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Roadmap to Success withEnterprise Architecture
K V Ramesh
My experiences from both sides of the table
(1981-96 as IT Professional; Then as Business Manager)For presentation at:
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The Purpose
• Corporations worldwide need Speed
& Agility to stay on top of
competition
• This requires implementation-
independent understanding of the
inner workings of the enterprise
• The Enterprise Architecture is
expected to be a living (adaptive) &
guiding (improvement) model
reflecting the enterprise-workings
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The Case for Action
Block-Mode 1G GUI Browser PDA 1G Mobile
Blue Tooth Smart Phone RFID/IPv6 Personal Console
Technology
Mass Market Acceptance has been faster than Business Acceptance
creating (extending) the gap in expectations on the level
of service
MADness
Increasing need for
Consolidation & Value Focus through
Mergers/Acquisitions/Divestitures
Globalization
Integration of Culture/ Language/
Diversity/ Mobility on a Common
Business & Technology Platform
Extended Enterprise
Seamless Integration/Access
across enterprises with security
and authorization
Speed & Agility to enable
Volume & Variety (growth
drivers)
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The Enterprise Processes• Governance Processes
– Financial & Non-financial disclosures…
StrategicProcesses(Vision)
ManagementProcesses
(resources)
EnablingProcesses
(Platforms)
CoreProcesses
(Operations)
GovernanceProcesses(Values)
ArchitectureProcesses(Linkages)
• Strategic Processes
– Partnerships, Capital Structure,
– M & A…
• Management Processes
– Finance, Human Resource, Budgeting…
• Enabling Processes
– IT, Facilities, Security…
• Core Processes
– R&D, Supply Chain, Marketing…
• Architecture Processes
– Modeling, Repository Management…
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Zooming the Core Processes (e.g.,)
StrategicProcesses(Vision)
ManagementProcesses
(resources)
EnablingProcesses
(Platforms)
CoreProcesses
(Operations)
GovernanceProcesses(Values)
ArchitectureProcesses(Linkages)
The Governance & Strategic processesdefine Corporate Responsibilities & Direction
The Management & Enabling processesprovide Resources & Platform
OfferingManagement
OfferingDelivery
BusinessAnalytics
CustomersChannelsSuppliers
Management
OfferingManagement
OfferingDelivery
BusinessAnalytics
CustomersChannelsSuppliers
Management
Shared across SBUs
CustomersChannelsSuppliers
Management
SBUs
BusinessAnalyticsBusiness Analytics
•Feedback Collection•Quality of Service•Profitability•Cost of Service•Management Audits•…
OfferingDelivery
Offering Delivery•Infrastructure•Supply Chain•Delivery Modality•Cycle Time•Support•…
Offering Management•Product/Service•Related Offerings•Globality•Packaging•Performance•…
OfferingManagement
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ProgramDelivery
ProgramAnalytics
ProgramDelivery
ProgramAnalytics
ProgramManagement
ProgramDelivery
ProgramAnalytics
The Core Processes in Government
Citizenchannelssuppliers
Management
Program/Service Management•Scope•Related Programs•Volume (coverage)•Constraints (eligibility)•Measures (impact)•… Program Delivery
•Infrastructure•Supply Chain•Delivery Modality•Cycle Time•Support•…
Program Analytics•Feedback Collection•Quality of Service•Effectiveness•Cost of Service•Management Audits•…
The Governance & Strategic processesdefine regulation/legislation & policy
The Management & Enabling processesprovide resources & platform
Agencies
Shared across Agencies
StrategicProcesses(Vision)
ManagementProcesses
(resources)
EnablingProcesses
(Platforms)
CoreProcesses
(Operations)
GovernanceProcesses(Values)
ArchitectureProcesses(Linkages)
StrategicProcesses(Vision)
ManagementProcesses
(resources)
EnablingProcesses
(Platforms)
CoreProcesses
(Operations)
GovernanceProcesses(Values)
ArchitectureProcesses(Linkages)
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Technical Enterprise Service Bus (with Security, UDDI…)
Conceptual Enterprise Service Bus(with published end-user services – Orchestrated & Choreographed)
Users
Map
ping
Gat
eway
s fo
rE
xten
ded
En
terp
rise
Op
erat
ion
s
BPM WFM Authorization BAM
Desktop&
CollaborativeTools
Website&
Portal
GovernanceProcesses(Values)
StrategyProcesses(Vision)
ManagementProcesses
(Resources)
EnablingProcesses(Platform)
CoreProcesses
(Operations)
ArchitecturalProcesses(Linkages)
Business Architecture
Architecture – Value to the Business
Partners Resources AnalyticsDeliveryPlatformsOffering Data Architecture
SOA/EDA based Conceptual Enterprise Service Bus
ChangeManagement
CRM/BICOTS Legacy ERPLegacyCOTSApplication Architecture
Technical Enterprise Service Bus (with Security, UDDI…)Technical Enterprise Service Bus
Applications Software Layer
Presentation Software Layer
Platform Software Layer
Middleware Layer
Hardware Layer
Technical Architecture
Technical Enterprise Service Bus
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SOA and EDA – In this context
Real-Time EA enables:• User initiated activities
• Event initiated activities
• Service initiated activities
Asynchrony
SOA
EDA
TightlyCoupled
De-Coupled
Co
up
ling
AsynchronousSynchronous
EDA supports processing of events, messages, and triggers in real-time.
