DOCSLIB.ORG

Putting "Business" Into Enterprise Architecture

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Putting ENTERPRISE ARCHITECTURE SPECIAL THECIOSOLUTIONS.COM IN MY OPINION Ken Spangler, SVP & CIO-FedEx Ground and FedEx Freight, FedEx Services IT CIO INSIGHTS Khalil Yazdi, Consulting CIO & Principal, Yazdi and Associates MAY 09 - 2016 EIM Sensor: MadeMade toto OrderOrder SuccessSuccess $15 Mark Judson, Founder & CEO Mark Judson, Founder and CEO CXO INSIGHTS Business Architecture: Putting Business architecture is an essential guesswork of what a business means is component of an enterprise architecture. virtually erased for planning, requirements Simply put, business architecture and solution delivery teams. Finally, “Business” into Enterprise Architecture articulates what the business does it means that much of the confusion (capabilities), how it delivers stakeholder, around return on investment and value By William M. Ulrich, President, Business Architecture Guild, Dr. Richard Mark Soley, Chairman & CEO, Object Management Group including customer, value (value streams), proposition that often stalls technology- business vocabulary and relationships driven projects is resolved up front from a y some estimates, there are more and delivery. It just about guarantees failure. (information), and how the business is business perspective. than one million professionals Shifting enterprise architecture’s emphasis from structured (organization). A working worldwide classified as business technology towards a business perspective requires business definition as derived from the Federation Business Architecture Decouples of Enterprise Architecture Professional Accidental Architectures or Information Technology (IT) architecture to move to the forefront of the discussion. Organizations (FEAPO) Taxonomy Consider the practical implications of architects—collectively falling under Business architecture enables management to drive strategy Working Group, November 2015, states having business architecture serve as a the umbrella category of "Enterprise deployment, business priorities, portfolio management, “Business architecture provides holistic, starting point for tackling some of today’s architect." They can interpret initiative scope definition and investment planning from a multidimensional views of capabilities, most challenging business problems. and shape deployment business (versus a technical) perspective. end-to-end value delivery, information Many of today’s IT architectures are of business strategies and organizational structure business redundant and fragmented. To the and directives, by crafting a wide range Putting “Business” into Enterprise perspectives, and their relationships business executive, this means that of business transformations, leading to Architecture among strategies, products, policies, suppliers, customers, partners and Dr. Richard Mark Soley Bbetter business decisions. Yet enterprise To understand the role of business initiatives and stakeholders.” internal stakeholders lack transparency architecture as historically practiced architecture in context, we offer a brief Business architecture links strategy, as transactions cross business units and has garnered a reputation as a “techie” overview of enterprise architecture. One initiative, product, policy and customer systems. The impacts are clear, to even the Business Architecture in Action discipline that business executives often common view of enterprise architecture to technology investments and solution casual observer; results are inconsistently Business architecture is not a theoretical dismiss or simply ignore, threatening to is shown in figure 1, which highlights deployments. But what does this mean defined and managed, requiring thousands or academic concept, nor is it simply push the practice into irrelevancy. John how business architecture drives and in practice and what are the practical of spreadsheets and user workarounds a buzzword spawning from industry Zachman of Zachman Framework fame informs three vertical IT architecture views: implications of positioning business to fill the gaps. Critical business data analysts or large consultancies. It is, rather, puts it best when he says, "The business should William M. Ulrich application, data and technical architecture. architecture as the business driver of is hidden and fragmented on users’ a grassroot movement by thousands be doing enterprise architecture, but they won't so Application architecture frames the applications enterprise architecture and related desktops, creating an auditor’s nightmare. of business professionals who have the information technology team has to." and services that automate business capabilities, data investments and solution deployments? Customers and other stakeholders are collectively evolved a formal framework Placing a technical stamp on enterprise architecture, architecture frames information into accessible patterns frustrated, and management has begun to for meeting a wide variety of business deserved in part due to an historical emphasis on technology and structures, and technical architecture frames platforms, join the chorus. demands from a cross-section of industries. rather than business capabilities, has several downsides. tooling and protocols. Solution architecture represents a Attempts to fix this situation often Business architecture is a well-formed When enterprise architecture is technology-driven and portfolio or initiative-specific cross-section of the other four create more redundancy; adding one more discipline, with a formal certification program and industry acceptance. In not business-driven, it constrains successful strategy architectural perspectives. Business architecture system, one more database, one more data deployment and business-driven links strategy, initiative, warehouse or one more