ers h ip f o r th e E A p ro gra m .
Ste p 1 : E sta blis h t h e E A M anagem ent P ro gra m and id entif y a C hie f A rc h it e ct.
The f ir s t s te p i s f o r a n e xecuti v e s p onso r to e sta b lis h a n E A p ro gra m a nd id enti fy a C hie f A rc hite ct to le ad th e P ro gra m . T he E A pro gra m is in iti a lly a sta rt- u p p ro je ct (P hase s I- III) and th en an o ngo in g p ro gra m (P hase IV ). T he e xecuti v e s p onso r m ust p ro vid e th e C hie f A rc hite ct w ith eno ugh re so urc es (e .g ., bud get, pers o nnel, hard w are /s o ftw are , and fa ciliti e s) and th e auth o rity to be ab le to pro perly esta b lis h th e E A pro gra m . T he C hie f A rc hite ct sh o uld b e acco unta b le fo r E A p ro gra m re so urc es. O ne o f th e C hie f A rc hite ct’ s f ir s t a cti o ns s h o uld b e to e sta b lis h an E A te am th at c o nsis ts o f tr a in ed E A a rc hite cts a nd re p re se nta ti v es o f vario us s ta keho ld er g ro up s.
Ste p 2 : E sta blis h a n E A im ple m enta tio n m eth odolo gy.
The s e co nd s te p i n th e E A m eth o dolo gy i s f o r th e C hie f A rc hite ct a nd E A te am to id enti fy a ll o f th e ste p s in th e m eth o dolo gy th at th e e nte rp ris e need s in ord er to cre ate an effe cti v e E A pro gra m . T he exam ple E A meth o dolo gy d is c usse d i n th is c hap te r c an b e u se d a s i t i s p re se nte d o r i t can b e m odifie d to m eet th e p arti c ula r need s o f th e ente rp ris e . O th er meth o dolo gie s fr o m th e pub lic and priv ate se cto r can be use d . T he im porta nt th in g to re m em ber in sta rti n g an E A is to hav e a deta ile d meth o dolo gy th at w ill guid e pro gra m im ple m enta ti o n and su b se q uent docum enta ti o n a cti v iti e s, a s w ell a s re d uce th e ris k o f th e E A p ro gra m lo sin g f o cus, e ffe cti v eness, a nd v alu e.
Ste p 3 : E sta blis h E A g overn ance a nd lin k s to o th er m anagem ent p ro ce sse s.
The th ir d ste p is fo r th e e xecuti v e sp onso r a nd C hie f A rc hite ct to c o - dev elo p an ap pro ach to E A go vern ance th at enab le s effe cti v e p olic y, pla nnin g, a nd d ecis io n-m akin g w ith in th e E A m anagem ent p ro gra m . T his ap pro ach to E A go vern ance sh o uld in clu d e lin ks to o th er m anagem ent pro cesse s fo r str a te gic p la nnin g, c ap ita l p la nnin g, p ro je ct m anagem ent, se curity , a nd w ork fo rc e s k ills p la nnin g.
Ste p 4 : D evelo p a n E A Com munic a tio n P la n a nd g ain s ta k ehold er b uy-in .
The n ext s te p i s to dev elo p a n E A C om munic ati o n P la n th at a rti c ula te s th e E A d ocum enta ti o n meth o dolo gy a nd a s c hed ule f o r P hase I I a nd I II a cti v iti e s. T he E A Com munic ati o n P la n s h o uld b e w ritte n i n p la in l a nguage to g ain sta keho ld er b uy-in f r o m n o n-te chnic al e xecuti v es, l in e o f b usin ess managers , s u p port s ta ff, a nd o th er p ote nti a l e nd u se rs o f E A docum enta ti o n. T he C om munic ati o n P la n s h o uld i n clu d e s ta te m ents a b out th e p urp ose a nd v is io n o f th e E A , e xam ple s o f h o w th e E A w ill b rin g valu e to th e e nte rp ris e , w here E A d ocum enta ti o n w ill b e a v aila b le f o r access, a s u m mary o f th e m eth o dolo gy u se d , a nd th e g enera l p rin cip le s th at w ill b e u se d f o r E A d ev elo pm ent.
Phase I I: E A F ra m ew ork a n d T ool S ele ctio n Phase II acti v iti e s ta ke p la ce w hen th e in iti a l se t o f E A d ocum enta ti o n is dev elo ped . T his b egin s w ith th e s e le cti o n o f a n E A d ocum enta ti o n fr a m ew ork th at w ill id enti fy th e sc o pe o f th e a rc hite ctu re , g uid e th e te chniq ues fo r th e modelin g o f c urre nt v ie w s, d ev elo p fu tu re s c enario s a nd a sso cia te d m odelin g, and esta b lis h an on-lin e E A re p osito ry th at w ill arc hiv e all of th e E A docum enta ti o n a rtifa cts .
Key T erm :
E A A rtif a ct An E A a rti fa ct is a d ocum enta ti o n p ro duct, s u ch a s a te xt d ocum ent, s y ste m sp ecific ati o n, ap plic ati o n in te rfa ce in fo rm ati o n, dia gra m , sp re ad sh eet, brie fin g s lid es, a nd /o r v id eo c lip .
Ste p 5 : S ele ct a n E A d ocu m enta tio n f r a m ew ork .
The fir s t s te p o f P hase II in v olv es th e s e le cti o n o f a n E A d ocum enta ti o n fr a m ew ork by th e C hie f A rc hite ct, w ith in p ut fr o m th e E A te am and sta keho ld ers . T he fr a m ew ork s h o uld id enti fy th e a re as o f th e e nte rp ris e th at th e E A w ill c o ver, a nd h o w th o se a re as r e la te . F or e xam ple , th e E A 3 fr a m ew ork id enti fie s fiv e fu ncti o nal a re as a nd th re e ‘ th re ad ’ a re as to b e docum ente d , o rg aniz e s d iffe re nt ty p es o f c o m ponents , a nd th en o rie nts th e co m ponents in to lin es o f b usin ess. T hese re la ti o nsh ip s a re im porta nt in co nv eyin g ho w th e ente rp ris e use s its pro cesse s and re so urc es in acco m plis h in g i ts g o als .
Ste p 6 : I d entif y t h e E A L in es o f B usin ess a nd Cro ssc u ts a nd t h e o rd er o f t h eir d ocu m enta tio n.
