This document discusses establishing an enterprise architecture practice at a medium-sized corporation using the TOGAF framework. It outlines current challenges like rapidly changing business needs and a lack of architecture governance. It then defines what enterprise architecture is and why it is important to establish an EA practice to gain benefits like increased agility and reuse. The document recommends practical steps to get started, including selecting an EA framework and tool, customizing them to the organization, and implementing the practice incrementally. It emphasizes establishing principles, governance and stakeholder collaboration.
2. Agenda
• Current challenges
• Enterprise Architecture - overview
• The desired state – end goal
• Practical steps – how do we get “there”
3. • Significant Business Growth Expected
– New OEMs
– New banks/financial institutions
integrations
– Integration with other 3rd party service
providers
– New subscription based
products/services/add-ons
Current Challenges
4. Current Challenges
Current
Architecture
Planning
Product
Vision &
Arch.
Definition
Product
Vision &
Arch.
Definition
Product
Vision &
Arch.
Definition
Product
Vision &
Arch.
Definition
Architecture
Dom
ains
Level
Bredth
Business
Data
Technology
Application
Enterprise Vision & Architecture Definition
EnterpriseLevelInitiatives
Business Capability Vision &
Architecture Definition
BusinessCapability
LevelInitiatives
Architecture
Dom
ains
Level
Bredth
Product
Vision &
Arch.
Definition
Product
Vision &
Arch.
Definition
Product
Vision &
Arch.
Definition
Product
Vision &
Arch.
Definition
Business
Data
Technology
Application
5. Current Challenges
• Rapidly Evolving Business Capabilities, Aggressive Implementation
Timelines -> Growing projects queue, Complex Project Management, Limited
ability to extract common requirements for reusable solutions, Delays in providing
business capabilities, Affected revenue
• Capabilities development is DRIVEN by resource availability –>
Delays in providing business capabilities; Limited ability to extract common
requirements for reusable solutions, Affected revenue, Long term cost
• Lack of architecture governance –> Independently evolving architectures for
Retail and Enterprise Development products –>
Competing data and functionality, Limited impact and risk analysis; Limited
emerging technologies adaptability, Increased short and long term cost
• Lack of traceability between business goals capabilities applications
functionality information and data flow IT infrastructure –>
Non-transparent ROI, Impacted products integrity and quality, Increased long
term cost
6. Current Challenges cont’d
• Inconsistent Platforms and Technologies
• Unmanageable and Redundant Legacy Systems
• Limited Documentation for Legacy and New Systems
7. What is EA?
• If the Corporation is A Bowling Alley …
• Pins - Solutions that Corporation provides to its
Clients…
• What Would Be A Ball?
– Hint: Objective Is Obvious - Knock Down Maximum Pins With One Ball
8. What is EA? cont’d
• The ball is a set of projects that are strategically
picked to meet as much as possible objectives
within a single effort
• Getting the most benefits from the effort = Effectiveness
= Better ROI
• To identify that set of projects we need first to
understand:
– Current and planned Business Capacities and Processes
– Current and planned state of Applications Functionality
– Current and planned state of IT Infrastructure
– Relations between all of them
9. What is EA? cont’d
• We are NOT talking about rocket science
• We ARE talking about:
– Using common sense
– Being systematic
– Avoiding misunderstandings
– Knowing what we are doing before we start
– Knowing why we are doing it
– Learning from the best practice of others
– Talking to business users in business terms
– Documenting only relevant information, but not less
then that
– Using common sense
10. Why EA?
• Architected business information systems
will have:
– A greater ability to respond to new demands
– A greater business value to the organization
– A greater ability to use new technology
– A faster, simpler and cheaper procurement
process
– The ability to support a faster time-to-market
11. To support a faster time-to-market by
• Creating a common language and repeatable
process
• Storing knowledge and re-useable facts
• Re-use promotes continual quality
• Re-use avoids rework
• Surprising reuse savings
• Managing business and technical complexity
• Tracing impacts across many projects
• Collaborating with many stakeholder views in
one repository
Why EA?
12. • What makes that bowling ball to roll the most
efficient way?
Why EA?
Enterprise Architecture Practice
14. What’s in EA Scope
What:
• Create Business and Technical
Reference Models - Taxonomy
• Establish rules to record what,
where, when, how, who and WHY
Why:
• Creates a single vocabulary and
terminology
• Creates a library of reusable building
blocks
• Avoids redundant functions = Less
rework
• Point of order/sanity in the chaos
agile environment
• Enables cost effective solutioning
and development
15. What’s in EA Scope
What:
• Defining Stakeholders
• Defining a Viewpoint for each
Stakeholder- set of Stakeholder’s
concerns
• Defining Views – artifacts that
address a concerns of the specific
Stakeholder (Viewpoint)
Why:
• To avoid producing a document for a
sake of documentation, all produced
artefacts should serve the purpose
• To make the whole effort cost effective
and easy in implementation.
