Enterprise Architecture 201: Creating the Information Age Enterprise (handouts)

Enterprise Architecture 201:
Creating the Information Age Enterprise

Leon A. Kappelman, Ph.D.
Professor of Information Systems
Chair, Society for Information Management EA Working Group
http://eawg.simnet.org
htt // i t
Director Emeritus, Information Systems Research Center
Fellow, Texas Center for Digital Knowledge
Information Technology & Decision Sciences Department
College of Business, University of North Texas
Website: http://courses.unt.edu/kappelman/
Email: kapp@unt.edu Phone: 940‐565‐4698 Fax: 940‐565‐4935
EA 201: © 2000-2009 Leon A. Kappelman. All rights reserved. DFW DAMA 29-Oct-09
1

The SIM Guide to Enterprise Architecture:
A project of the Society for Information Management’s
Enterprise Architecture Working Group, published by
CRC Press. All author royalties go to further the work
of the not-for-profit SIM EA Working Group.
not for profit
20% discount code = 460GA
Free shipping from http://www.crcpress.com
Edited by: Leon A. Kappelman, Ph.D.
Foreword by: Jeanne W. Ross, Ph.D.
Contributing Authors, Panelists, & Artists (alphabetically):
• Bruce V. Ballengee • George S. Paras
• Larry Burgess • Alex Pettit
• Ed Cannon • Jeanne W. Ross
• Larry R. DeBoever • Brian Salmans
• Russell Douglas • Anna Sidorova
• Randolph C. Hite • Gary F. Simons
• Leon A. Kappelman • Kathie Sowell
• Mark Lane • Tim Westbrock
• Thomas McGinnis • John A. Zachman
EA 201: © 2000-2009 Leon A. Kappelman. All rights reserved. 2

1

Architecture? What’s that?

•Architecture is“the set of
descriptive representations about
an object”    [John Zachman]
•Architecture is modeling


Every model is imperfect
• The map is not the highway.
– Every model contains assumptions, enunciated or not.
– Every model filters reality, whether you realize it or not.
yg ,
– "Our models may get closer and closer, but we will never reach
direct perception of reality.” Stephen Hawking
• Important truths:
– “All we ever know is our models.” Stephen Hawking
– Data are a model.
– Language is a model.
– News media, pundits, and talking heads represent models.
– Architecture is models.
• The important questions are:
– Is the model useful for the purpose(s) at hand?
– Do we agree on the meaning of the symbols in the model?
– Do we acknowledge and understand its shortcomings?

2

Enterprise Architecture:
Why Bother?
If you can t see it you
If you can’t “see” it, you
can’t effectively manage it.
Especially if it’s big, or
ill
complicated, or will grow/
li t d /
shrink, or change, in some
way, at some point in time.

Four Trends of the Information Age


3

“It is not the strongest of
the
th species th t survives,
i that i
nor the most intelligent, but
the one that is most
responsive to change.
change.”
– Charles Darwin


Fred Brooks got it decades ago!
You can’t build IT (or manage
IT) if you don’t know what IT is.
) fy
“The hardest single part of building a software
system is deciding precisely what to build.  No
other part of the conceptual work is as difficult as
establishing the detailed technical requirements….
No other part of the work so cripples the system if
No other part of the work so cripples the system if
done wrong.  No other part is more difficult to
rectify later.” "No Silver Bullet — Essence and Accidents of
Software Engineering,” 1986, in Information Processing 86. H.J. Kugler, ed., Elsevier,
1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month,
20th Anniversary Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.

4


Ontology
The metaphysical study of the nature of
being and existence.

Ontology applied to enterprises:
• Study of the nature of their existence.
• Answers questions like:
• What is an enterprise?
• What does it mean to be an enterprise?
• What do I need to know about an
organization if I want to know it?

5

The practice of Enterprise
Architecture is the
ontological examination of a
particular enterprise in order
to know its nature, essential
properties, and the
relationships among them.

Architecture? What’s that?
•Architecture is “the set of
descriptive representations about
an object”. [John Zachman]
•Enterprise Architecture is “the
holistic set of descriptions about
the enterprise over time“.
the enterprise over time“ [SIMEAWG]
•Enterprise Architecture is
modeling the enterprise.