The s e co nd s te p o f P hase I I i n v o lv es th e i d enti fic ati o n o f v erti c al L in es o f Busin ess ( a ls o k no w n a s S egm ents ) a nd h o riz o nta l c ro ssc utti n g i n iti a ti v es with in th e ente rp ris e th at can be se p ara te ly arc hite cte d , and w hen co m bin ed , w ill re p re se nt th e E A fo r th e enti r e ente rp ris e . S om eti m es dis ti n ct v erti c al L O Bs a re r e ad ily a p pare nt s u ch a s f u ncti o nal s u b -u nits o f an o rg aniz a ti o n (e .g ., th e M anufa ctu rin g D iv is io n, S ale s a nd M ark eti n g Div is io n, Rese arc h and Dev elo pm ent Div is io n, Adm in is tr a ti o n and Fin ance D iv is io n). S om eti m es h o w ev er, th e L O B/S egm ent is so m eth in g th at m akes s e nse w ith in th e E A a nd is n o t a n e sta b lis h ed o rg aniz a ti o nal bound ary , s o it m ust b e id enti fie d th ro ugh w ork w ith s ta keho ld ers (e .g ., verti c al su p ply chain s, mis sio n-s p ecific cap ab iliti e s). Cro ssc utti n g in iti a ti v es a re th o se h o riz o nta l a cti v iti e s w hic h fu ncti o n in a “ co m mon opera ti n g env ir o nm ent” acro ss se v era l L O Bs. E xam ple s of ho riz o nta l cro ssc uts in clu d e web se rv ic es, kno w le d ge ware ho use s, netw ork in fr a str u ctu re , se curity so lu ti o ns, ER P module s, and back-o ffic e sy ste m s/a p plic ati o ns (e .g . em ail, docum ent tr a ckin g, fin ance and acco unti n g, h um an r e so urc es).
Ste p 7 : I d entif y t h e E A c o m ponents t o b e d ocu m ente d.
Ste p 7 of th e E A docum enta ti o n m eth o dolo gy is to id enti fy th e E A co m ponents th at w ill h av e to b e d ocum ente d i n e ach f u ncti o nal a re a o f th e fr a m ew ork . F or exam ple , th e E A 3 fr a m ew ork has six fu ncti o nal are as (s tr a te gy, b usin ess, i n fo rm ati o n, s e rv ic es, n etw ork s, a nd v erti c al th re ad s).
Each o f th ese are as re p re se nts a d is ti n ct se t o f acti v iti e s th at exte nd acro ss th e ente rp ris e , w hic h are re p re se nte d by E A co m ponents . E A co m ponents a re p lu g-a nd -p la y g o als , p ro cesse s, m easu re s, p ro je cts , d ata , se rv ic es, and IT re so urc es in th e vario us fu ncti o nal are as. A n EA co m ponent th ere fo re is uniq ue in th e cap ab ility and re so urc es th at it re p re se nts w ith in th e E A fr a m ew ork . E ach E A c o m ponent is d ocum ente d usin g in fo rm ati o n gath erin g m eth o ds and m odelin g te chniq ues th at are ap pro pria te f o r th e ty p e o f th in gs th at a re c o nta in ed i n th e E A c o m ponent.
For exam ple , at th e str a te gic le v el th e ente rp ris e ’s str a te gic go als , acti v iti e s, a nd o utc o m e m easu re s a re th e p rim ary i te m s to b e d ocum ente d .
At th e busin ess le v el, th e lin e-o f busin ess se rv ic es and asso cia te d measu re s are docum ente d . A t th e in fo rm ati o n le v el, th e flo w s of in fo rm ati o n, d ata b ase s, k no w le d ge w are ho use s, a nd d ata sta nd ard s a re docum ente d . A t th e se rv ic es and ap plic ati o ns le v el, th e vario us w eb se rv ic es, offic e auto m ati o n se rv ic es, and so ftw are ap plic ati o ns are docum ente d . A t th e te chno lo gy in fr a str u ctu re le v el th e v oic e, d ata , a nd vid eo netw ork s, as w ell as asso cia te d cab le pla nts and eq uip m ent fa ciliti e s are docum ente d . For th e verti c al th re ad s, IT se curity in fo rm ati o n, IT s ta nd ard s, a nd IT w ork fo rc e in fo rm ati o n a re g ath ere d fo r asso cia te d a cti v iti e s a nd re so urc es in e ach o f th e fiv e o th er fu ncti o nal are as.
Ste p 8 : S ele ct d ocu m enta tio n m eth ods a ppro pria te f o r t h e fr a m ew ork . The n ext ste p is to se le ct th e m eth o ds th at w ill b e u se d to g ath er a nd dev elo p E A docum enta ti o n arti fa cts . For exam ple , th e fo llo w in g are meth o ds fo r m odelin g in th e six fu ncti o nal are as of th e E A 3 C ub e fr a m ew ork (fiv e le v els and th re e th re ad s). Append ix E pro vid es exam ple s o f E A a rti fa cts th at c an b e u se d w ith th e E A 3 C ub e a nd o th er fr a m ew ork s.
Str a te gic L ev el: S tr a te gic P la n, S cenario s, B ala nced S co re card Busin ess L ev el: I D EF-0 D ia gra m s, F lo w charts , S w im L ane C harts In fo rm ati o n L ev el: D ata M odels , O bje ct D ia gra m s, D ata D ic ti o nary Serv ic es L ev el: S yste m D ia gra m s, W eb S erv ic e M odels , A PIs Techno lo gy L ev el: V oic e/D ata /V id eo N etw ork D ia gra m s/D ocum ents Verti c al T hre ad s: S ecurity D ia gra m s, S ta nd ard s, W ork fo rc e S kills It is im porta nt to c ho ose d ocum enta ti o n te chniq ues th at w ill p ro vid e th e in fo rm ati o n th at is need ed fo r re so urc e p la nnin g and d ecis io n-m akin g.
There fo re , th e C hie f A rc hite ct s h o uld c o nsu lt w ith E A s ta keho ld ers a nd th e E A te am in s e le cti n g th e m eth o ds fo r a rti fa ct d ev elo pm ent a nd w hat ty p e o f i n fo rm ati o n w ill b e g ath ere d .
Ste p 9 : S ele ct s o ftw are a pplic a tio ns/t o ols to s u pport a uto m ate d E A d ocu m enta tio n.
Once th e fu ncti o nal a re as/le v els o f th e fr a m ew ork a nd th e ty p es o f E A co m ponents are kno w n, EA docum enta ti o n and arti fa ct modelin g re q uir e m ents c an b e e sta b lis h ed . W ith o ut d oin g S te p s 7 a nd 8 , i t w ould b e diffic ult fo r th e C hie f A rc hite ct and E A te am to kno w th e parti c ula r modelin g te chniq ues th at th ey w ill hav e to su p port. F or exam ple , if obje ct- o rie nte d m eth o ds are bein g use d to dev elo p arti fa cts at th e in fo rm ati o n le v el o f th e fr a m ew ork , th en a n E A m odelin g to ol th at h as cap ab ility w ith th e U nifie d M odelin g L anguage ( U M L) i s c alle d f o r. A ls o , se v era l ty p es o f E A d ocum enta ti o n to ols m ay b e r e q uir e d , a s th ere m ay b e a r e q uir e m ent f o r a g enera l E A m odelin g to ol, s e v era l s p ecia lty m odelin g to ols , a nd g enera l d ocum ent, s p re ad sh eet, a nd g ra p hic s a p plic ati o ns.
