An introduction to organisational network analysis and associated quantitative tools, and their potential application to IT enterprise architecture.

1. Organisational Network Analysis
and Enterprise Architecture FTW!!
!
!
!
!
!
!
!
!
!
!
emilicon.com!

2. Introduction
Just as modern urban planning benefits from use of quantitative tools
analysing traffic flows and roadway air dispersion models, perhaps
modern enterprise architecture might benefit from similar use of
quantitative tools to analyse data and information flow in an organisation
for improved design?
This presentation outlines organisational network analysis and
associated quantitative tools which might provide useful for enterprise
architects:
– Organisational Network Analysis
– Enterprise Architecture
– Why ONA might be of interest to enterprise architects
– Current applications of ONA
– Potential applications for enterprise architecture, including
enterprise knowledge, content & record management
– Potential issues relating to ONA
!
emilicon.com!

3. Social Network Analysis
• Organisational Network Analysis (ONA) developed from social network
analysis (SNA), the network approach to the study of behaviour, applying the
same theories to organisations and individuals/groups within them.
• Social Network Analysis developed following Jacob Moreno’s introduction of
sociometric ideas and tools in 1934, and subsequently following World War
II the Group Networks Laboratory at M.I.T. to advance such research was
founded by Alex Bavelas. In the 1970s, the study of social networks
expanded as an interdisciplinary field with the development of graph theory
(the mathematical modelling of nodes/vertices and their connections/edges)
and computer processing capability.
• According to the International Network for Social Network Analysis, SNA has
been applied to organisational behavior, inter-organisational relations, the
spread of contagious diseases, mental health, social support, the diffusion of
information, and animal social organisation.
• Today it is an international effort with its own professional organisations,
journals, research centres, training centres, and computer programmes
designed specifically to facilitate the analysis of structural data which is:
1. Guided by formal theory organised in mathematical terms.
2. Grounded in the systematic analysis of empirical data.
emilicon.com!

4. Organisational Network Analysis
• ONA is the analysis of connections/'ties' between and among individuals, groups and
organisations, termed the the ‘nodes’.
• ONA has historically been a part-manual process undertaken with the aid of surveys
using statistical software to process the results. More recently, use of network analytic
tools to both collect and process quantitative data to map and analyse underlying
communication patterns in an organisation have automated the process.
• ONA has been termed an ‘organisational x-ray’, it helps reveal the real, informal
organisation, that not revealed or represented by a hierarchical organisation chart.
• Consequently, ONA may provide illuminating insight into how your organisation is
currently sharing unstructured data and information, both internally and externally.
General ONA Process as it might be applied to Enterprise Architecture:
• Agree the Problem (hypotheses, boundaries, relationships to be analysed,
demographics)
• Collect the Data (automated data mining, focus groups, surveys, interviews)
• Analyse Data (network mapping software, quantifiable metrics, apply filters and analyse
specific groups/departments)
• Validate and Discuss Results (preliminary review, one-to-one interviews, presentation)
• Identify Next Steps (planning, training, organisation changes, potential architecture
gaps/revisions, individual/group/technology interventions, follow-up analysis)
emilicon.com!

5. Network Analysis
Social/organisational network analysis concepts include:
• Network Size – the count of the number of members/nodes.
• Network Centralisation - the degree to which relationships within a network are focused
around one or a few central network members. High network centrality means that
knowledge flows within a network are dependent on few single nodes and removal of such
network members may corrupt knowledge flows.
• Network Density - the total number of network ties/connections divided by the total number
of possible ties. This measure is of interest for those interested in building connections
within and between organisations, as density describes the overall linkages.
Three key types of network structures:
• Cliques/‘Clusters of Expertise’ - are identified through dense connections between sub-sets
of network members. They are important for understanding the behaviour of a whole
network, as they might develop their own attitude toward other groups.
• Bottlenecks – form when networks are split into loosely coupled components. Key network
members holding components together are called bridges. While bottlenecks are obstacles
to knowledge sharing within a network, too many links can lead to inefficiency of knowledge
exchange. Therefore, links should be coordinated efficiently.
• Hubs - are ‘nodes’/members which are important as simultaneous actors in many clusters
in clustered networks. Hubs are enablers of effective knowledge transfer, and can
effectively link different sub-groups and facilitate knowledge flows between different
departments or external resources. Network efficiency can be strongly dependent on hubs.
Sources: http://www.fmsasg.com/SocialNetworkAnalysis
http://www.wissensnetzwerke.de/files/kb_ebook02_social_network_analysis_knowledge_sharing.pdf
emilicon.com!

