1. Modeling the Enterprise - A Practical Approach
Matt Creason
Principal System Consultant
Modeling & Metadata Management

2. Matt Creason Principal Systems Consultant Sybase, Inc.
Who Am I?
I have worked, consulted, and authored articles on application development, database design, and enterprise architecture for over 15 years.
Clients
Fortune 500
OEM
Government Agencies
Services
Modeling & Architecture
SDLC & Governance
Application Development
Database Design
Certifications
Sybase Certified PowerDesigner Data Modeling Professional
Zachman Certified Enterprise Architect
Matt Creason Principal Systems Consultant Sybase, Inc.

3. Knowledge Age
“To make knowledge work productive will be the great management task of this century, just as to make manual work productive was the great management task of the last century.”
Peter Drucker
The knowledge age needs effecting tooling to make knowledge work (i.e. Architecture) productive, just like tooling made manual work more productive…

4. Everybody’s doing it…so they say?
ENTERPRISE ARCHITECTURE PERSPECTIVES
As is – to be
Lineage
Enterprise blueprint

5. Where are we at…Where we are going

6. + What is “Enterprise…”? Architecture Business
To add the word ENTERPRISE means to include the business. This is regardless if it is EIA or EA.
The Blueprints
A list of elements (who, what, when, where, how, & why) = (organization, item/shipment/person/customer/part, AP/NAO, sequence, process & WHAT ARE WE TRYING TO ACHIEVE!)
Mutliple composite views to accomidate different perspectives
IT tasked with this because they have the skill – they are the drafters & engineers
Manufacture
Repeatable
Integrated
Sustainable
Late Binding (SOA)
Business

7. Effective modeling = Actionable Architecture!
Architecture is…
Methodologies & Frameworks
Metadata Management
Governance & Standards
Services & Resources
IT Planning, Project and Portfolio Management
Modeling
etc…
Effective modeling = Actionable Architecture!
Architecture as a discipline is made up of many things: (Read list). As we start to develop our enterprise architecture, we start to see complexity, confusion on what elements support what part of the eco system, and in the end, the key is that with effective tooling, we can simplify this complexity. By making architecture easy to implement, we dramatically increase the value and success of architecture projects.

8. Enterprise Architecture = Managing Change
Drivers
Internal
Objectives
Goals
Strategies
External
IT Technologies
Economic
&
Regulatory
Environment
Business
Processes, Organizations, Services
Business
Changes
Drives
Down to
Lower
Layers
Technology changes enables changes in higher layers
Information
Context + Data
Application
Applications, Components, Services, Tools
Technology
Networks, Servers, Workstations, Databases

9. The Pillars of Modeling EA
Enterprise Architecture
Frameworks
Zachman
TOGAF
FEAF
DoDAF
Methodology
Waterfall
Iterative
Primitive Models
Elements
Architecture Models
High-level composites
Implementation Models
Low-level composites
Frameworks
Methodology
Primitive Models
Architecture Models
Implementation Models
These are the pillars that lead to a successful EA implementation
These are the Architectures that are leveraged from this understanding
Systems Architecture
Information Architecture
Application Architecture
Network Architecture
Process
Information
System

10. Frameworks and Methodologies – The Building Blocks
Purpose:
Provide a structure of artifacts to ensure introspection, completeness, and longevity.
Frameworks :
Outline the artifacts, structure and context to build software during the SDLC.
Methodologies :
Outline how to use and apply frameworks in the organization to complete the SDLC and produce reliable, timely, and effective software systems.
Methodologies describes the roles and how they relate to deliver the artifacts outlined in a framework.