technical quick fact, numerous companies have shared their business architecture experiences as transformation options. This limited product, policy and fix. Yet executives keep doubling down perspective also results in wasted Figure 1: Enterprise Architecture – Deconstructed on technical solutions to poorly defined, they have applied it to myriad business challenges. IT investments that often fail to customer to technology poorly articulated business problems. For those organizations that continue deliver business value because there investments and solution These issues and resulting impacts are the to think that they can use technology is no clear link between business result of “accidental architectures” that deployments have evolved haphazardly over time and with no business context to solve strategy and those investments. are reinforced through vertically funded complex business challenges that cross In the worst case scenario, poorly It means that the scope and impacts investments that patch one small piece of multiple business units and software conceived IT investments manifest of strategies, product plans, initiatives the puzzle for one business unit, furthering solutions, the message is clear. Introduce themselves as silo'ed, disconnected and investments are clearly defined destabilizing the ecosystem as a whole. business architecture into your enterprise or even conflicted IT initiatives, from a business perspective first, and What can be done to ensure that architecture, ensure that it is conceived and even as strategic and priority only then from an IT perspective. It enterprise architecture not only helps driven by the business, and shift from a business demands go unfulfilled. means that the misunderstandings and realize the future state, but addresses these technology-driven investment perspective Disconnecting IT decisions from miscommunications that occur when accidental architectures, which are being to a business-driven one. This will be your business structure is just as bad as business directives are translated into propped up in part by business units first step towards addressing complex disconnecting marketing decisions requirements and working software are that lack a big picture perspective? Enter business challenges where solutions have from product design, development eliminated up front. It means that the business architecture. proven both costly and elusive. May 2016| |51 52| |May 2016 CXO INSIGHTS Business Architecture: Putting Business architecture is an essential guesswork of what a business means is component of an enterprise architecture. virtually erased for planning, requirements Simply put, business architecture and solution delivery teams. Finally, “Business” into Enterprise Architecture articulates what the business does it means that much of the confusion (capabilities), how it delivers stakeholder, around return on investment and value By William M. Ulrich, President, Business Architecture Guild, Dr. Richard Mark Soley, Chairman & CEO, Object Management Group including customer, value (value streams), proposition that often stalls technology- business vocabulary and relationships driven projects is resolved up front from a y some estimates, there are more and delivery. It just about guarantees failure. (information), and how the business is business perspective. than one million professionals Shifting enterprise architecture’s emphasis from structured (organization). A working worldwide classified as business technology towards a business perspective requires business definition as derived from the Federation Business Architecture Decouples of Enterprise Architecture Professional Accidental Architectures or Information Technology (IT) architecture to move to the forefront of the discussion. Organizations
Load more

Recommended publications
  • Business Architecture: Setting the Record Straight
    BUSINESS ARCHITECTURE: SETTING THE RECORD STRAIGHT By William Ulrich and Whynde Kuehn This is a Reprint of Chapter 2, Part 1, of Business and Dynamic Change: The Arrival of Business Architecture, Published by Future Strategies, Inc. © 2015, but revised January 2019 http://BusinessandDynamicChange.com COPYRIGHT © 2019 BUSINESS ARCHITECTURE ASSOCIATES 1 BUSINESS ARCHITECTURE: SETTING THE RECORD STRAIGHT BUSINESS ARCHITECTURE: SETTING THE RECORD STRAIGHT William Ulrich, TSG, Inc. and BAA, Inc., USA Whynde Kuehn, S2E Transformation Inc. and BAA, Inc., USA An Introduction to Business Architecture Business architecture is drawing significant interest from a wide variety of organizations worldwide. Yet business architecture is often misperceived as to its uses, origins, and value proposition. These misperceptions are the biggest barrier to adoption, because it prevents businesses in many cases from getting a business architecture effort off the ground, and undercuts sponsorship and business engagement. Business architecture is not a buzzword or a quick fix solution for a broken process, a computer system, or a single project or business unit. It is a holistic discipline that is most effective when applied across business units, practices, disciplines, and stakeholders. The discussion that follows lays out a number of fundamental business archi- tecture concepts. This includes an overview, beneficiaries, common myths, core and extended perspectives, interdisciplinary alignment, governance, get- ting started, and a vision for the future. Business Architecture: What Is It? Formally defined, business architecture represents holistic, multidimensional business views of: capabilities, end-to-end value delivery, information, and or- ganizational structure; and the relationships among these business views and strategies, products, policies, initiatives, and stakeholders.2.(1) It is an ab- stract set of standardized perspectives that represent a given business ecosys- tem.