6. Network Analysis (2)
• Degree Centrality - is an indicator of expertise and power of network members.
Degrees are the number of direct connections a node has. An individual with the most
direct connections in a network is the most active node in the network, a 'connector' or
'hub' in this network. What really matters is where those connections lead to, and how
they connect the otherwise unconnected.
• Betweenness Centrality – helps identify knowledge brokers and gatekeepers within a
network. Individuals between two important groups play a 'broker' role in the network,
a powerful role and potential single point of failure. A node with high between-ness
has great influence over what flows, or doesn’t, in the network. Location is key.
• Closeness Centrality - shows the integration or isolation of network members. The
pattern of some direct and indirect ties allow some individuals to access all the nodes
in the network more quickly than anyone else. They are in an excellent position to
monitor information flow in the network and have the best visibility into what is
happening in the network.
Sources: http://www.fmsasg.com/SocialNetworkAnalysis
http://www.wissensnetzwerke.de/files/kb_ebook02_social_network_analysis_knowledge_sharing.pdf
emilicon.com!

7. Network Analysis (3)
• Network Reach - Not all network paths are created equal and recent research
suggests that the shorter paths in the network are more important.
• Network Integration - It is important to be on many efficient paths in networks that
reach out to various parts of the extended network, those well integrated in the
network of paths have both local and distant information. Network metrics are often
measured using geodesics, or shortest paths, however not all information/influence
flows along the network's shortest paths only as networks operate via direct and
indirect, shortest and near-shortest paths.
• Boundary Spanners - are often more central in the overall network than their
immediate neighbors whose connections are only local, within their immediate cluster.
Individuals can be a boundary spanner via bridging connections to other clusters or
via concurrent membership in over-lapping groups. Boundary spanners are well-
placed to be innovators, since they have access to ideas and information flowing in
other clusters. They are in a position to combine different ideas and knowledge, found
in various places, into new products and services.
• Peripheral Players - Most people would view the nodes on the periphery of a network
as unimportant. Peripheral nodes may be connected to networks not currently
mapped and may have their own network outside of the company -- making them
important resources for fresh external information.
Sources: http://www.fmsasg.com/SocialNetworkAnalysis
http://www.wissensnetzwerke.de/files/kb_ebook02_social_network_analysis_knowledge_sharing.pdf
emilicon.com!

8. Data, information, knowledge, content and records
Explicit
Knowledge is
10101
Data is a Information is KNOWLEDGE knowledge that
raw linked data is created when
01010
material captured at a people and
can be readily
articulated and
10101
fact certain point and
given meaning/
information shared
without connect and that Tacit Knowledge is
01010
context context (it may information is put knowledge that is
be held in internalised by
10101
(e.g. an
attribute, organisation
to use (e.g. to
make
individuals & may be
difficult to articulate
01010
sounds, intranets/
case files/
conclusions, (e.g. skills) it may be
words, decisions, transferred through
10101
images, documents/ judgements, structured
videos/ interviews/
01010
statistics,
numbers) databases)
forecasts)
observation, imitation
& practise / task
analysis
Content is a collective term used to denote all recorded material belonging to an
organisation, whether physical or electronic, structured or unstructured,.
Records are ‘information created, received, and maintained as evidence and information by
an organisation or person, in pursuance of legal obligations or in the transaction of business’
emilicon.com!

9. Enterprise Knowledge and Content Management
Knowledge and Content Management (KCM) is
a range of practical techniques & technology
used to share explicit & tacit knowledge
between people in an organisation.
Associated technology and techniques include:
Technology Techniques
 Content Management Systems  Peer Assist
 Intranets & Web/Videoconferencing  Lessons Learned Reviews
 Web Content Management Systems  Mentoring
 Knowledge Bases, Portals  Case Studies
 Online Forums & Messaging Tools  Knowledge Briefs
 Collaborative Tools (eg. wikis, SharePoint)  Communities of Practice
 Search Tools & Analytics  Knowledge-Sharing Rewards
 Social Network Analysis Tools  Knowledge Mapping
 Electronic Document & Records Management Systems
Information Management supports KCM by
organising, controlling, retrieving, acquiring &
maintaining the data/information that employees
use to build knowledge.
emilicon.com!

