UniZH EnterpriseArchitecture 10-12-2010 Final

Dr.
Hans-Peter Hoidn
Executive IT Architect, IBM Software Group
Global Business Integration "Tiger" Team
Enterprise IT Architectures
EA (Enterprise Architecture)
© 2010 IBM Corporation

University Zurich – Enterprise IT Architectures
Agenda
I. Positioning Enterprise Architecture (EA)
II. Enterprise Architecture – Main Aspects
III. Enterprise Architecture Methods
IV. Dynamic Infrastructure – Cloud Computing
2 © 2010 IBM Corporation

Recap: Aligning Strategy with Business and IT Execution
Enterprise
Business View Business
Architecture
Process View
IT View

Positioning Enterprise Architecture (EA)

Why “Enterprise Architecture”
 EA is helping enterprises do the right things right
 EA is a holistic approach to the control and co-ordination of IT based

business projects
 Two viewpoints:
– Solution Architects are focused on creating an IT based solution to a
business problem
– Enterprise Architects with a sense of what the enterprise needs to be and
do, and how IT should be used in a wider sense

Winchester House Syndrome
Yesterday’s management approaches are not working in today’s complex and

fast-paced environment.
This house may function, but…
Does it meet business objectives?

Is it an ‘Asset Junkyard’?
Is it cost effective?
Does it fit with the community
(standards)?
Is it documented - who knows what it
consists of?
Can it be repaired easily or
economically?
Can it be adapted to changing needs?
'If you don't know where you're going, any road will get you there.'
Lewis Carroll
It can be a challenge to ensure IT based business solutions

implement the business strategy…
Strategy
Information
Business Business Technology
Technology
Opportunity Strategy Availability
Strategy
If you do not know where

you are, a map will not help.
The Gap
?
If you do not know
where you are going,
any road will do.
Business Operating Environment

and IT Infrastructure
System Architecture
Design and • functional aspects
Delivery
• operational aspects
IT Solutions “the infrastructure and single
building design”

Enterprise Architecture provides the vital linkages between

“strategy” and “implementation”
Strategy
Information
Technology
Strategy
Enterprise wide focus
EA tells the organization

where they are on the map Enterprise Architecture
Planning !!
EA identifies where the
organization wants to be
and how to get there
Project focus

System Architecture
Design and • functional aspects
Delivery
• operational aspects
IT Solutions “the infrastructure and single
building design”

Enterprise Architecture embraces both Business and IT

Architectures, providing the “city plan” for “building projects”
Strategy
Information
Technology
Strategy
Enterprise Architecture
Business IT
Architecture Architecture
Planning
- Processes - Applications
- Information - Data Enterprise
- People - Technology Architecture
- Locations
“the city
Transition Plan plan”
Project focus

Design and
Delivery
IT Solutions System Architecture

• “the building design”

Bridging the Gap Between Strategy and Delivery
Enterprise Strategy
Business Bus Strategy IT Strategy Technology
Opportunity Availability
Strategy
Business
Enterprise Architecture Strategy
Transition and
I n f r a s t r u c t u r e I n i ti a ti v e s C o m p e t e n c y C e n t r e I n i ti a t i v e s
O u t s o u r c in g I n it ia t iv e s
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A r c h i tec tu r e D e s ig n & I n fr as tr u c tu r e C o re s y s t e m s
Planning
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S e r vi ce C e n tr e
In i t ia t iv e s f o c u s e d o n
m i g r ati n g to th e n e w
d e liv e r y e n v ir o n m e n t O u ts o u r ce
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O u t s o u r c in g B u s i n e s s U n it
E s t a b lis h IT S y s te m s
In i t ia t iv e s f o c u s e d o n C o m p e ten cy K io sks
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P o in t s
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Change Programs

Definition “Enterprise Architecture”
EA ensures the
EA provides
architecture is
reference
maintained and used
material in
many forms
“The EA discipline defines and maintains

the architecture models, governance and
EA is not just
passive or
transition initiatives needed to effectively
reactive, it is co-ordinate semi-autonomous groups
proactive
towards common business and/or IT goals.“
goals.”
“neutral EA can
phrasing”: EA address the
works at many business and
levels IT domains

Enterprise Architecture vs. Solution Architecture
Enterprise Architecture is the formal organization (design or layout) of the

components, structures and processes required or relevant to the attainment of
the goals and visions invested or envisioned in an enterprise.
Solution architecture aims to address specific problems and requirements,

usually through the design of specific information systems or applications.