Ste p 1 0: S ele ct a nd e sta blis h a n o n-lin e EA r e posit o ry f o r d ocu m enta tio n.
The la st s te p in P hase II is fo r th e C hie f A rc hite ct a nd E A te am to s e le ct an E A re p osito ry s o ftw are a p plic ati o n a nd d ata b ase . T he E A re p osito ry sh o uld b e ho ste d o n th e ente rp ris e ’s in te rn al L ocal A re a N etw ork fo r se curity a nd e ase o f a ccess to E A d ocum enta ti o n. T he E A r e p osito ry is a data b ase a nd f ile d ir e cto ry w here a ll E A d ocum enta ti o n i s a rc hiv ed . O ne meth o d to p ro m ote e ase -o f- u se is to e sta b lis h a n E A w eb s ite th at is th e “fr o nt door” fo r all E A Pro gra m acti v iti e s and docum enta ti o n. T his web site ’s ho m ep age can b e d esig ned to p ro m ote a cle ar v ie w o f th e sc o pe o f th e E A d ocum enta ti o n th at is a v aila b le . C hap te r 1 2 p ro vid es more i n fo rm ati o n o n th e d esig n o f th e E A r e p osito ry .
Phase I II: D ocu m en ta tio n o f t h e E A Phase III a cti v iti e s a re w here th e a ctu al d ev elo pm ent o f th e E A o ccurs in th e fo rm o f d ocum enta ti o n a rti fa cts . T his in v olv es a naly zin g a nd d ocum enti n g th e curre nt str a te gy, busin ess, in fo rm ati o n, se rv ic es, and in fr a str u ctu re of th e ente rp ris e . It a ls o in v olv es th e d ev elo pm ent o f a rti fa cts th at r e fle ct c hanges in re so urc es i n th e s h o rt- te rm a nd th e d ev elo pm ent o f a g ro up o f l o ng-te rm f u tu re sc enario s to id enti fy p ossib le co urs e s o f acti o n and re so urc e changes th at would b e n eed ed in r e sp onse to d iffe re nt in te rn al a nd e xte rn al in flu ences. T he acti v iti e s i n th is p hase o f th e E A d ocum enta ti o n m eth o dolo gy c o nclu d e w ith th e dev elo pm ent o f a n EA M anagem ent P la n th at su m mariz e s th e curre nt and fu tu re v ie w s o f th e arc hite ctu re a nd p ro vid es a tr a nsiti o n a nd s e q uencin g p la n fo r s h o rt te rm a nd lo ng te rm c hanges.
Ste p 1 1 : E valu ate e xis tin g b usin ess a nd te ch nolo gy d ocu m enta tio n f o r u se in t h e E A .
The fir s t s te p o f P hase III is th e b egin nin g o f a ctu al E A d ocum enta ti o n acti v iti e s. P re ced in g a cti v iti e s e sta b lis h ed w hat w ould b e d ocum ente d , ho w it w ould b e d ocum ente d , a nd w ho w ould d o th e d ocum enta ti o n. T he curre nt v ie w o f E A c o m ponents i s w hat i s n o w b ein g d ocum ente d th ro ugh th e id enti fic ati o n o f w hat th e E A c o m ponents a re a t e ach le v el o f th e fr a m ew ork a nd th en u sin g e xis ti n g a nd n ew a rti fa cts to d ocum ent th e E A co m ponents th at c urre ntl y e xis t. In m any w ays th is a cti v ity is lik e ta kin g an “in v ento ry ” of th e co m ponents (s tr a te gic go als , busin ess se rv ic es, measu re s, data , se rv ic es, and IT re so urc es) th at alr e ad y exis t in th e ente rp ris e a nd m ap pin g th em to e xis ti n g d ocum enta ti o n.
Ste p 1 2: D ocu m ent c u rre nt v ie w s o f e xis tin g EA c o m ponents in a ll f r a m ew ork a re as.
The se co nd ste p of P hase III is th e dev elo pm ent of new arti fa cts to co m ple te th e docum enta ti o n of all exis ti n g co m ponents . The docum enta ti o n m eth o ds a nd to ols id enti fie d in S te p 8 a re u se d to g ath er and sta nd ard iz e e xis ti n g a rti fa cts , a s w ell a s to d ev elo p n ew a rti fa cts .
These d ocum enta ti o n a rti fa cts a re o rg aniz e d b y le v els o f th e fr a m ew ork and are sto re d in th e E A re p osito ry th at w as esta b lis h ed in S te p 1 0.
Additi o nal d eta ils d ev elo pin g o n th e c urre nt a rc hite ctu re a re p ro vid ed in Chap te r 7 .
Ste p 1 3: D evelo p s e vera l f u tu re b usin ess and t e ch nolo gy o pera tin g s c e nario s.
Prio r to d ev elo pin g f u tu re v ie w s o f E A c o m ponents , i t i s h elp fu l to g ain a hig h-le v el und ers ta nd in g of th e possib le fu tu re dir e cti o ns th at th e ente rp ris e co uld ta ke, dep end in g on ho w it re sp ond s to in te rn al and exte rn al in flu ences. T hre e o r m ore fu tu re s c enario s s h o uld o pti m ally b e dev elo ped w ith E A a nd l in e o f b usin ess s ta keho ld ers to r e fle ct w hat m ay occur if (1 ) th e sta tu s quo is main ta in ed ; (2 ) an opti m al busin ess/te chno lo gy o pera ti n g e nv ir o nm ent i s e nco unte re d ; a nd ( 3 ) a h ig h th re at s u rv iv al s itu ati o n. T here a re s e v era l b enefic ia l o utc o m es fr o m th e dev elo pm ent o f th e s c enario s. F ir s t, th e e nte rp ris e is m ore p re p are d a nd org aniz e d to h and le fu tu re s itu ati o ns a nd p la n n eed ed r e so urc es. S eco nd , a num ber o f p la nnin g assu m pti o ns are id enti fie d in each sc enario th at re v eal w hat th e p rio riti e s o f th e e nte rp ris e m ig ht b e if th at sc enario is purs u ed . T hir d , th e p la nnin g fo r fu tu re c ap ab iliti e s is m ore c o ord in ate d , as o ppose d to sim ply gath erin g se p ara te in p uts fr o m lin e o f b usin ess managers and te chno lo gy m anagers . Sep ara te in p uts are kno w n to perp etu ate s to vep ip e c ap ab iliti e s. C hap te r 8 p ro vid es a d diti o nal d eta ils ab out h o w to d ev elo p f u tu re s c enario s a nd th e f u tu re a rc hite ctu re .
