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VOLUME 13 ISSUE 3 magazine

ENTERPRISE ARCHITECTURE
IN A
CONNECTED WORLD
Enterprise Architecture for the Internet of Things
The Internet of Things: A Product, Solution or
Concept for Enterprise Architects
Humanizing Enterprise Architecture Through
Information Governance

PUBLISHER
Nikki Glaser
EDITOR-IN-CHIEF
George S. Paras
MANAGING EDITOR
Holt Hackney
CONTRIBUTING WRITER
Monte Rummer
ART DIRECTION & DESIGN
The Roberts Group
Architecture & Governance
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Building V, Suite 101
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are subject to change without notice.
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THIS ISSUE 2  From the Editor  3  Enterprise Architecture for the Internet of Things  7  The Internet of Things: A
Product, Solution or Concept for Enterprise Architects  9  A&G Calendar 10  Humanizing Enterprise
Architecture Through Information Governance
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FROM THE EDITOR
Striking a Balance
BY GEORGE S. PARAS
T he Internet of Things (IoT) is not new. It has been
around, at least conceptually, for more than a de-
cade. So, that new car smell has faded.
Even so, it remains transformational, especially
when considering its impact on the enterprise. So,
you’ll forgive us if we give IoT its due in the pages of Ar-
chitecture & Governance Magazine every now and then.
This issue begins with a smart piece written by Mats
Samuelsson, which highlights the importance of em-
bracing a completely new enterprise, business and systems architectures—
moving beyond Internet and current enterprise architectures.
We follow that up with an article, “The IoT: A Product, Solution or
Concept for Enterprise Architects,” from our newly announced contributing
writer Monte Rummer. On the strength of the more than half dozen articles
that Rummer has written for this magazine, we thought it was high time we
made it official—we appreciate his commitment.
Last, but not least, there’s Yaacov Cohen’s piece, “Humanizing Enterprise
Architecture through Information Governance.” Cohen advocates “making
the right thing to do the easy thing to do,” and goes on to offer suggestions
for achieving this.
We hope you enjoy this issue, and we’ll continue to seek out the balance
between what is too much and too little editorial treatment of the IoT.
On a different note, I encourage you to check out the new Architecture
& Governance Magazine website at http://www.architectureandgovernance.
com/.
At last, we have an exemplary companion to the magazine, replete with
an archive of all past articles in the magazine as well as a blog for more short-
form editorial work. As always, we encourage you to let our managing editor,
Holt Hackney, know if there is a topic you would like to write about for the
magazine, or the blog. Please contact him at hhackney@hackneypublications.
com.  A&G
GEORGE S. PARAS is editor-in-chief of A&G and an EA mentor at EAdirections. Read
his blog at eadirections.com.
2
ENTERPRISE
ARCHITECTURE FOR THE
INTERNET
OF THINGS
By Mats Samuelsson
ABSTRACT
Introduction of the Internet of Things in a company re-
quires a completely new enterprise, business, and systems
architectures. This article describes what IoT is, how it
differs from Internet and current enterprise architectures
and what new enterprise architectures (systems, techni-
cal, operational, and business) for IoT will look like.
I t is an understatement to say that the introduction of
the Internet required major changes in enterprise ar-
chitectures. IT was suddenly not only managing internal
applications but had to take on an external-facing web
access function which grew over time from providing
basic information to being fully integrated with enter-
prise functions like marketing, sales, support, logistics,
production, documentation, and engineering. As orga-
nizations started to take advantage of evolving Internet
capabilities, new functions and structures evolved over
time. CIOs, webmasters, and SEOs suddenly became
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critical to the enterprise, and as web and mobile ap-
plications spread, so did the substantial operational IT
headaches of keeping everything fully tested, functional,
and operational.
The final addition is security, which is now taxing all
web-based IT systems, forcing the establishment of spe-
cial security architectures enforcing data security as well
as operational integrity. The enterprise architecture for
the Internet is still evolving with new approaches like
micro-services introduced to address operations, scal-
ability, and security.
With the Internet of Things (IoT), we leave the
“simple” world where corporations, enterprise archi-
tectures, and organizations “only” have to worry about
evolving web-based applications available through web
browsers or mobile applications using HTML5 and
APIs (application programming interfaces). Internet of
Things suddenly introduces a new type of product to the
business. This is the connected product that at regular
or nonregular intervals communicates with new types
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ENTERPRISE ARCHITECTURE FOR THE INTERNET OF THINGS
A&G

