Our Objectives Today. Stats Canada to insert final outline # 2

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2 Our Objectives Today Stats Canada to insert final outline # 2

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4 How We Are Today Source: Adaptive Corp. What we need is a whole-of-government or enterprise approach to programs and services regardless of how they re delivered # 4

5 The Bigger Picture # 5

6 Many Architectures? Each example has precise specifications, parts can be combined and rearranged to create different outcomes on demand Wouldn t it be nice if citizens could have a blend of Government services to meet unique needs like a child can mix and match pieces of a construction toy Ideally - not just pockets of architecture but Enterprise Architecture so all the toys can be part of a seamless whole. # 6

7 Architecture Helps Re-invent service delivery to constituents and government employees Enable improves information sharing across government departments Maximize return on IT investments Leverage critical and secure data Anticipate infrastructure requirements Promote mission-driven selection of new technologies Shrink solution delivery time Source: Metadata Vice-President Scott Bittler May 2003 # 7

8 will help define the future IT environment Understand what IT assets we manage and operate Understand the complexity of the environment Organize information about the what and who of IT Anticipate business expectations & technology change Communicate the business value of IT (& Costs) Guide technology choices and decisions on IT investments; Remain in step with strategic outcomes business; Work as one-department # 8

9 Doing what needs to be done # 9

10 Deriving Value Enterprise Architecture adds value to the support of program & service delivery objectives by making visible opportunities for: Alignment Integration Interoperability Flexibility Reduced time-to-market Quality Seamless Adaptability User-Friendliness Reusability Security Architected Disciplines Accounting Disciplines VALU 150v1 10

11 Accounting versus Architecture Accounting Discipline The SFO (Senior Financial Officer) provides rules and tools on how to do accounting and makes sure it s done right The SFO provides integrated accounting results to DM based on the results of departmental efforts The SFO stewards the GC fiscal plans and safeguards the enterprise s financial health Proper financial controls is something built into all of our daily business processes The Chart of Accounts is our authoritative classification for fiscal data The larger the enterprise, the more robust the financial controls are likely to be Enterprise Architecture Discipline The CA (Chief Architect) provides rules and tools on how to do EA and makes sure it s done right The CA provides integrated architecture views ( as is and to be ) to the DM based on the results of departmental efforts The CA stewards the GC enterprise architecture to safeguard and align the strategic plans and designs EA is a pervasive element of all planning, design, management and transformation activates The GSRM is our authoritative classification for all program and service information The larger the enterprise, the more vital the need for an architected approach # 11

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13 Gartner Definition of EA Enterprise architecture is the process (it's a process AND a thing) of translating business vision and strategy into effective enterprise change (if no change is needed, no architecture is needed) by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution (architecture produces the creative constraints that bound implementation decisions). The scope of the enterprise architecture includes the people, processes, information and technology of the enterprise, (architecture is NOT just about technology) and their relationships to one another and to the external environment. Enterprise architects compose holistic solutions that address the business challenges of the enterprise and support the governance needed to implement them. Enterprise Architecture means architecting the enterprise to enable change. # 13

14 Representative Architecture Process Trends Implications DEVELOP COMMON BUSINESS/IT VISION DEFINE CONCEPTUAL ARCHITECTURES DEFINE DOMAIN ARCHITECTURES PROCESS SET-UP GAP ANALYSIS Existing Baseline Infrastructure MIGRATION PLANNING IMPLEMENT- ATION PLANNING Enterprise Architecture Maintenance and Evolution, Organizational Impact & Communication Adapted from META Group # 14

15 Business Vision to IT Architecture Architectural frameworks create structure and formal alignment of policy, work and systems design to meet the goals of an organization under constant change. # 15

