The Walt Disney Company Enterprise Architecture Overview

1. The Walt Disney CompanyEnterprise Architecture Overview Steven P. Davis, VP IT, Walt Disney Studios Disney Architecture Council

2. Media Group Media Group What is “The Walt Disney Company” Revenue Business Segments Domestic & International Film Distribution Home Video Music GroupMiramax Licensing Soft/Hard Goods Disney Stores Walt Disney World Disneyland Resort Disneyland Paris Japan Hong Kong Media Group Disney Architecture Council

3. IS/IT Governance Structure CIO - TWDC Strategic Finance International Segments Planning Corp I.S. Leadership Team CIO Direct Reports I.S. Executive Team Participants CIO Board Architecture Council Segment CIOs LoB IT Leaders/Stakeholders Virtual CTO Wider Executive IT Leadership Chairperson Segment Reps Strategic Sourcing Strat Planning, Legal Others, e.g., New Technology Business Alignment Annual Rotation Council & PMO Corp I.S Initiatives Form and disband as required Policy & Standards Technical Advisory Company - wide Shared services, e.g., Messaging, Help Desk, File & Print Corporate Wide Applications Advisory Teams Teams Project Teams Web Infrastructure PDA’s Messaging Collaboration & Directory Services Software Tools VTC Global Help Desk Desktop Standards PDA’s Disney Architecture Council

4. Enterprise Architecture • The Mission • To guide the transformation of the company’s IT organization so that it can quickly and effectively respond to opportunities and emerging threats, gain a strategic advantage over competitors, and improve profitability by increasing revenue and decreasing operating costs. Disney Architecture Council

5. Importance of Architecture The Winchester “Mystery House” • 160 Rooms • 47 Fireplaces • 6 Kitchens • 10,000 Windows • Gas Lights • Intercoms • 65 Doors to Blank Walls • 13 Staircases Abandoned • 24 Skylights in Floors Builders = 147 Architects = 0 $5.5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode… …built without a “blueprint”… Winchester House Workforce, 1884 …yields inhospitable results Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS Disney Architecture Council

6. Importance of Architecture The Winchester “Mystery House” • 160 Rooms • 47 Fireplaces • 6 Kitchens • 10,000 Windows • Gas Lights • Intercoms • 65 Doors to Blank Walls • 13 Staircases Abandoned • 24 Skylights in Floors Builders = 147 Architects = 0 $5.5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode… …built without a “blueprint”… Winchester House Workforce, 1884 …yields inhospitable results Everyone was Well Intentioned! Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS Disney Architecture Council

7. Importance of Architecture The Winchester “Mystery House” • 160 Rooms • 47 Fireplaces • 6 Kitchens • 10,000 Windows • Gas Lights • Intercoms • 65 Doors to Blank Walls • 13 Staircases Abandoned • 24 Skylights in Floors Builders = 147 Architects = 0 $5.5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode… …built without a “blueprint”… Winchester House Workforce, 1884 …yields inhospitable results Architecture can enable the business and promote continued growth… Heroics are not sustainable! Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS Disney Architecture Council

8. Enterprise Architecture Overview • Example for The Walt Disney Studios • Many modern systems not designed with the Internet in mind • New future business models to enable, e.g., expansion of self service, digital media • Need to drive down operational costs to protect against revenue erosion Disney Architecture Council

9. Business Value – Architectural StrategyA Case Study • Many systems key to the Studio business are currently used by a small number of individuals who actually act as “human proxies” between these systems and organizations they “serve” “Hold” or “Final” Placed via Fax, Phone, or E-Mail Core Business System (ShowBiz) Theater Operators Sales Manager (human proxy) Disney Architecture Council

10. Business Value – Architectural StrategyA Case Study Why not this? (services-based architecture/layer) Additional Systems / Services Coarse-Grained In/out Fine-Grained In/out Services-based Layer “Hold” or “Final” Placed via Fax, Phone, or E-Mail or Web Browser, or other interface (assume almost any UI) Document-based, agile, flexible Core Business Systems (ShowBiz++) Inside & OUTSIDE Theater Operators Disney Architecture Council

