Enterprise Architecture. Business Discipline, NOT Religious Ritual

Transcription

1 Enterprise Business Discipline, NOT Religious Ritual Mike Lambert Chief Technical Officer Architecting the Enterprise Limited SLIDE 1 of 31

2 For Millennia People have been puzzled by Stonehenge! SLIDE 2 of 31

3 Let s see whether we can build a level of abstraction SLIDE 3 of 31

4 Schematically C Information System s SLIDE 4 of 31

5 It s the broken remnants of an EA process H Change Management A Vision B Business G Implementation Governance C C Information Information System System s s E Opportunities & Solutions D Technology SLIDE 5 of 31

6 The original intent is lost Preliminary H Change Management A Vision B Business The detailed requirements are lost G Implementation Governance Requirements Management C C Information Information System System s s F Migration Planning E Opportunities & Solutions D Technology The practical usage is lost SLIDE 6 of 31

7 All we are left with is some broken building blocks and some rituals SLIDE 7 of 31

8 How does your Business view? Driven by the Business Something that is core to the strategic planning of the enterprise Business activity driven by highly respected professionals A flexible discipline that reacts to the needs of the business SLIDE 8 of 31

9 Or maybe Driven by The IT people Something that IT does Some kind of strange ritual that happens in an office somewhere in IT A straightjacket that gets in the way of doing the right thing Will you be left with some broken building blocks and a set of rituals? SLIDE of 31

10 Some important questions Where are the solutions? Must we do it just because EA says so? Is the architecture always right? How do we make the right decisions? SLIDE 10 of 31

11 What about TOGAF? TOGAF started life as A prescriptive process Technology focussed TOGAF Flexible process Business driven Rather like old wallpaper, history sometimes shows through SLIDE 11 of 31

12 Some echoes from the past It is important to note that this effort is not concerned with database design First phase directly concerned with how the Target will be implemented SLIDE 12 of 31 It is important to note that this effort is not concerned with applications systems design.

13 But TOGAF is Pragmatic and Business Less I am going to use extracts from the TOGAF specification to illustrate my arguments Definitions Process Models SLIDE 13 of 31

14 Solutions The Elephant in the Living Room for Architects We often know the preferred solution before we start the process Often, an existing legacy system is not subject to change We are constrained by the structure of products available in the market It is the Data and Application Solutions that establish requirements for infrastructure SLIDE 14 of 31

15 Evidence from TOGAF The Process Select Reference Models, Viewpoints and Tools Develop Baseline Business Description Develop Target Business Description Perform Gap Analysis Define Roadmap Components Resolve Impacts across the Landscape Conduct Formal Stakeholder Review Define roadmap components appears in every phase (not just in phase E) At every phase we are thinking about the deployment of the architecture Business process changes Changes to database Changes to applications Changes to technology Finalize the Business Create Definition Document SLIDE 15 of 31

16 Evidence from TOGAF Definitions Data The structure of an organization s logical and physical data assets and data management resources Applications A description of the major logical grouping of capabilities that manage the data objects necessary to process the data and support the business. SLIDE 16 of 31

17 Evidence from TOGAF The Metamodel SLIDE 17 of 41

18 Evidence from TOGAF The Metamodel SLIDE 18 of 31

19 The (almost) unstated question Services How are services grouped into logical components? Logical Component SLIDE 1 of 31

20 The (almost) unstated answer Services How are services grouped into logical components? Products available in the market Logical Component Structure of existing components to be carried forward Physical Component Deployed Solution SLIDE 20 of 31

21 Must we do it just because EA says so? No unplanned IT investment or acquisition activity. documents are used by every decision maker in the organization for every IT-related business decision. That is what ACMM level 5 says, right? process metrics are used to optimize and drive business linkages. Business involved in the continuous process improvements of Enterprise. US Department of Commerce (DoC) enterprise Capability Maturity Model (ACCM Version 1.2 December 2007) SLIDE 21 of 31

22 Must we do it just because EA says so? No unplanned IT investment or acquisition activity. Wrong!! documents are used by every decision maker in the organization for every IT-related business decision. process metrics are used to optimize and drive business linkages. Business involved in the continuous process improvements of Enterprise. A standards and waivers process is used to improve the architecture development process. US Department of Commerce (DoC) enterprise Capability Maturity Model (ACCM Version 1.2 December 2007) SLIDE 22 of 31

23 Can you relate to this? We follow the TOGAF Development Method We build a long list of projects that would result in the perfect architecture We ask for a gazillion dollars to complete the implementation We are surprise when the money is not forthcoming SLIDE 23 of 31

