Professional Documents
Culture Documents
usiness
ov e r-vi e w th a t outlines the b
-picture”
provides a “big o th e r a rc h itecture disciplin
es.
context fo r
The Value of EA
+ EA has the unique capability to bring together views of
strategy, business and technology that allow an enterprise to
see itself in current and future operating states.
This in turn makes an enterprise more agile and able to
respond to internal and external drivers of change, which
promotes greater levels of competitiveness in the
marketplace.
1
Stovepipe : an information conduit that traverses vertical levels efficiently but does not disperse widely
Recap [T1]: Absence of
Enterprise Architecture
Presented the following risks:
Inability to rapidly Lack of focus on Lack of common
respond to challenges enterprise direction and
driven by business requirements synergies
changes
01 02 03
a means to guard insight into the
a means to
the completeness interrelationships
order
of the of architecture
architecture
architecture results, enabling
results
results, both in the traceability
terms of of decisions and
scoping and their impact.
level of detail;
The Risk of EA
+ Creating an EA for an entire enterprise can be :
1. time consuming,
2. costly, and
3. disruptive to business services.
4. the EA will not be used by stakeholders if they do
not buy-in to the concept of EA or its perceived
value.
The Risk of EA
Example:
+ developing detailed EA documentation that covers
strategy, business and technology within each area of
the enterprise can be time consuming and costly.
+ hiring and/or training architects and supporting
analysts is one element of the cost.
+ another cost element is the time it takes line of
business managers and support staff away from their
normal daily work.
+ the costs of EA documentation tools and on-line
repositories.
Setting the Stage
for Enterprise
Architecture
+ From software industry “architecture” tend to
emphasize the need for structure : a consistent
description and consistent set of relationships.
+ From business architecture, more of an emphasis on
business purpose, on devolving outward from
strategy.
+ Somewhere between the two, these needs to meld
into a mutual balance, about where structure
meets with purpose, and purpose is expressed
in structure.
+ At present EA is often described solely as an
aspect of IT, responsible for improving “business/IT
alignment”.
PRODUCT
In practice, architecture exists in many forms and involves many facets
of the organization. Viewing it as a product, you focus on the question:
when should you produce which type of architecture?
PROCESS
Employing architecture does not only involve issuing appropriate architectural
products; integrating architecture into the organization is at least as
important. What are the best steps that you can take in order to improve the
architecture function?
PERSON
How do you improve the performance of the person fulfilling the role of
architect, and how does this role fit into your organization?
Architectural Vision
We k n o w How
where we’re And
we are getting With whom
going there
The Core Process
of Enterprise
Architecting
Introduction
Core Processes of Enterprise
Architecting
01 02 03
C R E AT E A P P LY M A I N TA I N
any constraints
a to-be that should be
situation, met
The benefits should outweigh the
cost of doing an EA, or the
program should not be
established.
(Bernard, S. 2012. An Introduction to Enterprise Architecture)
Recap [T4] : EA Program
+ The foundational elements of an EA program are the
analysis and documentation framework (EA
framework), and the implementation methodology
(EA methodology).
EA Framework EA Methodology
defines what the EA program defines how that
will document. documentation will be
developed and used.
References
+ Op’t Land et al. (2009). Enterprise Architecture :
creating value by informed governance. Springer-Verlag
Berlin Heidelberg
+ Bernard, S. 2012. An Introduction to Enterprise
Architecture. Third Editon. Author House.