Enterprise Architecture Introduction

Why Enterprise Architecture

- aligning Business with IT

11.5.16

 with the intent of avoiding chaos

and even if an individual

house is well architected, if
each house is different
(e.g. different electricity
voltage, water pressure)
then the city will not
work

11.5.16

Benefits with Enterprise Architecture

Align business and IT objectives and resources
Efficient decision-making through established principles,
models, standards, and processes
Improve communication, prioritization, and governance of
initiatives
Increase time-to-market by reducing lead time for installing
and testing technology (have the technology ready before it is
needed)
Simplify integration problems through compliance with
architecture
Reduce costs by retiring duplicative or outdated assets
Provide a foundation for skills development
Follow an established roadmap for infrastructure development

11.5.16

Following phases are defined for the Enterprise

Architecture evolvement

Introduction

Input

in
Pr

les
p
i
c
rg
Ta

EA Definition
Goals
Structure
Layers
Roles
Governance
Deliverables
Measurements

11.5.16

Problem Statement
architecture
business
application
information
technology
infrastructure
governance
processes

n
sio
i
tV

Principles
what it is
how to define
what it defines

Roadmap

Perspective
Architectural changes
Business changes
Organization
EA realization

Target Vision
common understanding
definition of architecture
architectural framework
to be architecture
ownership of HBG EA

Enterprise Architecture Definition

11.5.16

.there are several here is one

EA enables:

Alignment between Business and IT

Governance

Transition

Realisation of Business and IT

Strategies

An IBM study
agreed a definition
that balances EAs
upstream and
downstream
values

EA provides
reference
material in
many forms

The EA discipline defines and maintains

the architecture models, governance and
transition initiatives needed to effectively
co-ordinate semi-autonomous groups
towards common business and/or IT goals.
goals.

EA works at
many levels

11.5.16

EA ensures the
architecture is
maintained and used

EA can
address the
business and
IT domains

EA is not just
passive or
reactive, it is
proactive

Two important aspects of Enterprise Architecture

upstream (doing the right things) and downstream (doing things right)
good
navigation

Upstream: Doing the right things

Identifying, funding & resourcing the most important programmes, in line
with the business strategy and within the investment budget, in the right
sequence, and with effective programme management and control.

Downstream: Doing things right

good
engineering

Ensuring the solutions delivered by these programmes meet the

needs of the business, work within the existing IT environment and
contribute towards the realisation of the enterprises IT strategy.

11.5.16

Enterprise Architecture layers and structure

11.5.16

The gap between Business and IT is something that has to be manageable

and controlled; how to plan,Enterprise
buildStrategy
and maintain
Business
Opportunity

Bus Strategy

IT Strategy

Fire & Hope

Business Operating Environment

and IT Infrastructure
Co m
pe t
ency C en
t r eI ni t
i at i
ves

nf r ast r
I
uct ur e I
ni t
i at
i ves
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at i
ves

I nt e r
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n y
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anni ng/ Desi gn I
ni t
i at
i ves

N E
T WO R K

.U .
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a
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ta s
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o
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e

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gnng
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anni

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Ou t s
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s
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u r
t i ce
s
me
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v
Cr
en tr e
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o ur
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e

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l IS
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.U
B

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ent

KeyG r oupDec ision

Point s

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abl
hI T
C
om
p is
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e
cy
C en tr e

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B u s i
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s s U n
i t
S y s
t e
ms
K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

nf
I

ast r u
r
ct

Int er - com pany

W
AN (i m ple . )

Pl anni ng/
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i at
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ra p
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l IS
a
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WO R K

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ig n
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e

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re I
ni t
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ves

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ut sou r
ci ngI ni t i
at i
ves

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t ti ves fo cu s
e d o
n
mi g
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de liv P
e laynen
r
vn
n
ir o inm
e nt
i
g /
D e s
n
g
I ni tia ti ves fo cu s
e d o
n
i mp
l em en tin g t hev isi on

Macro Design Micro Design

Devt, etc.
Programme Architecture

ur
e I
ni t i
at i v
es

Key G
r oup Decision
Poi nt
s

Esta bli sh IT
Com pet ency
Cent r e

O ut sour c e
H elp desk and
D eskt op

OBthu er
s i
n

s s U n
e
i t

S y s
t e
ms

K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

Macro Design Micro Design

Change Programs

11.5.16

Devt, etc.