10. The Information Lifecycle
• Organisational Network Analysis has clear application for both IT-oriented or
otherwise enterprise knowledge, content and record management in helping
identify current manual workarounds and information sinks in the
organisation.
• Such analysis would help enterprise knowledge, content & record managers
to adjust collaboration/record management/email systems and processes to
enable information throughout its life to be appropriately captured and
managed, from initial receipt through to eventual archive as a record then/or
disposal/destruction.
Source: JISC - http://www.jiscinfonet.ac.uk/infokits/information-lifecycle/introduction/model
emilicon.com!

11. Enterprise Architecture
As IT systems become more complex, they generally require more planning. As
such, Enterprise Architecture (EA) was developed by John Zachman in 1987 to
address managing the increasing complexity of IT systems by creating order from
chaos, and focus on business values to be derived from those IT systems. As
originally devised by Zachman, the objective of EA was to support “business
alignment to IT, integration, response to change, and reduced time to market”.
While in different organisations the meaning of Enterprise Architecture varies:
referring to EA guidelines/rules, to logical and technical EA design, and to
methodologies for delivering effective EA design, Gartner currently defines EA as:
• ‘The process of translating business vision and strategy into effective enterprise
change by creating, communicating and improving the key requirements,
principles and models that describe the enterprise's future state and enable its
evolution’
• The scope of enterprise architecture includes the people, processes, information
and technology of the enterprise, and their relationships to one another and to the
external environment, [where] enterprise architects compose holistic solutions that
address the business challenges of the enterprise and support the governance
needed to implement them. Other current types of IT architecture include:
software, application, infrastructure, technology, business, information, solution,
and organisational architecture.
emilicon.com!

12. Enterprise Architecture
Enterprise architects are those who specialise in the broadest possible view of IT
architecture within an organisation.
Current, leading traditional Enterprise Architecture approaches include:
– The Open Group Architectural Framework (TOGAF)
– The Zachman Framework for Enterprise Architectures and taxonomy (really
a methodology for organising and categorising architectural artifacts)
– MIKE 2.0 (Method for an Integrated Knowledge Environment) including the
EA framework, the Strategic Architecture for the Federated Enterprise, a
specialist information/content management approach.
emilicon.com!