of web servers—IoT servers—using

local and Internet connectivity.
The concept of the Internet of Enterprise Architecture graduate
Things evolved from the idea that
with increasing processing power
programs—online
and connectivity (LAN, cellular,
Wi-Fi, Bluetooth, ZigBee, 6LoW-
PAN) available at low cost (less
than $10 and often less than $5)
and packaged as complete “System
on a Chip” (SOC), it suddenly be-
came possible to connect millions
of everyday products to the Internet
providing new product capabilities
that this connectivity allows.
Today we are starting to hear
about “smart products”—smart
cars, smart appliances, smart de-
vices, smart toys, smart machines,
smart transportation, smart cities,
smart homes—in a new way, mean-
ing that these products are con- Degrees shaped by EA industry leaders and offered 100%
nected products that interact with online for professionals:
applications and services provided
by the companies that provide the • Master of Professional Studies in
products. Enterprise Architecture
Needless to say, this opens up
a world of new opportunities for • Graduate Certificate in Enterprise
product companies to differentiate Architecture
and add value to existing and new
• Graduate Certificate in Enterprise
product. Internet of Things, with
Information and Security
the promise it provides, is today
where the Internet as we know it Technology Architecture
was in 1995. This also means that
just as enterprise architectures were
unprepared for the Internet then, Take the next step:
the same can be said about the worldcampus.psu.edu/ea
coming Internet of Things today.
U.Ed. OUT 18-WC-0588/sms/smb
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ENTERPRISE ARCHITECTURE FOR THE INTERNET OF THINGS
A&G
FOUR KEY PARTS TO IoT
So, what are these challenges? The Internet of Things
introduces new systems and devices that have to be
managed by IT and organizations not currently existing.
The four key parts to IoT are: things (products), con-
nectivity, IoT servers, and applications.
Foremost of these are the things—products that are
the first key part of IoT—that now suddenly appear as
something that the company has to manage.
At the beginning of the Internet, companies some-
times had to worry about browsers, but there was never
a need to manage PCs. In more recent times, mobile app
and phone compatibility required attention, although
that is becoming easier with time.
In the Internet of Things world, a company now
also has to take responsibility that its connected things
(products) are really connected through the Internet to
company servers (more about this later). This is kind of
the equivalent to what a mobile operator does in making
sure that all cell phones that it serves can actually con-
nect to its mobile network. With IoT products connect-
ed through a variety of access methods, suddenly a new
organizational responsibility arises within the enterprise
architecture, that of making sure that hundreds, thou-
sands, or millions of products are actually connected or
can be reached by company IoT servers. With mobile
operators, this connectivity is managed in what is called
a Network Operations Center (NOC). In the Internet
of Things world, each company needs to establish an
IoT NOC managing connectivity—the second key
part of IoT.
In the IoT world, products do not just connect with
a web server speaking HTML5 or APIs. Each company
decides which protocol and language will be used, and
connectivity is to a highly specialized IoT server—the
third key part of IoT. This server does not host applica-
tions but acts as an intermediary that provides four basic
functions: device management and provisioning; data
collection, processing, and normalization; application
enablement and development support; and network
data service and subscriber management.
In addition, many IoT servers provide functions
like database and storage as well as security manage-
ment, something we know is critical in today’s world.
The world of IoT servers is today what the world of web
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Internet of Things
suddenly introduces
a new type of
product to the
business. This is the
connected product
that at regular or nonregular intervals