    [Show full text]
  • Enterprise Architecture Techniques for SAP Customers
    October 2007 Enterprise Architecture Techniques for SAP Customers by Derek Prior Enterprise architecture has rapidly matured in recent years as a business-driven technique to provide companies with the big picture needed to optimize long-term IT investments. Some of the leading SAP customers have been quietly deploying enterprise architecture techniques to transform their business and prepare for SOA. Why haven’t you? Enterprise Strategies Report Acronyms and Initialisms ADM Architecture development method ERP Enterprise resource planning BPM Business process management ISV Independent software vendor CMDB Configuration management database ITIL IT infrastructure library CRM Customer relationship management PPM Project portfolio management DMTF Distributed Management Task Force SOA Service-oriented architecture EA Enterprise architecture TOGAF The Open Group Architecture Framework EAF Enterprise architecture framework © Copyright 2007 by AMR Research, Inc. AMR Research® is a registered trademark of AMR Research, Inc. No portion of this report may be reproduced in whole or in part without the prior written permission of AMR Research. Any written materials are protected by United States copyright laws and international treaty provisions. AMR Research offers no specific guarantee regarding the accuracy or completeness of the information presented, but the professional staff of AMR Research makes every reasonable effort to present the most reliable information available to it and to meet or exceed any applicable industry standards. AMR Research is not a registered investment advisor, and it is not the intent of this document to recommend specific companies for investment, acquisition, or other financial considerations. This is printed on 100% post-consumer recycled fiber. It is manufactured entirely with wind-generated electricity and in accordance with a Forest Stewardship Council (FSC) pilot program that certifies products made with high percentages of post-consumer reclaimed materials.
    [Show full text]
  • Linking Business Models with Business Architecture to Drive Innovation
    Linking Business Models with Business Architecture to Drive Innovation Linking Business Models with Business Architecture to Drive Innovation A Business Architecture Guild Whitepaper Principal Co-Authors: Steve DuPont, Karen Erwin, Bryan Lail, Stephen Marshall Reviewers: Remco Blom, Frank Fons, William Ulrich, Wilton Wratten, Carl Zuhl August 2015 1 Copyright ©2015 Business Architecture Guild Linking Business Models with Business Architecture to Drive Innovation Executive Summary A business model describes the rationale of how an organization creates, delivers, and captures value.1 Organizations are expanding their innovation focus from products and processes to business models in order to remain competitive in the face of shrinking product lifecycles and growing market uncertainties. They are increasingly embracing the business model concept in strategic planning, accompanied by a greater focus on customers and corresponding value propositions. In a parallel development, organizations are using business architecture to provide increased business transparency and maximize the likelihood of an effective and successful deployment of strategy. Business architecture is defined as “a blueprint of the enterprise that provides a common understanding of the organization and is used to align strategic objectives and tactical demands.”2 Despite the natural progression from business models (as an expression of business strategy) to business architecture (as the actionable blueprint for that strategy), these two concepts have evolved separately. To date, limited consideration has been given as to how they relate to each other. This white paper aims to address that gap, by demonstrating that the two approaches not only relate to each other but also work well together to effect change. We further expand on this synergy with a practical case study.