13. Enterprise Architecture - Zachman
emilicon.com! Source: http://www.zachmanframeworkassociates.com

14. Enterprise Architecture – TOGAF9
TOGAF9'Architecture'Development'Method'::'Map Input
Output
Key*Deliverable
ITEM Top<Level Preliminary Phase'A Phase'B Phase'C Phase'D Phase'E Phase'F Phase'G Phase'H
Item?
ARCHITECTURE: VISION BUSINESS IS'<'DATA IS'<'APPLICATION TECHNOLOGY OPPORTUNITIES MIGRATION IMPLEMENTATION CHANGE
&'SOLUTIONS PLANNING GOVERNANCE MANAGEMENT
ITERATION'CYCLE: ARCHITECTURE'CONTEXT ARCHITECTURE'DEFINITION ARCHITECTURE'DEFINITION ARCHITECTURE'DEFINITION ARCHITECTURE'DEFINITION TRANSITION'PLANNING TRANSITION'PLANNING ARCHITECTURE'GOVERNANCE ARCHITECTURE'
GOVERNANCE
TOGAF NO refer*to
Other*architecture*framework(s) NO refer*to
Architecture*governance*strategy NO existing
IT*strategy NO existing
Organisational*Model*for*Enterprise*Architecture NO existing,*UPDATED
ARCHITECTURE'FRAMEWORK'(TAILORED) YES existing,*TAILORED TAILORED
BUSINESS'PRINCIPLES,'GOALS'&'DRIVERS YES existing,*RESTATED REFINED VALIDATED
ARCHITECTURE'PRINCIPLES YES existing,*UPDATED REFINED ELABORATED DATA:*VALIDATED/NEW APP.*VALIDATED/NEW TECH.*VALIDATED/NEW
REQUEST'FOR'ARCHITECTURE'WORK YES CREATED UPDATED,'IF'ANY NEW*REQUESTS
STATEMENT'OF'ARCHITECTURE'WORK YES APPROVED UPDATED'(if'necess.) UPDATED'(if'necess.) UPDATED'(if'necess.) UPDATED'(if'necess.) UPDATED'(if'necess.) UPDATED*(if*necess.)
ARCHITECTURE'REQUIREMENTS'SPECIFICATION YES DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW FINALISED
Gap*Analysis NO RESULTS*SUMMARISED UPDATED UPDATED UPDATED
Technical*Requirements NO DRAFTED RELEVANT*TO*THIS*STAGE RELEVANT*TO*THIS*STAGE FROM*B*&*C
Technical:*Business*Requirements NO DRAFTED UPDATED UPDATED
Technical:*Data*Requirements NO DRAFTED UPDATED
Technical:*Application*Requirements NO DRAFTED UPDATED
Technical:*Technology*Requirements NO DRAFTED UPDATED
Interoperability*Requirements NO DATA*;*DRAFTED APP.*;*DRAFTED
Technology*Architecture*Constraints NO DRAFTED UPDATED
REQUIREMENTS'IMPACT'ASSESSMENT YES NOT*COVERED*ANYWHERE
CAPABILITY'ASSESSMENT YES DRAFTED UPDATED,'INCLUDING'BELOW
Enterprise*Architecture*Maturity*Profile NO DRAFTED
Transformation*Readiness*Report NO DRAFTED
COMMUNICATIONS'PLAN YES CREATED
ARCHITECTURE'ROADMAP YES DRAFT*(with*bus.*Arch.*components) UPDATED*(with*data*components) UPDATED*(with*app.*components) UPDATED*(with*Tech.*components) UPDATED,*if*necess. FINALISED UPDATES
IMPLEMENTATION'&'MIGRATION'PLAN YES OUTLINE DETAILED
GOVERNANCE'MODEL YES CREATED'<'FRAMEWORK DRAFTED*;*IMPLEMENTATION*MODEL FINALISED,'BUSINESS'&'IT'OPS'MODEL
CHANGE'REQUEST(S) YES DRAFTED,*from*lessons*learned UPDATED UPDATED*(if*necess.)
COMPLIANCE'ASSESSMENT(S) YES CREATED UPDATED*(if*necess.)
ARCHITECTURE'CONTRACT(s) YES DRAFTED,'for'implementation'projects SIGNED UPDATED*(if*necess.)
ARCHITECTURE<COMPLIANT'SOLUTIONS YES DEPLOYED,'INCLUDING'*ALL*'BELOW
ARCHITECTURE*COMPLIANT*SYSTEM NO IMPLEMENTED
ARCHITECTURE'&'SOLUTION'BUILDING'BLOCKS'(docs'&'models YES existing,*POPULATED POPULATED POPULATED
from'ARCHITECTURE'REPOSITORY)
Architecture*Compliance*Recommendations*&*Dispensations NO DRAFTED
Service*Delivery*Requirements NO DRAFTED,*recommendations
Performance*Metrics NO RECOMMENDATIONS
Service*Level*Agreements*(SLAs) NO DRAFTED
ARCHITECTURE'VISION YES DRAFT,*INCLUDING*BELOW UPDATED
Key*High;Level*Stakeholder*Requirements NO refined
ARCHITECTURE'DEFINITION'DOCUMENT YES DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW DRAFT,*INCLUDING*BELOW FINALISED UPDATED,'POST<IMPLEMENTATION
Business*Architecture*;*Baseline NO create*vision DETAILED*(if*appropriate) FINALISED
Business*Architecture*;*Target NO create*vision DETAILED FINALISED
Views NO addressing*key*stakeholder*concerns DATA*views APP.*views TECH.*views FINALISED
Data*Architecture*;*Baseline NO create*vision DETAILED FINALISED
Data*Architecture*;*Target NO create*vision DETAILED FINALISED
Application*Architecture*;*Baseline NO create*vision DETAILED FINALISED
Application*Architecture*;*Target NO create*vision DETAILED FINALISED
Technology*Architecture*;*Baseline NO create*vision DETAILED FINALISED
Technology*Architecture*;*Target NO create*vision DETAILED FINALISED
Increments NO IDENTIFIED FINALISED
Interoperability*&*Co;existence*Requirements NO DRAFTED FINALISED
Implementation*&*Migration*Strategy NO DRAFTED FINALISED
Project*List*&*Project*Charters NO INCLUDED FINALISED
(A.D.D.'SUB<SECTION'::'TRANSITION'ARCHITECTURE) YES DRAFT,*INCLUDING*BELOW UPDATED UPDATED,'POST<IMPLEMENTATION
Gaps,'Solutions'&'Dependencies'Matrix/Assessment NO DRAFTED,*based*on*ARS*Gap*Analysis UPDATED
Risk*Register NO DRAFTED UPDATED
Impact*Analysis NO DRAFTED*;*Project*List UPDATED implementation*Recommendations
Dependency*Analysis*Report NO DRAFTED UPDATED
Implementation*Factor*Assessment*&*Deduction*Matrix NO DRAFTED UPDATED
Source: http://www.emilicon.com/timeline/2012/01/15/enterprise-architecture-togaf9
emilicon.com!