communicates with new types of web
servers—IoT servers—using local and
Internet connectivity.
servers were in 1995 before the standardization of two
basic implementations (Apache and IIS). Today there
are more than 25 companies offering IoT servers as
enterprise software, cloud software, or as a service. Se-
lecting the right IoT server is a challenging proposition
since no market leader has emerged.
Furthermore, IoT servers require setup and ongo-
ing operation, and most important, knowledge about
how to program all core functions as well as setting up
interfaces with IoT applications and how to interact.
Differing from a web server, which is basically a flat file
system with database interfaces, an IoT server is a rather
complex system that requires trained personnel to man-
age and operate. That this system needs to be integrated
with all other functions of IoT is a given, so enterprise
architectures have to be created and modified to support
this new function and capitalize on the business and op-
erational opportunities it offers.
The fourth key part of IoT—applications—finally
brings some good news into the picture in that it does
not introduce any new components to the enterprise
architecture but rather reuses the existing Internet ap-
plication parts: web server, Internet and web browsers,
and phone applications. However, this does not mean
that existing organizations and architectures will suffice
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ENTERPRISE ARCHITECTURE FOR THE INTERNET OF THINGS
A&G
Figure 1: Internet of Things
IoT
Influence
User Product/Service
New Engagement Experience
IoT Sales
Influence
New
Things
IoT (Products)
New IT
New
as they are. They have to be adapted so that they can
serve the even broader set of external and internal appli-
cations developed as part of the new Internet of Things
business opportunities and operations enterprise.
As pictured in figure 1, the Internet of Things will
present substantial challenges to existing enterprise ar-
chitectures and will require the development and cre-
ation of new IT systems and organizations as well as new
evolving enterprise architectures. It would be a mistake
to believe that existing IT and organizational archi-
tectures will be able to support IoT. Examples like IoT
NOCs, new IoT servers, and a whole new IoT applica-
tions world requires the creation of specific IoT enter-
prise architectures.
Connected IoT products suddenly allow for in-depth
understanding of how products are used, new ways of
interacting with users and customers throughout the
product life cycle, and the ability to collect and deliver
massive amounts of product data and information. Capi-
talizing on this, enterprise architectures will evolve to
support areas such as user engagement, product/service
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General Management
Finance
Product Data/ Product Life Cycle
Analytics Customization Services
Service Manufacturing Marketing
IoT Product & Application Development)
Connectivity IoT Server Applications
IoT & Web Servers
IoT NOC (Network Operations Center))
experience, product data/analytics, product customiza-
tion, and life cycle service. Other areas affected will
be R&D (now capitalizing on direct usage feedback),
manufacturing (customized products), marketing (prod-
uct/channel knowledge based), service (connectivity
based), sales (usage-based sales pitch), and even finance
(new revenue streams) and general management (better
information). When we look back 10 years from now,
IoT will have had an even more profound impact on
enterprise architectures than the Internet did. A&G
MATS SAMUELSSON is the general manager of
IoTgnosis, www.iotgnosis.com, a firm offering
insights, advice, and training to companies getting
started or implementing IoT in their businesses. He
is a practitioner who has spent years with startups in
Boston as well as Silicon Valley and has worked for
corporations such as Motorola and AT&T. His specialty is
to look at how organizational structures and skills have
to be adjusted in order to support changing business
conditions.
6
 THE INTERNET OF THINGS:
A Product, Solution or Concept for
Enterprise Architects
By Monte Rummer