Ste p 1 4: I d entif y f u tu re p la nnin g assu m ptio ns f o r e ach f u tu re s c e nario .
Each fu tu re sc enario desc rib es, in sto ry fo rm , a possib le busin ess/te chno lo gy opera ti n g env ir o nm ent th at th e ente rp ris e m ig ht purs u e o r fa ce. In th is s te p , th e k ey e le m ents o f e ach fu tu re s c enario a re analy ze d to re v eal w hat th in gs a re im porta nt to th e e nte rp ris e a nd w hat changes h av e to o ccur f o r th e s c enario to b eco m e r e ality . F or th e p urp ose s of th e E A , th ese k ey e le m ents b eco m e th e p la nnin g a ssu m pti o ns th at c an th en b e g ro up ed to geth er to re p re se nt c hanges in e ach o f th e fu ncti o nal are as o f th e fr a m ew ork . O ne o f th e b enefits o f h av in g th e s c enario a nd pla nnin g a ssu m pti o ns is th at th ey w ere d ev elo ped w ith s ta keho ld er b uy- in , w hic h w ill h elp w hen f u tu re c hanges a re i m ple m ente d .
Ste p 1 5: U se s c e nario s, p ro gra m in puts , a nd s c h edule d u pdate s t o driv e d ocu m enta tio n o f f u tu re c o m ponents in a ll f r a m ew ork a re as.
This s te p i n v olv es th e d ocum enta ti o n o f c hanges to E A c o m ponents i n th e near te rm (1 -2 years ) and th e lo nger te rm (3 -5 years ). T hese changes sh o uld b e d eriv ed fr o m th e in p ut b y th e le ad ers h ip te am ( C X Os) v ia th e opera ti n g s c enario s’ p la nnin g a ssu m pti o ns, a nd f r o m p ro gra m a nd p ro je ct managers w ho k no w w hat th e f u tu re b usin ess r e q uir e m ents a re , a s w ell a s pla nned s y ste m im ple m enta ti o ns, u p gra d es, a nd re ti r e m ents .. B y d oin g it th is w ay, th e c hanges a re m ore c o ord in ate d a nd a lig ned w ith th e s tr a te gic dir e cti o n o f th e e nte rp ris e . F utu re v ie w s o f E A c o m ponents sh o uld b e dev elo ped u sin g th e s a m e a rti fa ct d ocum enta ti o n a nd m odelin g te chniq ues th at w ere u se d to d ev elo p th e c urre nt v ie w s. T his h elp s to m ore c le arly id enti fy w hat th e c hanges a re in e ach o f th e fu ncti o nal le v els o f th e E A fr a m ew ork , w hic h h elp s i n p la nnin g a nd d ecis io n-m akin g.
Ste p 1 6: D evelo p a n E A M anagem ent P la n to s e quence p la nned c h anges in t h e E A .
The f in al s te p i n P hase I II i s th e d ev elo pm ent o f a n E A M anagem ent P la n.
This P la n s e rv es to a rti c ula te h o w th e E A w as d ev elo ped a nd p ro vid es a sy no psis of th e curre nt and fu tu re vie w s. T he P la n als o pro vid es a tr a nsiti o n a nd s e q uencin g s u b -p la n fo r th e n ear te rm c hanges, w hic h m ay alr e ad y b e in th e p ro je ct p re -im ple m enta ti o n sta ge. A ls o , a lo ng-ra nge se q uencin g su b -p la n is pro vid ed th at co vers th e pote nti a l changes asso cia te d w ith th e fu tu re s c enario s. C hap te r 9 p ro vid es m ore d eta il o n th e d ev elo pm ent o f a n E A M anagem ent P la n.
Phase I V : U se a n d M ain ta in t h e E A Phase I V i s a n o ngo in g s e t o f a cti v iti e s th at p ro m ote s th e u se o f E A i n fo rm ati o n by a ll s ta keho ld ers , a nd e sta b lis h es a n a nnual c ycle f o r u p date s. T his i s w here th e v alu e o f th e E A P ro gra m is re aliz e d , as p la nnin g and d ecis io n-m akin g th ro ugho ut th e ente rp ris e are su p porte d . T his valu e is m ain ta in ed th ro ugh re gula r u p date s o f th e c urre nt a nd f u tu re v ie w s o f th e a rc hite ctu re . V alu e i s a ls o gain ed in th e m ain te nance o f th e E A re p osito ry a nd th e m ain te nance o f a ll asso cia te d s o ftw are l ic ense s f o r m odelin g a nd a rc hiv in g.
Ste p 1 7: U se E A in fo rm atio n f o r r e so urc e p la nnin g/d ecis io n-m ak in g.
Upon th e co m ple ti o n of Phase III, th e curre nt and fu tu re vie w s of th e arc hite ctu re a re s to re d in th e E A re p osito ry a nd a re re ad y to b e u se d b y th e ente rp ris e to s u p port p la nnin g a nd d ecis io n-m akin g. T hese E A s to re d a rti fa cts beco m e a b ase lin e o f r e fe re nce in fo rm ati o n th at c an b e u se d in a w id e v arie ty of e xecuti v e, m anagem ent, a nd sta ff a cti v iti e s. W hen th is is d one, a g re ate r le v el of und ers ta nd in g is dev elo ped of cap ab iliti e s and perfo rm ance gap s am ong a w id er gro up w ith in th e ente rp ris e . Furth er, by hav in g th e EA docum enta ti o n in a n o n-lin e r e p osito ry , th is in fo rm ati o n c an b e c alle d u p a nd re fe rre d to in m eeti n gs, w hic h re d uces th e ti m e it ta kes to c o nv ey a n id ea, in cre ase s co m pre hensio n, and re d uces in te rp re ta ti o n erro rs am ong m eeti n g parti c ip ants . F or e xam ple , if in a p la nnin g m eeti n g, o ne o f th e p arti c ip ants wante d to sh o w need ed im pro vem ents in in fo rm ati o n exchange w ith in a parti c ula r lin e o f b usin ess, E A d ocum enta ti o n o n th e curre nt and p ossib le fu tu re v ie w s o f th at in fo rm ati o n flo w c o uld b e c alle d u p fr o m th e re p osito ry and p ro je cte d a t th e m eeti n g. T his , a lo ng w ith in fo rm ati o n o n th e a sso cia te d busin ess se rv ic es, su p port ap plic ati o ns, and netw ork s can be re fe re nced meanin gfu lly . T he ti m e to co nv ey th e id eas is sig nific antl y re d uced w hen dia gra m s and te xt are bein g sh o w n to ev ery o ne at th e m eeti n g. T his can sti m ula te m ore p ro ducti v e d is c ussio ns a nd i n fo rm ed d ecis io ns.