So we recognise two different types of IT Architect…
 …Are responsible for ensuring the design of IT based business solutions

meet the functional and non-functional requirements, within the constraints
of budget, time, skills and other givens (such as IT Standards)
“Solution Architects”
 …Are responsible for ensuring an IT Organisation approaches the

identification, specification and implementation of these IT based business
solutions in a co-ordinated and standardised manner, aligned to the
Enterprise’s Business and IT Strategies.
“Enterprise Architects”
 …Are generally not product specialists, although they must be able to work
at a sufficient level of technological detail to be sure their architectures can
be implemented.

Enterprise Architecture Defined
Strategy  Define the enterprise strategy, goals

and objectives.
 High-level business process blueprint

Business that supports the strategy
 Implementation of the business

Information
functions in the IT systems
Systems
 Infrastructure that supports the

Technology Information Systems
14 © 2010 IBM Corporation14

EA provides a context and guidance, keeping everyone “on the

same road”
Strategy
Architecture
Enterprise
Architecture
Dev Program
Architecture
Programme Infrastructure
Project P P Infra. Proj
Architecture Arch
Design Design D D D D D

Benefits (1): Analyze the Linkage Between Technology and

Business, Communicate Actionable Information
“How have we
aligned technology
investment with our
business objectives?”
“If we change our

technology stack,
what applications
and organizations
will be effected?”

Benefits (2): Analyze Change to Processes…
What
Happens
If….?
Focus on
Information
needed
to make
a decision

Enterprise Architecture – Main Aspects

Main aspects of an Enterprise Architecture
 Enterprise Architecture is between the Business and IT Strategy and the

programs and projects to be carried out
 Enterprise Architecture includes Business Architecture as well as

IT Architecture (which is IS Architecture – Information System – and Technology
Architecture)
 Enterprise Architecture guides the programs and projects

“Do the right things right”

DOWNSTREAM: Ensuring projects
can exploit the architecture’s
“standard components” or building
blocks requires each part to be
UPSTREAM: Identifying viable
described and published in an easy-
projects that help realize the
to-use, easy-to-find “catalogue like”
enterprise architecture requires a
Business format
good “map”, capable of portraying BusinessMotivation
Motivation
the overall “as is” and “to be” and
andStrategy
Strategy(goals,
(goals,
architectural landscape objective, vision,
objective, vision,
capability,
capability,etc.)
etc.)
Building
Buildingblocks,
blocks,
rules, patterns,
rules, patterns,
constraints
constraints
Transition Enterprise
Enterprise
Transition Governance
Governance Architecture
Architecture
Planning
Planning Are we still Are our target Models
moving in the architectures Models
right direction? still right?
These are the

things we Are we doing these things
should do the way we said we want This is the way
them done? things should be
architected
Project
Project
Portfolio Solution Development & Delivery
Portfolio Solution Development & Delivery
Planning
Planning Solution Development & Delivery

EA is More than Architecture
Business
Objectives,,
Vision, etc.
“Things we
should do” Building
Building
Blocks
EA Blocks
EA “Are our target
Architecture
EA “Are we still Governance architectures still Rules & std
Rules &
constructions
Roadmap moving in the right?” std
right direction?” “This is the way
“Are we doing these these things should
Things the way we said be architected”
"These are the
Things we We want them done?
Should do”
Business as Solution
Outline
Macro Design Micro Design Build Cycle Deployment
usual project
prioritization & Solution
Outline
Achieving
Planning Business
Solution
Outline
Work Streams Objectives

Therefore there are three aspects to implementing an Enterprise

Architecture
Implementing the EA
Architecture Transition Governance

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DA
Models
Organisation
Principles Transition Plan
Processes
Enterprise Tech Management Action Plan
Framework Evaluation & Selection
Enterprise Architecture Methods
 Enterprise Architecture methods provide guidelines and templates for the

definition of an Enterprise Architecture
 Templates are available for Work Products / Artifacts – most of them as

described in Architecture Methods
 Most popular Enterprise Architecture Methods

– IBM
– Zachman (www.zifa.com)
– TOGAF (www.opengroup.org)