16 Solution Architecture vs EA SCOPE (CONTEXTUAL) Planner ENTERPRISE (CONCEPTUAL) ENTITY = Class of Business Thing e.g. Semantic Model ENTERPRISE ARCHITECTURE - A FRAMEWORK DATA What FUNCTION How NETWORK Where PEOPLE Who When MOTIVATION Why List of Things Important List of Processes the List of Locations in which List of Organizations List of Events Significant List of Business Goals/Strat SCOPE to the Business Business Performs the Business Operates Important to the Business to the Business Familiar (CONTEXTUAL) Function = Class of Business Process e.g. Business Process Model Node = Major Business Location e.g. Business Logistics System People = Major Organizations e.g. Work Flow Model T IM E Time = Major Business Event e.g. Master Schedule TM Territory Ends/Means=Major Bus. Goal/ Critical Success Factor e.g. Business Plan Planner ENTERPRISE (CONCEPTUAL) Owner Ent = Business Entity Reln = Business Relationship Proc. = Business Process I/O = Business Resources Node = Business Location Link = Business Linkage People = Organization Unit W ork = W ork Product Time = Business Event Cycle = Business Cycle End = Business Objective Means = Business Strategy Owner SYSTEM (LOGICAL) e.g. Logical Data Model e.g. Application Architecture e.g. Distributed System Architecture e.g. Human Interface Architecture e.g. Processing Structure e.g., Business Rule Model SYSTEM (LOGICAL) Designer Ent = Data Entity Reln = Data Relationship Proc.= Application Function I/O = User Views Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics People = Role W ork = Deliverable Time = System Event Cycle = Processing Cycle End = Structural Assertion Means =Action Assertion Designer TECHNOLOGY (PHYSICAL) e.g. Physical Data Model e.g. System Design e.g. Technology Architecture e.g. Presentation Architecture e.g. Control Structure e.g. Rule Design TECHNOLOGY (PHYSICAL) Builder DETAILED REPRESEN- TATIONS (OUT-OF- CONTEXT) Ent = Segment/Table/etc. Reln = Pointer/Key/etc. e.g. Data Definition Proc.= Computer Function I/O = Data Elements/Sets e.g. Program Node = Hardware/System Software Link = Line Specifications e.g. Network Architecture People = User W ork = Screen Format e.g. Security Architecture Time = Execute Cycle = Component Cycle e.g. Timing Definition End = Condition Means = Action e.g. Rule Specification Builder DETAILED REPRESEN- TATIONS (OUT-OF CONTEXT) Sub- Contractor Ent = Field Reln = Address Proc.= Language Stmt I/O = Control Block Node = Addresses Link = Protocols People = Identity Work = Job Time = Interrupt Cycle = Machine Cycle End = Sub-condition Means = Step Sub- Contractor FUNCTIONING ENTERPRISE e.g. DATA e.g. FUNCTION e.g. NETW ORK John A. Zachman, Zachman International (810) e.g. ORGANIZATION e.g. SCHEDULE e.g. STRATEGY FUNCTIONING ENTERPRISE 21 16

17 Architectural Layers ENTERPRISE ARCHITECTURE - A FRAMEWORK TM DATA What FUNCTION How NETWORK Where PEOPLE Who When MOTIVATION Why T IM E SCOPE (CONTEXTUAL) List of Things Important to the Business List of Processes the Business Performs List of Locations in which the Business Operates List of Organizations Important to the Business List of Events Significant to the Business List of Business Goals/Strat SCOPE (CONTEXTUAL) Planner ENTERPRISE (CONCEPTUAL) ENTITY = Class of Business Thing e.g. Semantic Model Function = Class of Node = Major Business Business Process Location People = Major Organizations Time = Major Business Event e.g. Business Process Model e.g. Logistics e.g. Work Flow Model e.g. Master Schedule Business System Architecture Ends/Means=Major Bus. Goal/ Critical Success Factor e.g. Business Plan Planner ENTERPRISE (CONCEPTUAL) Owner Ent = Business Entity Reln = Business Relationship Proc. = Business Process I/O = Business Resources Node = Business Location Link = Business Linkage People = Organization Unit W ork = W ork Product Time = Business Event Cycle = Business Cycle End = Business Objective Means = Business Strategy Owner SYSTEM (LOGICAL) Designer TECHNOLOGY (PHYSICAL) e.g. Logical Data Model Information Architecture Ent = Data Entity Reln = Data Relationship e.g. Physical Data Model e.g. Application Architecture Application Architecture Proc.= Application Function I/O = User Views e.g. System Design e.g. Distributed System Architecture Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics e.g. Technology Architecture e.g. Human Interface Architecture e.g. Processing Structure Technology Organization Time Cycle Architecture Architecture Architecture People = Role W ork = Deliverable e.g. Presentation Architecture Time Cycle = = System Processing Event Cycle e.g. Control Structure e.g., Business Rule Model Rules End = Structural Assertion Architecture Means =Action Assertion e.g. Rule Design SYSTEM (LOGICAL) Designer TECHNOLOGY (PHYSICAL) Builder DETAILED REPRESEN- TATIONS (OUT-OF- CONTEXT) Ent = Segment/Table/etc. Reln = Pointer/Key/etc. e.g. Data Definition Proc.= Computer Function I/O = Data Elements/Sets e.g. Program Node = Hardware/System Software Link = Line Specifications e.g. Network Architecture People = User W ork = Screen Format e.g. Security Architecture Time = Execute Cycle = Component Cycle e.g. Timing Definition End = Condition Means = Action e.g. Rule Specification Builder DETAILED REPRESEN- TATIONS (OUT-OF CONTEXT) Sub- Contractor Ent = Field Reln = Address Proc.= Language Stmt I/O = Control Block Node = Addresses Link = Protocols People = Identity Work = Job Time = Interrupt Cycle = Machine Cycle End = Sub-condition Means = Step Sub- Contractor FUNCTIONING ENTERPRISE e.g. DATA e.g. FUNCTION e.g. NETW ORK John A. Zachman, Zachman International (810) e.g. ORGANIZATION e.g. SCHEDULE e.g. STRATEGY FUNCTIONING ENTERPRISE 21 # 17

