This document discusses enterprise architecture from a non-IT perspective based on the author's experience as both an IT professional and business manager. It argues that an adaptive, guiding enterprise architecture model is needed for organizations to maintain speed and agility against competition. The architecture should reflect the inner workings of the enterprise at multiple levels, from core processes to governance and strategic processes. Value is provided through business, data, application, and technical architecture domains that link these enterprise elements and enable process optimization, data access, technology integration, and more. Governance requires board-level oversight and executive sponsorship to facilitate enterprise-wide adoption of the architecture.

1. Enterprise ArchitectureA non-IT World Perspective K V Ramesh My experiences from both sides of the table (1981-96 as IT Professional; Then as Business Manager)

2. 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

3. The Case for Action Block-Mode 1G GUI Browser 1G Mobile PDA 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 Speed & Agility to enable Volume & Variety (growth drivers) Globalization Integration of Culture/ Language/ Diversity/ Mobility on a Common Business & Technology Platform Extended Enterprise Seamless Integration/Access across enterprises with security and authorization MADness Increasing need for Consolidation & Value Focus through Mergers/Acquisitions/Divestitures

5. Partnerships, Capital Structure,

9. R&D, Supply Chain, Marketing…

10. Architecture Processes

12. Related Offerings

13. Globality

14. Packaging

15. Performance

17. Supply Chain

18. Delivery Modality

19. Cycle Time

20. Support

22. Quality of Service

23. Profitability

24. Cost of Service

25. Management Audits

26. …Shared across SBUs

28. Related Programs

29. Volume (coverage)

30. Constraints (eligibility)

31. Measures (impact)

33. Supply Chain

34. Delivery Modality

35. Cycle Time

36. Support

38. Quality of Service

39. Effectiveness

40. Cost of Service

41. Management Audits

42. …Program Analytics Shared across Agencies

43. Users Architecture – Value to the Business

44. Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business

45. Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business BPM BAM WFM Authorization

46. Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Business Architecture BPM BAM WFM Authorization

47. Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Business Architecture BPM BAM WFM Authorization

48. Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Business Architecture Desktop & Collaborative Tools Website & Portal BPM BAM WFM Authorization

49. Partners Resources Offering Analytics Delivery Platforms Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Business Architecture Desktop & Collaborative Tools Website & Portal BPM BAM WFM Authorization

50. Partners Resources Offering Analytics Delivery Platforms Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Data Architecture Business Architecture Desktop & Collaborative Tools Website & Portal BPM BAM WFM Authorization

51. COTS COTS CRM/BI Legacy ERP Legacy Partners Resources Offering Analytics Delivery Platforms Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Application Architecture Data Architecture Business Architecture Desktop & Collaborative Tools Website & Portal BPM BAM WFM Authorization Technical Architecture

52. Partners Resources Offering Analytics Delivery Platforms Users Governance Processes (Values) Strategy Processes (Vision) Management Processes (Resources) Enabling Processes (Platform) Core Processes (Operations) Architectural Processes (Linkages) Architecture – Value to the Business Data Architecture Business Architecture Desktop & Collaborative Tools Website & Portal BPM BAM WFM Authorization

53. Business Architecture Development Business User Interface with Process Maps Can be XML Output Technology Interface Websites & Portals Desktop Tools Business User Interface Analytics Access Rights Built Using a BPM CASE Tool

55. The Don’ts It is NOT an IT project – Output will trigger IT projects Steering Committee governance reporting to the CEO/CIO/CTO is NOT likely to get the Enterprise buy-in Conventional PMO concept is NOT likely to get the Board Attention AMO should NOT drive the implementation (hand over to Enabling Process Managers) – Just facilitate compliance

56. Mat? Python? Wall? Rope? Spear? Pillar? EA-SOA-EDA-BPM-BAM-ESB – What the hell is it?! Elephant at the Board Room EA – Elephant Accommodated! Emphatic Acceptance! Enterprise Adoption! Thank You Contact me for further discussions on implementation at Mobile : +91 98 4007 5086 E-Mail: the.kvr@gmail.com