Ste p 1 8: R egula rly u pdate c u rre nt / f u tu re v ie w s o f E A C om ponents .
The in fo rm ati o n in th e E A re p osito ry is v alu ab le fo r p la nnin g a nd d ecis io n- makin g o nly as lo ng as it is co m pre hensiv e and accura te . T here fo re , it is im porta nt to r e gula rly u p date th e c urre nt a nd f u tu re v ie w s o f E A c o m ponents i n all a re as o f th e fr a m ew ork . F urth er, it is h elp fu l to u se rs o f E A in fo rm ati o n if th e u p date s a re m ad e o n a r e gula r s c hed ule , p erh ap s tw ic e a y ear. A ls o , it is im porta nt to m ain ta in v ers io n c o ntr o l in b etw een u p date s, so th at a ll o f th e use rs of th e E A in fo rm ati o n kno w th at th ey are co nd ucti n g pla nnin g and decis io n-m akin g acti v iti e s base d on th e sa m e in fo rm ati o n. Sin ce w hat is pla nned i n th e f u tu re E A v ie w s w ill e v entu ally b eco m e th e c urre nt a rc hite ctu re (a t le ast so m e o f it) , it sh o uld b e re co gniz e d th at E A up date s are o ngo in g acti v iti e s th at d o n o t c ease . F utu re E A p la ns w ill c o nti n ue a s a n o rg aniz a ti o n gro w s and changes. C onsid er a ti m e w hen th e ente rp ris e no lo nger need s changes i n f u tu re c ap ab iliti e s a nd r e so urc es. S ho uld th is o ccur, th e E A p ro gra m tr a nsiti o ns f r o m f o cusin g o n th e e sta b lis h m ent o f th e E A to m ain ta in in g th e E A and s e ein g th at i t c o nti n ually b rin gs v alu e to th e e nte rp ris e .
Ste p 1 9: M ain ta in t h e E A r e posit o ry a nd m odelin g c a pabilit ie s.
The C hie f A rc hite ct a nd E A te am n eed to e nsu re th at th e E A re p osito ry a nd su p port ap plic ati o ns/to ols are kep t curre nt in te rm s of lic ensin g and fu ncti o nality . T he r e q uir e m ents f o r a rc hiv in g a nd m odelin g s h o uld b e r e v ie w ed annually , a nd n ew p ro ducts s h o uld b e r e gula rly r e v ie w ed to e nsu re th at th e E A te am h as th e rig ht a p plic ati o n s u p port c ap ab ility . T he te am s h o uld b e o n th e lo oko ut f o r n ew i m pro vem ents i n to ol f u ncti o nality s o th at th ese i m pro vem ents can b e ap plie d to th e ad vanta ge o f th e ente rp ris e . T he co sts fo r so ftw are purc hase s and lic ense re new als sh o uld b e p art o f th e annual E A p ro gra m bud get.
Ste p 2 0: R ele ase y early u pdate s t o t h e E A M anagem ent P la n.
The C hie f A rc hite ct n eed s to r e gula rly i n fo rm E A s ta keho ld ers a b out th e s ta tu s of th e EA . This is done th ro ugh th e annual re le ase of an up date d EA Managem ent P la n th at d is c usse s c hanges th at w ere m ad e to th e c urre nt a nd fu tu re v ie w s o f th e E A d urin g th e p ast y ear. T he c o m munic ati o n s h o uld p ro vid e a tr a nsiti o n and se q uencin g p la n fo r changes anti c ip ate d d urin g th e co m in g year. A ls o , th e o ngo in g v alu e o f th e E A n eed s to b e c o m munic ate d th ro ugh th e cita ti o n of exam ple s of w here E A docum enta ti o n su p porte d pla nnin g and decis io n-m akin g, help ed re d uce dup lic ati v e cap ab iliti e s, sa v ed co sts , im pro ved a lig nm ent, a nd i n cre ase d c o m munic ati o n.
Sum mary o f C on cep ts This c hap te r p re se nte d a c o m pre hensiv e m eth o dolo gy fo r th e im ple m enta ti o n of a n E A p ro gra m a nd a sso cia te d d ocum enta ti o n a cti v iti e s. T he fo ur p hase s and tw enty s te p s o f th e e xam ple E A m eth o dolo gy a re g enera liz e d s o th ey c an be use d in m any ty p es of pub lic and priv ate se cto r ente rp ris e s. P hase I acti v iti e s s e rv e to e sta b lis h th e E A p ro gra m , i d enti fy a C hie f A rc hite ct to l e ad th e p ro gra m , c re ate a n E A g o vern ance c ap ab ility to ru n th e E A p ro gra m in a way th at in te gra te s w ith o th er IT m anagem ent p ro cesse s, and is su e an E A Com munic ati o n P la n to g ain s ta keho ld er b uy-in a nd s u p port. P hase I I a cti v iti e s se rv e to s e le ct a n E A f r a m ew ork th at d efin es th e s c o pe o f th e a rc hite ctu re , th e EA c o m ponents th at w ill m ake u p th e a rc hite ctu re in e ach fu ncti o nal a re a, a nd so ftw are a p plic ati o ns/to ols to a uto m ate th e d ocum enta ti o n o f E A c o m ponents .
Phase III is w here th e a ctu al d ocum enta ti o n o f c urre nt a nd fu tu re v ie w s o f th e arc hite ctu re o ccurs , a s w ell a s th e d ev elo pm ent o f a n E A M anagem ent P la n to desc rib e h o w th e a rc hite ctu re w ill tr a nsiti o n o ver ti m e. T he fin al P hase IV acti v iti e s are w here th e E A is use d th ro ugho ut th e ente rp ris e to su p port pla nnin g a nd d ecis io n-m akin g a nd re gula r u p date s a re p erfo rm ed to k eep th e EA r e le v ant a nd a d din g v alu e.
Chap te r 4 Q uestio n s a n d E xerc is e s 1. W hat i s a n E A i m ple m enta ti o n m eth o dolo gy?