– Mostly asynchronous– Totally decoupled
SOA supports assembly of distributed applications from loosely coupled services.
– Modular loosely coupled services
– Mostly synchronous– One-to-one request/reply
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Separating the CESB & TESB
ERP
Legacy
CRM
WSDLWSDL
WSDL
SOAP/HTTP/ Reliable SOAP
OEMS, JMS, MQ, TIBCO
Web Services
B2B
.NETPortal
WSDL WSDL
WSDL
UD
DI
Mo
nito
ring
SOA/EDA based Conceptual Enterprise Service Bus
Websites &PortalsDesktop
Tools Analytics
AccessRights
Conceptual ESB
Technical ESB
Map
ping
Business Users
Technical & IT Users
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Orchestration & Choreography
Private Key Object’s Filters (Optional)
Action Buttons
Private Key Object’sFirst Normal Form Data
Data Graphics Audio/Video Desktop LinkWebsite Link
Orchestration Choreography
Action Buttons
LinkButton
DataKeysFromLeft &Right
Private Key(related in this context)
Object’sFirst Normal Form Data
Private Key Object’sFirst Normal Form Data
Private Key Object’s Filters (Optional)
Private Key Object’sFirst/Third Normal Form Data
Private Key Object’sThird Normal Form Data
Private Key(related in this context)
Object’sFirst/Third Normal
Form Data
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The Deliverables
LivingDocument
PrioritizedProjects
ConceptualESB
DataArchitecture
Technical ESB& Mapping
TechnicalArchitecture
ApplicationsArchitecture
StrategicProcesses(Vision)
ManagementProcesses
(resources)
EnablingProcesses(Platforms)
CoreProcesses
(Operations)
GovernanceProcesses(Values)
ArchitectureProcesses(Linkages)
EnterpriseProcesses
ITB
usin
ess
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The Approach
TOGAF&
BPM/SOA/EDA
ArchitectureManagement
Office
Enterprise Architecture – BA/DA/AA/TA
Packages&
Platforms
Define Deliverables Linked Projects - Implementation
DevelopCapabilityMaturity
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The Governance
CommitteeOf the Board
CEOThe Sponsor
ArchitectureManagement
Officer
ArchitectsBA/DA/AA/TA
CxOs
• The steering committee should be set at
the Board level with the CEO on the AMO
side of the table during reviews on
progress• The CxOs should facilitate the Architecture
Development
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The Don’ts
1. It is NOT an IT project – Output will trigger IT projects
2. Steering Committee governance reporting to the CEO/CIO is NOT
likely to get the Enterprise buy-in
3. Conventional PMO concept is NOT likely to get the Board
Attention
4. AMO should NOT drive the implementation (hand over to
Enabling Process Managers) – Just facilitate compliance
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Elephant at the Board Room
EA – Elephant Accommodated!Emphatic Acceptance!Enterprise Adoption!
Thank YouContact me for further discussions on implementation atMobile : +91 98 4007 5086 E-Mail: [email protected]
Rope?Spear
?Pillar
?
Wall?
Python?
Mat?
EA-SOA-EDA-BPM-BAM-ESB – What the hell is it?!