Presentation on theme: "Enterprise Architecture Implementing a Pragmatic Enterprise Continuum."— Presentation transcript:
Enterprise Architecture Implementing a Pragmatic Enterprise Continuum
2 Introduction This Session Covers; Definition and Motivation Frameworks The Architecture Practice The Enterprise Model Discussion on the extent of the Model
3 Enterprise Architecture Definition: Enterprise architecture is a complete expression of the enterprise; a master plan which “acts as a collaboration force” between aspects of business planning such as goals, visions, strategies and governance principles; aspects of business operations such as business terms, organisation structures, processes and data; Information Technology such as information systems and databases; and the enabling technology infrastructure such as computers, operating systems and networks. Purpose: The purpose of describing the architecture of an enterprise is to; - focus business strategy and outcomes - improve effectiveness and efficiency - enable the assessment of change - align enterprise resources (people, processes, systems) The question is not “ Half full or half empty” but “How and Why”
4 Enterprise Modelling Why: Despite the many challenges in today's global economy, businesses and government agencies operate in a world of expanding opportunities. A model of the enterprise is an intuitive way of seeing and improving the inner workings of an organisation in response to these ever-changing opportunities and challenges. An Enterprise Model enables you to visualise and improve your entire enterprise – resulting in a thorough understanding of the cause-effect relationships between business strategy, business processes and the systems and technology that support them. Enterprise visibility and the resulting business and IT alignment are the foundation for true enterprise agility. Capabilities : * Define Strategy: Describe how the enterprise functions in support of key goals, while exploiting best practices and industry standards. * Impact Analysis: See the full cascading effects of possible decisions as well as their economic impact on the business. * Leverage Assets: Leverage systems and technology assets by establishing the direct mapping from process activities to implemented service components. * Align business and IT: An enterprise has a real opportunity for true alignment of business and technology. * Support Strategy: Analyse how processes support and are influenced by corporate strategy, goals and direction. * Optimise Organisations: Understand organisational interactions and design efficient processes that maximise organisational resources.
5 Architecture Frameworks: The Open Groups (TOGAF)
7 Pragmatic and Practical Architecture An implementable Enterprise Continuum should provide simplicity (necessary and sufficient), be pragmatic and practical rather than academic, and focuses on: business interactions, which are the things that are most tangible to business people, and a thorough understanding of the cause-effect relationships between business strategy, business operations and the technology that support them.
8 Focusing on the Business Layer of the Enterprise Blueprint
9 The Practice of Architecture “We strive to produce award-winning schemes that meet or exceed our clients and users expectations both aesthetically and functionally. We develop creative solutions and translate them into buildings.” (archoffice.co.nz) The key for enterprise architects is to create not the perfect or most elegant architecture for the moment, but the most adaptable architecture for the future. Definition: The art and science of designing buildings and other structures. The term "architecture" has been adopted to describe the activity of designing any kind of system, and is commonly used in describing information technology. (Wictionary)
10 Notations Business Process Modelling Notation (BPMN); The primary goal of BPMN is to provide a standard notation readily understandable by all business stakeholders. These include the business analysts who create and refine the processes, the technical developers responsible for implementing them, and the business managers who monitor and manage them. Consequently, BPMN serves as a common language, bridging the communication gap that frequently occurs between business process design and implementation. Archimate; The Unified Modelling Language™ (UML); is OMG's most-used specification, and the industry standard for modelling application structure, behaviour, architecture, and data structure. UML includes a set of graphic notation techniques to create visual models based on the object-oriented paradigm.
11 Projects are the mechanism for evolving the blueprint Scope Patterns Structure Objects Architecture Review & Model Change Control Continuous Enterprise Blueprint As built Record Project Artefact Project
12 The Business Change Process Technology Independent Business Model & Requirements Take business centric approach, providing the relevant enterprise blueprint to ensure the technology does indeed enable the business.
13 The Practice of Architecture as a Business Process “The quality of a system or product is highly influenced by the quality of the process used to develop and maintain it.” Process Maturity Levels: Level 1, Initial: At maturity level 1, processes are usually ad hoc and chaotic. The organisation usually does not provide a stable environment to support processes. Success in these organisations depends on the competence and heroics of the people in the organisation and not on the use of proven processes. In spite of this chaos, maturity level 1 organisations provide services that often work, but they frequently exceed the budget and schedule documented in their plans. Maturity level 1 organisations are characterised by a tendency to over commit, abandonment of processes in a time of crisis, and an inability to repeat their successes. Level 2, Managed: At maturity level 2, processes, work products, and services are managed. The service provider ensures that processes are planned in accordance with policy. In order to execute the process, the service provider provides adequate resources and assigns responsibility for performing the process. Process adherence is periodically evaluated and process performance is shared with senior management. The process discipline reflected by maturity level 2 helps to ensure that existing practices are retained during times of stress. Level 3, Defined: At maturity level 3, processes are well characterised and understood. They are described in standards, procedures, tools, and methods. A defined process clearly states the purpose, inputs, entry criteria, activities, roles, measures, verification steps, outputs, and exit criteria. Level 4, Quantitatively Managed: At maturity level 4, service providers establish quantitative objectives for quality and process performance and use them as criteria in managing processes. Specific measures of process performance are collected and statistically analysed so that quality and process performance is understood and predictable in statistical terms. Level 5, Optimizing: At maturity level 5, a service provider continually improves its processes based on a quantitative understanding of the common causes of variation inherent in processes. Maturity level 5 focuses on continually improving process performance through incremental and innovative process and technology improvements that enhance the service provider’s ability to meet its quality and process-performance objectives.
14 Discussion Topics Is the Enterprise Continuum one totally integrate (and normalised) model. Is re-use important, and at what cost. Is architecture a project only activity.
15 For Further Information contact:Michael FoleyDudley Harris Voco DirectorVoco Architecture Principle +64 21 777 684+64 21 585 515 firstname.lastname@example.org@voco.co.nz email@example.com@voco.co.nz Derek Cope Enterprise Architect +64 27 332 3910 firstname.lastname@example.org