Post on 09-May-2015
Welcome Optimizing Value to the Enterprise with
Integrated Enterprise Architecture
Brian JamesDirector of Product ManagementMetastorm
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Agenda
Introduction
Building Enterprise Architecture
Using Enterprise Architecture
Getting Started
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
What is Enterprise Architecture?
“In a large modern enterprise, a rigorously defined framework is necessary to be able to capture a vision of the ‘entire system’ in all its dimensions and complexity. Enterprise Architecture (EA) is a framework which is able to coordinate the many facets that make up the fundamental essence of an enterprise. It is the master plan which ‘acts as an integrating 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; aspects of automation such as application systems and databases; and the enabling technological infrastructure of the business such as computers, operating systems and networks.”
Dennis A. Stevenson,Senior Editor, IS World Research
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Building Enterprise Architecture
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Enterprise Architecture Terminology
Today’s Enterprise Architecture Frameworks
– Zachman Framework
– Enterprise-Wide IT Architecture
– The Open Group– Federal Enterprise
Architecture– DoDAF
StrategicDirection
BusinessArchitecture
SystemArchitecture
TechnologyArchitecture
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Enterprise Architecture FrameworkStrategic Direction
Business Architecture System Architecture Technology Architecture
Data /Object
Product /Service
PeopleProcess Service /
Application Software
Hardware
Interface Network
Data Architecture
CapabilityEnvironment Goal
Application Architecture
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Strategic Direction
Objectives•Examine the enterprise’s environment, assess internal capabilities and set direction•Validate the business principles and strategic business drivers of the organization•Create a vision for the enterprise that will guide the development of each architecture component
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Business Interaction Model
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
StrategyModel
Current Environment
Strategic Planning for Production Processes
Corporate goals, opportunity precedents, affected policies, and problemsimpeding implementation.
impedes
redu
ces
constrains
provides estimate prior to
is a requirement for
is a requirement for
is a requirement for
is a requirement for
impedes
impedes
impedes
addresses
incurs
includes
takes advantage of
addresses
is a requirement for
is rea
lized
by
P.3MaintainExisting
Equipment
Lack ofCapital
Expenditure
PoorEquipment
Maintenance
P.1RedesignProductionProcesses
E.1Entire
ProcessEducation
P.2UpdateMfg.
Equipment
P.4Acquire
NewTesting
Equipment
S.2Train
SupplierPersonnel
OutdatedTools
Poor VendorTraining
TemporaryEmployees
C.2IncreaseSales toExisting
Customers
P.2OptimizeInternal
Processes
P.2.1SupplyChain
Efficiency
EEmployeePolicies
P.1InventoryReorderPoint
P.2ProductionGuidelines
P.3ProductQuality
EPAStandard
100.33.45.A
7Production
IncreaseProductQuality
3Process
Improvement
«risk»Quality
Deviations
«cost»TrainingCosts
3.3.3Maintenance
Contracts
IncreasedNumber of
Competitors
RisingEnergyCosts
RisingInterestRates
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Goal Model
QualityWidgetGoals
CCustomer
Goals
LLearning andGrowth Goals
FFinancial
Goals
PProcessGoals
F.2DiversifyIncomeStream
F.1Exceed
ShareholderExpectations
F.4IncreaseSales
Volumes
F.3ImproveMargins
C.2IncreaseSales toExisting
Customers
C.1DiversifyCustomer
Base
C.3Attract NewCustomers
P.3Develop
NewProducts
P.1DevelopResearch
Capabilities
P.4Target
ExpandingMarket
Segments
P.2OptimizeInternal
Processes
L.1Develop
EmployeeSkills
L.2IntegrateSystems
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Business Architecture
Objectives•Describe the current baseline Business Architecture•Develop a target Business Architecture, describing the product and/or service strategy, and the organizational, functional, process, event, information, and geographic aspects of the business environment•Analyze the gaps between the baseline and target Business Architectures
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
QualityWidgets
Production ProductDevelopment
MarketingFinance FieldOperations
ProductionControl
PackagingInventoryManagement
AssemblyOperations
AssemblyWorker
Supervisor QualityInspector
OrganizationModel