11. AMC Regal Loews Others Famous Business Value – Architectural StrategyA Case Study First, theatre operators to BVPD Self service, value add, labor reduction Disney Architecture Council

12. AMC Regal Loews Famous Others… Business Value – Architectural StrategyA Case Study Theatre Operators to More Distributors BVPD Warner Bros Universal Sony Others… More work, too hard, lost value Disney Architecture Council

13. AMC Regal Loews Others Famous theatrical-distribution.com ? Universal Sony Warner Bros Business Value – Architectural StrategyA Case Study Aggregated 3rd Party Site BVPD Build upon Federation Patterns Disney Architecture Council

14. Business Value – Architectural StrategyA Case Study PDA/Telephone and Other Emerging Devices Focus on self service anywhere Cross segment Cross business unit External partners Think 3rd Party Sites! Think beyond the Browser! Coarse-Grained Interfaces In/out Focus for new investment Services Based Layer Documents Catalogs/Cache Orchestration Process Workflow Fine-Grained Interfaces In/out Core Business Systems Focus away from UI Disney Architecture Council

15. Business Value – Architectural Strategy • Guiding Architectural Principles • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) • Prepare for adoption of standard documents for orchestration with business and external trading partners • Consider “end game” of presentation layer – support but not own • Move toward Common User Interface Standards both within Disney and across industries Disney Architecture Council

16. Business Value – Architectural Strategy • Guiding Architectural Principles • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) • Prepare for adoption of standard documents for orchestration with business and external trading partners • Consider “end game” of presentation layer – support but not own • Move toward Common User Interface Standards both within Disney and across industries Ability to “make right” the results of a transaction without intervention Disney Architecture Council

17. Business Value – Architectural Strategy • Guiding Architectural Principles • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) • Prepare for adoption of standard documents for orchestration with business and external trading partners • Consider “end game” of presentation layer – support but not own • Move toward Common User Interface Standards both within Disney and across industries Disney Architecture Council

18. Business Value – Architectural Strategy • Guiding Architectural Principles • Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. • Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service • Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) • Prepare for adoption of standard documents for orchestration with business and external trading partners • Consider “end game” of presentation layer – support but not own • Move toward Common User Interface Standards both within Disney and across industries The Coordination of long running transactions spanning days, weeks, months. Disney Architecture Council

19. Business Value – Architectural Strategy • Guiding Organizational Principles • Organize IT teams along activity, i.e., Core Business Systems, Services, Orchestration and Presentation. • Maintains current Core Business Systems teams, focus them on providing fine grained services, i.e., transactional and liberation of application functionality. • Create new Services Layer infrastructure team as new organization with focus on documents, catalogs, process, workflow, caching; breakdown by (Enterprise – Segment - Business). • Create new Orchestration Layer Team to focus on 3rd party aggregation, document standards, proxy activity reduction. • Create new Presentation Layer Team (DEP and DIG) to focus on browser and other multi-channel deliveries, e.g., telephone, converging devices. Disney Architecture Council

20. Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services “Hi, I’m trying to track down box office info, can you help me? “I would give BVPD a call, they track domestic grosses.” “Thanks.” Where can we get box office infomration? “Hi, I’m trying to track down box office info, can you help me? “Yes, that’s handled by Marc Laffe, let me transfer you.” “Thanks.” I think they have that at the Studio? “Hi, Marc, we’re trying to get some box office data, can you help us out? “Yes, what exactly are you interested in?” “Domestic box office, but just the cume on a film by film basis.” “Yes, we have that, I’ll email you some example reports, let me know what works for you.”” Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. Disney Architecture Council

21. Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services “Hi, I’m trying to track down box office info, can you help me? “I would give BVPD a call, they track domestic grosses.” “Thanks.” Where can we get box office infomration? “Hi, I’m trying to track down box office info, can you help me? “Yes, that’s handled by Marc Laffe, let me transfer you.” “Thanks.” I think they have that at the Studio? “Hi, Marc, we’re trying to get some box office data, can you help us out? “Yes, what exactly are you interested in?” “Domestic box office, but just the cume on a film by film basis.” “Yes, we have that, I’ll email you some example reports, let me know what works for you.”” Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. Likely to require a custom electronic point to point interface, agreement from business executives to share, large time investment… Disney Architecture Council

22. Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services “Hi, I’m trying to track down box office info, can you help me? “I would give BVPD a call, they track domestic grosses.” “Thanks.” Where can we get box office infomration? “Hi, I’m trying to track down box office info, can you help me? “Yes, that’s handled by Marc Laffe, let me transfer you.” “Thanks.” I think they have that at the Studio? “Hi, Marc, we’re trying to get some box office data, can you help us out? “Yes, what exactly are you interested in?” “Domestic box office, but just the cume on a film by film basis.” “Yes, we have that, I’ll email you some example reports, let me know what works for you.”” Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. …scenario is potentially occurring thousands of times and continuing to repeat itself ad infinitum… Disney Architecture Council

23. Studio Information Services BVPD Domestic Box Office Services Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services Disney Search Domestic Box Office Where can we get box office infomration? Search Now Search results…. I think they have that at the Studio? BVPD Domestic Box Office Services National Box Office Cumulatives Daily Box Office Estimate And so on… Alternative is to leverage search from the Portal and discover existing available services. User discovers resource through searching and drill down. This is value add of services based layer, liberating trapped functionality of core business systems. Disney Architecture Council

24. Business Value – Architectural StrategyReduction of Proxy Activity PDA/Telephone and Other Emerging Devices Focus on self service anywhere Cross segment Cross business unit External partners Think 3rd Party Sites! Think beyond the Browser! Coarse-Grained Interfaces In/out Focus for new investment Services Based Layer Documents Catalogs/Cache Orchestration Process Workflow Fine-Grained Interfaces In/out This value proposition lives here with the reduction of proxy activity. Core Business Systems Focus away from UI Disney Architecture Council

25. List of Services Available I’m interested in, please check one: • Domestic Box Office • International Box Office • Product Rights • Home Video Sales Sent to: Joe Somebody, authenticated Business Value – Architectural StrategyCoarse Grained Interfaces Guidance Document holds state and metadata for user interface List of Services Available I’m interested in, please check one: • Domestic Box Office • International Box Office • Product Rights • Home Video Sales XML updated presentation layer Sent to: Joe Somebody, authenticated Outbound Document Information Services Inbound Document Information Services Stateless Disney Architecture Council

26. List of Services Available I’m interested in, please check one: • Domestic Box Office • International Box Office • Product Rights • Home Video Sales Sent to: Joe Somebody, authenticated Business Value – Architectural StrategyCoarse Grained Interfaces Guidance Document holds state and metadata for user interface <InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected></Selected> </Item> <Item> International Box Office </Item> … <InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected>Y</Selected> </Item> <Item> International Box Office </Item> … XML updated presentation layer <User> Joe Somebody </User> <User> Joe Somebody </User> Outbound Document Information Services Inbound Document Information Services Stateless Disney Architecture Council

27. List of Services Available I’m interested in, please check one: • Domestic Box Office • International Box Office • Product Rights • Home Video Sales Sent to: Joe Somebody, authenticated Business Value – Architectural StrategyCoarse Grained Interfaces Guidance Document holds state and metadata for user interface <InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected></Selected> </Item> <Item> International Box Office </Item> … <InformationServices> <Item> <Text> Domestic Box Office </Text> <Selected>Y</Selected> </Item> <Item> International Box Office </Item> … Enabler is Common User Interface Standards…especially for 3rd party aggregation XML updated presentation layer <User> Joe Somebody </User> <User> Joe Somebody </User> Outbound Document Information Services Inbound Document Information Services Stateless Disney Architecture Council