2. W hat i s th e r o le o f a n E A f r a m ew ork w ith in th e E A m eth o dolo gy?
3. W hat i s th e p urp ose o f P hase I a cti v iti e s i n th e E A m eth o dolo gy?
4. W hy a re P hase I II a cti v iti e s d ep end ent o n th e c o m ple ti o n o f P hase I I?
5. C om pare a nd c o ntr a st th e p urp ose o f P hase I I a nd P hase I V a cti v iti e s.
6. C an th e s te p s o f th e E A m eth o dolo gy b e c hanged f o r d iffe re nt e nte rp ris e s?
7. W ho i s r e sp onsib le f o r e xecuti o n o f th e E A p ro gra m a nd E A m eth o dolo gy?
8. H ow o fte n s h o uld a n E A b e u p date d ? W hy?
9. S ele ct a r e al- w orld m ed iu m o r l a rg e s iz e e nte rp ris e a nd p ro vid e:
a. The phase s and ste p s of an ap pro pria te EA im ple m enta ti o n meth o dolo gy.
b. T he w ay th at E A s ta keho ld er s u p port w ill b e o bta in ed .
c. T he r e co m mend ed s c hed ule f o r u p dati n g th e E A . C hap te r 5 T he A naly sis a n d D ocu m en ta tio n F ra m ew ork C hap te r O verv ie w C hap te r 5 defin es and desc rib es th e purp ose of th e EA analy sis and d ocum enta ti o n fr a m ew ork , pro vid es exam ple s of exis ti n g fr a m ew ork s and d is c usse s th e E A 3 C ub e F ra m ew ork w hic h is a g enera liz e d fr a m ew ork th at is s u ita b le f o r u se i n p ub lic a nd p riv ate s e cto r e nte rp ris e s.
L ea rn in g O bje ctiv es U nd ers ta nd th e p urp ose o f an E A fr a m ew ork as p art o f an E A im ple m enta ti o n m eth o dolo gy.
U nd ers ta nd h o w a n E A f r a m ew ork e sta b lis h es th e s c o pe o f a n E A .
B eco m e fa m ilia r w ith th e o rig in o f E A fr a m ew ork s a nd se v era l exam ple s.
U nd ers ta nd th e d esig n o f th e E A 3 C ub e f r a m ew ork .
I n tr o d uctio n T he fo und ati o nal ele m ents of an EA pro gra m are th e analy sis and d ocum enta ti o n fr a m ew ork (E A fr a m ew ork ), and th e im ple m enta ti o n m eth o dolo gy (E A m eth o dolo gy). T he E A fr a m ew ork defin es w hat th e E A p ro gra m will docum ent, and th e EA meth o dolo gy defin es how th at d ocum enta ti o n w ill b e d ev elo ped and use d . B y d efin in g w hat p arts o f th e e nte rp ris e are in clu d ed in th e E A , th e fr a m ew ork d efin es th e sc o pe o f th e a rc hite ctu re . T he d esig n o f th e f r a m ew ork c o m munic ate s th e r e la ti o nsh ip o f th e a re as o f th e E A th at a re d ocum ente d .
H om e A rc h ite ctu re A nalo gy:
T he E A d ocum enta ti o n fr a m ew ork is lik e th e s tr u ctu ra l sk ele to n of a ho m e. It is th e fr a m in g th at defin es th e siz e and r e la ti o nsh ip o f p arts o f th e h o use a nd i n d iv id ual r o om s.
D is c u ssio n The E A a naly sis a nd d ocum enta ti o n p ro cess is a cco m plis h ed th ro ugh a n E A im ple m enta ti o n m eth o dolo gy th at in clu d es ( 1 ) th e fr a m ew ork , ( 2 ) c o m ponents , (3 ) c urre nt a rc hite ctu ra l v ie w s, ( 4 ) f u tu re a rc hite ctu ra l v ie w s, (5 ) a p la n f o r m anagin g th e o ngo in g tr a nsiti o n b etw een th ese v ie w s, a nd (6 ) v erti c al th re ad s th at e ffe ct th e a rc hite ctu re a t a ll l e v els .
Analy sis a nd d ocum enta ti o n, a s o rg aniz e d th ro ugh a n E A f r a m ew ork , p ro vid es sta nd ard iz e d , h ie ra rc hic al v ie w s o f th e e nte rp ris e fr o m a n in te gra te d s tr a te gy, busin ess, a nd te chno lo gy p ers p ecti v e, a s i s s h o w n i n F ig ure 5 -1 .
Fig ure 5 -1 : E A 3 C ub e F ra m ew ork The O rig in o f F ra m ew ork s In fo rm ati o n m odelin g a nd d ocum enta ti o n fr a m ew ork s e m erg ed d urin g th e e ra of m ain fr a m e c o m puti n g a s d ata , s o ftw are , a nd h ard w are r e q uir e m ents b ecam e more c o m ple x a nd m ulti fa cete d , a nd a s th e ty p es o f e nd -u se rs in cre ase d a nd th eir lo cati o ns b ecam e m ore d is ta nt. R efle cti n g th e n atu re o f th at e ra , m ost early arc hite ctu re s w ere te chnic ally -o rie nte d , o fte n v end or and /o r p ro duct- sp ecific . V end ors o f s o ftw are a nd h ard w are p ro ducts in cre asin gly to ute d th eir ow n p ro prie ta ry so lu ti o ns, sta nd ard s, a nd p ro duct lin es u nd er th e b anner o f in fo rm ati o n o r sy ste m s arc hite ctu re s. W hile th is v end or-d riv en ap pro ach to arc hite ctu re d id s e rv e to a d vance th e c ap ab ility o f c o m puti n g i n g enera l, i t a ls o cre ate d sig nific ant in co m pati b ility p ro ble m s fo r ente rp ris e s th at o pera te d a co lle cti o n o f I T p ro ducts f r o m m ulti p le v end ors .
In ad diti o n to th e is su e of pro duct in co m pati b ility , th ere w as a fo cus on dev elo pin g a nd o pera ti n g i n d iv id ual i n fo rm ati o n s y ste m s v ers u s th e c re ati o n o f an o vera ll IT c ap ab ility w ith in a n e nte rp ris e . F urth erm ore , sy ste m s-le v el IT pla nnin g gre w out of an ap pro ach to analy sis and desig n th at fo cuse d on meeti n g a sp ecific se t o f re q uir e m ents w ith in th e ente rp ris e . F or exam ple , many e nte rp ris e s in tr o duced IT in r e sp onse to a p erc eiv ed n eed fo r a uto m ate d su p port fo r acco unti n g, p ayro ll, and ad m in is tr a ti v e b usin ess fu ncti o ns. T his ofte n g re w to i n clu d e m anufa ctu rin g, s e rv ic e, a nd s a le s s u p port. I n m ost c ase s, each o f th ese b usin ess re q uir e m ents w ere m et b y in d iv id ual s y ste m s o lu ti o ns base d on pro prie ta ry vend or ap pro aches and pro ducts . T he re su lt w as a hete ro geneo us c o lle cti o n o f I T r e so urc es th at i n d ep end entl y s u p porte d b usin ess are as, b ut c o uld n o t e xchange in fo rm ati o n o uts id e o f a p arti c ula r sy ste m o r busin ess are a. It w as th is sc enario th at gav e ris e to te rm s lik e “sto vep ip e sy ste m s” a nd “ is la nd s o f c o m puti n g c ap ab ility .” This s c enario w as in cre asin gly p ro ble m ati c to e nte rp ris e s th at s o ught to s h are in fo rm ati o n betw een lin es of busin ess and su p port fu ncti o ns. Furth er, th e dup lic ati o n in sy ste m s cap ab ility and co st of opera ti n g and m ain ta in in g a myria d o f i n d ep end ent s y ste m s b ecam e a f o cal p oin t f o r i m pro vem ent. A d esir e to cre ate in te ro pera b ility , re d uce co sts , and in cre ase cap ab ility w as th e org aniz a ti o nal d riv er th at c hanged th in gs.