A popular way of structuring an EA’s architecture framework: is

to adopt a simple layered approach
How the business will be ”increased focus on a ’Market

run of one’”
Logical model of Strategy ”Customer information will be

information needs integrated across all bus units”
Business
Architecture
Automated business ”applications will use
functions Information catalogue services”
architecture
Physical model of data ”some personal data may be
Component stored locally”
architecture
Hardware & software ”Business units may use

Data architecture
products local SAP servers”
IT architecture
Purpose of Sample
the layer Principle
Source: European Government Agency, 2002

And this structuring is closely followed in IBM’s EA Method

through “architecture neighbourhoods”
Business Architecture IT Architecture

Application
Business Function
Event List Model
Strategy
User Groups
Business Business Conceptual
Business Structure Architecture Enterprise
Roles and Technology
Information
Locations Framework
architecture Placement
Process
Guidelines
Identification
Component
architecture Data Stores
Process/ Logical
Data Usage Enterprise Enterprise
Data architecture
Information Technology
Model Framework
IT architecture
Principles, Policies and

Guidelines

All EAs have a “framework” – a means of organizing, managing

and communicating the architecture
http://www.capgemini.com/services/soa/ent_architecture/
The Open
Group’s
Architecture
Framework
(TOGAF),
© John A Zachman
UK
http://www.zifa.com/
© CapGemini, 2005

What is TOGAF
 TOGAF consists of the following :

– Architecture Development Method (ADM)
– Enterprise Continuum
– Resource Base
 The ADM is depicted as the ‘crop-circle’ and represents the core of the
TOGAF specification. It is a method for deriving a specific enterprise
architecture.
 The Enterprise Continuum is a model for structuring a ‘virtual repository’

of architectural assets such as patterns, models, & architecture
descriptions.
 The Resource Base is a set of ‘good practice’ resources such as

guidelines, checklists and templates provided to assist the architect when
using TOGAF ADM.

Standard TOGAF (currently Version 9)
Strategy and
Change
Change Direction
Management
Management
Processes,
Organization
Capability
Capability
Requirements
Requirements
Application,
Systems, BPMS
Planning
Prioritization
Planning
Prioritization Network
Network
Infrastructure
Infrastructure

EA Method Overview – Emphasizing Iterative Approach
Client
Proposal and Engagement Planning
Objectives
Enterprise Capabilities
Transition
Emerging
Opportunities Business Architecture
Strategic Gap Analysis
Current
Environment
IS Architecture
Technology Architecture
Governance

All EAs have a “framework” – a means of organizing, managing

and communicating the architecture
Enterprise Strategy
Business Business Strategy IT Strategy
Technology
Opportunity Availability
Strategy
Transition
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so u rce
rce N New
ew
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t e ctctu re
u re D e s ig
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ra s c tu
ruc t u re C ore sy
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t em s
De
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t i on Pla
P nn iin
l a nn ngg Up
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p gra d ee
Cu s tom er
Se rvic e Ce n tre
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m igra tin g to the ne w
d e il v ery en v iron m en t O uts
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rce
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H elp
H el de ss kk aa nd
p de nd
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h TT
I S yst em s
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C o mp c yy
en c
im ple me n tin g the vis ion Ce
Ce n nttre
re K io sks
P al n nin g/ desi gn
K ey G ro u p De c i si o n Te le m et r ys yst em s
et c
I T Co mp et ency ce nt re P oi n ts
and Soln Outline

Pla n n in g D
/ e s ig n In itia tiv e s
In fra s tr u c tu re In it iat ive s
IIn
W
ntte
W AN
e r-c
r- c o
A N (im
o mp
mp an
(i m ppe
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.)
Macro Design
O u ts o u rc in g In itia tiv e s
N ET W O RK
O u tso
Ou
n
t so u
e two
ne
u rc e
t w o rk
C o m p e te n c y Ce n t re In itia tiv e s
Ele ctr on ic
Se rv ice Delive ry
Micro Design Devt, etc.
.U
B .U
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re
tW
a
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u
o
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cu
o
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tra
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rm
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n
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N
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m
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m t
Gro
G ro u upp ITIT IIn
n fra
f ra stru
st ru c tu
t urr e En
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soou
u rce New
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Arc
A rc hhiite
t e ctu
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gnn & & IIn
nffra
ra s tru c tu
t ruc t u re C
C ore sy s tem
ore t em s
De
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n itio n
i t i on Pla
P la n n in
nn in gg Up
Up g ra d
gra de
Cu s tom er
Se rvic e Ce n tre
In iti a tive s fo c us e d o n
m igra tin g to the ne w
d e li v ery en v iron m en t O uts
O ut soou u rce
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H elp
H el p d
deeskan d
nd
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p Oth e r
O ut sour ci ng B us in ess U ni t
Esta
E st a bb li
ls
i h h TIT S yst em s
In iti a tive s fo c us e d o n Co
C o mp
mp e tent en c y
im ple me n tin g the vis ion Ce
Ce n nttre
re K io sks
P al n nin g/ desi gn
K ey G ro u p De c i si o n Te le m et r ys yst em s
et c
I T Co mp et ency ce nt re P oi n ts
Soln Outline Macro Design Micro Design Devt, etc.
Change Programs
Enterprise Capabilities
Business Architecture
IS Architecture
Technology Architecture The EA Consulting Method’s

