Enterprise architecture

1. Enterprise architecture Being succesful as an architect TopTech, 22-04-2010 Rene van den Assem

2. Meet… VKA • Verdonck, Klooster en Associates • Independent consultancy • Strategic projects with ICT www.vka.nl

3. Meet… VKA • Since 1985 • €17,2 million in 2008 • 120 people small • 95% of customers come back repeatedly www.vka.nl

4. Contents • Enterprise Architecture • What is it? • Frameworks • Principles, models • Architecture, the process • Blueprint versus development plan • Steering with achitecture • Do’s and don’ts • Competences of the architect 4

5. Why enterprise architecture ? IT view • Strategic Business – IT alignment • Shared vision • Communication Sceptic’s view • Something IT think they need to let the IT department do the right things for the company. 5

6. project … … • • Slows projects down CTO CTO Wensen Requirements • • Results vary per project Discussion Discussie Requirements Wensen Requirements Wensen productmanagers Product managers Business managers lijnmanagers ad hoc ad hoc Aannames projectmanagers projectmanagers Assumptions Why architecture? • Solve issues for more than one project (reuse)  efficiency, time-to-market, quality, cohesion • Standardization  complexity and cost reduction, improves control www.vka.nl

7. What is (enterprise) architecture? • We're not sure, but we know one when we see one. Seriously, it is a difficult concept to make precise. • Perhaps this is not too surprising, given that the civil architecture community, with 5000 years or so of practice, has had little more success defining the architecture of a building. 7

8. Views of enterprise architecture • ANSI / IEEE1471 - 2000 • Style – form – function • Arche = begin, first, principle or normTechne / tecton = technique, art of creating / building • “Architecture is a process” • Architecture is an experience www.vka.nl

9. Nederlandse Overheids Referentie Architectuur Modalities (who, what, how) and aspects Mainly principles + some models, gov building blocks Reference architecture for entire NL government Start of several other government architectures Gemma, MARIJ 12

10. Enterprise architecture, the process 16

11. What is the real problem ? Cost control Better control of IT Business IT alignment The right projects,done right Make IT add value Avoid silos and duplication Help a specific business change

12. Artist impression versus ‘under the hood’ • Artist impression • Managers, general public • Under the hood • Architects • Process and IT designers 18

13. Why use principles? • Goal situation not completely clear • Too much work • Too many uncertainties • But you can define the directions, important choices and values • Make all members of organization act similarly. Same directional statements, same sense of priorities 19

14. Principles, format • Format • Name • Statement • Rationale • Implications • Optional: • Relation to external sources (strategy & policy documents) • Relation to other principles 20

15. Principles: Business, Information / Application, Technology www.vka.nl

16. Implementation Technical Business Functional Technical principles Businessprinciples Implementationprinciples Functionalprinciples Rationale Rationale Rationale Rationale Implications Implications Implications Implications Obstacles Obstacles Obstacles Obstacles Actions Actions Actions Actions Linking principles Business drivers Goals 22

17. Driver:Competition is outstripping us on delivery Linking goals and principles Implementation view Business view Functional view Technical view Develop e-commerce capability Customersbrowse, check inventory, order, pay without help Use scripts, database to check inventoryand validity Changes Sales Organizationincl 3rd parties Goal:Improve time-to- market Reduces order processing time Needed for e-commerce Customer must check inventory, make valid orders Less / Otherwork to do Present incentive system Sales Needs modifications to IT infrastructure Requires 24 X 7 systemavailability Need to develop or outsource Beyond year’s budget No resourcesfor 24X7 support Compatibility,integration issues Possible lossof competentsales Survey customers Investigate partners Research db products Communicate, compensate 23

18. How to do principles ? Under the hood Artist impression Only the essential 10-20 max Catchy phrasing Focus on direction, behaviour, mostly business principles • Attempt completeness • 100+ • Exact statements • Direction, boundary conditions, construction www.vka.nl

19. Models 25

20. Question: Why use models? • The method says so • One picture > 1000 words • Simplify • Why not www.vka.nl

21. Assignment: draw a chicken (kip) www.vka.nl

22. Properties of models • A purpose • Viewpoint • Scope • Focus / view • Modelling principles and conventions • E.g. Groeping criteria “Things should be made as simple as possible, but not any simpler.”Einstein, Albert www.vka.nl

23. Views of the world: population www.vka.nl

24. age100+ www.vka.nl

25. patents & licences www.vka.nl

26. Question:When is your drawing finished? • When your customer snatches it from your hands (and walks away with a ) • When your colleague architects have no more remarks • When everything has been modelled correctly according to the method • Never 32

27. Relation with ICT governance Business Strategy Information strategy Architecture management Steering, control Architecture Information planning IT-service management IT-portfolio management IT “Going Concern” IT-projects Cohesion