• To assess the change impact effectively
in future product iterations
16. What’s in EA Scope
What:
• Model Corporate Knowledge using a
managed discipline
• Create full Traceability through
business goals business
capabilities applications
functionality information and data
flow IT infrastructure
Why:
• Transparent ROI
• Better adaptability for changes driven
by business and technology =
Corporate Agility
• Provides all necessary information for
better decision making
• Results in products integrity and quality
• Enables cost effective solutioning and
development
17. What’s in EA Scope
What:
• Establish architecture governance
process
• Architecture Review Board
Why:
• Guards enterprise sanity in the agile
reality
• Ensures the best quality of solutions and
proper risk assessment
• Keep solutions aligned with enterprise
goals and architecture
• Provides ability to catch mistakes at the
early stages
• Provides forum for ideas/ knowledge
exchange
• Avoids unnecessary rework and financial
loss
• Results in products integrity and quality
• Enables cost effective solutioning and
development
18. What’s in EA Scope
What:
• Current and Target Business Architectures =
Business Capabilities/Products Roadmap
• Current and Target Applications and
Information/Data Architectures =
Application/Systems Roadmap
• Current and Target Technology Architectures =
IT Infrastructure Roadmap
• All roadmaps include transitional stages to
meet intermediate objectives
Why:
• Iterative approach will ensure goals
achievement through meeting all planned
objectives
• All together = the realistic strategic plan
based on clear logical decisions
• To reiterate the main rule of the EA practice –
It all should make sense
20. Steps to establish EA
• Treat establishing of the EA practice as an internal project and
onboard it with the PMO.
• Identify EA evolved business and technical SMEs, their roles and
responsibilities
• Create a list of concerns to focus
• Plan communication methods
• Develop change impact/risk assessment methodology
• Establish and Agree on Principles, Standards and Governance
• Choose an EA Framework
• Choose a tool to model and populate EA Asset Repository
• Incorporate an EA practice into current project management
methodology in close collaboration with the PMO
• Enforce architectural control
– Establish Architecture Review Board (ARB) to implement principles and
standards by constraining a new development.
• Establish Incremental EA model development method
– It’s not realistic to make all the work at once.
21. EA Framework and Model
Development Method
TOGAF Architecture
Development Method -
uses a step-by-step
approach to create a
method for developing
Enterprise Architecture and
helping to establish a
framework.
The ADM is an iterative
process, not only as the
whole process but also
between and within phases.
22. TOGAF ADM
• Highly customizable method
• Can be applied to any enterprise task/change
• Each step has a comprehensive set of deliverables
that is customizable based on needs
• PMI and Agile compatible
• Results in
• an organization-specific architecture
• more reusable building block assets
• Each iteration becomes easier and has more reusable
building blocks to use
• Increases CMM to Level 3 after successful completion of
one full iteration.
24. Zachman (1987) notes several advantages of his framework:
•Improving professional communications within the information systems
community.
•Understanding the reasons for and risks of not developing any one
architectural representation.
•Placing a wide variety of tools and/or methodologies in relation to one
another.
•Developing improved approaches (including methodologies and tools)
to produce each of the architectural representations, as well as possibly
rethinking the nature of the classic “application development process” as
we know it today.
•In addition to all above, Zachman Framework is highly customizable
and can be applied to various enterprise architectures
Advantages of Zachman Framework
25. A good modeling tool must support Deliverables, Artefacts and Building
Blocks
AvailableTool – Sparx EA
Provide Knowledge management & re-use
• Support the visual modeling of facts
• Support stakeholder and role views
• Generate documents, reports, diagrams &
matrices
• Accelerate sharing and collaboration
• Provide Baseline changes to manage
requirements
•Trace Requirements from business to
implementation
• Be easy to use and customize for your
project
• Support Industry Open Standards &
Frameworks
• Be highly scalable for enterprise teams
• Be Affordable and widely used
26. • Ensure governance across all projects
• Think Big - robust, scalable, secured, reusable
• Start Small - scale up while accumulating
expertise
• Move Fast – cross-train staff, design and build in
iterations
• Build out enterprise business services aligned
with stakeholders strategic plan
• Develop and adhere to a reference architectures,
frameworks and open standards up front
“EA set of mind”
27. • Creates a common language and repeatable
process
• Collaborate with many stakeholder views in
one repository
• Store knowledge and re-useable facts
• Manage business and technical complexity
• Trace impacts across many projects
• Re-use promotes continual quality
• Re-use avoids rework
• Surprising reuse savings
• It all makes sense
Reiterating EA Benefits
28. Next Steps
• Get Support from the Leadership group for the
EA initiative.
• Establish EA Team.
• Establish EA principles and standards.
• Tailor SCI EA Framework in more details
• Define deliverables for each step in the ADM
• Customize Zachman framework
• Customize deliverables templates
• Communicate all the aspect to the company
• Start implementing EA practice in every new
development
and get the ball rolling…