15. Emergent Enterprise Architecture
• In 2009, Gartner initially identified an emergent approach to Enterprise
Architecture for which tools such as ONA are ideally suited to support.
• Gartner’s emergent approach guided enterprise architects to embrace the
inversion of control and relinquish their previous control of all EA decision
making and accept that that business units demand more autonomy. The
further noted:
1. “The first key characteristic of the emergent approach is best
summarised as ‘architect the lines, not the boxes’, which means
managing the connections between different parts of the business
rather than the actual parts of the business themselves,” said Bruce
Robertson, research vice president at Gartner.
2. “The second key characteristic [of emergent EA] is that it models all
relationships as interactions via some set of interfaces, which can be
completely informal and manual – for example, sending handwritten
invitations to a party via postal letters - to highly formal and automated,
such as credit-card transactions across the Visa network.”
emilicon.com!

16. Enterprise Architecture
Gartner identified seven properties differentiating emergent architecture from the
traditional approach to EA:
1. Non-deterministic: In the past, EAs applied centralised decision-making to design
outcomes, now they must decentralise decision-making to enable innovation.
2. Autonomous actors: EAs can no longer control all aspects of architecture, they must
recognise the broader business and devolve control to constituents.
3. Rule-bound actors: Where in the past EAs provided detailed design specifications
for all aspects of the EA, they must now define a minimal set of rules to enable choice.
4. Goal-oriented actors: Previously, the only goals that mattered were corporate goals,
but this has now shifted to each constituent acting in their own best interests.
5. Local Influences: Actors are influenced by local interactions and limited information.
Feedback within their sphere of communication alters the behaviour of individuals. As
no individual actor has data about all of an emergent system, EA must increasingly
coordinate.
6. Dynamic or Adaptive Systems: The system (the individual actors as well as the
environment) changes over time. EA must design emergent systems to sense and
respond to changes in their environment.
7. Resource-Constrained Environment: An environment of abundance does not enable
emergence; rather, the scarcity of resources drives emergence.
emilicon.com!

17. Why connect ONA and EA
• For a technology field, traditional enterprise architecture employs
surprisingly limited use of technology to support its design, save for
modelling software used to draw building blocks and models, and
associated business process management.
• The underpinning review of submitted requirements and proposed
enterprise architecture is generally based on the knowledge and expertise of
individuals.
• Such use of additional tools is not yet reached mainstream adoption.
Accordingly, in the 2011 Gartner Magic Quadrant for Enterprise Architecture
no profiled EA tools connected organisational network analysis with EA for
modelling and business process improvement benefit.
• Source: Gartner Magic Quadrant for Enterprise Architecture Tools, November 2011
emilicon.com!

18. Current uses of ONA
Trampoline Systems currently uses ONA to help organisations using ONA to convert email
archives into GraphML files for import into industry-standard network analysis and
visualisation tools including InFlow, NetDraw and UCINET, supporting the following:
• Internal collaboration – to identify organisational brokers, gaps, bottlenecks, isolated
teams and critical partners, to provide a strategic basis for implementing new collaboration
tools, to work with the strongest networkers and brokers to drive adoption and usage, to
measure improvements over time to calculate strategic return on investment.
• Vendor management – to map vendor relationships, flag fragmented relationships, and
streamline vendor management.
• Restructuring – to take a pre-restructure snapshot of a target department, to identify risks
posed to external relationships, connections to the rest of the organisation, and teams that
may be left isolated. To support restructure plan revision to account for such risks, to take a
post-restructure snapshot to track progress and plan further action, increasing the success
of restructure.
• Mergers & acquisition – to take organisational snapshots immediately post-acquisition to
identify key influencers and brokers in the acquired business and factor this into integration
planning, to subsequently monitor increasing connection, identify gaps and plan action, and
increase success of integration.
• Expertise management – to analyse expertise of personnel close to retirement, to highlight
gaps where no other personnel can cover the expertise that will be lost, to identify
employees best placed to up-skill and fill the gaps.
emilicon.com!