28. Business Value – Architectural StrategyDocument Architecture Guidance • Guidance for Document Based interfaces • Metadata should include valid lists (leverage XML schemas?): <Sex> <Value>Male</Value> <ValidValues> <Value>Male</Value> <Value>Female</Value> <Value>Unknown</Value> </ValidValues> . . </Sex> Disney Architecture Council

29. Business Value – Architectural StrategyDocument Architecture Guidance • Guidance for Document Based interfaces • Metadata should include helpers: <Customer> <Value>21345</Value> <ValidValues> <Helper>http://webservice.com/customerhelper</Helper> </ValidValues> . . </Customer> Disney Architecture Council

30. Business Value – Architectural StrategyDocument Architecture Guidance • Guidance for Document Based interfaces • Metadata should include labels and simple validations (again leverage in XML schemas?): <Sex> <Value>Male</Value> <Label>Sex</Label> <Properties> <Required>True</Required> <ReadOnly>False</ReadOnly> . . </Properties> . </Sex> Disney Architecture Council

31. The Role of The Architect • Engaged at Project Discovery • Ensures alignment to the Master Plan Strategies of Company, Segment, and Business Unit • Owns technology choices and promotes compliance with Enterprise Architecture Framework • Coordinates with other Architects both internally and externally Disney Architecture Council

32. Strategic Context Sector/BU-set Strategic Business System Architecture/Direction Project Discovery Architect Role Enterprise Archit. Framework + Technology Decision Frameworks OK to Proceed Tactical Context Enterprise-set Segment/Business Unit Architecture Project Review Process Variance Approved Based on Justification PAR revised to reflect Strategic systems directions Review w/: CIO, Requestor, Architect NO Aligned? YES Core? YES NO Review w/: TDF Owner, CIO, Requestor, Architect Project aligned to reflect TDF standards and directions Variance Approved Based on Justification Disney Architecture Council

33. Project Discovery OK to Proceed Segment/Business Unit Architecture Project Review Process The “Building Code” Metaphor Variance Approved Based on Justification PAR revised to reflect Strategic systems directions Review w/: CIO, Requestor, Architect NO Strategic Context Sector/BU-set City “Master Plan” Services & Strategy Strategic Business System Architecture/Direction Aligned? YES Architect Role City “Building Codes” Functionality & Liability Enterprise Archit. Framework + Technology Decision Frameworks Core? YES Tactical Context Enterprise-set NO Review w/: TDF Owner, CIO, Requestor, Architect Project aligned to reflect TDF standards and directions Variance Approved Based on Justification Disney Architecture Council

34. Business Processes EXTEND & LINK Platforms ERP Network Collaboration … … Publishing Core Services Infrastructure Management CRM Suppliers Employees Customers ARCHITECT & INTEGRATE simplify, standardize, modularize, integrate GOVERN & MANAGE IT INVESTMENT rationalize, leverage, maximize, aggregate Enterprise ArchitectureInstitutional Approach Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest” Application Portfolio Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny Infrastructure Disney Architecture Council

