Typical Entry Points for Enterprise Architecture What is ArchiMate? How ArchiMate helps business transformation Current tools used to manage business transformation

1. Removing
the
barriers
to
business
transforma8on
with
ArchiMate®
Mar8n
Owen
CEO,
Corso
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Corso
2013
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2. Agenda
• Typical
Entry
Points
for
Enterprise
Architecture
• What
is
ArchiMate?
• How
ArchiMate
helps
business
transforma8on
• Current
tools
used
to
manage
business
transforma8on
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Corso
2013
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3. Typical
Entry
Points
for
EA
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2013
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4. Entry Points for Business Transformation (1 of 3)
Business Aim
Business
Efficiency
Use case 1-4
Entry Point
Business Transformation
1. My operating cost in several
divisions is uncompetitive. I
need to reduce operating
spend 30% in 2 years. IT
comprises 2%. Outlets will
close, partners will be
consolidated.
2. With our recent acquisitions,
we are restructuring the entire
organization into four
business units; what goes
where, what do we keep, what
do we eliminate, which
processes do we retain and
how do we logically proceed?
IT Planning
Optimization
Use case 5-9
Entry Point
Entry Point
Specific Business
Objective
Business Process
Rationalization
1. 15% cost of returns for our
products is far too high; we need
to reduce this to 3 in 1 year.
How? What’s affected?
1. We know that the orders process for
our EMEA division works well, but
customer services processes are
weak. How do we make them
common?
2. We need to launch two new
customer services/programs in
the next 18 months; what is
needed, what are the steps,
what is going to be affected?
IT Consolidation and
Maintenance Cost
Cutting
IT Transformation
1. Eliminate 60% of my
application portfolio in 5 years
2. Time sequenced IT architecture
planning
2. Free up maintenance costs to
fund new growth.
3. Set milestones and goals
1. Efficiencies were promised to
the board
4. Communicate progress to the
board for approval and
additional funding
2. We have 13 business units and many
of our common processes are
different in each business unit; which
processes represent the best
practices for the organization? Can
we standardize? How will these
standard processes be enabled?
Entry Point
Excessive Operating Costs
1. I’m stuck with this issue that 90% of
my IT budget is committed. I can’t
drive more business efficiency
projects because IT is unable to staff,
promise and deliver. Show me THE
PLAN to liberate resource & cost…
affect on business? Changes?
2. Where are my costs in my
organization? Do I have
redundancies in processes,
technologies and infrastructure that
can be eliminated?
Application Portfolio
Management
Cloud Transformation
1. Captures and organizes information
about the application portfolio
2. Manage cloud assets for reuse
2. Guide business and IT executives in
making decisions around investing /
replacing / retiring applications
1. Plan cloud strategy and deployment
3. Guide transformation and reduce risk
Outsource
Transformation
•
•
•
Plan outsource strategy and
roadmap deployment
Asses options, costs,
management approach.
Guide transformation and
reduce risk
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2013
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5. Entry Points for Business Transformation(2 of 3)
Business Aim
ERP, Core
Business
Systems’
Transformation
Use case 10-13
Entry Point
The ERP/ CBS
Transformation
1. This is about replacing a broad set
of applications with ERP, or a chosen
“bought in” core system (CS , such
as back-office banking or Insurance
Admin.
2. Effectively we are standardizing on
an ERP / CS application, and taking
out many other RYO and previously
purchased apps.
Entry Point
Entry Point
Entry Point
Standardized ERP
SAP Migration
ERP Control
1. I have 12 completely different
configurations of my ERP; surely I
should have some “commonality”.
It'll save me large amounts, I think?
1. I need to replace 3 or 4
existing applications, with SAP.
There are many linked
infrastructure and data issues.
Multiple Sap modules, inc sales
management as well as
“standard ERP”, how do I plan a
seamless migration of data,
functions and users?
1. As I do this upgrade, I want to make my
move to new technology infrastructure. Who
is served by this first?