18 Architecture Reference Model ENTERPRISE ARCHITECTURE - A FRAMEWORK TM SCOPE (CONTEXTUAL) Planner ENTERPRISE (CONCEPTUAL) DATA What FUNCTION How NETWORK Where PEOPLE Who When MOTIVATION Why List of Things Important to the Business List of Processes the Business Performs List of Locations in which the Business Operates List of Organizations Important to the Business ENTITY = Class of Function = Class of Node = Major Business Ends/Means=Major Bus. Goal/ Business Thing Process People = Major Organizations Time = Major Business Event Planner Business Architecture Location Critical Success Factor e.g. Semantic Model e.g. Business Process Model e.g. Business Logistics e.g. Work Flow Model e.g. Master Schedule e.g. Business Plan ENTERPRISE System (CONCEPTUAL) TIME List of Events Significant to the Business List of Business Goals/Strat SCOPE (CONTEXTUAL) Owner Ent = Business Entity Reln = Business Relationship Proc. = Business Process I/O = Business Resources Node = Business Location Link = Business Linkage People = Organization Unit Work = Work Product Time = Business Event Cycle = Business Cycle End = Business Objective Means = Business Strategy Owner SYSTEM (LOGICAL) e.g. Logical Data Model e.g. Application Architecture e.g. Distributed System Architecture e.g. Human Interface Architecture e.g. Processing Structure e.g., Business Rule Model SYSTEM (LOGICAL) Designer Ent = Data Entity Reln = Data Relationship Proc.= Application Function I/O = User Views Node = I/S Function (Processor, Storage, etc) Link = Line Characteristics People = Role Work = Deliverable Time = System Event Cycle = Processing Cycle End = Structural Assertion Means =Action Assertion Designer TECHNOLOGY (PHYSICAL) e.g. Physical Data Model e.g. System Design e.g. Technology Architecture e.g. Presentation Architecture e.g. Control Structure e.g. Rule Design TECHNOLOGY (PHYSICAL) Builder DETAILED REPRESEN- TATIONS (OUT-OF- CONTEXT) Ent = Segment/Table/etc. Reln = Pointer/Key/etc. e.g. Data Definition Proc.= Computer Function I/O = Data Elements/Sets e.g. Program Node = Hardware/System Software Link = Line Specifications e.g. Network Architecture People = User Work = Screen Format e.g. Security Architecture Time = Execute Cycle = Component Cycle e.g. Timing Definition End = Condition Means = Action e.g. Rule Specification Builder DETAILED REPRESEN- TATIONS (OUT-OF CONTEXT) Sub- Contractor Ent = Field Reln = Address Proc.= Language Stmt I/O = Control Block Node = Addresses Link = Protocols People = Identity Work = Job Time = Interrupt Cycle = Machine Cycle End = Sub-condition Means = Step Sub- Contractor FUNCTIONING ENTERPRISE e.g. DATA e.g. FUNCTION e.g. NETWORK John A. Zachman, Zachman International (810) e.g. ORGANIZATION e.g. SCHEDULE Zachman Framework e.g. STRATEGY FUNCTIONING ENTERPRISE 21 GoC Strategic Reference Model # 18

