Peter Herzum. All approaches are wrong: some are useful. Peter Herzum. All approaches are wrong

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1 All approaches are wrong From Zachman to IT Success: Third Generation IT Approaches President, Herzum Software All approaches are wrong: some are useful (Original saying by Deming was All models are wrong, some are useful ) Trends in EA Approaches Paradigm Shift Early Focus Classification of deliverables Inventories Semi-formal diagrams EA documents Technical / Application Managing Applications / Data Code, IDE, Middleware IT in isolation Present-day Focus Portfolios Blueprints Complex deliverables EA Tools and Repositories and IT Managing IT Assets, Risk & Leverage IT as integral to the business First Generation Emergence of EA frameworks (concepts + formalisms) Zachman (original 987/89) RM/ODP E.g.: which deliverables could be EAP used for architecture (no TAFIM templates, no process). Enterprise v. - EAF Second Generation EA approaches (managing EA) Zachman (as expanded upon through 6) Enterprise v. - BOST 8. Third Generation IT approaches (managing IT as/for business) Enterprise v. - Fourth Generation Enterprise approaches (managing business, including its relationship with IT) Enterprise. addresses this in part already Process, templates, tools, organization for EA Process, templates, tools, organization for enterprise IT Process, templates, tools, organization for the enterprise (including IT) Approach EAF Proact (BOST) Zachman Framework For More Information jitc.fhu.disa.mil/jitc_dri/pdfs/dodaf_vv.pdf jitc.fhu.disa.mil/jitc_dri/pdfs/dodaf_vv.pdf ci.omg.org URL Chronology of EA Approaches CISR (96/97). (9). (/) TAFIM (9) Enterprise 8. (6). (8?) BOST () EAP (9) Bohr (99) EAF (). (7) RM/ODP (9) () Sowa & Zachman (89) Enterprise. () Enterprise. () Zachman (87) Enterprise. () Enterprise Approach EA Conceptual IT Approach framework EA Approach (with enterprise elements) Note: time scale is not linear

2 First Generation Approaches: EA Frameworks Zachman Framework Provided simple frameworks (basic concepts, terminology, classification schemes) for EA Static classifications, traditional deliverables, traditional dimensions (applications, data, networks) Did not provide how to do EA: no EA Processes, no EA templates Focus on EA: EA as the objective, not mean to an end No larger context, for example did not Address direct relationship IT Strategy / EA Address other disciplines, such as Portfolio or IT Management Identify flow from /IT Strategy to individual projects Recognize importance IT processes, transitioning, evolutionary nature of IT Not grounded on state-of-the-art architectural thinking For example, no focus on Interoperability Architecture or Service Oriented Architectures No understanding of different nature of architecture at application and enterprise level Framework for Information Systems Architecture Originally published in IBM Systems Journal John Zachman (987, Vol. 6, No. ) John Sowa & John Zachman (989, Vol., No. ) Supported/evolved by Zachman Institute for Framework Advancement (ZIFA) John Zachman & Samuel Holcman Original: Matrix that classifies subjects and models Six viewpoints on architectures (rows) Six architectures (columns) Cells contained traditional structured analysis/design models Today: -Dimensional (hexagonal cylinder) All architectures related within a viewpoint Viewpoints relate to those above and below Cells contain object, BPM, business, traditional & other model Zachman Framework - Original Zachman Framework Today Recognition that EA is about relationships among as well as classification of primitives Reflects experience with EA metadata management Cells metamodels defined, but not available free to public Inter-cell relationships and transformations defined Modernized primitive models extend original structured Second Generation Approaches: EA Approaches Still focus on managing Enterprise Architecture Introduced or clarified iterative nature of EA work Began moving beyond traditional models & viewpoints Include more than just a Framework, for example EA processes and template, examples, best practices Organizational guidance Governance guidance (varies by approach) Meta model for storage/management of deliverables Deliverables to develop for different viewpoints Still approaches of this generation tend to: Emphasize classification or process, not both Suggest deliverables, but with limited detail, strong focus on architecture, little approach on context Include approaches only focused on business (but not on business relationship with IT) The Open Group Architecture Framework Originally published in 99 Based on Technical Architecture Framework for Information Management (TAFIM) from DOD Supported and evolved by The Open Group Industry consortium vendor/technology neutral Original: addressed Technology Architecture only Today: interrelated Architectures Architecture Data Architecture Application Architecture Technology Architecture

