Presentazione Enterprise Architecture Banca D'Italia

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2. Enterprise Architecture
Emmanuele Somma1
13 December 2007
c 2007 – Emmanuele ’exedre’ Somma
riproduzione integrale permessa con qualsiasi mezzo
1
Bank of Italy - Research Area Computer Support
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3. Part I
Enterprise Architecture
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4. What
from Wikipedia: Enterprise Architecture is the description of the (current/future)
structure
behaviour
of an organization’s
processes,
information systems,
personnel and
organizational sub-units,
aligned with the organization’s
core goals and
strategic direction.
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5. What
EA is associated strictly with information technology, but it relates more
broadly to the practice of business optimization in that it addresses
business architecture,
performance management,
organizational structure and
process architecture as well.
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6. Who
Modelling the Enterprise Architecture is becoming a common practice
within the U.S. Federal Government to inform the Capital Planning and
Investment Control (CPIC) process. The Federal Enterprise Architecture
(FEA) reference models serve as a framework to guide Federal Agencies in
the development of their architectures. The primary purpose of creating an
enterprise architecture is to ensure that business strategy and IT
investments are aligned. As such, enterprise architecture allows traceability
from the business strategy down to the underlying technology.
Companies such as BP, Intel and Volkswagen AG also have applied
enterprise architecture to improve their business architectures as well as to
improve business performance and productivity.
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7. FEA Business Reference Model
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8. FEA PMO
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9. FEA Compartments
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10. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
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11. (Long lasting approach) Twenty years of methodologies
Zachman Framework for Enterprise Architectures, a taxonomy, really
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
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12. (Long lasting approach) Twenty years of methodologies
Zachman Framework for Enterprise Architectures, a taxonomy, really
The Open Group Architectural Framework (TOGAF), a process, really
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
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13. (Long lasting approach) Twenty years of methodologies
Zachman Framework for Enterprise Architectures, a taxonomy, really
The Open Group Architectural Framework (TOGAF), a process, really
The Federal Enterprise Architecture, a proscriptive methodology, really
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
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14. (Long lasting approach) Twenty years of methodologies
Zachman Framework for Enterprise Architectures, a taxonomy, really
The Open Group Architectural Framework (TOGAF), a process, really
The Federal Enterprise Architecture, a proscriptive methodology, really
The Gartner Methodology, an enterprise architectural practice, really
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
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15. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
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16. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
IT systems that have become unmanageably complex and increasingly
costly to maintain.
(Problem 2) Poor business alignement
(Promises) The same ever
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17. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
IT systems that have become unmanageably complex and increasingly
costly to maintain.
Mission-critical information that is consistently out-of-date and/or just
plain wrong.
(Problem 2) Poor business alignement
(Promises) The same ever
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18. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
The organization isn’t able to respond to current and future market
conditions in a timely and cost-effective manner due IT systems.
(Promises) The same ever
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19. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
The organization isn’t able to respond to current and future market
conditions in a timely and cost-effective manner due IT systems.
A culture of distrust between the business and technology sides of the
organization.
(Promises) The same ever
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20. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
The organization isn’t able to respond to current and future market
conditions in a timely and cost-effective manner due IT systems.
A culture of distrust between the business and technology sides of the
organization.
(Promises) The same ever
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21. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
reducing IT cost and complexity
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22. (Long lasting approach) Twenty years of methodologies
(Problem 1) System Complexity
(Problem 2) Poor business alignement
(Promises) The same ever
reducing IT cost and complexity
increasing business value and effectiveness
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23. EA Timeline
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24. Thoreau Cabin
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25. Busan Lotte Tower - South Corea
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26. Zachman Framework Standard
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27. Part II
EA in Bank of Italy
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28. Modello di riferimento dei compiti della Banca d'Italia
Servizi per i
cittadini Politica monetaria Tesoreria per conto dello Stato
Sistemi di pagamento Cambio delle banconote e delle monete
Banconote e monete Emissione e pagamento dei vaglia cambiari
Statistiche Servizi di deposito
Formazione Economica e Finanziaria Esame delle banconote sospette di falsità
Biblioteca Centrale di Allarme Interbancaria
Museo della Moneta Centrale dei rischi
Archivio Storico
Metodi di fornitura Fornitura di servizi Servizi finanziari
Assistenza Finanziaria
Servizi diretti ai cittadini
Credito e Assicurazione
Creazione e gestione della conoscenza
Trasferimenti allo stato
Creazione e gestione di beni pubblici
Conformità e applicazione delle leggi
Supporto alla
fornitura dei servizi Relazioni Legislative Controlli e Supervisione
Affari Pubblici Riscossioni
Sviluppo dei Regolamenti Gestione dei Rischi
Pianificazione e Allocazione delle Risorse
Gestione delle
Risorse Aziendali Gestione della Catena di Fornitura Gestione Amministrativa
Gestione delle Risorse Umane Gestione dell'Informazione e della Tecnologia
Gestione Finanziaria
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29. Modello di riferimento delle prestazioni
Architettura basata su componenti
Di competenza dei
Approccio guidato dai compiti
Proprietari delle
Linee di Business
Modello di riferimento dei compiti
Modello di riferimento dei componenti di servizio
Di competenza della
Direzione Tecnica Modello di riferimento dei dati
Modello di riferimento tecnico
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30. Canali di Accesso e Trasmissione
Processi di Misure di
Business Performance
Servizi ai Clienti
Tipi di servizio
Servizi di Automazione dei Processi
Servizi di di Gestione del Business
Servizi di
Supporto
Servizi per gli Asset Digitali
Servizi di Analisi del Business
Servizi di Back Office
Componenti di Servizio
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31. Part III
EA in Research Area
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40. Enterprise Architecture
Emmanuele.Somma@Bancaditalia.IT
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