architectural layers
Enterprise Capabilities: Linking Strategy to Architecture

(Example Amazon)
Propositions
Value
Premier Large Convenient Low Cost
Online Selection Transactions Provider
Bookseller
Sell Offer low

books pricing 3rd party
Attract online web content
people to
website
Capabilities
3rd party Capability
3rd party
search order
capability fulfillment
Web-based
search
Context
sensitive 3rd party
advertising Handle distribution
Web-based e-commerce capability
catalog Distribute
through
mail
Resources
Process Technology
Agreement Proactive
with Yahoo, Notification Book Scalable "Associates" Distribution
Excite, AOL System Database Servers IT System Contract
Information Organisation

EA Work Products guide and govern how Solution Work

Products are constructed (Same Types of Work Products)
Enterprise Architecture Reference

Corporate Strategy
Finance & Planning
Financial
Planning &
Reporting
Manage
Architectures
Labour
Human Resources Contracts
Information Systems
Purchasing & Supply
Marketing
& Sales
Technical
Operations
Flying
Operations
Customer
Service
Business
Manage
Cargo
Develop
Schedules
Manage
Agency
Sales
Develop
Products
Distribute
Products
Manage
Alliances
Perform
Base
Maintenance
(A/C)
Perform Line
Maintenance
Maintain
Components
Perform
Base
Maintenance
(contract)
Maintain
Engines
Manage
Materials
Plan
Crews
Manage
In- flight
Service
Schedule
Crews
Manage
Day-of-flight
Operations
Service
Reservations
Process
Baggage
Manage
Airport
Systems
Operations
Process
PAX at
Airports
Architecture Requirements Component

& Service
Model
Manage Manage
“EA
Aeroplane Aircraft Seat
Inventory
IT constrains Use Case

Model Architecture
Architecture and
User
Architecture
co- Context ArchOver Deployment
Diagram Units
ordinates Diagram
the
Market Business Plans Insured Party Sponsoring OrganizationProspects
POLICY
Insured Objects Policy Insurance Product Policy Financials

Info
Claim Objects
Claimant Claim
Service Providers Producer Producer Compensation
Business Partners
construction
Third Parties External Agencies Legal & Recovery Actions
Training, Education, Advice
Inquiries
Data Non-fnRqts
Application
Application Architecture
Architecture
Architecture
Architecture
of IT based Operational
Model
business
Technology systems”
Architecture
Viability

Enterprise Architecture – Business View

Example Business Context

Recap: Approach for SOA
Step 1: Break down your business into components

• Decide what is strategically important, and what is just
operations in the value chain domains
Business • Analyze the different KPIs attached to these components
Components • Prioritize and scope your transformation projects
(CBM)
Step 2: Define a Service Model
• Identify your services based on your business components
• Specify the services and components accordingly
Service • Make SOA realization decisions based on architectural
Modeling decisions
(SOMA)
Step 3: Implement a Service Model
• Develop a service-oriented architecture to support the
Componentized Business
SOA • Implement service based scoping policy for projects
Realization • Implement appropriate governance mechanism
Business-Aligned IT Architecture

Component Business Model (CBM) – Definition (1)
Columns are Business

A Business Component is a part of Competencies, defined as large
an enterprise that has the potential business areas with characteristic
to operate autonomously, for skills and capabilities, for example,
example, as a separate company, or product development or supply
as part of another company. chain.
Business New Business Relationship Servicing & Product Financial Control

