S e c u r it y, S ta n d a r d s, W o r k fo r c e Strategic Nn ef rt w so t rr ku c t u r e § Enterprise Architecture helps to integrate and manage IT resources from a strategy The Concept of Enterprise Architecture – Overview In fr a s tr u c tu r e a n d In fr a s tr u c tu r eĪ R C H IT E C T U R E A R C H IT E C T U R E St t I n t e g r a t e dI nS f yr a tse t m us c t u r eĮ i s a n d A p p l i c a t i o n se t w o r kį t O p t i m i z e dI nN f e a ws ot r u sc t u r e Nme tawt ioor n k I n f o r m a t i o n F l o w se t w o r k T r a n s itio n P la n E n h a n c e dI nD f ar a as at rn ud c t u r e N r E M anagem ent & NI ne ftrwa s tr rku c t u r e N e tw o rk P r o d u c t s a n d S e r vNi ce et s o r k R r t P I m p r o v e d I nB fur s isn ter su s c t u r e T e c h n o lo g y – B u s in e s s – S tr a te g y S e c u rity / S ta n d a r d s / W o r k fo rc e N e tw o rk G o a l s & I n i t i a t iNv e st w o r k O U p d Iant e rda S t r au t c tg ui cr e EA = S + B + TĪn Introduction to Enterprise Architecture © 2005 The Concept of Enterprise Architecture - DefinedĮnterprise Architecture: The analysis and documentation ofĪn enterprise in its current and future states from a strategy,īusiness, and technology perspective. Part I Overview of Enterprise Architecture Winton Paradise Architect's Lounge – Bali, Indonesia The Paradise Architect's Lounge – Bali, Indonesia Or loose relationships via the addresses relationship.Įnterprise Architecture for Dummies - TOGAF 9 enterprise architecture overview Requirements as a listof in an Architectural Building Block definition. An explicitly defined relationships is one that exists as in the meta-model, e.g. Explain that there are many forms of Requirements and these are explicitly handled as definition types, a generic form of definition is “Requirement” and that this is used to capture key needs of functionality that the enterprise must do.Point out that this use the same Objectives from the Enterprise Direction diagram Map out key Business Objectives against the four Balanced Scorecard perspectives your organization's financial perspective, what you would like your customers' perspective of your organization to be, your organization's internal process-oriented perspective, and your organization's human-capital perspective. The Strategy Map diagram enables describes visually the organization's key Business Objectives and how they align with the four Balanced Scorecard perspectives to support corporate strategies.Here we are showing only Vision, Goals, Objective and Strategy. The Enterprise Direction diagram enables graphical modeling of the motivation and goals of your organization, the strategies and tactics devised to obtain those goals, and the business rules and policies that effect the strategies and tactics.Implications: EA tool must handle broader scope Channel sells higher in business Actionable EA phase Formal organizational structure for EA with clearly-defined roles Implications: Solution tooling that connects to and leverages the EA will be highly-prized, especially if it supports governance. Thus let people know the vision-many will see the value-yet embrace the first steps Standardization phase Drive cost reductions throughout organization Similar in structure to cost reduction Implications: Beginning to take a longer-term view of cost reduction Broaden Scope phase Embraces business side Broader scope often requires a leader or sponsor spanning business and IT Formalizes the organizational structure for EA Easier if both business and IT are split along business unit lines. Cost Reduction phase Often a small team driven by IT involving collection of data from many people Where is the collected data assembled and analyzed? Implications: Few people involved for a short time is unattractive, ongoing use of data by many people is very attractive, so encourage promotion to Dynamic EA. The vital point here is that the purpose behind an enterprise’s architecture needs to be clear: its value propositions are worthless, if the enterprise does not understand how they can indeed bring value. While there is some degree of increasing sophistication left to right, these things do not need to be done in sequence, or in depth before embarking on another. Some emphasize how EA can help take cost out of an enterprise’s business and IT infrastructure, others focus on the creation of value. There are many aspects to EA’s value propositions – these are just four of the most common. In fact, far from it: it could be an excellent recipe for disaster, to include all the ingredients right at the start. Multiple entry points for realizing value All recognize the need to manage both upstream planning and downstream delivery Some organizations will move through a progressive set of phases as they progress … I want to avoid any confusion that, in order to make EA work, you need to do it all.
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