Enterprise Architecture: The Next 20 Years Dr. John Gtze - - PowerPoint PPT Presentation

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Enterprise Architecture: The Next 20 Years Dr. John Gtze - - PowerPoint PPT Presentation

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Enterprise Architecture: The Next 20 Years Dr. John Gtze Enterprise Architecture? A discipline A profession A mindset EA s purpose: Line of sight Strategy Technology Business 4 EA = The analysis and documentation of an enterprise

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Enterprise Architecture: The Next 20 Years

  • Dr. John Gøtze
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Enterprise Architecture?

A discipline A profession A mindset

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SLIDE 3

EA’s purpose: Line of sight

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SLIDE 4

Business Technology

4

Strategy

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SLIDE 5

EA = The analysis and documentation

  • f an enterprise in its current and

future states from a strategy, business, technology perspective.

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TRANSFORMATION DESIGN

Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Optimized Networks and Infrastructure Integrated Systems and Applications Enhanced Data and Information Flows Improved Business Products and Services Network Infrastructure Network Infrastructure Updated Strategic Goals & Initiatives Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Network Infrastructure Optimized Networks and Infrastructure Integrated Systems and Applications Enhanced Data and Information Flows Improved Business Products and Services Network Infrastructure Network Infrastructure Updated Strategic Goals & Initiatives CURRENT CURRENT ARCHITECTURE ARCHITECTURE FUTURE FUTURE ARCHITECTURE ARCHITECTURE Architecture Management & Transition Plan Lines of Business C O M P O N E N T S Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Infrastructure Infrastructure Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Infrastructure Infrastructure Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy
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Pallab Saha: Components of GEA

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National Government EA Approaches

US: Performance focus and legal enforcement NL: Clear goals, but low adoption and no measurement

Mandated Voluntary

DK: Voluntary approach, some adoption, but limited goal realization CA: Clear framework, but no measurements and limited adoption FI: Act on Information Management Governance in Public Administration (634/2011)
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US Federal Government EA

  • Architect, Invest, Implement
  • Architecture-driven IT investments

Aims

  • sound IT management practices
  • end-to-end governance of IT capital

assets

  • alignment of IT investments with an

agency’s strategic goals.

Clinger-Cohen Act, 1996

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FEAF-II

The Common Approach

to Federal Enterprise Architecture

May 2, 2012

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Common Approach to Federal EA

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Danish Government’s EA: OIOEA

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Danish Government’s EA vision 2017

The digitally coherent public sector The common architecture for digitisation must ensure secure cross-organisational processes and efficient sharing of data across the public sector and between the public and private sectors. The goal is that citizens and businesses experience services that are efficient, coherent, transparent and targeted at the individuals’ need, and also provide good conditions for innovation, growth and development in society. https://arkitektur.digst.dk/node/529

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Example: CBS EA Cube

Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Technology Technology – – Business Business – – Strategy Strategy Network Network Network Network Network Network Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks & Systems & Data & Products & Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals & Education Research Communications Administration
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CBS EA

Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy Network Network Network Network Network Network Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks & Infrastructure Systems & Applications Data & Information Products & Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals & Initiatives Education Research Communications Administration
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Strategy

  • Strategic goals and initiatives
  • Performance measures
  • Investment Portfolio
Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy Network Network Network Network Network Network Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks & Infrastructure Systems & Applications Data & Information Products & Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals & Initiatives Education Research Communications Administration
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SLIDE 17

Business

  • Processes
  • Capabilities
  • Service Design
  • Customer Journey Maps
  • Information Exchanges
  • Data analysis
Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy Network Network Network Network Network Network Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks & Infrastructure Systems & Applications Data & Information Products & Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals & Initiatives Education Research Communications Administration
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SLIDE 18

Technology

Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Infrastructure Infrastructure Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks & Infrastructure Systems & Applications Data & Information Products & Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals & Initiatives Education Research Communications Administration
  • Digital Capabilities
  • Sourcing
  • APM
  • Data Exchanges
  • Data Protection
  • Big Data
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SLIDE 19

”Cross-cutting threads”

Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks Networks & & Systems Systems & & Applications Applications Data Data & & Information Information Products Products & & Services Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals Goals & & Initiatives Initiatives Lines of Business Lines of Business C C O O M M P P O O N N E E N N T T S S Security / Standards / Workforce Technology Technology – – Business Business – – Strategy Strategy Network Network Network Network Network Network Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Networks & Infrastructure Systems & Applications Data & Information Products & Services Network Network Infrastructure Infrastructure Network Network Infrastructure Infrastructure Goals & Initiatives Education Research Communications Administration

Se Secu curity ty & Privac acy Go Governanc ance

GDPR

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The Generic Cube

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SLIDE 21
  • >
  • Organizational Architecture & Design (OAD)

extends EA beyond structuring, to include

  • rganizational health/viability.
  • The EA Cube Framework is still used and is

enhanced to include areas for risk management, human capital, and valuation.