Durin g th e m id -1 970’s and 1980’s th is change cam e in tw o m ain are as:
data b ase and netw ork desig n. Fir s t, an ap pro ach to in fo rm ati o n sy ste m s analy sis and desig n th at was base d on th e ente rp ris e ’s in fo rm ati o n re q uir e m ents c am e a b out th ro ugh th e in tr o ducti o n o f s ta nd ard iz e d m eth o ds fo r modelin g d ata , str u ctu re , a nd p ro cess. S eco nd , th e e ra o f d is tr ib ute d c lie nt- se rv er c o m puti n g c am e i n to b ein g a s “ d um b” m ain fr a m e te rm in als b egan to b e re p la ced b y “ sm art” d esk to p c o m pute rs th at c o uld b e n etw ork ed in a c lie nt- se rv er d esig n th at r e ached th ro ugho ut a n e nte rp ris e .
In th e fir s t are a, an ap pro ach to data b ase desig n, no w kno w n as th e “str u ctu re d ” ap pro ach, w as dev elo ped fo r m odelin g th e pro cessin g and str u ctu re of data . Data Flo w Dia gra m min g (D FD ) te chniq ues allo w ed ente rp ris e s to id enti fy ho w an in fo rm ati o n sy ste m w ould pro cess data in su p port of a busin ess fu ncti o n. The Enti ty -R ela ti o nsh ip D ia gra m (E R D ) te chniq ue a llo w ed a naly sts to i d enti fy th e ty p es o f d ata i te m s th at a n e nte rp ris e wante d to co lle ct alo ng w ith th e attr ib ute s and re la ti o nsh ip s o f th o se d ata ite m s. T hro ugh th ese tw o analy sis m eth o ds, ente rp ris e s co uld d esig n m ore effic ie nt a nd c ap ab le “ re la ti o nal” d ata b ase s th at u se d p ro ced ura l p ro gra m min g la nguages (e .g ., C O BO L, F O RTR A N, C ) w hic h w ere cap ab le of se rv in g multi p le in fo rm ati o n s y ste m s a nd b usin ess p ro cesse s. F urth er, th is s h ifte d th e analy sis a nd d esig n fo cus fr o m p ro prie ta ry so lu ti o ns to g eneric in fo rm ati o n re q uir e m ents .
In th e s e co nd a re a, th e m ovem ent f r o m m ain fr a m e to d is tr ib ute d c o m puti n g a ls o se rv ed to change th e w ay th at in fo rm ati o n sy ste m s and netw ork s w ere desig ned . W hile str u ctu re d in fo rm ati o n m odelin g te chniq ues p ro m ote d new re la ti o nal data b ase desig ns, netw ork ed co m puti n g pro m ote d th e ho sti n g of th ese d ata b ase s i n m ulti p le l o cati o ns o n s m alle r c o m pute r “ se rv ers ” th at c o uld be lo cate d clo se r to th e end -u se r. In fo rm ati o n sy ste m s sta nd ard s b ase d o n in te rn ati o nal and in d ustr y agre em ents em erg ed , as d id new d esig ns fo r th e ho sti n g a nd tr a nsp ort o f th e in fo rm ati o n. Im porta nt e xam ple s in clu d e th e O pen Syste m s In te rc o nnecti o n ( O SI) R efe re nce M odel fo r in fo rm ati o n n etw ork s th at was p ro pose d b y J .D . D ay a nd H . Z im merm an i n 1 983.
11 T his m odel h as s e v en la yers th at a d dre ss s e rv ic es, in te rfa ces, a nd p ro to co ls . In 1 974 th e T ra nsp ort Com munic ati o ns P ro to co l/In te rn et P ro to co l ( T C P/IP ) w as p ro pose d b y V in to n Cerf a nd R obert K ahn 12 th at le d to w ork o n a d ed ic ate d d ata n etw ork th at co nnecte d univ ers iti e s and se le cte d milita ry and busin ess ente rp ris e s th ro ugho ut th e n ati o n ( k no w n a s th e A RPA NET). T he a ccep ta nce o f T C P/IP o n a b ro ad s c ale in th e la te 1 980’s a nd e arly 1 990’s p ro m ote d th e in te gra ti o n o f te le co m munic ati o ns a nd d ata n etw ork i n fr a str u ctu re s a nd p ro vid ed th e c ata ly st fo r th e d ra m ati c g ro w th o f th e g lo bal I n te rn et. O th er s ta nd ard s f o r d ata tr a nsfe r em erg ed in th e la te 1 980’s a nd e arly 1 990’s in clu d in g a s ta nd ard th at d efin ed “E th ern et” lo cal a re a n etw ork s a nd ‘A sy nchro no us T ra nsp ort M ode’ (A TM ) netw ork s th at p ro m ote d i n te gra te d v oic e, d ata , a nd v id eo tr a nsm is sio n.
Data ho sti n g als o changed as d ev elo pm ents in co m pute r m ic ro p ro cesso rs , hard d riv e s to ra ge, r e m ovab le d is k s to ra ge, a nd te le co m munic ati o ns i n te rfa ces all m ad e th e d esk to p c o m pute r, a ls o k no w n a s th e p ers o nal c o m pute r ( P C ), a via b le c and id ate to s u p port p rin t, f ile , a nd a p plic ati o n h o sti n g f u ncti o ns. S in ce th e e arly 1 980’s th e p erfo rm ance c ap ab ility o f P C s h as r is e n d ra m ati c ally e ach year, w hile th e c o st o f P C s h as d ro pped . T his d ynam ic b ooste d th e m ovem ent aw ay f r o m m ain fr a m e c o m puti n g to n etw ork ed c o m puti n g b ase d o n ‘ c lie nt’ a nd ‘s e rv er’ P C s w ork in g to geth er to sh are d ata a nd a p plic ati o ns. S ta nd ard iz e d ap pro aches to a p plic ati o n d ev elo pm ent b egan to e m erg e a s a r e su lt, a lo ng w ith pro tr a cte d c o m peti ti v e b attl e s a m ong v end ors to d ev elo p p ro ducts th at w ould dom in ate i n th e n ew n etw ork ed c o m puti n g e nv ir o nm ent.