E very IT professional who has been in the industry loves new technol-
ogy and new capabilities. IT professionals enjoy examining a way that a
problem has been solved and find new and even better ways of solving it. But
all of us have also been there more times than we would like in a meeting
with IT leaders and they make a statement such as “We need to develop a
cloud strategy” or, worse, “One of our goals this year is to implement cloud.”
As much as the sound of that excites
us, we quickly get the feeling that, if
the train we are on hasn’t gone off the
tracks yet, it definitely will now. We
get this feeling because we know we
are going to introduce this technol-
ogy for the wrong reasons, even if we
might actually benefit from it.
Cloud is not a goal; it’s at best a
concept of rendering services but usu-
ally is used as an ambiguous market-
ing term for what IT organizations
have done for many years already.
The cloud market has brought us
newer and innovative services. How-
ever, services is the key word here and
is one that I use in almost every arti-
cle or architectural work I do for com-
panies. Everything should be thought
of as a service. Every time we hear
the word cloud, we should transpose
the word to IaaS, PaaS, SaaS, XaaS,
etc. Again, services are not a strategy.
IT goals will consume services. And
without that understanding, the ser-
vices will consume us.
In the last few years, the concept
of the Internet of Things (IoT) has emerged and has entered the hype cycle.
Cloud, as ambiguous as it is, did bring about an evolution in the method of
service consumption. The key words here are evolution and method where
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THE INTERNET OF THINGS: A PRODUCT, SOLUTION OR CONCEPT FOR ENTERPRISE ARCHITECTS
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we have services that we have used for decades and
changed the way we use and consume them.
The concept of IoT is much more ambiguous than
the term cloud ever was. IoT is nothing more than a
grouping of entities which, through a network, we can
control and/or collect information from them. This is
nothing new. For years we have used ATMs, gas pumps,
aircraft, maritime ships, cell phones, satellites, power
grids, etc. All of these are examples of large numbers of
entities that companies control and collect data from
across the Internet. I think what IoT was meant to do
was to make the concept more mainstream and provide
capabilities and benefits for other industries that are not
already using it.
Both cloud and now IoT make enterprise architec-
ture more valuable and important than ever before. EA
provides many benefits, but it can be broken down, for
this article, to providing services that align with the goals
of the business in an efficient and predictable manner.
Virtualization is a great example that every company
can relate to. The IT goals could have been to reduce
costs, which a subgoal would be to reduce the amount
of physical hardware. There are two acceptable ways of
reducing hardware: rationalization and virtualization.
Then a good architect would ask, what solutions are
available that would allow us to virtualize? We would
then conclude that we would use a hypervisor, which
in turn would lead us to start researching what hyper-
visor technologies are available that would fit our re-
quirements. The important concept, no matter what EA
methodology is used, is the thought process of starting
with the business goals and needs and translating those
into IT goals. Then we have an abundance of services
that we can use to meet those goals, so our job is then to
refine the requirements and find the services and solu-
tions that best fit the goals. Too many times the exact
opposite happens.
A good example of a common failure of EA is anti-
virus software within companies. Every company knows
it should have an antivirus solution, but does it know
why and what goals it maps back to? The IT goal should
be, first, to detect a virus that is present, and second, to
respond to it. How many companies implement a solu-
tion but forget about a requirement of notification that a
virus has been found? The result is that we have compa-
nies that have viruses in their enterprise, which the AV
solution is remediating, yet they are unaware that they
have a major issue. They forgot the requirement of situ-
ation awareness through some form of notification and
departmental response.
IoT is more of a concept or capabilities than some-
thing tangible at this point, in relation to EA. But this
could be extremely important and, if thought of in EA
terms, can provide greater services. In one of my previ-
ous articles, I proposed that the most valuable commod-
ity a business owns is its data. Aircraft used by airlines is
a great example of the value of data and the concept of
IoT. For years, aircraft engine manufacturers have added
hundreds of sensors to their products. These, in turn, can
communicate to the aircraft systems, providing a vast
amount of data. If a fault is detected, the aircraft will
send a message, ACARS, to the airline’s maintenance
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EA architects can use the IoT concepts to help meet business goals

or to provide them with new capabilities. We can even apply IoT to

everything as a service concept. As we look at everything IT does

and provides as a service, and each service is an object with service

attributes, we can use the IoT concept to begin to collect and analyze

the data associated with those attributes.