  • This is especially helpful in periods of

restructuring, such as Mergers & Acquisitions.

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SLIDE 22 Products & Services Human Capital Risk Management Markets & Valuation

1 3 4 1 4 5 6 2 3 6 3 1

Organizational Structure

3

Functional Domains

4 2 1 5 6

Cube Framework

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SLIDE 23

6 2 3 4 5 1

Framework Faces

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SLIDE 24 Business Unit A Department Program Team Individual

Organizational Structure

Business Unit B Business Unit C Business Unit D Business Unit X Organizational Structure. Depicts the major business units (BUs) that make up the
  • rganization.
Reporting relationships between governance bodies and the BUs are usually depicted through an
  • rganization chart and a
role/responsibility matrix. Types of BUs include subsidiary whole companies, internal divisions, departments, stand- alone and integrated lines of business, program and staff
  • ffices, cross-functional teams,
contractors, and independent
  • workers. External groups may
also be depicted if there is a persistent relationship. Oversight of BUs is achieved by centralized or decentralized (federated) governance methods.

Log

  • Face 1
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SLIDE 25 Horizontal Integration Products & Services. Depicts the tangible or virtual products and services that the
  • rganization provides to internal and
external customers. Mission success and profitability are maximized through a holistic approach to delivery with a focus on vertical/horizontal process integration within/between BUs. Key areas of focus include customer relationships, end-to-end supply chain management, onsite/online store efficiency, and marketing/communications
  • effectiveness. Architecture methods
can help to identify gaps and
  • verlaps, process improvement and
reengineering projects, managing change, and handling disruption. Vertical Integration BU-X BU-D BU-C BU-B BU-A Customer Relationships (internal & external)

Products & Services

Tradition al & Online Storefro nts Supply Chains Marketing & Communicatio ns

Face 2

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SLIDE 26 Risk Management. Depicts key areas of risk in each functional domain and in the BUs. Organizations want to eliminate or limit disruptions that effect mission success or profitability. Risk derives from uncertainty in predicting or dealing with
  • disruption. Mitigation centers
  • n the avoidance or response
  • actions. Tolerance reflects the
acceptable level of exposure to a certain type of disruption and the negative effects that would
  • result. A trigger is something
that causes a disruption event. A holistic approach to managing risk begins at the enterprise level and completes with more detailed procedures at the BU and program levels. Process Quality & Controls Data Privacy & Protection System Security Environment & Scenarios Physical Security

Risk Management

Tolerance, Triggers, Disruption, Mitigation Uncertainty Control

Face 3

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SLIDE 27 Functional Domains. Depicts the major performance capability areas of an organization, presented hierarchically in sub- architecture domains. The relationship of these domains is that strategic goals drive business activities/information exchanges, which are enabled by technology systems that are hosted on networks and in
  • facilities. There are industry best
practices at each domain level that help with effectiveness and efficiency, but which need to be selected and used with the whole organization in mind. There may also be government regulations and resource constraints that must be factored into plans and projects. Technology ↔ Business ↔ Strategy

Supporting Infrastructure Business Activities Information Exchanges Technology Enablement Strategy & Governance

Functional Domains

Performance Capability

Face 4

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SLIDE 28

Markets & Valuation

Real Property Financials & Talent Intellectual Property Systems & Capabilities Competitive Position Markets & Valuation. Depicts the public and private sector markets and/or mission areas that the organization is active in. For private sector
  • rganizations this is the
market’s valuation (stock price) versus the aggregate sale value if broken-up. It is also the anticipated value increase or decrease from mergers, acquisitions, start- ups, and spin-offs, as well as a comprehensive balance sheet of monetized assets and liabilities in each business unit. For public sector organizations it is the liquidation value of all tangible and intangible assets. BU-X BU-D BU-C BU-B BU-A M&A, Spin-offs, Start-ups Market Capitalization, Break-up Value External Conditions

Face 5

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Human Capital

Leadership & Governance Human Capital. Depicts the knowledge, skills, and abilities (KSAs) needed in each functional domain of the organization. The KSAs are different for executives, managers, and staff in each area. There is a “cultural core” in each
  • rganization that is comprised of the
values, norms, beliefs, facts, history, traditions, and methods in each BU and program area. Cultural norms create informal power centers, communication channels, and processes. People are often thought of as the most important and valuable resource of any
  • rganization, so full-lifecyle (hire-to-
retire) talent management is very important.