Administration Development Management Sales Fulfillment and Accounting
Business Account Fulfillment Portfolio

An Operational Level characterizes Direct
Planning
Sector Planning
Planning
Sales Planning
Planning Planning
the scope of decision making. The Sector Relationship

Business Unit Compliance
Management Management
three levels used in CBM are direct, Control
Tracking
Sales Fulfillment
Management Planning
control and execute. Staff Appraisals
Product Credit Reconciliation
Management Assessment
 Direct is about strategy, overall
direction and policy. Product
Directory Sales
Product
Staff Fulfillment Customer
 Control is about monitoring, Administration Accounts
Credit
managing exceptions and tactical Execute
Administration Customer
Dialogue
Marketing
decision making Production
Campaigns
Document
Management General
 Execute is about doing the work Administration Contact

Routing
Ledger

CBM – Definition (2): The building block of a component

business model is a ‘business component’
A component is a business in microcosm. It has activities, resources, applications,
infrastructure. It has a governance model. It provides goods and services (business
services)
Business Component Elements
Business Component
Business Purpose
Component Governance
Business Services
Activities Each business
component has
business services
which form the
Resources interfaces to other
business
Applications
Each business component components
has differentiated capabilities Infrastructure
Each business component

defines and decides on the use Each business component has a
of all resources needed to governance structure within which it
perform the defined activities manages its activities

Domain Decomposition– Component Business Modeling for

JKE
Financial
Business New Business Relationship Servicing & Product
Control and Target
Administration Development Management Sales Fulfillment
Accounting Competency
Base
Business Fulfillment Competitive
Directing Sector Planning Account Planning Sales Planning Portfolio Planning
Planning Planning Differentiated
Sector Relationship
Control- Tracking Sales Fulfillment
ling Management Monitoring
Product Credit
Reconciliation
Staff Appraisals Management Assessment
Account
Product Directory Product
Administration Sales Customer
Fulfillment
Product Accounts
Administration Credit
Executing Customer
Administration
Purchasing Marketing Service
Document
Campaigns General
Management
Branch/Store Ledger
Collections
Operations

Domain Decomposition– Component Business Modeling for

JKE
Financial
Control and
Administration Development Management Sales Fulfillment Target
Accounting Competency
Base
Business Fulfillment Competitive
Directing Sector Planning Account Planning Sales Planning Portfolio Planning
Planning
M L M L M L M L Planning
M L L M
Differentiated
Cost control
Sector
opportunity Relationship
Management Management L M Investment
Control- Tracking M L M L Sales Fulfillment
M L Review
ling Management Monitoring
Product Credit Contribution
Reconciliation
StaffMAppraisals
L Management
M L Assessment
M L
H L M L
M L Cost
Revenue/Profit (H, M, or L)
improvement
Account opportunity
Product Directory Product
Administration
L H L L Sales Customer
Fulfillment
Cost control M L H
HL
H
Accounts
Product opportunity “Hot”
Administration
M L Credit M M Component
Executing Customer
Administration
Purchasing Marketing Service
H M
M H Document
Campaigns CostGeneral
control
Management
Branch/Store Ledger
opportunity
M L M H Collections
Operations
L L M L L H L M

CBM and IT Systems Coverage for JKE

Financial
Control and
Administration Development Management Sales Fulfillment
Accounting
Siebel
Remote Sales Target
Competency
Business Fulfillment
Directing Planning
Sector Planning Account Planning Sales Planning
Planning
Portfolio Planning Base
Competitive
M L M L M L M L M L
L M Differentiated
Sector Relationship Compliance
Business Unit
Tracking
Control- Sales Fulfillment
Management Monitoring Investment
ling
L M
M L M L
M L Review
Product Credit Reconciliation
Staff Appraisals Management Assessment Contribution
M L M L M L H L M L M L
Cost
(H, M, or L)
gaps
Account
Administration Product Directory over- Product “Hot”
L H L L
extension Sales
Fulfillment Customer Component
M L HL
Accounts
Product H M Customer ODS
Administration Credit Ordering /
Executing M L
Administration Customer M M
Billing
Service
Purchasing Marketing
M H Document
H Campaigns
duplication
M
Management General
Branch/Store Ledger
Collections
Operations
L L
M L M H
M L L H L M
Risk management Collections AR