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Workflow Model
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Data Architecture
Objectives•Define the major types and sources of data necessary to support the business, in a way that is understandable by the stakeholders•Define the data relevant to the enterprise so that they are complete, consistent and stable
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
*
1is placed by
places
1..*
1
*
1requests
is requested by
*
1..*is shipped from
ships
Customer
Order
Order Item
Product
Warehouse
- Capacity[1] : Floating point number
- Name[1] : Text
- Address[0..1] : Text
- FAX[0..1] : Text
- Name[1] : Text
- Telephone[0..1] : Text
+ Submit Order()
- Item Price[0..1] : Number (8)
- Description[0..1] : Text
- Name[1] : Text
- Quantity On-Hand[0..1] : Integer
- Reorder Point[0..1] : Integer
+ Replenish Inventory()
- Order Date[1] : Date
- Requested Ship Date[0..1] : Date
+ Approve()
+ Cancel()
+ Hold()
+ Log()
+ Receive()
+ Reject()
+ Release()
+ Schedule Production()
+ Ship()
Class Model
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Application Architecture
Objectives•Define what kinds of application systems are relevant to the enterprise, and what those applications need to do in order to manage data and present information to the system users•Describe the applications as logical groups of capabilities that manage data in the Data Architecture and support the business functions in the Business Architecture
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
System Model
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
BusinessArchitecture
StrategicDirection
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Use Case ModelComplete Order
extends
Corrections
Valid Order
Priorities
Prioritized Order Priorities
OrderValidate Order
Prioritize Order
Prioritize SpecialOrder
Order EntryClerk
OrderManager
SalesManager
OrderEntry
System
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
StoryboardModel
"New
Cus
tom
er"
"Dem
ogra
phic
s E
nter
ed"
"Custom
er Established"
"Unacceptable Credit"
"Current Customer" "Invalid Order"
"Order Created"
"Incomplete Product ID"
"Product Selected"
CustomerBilling
InformationEntry
CustomerDemographics
Entry
CustomerSelection
OrderConfirmationGeneration
OrderEntry
OrderRejection
Generation
ProductSelection
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Technology Architecture
Objectives•Define the major kinds of technologies needed to provide an environment for the System Architecture•Identify technology principles and platforms•Define the technology platforms and the distribution of data and applications•Establish a justification for the technology platforms by relating them to the business functions that will utilize them•Support future growth
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Location Model
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
System Interaction Model
Central OfficeSales Office
Custom
er Data
OrderOrder
Sch
edul
ed O
rder
Scheduled O
rder
CorporateWAN
OrderFulfillmentSystem
OrderScheduling
System
OrderDatabase
A p p l ica tio n P la tfo rm
A p p l ica tio nS e rv ic e s
U s e r I n te rfa c eS e rv ic e s
O p e ra ti n gS y s te m S e rvi ce s
Order EntrySystem
D a ta b a s e S e rve r
D a ta b a s eM a n a g e m e n t
S ys te m (D B M S )S e rv ic e s
O p e ra tin gS ys te m S e rvice s
CustomerDatabase
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Deployment Model
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Using Enterprise Architecture
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
A Pile of Documents does not Makean Enterprise Architecture
“An Enterprise Architecture is a tool to help executives think about the organization as a whole. An Enterprise Architecture captures a wide variety of information, establishes relationships among the various documents and diagrams and stores all of the information together in a single repository, so that managers can then see the relationships, ask questions, identify problems, or run simulations to help make decisions about changes they are considering.”
Developing an Enterprise ArchitecturePaul Harmon, Business Process Trends
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
The Value of Enterprise Architectureis in the Relationships
Enterprise Architecture is more than a collection of the constituent architectures (Business, Application, Technology, and Information). The interrelationships among these architectures, and their joint properties, are essential to the Enterprise Architecture.