35. Operational Data Store • Forecasting & Planning • Operational Reporting • Financial Transactions • Budgeting • Labor Forecasting, Scheduling, & Deployment • TimeTracking and Compensation • General HR • Recruiting • Document Mgmt. • Authentication • Reporting Tools • Asset Mgmt • Costume Mgmt • Project Mgmt. • Legal • Risk Mgmt • Media Asset Mgmt. • Broadcast/ Traffic • News Room • B2B Marketing • Marketing Automation • Campaign Mgmt. • Point of Sale • Online Sales • Merchandise Licensing • Reservations • Ticketing • Credit Card Processing • Contract Mgmt. • Catalog Order Mgmt. • Advertising/ Billing Mgmt. • Licensing Order Mgmt. • Supply Chain Planning • Warehouse Mgmt. • Supply Chain Mgmt. • Food & Beverage Supply Chain • Customer Relationship Mgmt./ Call Center/ Customer Service • Guest Data • Guest Claims Enterprise Business Process Framework Application Portfolio Cross Reference Create & manage products, services, media Market products & services Sell products & services Perform order management Manage supply chain ops Manage & support cust. Plan & manage performance Manage finances & accounting Manage human resources Manage Information resources Manage physical assets Manage support services Level 0processes Establish & administer HR policies & employee data Develop sales plan & quotas Capture orders Plan Establish & manage customer relationships Perform research & design Perform market analysis Monitor external environ-ment Process financial trans-actions Create & manage enterprise architecture Acquire physical assets Provide legal services Level 1processes Manage employee recruiting & training Source Manage customer interface infra-structure Prototype products Develop marketing plan Perform sales Manage orders Create & manage business plan Plan & manage budgets Create & manage infrastructure & operations Maintain physical assets Provide security & safety Manage compensation & benefits Create/manage product/ service /media information Make Provide information & training Evaluate business results Manage cash & liquidity Provide & manage software solutions Implement marketing plan Dispose of physical assets Perform admin. functions Administer health, safety & security programs Deliver Manage customer inquiries Maintain facilities operations Manage product/ service/media lifecycle Initiate & manage improvements Analyze & report results Provide user support & training Perform project management Manage labor operations Plan & manage taxes Return Manage service & support delivery Manage share-holders Manage employee communic-ations Perform risk management Procure goods & services Manage employee & community relations Manage 3rd party obligations Applicationexamples Front of House Back of House Disney Architecture Council

36. Operational Data Store • Forecasting & Planning • Operational Reporting • Financial Transactions • Budgeting • Labor Forecasting, Scheduling, & Deployment • TimeTracking and Compensation • General HR • Recruiting • Document Mgmt. • Authentication • Reporting Tools • Asset Mgmt • Costume Mgmt • Project Mgmt. • Legal • Risk Mgmt • Media Asset Mgmt. • Broadcast/ Traffic • News Room • B2B Marketing • Marketing Automation • Campaign Mgmt. • Point of Sale • Online Sales • Merchandise Licensing • Reservations • Ticketing • Credit Card Processing • Contract Mgmt. • Catalog Order Mgmt. • Advertising/ Billing Mgmt. • Licensing Order Mgmt. • Supply Chain Planning • Warehouse Mgmt. • Supply Chain Mgmt. • Food & Beverage Supply Chain • Customer Relationship Mgmt./ Call Center/ Customer Service • Guest Data • Guest Claims Enterprise Business Process Framework Application Portfolio Cross Reference Create & manage products, services, media Market products & services Sell products & services Perform order management Manage supply chain ops Manage & support cust. Plan & manage performance Manage finances & accounting Manage human resources Manage Information resources Manage physical assets Manage support services Level 0processes Establish & administer HR policies & employee data Develop sales plan & quotas Capture orders Plan Establish & manage customer relationships Perform research & design Perform market analysis Monitor external environ-ment Process financial trans-actions Create & manage enterprise architecture Acquire physical assets Provide legal services Level 1processes Manage employee recruiting & training Source Manage customer interface infra-structure Prototype products Develop marketing plan Perform sales Manage orders Create & manage business plan Plan & manage budgets Create & manage infrastructure & operations Maintain physical assets Provide security & safety Manage compensation & benefits Create/manage product/ service /media information Make Provide information & training Evaluate business results Manage cash & liquidity Provide & manage software solutions Implement marketing plan Dispose of physical assets Perform admin. functions Unique Differentiating Non Differentiating Administer health, safety & security programs Deliver Manage customer inquiries Maintain facilities operations Manage product/ service/media lifecycle Initiate & manage improvements Analyze & report results Provide user support & training Perform project management Manage labor operations Plan & manage taxes Return Manage service & support delivery Manage share-holders Manage employee communic-ations Perform risk management Procure goods & services Manage employee & community relations Manage 3rd party obligations Applicationexamples Front of House Back of House Disney Architecture Council

37. Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost Create & manage products, services, media Market products & services Sell products & services Perform order manage-ment Manage supply chain ops Manage & support cust. Plan & manage perform-ance Manage finances & accntg. Manage human resources Manage Inform-ation resources Manage physical assets Manage support services WDW DLR TP&R WDI DLP Governance of IT investment can be aligned around business process owners. ABC Network ESPN ABC Cable Media Networks ABC Radio ABC TV stations BVTV WDTVI BVG DCP DCP – Int’l DCP DDM This analysis reveals costs by business process and informs where the IT investment is focused, business unit cross reference reveals leverage opportunities Disney Pub. Merch. Lic. Disney Store BVI BVHE – Int’l Studio BVHE – NA Filmed Ent. Disney Architecture Council

38. Cross Reference Across Business UnitsIdentify Leverage Opportunities and Cost Create & manage products, services, media Market products & services Sell products & services Perform order manage-ment Manage supply chain ops Manage & support cust. Plan & manage perform-ance Manage finances & accntg. Manage human resources Manage Inform-ation resources Manage physical assets Manage support services WDW DLR TP&R WDI DLP Governance of IT investment can be aligned around business process owners. ABC Network ESPN ABC Cable Media Networks ABC Radio ABC TV stations BVTV WDTVI BVG DCP DCP – Int’l DCP DDM Business Process Owners and Governance Methodology needed to manage investment and guide as-is and to-be states Disney Pub. Merch. Lic. Disney Store BVI BVHE – Int’l Studio BVHE – NA Filmed Ent. Disney Architecture Council

39. Enterprise Architecture – Infrastructure Approach Disney Architecture Council

40. WDW IT Architecture Enterprise Architecture Application Architecture Data Architecture Security Development Architecture Technical Architecture Enterprise Architecture Model Enterprise Architecture Model Framework Disney Architecture Council

41. Enterprise Architecture Application Architecture Data Architecture Security Development Architecture Technical Architecture Technical Architecture Layers Core Services Infrastructure Management • Technical ArchitectureLayer • The Technical Architecture layer describes the collection of network, hardware, infrastructure management and core services components that comprise the computing environment. • It describes how various physical components are joined together and how they are effectively managed through enterprise-wide processes. Platforms Network Disney Architecture Council

42. Core Services Directory Services Messaging & Collaboration Services Workflow Services Content Delivery Network Services Database Services File & Print Services Technical Architecture Infrastructure Management Network / System Management Capacity Management Change Management Data Center Facilities Business Continuity Backup/High Availability/ Disaster Recovery Network LAN/MAN WAN Telephony Wireless / Mobile Video / Broadcast Technical Architecture Components Platforms Client Devices Storage Servers & Mainframes Disney Architecture Council

43. Technology Decision Framework Review • Technology Decision Framework Characteristics Definition • Planning Horizon • Emerging • New technologies • Driven by the market • Potential business value • High risk • Unproven technology • Under Eval • Recognized strategic value • Sanctioned • Prioritized • Under formal review • Published results forthcoming • Not approved for deployment • Core • Approved standard • Proven • Sustainable • Strategically sourced • Focus for training and cast development defined • Enterprise scope • Declining • End of life • Out of favor • Non sustainable • Vendor risk • Cost escalating • Migrating away from • No new implementations • Specialized • Defined justified unique business case Disney Architecture Council

44. EA Infrastructure Approach: TDF Maintenance Process Operating Model • To include both current and predicted TDF • Strategic sourcing is involved • Position or white paper explaining choices • SMEs nominated by Architects • Strategic Sourcing Involvement TDF Review Based on Lifecycle Next Review Cycle Set Technology Lifecycle Plans Updated SMEs meet in working committee Gaps assessed by Segments Marketplace for TDF reviewed TDF Lifecycle TDF Owner Duties • Monitor industry trends • Establish Lifecycle Review Timeframe • Organize and facilitate SME meetings • Respond to requests to put products Under Evaluation Published in Enterprise Architecture Framework Categories Updated Suggested implementation approach Ratificaton by A/C Disney Architecture Council

45. Enterprise Architecture Q & A Disney Architecture Council