19. Example email-based ONA Map
Trampoline’s SONAR Server is an analytical engine with natural language processing and social network
analysis algorithms to identify information flows, social networks and tasks occurring within a company.
Source: http://www.trampolinesystems.com/products/sonar-framework
emilicon.com!

20. ONA in practice
• World Health Organisation World Health Survey (survey-based ONA) – to compile
comprehensive baseline information on the health of populations and on outcomes
associated with the investment in health systems, baseline evidence on the way health
systems are currently functioning, and monitor inputs, functions, and outcomes.
• Italian Public Sector - (a) to ascertain the robustness of the core human competencies, (b)
to determine the efficiency of the current organisational structure and design, and (c) to
assess ONA methodology as a management tool. The analysis succeeded in providing
insights into organisational processes which prompted managers to address problems
and take advantage of network strengths. The findings shed some light on how individual
performance improvement can be achieved via targeted efforts to align the actual
organisation with the informal collaboration networks.
• Brazilian Telecommunications Firm – to help organisations understand their social
networks and develop a transitional management model from the poorly adaptive
Taylorism model (based on top-down power and control) into a more cooperative,
motivated and innovative model. At the macro level identified: formal and informal groups
and different sub-cultures challenging future integration. At the individual level, identified
and contextualised: direct influencers inside areas, bridge builders between areas,
informal leaders, bottlenecks, outsiders and isolated individuals.
• Vodafone – to map connections between (anonymised) individuals in the UK using their
network’s mobile data for sales and marketing targeting.
!
emilicon.com!

21. Example inter-organisational network analysis
Network Analysis applied to the architecture industry in London where SNA was used to map
connections using online software UCINET which aided in the visualisation of networks. The following
inter-organisational anlaysis is derived from a list of London’s top 20 tallest (completed) buildings
connecting all companies involved in the construction of each building (with information sourced from
Emporis.com). ‘The whole network as illustrated in the first diagram below, comprised one single
component (self-contained unit) as all of its points in the component (companies) can reach one
another through one or more paths. Accordingly the density of the graph is relatively high with 5.5%
where density describes the general level of linkage among the points in the self-contained network.
The more points are connected to one another, the more dense the graph will be, in this case, it means
that a number of companies worked together on multiple projects.’
In most network maps:
• thickness shows frequency of
interactions
• arrows (if included) show the
direction of interactions (ie A asks B,
B doesn't ask A)
• network density measures are the
number of ties that exist in reality /
number of possible ties. The aim is
not to get to density 100% but we
hope to see more coordination over
time
Source: http://tacity.co.uk/category/social-network-analysis/
emilicon.com!

22. Potential Uses of ONA for EA
Essentially, ONA-related collection and analysis of patterns in unstructured
communications such as emails, existing CRM systems, VOIP phonecalls/
webinars, mobile call and text records, website and Intranet analytics,
collaboration sites, and calendar entries both internal and external to an
organisation can provide a vivid map of current information sharing, by:
• Automating Creation of Current and Future State Organisation Views - Obtain
a current-state ONA view of an enterprise and review it against key business
needs and areas of interest to target future-state EA addressing those needs
and potential problem areas.
• Supporting Solication of Requirements for EA Improvement - Identify the key
connectors in the organisation who might be best placed to provide business
requirements for EA improvements.
• EA Risk Management - Take a pre-adjusted enterprise architecture snapshot
of the target department or organisation. Identify risks posed to external
connections, connections to the rest of the organisation and teams that may
be left isolated. Revise architecture plan to account for these risks, take post-
architecture implementation snapshot to track progress and plan further
action to increase the success of the new architecture.
• EA for Integration with External Systems – ONA might help identify means to
improve connections with external business parterns/organisations
emilicon.com!