3 Architecture Development Method Enterprise EA Maturity Model Main ADM cycle describes all major phases, from EA Program inception to delivery Details for each phase vary quite widely Technology well covered Change Mgmt offers little ADM is the traditional architectures with program management support Prime example of nd generation EA Approach How to manage EA Organization Process EA organized as program & pervasive across organization Deliverables Program Management Office established for strategic initiatives Projects seek proactive coordination from EA team No formal EA team or budget Functional Architecture shapes services / components Projects operate as independent silos Basic governance processes key gates defined / controlled by EA IT not viewed as a business partner Enterprise Repository integrates modeling tools, manages code tables Technology drives EA processes and other enterprise metadata Technology drives applications Reference Architecture published and used in governance Integration costs ignored deliverables driving IT and EA strategy No direct support for project synergies Detailed normalized blueprints, dependencies recognized Ad-hoc IT strategy Portfolio Model organized according to reference architecture Simple application / integration models Data management & business modeling deliverables related to other EA Application inventory portfolio and business activities Technical block diagram frameworks EA drives Inception Classification Blueprinting Integration Optimization business strategic planning efforts Holistic approach EA team defined - independent budget from project teams corporate wide EA team contributes to selected / pilot projects IT is a strategic business partner Deep integration EA deliverables through collection and classification EA is strategic advisor to business of business & IT Functional architecture start to rationalize / drive applications EA reports to business strategic planning Process & Shared technical infrastructure introduced & piloted EA institutionalized in governance architecture Frameworks like Zachman used to classify deliverables Enterprise Repository functions as continuously High-risk, ineffective enterprise programs due to lack of informational CMDB and IT BI optimized proper architectural and governance support Well-structured integration architecture Revamped app Detailed portfolios for applications, projects, technology, data Alignment of data, application, and technical Functional domain / capability model to rationalize portfolio information, technology integration portfolios of Technical domain model rationalizes infrastructure Ability to retire, purchase, outsource services & systems within reference architecture components Comparison on Characteristics Comparison from Perspective BOST EAF Zachman.. BOST EAF Zachman.. Corporate Suitability Framework Strategy/Mgmt IT Strategy, Planning/Mgmt Deliverables EA Management Process Architecture Viewpoints Program Management Templates Tool Support Content (prebuilt models) Run-time Elements Functional Architecture Factory Architecture IT Processes IT Organization IT Support IT Operations Six interpretations of Enterprise Architecture Comparison to 6 Interpretations of EA EA is being used in the industry For business transformation architecture, not IT architecture For alignment of business and IT Manage IT for the To support IT Management Application & IT portfolio normalization Identifying project synergies Reducing project costs & time-to-market Manage IT as a To provide enterprise-level context to individual projects Deliver applications better, faster, cheaper To support IT operations IT inventory & asset management, ITSM/ITIL To support IT Integration Transformation IT/ Alignment Manage IT Enterpriselevel Project Context IT Operations IT Integration / Interoperability BOST EAF Zachma n.. Over time, enterprises evolve to encompass several of the above