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THE INTERNET OF THINGS: A PRODUCT, SOLUTION OR CONCEPT FOR ENTERPRISE ARCHITECTS
A&G
department, which will evaluate the problem and some-
times contact the pilots in flight to help them with an
issue and/or have parts waiting for the aircraft before it
lands at its destination. All of this data is also used by
the airlines to compute the best ways to conserve fuels
and even predict failures.
EA architects can use the IoT concepts to help meet
business goals or to provide them with new capabilities.
We can even apply IoT to everything as a service con-
cept. As we look at everything IT does and provides as
a service, and each service is an object with service at-
tributes, we can use the IoT concept to begin to collect
and analyze the data associated with those attributes. In
a big data concept, we can take all the data and begin
to correlate many different points of data and data types
to make our services more predictable and thus increase
quality.
There are efforts to put standards around the IoT
concepts and community. This seemed to work when
NIST defined the five tenets of cloud services, which
took some of the ambiguity out of the term cloud. The
biggest benefit from the NIST standard was to make
standard as to what the IT community should consider a
cloud service. Even if a service only met four out of five,
it was still a positive step toward making sense of the
cloud concept and market.
In relation to IoT, this will prove to be much more
challenging. Cloud is very specific as compared to IoT as
far as industry applications. Communication standards,
for example, would be an issue across different industries.
As in the aircraft example, aircraft already communicate
with the airline departments via an industry-accepted
A&G CALENDAR
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October 17–19, 2017
San Antonio
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May 8–9, 2018
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protocol and media, which is radio. It’s highly unlikely
that airlines would change, and they would not have an
incentive to. And since the airline industry already has
a standard, then why would it change?
In the end, as new concepts like IoT are introduced,
they are in fact good concepts. Some do not always
translate into products, and some may or may not be-
come services. Some, however, can be evolved into EA
concepts that can provide great benefit. Again, they are
just solutions to problems to be solved. They can pro-
vide new capabilities that IT and EA personnel should
be able to identify and convey in business terms to the
business leaders. As always, know the business require-
ments and always make them the center of what we do.
Understand what the capabilities IT solutions provide
and, above all, make sure that when a solution is select-
ed that it’s tied to and meets a business requirement, not
the opposite. A&G
MONTE RUMMER has been
in the IT industry for more
than 25 years. Currently, he
is senior engineering advisor
for CSRA. Rummer is also
working on his PhD in IT
concentrating in global IT,
EA, and service management
theory. He can be reached at
mrummer@gmail.com.
Gartner Enterprise Architecture &
Technology Innovation Summit
June 11–12, 2018
National Harbor, MD
http://www.gartner.com/events/na/enterprise-architecture
Forrester Digital Transformation Europe 2018
June 14–15, 2018
London
https://go.forrester.com/events/forums/digital/
 HUMANIZING
Enterprise Architecture
Through Information Governance
By Yaacov Cohen
“E nterprise architecture (EA) succeeds when en-
terprises are treated as complex systems that are
constantly changing and adapting,” according to Ken
Griesi, a leading practitioner and thought leader in the
field. While EA has made major strides to keep up with
the latest tech and increasingly connected work envi-
ronments, it has failed to keep up with business’s most
valuable, but most liable asset—its human capital.
Studies show that workers in an average enterprise
use upwards of 900 cloud services to get work done. As
a result, information workers are overwhelmed and dis-
tracted by too many apps that deliver a disconnected
experience. Even worse, because it’s so easy to sign up
for cloud services today, sensitive business information
is spread across multiple apps—whether sanctioned by
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IT or not—and is getting increasingly harder to keep
track of.
This poses a real threat to organizational compli-
ance, and it’s not exclusive to smaller companies with
less stringent IT policies. For example, Scottrade was
fined $2.6 million in 2015 because it could not produce
important e-mails for an audit. Multinational bank Bar-
clays faced a $3.75 million lawsuit in 2013 over its al-