Technology
Availability

Enterprise Architecture can be the vehicle to align Business with IT

Enterprise Strategy

Program Focus

Enterprise wide Focus

Strategy

10

Business
Opportunity

Bus Strategy

IT Strategy

Enterprise Architecture

Planning

Design
and
Delivery

Business Operating Environment

and IT Infrastructure
Co m
pe t
ency C en
t r eI ni t
i at i
ves

nf r ast r
I
uct ur e I
ni t
i at
i ves
O ut sour ci ngI ni t i
at i
ves

I nt e r
- com p a
n y
WA N ( im pl e. )
P l
anni ng/ Desi gn I
ni t
i at
i ves

N E
T WO R K

.U .
B

D re
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W
ta s
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o
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In fr ast r uctu r e
Dlesi
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anni

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s
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u r
t i ce
s
me
o
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v
Cr
en tr e
Ou
o ur
s
H
el tpd
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k and
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indg etsighn evi sio n
la n n
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n

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v ice D e
liv
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net w or k

ra p
G
l IS
a
ic
h

.U
B

I n it at i v
e s foc used on
m igr at in gt o t he new
d eli ver y envi r on m
ent

KeyG r oupDec ision

Point s

E st
abl
hI T
C
om
p is
t en
e
cy
C en tr e

Ot he r
B u s i
n e
s s U n
i t
S y s
t e
ms
K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

nf
I

ast r u
r
ct

Int er - com pany

W
AN (i m ple . )

Pl anni ng/
D esi gnI ni t
i at
i ves

ra p
G
l IS
a
ic
h
.U
B

.U .
B

D re
Wa
u
o
h
t s
a
e

N E T
WO R K

E le c
t r on ic
S er vice Deli ver y

O ut so u
rc e
n etw o r
k

D at aWa r
eho use

u m
c
o
D
n tM
e
n g
a
me
e
t
n
tr a
In
t/M
e
n
s M
u
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rS ra
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ic c
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ig n &
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sour
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eNe
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s yst
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f r
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t u
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O u t
s o u
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n
d e s
ig n
I T C o
mp e
t e
n c y c
e n
t r
e

Co m pet
enc yC ent
re I
ni t
i at i
ves

O
ut sou r
ci ngI ni t i
at i
ves

I ni ia
t ti ves fo cu s
e d o
n
mi g
r at i ng to t h ene w
de liv P
e laynen
r
vn
n
ir o inm
e nt
i
g /
D e s
n
g
I ni tia ti ves fo cu s
e d o
n
i mp
l em en tin g t hev isi on

Macro Design Micro Design

Devt, etc.
Programme Architecture

ur
e I
ni t i
at i v
es

Key G
r oup Decision
Poi nt
s

Esta bli sh IT
Com pet ency
Cent r e

O ut sour c e
H elp desk and
D eskt op

OBthu er
s i
n

s s U n
e
i t

S y s
t e
ms

K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

Macro Design Micro Design

Change Programs

11.5.16

Devt, etc.

Technology
Availability

Good EA planning and good EA engineering can be managed

using a EA framework and a EA method
Strategy

Enterprise Strategy
Bus Strategy

IT Strategy

Technology
Availability

= the citys purpose & goals

Enterprise Architecture
Enterprise Architecture

Enterprise Capabilities
Transition Planning

Planning

= the city plan

Business Architecture

Governance

Enterprise wide Focus

Strategy

Business
Opportunity

IS Architecture

Program Focus

Technology Architecture

11

Design
and
Delivery

Business Operating Environment

and IT Infrastructure
Co m
pe t
ency C en
t r eI ni t
i at i
ves

nf r ast r
I
uct ur e I
ni t
i at
i ves
O ut sour ci ngI ni t i
at i
ves

I nt e r
- com p a
n y
WA N ( im pl e. )
P l
anni ng/ Desi gn I
ni t
i at
i ves

N E
T WO R K

.U .
B

D re
a
W
ta s
u
o
h
e

In fr ast r uctu r e
Dlesi
gnng
&
P
anni

E nd U s
e r
I nfpg
r ast
u
U
a r
r
e ct ur e
d

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u r
t i ce
s
me
o
S
v
Cr
en tr e

O u t
s o
u r
c in g

T C
o mp e
t e
n c y c
e n
t r
e

Ou t s
o ur ce New
Co r esyst e m
s

Ou
o ur
s
H
el tpd
s ce
e
k and
Des kt o
p

P la n n
i
n /
g
D e s
i
n
g
I n
f r
a t
s r
u t
c u
r e

I n it at i v
e s foc used on
i m pl P
em
e nt
indg etsighn evi sio n
la n n
i
g /
n

Programme Architecture

Da ta War ehou s
e

u m
c
o
D
n
e
t tM
s
u
C
n
a
rS g
e
m
o
m
e
ic e
rv
t
n
Aa
trW
In
ifM
t/N
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n
d M
cd
tu
frs
iln
a
w ra
e
e c
tu
s
re
tu
Ss
y s
m
te
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M
me
e
g
a
t
n

Gr ou p IT
Ar ch ite ct ur e
De fin it i on

El ect r oni c
Se r
v ice D e
liv
e r
y

Ou t sour ce
net w or k

ra p
G
l IS
a
ic
h

.U
B

I n it at i v
e s foc used on
m igr at in gt o t he new
d eli ver y envi r on m
ent