4 Third Generation Approaches: IT Approaches Fourth Generation Approaches: Enterprise Approaches Address managing IT as a business, for the business (not only Enterprise Architecture ) -> focus on IT Includes Enterprise Architecture, but as a mean to an end Address business strategy/operations, not only business architecture Including IT strategy/management IT as a subset of business like any other division Introduced aspects previously not seen as EA IT processes IT support infrastructure and applications Program management Reuse of assets by projects Portfolio management IT and business operations Approaches of this generation also: Integrate what and how for EA Provide enough detail to implement deliverables in practice and correctly store/relate deliverables in EA repositories Specify deliverables/processes that are maturity-level sensitive Address managing business, including managing IT as an integral part of the business (like any other part) Unifying business and IT theories have existed for many years, for example Strategy, Process Management, Reengineering, Financial Planning but without properly account for IT. Only now we see comprehensive business/it theory and practices appearing Will integrate / address aspects like From business strategy to business operations Real-time enterprise ERPIT Integration of (business) management disciplines (can an approach covering this be created?).: The Third Generation Approach Projects and Contexts in Widely-used IT approach Evolved and optimized project after project, enterprise after enterprise, in years of successes Enterprises world-wide leverage to fast-start their projects and cost-effectively address IT challenges To our knowledge, is ONLY approach scaling from small projects to management of large IT portfolios Boardroom to code Today available in two offerings: Project : Project-level approach Enterprise : Enterprise-level approach -> Manage IT as a, for the Covers IT Strategy, Enterprise Architecture, Program Management, Portfolio Management, Integration, and Planning Operations Vision Strategy Plan.. Processes Organization S O F T W A R E S U P P L Y C H A I N Inception Elaboration Construction Transition Launch Factory Setup Migration IntegrationDeployment Construction Requirements ArchitectureDevelopment Test Release... Evolution Transform Merger Acquisition Operation Maintenance Evolution Retirement Support Phase Out Project Project : Deliverable Summary Overview Best-in-class, scalable, agile approach providing what and how to manage, architect, develop, test, release, maintain, evolve and possibly outsource, integrate, buy, migrate, and even retire application First component-based approach. Applied and matured since 99 Adopted by small teams, large corporations, several software product vendors Applied to manufacturing, telco, supply chain management, CRM, insurance, finance, banking, transportation, HR, and even real-time embedded systems

5 Enterprise-perspective to individual programs/projects: strategic input, business architecture, reference architecture, Program-perspective: cross-projects, across software supply chain Project-perspective: management, requirements, architect, test, release, organize, support individual projects Component-perspective allows maximum iteration, parallel development, outsourcing, build-byassembly Software Factoryperspective Project : Example characteristics Enterprise-perspective also includes reuse of existing applications, components, services, technologies Enterprise, v. Enterprise: applied and evolved since 999 Today, the third generation enterprise-level approach Covers IT Strategy, Enterprise Architecture, and creating an active link from Strategy down to day-to-day IT Management and individual projects Supports enterprises looking for ways of aligning business and IT, reduce their IT costs, rationalize their IT portfolio, manage IT as a business, and more Includes enterprise-level principles, best practices, blueprinting approaches, architectural and IT governance processes, business modeling, enterprise-level patterns, portfolio management techniques, enterprise-level technical infrastructures and bus, and more Enables corporations to effectively acquire, outsource, integrate, connect, develop, modify, operate, and retire the elements of an IT Portfolio while progressively aligning to your IT Strategy and Enterprise Architecture Enterprise: Deliverables Map (Enterprise Architecture Focus) Deliverables Map: Next level of detail (Enterprise Architecture Focus) Addressing the IT Challenges As-Is Inventory Managed Transformation Transition.. Aging, un maintainable applications Applications redundancy High rates of project failures Widening gaps needs versus software Heterogeneous, conflicting technologies IT spending increasing, diminishing returns Unmanaged Evolution IT increasing business risks Explosion of IT spending Proliferation of applications /technologies Explosion of ad-hoc integration solutions. Legacy EAI. To-Be Planning IT Strategy Portfolio Management Program Management Enterprise Architecture Transformation Management Organizational Transition Technologies and tools IT driven by business needs. /IT aligned Simplified, integrated application portfolio Buy/build/outsource within Reference Architecture & IT governance IT Modernization Agile IT, software factories Reduction of IT spending Manage IT as a business, for the business