Strategic, Capability and
Operational Analysis
Planning of integrated
‘battlefield’ capabilities
Enable Program Funding
Operational analysis to identify what
organizations do and how best to
implement changes to capability
Planning of integrated
‘battlefield’ capabilities
For DoD, a Program must adhere to JCIDS
(Joint Capabilities Integrated Development
System) process and requirements
2. Can our organization be more
effective and efficient if we
standardize on ERP components,
data and functions? Can we have
SOPs utilizing our ERP across
multiple business units?
2. I have numerous change requests for ERP
licenses and upgrades; do we need these
additional components and do they support
our business goals and objectives? Also,
are we utilizing all of the licenses and
applications that we are currently paying
for?
3. This is partly about cost. Also about
process efficiency, also about driving
standards.
System of
Systems
Use case 14-17
MOD’s Systems of
Systems Architecture
(SOSA) Approach
Issues were that previous
architecting was domain driven; there
were many disparate domain
architectures (C4, ISTAR, SSCS,
Subs, etc)
All these domain-specific
architectures were unshared,
inconsistent, and varied in scope
Solution -- SOSA:
-Context Layer; System-of-systems
architecture models Organizations
and standards; Capability
Configurations References to
requirements.
-Operational /Service Layer
-Project/Program Layer (using tool
like Rhapsody, RSA, etc).
Better understanding of who does
what, where, and when, and why
Operational Architectures describe
the major processes and activities
that drive business/tactical
operations. With the advent of
DoDAF 2 (and MODAF), this now
also includes strategic and capability
views.
Operational needs
Resources
Technology
§ Process mandates reviews at various
milestones (Example: KPT, Key
performance parameters)
§ JCIDS Milestones require certain work
products
§ Program pass key milestones in JCIDs
process to get their funding
§ Audit trail that proper analysis, design, and
architecture are complete and have a plan
Example: Information Support Plan (ISP)
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2013
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6. Entry Points for Business Transformation (3 of 3)
Business Aim
Service
Architecture
Use case 18-21
Entry Point
Business Service
Management
1. Linking enterprise and
development assets to the
operations environment
2. How can I review software
development assets before they
are officially deployed and
visible to operations
environment?
3. How can I deploy and
provision development assets to
the operations environment
more efficiently?
4. How can I understand which
development assets have been
validated for new operational
configurations?
Entry Point
Entry Point
What do I have?
SOA
I need a view as to what REALLY
is in production.
Planning and developing the services
that are maxi mum business value.
They make the SOA work
1. Before I plan where I go – the “to
be architecture” I need to know
what I HAVE. It’s in my CMDB.
2. I actually don’t know what I
have, particularly around my legacy
“home grown”. What about my zapps too? It’s NOT in my CMDB.
How do I harvest? Can I make
“services”?
§ How do I publish my process models
in a way that drives solution
architecture and delivery?
§ How do I relate the details of my
business process models to my
overall business architecture?
Entry Point
Topology Deployment Planning &
Automation
§ How can I graphically define and automate
the tasks necessary to provision content
described in a deployment topology?
§ How can I automate the generation of
workflow diagrams generated from
topologies?
§ How can I publish automation workflows so
that they can be shared with and governed for
other stakeholders?
3. When I change, I’d like autopopulation of the CMDB. Services,
and not.
4. When someone changes the
CMDB, I’d like to see that as asset.
In current architecture.
5. How do I establish traceability
between operation incidents that
require development changes
(RFEs and Defects) and the
corresponding development
assets?
Governance,
Risk and
Compliance
Use case 22-25
Governance
Risk
Compliance
Auditing
Guide organization execution
and priorities based on
architectural plans
Understand and manage business
and technology risks related to
business processes dependent on
technology
Ensure compliance with business,
technology, government and market
standards such as SARBOX, GLB,
ISO, COSO, ITIL
Audit the organizations assetts to support
decisions and to understand impact of
programs and projects.