    [Show full text]
  • The Process Architect: the Smart Role in Business Process Management
    Redpaper Roland Peisl The Process Architect: The Smart Role in Business Process Management This IBM® Redpaper™ publication describes the concept of business process management (BPM) and specifically focuses on the role of the process architect within BPM. This paper covers in detail how to design business processes and how to enhance those processes for automated business process execution on a BPM platform. It addresses the requirements to successfully drive BPM programs in terms of what process knowledge, methodology, and technology needs to exist or be developed within an organization. Within the context of this paper, the process architect is defined as having the responsibility to model, analyze, deploy, monitor, and continuously improve business processes. This paper defines the role of the process architect as the driver of creating and improving processes and as a key bridge between business and process focused technology. This paper is intended for anyone who is involved in creating and improving BPM within an organization. © Copyright IBM Corp. 2009, 2012. All rights reserved. ibm.com/redbooks 1 Introduction Today, organizations that are facing aggressive market challenges share focus. To be more agile and to react faster to market changes, they must understand business processes better and in more detail. Business processes represent the organization’s key assets. The way a company invents, provides, and controls its core products and services depends on its core business processes. How well these processes can be managed and adapted to market changes is critical and more important than ever. Knowing business processes in detail requires further investigation. People from lines of businesses and from IT must understand the details of their business or IT capabilities.
    [Show full text]
  • Business Architecture a Balance of Approaches to Implementation
    Business Architecture A Balance of Approaches to Implementation Business Architecture Innovation Summit – June 2013 Presenter: Andrew Sommers Implementing Business Architecture at Capital Group Positioning Communicating Measuring Integrating 2 Measuring – What is the value of Business Architecture? Useful information, but starting a discussion of Business Architecture from here was challenging 3 Measuring – What is the Value of Business Architecture? If we have a successful Business Architecture practice, what are we able to do in 5 years that we cannot do now? Some ideas: • Provide a consistent method to directly link business objectives and drivers to the features that are required in our operating model, business processes, and technology solutions. • Provide a consistent enterprise view of the organization to quickly understand the entire impact of a business proposal. • Provide a consistent enterprise view of the organization to teams for analysis, planning, risk management, and support. • Improve our ability to leverage people, process, technology and information solutions for the same capability across the organization. • … But, what is it worth? 4 Positioning –Business Architecture in Our Organizational Model Placement is traditionally discussed in terms of our organizational chart Business Lead Management Services Investment Operations Technology Services Enterprise Architecture, Strategy, and Planning Equity Order Application Processing Services Solution Fixed Income Architecture Infrastructure Order Processing Business Architecture
    [Show full text]
  • Holistic Layer of the Enterprise Architecture on the Basis of Process-Driven Organization
    Complex Systems Informatics and Modeling Quarterly CSIMQ, Article 65, Issue 11, June/July 2017, Pages 69–84 Published online by RTU Press, https://csimq-journals.rtu.lv https://doi.org/10.7250/csimq.2017-11.04 ISSN: 2255-9922 online Holistic Layer of the Enterprise Architecture on the Basis of Process-Driven Organization Stepan Alexa1* and Vaclav Repa1 1 Department of Information Technologies (FIS), University of Economics in Prague W. Churchill Sq. 1938/4, 130 67 Prague 3 - Žižkov, Czech Republic [email protected], [email protected] Abstract. Growing complexity of the enterprise ecosystem along with the existence of legacy approaches in the organization can result in a number of challenges when maintaining the solid baseline of its information assets. The digital industry has, over past two decades, passed through rapid evolution triggered both by availability of new technologies, and business as well as operating and funding models. These enablers have direct impact on the way that organizations design and execute their business processes in order to maintain the alignment between their capabilities and targets. This trend implies that enterprises and organizations need to remain flexible by maintaining the alignment of their business and their infrastructure in a dynamically changing and integrated ecosystem. It has been widely recognized that the enterprise architecture as well as the process driven approaches provide tools used by organizations to explain how business, resources and other elements within the organization are related to each other. This article discusses the role, and associated value, that the enterprise architecture and process driven approach have when describing what constitutes the enterprise.