28. Bridging the gap between strategy and projects Enterprise architecture strategy and projects Business & IM Vision Strategic Enterprise level Architectural Design Transformation Plan Tactical Project Level Design Operational Projects (Design / Development) Operational Business and IM System 34

29. Blueprint Uniform high level of detail. Highly detailed goals, masterplan, grand design. Development plan More attention to direction, direction and guidelines. Higher levels of details per project, architecture is detailed ‘as we go’ Blueprint versus development plan 35

30. Architecture and planning 2. Tomorrow-architecture “SOLL” “new development” “IST” 3. “Next minute” steps and guidelines 1. Today-architectuur 36

31. Speed versus cohesion “quick and dirty” developers Business goal ICT- solution “slowing” architects 37

32. DYA: speed and cohesion 38

33. DYA principles • Architecture is as strategic as IT • Architecture must be able to go fast (as fast as the business requires) • The strategic dialogue business – IT is central to architecture • Business goals drive the architecture effort • Architecture should ride the wave of business and organizational change • Just enough, just in time architecture • Different scenarios for reaching business goals should be considered. Scenario choices may have implicatiotions for the involvement of architecture. • Embedding in the organization of the ‘working with architecture’ required www.vka.nl

34. DYA working model Governance DYA processes Developwithoutarchitecture ICT solutions New developments Developwitharchitecture Strategic Dialogue Architecture Services Business architecture Information architecture Technical architecture DynamicArchitecture 40

35. With or without architecture • Scenarios re strategic situation in DYA • defensive, the organization is taken by surprise  without architecture • offensive, the organization jumps at an opportunity and an ICT solution  without architecture • Anticipatory, the organization  with architecture • With architecture: architecture artefacts, starting with (outline?) Project Start Architecture • Without architecture: no architecture artefacts; ensuring convergence through management letter 42

36. pre-mandate Phase Starting Up Phase Initiation Project Mandate Architectuur§ Project Brief PSA PID Advice DYA architect meets Prince2 www.vka.nl

37. Project Start Architecture At the start of all projects ‘with architecture’ Contains • Relationship to enterprise architecture: comply or explain • Analysis of process, information and IT interdependencies / boundaries • Risk analysis + advice re. Architecture • Acceptable solution space Interesting • Analogon to business case in Prince 2 ? • However, business case is updated and evaluated in all project phases. Good idea for project architecture? 44

38. Apply architecture Control Architecture audit Management- letter Control execution Architecture audit Information Planning Development with architecture ICT solutions Support Information planning Deliver Project Start- Architecture Apply architecture Facilitate Enterprise architecture applied 45

39. Adapt to architecture maturity Bron: DYA (2002) 46

40. TOGAF Rapidly gaining support ADM cycle = Process model Collection of best practices, models, checklists Architecture function central, bureaucratic IT centered, slowly adding more business architecture 47

41. TOGAF Architecture governance www.vka.nl

42. Architecture governance, consider • Dependencies • Activity wise • Information • Infrastructure • Structure, Cohesion, Uniformity: project, programmes, systems • Architectural priorities • Project Portfolio Board =? Architecture Board www.vka.nl

43. Role of the architect Drivers Customer Rules and regulations Construction principles Architect Contractor Principles Models Standards Form Function Durability 50

44. Introductie Arcitectuur Communicatie Praktijk Roles of the architect • Staff, advisor. A manager sometimes. • Clarification of principles, priority of conflicting principles • Communicator • Customer • Contractor • Match maker • Source of info • Educator 51

45. Question: What will a good architect never do? • Change coffee in the coffee machine • Hang a king size plot of his architecture model(s) on his wall • Do small talk with the network manager • Isolate himself in a ‘silent room’ to get his architecture right 52

46. De architectura, architect’s competences • Theory and practice • Ingeneous and Quick to study • Knowledge of building materials • Good writer • Good at drawing • Expert in mathematics • Skilled in geometry and optics • Knowledge of history and philosophy • Acquainted with music • Familiar with medicine • Knowledge of jurisprudence • Familiar with astronomy Vitruvius 25 B.C. 53

47. Architect, agent of change Power SMART De Caluwé Learn Man Panta rei 54

48. Recognizing resistance • Appointments get rescheduled • No (useful) information • Information overflow • Overly correct, but apparently understanding nothing • Having to chase every action • "We know how it works" • Questioning your task 55

49. Architectuur, some pittfalls • Splendid isolation • The, by now yellow, book op the top shelf. Little support and use in the organization, no broad ‘ownership’ • Master piece • Lots of work initially, maintenance problematic • Not for us ‘mere mortals’ • Under construction  no status? • Ignoring architecture a practical possibility • According to latest fashion • … and therefore next year’s history 56

50. Wrong practices • Technology / application preference leading • Technology push • Wrong level: grand schema, single system • Architecture: for ICT only • Architecture police versusassistance • Blueprint thinking • Quick fix 57