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2013
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7. What
is
ArchiMate?
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2013
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2013
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8. What
is
ArchiMate?
• ArchiMate
is
a
modelling
technique
("language")
for
describing
enterprise
architectures.
It
presents
a
clear
set
of
concepts
within
and
rela8onships
between
architecture
domains,
and
offers
a
simple
and
uniform
structure
for
describing
the
contents
of
these
domains.
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2013
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9. Domain
Architectures
• Within
companies
various
domain
architectures
can
be
found
– organiza8on,
business
process,
applica8on,
informa8on,
and
technical
architectures
– each
architecture
domain
has
its
own
concepts
for
the
modelling
and
visualiza8on
of
its
internal
coherence
– these
specific
models
and
visualiza8ons
simplify
communica8on,
discussion
and
analysis
within
the
domain.
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2013
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10. Domain
Architecture
Issues
• The
rela8ons
between
the
concepts
in
these
different
domains
are
in
many
cases
unclear
• Architecture
domains
oTen
par8ally
overlap
but
use
different
no8ons
to
express
the
same
ideas
–
unknown
to
the
people
using
them
The
resul8ng
ambigui8es
and
confusion
stand
in
the
way
of
the
flexibly
and
efficiently
building
enterprise
architectures
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2013
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11. ArchiMate
Metamodel
ArchiMate
aims
to
do
away
with
ambigui8es.
It
presents
a
unified
way
of
modeling
an
enterprise
architecture
by
integra8ng
the
various
domains
and
describing
them
in
an
easily
readable
way.
from ideas to delivery

12. Standard
Nota8on
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2013
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2013
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13. What
is
the
benefit
of
ArchiMate?
•
•
•
•
•
•
It
is
an
interna'onal,
vendor-­‐independent
standard
of
The
Open
Group,
libera8ng
you
from
the
lock-­‐in
of
vendor-­‐specific
tools
and
frameworks.
There
is
ac8ve
support
from
the
ArchiMate
Forum
of
The
Open
Group.
Its
well-­‐founded
concepts
and
models
provide
precision.
It
helps
you
get
away
from
the
'fuzzy
pictures'
image
of
architecture.
It
is
a
lean
and
simple
language.
It
contains
just
enough
concepts
for
modeling
enterprise
architecture
and
is
not
bloated
to
include
everything
possible.
Its
uniform
structure
makes
it
easy
to
learn
and
apply.
It
has
clear
links
to
exis'ng
approaches
for
specific
architecture
areas
such
as
soTware
or
business
processes.
Several
concepts
in
ArchiMate
have
deliberately
been
borrowed
from
other
languages
such
as
UML
or
BPMN,
to
provide
an
easy
bridge.
It
does
not
prescribe
a
way
of
working,
but
it
is
easily
combined
with
exis8ng
methods
such
as
TOGAF.
It
has
been
tried
and
tested
by
many
different
user
organiza8ons
and
is
supported
by
numerous
consultancies
and
soTware
tools.