11. What are Frameworks? What are they?
A thinking tool to categorize your thoughts
Inert structure
A Schema

12. Why use Frameworks? Derive core assets independent of each other
Be able to first understand a process irrelevant of the data or application
Reduce/Identify Redundancy
Like elements are categorized independently, duplication of effort become readily apparent
Manage complexity through normalization
By breaking down complex systems/organizations into their individual elements we can then gain a common understanding

13. Zachman Framework - An Example

14. Process & Controls THEY GO TOGETHER
Governance – management of metadata
Stewardship – accountability for metadata
Metadata – documented set of assets
Metadata management – data into information
Capture
Cleanse and manage
Share the information
Sybase Confidential

15. Sell It to Gain Support BUSINESS DRIVERS Enterprise agility
Regulatory compliance
Business continuity
TECHNOLOGY DRIVERS
Service Oriented Architectures
Consistency of service
BOTTOM LINE
Find an analogy that fits your organization that emphasizes planning before execution

16. EA Benefits & Goals Alignment ~ Agility Integration
EA PROVIDES
Resource Alignment
Standardized Policy
Decision Support
Resource Oversight
END GOAL
Actionable and Coordinated View of:
Strategic Direction
Business Services
Information Flows
Resource Utilization
Alignment ~
Agility
Integration
Thinking and Drafting Skills are in IT and maybe Business Analysis

17. Impact of Structure and Culture
ENTERPRISES ARE SOCIAL ORGANIZATIONS
IDENTIFY
Culture
Stakeholders
Power brokers
GENERAL TIERS WITHIN AN ORGANIZATION
Executive or Institutional Level
Managers
Technical Implementers
Power holders - Implicit Leaders

18. Expectation Management
Why
Goals and Strategies
What will this try to achieve
Who
Beneficiaries, Stakeholders, Groups or Individuals
What
Tangible Items
When
Timing, Triggers, Events
Where
Locations, Resources
How
Plan or Process
Why – What are the goals and strategies that we are support for solutions
All of the below areas follow the WHY answers. The goals we choose to follow will frame the answers to the rest.
Who – Stakeholders, Customers, Partners, Suppliers
What – We have customers, products, maybe something with a serial number or tracking process
When – Are there market pressures, immediate needs or trends that are driving this. Is there an alternate order of process?
Where –
How – The plans or resources for use to achieve our end goal
Alignment will come out of answering these questions, since they all interact with the direction

19. Alignment of EA to Structure
Executives
Goals
Products and Services
Managers
Data and Information
Systems and Applications
Assets – who, what, where, when, why, how
Perspectives – people that control assets
Techies
Network and Infrastructure

20. How to get started KEEP IT SIMPLE Focus on a Pond…not the Ocean
Confine your project to a specific domain with business and technology support
APPROACHES
Top down
Bottom up
Middle out/in
PROJECTS
MODELING
Sybase Confidential

21. Focus and Simplicity is Key
Build Slivers of each ‘Pond’
As each sliver is built – tie them together
Don’t achieve analysis paralysis
Each organization must determine what they believe is needed to effectively describe their enterprise.
EA is a Journey with Frequents Stops ~
Not a Destination

22. Top Down Start at a high level of abstraction End with implementation
Used in new organizations and initiatives, not common projects that we typically are involved.

23. Bottom Up Built through cultivation of current metadata
Inventory process of only the technical details
Three quarters of senior business managers believe that the enterprise has embedded and retrievable architecture and design… Reality is that the enterprise implementation only represents the technology architecture, not the business.
Stan Locke, Zachman Framework Associates

24. Middle Out/In In concert… High level of abstraction
Reverse Engineer current assets
Tie them together
Best used for first EA initiative with:
The easiest sell to management
The fastest payback
Ability to apply to current project methodology

25. Project = EA Sliver Focuses on Business Priority
Has an Executive Sponsor
Goal on Delivering a Solution
Allocated Resources & Funding

26. Modeling = Actionable EA
Impact Analysis
Integrated and Standardized modeling for all perspectives
Automated selection, transformation & integration
Capture, Manage & Communicate
Concepts, Designs & Implementations
for Dynamic & Integrated Enterprises
Sybase Confidential

27. Initial Expectations for New EA Process
Slow Adoption
Stage acceptance
Use Architecture Informatively to steer content generation
Create a continuous process to include new content
Leverage architecture as part of a facilitation process for new development
Move Responsibility up the chain
Start with project, then manager, finally senior management
Establish this through the facilitation and owner of approval
Adopt Program Planning
The sooner budget and planning are tied to the creation of an architecture, the greater the adoption rate
Starts with project architecture requirements, evolves to enterprise integration plans

28. Don’t wait any longer
Have a vision
and be bold!
Sybase Confidential

29. PowerDesigner and the Enterprise
Matt Creason
Principal System Consultant
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