Cultural Core

Engineering Business Manageme nt Knowledge Management Project Management Recruitment , Retention, & Rewards Knowledge , Skills, and Abilities Beliefs

Face 6

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Small Cube Cutout

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EA Schools of Thought

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TOGAF

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SLIDE 33 Source: James Lapalme, 2011, in IT Professional (Vol14,Issue6)
  • Can produce inadequate or unfeasible solutions for
the larger organizational context
  • Struggles with solution acceptance and
implementation barriers
  • Susceptible to “perfect” designs that support
unsustainable strategies LIMITATION Convince the organization to accept the designed plans CHALLENGES Enterprise architecture is the glue between business and IT MOTTO Have technical competence and engineering knowledge ENTERPRISE ARCHITECT SKILLS

Enterprise IT Architecting

  • Apply a reductionist (mechanistic) stance
  • Don’t questions business strategies
  • Design organizational dimensions
independently
  • Don’t worry about non-IT dimensions;
they are not your concerns PRINCIPLES AND ASSUMPTIONS
  • Permits the design of robust and complex
technological solutions
  • Fosters the creation of high-quality models and
planning scenarios INSIGHTS OBJECTIVES AND CONCERNS
  • Effectively enable the
enterprise strategy
  • Support IT planning and
reduce costs
  • Enable business

Scope Purpose

The enterprise-wide IT platform, including all components (software, hardware, and so on) of the enterprise IT assets Effectively execute and operate the overall enterprise strategy for maintaining a competitive advantage by aligning the business and IT strategies such that the proper IT capabilities are developed support current and future business needs
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SLIDE 34 Source: James Lapalme, 2011, in IT Professional (Vol14,Issue6)
  • Susceptible to “perfect” designs that support
unsustainable strategies
  • Requires a paradigm shift from reductionism to
holism LIMITATION
  • Understand organizational systemic dynamics
  • Collaborate across the organization
  • Encourage systems thinking and paradigm shifts
CHALLENGES Enterprise Architecture is the link between strategy and execution MOTTO
  • Facilitate small-group collaborations
  • Apply systems thinking
ENTERPRISE ARCHITECT SKILLS

Enterprise Integrating

  • Apply a holistic (systemic) stance
  • Don’t question business strategies and
  • bjectives
  • Manage the environment
  • Jointly design all organizational
dimensions PRINCIPLES AND ASSUMPTIONS
  • Permits the design of comprehensive solutions
  • Enables significant organizational efficiency by
eliminating unnecessary contradiction and paradoxes INSIGHTS OBJECTIVES AND CONCERNS
  • Effective implement the
enterprise strategy
  • Support organizational
coherence

Scope Purpose

The enterprise as a social-cultural, techno-economic system, including all facets
  • f the enterprise (where enterprise IT is just one facets)
Effectively implement the overall enterprise strategy by designing the various enterprise facets (governance structures, IT capabilities, remuneration policies, work design, and so on) to maximize coherency between them and minimize contradictions
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SLIDE 35 Source: James Lapalme, 2011, in IT Professional (Vol14,Issue6)
  • Requires many organizational preconditions for
management and strategy creation LIMITATION
  • Foster sensemaking
  • Encourage systems thinking and system-in-
environment paradigm shifts
  • Collaborate across the organization
CHALLENGES Enterprise architecture is the means for
  • rganizational innovation and sustainability
MOTTO
  • Foster dialogue
  • Apply system and system-in-environment
thinking
  • Facilitate larger-group collaboration
ENTERPRISE ARCHITECT SKILLS

Enterprise Ecological Adaptation

  • Apply a holist (systemic) stance
  • System-in-environment coevolution
  • Environment can be changed
  • Jointly design all organizational
dimensions PRINCIPLES AND ASSUMPTIONS
  • Fosters system-in-environment coevolution and
enterprise coherency
  • Fosters organizational innovation and sustainability
INSIGHTS OBJECTIVES AND CONCERNS
  • Innovate and adapt
  • Support organizational
coherence
  • Encourage system-in-
environment . coevolution

