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EA Modelling Guidelines

EA Modelling Guidelines. From Capabilities to Services Version 2.5. Strategic Direction. The HA’s strategy is to move away from purchasing “islands of technology” to the procurement of modular, loosely-coupled, managed services. Historical system-based architecture. BUSINESS.

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EA Modelling Guidelines

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  1. EA Modelling Guidelines From Capabilities to Services Version 2.5

  2. Strategic Direction • The HA’s strategy is to move away from purchasing “islands of technology” to the procurement of modular, loosely-coupled, managed services.

  3. Historical system-based architecture BUSINESS Business siloed by ICT NTCC RCC Projects Focus on document exchange Business model Technology model Solutions impose constraints SNMP Oracle Inwardtechnology driven view UNIX CORBA Applications TECHNOLOGY

  4. Service-Oriented Architecture (SOA) BUSINESS Requirements and solutions closely aligned Focus on service Processes Business Model Service Model Soft boundaries(process & services) Technology Model Focus on contract Outwardbusiness-driven view Services TECHNOLOGY

  5. The Service ModelAligning the Business and Technology Perspectives

  6. A Layered View (End Game)

  7. Relationship to Enterprise Architecture

  8. Relationship to MSPBlueprint and TOGAF Stages

  9. Relationship to ITILService Management

  10. Capability Mapping Capability mapping is a modelling method for determining the strategic positioning of an organisation. Based on the theory of Porter, Capability Mapping is used to understand the implications of a strategy by viewing it in terms of capability systems. Capability Mapping uses activity-system maps for the visual representation of the model. Capabilities should be described by a name and quality characteristics like necessary people, technology, process, management and information.

  11. Roots of contemporary performance problems are due to organisationally based operating model Process models (though an improvement) are not the optimal view or management layer, and they expose “how” business is done Capabilities manage “what service at what service level” – which is the most stable and concise level for design and management How the Capability view differs from other Business Architecture views FromTraditional OrganisationalManagement ToProcess Optimisation ToCapability Management

  12. Separation of Concerns By separating “what” is done in an organisation, at both high and detailed levels, from “how” it is done, in terms of people, processes, ICT and other views, an inherently more stable and objective view of the business and the organisation is exposed.

  13. What is a Capability?

  14. Definition of a Capability The practical ability to realise business benefit by a combination of Processes, Organisation, Technology & Information.

  15. Capability Mapping can provide much more relevant information • Metrics – how is it measured? • Cost data? • Service level (like a service level agreement with outsourcing) – how it is and how it should perform? • Compliance and governance regulations? • Owner? • Customer? • Does it directly contribute to the performance of the parent capability or the overall organisation (core capability)? • Is this capability a key part of what external organisations such as customers think of when they do business with the organisation (identity/brand) ?

  16. Capability Mapping

  17. A High Level Capability Map linksInternal Capabilities with ExternalCapabilities A. Customers B. Customer Facing Channel Partners C. Suppliers D. Other Partners • Develop the network • Plan and manage the network 5. Collaborate 3. Collect information • 4. Disseminate information E. Financial Providers (Treasury, PFI) F. Infrastructure & Compliance Government: OGD’s, DfT, EU

  18. Each level of the Capability Map can be decomposed down into more detail

  19. Mapping against the EAReference Model

  20. Example Capabilities-EARM Mapping

  21. Capability Mapping as the Foundation for SOA

  22. Capability Mapping: the idealfoundation for SOA Business Model • Business/IT Alignment • Technology Independent • Services by Design Demand • Plan & Manage • the Enterprise Supply • Business Driven • Stable • Data Rich TOGAF ADM Service Model

  23. Capability Mapping as the businessfoundation for SOA SUPPORT ICT Applications Business Processes FORM CREATE Service- Oriented Architecture Business Capabilities UNDERPIN

  24. The Service ModelAligning the Business and Technology Perspectives

  25. Inputs to the Service Model TOGAF Business Architecture TOGAF Technical Architecture Service Model TOGAF IS Architecture

  26. 10 steps to service definition Existing Information Architecture Existing Database Schema 9 Evaluate impact on Business 2 Develop Use Cases 4 Identify Services Interaction 5 Identify Message Contracts 3 Identify Required Services 7 Define Service Contracts 1 10 Map As-is & To-be Business State Business Model Develop/ Enhance Service Model Service Model 6 8 Define Solution Architecture Identify Existing Service Reuse Opportunities ICT Operational model & policies Existing Service Model

  27. How Capability Maps can helpService Design

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