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Understanding Enterprise Architecture: Frameworks, Strategies, and Implementation

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zeus-hampton
21 diapositives · 361 Views · Nov 12, 2014

This brief video offers a metaphorical insight into what Enterprise Architecture (EA) entails. It outlines definitions of key concepts such as architecture, stakeholders, and the meaning of EA as a convergence of strategy, business, and technology. The lecture discusses the organizational influence of EA, its governance role, and its framework, including methodologies and best practices. Additionally, it covers EA management processes, the importance of strategic alignment, and methods for transforming business scenarios. Perfect for those looking to grasp the foundational elements of EA.

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  1. Lecture 1 Summary http://www.youtube.com/watch?v=d1MPEmMBqc0 This short video will give you a metaphorical explanation of what is EA?

  2. Lecture Outline Analysis • Definitions: Architecture, Stakeholder, Enterprise, Enterprise Architecture (EA) • What is EA? EA = Strategy + Business + Technology • Organising influence of EA • What is EA? – as a governance concept • EA as a Meta Discipline • EA Architecture Approach: framework of methodology, standards, best practices &v artefacts • EA Process Groups: EA Management Program + Current EA & Future Scenario Analysis & Design • EA Management Program • Purpose – Strategic alignment  by aligning resource & capability requirements to enterprise strategy plans • EA Analysis & Design work • Purpose – document EA analysis findings and design proposals for current and future EA scenarios

  3. Slide 1 Slide 2 What is EA? Slide 4 Slide 3

  4. How is EA conducted?

  5. How is EA conducted?Management Program perspective • EA management program processes involve: • Strategic alignment of corporate-level, business units’ and organisational projects’ goals, activities and resources • Compliance to corporate to project governance requirements, especially standardized and corporate to business governance compliant policies for identifying, procuring, using, developing, integrating and configuring, and optimising enterprise resources • Clarifying visible strategic, business and ICT decision criteria for making ICT resource decisions at any level of corporate, business unit, project and design or problem solving decision making • Create consistency in ICT project management and development lifecycles, to enable clarity of their alignment to strategic business and operating financial management cycles

  6. How is EA conducted?EA Analysis & Design perspective CURRENT BUSINESS ENVIRONMENT CURRENT BUSINESS ENVIRONMENT CURRENT BUSINESS ENVIRONMENT FUTURE BUSINESS ENVIRONMENTSCENARIOS EA (Implementation)Management Plan

  7. How is EA conducted?EA Analysis & Design perspective CURRENT BUSINESS ENVIRONMENT CURRENT BUSINESS ENVIRONMENT CURRENT BUSINESS ENVIRONMENT FUTURE BUSINESS ENVIRONMENTSCENARIOS EA (Implementation)Management Plan How to transform current into desired future EA? Specified in Specified in involves involves Analyse future business scenarios considered by business Agree with business one or more business scenarios to model – including the planning assumptions for each scenario Identify and document/model each future business scenario’s EA artefacts Specified in Analyse current business and document/model its EA artefacts Identify business improvement opportunities Identify EA documentation gaps Compliance to EA Mgt Program Plan

  8. What are the modelling areas in EA analysis & design? How the EA artefacts are “bundled” to give an enterprise functional perspectives of its strategic, business & ICT integrated requirements Specific EA Artefacts

  9. What is EA3? EA3is a proprietary EA framework There are other best practice & proprietary EA frameworks which you will learn some in future lectures eg TOGAF, Zachman Not all EA frameworks are complete in having or equally good/strong in defining a methodology, best practice features, standards specifications and artefacts – you will need to research and understand each one is good or weak in what components of a EA framework model in future lectures

  10. Class Discussions • The question “What is EA?” requires you: • Describe EA as a strategic, business & ICT management function, which requires one to : • Plan how strategy, business and ICT requirements can be integrated to represent current and future business scenarios • Execute this plan via a number or projects and in compliance to EA (and also projects’) governance requirements • Track & report EA execution progress, correct variances and non compliance activities where needed, to ensure achievement of the EA (implementation) management plan. • You may decide to get a glimpse of what are the 2 major management process groups involved, ie the EA management program and EA analysis and design work – this part 2 is NOT the complete answer to the question. • Use the contents of your lecture notes, this tutorial summary and references to construct the answer by following these guidelines.

  11. Class Discussions Examine the EA3 framework and discuss What is its methodology? What best practice and standards it aim to achieve or already uses? What are its EA modelling artefacts and how are they coordinated to define EA functions that specify the integration dimensions of strategic, business and ICT alignment ?

  12. Tutorial Exercises • What are some of the differences between enterprise architecture (EA) and a systems-level planning approach? • Why is EA described as both a management program and an analysis and design method? • What are the four elements of an EA management program and the six elements of an EA analysis and design method? • What are some of the EA components and documentation artifacts that would be included in current and future views at each level of the EACube framework? 3 • Can EA be used by all types of enterprises? If so, why? • How does an EA repository support the implementation methodology? • Choose a real-world large-size enterprise and determine: • a. Is information technology seen as a strategic asset? • b. Does an enterprise architecture program exist? • c. Are there gaps in business/technology performance that an enterprise architecture program could help identify and correct? • Hint: you may refer to the “Danforth Manufacturing Company” Scene, given in the following pages. • 8. Read the case study: Danforth Manufacturing Company. Do you agree with the need for an EA Program? Discuss.

  13. Some concepts to help you answer tutorial questions

  14. Strategic Assets Creates/Deepen Market Shares, Increases Profit$ Creates sustainable competitive advantage Changes in Operations Are Resources Physical Infrastructure Amenities People Networks ICT Networks Business Networks

  15. Operating Assets Improves Efficiency & Effectiveness  Better Margins Supporting Operations Are Resources Physical Infrastructure Amenities People Networks ICT Networks Business Networks

  16. Strategic  Operational ICT Strategies are implemented via org. project management structures Portfolios Programs Projects Strategic ICT Operational ICT Create new market shares Increase existing market shares Gives sustainable competitive advantage Improves Efficiency Improves Services Improve/Increase Margins

  17. What is a System Level Program ? Operating Improvements R&D Testing Strategic Structurally is a collection of projects and sub-programs grouped together to serve a business purpose. Process wise –like project management, includes planning, execution monitoring & variance controlling activities Supports A Business Purpose System Level Program System Projects System Projects System Projects

  18. Why is EA Important? Operating Improvements R&D Testing Strategic Supports A Business Purpose Not my problem Program Managers System Level Program Not my problem System Projects System Projects System Projects Project Managers & Their Teams

  19. Why is EA Important? Result in

  20. Q8 Danforth Manufacturing Case Study Why EA? http://www.youtube.com/watch?v=qDI2oF1bASk

  21. Q8 Do you agree with the need for an EA program in the case study? Sales & Inventory Tracking System (SITS) – ~2 years RoI, $3mio++ • Integrate info across • Sales • Inventory • Production Capacity to compete with competitor Mitigate production inefficiency Kate Jarvis (COO) Rob Danforth(CEO) Gerald Montes (Chief Council) Decision Options: Buy 1, Buy 2? Improve cost management Cost Accounting Module WELLCO ERP System 18 months RoI, <$600K Jim Gorman (CFO) Sam Young (CIO)