6

SIMEAWG IT Management Practices Study
Averages (Scale: 1[=awful] to 5 [=superior])
3.67  Overall average (64 questions)
• 3 67 O ll (64 i )

• 3.92  Purpose / function of EA (7 questions)
• 3.90  Potential benefits of EA (20 questions)
• 3.68  ISD CMM practices and capabilities (12 questions)
• 3.53  Use of requirements artifacts (10 questions)
3 53 Use of requirements artifacts (10 questions)
• 3.33  Requirements practices & capabilities (15 questions)

The SIM Guide to Enterprise Architecture,
Leon Kappelman, editor, CRC Press, 2010.


Software
Development


7

Requirements
Analysis
& Design


U.S. AVERAGES FOR SOFTWARE QUALITY
(Data expressed in terms of defects per function point)

Defect Removal Delivered
Defect Origins Potential Efficiency Defects

Requirements 1.00 77% 0.23
Design 1.25 85% 0.19
Coding 1.75 95% 0.09
Documents 0.60 80% 0.12
Bad Fixes 0.40 70% 0.12

TOTAL 5.00 85% 0.75
(Function points show all defect sources - not just coding defects)

Software Engineering Best Practices: Lessons from Successful
Projects in the Top Companies, Capers Jones, 2010, McGraw-Hill)
Copyright © 2009 by Capers Jones. All Rights Reserved. SWQUAL0816


8

EA is about the creation of a shared
language to communicate about,
think about, & manage an enterprise.
If the people in the enterprise cannot communicate
well enough to align their ideas and thoughts
about the enterprise (e.g., strategy, goals,
objectives, purpose, mission, vision),
then they cannot align the things they manage (
th th t li th thi th (e.g.,
applications, data, projects, rules, goods and
services, jobs, vehicles).


Economist & Federal Reserve Board Chairman Ben
Bernanke (June ‘06 MIT commencement speech) said:
• "In the case of information and communication
technologies, new economic research suggests that
the investments in associated intangible capital ‐‐
figuring out what to do with the computer once it's
out of the box ‐‐ are quite important indeed.
• In my view, important investments in intangible
capital remain to be made, as much still remains to
be learned about how to harness these technologies
most effectively.
most effectively.
• This research also suggests that the current
productivity revival still has some legs, as the full
economic benefits of recent technological changes
have not yet been completely realized."

9

EA is all about
creating the
ti th
Information Age
enterprise.

• EA is about “modeling” the
enterprise in order to understand,
communicate about, and manage
what you cannot “see.”
• EA is all about:
Systems thinking
Mental
M t l models
d l
Building shared vision
Team learning

10

“Information Age Organization”
Peter Senge: “The Learning Organization”
(The Fifth Discipline, 1990)

“Where people continually expand their capacity to create the
results they truly desire, where new and expansive patterns
results they truly desire where new and expansive patterns
of thinking are nurtured, …where people are continually
learning to see the whole together.”
Characterized by the mastery of five basic disciplines or
‘component technologies’. They are:
– Personal mastery
Personal mastery
– Systems thinking
– Mental models
– Building shared vision
– Team learning


11


Zachman’s Enterprise Framework
is an ontology, a data model (schema) for all the
knowledge about the enterprise.
is process and method agnostic.
• It d
doesn’t care how you do it.
’t h d it
• It is not a method or a methodology.
posits that these are the data you must capture
and use to effectively & efficiently …
• achieve & maintain your enterprise objectives
(e.g., aligned, agile, optimized, lean, green, etc )
(e g aligned agile optimized lean green etc.).
• manage change and complexity.
is fundamental to creating & managing an
Information Age enterprise, and all its resources,
including its technologies.

12

W H W W W W
H O H H H H
A W E O E Y
T ? R ? N ?
? E ?
?

Strategist’s Vision
Business/Executive Model
Logical Model
Physical Model
Subcontractor’s View

Functioning Enterprise

13

What is EA?
• EA is a different way of seeing, communicating about, &
managing the enterprise & all of its assets, including IT.
• EA gets to essence of Enterprise and IT success: For IT =
g g g q
Knowing & communicating organization’s requirements.
• EA is key to:
– achieving & keeping business‐IT alignment & other objectives.
– helping the organization create value and achieve goals.
• EA includes many things you are already do – such as
requirements analysis, system design, strategic planning, data
architecture, rules architecture, network design, standard setting,
architecture rules architecture network design standard setting
knowledge management, data warehousing, SOA, BPR, etc., etc., …
– BUT EA is much, much more than that.
– You can build your EA practice on what you are
already doing.