6 IT Objectives: a few examples IT Objectives: a few examples Align business and IT: line of sight, balanced scorecards, deliver on SLAs Support specific business initiatives: 6 view of customer Assure regulatory compliance: Sarbanes-Oxley, privacy, Reduce costs and complexity of IT: Reduce complexity %, downsize from 9 to applications, transform from 7/ maintenance/ development to /6 Improve agility and adaptability: month delivery cycles Resolve IT pain points or support IT initiatives: Interoperability, portfolio simplification Improving IT governance & IT (generically) Part of continuous improvement EA as management tool (for executives): dashboards Common description of IT (for vendors, consultants, ) Create strong delivery of IT services Risk management and crisis prevention: Detect trends, build memory Align business and IT: line of sight, balanced -Focused scorecards, deliver on SLAs Support specific business initiatives: 6 view of customer Objectives Assure regulatory compliance: Sarbanes-Oxley, privacy, Reduce costs and complexity of IT: Reduce complexity %, downsize from 9 to applications, transform from 7/ maintenance/ development to /6 Improve agility and adaptability: month delivery cycles Resolve IT pain points or support IT initiatives: Interoperability, IT-Focused portfolio simplification Improving IT governance & IT (generically) Objectives Part of continuous improvement EA as management tool (for executives): dashboards Common description of IT (for vendors, consultants, ) Create strong delivery of IT services Risk management and crisis prevention: Detect trends, build memory IT Maturity Phases Maturity Models: From Enterprise to Enterprise Architecture Enterprise Project Program IT as IT for Strategyfocused Managed Financial Adaptive organization IT Project Program IT as IT for Enterprise Architecture Classify Blueprint Integrate Optimize Enterprise: IT Maturity Phases (simplified) Manage IT as a, for the Ad-hoc management of IT projects, programs, and overall IT Individual IT organizations take autonomous decisions. Centers of power Budgeting through collection No direct support for project synergies Ad-hoc IT strategy (if exist) Program Management Office established for strategic initiatives. Portfolio Management organized according to reference architecture Repeatable, efficient, agile, context-specific program-level processes for launch, management, tracking, delivering Pre-defined program architectures, including integration, migration, Use of program-level software factories Program scorecards, ability to related programs to business scorecards Project Program IT as BIZ IT BIZ SEE LATER Repeatable, efficient, agile, context-specific project development and management processes Repeatable, efficient, agile, context-specific application management processes: IT across software supply chain Pre-defined application architectures Use of project specific software factories Basic project/application portfolio management processes Project scorecards: ability to relate projects to business scorecards SEE LATER

7 By combining IT disciplines with business disciplines applied to IT Software Engineering Software Architecture IT Architecture Software Factories Software Supply Chain Management IT Strategy Planning IT Budgeting & IT Financial Management IT Reporting/Dashboards IT Program Management Portfolio Management it is possible to significant reduce IT costs, manage IT based on structure, make financially sound IT decisions IT architecture supports managing IT as a business Manage IT as a Managing IT as a business refers to the ability to Explicitly drive strategic and operational IT decisions (such as which IT projects should be funded, which software should be acquired, which applications should be retired ) based on facts and metrics Make financially, managerially, architecturally sound decisions on large and small IT initiatives, programs, and individual projects Identify application redundancies or potential projects synergies Successfully and reliably launch, size, plan, organize, architect, monitor, and report on IT projects and IT programs Transparently provide IT and business executives with aggregated information and KPIs about IT It also correspond to a specific philosophy of how the IT Organization should act: As an internal service organization, having processes, tools, and structure to manage, prioritize, report according to the demands of the business Manage IT for the Managing IT for the business By applying and adapting to IT several business disciplines Balanced Scorecards Architecture Process Management Strategy Planning Budgeting Reporting/Dashboards Program Management it is possible to align business and IT Enterprise Architecture supports Managing IT for the refers to the ability to Explicitly align IT activities to business drivers Make the whole IT organization act as a business partner and key enabler of business success Make sure IT budget is spent ONLY on things that are either required to keep the business running, or on activities explicitly contributing to business advantage Provide IT and business executives with aggregated information and KPIs about how IT is impacting business advantage It also correspond to the IT Organization becoming a strategic partner of the business, and a key contributor to innovation and ultimately to business success Manage IT as a, for the Thank You High performing companies need today to Manage IT as a, for the