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Corso
2013
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14. How
ArchiMate
helps
business
transforma8on
APM
Entry
Point
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2013
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15. Business
Transforma8on
Benefits
• Improve
communica8on
throughout
organiza8on
• Accurate,
reliable
plans
and
roadmaps
• Understand
the
impact
of
change
and
iden8fy
real
cost
• Increased
project
success
and
reliability
• Standardized
business
and
IT
assets
• Traceability
of
objec8ves
to
projects
for
increased
visibility
©
Corso
2013
from ideas to delivery

16. An
EA
Entry
Point
example
Applica8on
Pordolio
Management
(APM)
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Corso
2013
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17. Applica8on
Pordolio
Management
–
Aligned
with
TOGAF
9
and
ArchiMate
Activities
Activities
1. Bus Exec: Set scope of initiative
(ArchiMate Motivation Extension)
2. Bus Exec: Collect stakeholder/financial
priorities (ArchiMate Motivation
Extension)
3. Bus Analyst: Specify constraints and
business rules (ArchiMate Motivation
Extension)
4. Ops Analyst: Identify current physical
application assets (ArchiMate System
Software )
5. App Architect: Harvest appropriate
applications for application architecture
(ArchiMate Application Component)
6. App Architect: Define key capabilities of
Applications and usage patterns (ArchiMate
Application Collaboration)
Capture
Information
System
Architectures
Set Business Goals and Target
Milestones, Business Direction
Define Strategy
and Vision
A
Activities
Activities
7. Bus Analysts: Identify Current Business
10. Tech Architect: Produce technology
Capabilities (ArchiMate Business Service)
reference model (ArchiMate Node,
8. Bus Analysts: Capture Business Processes/Org
Device, Network)
Structure (ArchiMate Business Actor/ BPMN)
11. Tech Architect: Harvest existing
9. Bus Analyst: Optimize Business Processes
technology (ArchiMate Node)
(BPMN)
12. Tech Architect: Map applications to
technology (ArchiMate Application/
Technology Layer)
C
B
Gather Business
Architecture
Govern and Manage Solution Deployment
Govern
Solutions
Activities
23. Stakeholders: Provide metrics and
dashboards (ArchiMate Model)
24. Architect: Provide reference guidance
to projects (ArchiMate Model)
25. Architect: Feedback changes to
Architecture (ArchiMate Model)
26. Architect: Publish assets for re-use,
knowledge mgt (ArchiMate Model)
Manage
Changes to
Architecture
Recognize return on investment
opportunities and maximise
savings
Identify
Opportunities
and Solutions
H
Create roadmaps and plans for
transitioning business and IT
Activities
19. Architect: Measure architecture
volatility (ArchiMate Model)
20. Architect: Submit changes for
approval (ArchiMate Model)
21. Stakeholder: Be notified when
architecture changes (ArchiMate
Model)
22. Review Board: Approve changes to
Architecture (ArchiMate Model)
D
Document Current State Architecture
IT
op8miza8on
/
APM
G
Produce
Technology
Architecture
Define
Transition Plans
Activities
F
17. Project Mgr/PMO: Define Application Roadmap
(Corso Roadmapping and ArchiMate
Implementation and Migration Extension)
18. Bus Exec/IT Exec: Approve transition plans
(Corso Roadmapping and ArchiMate
Implementation and Migration Extension)
©
Corso
2013
E
Activities
13. App Architect: Map applications to required
capabilities (ArchiMate Business/Application
Layer)
14. Project Mgr/PMO: Document current solution
projects (ArchiMate Implementation and
Migration Extension)
15. App Architect: Identify overlapping
capabilities in applications and provide
recommendations – Future State (ArchiMate
Implementation and Migration Extension)
16. Bus Exec/Stakeholders: Prioritize initiatives
(ArchiMate Implementation and Migration
Extension)
from ideas to delivery

18. Current
tools
used
to
manage
business
transforma8on
©
Corso
2013
from ideas to delivery

19. PowerPoint
Architec8ng
• Good
for
presenta8ons
• Lack
of
consistency
– Seman8cs
– Nota8on
•
•
•
•
•
No
central
repository
No
source
of
truth
or
integrity
Hard
to
modify
and
keep
up
to
date
Spreadsheets
get
complex
quickly
A
huge
hidden
cost
in
maintenance
of
models
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2013
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20. Corso
Solu8ons
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2013
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21. IBM
Ra8onal
System
Architect
• In
Gartner
leaders
quadrant
for
Enterprise
Architecture
• IBM’s
enterprise
architecture
tool
of
choice
• Large
interna8onal
client
base
• Created
in
1987
as
first
EA
tool
• Has
developed
over
8me
and
pioneered
many
firsts…
– Framework
manager,
BPMN,
TOGAF,
Zachman
etc.