Marketing SAP

Key Performance Indicators for JKE
– Account Administration
Automate the manual tasks for creating and administering
accounts
Decrease cost of account activation by 50%
– Credit Administration
Design and build optimized services to support converged
organization
Negotiate better prices with our vendors taking advantage of our
combined size
Decrease negotiated cost (Vendor volume discounts) of credit
report retrieval by 20%
Automate 75% of all credit report retrievals
Implement consistent business rules to manage risk
Decrease number of credit report retrievals by 10%
– …

Business Goals and Key Performance Indicators
Business Goals
Key Performance Indicators
 Key Performance Indicators (KPIs) are used to define a metric (simple or

composed measurable unit) that measures of much the service
implementation fulfills the initial requirements (business goal)
 Each Business Goal that is going to be realized with a specific service
implementation should have an associated KPI.

Dynamic Infrastructure –
Cloud Computing

What is Cloud Computing?
A user experience and a business model

 Cloud computing is an emerging style of IT delivery in which applications, data, and IT
resources are rapidly provisioned and provided as standardized offerings to users
over the web in a flexible pricing model.
An infrastructure management and services delivery methodology
 Cloud computing is a way of managing large numbers of highly virtualized resources
such that, from a management perspective, they resemble a single large resource.
This can then be used to deliver services with elastic scaling.
Service Consumers
Datacenter
Monitor & Manage Infrastructure Access
Services & Resources Services
IT Cloud
Component Vendors/
Service Catalog, Software Publishers
Component
Cloud Library
Administrator Publish & Update
Components,
Service Templates

Cloud-onomics
CLOUD COMPUTING
VIRTUALIZATION
+ STANDARDIZATION
+ AUTOMATION
= Cost
Flexibility
…leveraging virtualization, standardization and automation

to free up operational budget for new investment.

Major Factors Driving Cloud-onomics

Infrastructure Leverage
Virtualization of Drives lower capital

Hardware requirements
Virtualized environments
Utilization of only get benefits of scale
Infrastructure if they are highly utilized
Take repeatable tasks and

Labor Leverage
Automation of
Management automate
More complexity = less

Standardization of automation possible =
Workloads people needed

The key ingredients of Cloud Computing
Significantly
High Quality User Changes in Changes in Improved Supply
Experience Consumption Delivery Economics
 User provisioned  Standardized offerings
 Easy access to  Self service model

 Tiered, flexible pricing
 Virtualized and automated
 Lower
“best in class” operating
functions costs via
Cloud Services
 Flexibility and standards and
choice automation
 Lower costs Compute Storage Network
 Improved
 Enhanced capital
security and Enabling Technology
efficiency
reliability  Rapid, flexible
 Rapidly Enabled by dynamic Infrastructure services
Provisioned enhancements
 Open, standards-based
 Common components and
processes
 Elastic scaling and fault recovery
Cloud Computing Delivery Models
Flexible Delivery Models
Public … Private …
•Service provider owned and •Privately owned and
managed. Cloud Services managed.
•Access by subscription. •Access limited to client
•Delivers select set of and its partner network.
standardized business process, Cloud Computing •Drives efficiency,
application and/or Model standardization and best
infrastructure services on a practices while retaining
flexible price per use basis. greater customization and
Hybrid …
control
•Access to client, partner
network, and third party
resources
.…Standardization, capital .… Customization, efficiency,
preservation, flexibility and availability, resiliency, security
time to deploy and privacy
ORGANIZATION CULTURE GOVERNANCE

Cloud Computing Deployments and Services Models
Public Clouds
(provider - Internet)
Private Clouds Hybrid Clouds
(data center - Intranet) (public and private)
Services
Applications, Processes and Information as a service
Software platforms as a service

(optimized middleware – application servers,
database servers, portal servers, etc.)
Infrastructure as a service
(virtualized servers, storage, networking)
Lifecycle of a Cloud Service

