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Enterprise Architecture: Unifying Business and IT. What are we covering today?. The Thinking Gap between the Business Culture and the IT Culture. The Role of the Enterprise Architect: Small differences make a big difference. Conclusion: What we can do next ~ A Future full of opportunity!. - PowerPoint PPT Presentation
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Enterprise Architecture: Unifying Business and IT
What are we covering today?
The Thinking Gap between the Business Culture and theIT CultureThe Role of the Enterprise Architect: Small differences makea big differenceThe Enterprise Architecture Toolbox: What we have relied onand why we need a new approach!Conclusion: What we can do next ~ A Future full of opportunity!
• Enterprise Architecture has consistently failed to deliver to business(Gartner 2007 75% struggling, 25% in simple environments)
• Frameworks have grown ever more complex(Poorly performing teams – Winning the rally race)
• Competitive pressure has never been more(Business is changing daily – the nature of performance changes as well)
• So how can Enterprise Architecture deliver results?(We will look at being more creative and effective to deal with these problems)
Enterprise Architecture
Create, Integrate, Communicate
• Business Methods are specialised(A difference in philosophy, a distinction)
• Technical Contexts are specialised (Network Load, Capacity, Growth, Refresh cycles))
• Business and Technology have specialists(Henry Ford and the 1 armed operator, comfortable with the idea of specialisation)
• Communication and Language (The specialists have specialised vocabulary, opaque to those outside, a barrier)
Thinking Gap
• Sales Lead, Service Culture, Vision, Investors(Technology is more like ‘Engineering’ – No sales)
• What is ‘Business’?(You make things for less than a buck, sell things for a buck and the customer thinks it is worth more than a buck!)
• Is the right quality Perfection?(Not usually – The Model T Ford wasn’t perfect but it sold. Lots.)
• Making things more valuable with marketing (The Firewall story)
• Flexibility vs. Process(If you get too flexible in IT a backup-Admin could get fired!)
IT and Business Language
• Fascinated and Repelled
• Form over Function shift(Glamorous reports, great messages looking great, print shop printing, The Typing Pool)
• Speed of Data ever increasing
• We still only use supercharged quill and ledgers though
• Poor priorities and little resilience in the system
Fascination with Technology
• We all need focus
• Technical FocusEngineering, Coding, Rules, Routing, Debugging
• Business FocusResponsive, Customer, People, Leadership, Innovation
• What must an EA do?Business & Technical cultures, value & merit, language & vocabulary, Effort, Drive and FocusThought Leadership gets to the fulcrum point in the enterprise
The last big difference ~ What is Focus?
Where have we got to…
EA: Unifying Business and IT
• Informing and Clarifying Business Strategic Vision
• What is an Enterprise?
• Satisfying business “imperatives”
• Direct and motivate IT activity
The Role of EA
• Sculptor works stone
• The objective is the statue
• The tools are the method
• More complex tools do not make better statues
Frameworks are tools not objectives
• Extant to Envisaged
• A journey into the future
• Using the right vehicle
• Lingua Franca
Strategic Journey
• Specialised vocabulary
• Plain Speaking is vital
• Detailed understanding of the toolbox
- Business Analysis - Marketing- IT - Sales- Acounting
• Relevant Language
Communication
Create, Integrate, Communicate
Where have we got to…
EA: Unifying Business and IT
• TOGAF
• Zachman
• Foundation Infrastructures
• The Operating Model supporting Agility
• What is Your Business
The EA Toolbox
• A set of methods for IT Architectures
• IT Emphasis
• Aims to provide a Common Vocabulary
• The Open Group
• Technology Neutral
• Technical Pedigree
TOGAF
• A principal structural mechanism
• A Universal Language
• Cross-Discipline and Diverse methods
• A Thought tool
• Zachman and TOGAF are not equivalent
• Where do you stand?
Zachman
Enterprise Architecture as Strategy
Creating a Foundation for Business Execution
By
Jeanne W. RossPeter Weill
David C. Robertson
Foundation Infrastructure
The Foundation for Execution
Foundation for execution• Core business processes• IT infrastructure
Strategic Initiatives
Operating model
Defines integration and
standardization requirements
Enterprise architecture
• Foundation is Partly the IT Infrastructure
• Automated and non-automated technology
• Understanding is key
• The tool is not the job!
• Supporting the ‘Undertaking to do Business’
Foundation and Infrastructure
• Exploiting the Model
• Integration & Standardisation
• Agile Strategic Initiatives
• Managed Progression
• Business Types
Supporting Agility
EA: Unifying Business and IT
Where have we got to…
The EA and the CTO
The Board
The Coal-Face
The EA and the Programme Manager
The Board
The Coal-Face
The EA and the Users
• So we have the departments….
• And where does the EA fit?
• The answer is ‘Everywhere’! (If there is plenty of room then the EA function must be filled by several people! You can’t compromise on where you integrate with the users)
SMT
Sales Eng. I.T.
What do we take away?
• To succeed we must Create, Integrate and Communicate
• The tools are NOT the job and we must avoid fixating on the methods
• Integrating with the enterprise is a vital ‘team-working” method
• Work with the CTO and the Programme Manager if you want to succeed