The e arly 1 990’s a ls o sa w th e in tr o ducti o n o f a n ew a p pro ach to d esig nin g data b ase s. F ocusin g o n th e p ro ble m o f se p ara ti n g str u ctu re fr o m p ro cess in modelin g r e la ti o nal d ata b ase s, a n “ o bje ct- o rie nte d ” a p pro ach w as d ev elo ped th at to ok a d vanta ge o f n ew p ro gra m min g l a nguages ( i.e ., J a v a, C ++) th at c o uld su p port d ata o bje cts th at h ad a ttr ib ute s a nd b ehav io rs . A dditi o nally , th ese d ata obje cts c o uld e ncap su la te ( p ro hib it c hanges to ) c erta in a re as o f th eir c o de to pro te ct th em fr o m alte ra ti o n. This w as sig nific ant in th at obje cts th en re p re se nte d r e usa b le c o de w ho se q uality i n k ey a re as w as a ssu re d . F in ally , th e no n-e ncap su la te d a re as o f c o de o ffe re d u se rs th e a b ility to c usto m iz e o r a d d attr ib ute s and behav io rs su ch th at obje cts becam e a re lia b le and fle xib le build in g b lo ck f o r a p plic ati o n a nd d ata b ase d ev elo pm ent.
It w as in th is ti m e th at so m e o f th e fir s t w riti n g o n in fo rm ati o n a rc hite ctu re fr a m ew ork s b egan to em erg e. In 1 987 D ennis M ulr y an and R ic hard N ola n wro te a b out “ U nd erta kin g a nd A rc hite ctu re P ro gra m ” 13 a nd in 1 991 B ra nd t Alle n a nd A nd re w B oynto n w ro te a n a rti c le e nti tl e d “ In fo rm ati o n A rc hite ctu re :
In Searc h of E ffic ie nt Fle xib ility .” 14 In 1989 and 1992, Jo hn Zachm an pub lis h ed s e m in al a rti c le s in th e IB M S yste m s J o urn al a b out a n id ea fo r a n In fo rm ati o n Syste m s Arc hite ctu re (IS A ) th at se rv ed to org aniz e th e docum enta ti o n o f in fo rm ati o n hie ra rc hic ally and b y fu ncti o n.
15 16 Z achm an’s work se rv ed to ele v ate th e d is c ussio n o f arc hite ctu re s to th e le v el o f th e ente rp ris e and sti m ula te d ad diti o nal w riti n g o n ente rp ris e -w id e in fo rm ati o n arc hite ctu re s th at w as to co nti n ue th ro ugho ut th e 1990s. In 1992, Ste v en Spew ak b uilt u p on Z achm an’s w ork a nd d ev elo ped th e c o ncep t o f ‘ E nte rp ris e Arc hite ctu re Pla nnin g’ (E A P).
17 The EA P meth o d re p re se nte d a dis ti n ct dep artu re fr o m th e te chnic ally -o rie nte d a rc hite ctu re s o f p re v io us y ears , a s it fo cuse d on ho w IT w ould be use d to su p port busin ess fu ncti o ns on an ente rp ris e -w id e (e nte rp ris e ) b asis . It is th e c o m bin ed w ork o f J o hn Z achm an and S te v en S pew ak th at fo rm th e b asis o f m ost o f th e e nte rp ris e a rc hite ctu re fr a m ew ork s th at are in use to day th ro ugho ut busin ess and go vern m ent, in clu d in g th e E A 3 C ub e f r a m ew ork i n tr o duced i n th is b ook.
Exa m ple s o f E nte rp ris e A rc h it e ctu re F ra m ew ork s The Z ach m an I S A F ra m ew ork ( 1 987 a n d 1 992) In th e mid -1 980’s Jo hn Zachm an obse rv ed th at th e data pro cessin g re q uir e m ents o f m any o f h is I B M c lie nts w ere b eco m in g m ore c o m ple x. T here was a need to sh o w in fo rm ati o n sy ste m s fr o m se v era l pers p ecti v es th at ad dre sse d th is c o m ple xity a nd p ro m ote d p la nnin g, d esig n, a nd c o nfig ura ti o n managem ent. Z achm an d re w fr o m b oth th e a ir c ra ft a nd c o nstr u cti o n in d ustr ie s in d ev elo pin g a h ig hly in tu iti v e a nd c o m pre hensiv e sc hem a fo r d ocum enti n g in fo rm ati o n s y ste m s a rc hite ctu re (IS A ) in th e c o nte xt o f s e v era l h ie ra rc hic al pers p ecti v es c hara cte ris ti c s. Z achm an’s I S A f r a m ew ork i s a s c hem a w ith r o w s and c o lu m ns th at fu ncti o ns m uch lik e a r e la ti o nal d ata b ase in th at h e c alls fo r th e d ev elo pm ent o f b asic o r “ p rim iti v e” a rc hite ctu ra l a rti fa cts fo r e ach o f th e 30 c ells in th e s c hem a, s u ch th at n o ne o f th ese a rti fa cts a re r e p eate d in o th er cells o r c o m bin ed to c re ate w hat Z achm an c alls “ co m posite ” p ro ducts . B y docum enti n g th e IS A ( n o w k no w n a s th e Z achm an E A F ra m ew ork ) in d eta il a t each le v el o f th e E A fr a m ew ork , a n e nte rp ris e d ev elo ps m ulti p le v ie w s o f th eir pro cesse s and re so urc es th at are use fu l to se nio r executi v es, lin e managers , a nd s u p port s ta ff. F urth er, Z achm an’s a p pro ach a d dre sse s th e w hat, ho w , w here , w ho , w hen, a nd w hy q uesti o ns a b out a n e nte rp ris e . F ig ure 5 -2 pro vid es th e c urre nt v ers io n o f th e Z achm an F ra m ew ork f o r E A ( v 3.0 ).
18 Fig ure 5 -2 : T he Z achm an F ra m ew ork v 3.0 Sin ce 1 992, J o hn Z achm an h as g o ne o n to in flu ence a n um ber o f d iffe re nt E A fr a m ew ork s a nd w riti n gs o n th e E A , i n clu d in g th e a uth o r’s E A 3 fr a m ew ork a nd th is te xtb ook. W hile th e b asic IS A a p pro ach is e v id ent in th e c urre nt Z achm an EA F ra m ew ork , m any new co ncep ts hav e b een ad dre sse d su ch as ho w IT se curity i s a n i m plic it e le m ent i n e a