©
Corso
2013
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22. IBM
Ra8onal
System
Architect
for
ArchiMate
Method
Wizard
for
quick
build
Full
2.0
nota8on
Representa8onal
consistency
Out
of
the
box
Reports
Explorer
views
Plug
in
for
IBM
Ra8onal
System
Architect
• Cer8fied
by
the
Open
Group
•
•
•
•
•
•
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2013
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23. Professional
Services
• ArchiMate
Quick
Start
– Workshop
with
key
stakeholders
• Define
the
context
of
the
Quick
Start
• Define
where
to
find
the
content
and
its
suitability
– Refine
ArchiMate
metamodel
– Gather
then
import
model
content
from
various
sources
(all
mapped
to
ArchiMate)
– Create
web
based
output
and
sample
analy8cs
‘the
quick
start
helped
me
get
a
vast
amount
of
data
into
the
tool,
using
the
ArchiMate
nota8on,
in
a
short
8me
and
see
immediate
value’
–
Financial
Services
Company
©
Corso
2013
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24. Applica8on
Pordolio
Management
–
Aligned
with
Corso
SaaS
offerings
Activities
4. Ops Analyst: Identify current physical
Activities
application assets (Tivoli CCMDB/TADDM)
1. Bus Exec: Set scope of initiative (System 5. App Architect: Harvest appropriate
Architect for XT)
applications for application architecture
2. Bus Exec: Collect stakeholder/financial
(System Architect, RAM)
priorities (Focal Point)
6. App Architect: Define key capabilities of
3. Bus Analyst: Specify constraints and
Applications and usage patterns (System
business rules (System Architect for XT)
Architect, RAM)
Capture
Information
System
Architectures
Set Business Goals and Target
Milestones, Business Direction
Define Strategy
and Vision
A
Activities
Activities
7. Bus Analysts: Identify Current Business
10. Tech Architect: Produce technology
Capabilities (System Architect for XT)
reference model (System Architect)
8. Bus Analysts: Capture Business Processes/Org
11. Tech Architect: Harvest existing
Structure (System Architect for XT)
technology (Tivoli CCMDB/TADDM)
9. Bus Analyst: Optimize Business Processes
12. Tech Architect: Map applications to
(System Architect Simulator)
technology (System Architect)
C
B
Gather Business
Architecture
Govern and Manage Solution Deployment
Activities
G
22. Stakeholders: Provide metrics and
dashboards (System Architect (with
Cognos))
23. Architect: Provide reference guidance
to projects (System Architect)
24. Architect: Feedback changes to
Architecture (System Architect)
25. Architect: Publish assets for re-use,
knowledge mgt (RAM)
Manage
Changes to
Architecture
H
Recognize return on investment
opportunities and maximise
savings
Identify
Opportunities
and Solutions
Create roadmaps and plans for
transitioning business and IT
Activities
19. Architect: Measure architecture
volatility (System Architect)
20. Architect: Submit changes for
approval (RAM)
21. Stakeholder: Be notified when
architecture changes (RAM)
22. Review Board: Approve changes to
Architecture (RAM)
D
Document Current State Architecture
IT
op8miza8on
/
APM
Govern
Solutions
Produce
Technology
Architecture
Define
Transition Plans
Activities
F
17. Project Mgr/PMO: Define Application Roadmap
(System Architect/Focal Point)
18. Bus Exec/IT Exec: Approve transition plans
(Focal Point)
E
Activities
13. App Architect: Map applications to required
capabilities (System Architect)
14. Project Mgr/PMO: Document current solution
projects (RAM)
15. App Architect: Identify overlapping
capabilities in applications and provide
recommendations – Future State (System
Architect)
16. Bus Exec/Stakeholders: Prioritize initiatives
(Focal Point)
©
Corso
2013
from ideas to delivery

25. SoTware
as
a
Service
•
•
•
•
Solu8ons
available
to
use
today
Monthly
rental
on
Corso
Cloud
Use
what
you
want,
when
you
want
Contact
us
for
an
evalua8on
www.corso3.com
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Corso
2013
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