Enterprise-Wide IT Architecture (EWITA)
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
Association Matrices
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Navigator
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
StrategicDirection
BusinessArchitecture
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
P.2.1.1DecreaseMaterialHandling
AcquireRaw
MaterialsFill Order Ship Order
ProcurementSystem
ProductionScheduling
System
AccountingServices
DirectoryServices
Electronic DataInterchange
Services
ImagingFunctions
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Enterprise ArchitectureProvides Many Possibilities
StrategyModel
GoalModel
BusinessInteraction
Model
Location ModelCorporate Strategy
Application Architecture
State Chart
Use Case Model
Operation Model
StoryboardModel
SystemModel
Communication Model
Software Development
Tools
Organization Model
Data Architecture
Deliverable Model
Logical Data Model
Physical Data Model
Data Modeling Tools
XMI Interface
Technology Architecture
Technical Architecture Model
Deployment Model
Infrastructure Management
Tools
XML Interface
Strategic Direction
Business Architecture
Systems Architecture
Technology Architecture
Technical Tools
EA Associations
Process Validation by Simulation
Process Architecture
Business Process
Management Tools
Process Hierarchy
Workflow Model
Business Rules
XMI Interface
The model relationships to be analyzeddepend upon your specific objectives.
BPEL Interface
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Enterprise Architecture Benefits
Process Effectiveness
Operational Efficiency
Opportunity Creation
Automation Efficiency
Current Future
Revenue Generation
Cost Reduction
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Different Objectives will Emphasize Different Architectures
Process Effectiveness
Operational Efficiency
Opportunity Creation
Development Efficiency
Current Future
Revenue Generation
Cost Reduction
Strategic Direction
Business Architecture
System Architecture
Technology Architecture
System Architecture
Business Architecture
Technology Architecture
Strategic Direction
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Getting Started
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Steps to Enterprise ArchitectureStep 1: Define “Enterprise” Scope
“Enterprise” Scope,
DirectionCurrent
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Step 2: Define Strategic Direction
Strategic DirectionFuture
“Enterprise” Scope,
DirectionCurrent
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Step 3: Define Current Architecture
Business Architecture
System Architecture
Technology Architecture
Process Effectiveness
Operational Efficiency
Strategic DirectionFuture
“Enterprise” Scope,
DirectionCurrent
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Step 4: Define Future Architecture
System Architecture
Business Architecture
Technology Architecture
Strategic DirectionFuture
Business Architecture
System Architecture
Technology Architecture
Opportunity Creation
Automation Efficiency
Justification
“Enterprise” Scope,
DirectionCurrent
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
???
Step 5: Gap Analysis
System Architecture
Business Architecture
Technology Architecture
Strategic Direction
Gap Analysis
Future
Business Architecture
System Architecture
Technology Architecture
Process Improvements
System Enhancements
Infrastructure Changes
“Enterprise” Scope,
DirectionCurrent
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Step 6: Strategy Evaluation
System Architecture
Business Architecture
Technology Architecture
Strategic Direction
Gap Analysis
Future
Business Architecture
System Architecture
Technology Architecture
Process Improvements
System Enhancements
Infrastructure Changes
+ +
Cost, Timing & Resources needed to achieve Strategic Direction
=
“Enterprise” Scope,
DirectionCurrent
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Key Planning Decisions
What are my current EA
objectives and how will my
architecture be utilized in the
future?
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Different Objectives Emphasize Different Architectures
Process Effectiveness
Operational Efficiency
Opportunity Creation
Development Efficiency
Current Future
Strategic Direction
Business Architecture
System Architecture
Technology Architecture
System Architecture
Business Architecture
Technology Architecture
Strategic Direction
Revenue Generation
Cost Reduction
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Key Planning Decisions
What are my current EA
objectives and how will my
architecture be utilized in the
future?
How much organizational commitment is
required for success?
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Lessons Learned
SponsorshipExecutive sponsor(s) must demonstrate commitment at the very outset, and periodically throughout the program.
Management StructureBusiness management oversight of the EA process ensures alignment with the mission, vision and business strategy of the organization.
Enterprise Architecture ScopeDon’t commit to so much detail that you get lost in the weeds, but don’t scope the architecture definition at such a high level that there is limited value to the results.
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
Lessons Learned
Communication PlanDon’t assume that all members of an architecture team and key stakeholders understand the architecture scope and products the same. Communicate, communicate, communicate!
EA and Business MetricsIdentify and collect the data that can substantiate the impact of the EA on the enterprise and its business processes.
Leverage Thought LeadersMost thought leaders are able to explain the vision and purpose of the EA to all levels of stakeholders, and “sell’ the concept. Don’t assume that the thought leaders must or will come from management.
April 21-23, 2008
Renaissance Washington, DC© 2008 Metastorm Inc.
44
Thank You!
Brian JamesDirector of Product ManagementMetastorm
Brian.James@metastorm.com