23. Potential Uses of ONA for EA (2)
• Identify EA Improvement Opportunities - Current-state ONA might help identify
opportunities to build/modify systems to better capture enterprise data and
information, identify potential issues with existing systems which have led to
manual workarounds or information-sharing bottlenecks, and identify problem
areas which might be addressed before they materialise as issues.
• EA-Related Business Process Management and Modelling – ONA might support
smarter decisions about changing the formal organisation structure and
introducing new processes into organisations. ONA provides insight into how
work is really accomplished in an organisation, how decisions are made, and the
effectiveness of the existing organisational structures.
• EA for Mergers & Acquisitions – ONA might provide insight into challenges of
integration following restructuring, mergers, or acquisitions. By identifying
specific individuals or groups who are most likely to have the most influence
across group borders and boundaries, enterprise architects might take steps to
retain people who are key to a network and identify key stakeholders.
• Identification of EA Gaps – ONA might support identification of architectural gaps
that could signal opportunities for future IT and business improvements.!
• EA for Change Management - ONA might support IT-related and non-IT change
management programmes by identifying key communicators and system users.
emilicon.com!

24. Issues
Organisational Network Analysis has the potential to be immensely valuable to organisations
but various concerns and risks should be addressed or further investigated prior to initiating
ONA, including but not limited to:
Privacy Issues – Assure confidential handling of all data from the outset and clearly
communicate such confidentiality through the publication of privacy guidelines, including:
– For reporting - anonymisation of all personal data and analysis of de-personalised data.
– Security of stored data and location of stored data to comply with information security
directives.
– Establish authorisation and control for access to data.
– Undertake data analysis via security-approved and trained individuals only.
HR Concerns - Social network analysis should not be abused for evaluation and assessment
of employees, disciplinary action as a direct result from network analysis should be
avoided, communications should highlight positive outcomes and not individual mistakes.
Implementation Costs – self-explanatory, dependent on your organisation & choices.
Period of Usefulness – ONA is often nothing more than a snapshot in time.
IT Constraints - Significant obstacles may need to be overcome and planned for in order to
run ONA analytics tools in your organisation. Just as a tool such as The National Archives’
DROID File Profiling Tool (open-source software which can identify files across an enterprise -
http://www.nationalarchives.gov.uk/information-management/our-services/dc-file-profiling-
tool.htm) often encounters organisational bureaucratic/security barriers, so too will ONA tools
which will need to be addressed according to your organisation.
emilicon.com!

25. Resources :: Theory
• Center for Computational Analysis of Social and Organizational Systems -
http://www.casos.cs.cmu.edu
• Gartner – Emergent Enterprise Architecture -
http://www.gartner.com/it/page.jsp?id=1124112
• Gartner – 2011 Hype Cycle for Enterprise Architecture -
http://www.gartner.com/id=1751916
• Gartner – 2011 Magic Quadrant for Enterprise Architecture Tools -
http://www.gartner.com/id=1839614
• International Network for Social Network Analysis - http://www.insna.org/sna/what.html
• JISC – Information Lifecycle -
http://www.jiscinfonet.ac.uk/infokits/information-lifecycle/introduction/model
• Knowledge Management for Development Wiki -
http://wiki.km4dev.org/wiki/index.php/Social_Network_Analysis
• Knowledge Sharing Toolkit - http://www.kstoolkit.org/Social+Network+Analysis
• MIKE 2.0 SAFE Architecture -
http://mike2.openmethodology.org/wiki/Enterprise_Architecture
• Social Network Analysis: A Practical Method to Improve Knowledge-Sharing -
http://www.wissensnetzwerke.de/files/
kb_ebook02_social_network_analysis_knowledge_sharing.pdf
• The Open Group Architecture Framework - http://www.opengroup.org/togaf
• Zachman Framework Associates - http://www.zachmanframeworkassociates.com
emilicon.com!

26. Resources :: Software/Consultancies
• Inflow from (Valdis Krebs) - http://www.orgnet.com/inflow3.html
• International Network for Social Network Analysis ‘Member Listed Software’ -
http://www.insna.org/software/index.html
• KM for Development ONA/SNA Software Recommendations -
http://wiki.km4dev.org/wiki/index.php/Social_Network_Analysis
• Netminer - http://www.netminer.com/index.php
• NodeXL - http://nodexl.codeplex.com
• ONA Catalogue of Tools - http://ona-prac.wikispaces.com/Analysis
• Proximity - http://kdl.cs.umass.edu
• Sentinel Visualiser - http://www.fmsasg.com/SocialNetworkAnalysis
• Trampoline Systems’ SONAR Framework -
http://www.trampolinesystems.com/products/sonar-framework
emilicon.com!

27. emilicon@emilicon.com!
http://emilicon.com!
emilicon.com!