Perfect World

Architecture

Project Management
Instantiation


14

Typical SA&D - 2


Better SA&D = Broad context – early EA

15

“Someday you’re
go g o e y w s
going to really wish
you had all those
models; so you might
as well get started
now.” – John Zachman

Data Design
Data Architecture
Data Warehousing


16

Strategic Planning
Business Modeling
us ess c tectu e
Business Architecture


Human Resources
Organization Design
g g
Job Design


17

Rules Management
Business Rules
Expert Systems


Business Process Reengineering
Process Improvement

18

Disaster Recovery
Continuity of Operations (COOP)
Continuity of Government (COG)

Software Architecture
Systems Analysis
Systems Design


19

Network
Net ork Design


Implementation Guidelines: Getting Started
• Build on what you are already doing, including current projects.
• Use collaborative approaches to doing and governing EA:
– Organize an EA working group or EA council.
– Learn together & work toward agreement about language, models, methods
• Get participation & commitment from IT & business management:
– At all levels (but start as high as possible).   Leadership counts!
• Determine the goals, focus, scope, and priorities:
– Aim for completeness & comprehensiveness.   Deal with day‐to‐day needs.
• Embrace continuous change, learning, and communication:
– Remember, it’s a journey and a process.
– Evangelize.  Have an “elevator speech”.  Get your “converters” one at a time.
• Start small and show early success:
– Identify EA initiatives of most value to organization
Identify EA initiatives of most value to organization.
– Help the value creators, it creates champions and wins hearts and minds.
• Monitor, evaluate, and improve on a continuous basis:
– Quantify the benefits
– Regularly take a hard look at EA cost‐value proposition, and make it better.
• Use EA in IT for CONTINUOUS IMPROVEMENT and to
COMMUNICATE WITH EACH OTHER & ALL YOUR STAKEHOLDERS.

20

Road to the Future: Institutionalizing EA
• This is a new way of life: There is no quick fix; no silver bullet.
• This will take time and determination, as well as vision, courage and
commitment: Do not underestimate the difficulty and complexity of
architecting and engineering one of humankind’s most complex
objects – the Enterprise.
objects the Enterprise
• Do not get discouraged: This is a revolution in thinking, a discipline,
an engineering process. Change of this magnitude takes time and
perseverance.
• Set realistic expectations: Things have to be implemented and
modified periodically so you have to accept some risk of “scrap and
rework." Progress trumps perfection.
• Don't assume anything: Make executive education and technical
Don t assume anything: Make executive education and technical
training a continuous process. It is easy to forget long‐term issues in
the short‐term stress of daily life.
• Learn!: The state of the art is only about 25 years old and the "playing
field" still pretty level – there is still much to learn & discover, & many
opportunities to create advantage & value.

“No
“N one h t change.
has to h
Survival is optional.”
– Dr. W. Edwards Deming


21

The SIM Guide to Enterprise Architecture:
A project of the Society for Information Management’s
Society for Information Management
Enterprise Architecture Working Group, published by

Enterprise ArchitectureSIMroyalties go toGroup. the work
p CRC Press. All author further
of the not-for-profit Working Group
not for profit EA Workingg p
20% discount code = 460GA
Free shipping from http://www.crcpress.com

New members welcomed Edited by: Leon A. Kappelman, Ph.D.
Foreword by: Jeanne W. Ross, Ph.D.
Contributing Authors, Panelists, & Artists (alphabetically):
• Bruce V. Ballengee • George S. Paras

http://eawg.simnet.org
http://eawg simnet org •
•
Larry Burgess
Ed Cannon
•
•
Alex Pettit
Jeanne W. Ross
• Larry R. DeBoever • Brian Salmans
• Russell Douglas • Anna Sidorova
Next meeting: Dallas, Jan. 12-13, 2010 •
•
Randolph C. Hite
Leon A. Kappelman
•
•
Gary F. Simons
Kathie Sowell
• Mark Lane • Tim Westbrock
• Thomas McGinnis • John A. Zachman

“We shape our buildings –
t e ea te t ey s ape us.
thereafter they shape us.”
— Sir Winston Churchill

“We shape our enterprises and
their systems – thereafter they
shape us.”
h ”
— Leon Kappelman


22

Enterprise Architecture 201: Creating the Information Age Enterprise (handouts)

Recommended

Recommended

More Related Content

What's hot

What's hot (7)

Viewers also liked

Viewers also liked (7)

Similar to Enterprise Architecture 201: Creating the Information Age Enterprise (handouts)

Similar to Enterprise Architecture 201: Creating the Information Age Enterprise (handouts) (20)

More from Leon Kappelman

More from Leon Kappelman (8)

Recently uploaded

Recently uploaded (20)

Enterprise Architecture 201: Creating the Information Age Enterprise (handouts)