    [Show full text]
  • BUSINESS ARCHITECTURE and BPM ALIGNMENT Austin, Texas, USA - September 17, 2014 INNOVATION WORKSHOP
    BUSINESS ARCHITECTURE AND BPM ALIGNMENT Austin, Texas, USA - September 17, 2014 INNOVATION WORKSHOP Lloyd Dugan, Business Process Management, Inc. Neal McWhorter, Strategic Value Partners Copyright 2014 @ Business Architecture Guild 1 TEAM OVERVIEW Copyright 2014 @ Business Architecture Guild 2 BPM ALIGNMENT COLLABORATIVE TEAM PROBLEM STATEMENT AND GOAL One of the key issues facing practitioners that are attempting to establish a Business Architecture (BA) practice is how to reconcile some of its concepts with those of other related analytic practices. This issue is perhaps most frequently encountered when organizations attempt to reconcile Business Architecture with existing practices in their Business Process Management (BPM) areas. The BPM-BA Alignment Group is striving to provide a foundation for organizations to use to begin building linkages between these two analytic areas by defining and illuminating the differences and touch points between these two related disciplines and associated practice areas. This foundation will recognize that many BPM practitioners, particularly with respect to process modeling, are already doing what is described here. 9/12/2014 Copyright 2014 3 BPM ALIGNMENT COLLABORATIVE TEAM DELIVERABLES COMPLETE . Updated Section 3.4 of BIZBOK® Guide (Version 4.0), “Business Architecture and Business Process Modeling & Management” . Delivered webinar June 2014 PLANNED . Forthcoming Position Papers on relationship between BA and BPM . First version of “Business Architecture and BPM - Differentiation and Reconciliation” whitepaper is released on website, but is currently under review by BPM Community and subject to change . Related Clarification in Business Architecture Framework and Metamodel . Other BIZBOK® Guide Section 3.4 changes TBD . Other priorities TBD based on community feedback today 9/12/2014 Copyright 2014 4 BPM ALIGNMENT COLLABORATIVE TEAM TEAM MEMBERS Member Company Role William Ulrich TSG, Inc.
    [Show full text]
  • Archimate And
    Using the ArchiMate® Modeling Language with BMM™ Representing the Concepts of the Business Motivation Model (BMM) using the ArchiMate 3.0 Specification A White Paper by: Ed Walters and Antonio Plais August 2017 Using the ArchiMate® Modeling Language with BMM™ Copyright © 2017, The Open Group The Open Group hereby authorizes you to use this document for any purpose, PROVIDED THAT any copy of this document, or any part thereof, which you make shall retain all copyright and other proprietary notices contained herein. This document may contain other proprietary notices and copyright information. Nothing contained herein shall be construed as conferring by implication, estoppel, or otherwise any license or right under any patent or trademark of The Open Group or any third party. Except as expressly provided above, nothing contained herein shall be construed as conferring any license or right under any copyright of The Open Group. Note that any product, process, or technology in this document may be the subject of other intellectual property rights reserved by The Open Group, and may not be licensed hereunder. This document is provided "AS IS" WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESSED OR IMPLIED, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NON-INFRINGEMENT. Some jurisdictions do not allow the exclusion of implied warranties, so the above exclusion may not apply to you. Any publication of The Open Group may include technical inaccuracies or typographical errors. Changes may be periodically made to these publications; these changes will be incorporated in new editions of these publications.