leged decade-long failure to properly keep electronic
records, e-mails, and instant messages. And the list of
companies that fail to track critical information is larger
than you’d think.
It’s clear that businesses can’t succeed if their em-
ployees are forced to work in an enterprise environment
that makes it difficult to embrace proper record-keeping.
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HUMANIZING ENTERPRISE ARCHITECTURE THROUGH INFORMATION GOVERNANCE
A&G
When it comes to information
governance, the best rule of thumb
is to make the right thing to do
the easy thing to do—and build it
into your organization’s enterprise
architecture.
However, in today’s noisy, always-on work reality, peo-
ple will use whatever tools and processes they need to
get work done fast. The only realistic way to mitigate
associated risks and improve compliance is for organiza-
tions to put people back at the center of their enterprise
architecture.
Because human error is a given in any business, in-
formation governance and compliance comes down to
making the right thing to do the easy thing to do. You
can have the best IT policies and procedures in place,
but if they’re not easy to follow, they’re useless.
Take e-mail for example—our most used business
application. With the sheer amount of e-mails workers
receive on a daily basis, potentially millions of e-mails in
a given company each year meet business record criteria.
Companies have a legal obligation to classify, store, and
retrieve these records on demand, especially in highly
regulated industries such as healthcare and financial ser-
vices. However, 63 percent of information governance
professionals report that their organizations face chal-
lenges with these procedures.
Additionally, 47 percent of information governance
professionals pointed to their organization’s inability to
find e-mails when they need to, while 21 percent cited
difficulty getting e-mails and documents easily into their
system of record, followed by challenges with defining
content groups and classifying the e-mails appropriately.
So, information workers are wasting valuable time sift-
ing through an abundance of e-mails and unorganized
files from numerous cloud services, while the opportuni-
ty to lose or incorrectly file critical information grows—
a lose-lose situation.
To avoid this, businesses need to first take stock of all
the devices and services their workers are already using
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(including any cloud-based apps that employees may
have signed up for on their own) because simply telling
workers which devices and services they can use is rarely
successful. Second, it’s necessary to take into account
employees’ existing work patterns, as workers will tend
to resist having to learn a new user experience or follow
a new protocol. For example, since most workers spend
the majority of their time in e-mail and documents, e-
mail and document apps should be acknowledged as the
main “attention anchors,” and all information should be
delivered, or at least accessible, there. The most effec-
tive way to do this is to automate the process to ensure
documents are classified and saved correctly without
workers having to give it too much thought.
The best way to achieve this, and bring the hu-
man back to the center of the enterprise architecture,
is through an idea called topic computing. Through this
approach, information is automatically organized and
delivered by topic—the way the human brain works—
so workers can stay focused on the task at hand, rather
than blindly searching for hard-to-find information or
losing it in the shuffle. The concept is to fully unify dis-
connected information from multiple cloud services by
topic within employees’ primary work interface—e-mail.
The benefits of this human-centric approach are two-
fold. Organizations can rest assured that their workers
are indexing all e-mails and documents accurately and
completely. They can find and retrieve e-mail messages,
documents, and records for discovery, audits, and com-
pliance requirements at any time to avoid catastrophic
legal and financial implications. For information work-
ers, this eliminates an extra step and room for error,
making it effortless to comply with e-mail and document
retention policies so they can focus on what’s most im-
portant to them: their clients and projects.
When it comes to information governance, the best
rule of thumb is to make the right thing to do the easy
thing to do—and build it into your organization’s enter-
prise architecture. After all, we’re only human. A&G
YAACOV COHEN is co-founder and CEO of harmon.ie.
He is a driving force for humanizing technology, working
with executives and IT specialists to enable value-based
collaboration initiatives within their organizations.
11