Service Offering
Subscription & Manual or
Instantiation
Autonomic
•Select Service, specify Execution of
parameters and SLA’s Subscriber Management
•Automatically instantiate (e.g. Line of
i pt ion & Plans
the Service Business) scr on
Sub tantiati Pr leveraging
Ins od Automation
Service uc Administrator / and
Offering tio SLM
Virtualization
Creation & n
ring
Registration
Ensure SLA
•Define Service Offe Conformance
based on
Template and Service Catalog Cloud
Manager
register it in the Service
Te
Catalog
rm
n
Service
i
itio
n atio
Instance
n
Termination
fi
n
De
Destroy
Service and
Subscriber free up
Service Template System z Ensemble Power Ensemble System x Ensemble (e.g. Line of
Business)
resources
Definition
Management
Management
Management
LPAR / VM
LPAR / VM
LPAR / VM
IBM / ISV /
App
App
App
App
App
App
App
App
App
App
App
App
… … …
IT Dept
•Create Build- and OS OS OS OS OS OS
Management Virtualizers (e.g. z/VM) Virtualizers (e.g. PHYP) Virtualizers (e.g. Xen)
Plans for Service Ensemble Hardware Ensemble Hardware Ensemble Hardware
50 Individual Servers Storage Ensembles © 2010 IBM Corporation

Architectural Model for Cloud Computing
Service Request & IT Infrastructure & Application Service

Operations Provider Creation & Deployment
Service Management Virtual Image

End User Management
Requests User Request Management/Self Service Portal
& Operators
Service Lifecycle Management
Provisioning Design
Image Lifecycle Performance Availability/Backup/
Management /Usage Management Restore & Build
Accounting
Security: Identity, Access, Integrity, Non-Traditional License
IT Asset Management
Isolation, Audit & Compliance Management
Image Library
(Store)
Service Oriented Architecture Information Architecture
… Optimized Middleware
(image deployment, integrated security, workload mgmt., high-availability)
Deployment
Service Catalog Virtualized Infrastructure

Request UI Virtual Resources & Aggregations Operational
Operational UI Server Virt. Storage Virt. Network Virt. Lifecycle
of Images
System Resources
SMP Servers Blades Storage Servers Storage Network Hardware

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Dr.

© 2010 IBM Corporation

I. Positioning Enterprise Architecture (EA)

II. Enterprise Architecture – Main Aspects

III. Enterprise Architecture Methods

IV. Dynamic Infrastructure – Cloud Computing

2 © 2010 IBM Corporation

Recap: Aligning Strategy with Business and IT Execution

3 © 2010 IBM Corporation

Positioning Enterprise Architecture (EA)

4 © 2010 IBM Corporation

Why “Enterprise Architecture”

 EA is helping enterprises do the right things right

 EA is a holistic approach to the control and co-ordination of IT based

5 © 2010 IBM Corporation

Winchester House Syndrome

Yesterday’s management approaches are not working in today’s complex and

Does it meet business objectives?

It can be a challenge to ensure IT based business solutions

If you do not know where

Business Operating Environment

7 © 2010 IBM Corporation

Enterprise Architecture provides the vital linkages between

EA tells the organization

Business Operating Environment

8 © 2010 IBM Corporation

Enterprise Architecture embraces both Business and IT

Business Operating Environment

IT Solutions System Architecture

9 © 2010 IBM Corporation

Bridging the Gap Between Strategy and Delivery

Accounting Knits Yarn

Soln Outline I n fr a s tru c tu re

Macro Design Micro Design

Soln Outline Macro Design Micro Design Devt, etc.

10 © 2010 IBM Corporation

Definition “Enterprise Architecture”

“The EA discipline defines and maintains

11 © 2010 IBM Corporation

Enterprise Architecture vs. Solution Architecture

Enterprise Architecture is the formal organization (design or layout) of the

Solution architecture aims to address specific problems and requirements,

12 © 2010 IBM Corporation

So we recognise two different types of IT Architect…

 …Are responsible for ensuring the design of IT based business solutions

 …Are responsible for ensuring an IT Organisation approaches the

13 © 2010 IBM Corporation

Enterprise Architecture Defined

Strategy  Define the enterprise strategy, goals

 High-level business process blueprint

 Implementation of the business

 Infrastructure that supports the

14 © 2010 IBM Corporation14

EA provides a context and guidance, keeping everyone “on the

Project P P Infra. Proj

15 © 2010 IBM Corporation

Benefits (1): Analyze the Linkage Between Technology and

“If we change our

16 © 2010 IBM Corporation

Benefits (2): Analyze Change to Processes…

17 © 2010 IBM Corporation

Enterprise Architecture – Main Aspects

18 © 2010 IBM Corporation

Main aspects of an Enterprise Architecture