24 The EA Process Defines the Ideal Target State At every stage, the EA process establishes the way we would like to operate Consistent business processes Integrated databases Common use applications Shared infrastructure SLIDE 24 of 31

25 At every stage, we have two decisions What is the strategic approach for the future? Is there a business case for tidying up the legacy of the past? Building the business case is a non-trivial task How do we quantify the future value of synergy Some considerations Expected life-time of system Relationship to core of business Stability of business area supported SLIDE 25 of 31

26 Every decision is business driven Will it help us increase revenue? Will it help us reduce costs? Will it help us improve customer service? What is the impact on the share price? SLIDE 26 of 31

27 Is the architecture always right? May not be practical Very expensive, no business value May not be possible to implement May be too forward looking Particularly non-functional qualities, such as volumes and performance May be simply wrong Simply doesn t achieve objectives SLIDE 27 of 31

28 A Practical Needs A Dispensation Policy Used to ensure that service and operational levels are met while providing flexibilityin their implementation and timing Granted for a given time period and set of identified service and operational criteria that must be enforced during the life-span of the dispensation Not granted indefinitely, not granted automatically Time-bound nature ensures that they are a major trigger in the compliance cycle Patterns of dispensations drive architecture change SLIDE 28 of 31

29 How do we make the right decisions? To be effective, and Enterprise must be SEEN to be REALISABLE and REALIZED Must be visible Must be practical.. Which is why considering potential solutions is so important Most be a discipline that is followed Every decision must be a considered decision Everyone needs to know what decisions they may make and which they may not SLIDE 2 of 31

30 Much of this is NOT NEW There are people in our Enterprise who are good at this Business planners Risk managers Project and Portfolio Managers Enterprise must be integrated into established business disciplines We must have a framework to ensure consistency of decisions Trade-offs Compliance policy When dispensatioms may be granted SLIDE 30 of 31

31 Governance Decisions need to be taken in a controlled way Must consider the value to the enterprise, not just to one single organization unit, not just within a single project Must have the basis for taking difficult decisions in place BEFORE the decision has to be taken Corporate Governance IT Governance Governance SLIDE 31 of 31

32 Actioning Governance in the ADM Governance Framework is implemented which identifies processes, artifacts, controls and environment Cross-organizational Board established to oversee the implementation of the IT governance strategy An Compliance strategy is adopted with specific measures to ensure compliance with the architecture H Change Management G Implementation Governance F Migration Planning A Vision Requirements Management E Opportunities & Solutions Preliminary B Business D Technology C C Information Information System System s s SLIDE 32 of 40

33 Actioning Governance in the ADM Each phase is governed by Principles applicable to the activities of the phase. H Change Management A Vision Preliminary B Business G Implementation Governance Requirements Management C C Information Information System System s s F Migration Planning E Opportunities & Solutions D Technology SLIDE 33 of 40

34 Actioning Governance in the ADM Recommendations are formulated for each project Preliminary Used to construct an architecture contract to govern system implementation and deployment H Change Management A Vision B Business Compliance reviews carried out at key milestones G Implementation Governance Requirements Management C C Information Information System System s s F Migration Planning E Opportunities & Solutions D Technology SLIDE 34 of 40

35 Establish Cross-Enterprise Board Ensures all decisions are based on the interests of the enterprise not one group with a vested interest Probably a hierarchical structure of such boards Representative of major stakeholders Establishes clear responsibilities and accountabilities Organisation management Global/regional governance boards Asset/contract management Control and guidance Provision monitoring Guidance Tracking Governance organisation Cost effectiveness Escalation and dispensation Demand forecasting Service provider(s) Transition/transformation management Financial Compliance Regulatory/legal bodies Change management Statutory Obligations Enterprise Governance Integration and Reporting Expertise and Cost Guidelines Enablement and validation Conformance Service/technology providers Standards organisations Governance working groups Service provision Repository management SLIDE 35 of 31

36 Some important questions Where are the solutions? Must we do it just because EA says so? Is the architecture always right? How do we make the right decisions? SLIDE 36 of 31

37 Some important answers Where are the solutions? Solutions are everywhere and guide thinking towards practical architectures Must we do it just because EA says so? No, not if it doesn t make business sense Is the architecture always right? No, architects are human How do we make the right decisions? Business driven governance SLIDE 37 of 31

38 Enterprise Business Discipline, NOT Religious Ritual Mike Lambert Chief Technical Officer Architecting the Enterprise Limited SLIDE 38 of 31