Enterprise architecture Being succesful as an architect TopTech, 22-04-2010 Rene van den Assem.
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Transcript of Enterprise architecture Being succesful as an architect TopTech, 22-04-2010 Rene van den Assem.
Enterprise architecture
Being succesful as an architect
TopTech, 22-04-2010Rene van den Assem
www.vka.nl 2
Meet… VKA• Verdonck, Klooster en Associates• Independent consultancy• Strategic projects with ICT
www.vka.nl 3
Meet… VKA• Since 1985• €17,2 million in 2008• 120 people small• 95% of customers come back repeatedly
4
Contents
Enterprise ArchitectureWhat is it?FrameworksPrinciples, models
Architecture, the processBlueprint versus development planSteering with achitectureDo’s and don’ts
Competences of the architect
5
Why enterprise architecture ?IT view
Strategic Business – IT alignment Shared visionCommunication
Sceptic’s viewSomething IT think they need to let the IT department do the right things for the company.
www.vka.nl 6
Why architecture?
• Solve issues for more than one project (reuse) efficiency, time-to-market, quality, cohesion
• Standardization complexity and cost reduction, improves
controlDiscussie
ad hocWensen
lijnmanagersWensen
productmanagers
Wen
sen
CTO
Aan
nam
es
pro
jectm
an
ag
ers
•Slows projects down•Results vary per project
project …
Discussion ad hoc
RequirementsBusiness managers
RequirementsProduct managers
Req
uire
men
tsC
TO
Assu
mp
tion
sp
roje
ctman
ag
ers
••
…
7
What is (enterprise) architecture?
We're not sure, but we know one when we see one. Seriously, it is a difficult concept to make precise. Perhaps this is not too surprising, given that the civil architecture community, with 5000 years or so of practice, has had little more success defining the architecture of a building.
www.vka.nl 8
Views of enterprise architecture
• ANSI / IEEE1471 - 2000• Style – form – function• Arche = begin, first, principle or norm
Techne / tecton = technique, art of creating / building• “Architecture is a process”• Architecture is an experience
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Nederlandse Overheids Referentie Architectuur
Modalities (who, what, how) and aspects
Mainly principles + some models, gov building blocks
Reference architecture for entire NL government
Start of several other government architectures Gemma, MARIJ
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Enterprise architecture, the process
What is the real problem ?
The right projects,done right Make IT add value
Cost controlBetter control of IT
Help a specificbusiness change
Business IT alignment
Avoid silos andduplication
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Artist impression versus ‘under the hood’
Artist impressionManagers, general public
Under the hoodArchitectsProcess and IT designers
Why use principles?
Goal situation not completely clearToo much workToo many uncertainties
But you can define the directions, important choices and valuesMake all members of organization act similarly. Same directional statements, same sense of priorities
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Principles, format
FormatNameStatementRationaleImplications
Optional:Relation to external sources (strategy & policy documents)Relation to other principles
20
www.vka.nl 21
Principles: Business, Information / Application, Technology
ACME promotes a high degree of ‘smooth execution’ of her services to the public.
Applications are structures according to a four tier model: presentation, application, business logic and storage
Servers are virtualized
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Technical
Obstacles
Rationale
Technicalprinciples
Implications
Functionalprinciples
Rationale
Implications
Obstacles
Functional
Linking principles
Implementationprinciples
Rationale
Implications
Obstacles
Implementation Business
Actions
Businessdrivers
GoalsBusinessprinciples
Rationale
Implications
Obstacles
Actions Actions Actions
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Linking goals and principles
Survey customers
Communicate, compensate
Changes Sales Organization
incl 3rd parties
Less / Otherwork to do
Present incentive system
Sales
Possible lossof competent
sales
Implementation view
Business view
Researchdb products
Technical view
Compatibility,integration
issues
Need to develop or outsource
Customer must check inventory, make valid orders
Use scripts,database to
checkinventory
and validity
Customersbrowse,
check inventory, order,
pay without help
Needed fore-commerce
Requires 24 X 7 system
availability
No resourcesfor 24X7 support
Functional view
Investigate partners
Driver:Competition isoutstripping
us on delivery
Goal:Improvetime-to-market
Develop e-commerce
capability
Reduces orderprocessing time
Needs modifications
to IT infrastructure
Beyond year’sbudget
How to do principles ?
