Enterprise Architecture Planning Why do it? - Key Concepts & Overview of Approach - Tony Baker, MBA, CMC

© Pentire Consulting, Inc.2 Contents IT Organizational Challenges The Response EA = Four Architectures EAP Essentials Possible EAP Pitfalls

IT Organizational Challenges

© Pentire Consulting, Inc.4 Conflicting Demands Focused on the immediate needs of users while keeping an eye on the business vision Responding to a shifting technology landscape while under pressure for “better, faster, cheaper”

© Pentire Consulting, Inc.5 IT Management Issues 1.Aligning IT and corporate goals 2.Organizing and using information 3.Building cross-functional information systems 4.Using IT for competitive advantage 5.Integrating systems 6.Capitalizing on advances in IT 7.Connecting to customers 8.Updating obsolete systems 9.Creating an information architecture 10.Implementing business reengineering Source: Computer Sciences Corp.

© Pentire Consulting, Inc.6 IT Management Drivers Deliver business value Tightly align IT to business objectives Control costs Squeeze every ounce of leverage from existing and future IT investments Sense and respond Improve the cross-functional capabilities of the organization Extend those capabilities outside the organization to reach clients and stakeholders more effectively

The Response The Enterprise Architecture (EA) A logical plan of activities and projects that guides the progression of an organization's information systems and infrastructure from its current state to a desired future state

© Pentire Consulting, Inc.8 Why an Enterprise Architecture? Cohesion and harmony Avoids “silo” thinking Discipline and accountability Supportable, informed decisions Cheaper in the long run Avoids costly “cul-de-sac” directions Increases integration

© Pentire Consulting, Inc.9 Enterprise Architecture Planning Address business needs Develop technical solutions that make simple things easy hard things possible Adaptable to evolution of business and technology

© Pentire Consulting, Inc.10 The City Planning Model Cities… have parks, offices, roads, amenities, hospitals, stores, libraries are designed to meet varied, disparate needs Same with IT architectures One-size-fits-all doesn’t work! Must design for flexibility, growth, emerging needs

© Pentire Consulting, Inc.11 The City Planning Process Understand needs Recognise that you do not have full control! Forecast future requirements Build infrastructure Roads, utilities, etc Impose standards, guidelines Zoning rules, by-laws, etc

EA = Four Architectures

© Pentire Consulting, Inc.13 Business Architecture High-level goals and objectives Products and services of the business Business processes Functions and cross-functional activities Organizational structures Interaction of all these elements

© Pentire Consulting, Inc.14 Application Architecture The automated services that support the processes presented in the business architecture Interaction and interdependencies (interfaces) of the applications Priorities for developing new applications and revising old applications Based directly on the business architecture

© Pentire Consulting, Inc.15 Information Architecture Corporate information model Data management policies Patterns of information use and production in the organization

© Pentire Consulting, Inc.16 Technology Architecture Desktop and server hardware Operating systems Networks Peripherals Security

© Pentire Consulting, Inc.17 Standards Project management Software development lifecycle Security Database management Technology Data administration Others…

EAP Essentials

© Pentire Consulting, Inc.19 A Myth You can create a detailed enterprise architecture using a single, large collective effort Not true! There is no one “answer” The process is evolutionary

© Pentire Consulting, Inc.20 A Better Way Define a goal based on business priorities Define a series of steps to get there Deliver quick wins early Review often and iterate Goals change over time The process is a dynamic, moving window

© Pentire Consulting, Inc.21 Align Business and IT Business group responsibility Include and inform IT group early and often Concentrate on the business Don’t be seduced by flashy technologies! IT group responsibility Think business first, then technology Don’t invent technology solutions to non- existent business problems

© Pentire Consulting, Inc.22 Key Elements…1 Integrated Needs of business stakeholders, the architecture team, and individual project teams are balanced Iterative Built through a succession of versioned releases

© Pentire Consulting, Inc.23 Key Elements…2 Actionable Interim releases can be implemented while advancing the architecture to the overall desired future state Provides opportunity for feedback and course correction Prioritized Focus effort in areas that provide the most value to the business Maintain support to critical business processes

© Pentire Consulting, Inc.24 Versioned Releases Keep versions tightly focused A version may address just one part of the architecture “Get it out there, get it validated, don’t make it up!” Remember: Smaller is better than larger Understood is better than unknown Progress is better than promises

© Pentire Consulting, Inc.25 Tie Projects to the Architecture Develop an architecture framework Concentrate on critical areas and core processes Define projects with clear, measurable goals tied to the framework Execute projects & measure success Plan while building; build while planning

© Pentire Consulting, Inc.26 Managed Action An enterprise architecture must produce a clear vision actionable deliverables in versioned releases Don’t expect to have all the answers Concentrate on small, achievable goals but goals that are part of a larger vision Don’t lose sight of the vision!

Possible EAP Pitfalls "Would you tell me, please, which way I ought to go from here?" asked Alice. "That depends a good deal on where you want to get to," said the Cheshire Cat. "I don't much care where," said Alice. "Then, it doesn't matter which way you go," said the Cat.

© Pentire Consulting, Inc.28 Red Flags Not tied to business objectives approach lacks relevance Lack of clear direction & goals rudderless No focus on implementation results take too long No course correction results don’t meet needs Too big & complex risky, costly, unwieldy Stand-alone solutions perpetuate “silos”