    [Show full text]
  • The Business Architecture Metamodel Guide
    The Business Architecture Metamodel Guide Defining a business architecture knowledgebase founded on formal principles Authors Thomas Bata, Paul Lyndon, Hermann Schlamann, William Ulrich Contributors Business Architecture Guild Metamodel Team Reviewers Bert Hooyman, Stephen Marshall, Jim Rhyne August 2020 1 Copyright ©2020 Business Architecture Guild® The Business Architecture Metamodel Guide CONTENTS 1. Abstract .......................................................................................................................................... 4 2. Introduction.................................................................................................................................... 6 3. Business Architecture Overview ..................................................................................................... 8 4. The Business Architecture Framework ......................................................................................... 10 4.1 The Business Architecture Knowledgebase .......................................................................... 10 4.2 Business Architecture Blueprints .......................................................................................... 11 4.3 Business Architecture Scenarios ........................................................................................... 11 5. Business Architecture Domain Associations ................................................................................. 13 5.1 Introducing the Business Architecture Metamodel .............................................................
    [Show full text]
  • Complex Event As an Core Aspect of Enterprise Architecture EDEMF: Event Driven Enterprise Architecture Modeling Framework
    Complex Event as an Core Aspect of Enterprise Architecture EDEMF: Event Driven Enterprise Architecture Modeling Framework Hyeonsook Kim, Samia Oussena and Peter Komisarczuk School of Computing and Technology, University of West London, St. Mary’s Road, London, U.K. Keywords: Enterprise Architecture, Business Modelling, Complex Event Modelling, Event Driven Architecture, Complex Event Processing, Model Driven Architecture, Linked Data, Data Integration. Abstract: For the last decade, Complex Event Processing (CEP) has been emerged as a powerful instrument supporting a more agile and intelligent enterprise. Although several studies have attempted to extend current business modelling standards with elements of complex event modelling they have not fully integrated into Enterprise Architecture (EA). EA provides holistic approach of enterprise business and IT system modelling. In our view CEP is not just an element associated with a business process, but at the centre of business analysis and design. This paper proposes an EA modelling framework that takes CEP as a core aspect of modelling. The framework supports CEP based business architecture within different levels of abstraction: contextual, conceptual/logical, and physical. Meta-models in three hierarchies and model mapping between the meta-models have been developed and demonstrated on a linked data platform in a case study. The case study used the framework as a tool of analysis and modelling, aiming to integrate scattered information as event data by specifying a complex event layer on top of legacy systems. The designed models were then transformed into executable program codes using the model transformation, for example, RDF script from information model; SPARQL query from complex event model.
    [Show full text]
  • Business Architecture
    FRONT MATTER FM 1 – TABLE OF CONTENTS Front Matter Front Matter– Table of Contents Table of Contents FRONT MATTER TABLE OF CONTENTS ....................................................................................................... FM1 ABSTRACT .......................................................................................................................... FM2 MITA AT A GLANCE ............................................................................................................ FM3 Introduction .................................................................................................................... 4 Front Matter .................................................................................................................... 5 Part I Business Architecture .......................................................................................... 6 Part II Information Architecture ..................................................................................... 9 Part III Technical Architecture ....................................................................................... 11 State Self-Assessment ................................................................................................... 13 ACRONYMS AND TERMS ................................................................................................... FM4 OVERVIEW OF THE MITA INITIATIVE ................................................................................ FM5 Introduction ...................................................................................................................
    [Show full text]
  • The Oracle Enterprise Architecture Framework
    An Oracle White Paper in Enterprise Architecture October 2009 The Oracle Enterprise Architecture Framework Oracle White Paper in Enterprise Architecture—The Oracle Enterprise Architecture Framework Disclaimer The following is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. Oracle White Paper in Enterprise Architecture—The Oracle Enterprise Architecture Framework Executive Overview...........................................................................1 Introduction .......................................................................................1 Enterprise Architecture ......................................................................2 Enterprise Architecture Frameworks..................................................3 The Oracle Enterprise Architecture Framework .................................4 The Oracle Architecture Development Process .................................9 Summary: Value & Benefits............................................................10 A Case Study ..................................................................................11 Conclusion ......................................................................................12 Oracle White Paper in Enterprise Architecture—The Oracle Enterprise Architecture Framework Executive Overview The Oracle Enterprise Architecture Framework helps Oracle to collaboratively work with customers
    [Show full text]