Under the hood
Attempt completeness100+Exact statementsDirection, boundary conditions, construction
Artist impressionOnly the essential10-20 maxCatchy phrasingFocus on direction, behaviour, mostly business principles
www.vka.nl 24
Models
25
www.vka.nl 26
Question: Why use models?
A. The method says soB. One picture > 1000 wordsC. SimplifyD. Why not
www.vka.nl 27
Assignment: draw a chicken (kip)
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Properties of models
• A purpose• Viewpoint• Scope• Focus / view• Modelling principles and conventions
• E.g. Groeping criteria
“Things should be made as simple as possible, but not any simpler.”
Einstein, Albert
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Views of the world: population
www.vka.nl 30
age100+
www.vka.nl 31
patents & licences
32
Question:When is your drawing finished? A. When your customer snatches it from your hands (and
walks away with a )B. When your colleague architects have no more remarksC. When everything has been modelled correctly according to
the methodD. Never
Relation with ICT governance
Business Strategy
Information strategy
IT-projects
Cohesion
Stee
ring,
con
trol
Architecture Architecturemanagement
Info
rmati
on p
lann
ing
IT “Going Concern”
IT-service management IT-portfolio management
34
Bridging the gap between strategy and projects
StrategicBusiness
& IM Vision
Transformation Plan
Project Level Design
Projects (Design / Development)
Enterprise levelArchitectural Design
Tactical
Operational
Enterprise architecture strategy and projects
Operational Business and IM SystemOperational Business and IM System
35
Blueprint versus development planBlueprint• Uniform high level of detail.• Highly detailed goals,
masterplan, grand design.
Development plan• More attention to direction,
direction and guidelines.• Higher levels of details per
project, architecture is detailed ‘as we go’
36
Architecture and planning
“IST”3. “Next minute” steps and guidelines
“SOLL”
2. Tomorrow-architecture
1. Today-architectuur
“newdevelopment”
37
Speed versus cohesion
Businessgoal
ICT-solution
“quick and dirty”developers
“slowing”architects
38
DYA: speed and cohesion
DYA principles
Architecture is as strategic as ITArchitecture must be able to go fast (as fast as the business requires)The strategic dialogue business – IT is central to architecture Business goals drive the architecture effortArchitecture should ride the wave of business and organizational changeJust enough, just in time architectureDifferent scenarios for reaching business goals should be considered. Scenario choices may have implicatiotions for the involvement of architecture.Embedding in the organization of the ‘working with architecture’ required
www.vka.nl 39
40
DYA working model
Businessarchitecture
Businessarchitecture
Informationarchitecture
Informationarchitecture
Technicalarchitecture
Technicalarchitecture
Newdevelopments
GovernanceGovernance
Dynamic ArchitectureDynamic Architecture
StrategicDialogue
StrategicDialogue
Developwithout
architecture
Developwithout
architecture
Developwith
architecture
Developwith
architecture
ArchitectureServices
ArchitectureServices
DYAprocesses
ICT solutions
42
With or without architectureScenarios re strategic situation in DYA
defensive, the organization is taken by surprise without architectureoffensive, the organization jumps at an opportunity and an ICT solution without architectureAnticipatory, the organization with architecture
With architecture: architecture artefacts, starting with (outline?) Project Start Architecture
Without architecture: no architecture artefacts; ensuring convergence through management letter
www.vka.nl 43
DYA architect meets Prince2
PhaseStarting Up
PhaseInitiation
Project Mandate
Architectuur §
Project Brief
PSA
PID
Advice
pre-mandate
44
Project Start ArchitectureAt the start of all projects ‘with architecture’
ContainsRelationship to enterprise architecture: comply or explainAnalysis of process, information and IT interdependencies / boundariesRisk analysis + advice re. ArchitectureAcceptable solution space
InterestingAnalogon to business case in Prince 2 ?However, business case is updated and evaluated in all project phases. Good idea for project architecture?