19 GoC Strategic Reference Model Provider Organization Governance Jurisdictions Programs Outcomes & Impacts Client Organizations Accomplish Roles Accountability Services Outputs Individual Clients Responsibility Deliver Processes Authority Used in Resources # 19

20 World class organizations adopt architectures to: Provide a common language for describing strategies, programs, services, processes, information and technologies Align the business strategy and IT strategy Maintain a viable/sustainable future environment Manage IT complexity by bringing order to anarchy and structure to chaos Contain or reduce IT costs Reduce technology related risks Promote scalability, interoperability and portability Manage change in the IT environment # 20

21 What Enterprise Architecture Will Deliver? Delivers enterprise benefits from best practice usage of business, information, technology & solution assets Establishes both future directions and guidelines to review for compliance Looks into future demands and capabilities as well as guiding the evolution of new & legacy systems Lasting Knowledge Management One way to retain enterprise knowledge as people retire Speeds the process of making new recruits productive Creates reusable assets that will have not only immediate benefits, but well into the future # 21

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23 A structured view of IT assets from a business, information and technology perspective Architectural Principles Reduce IT Complexity Manage / Contain Costs Promote interoperability Maximize IT Availability Green IT Practices Policy Instruments Governance Processes People Innovation Ensure that IT is relevant R&D: Business Techniques and Technologies Applications Information Platform Network Applications Information Platform Network Applications Information Platform Network Current State of IM/IT Environment Innovation Environment External Interfaces Drivers Plans Discovery Choices Constraints # 23

24 Activities to Build an Enterprise Architecture Process Step Technical Activities Business Activities Initiate the effort Describe where we are Identify where we d like to be Plan how to get the architecture Implement the architecture July 1, August 2000 IEEE IT Pro Develop an architecture framework Build the architecture team Characterise the baseline architecture Develop the target architecture Develop the transition plan Execute the target architecture Maintain/Enhance the target architecture Create readiness for architecture Overcome resistance to change Identify and influence stakeholders Encourage open participation and involvement Reveal discrepancies between current and desired state Make it clear to everyone why change is needed Convey credible expectations Communicate valued outcomes Communicate valued features Energise commitment Create a plan for transition activities Communicate the transition plan Establish sound management structure Build support for the architect Develop new competencies and skills Reinforce architecture practices

25 Outcomes of Architecture Process Process Step Technical Activities Initiate the effort Describe where we are Identify where we d like to be Plan how to get the architecture Implement the architecture Technical drivers Architecture framework Baseline IT architecture Target IT architecture IT transition/migration plan IT asset management plan Architecture governing practices Information systems Business Activities Business drivers Performance measures Current business models Target business models Valued outcomes and features Capital IT investment plan Procurement Strategies/practices Market research Investment management review July 1, August 2000 IEEE IT Pro

26 Skills an Architect Needs Process Step Technical Activities Initiate the effort Describe where we are Identify where we d like to be Plan how to get the architecture Implement the architecture Deep understanding of technology trends Technical vision Interviewing System analysis and synthesis System modelling System conceptualisation System analysis and modelling Technology selection Trade-off analysis Project/transition planning Technical reviews and assessments Configuration management Project tracking and monitoring Business Activities Ability to articulate and sell a vision Team building Insightful Investigative High tolerance for ambiguity Deep understanding of business strategy Entrepreneurial and creative Ability to moderate and build consensus Practical and pragmatic Resilient Ability to mentor and coach Communicate the transition plan Establish sound management structure Build support for the architect Empathetic and approachable Committed, dedicated, passionate July 1, August 2000 IEEE IT Pro

27 Architecture is an Eco-System Enterprise Architecture Innovation Opportunities Business Vision Business Architecture Alignment & Integration Requirements Information Architecture Business Requirements Application Architecture Business Requirements Security Architecture Business & IM/IT Innovation Opportunities Integration Requirements Integration Requirements Technology Architecture Business & IM/IT Innovation Opportunities EA blends both top-down and bottom-up processes and involves lots of people # 27

28 Characteristics of a Good EA Process Pragmatic Endless naval-gazing exercises will fail Must deliver value quickly Must be grounded in reality Businessaligned Driven by changing business strategy Adaptive to new business requirements Actionable EA is not a standards-setting exercise Must define projects to move to the future state # 28

29 In Summary Stats Canada to provide words for this slide Closing remarks / Final thoughts before proceeding to testimonials # 29

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