Scope Purpose

The enterprise in its environment, including not only the enterprise but also its environment and the bidirectional relationship and transactions between the enterprise and its environment Help the organization innovate and adapt by designing the various enterprise facets to maximize organizational learning throughout the enterprise
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SLIDE 36

Enterprise -> Ecosystem

James Lapalme, 2011, in IT Professional (Vol14,Issue6)

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SLIDE 37
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SLIDE 38

”So Ein Ding …” We just need to …

Do SOA Use TOGAF Become agile

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Agile, lean, UX, SD, DT...

Christopher Webb Deloitte 2016
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SLIDE 40

ScaledAgileFramework.com

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SLIDE 41

https://www.linkedin.com/pulse/architectural-runway-safe-agile-landings-har-gootzen/

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SLIDE 42

SAFe Principles

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SLIDE 43
  • W. Edwards Deming 1993

A Bad System Will Beat a Good Person Every Time

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Ambidexterous approach

Alignment of Exploitative Explorative Strategic intent Cost, profit Innovation, growth Critical tasks Operations, efficiency, incremental innovation Adaptability, new products, breakthrough innovation Competencies Operational Entrepreneurial Structure Formal, mechanistic Adaptive, loose Controls, rewards Margins, productivity Milestones, growth Culture Efficiency, low risk, quality, customers Risk taking, speed, flexibility, experimentation Leadership roles Authoritative, top-down Visionary, involved

Source: Michael Rosemann

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SLIDE 45

BPM

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SLIDE 46

Challenge

It is not about how customers participate in

  • ur (business)

processes, but about how we participate in the customers processes.

Chris Potts (2010) RecrEAtion: Realizing the Extraordinary Contribution of your Enterprise

  • Architects. Technics Publications
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SLIDE 47

Enterprise Design

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SLIDE 48

Customer Journey Map

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SLIDE 49

Business Eco-system

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SLIDE 50

Business Model Canvas

Alexander Osterwalder

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Architecture for Industry 4.0

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“Digital Twin”

08-08-2018 52 Integration view Asset view Virtual representation of the asset Relation between physical world and the information world
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Digital representation of smart products

08-08-2018 53 Business view Business goals, processes, legal and regulatory conditions Communication view Access to information and functions of a connected asset by other assets. Information view Data related to the technical functionality: Real-time (e.g. asset current status) Non-real-time (e.g. asset interfaces) Functional view Digital description of equipment functions (including asset’s production parameters and attributes) Production process with real- time production data (e.g. last activity performed on the product) Integration view Relation between physical world and the information world Asset view Virtual representation of the asset
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SLIDE 54

Digital representation of smart production

08-08-2018 54 Business view Business goals, processes, legal and regulatory conditions Communication view Access to information and functions of a connected asset by other assets. Information view Data related to the technical functionality: Real-time (e.g. asset current status) Non-real-time (e.g. asset interfaces) Functional view Digital description of equipment functions (including asset’s production parameters and attributes) Real-time production data (e.g. number of errors in the last hour) Integration view Relation between physical world and the information world Asset view Virtual representation of the asset
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SLIDE 55

Digital representation of smart factory

08-08-2018 55 Business view Functional view Information view Communication view Integration view Asset view Smart Production Asset view Smart Product
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SLIDE 56

Reference Architecture for Industry 4.0 (RAMI 4.0)

IEC PAS 63088

Layers
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SLIDE 57

Industry 4.0 Demonstrator

57 Operational view Process without real-time information Process with real-time information (error) Digital description of equipment functions Real-time production data (e.g. error in the last hour) Nardello, M., Møller, C., Gøtze, J. (2017) Organizational Learning Supported by Reference Architecture Models: Industry 4.0 Laboratory Study Complex Systems Informatics and Modeling Quarterly https://csimq-journals.rtu.lv/
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SLIDE 58

Marc Kerremans, Gartner

Use a business operating system (BOS) — the organizational equivalent

  • f an in-vehicle navigation system — to

guide you in planning and executing your strategy and achieving your

  • bjectives.

Make your BOS dynamic and create situational awareness by connecting its business operating model with real- life data. This will close the strategy- to-execution "loop."

”

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SLIDE 59

The Business Operating System

Gartner (October 2016)

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SLIDE 60

John Gøtze

jogo@itu.dk