45
Enterprise architecture applied
Information Planning ICT solutionsDevelopment with architecture
Apply architectureFacilitate
SupportInformation planning
Deliver Project Start-Architecture
Apply architecture
Control
Architecture audit Control execution Architecture auditManagement-letter
46
Adapt to architecture maturity
Management Definitions Role architect
Process Products
Niveau 1
Initial
No steering First attempts
Not assigned None Rough idea
Niveau 2
Repeatable
Persons Defined but discussion
Assigned Per domain Uniform per domain
Niveau 3
Defined
Process Defined and accepted
Responsible for process
Cross domain coordinated
Uniform cross domain
Niveau 4
Managed
Resultats Defined and accepted
Responsible for results
Integrated Centrally coordinated
Niveau 5
Optimizing
Continuous improvement
Defined and accepted
Initiates innovation and improvement
Optimized Adapted to new situation
Bron: DYA (2002)
47
TOGAF
Rapidly gaining support
ADM cycle = Process model
Collection of best practices, models, checklists
Architecture function central, bureaucratic
IT centered, slowly adding more business architecture
TOGAF Architecture governance
www.vka.nl 48
Architecture governance, consider
DependenciesActivity wiseInformationInfrastructure
Structure, Cohesion, Uniformity: project, programmes, systemsArchitectural prioritiesProject Portfolio Board =? Architecture Board
www.vka.nl 49
50
Role of the architect
Rules and regulationsConstruction principles
Customer
Architect ContractorFormFunctionDurability
Drivers
PrinciplesModelsStandards
51
Roles of the architect
Staff, advisor. A manager sometimes.Clarification of principles, priority of conflicting principlesCommunicator
CustomerContractor
Match makerSource of infoEducator
IntroductieArcitectuurCommunicatiePraktijk
52
Question: What will a good architect never do?
A. Change coffee in the coffee machineB. Hang a king size plot of his architecture model(s) on his wallC. Do small talk with the network managerD. Isolate himself in a ‘silent room’ to get his architecture right
53
De architectura, architect’s competencesTheory and practiceIngeneous and Quick to studyKnowledge of building materialsGood writerGood at drawingExpert in mathematicsSkilled in geometry and opticsKnowledge of history and philosophyAcquainted with musicFamiliar with medicineKnowledge of jurisprudenceFamiliar with astronomy
Vitruvius 25 B.C.
54
Architect, agent of change
Power SMART
ManLearn
Panta rei
De Caluwé
55
Recognizing resistance
1. Appointments get rescheduled2. No (useful) information3. Information overflow4. Overly correct, but apparently understanding nothing5. Having to chase every action6. "We know how it works" 7. Questioning your task
56
Architectuur, some pittfalls
Splendid isolationThe, by now yellow, book op the top shelf. Little support and use in the organization, no broad ‘ownership’
Master pieceLots of work initially, maintenance problematicNot for us ‘mere mortals’
Under construction no status?Ignoring architecture a practical possibility
According to latest fashion… and therefore next year’s history
57
Wrong practices
Technology / application preference leadingTechnology pushWrong level: grand schema, single systemArchitecture: for ICT onlyArchitecture police versusassistanceBlueprint thinkingQuick fix
58
Do’s
Mandate and management supportWhat is the real assignment?Stakeholder analysis. (Have you ever met ‘the business’? It’s next to the ‘any key’.)Plan for results, identify quick winsIterateGood = good enoughCommunicate, communicate,communicate ….
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Don’ts
Use the word ‘Architecture’ outside your own departmentAccept an architecture assignment at ‘face value’Stick to the method, no matter whatBe unaware of your counter parts interestsBe (too) quick to judgePlay games, hide information
60
Architect(ure), the bridge to the future