KeyG r oupDec ision

Point s

E st
abl
hI T
C
om
p is
t en
e
cy
C en tr e

Ot he r
B u s i
n e
s s U n
i t
S y s
t e
ms
K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

nf
I

ast r u
r
ct

.U .
B

D re
Wa
u
o
h
t s
a
e

P la n n
i
g /
n
d e s
ig n
I T C o
mp e
t e
n c y c
e n
t r
e

Co m pet
enc yC ent
re I
ni t
i at i
ves

O
ut sou r
ci ngI ni t i
at i
ves

N E T
WO R K

E le c
t r on ic
S er vice Deli ver y

O ut so u
rc e
n etw o r
k

D at aWa r
eho use

u m
c
o
D
n tM
e
n g
a
me
e
t
n
tr a
In
t/M
e
n
s M
u
C
id
fd
iln
a
w
e
rS ra
m
o
tu
s
e
ic c
v
re
tu
Ss
yW
m
te
As
a
M
f n
in
N
m
e
g
a
c e
tu
rs
tu
n
r

G r oup I T
Ar
c hit ec tur e
D ef ini ti o n

I nf r
as tr uc tur e
De s
ig n &
Pl ann in g

En dU ser
In f r
ast r uc tur e
Up gr ade

O or
ut e
sour
c em
eNe
C
s yst
s w

C ust om er
S er v
i ce Ce nt r
e

I n
f r
a s
t r
u c
t u
r e
O u t
s o u
c in g
r

I ni tia ti ves fo cu s
e d o
n
i mp
l em en tin g t hev isi on

Macro Design Micro Design

Devt, etc.
Programme Architecture

ur
e I
ni t i
at i v
es

Int er - com pany

W
AN (i m ple . )

Pl anni ng/
D esi gnI ni t
i at
i ves

ra p
G
l IS
a
ic
h
.U
B

I ni ia
t ti ves fo cu s
e d o
n
mi g
r at i ng to t h ene w
de liv P
e laynen
r
vn
n
ir o inm
e nt
i
g /
D e s
n
g

Key G
r oup Decision
Poi nt
s

Esta bli sh IT
Com pet ency
Cent r e

O ut sour c e
H elp desk and
D eskt op

OBthu er
s i
n

s s U n
e
i t

S y s
t e
ms

K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

Macro Design Micro Design

Change Programs

11.5.16

Devt, etc.

System Design
= the buildings

Enterprise Architecture links strategy formulation through ensuring

that the right things are done - upstream EA
Strategy

Enterprise Strategy

Program Focus

Enterprise wide Focus

Strategy

12

Business
Opportunity

Bus Strategy

IT Strategy

Technology
Availability

= the citys purpose & goals

Doing the right things!

Enterprise Architecture

Upstream EA

Enterprise Architecture
Good Navigation
= the city plan

Planning

Design
and
Delivery

Business Operating Environment

and IT Infrastructure
Co m
pe t
ency C en
t r eI ni t
i at i
ves

nf r ast r
I
uct ur e I
ni t
i at
i ves
O ut sour ci ngI ni t i
at i
ves

I nt e r
- com p a
n y
WA N ( im pl e. )
P l
anni ng/ Desi gn I
ni t
i at
i ves

N E
T WO R K

.U .
B

D re
a
W
ta s
u
o
h
e

In fr ast r uctu r e
Dlesi
gnng
&
P
anni

E nd U s
e r
I nfpg
r ast
u
U
a r
r
e ct ur e
d

Ce
u r
t i ce
s
me
o
S
v
Cr
en tr e

O u t
s o
u r
c in g

T C
o mp e
t e
n c y c
e n
t r
e

Ou t s
o ur ce New
Co r esyst e m
s

Ou
o ur
s
H
el tpd
s ce
e
k and
Des kt o
p

P la n n
i
n /
g
D e s
i
n
g
I n
f r
a t
s r
u t
c u
r e

I n it at i v
e s foc used on
i m pl P
em
e nt
indg etsighn evi sio n
la n n
i
g /
n

Programme Architecture

Da ta War ehou s
e

u m
c
o
D
n
e
t tM
s
u
C
n
a
rS g
e
m
o
m
e
ic e
rv
t
n
Aa
trW
In
ifM
t/N
e
n
d M
cd
tu
frs
iln
a
w ra
e
e c
tu
s
re
tu
Ss
y s
m
te
a n
M
me
e
g
a
t
n

Gr ou p IT
Ar ch ite ct ur e
De fin it i on

El ect r oni c
Se r
v ice D e
liv
e r
y

Ou t sour ce
net w or k

ra p
G
l IS
a
ic
h

.U
B

I n it at i v
e s foc used on
m igr at in gt o t he new
d eli ver y envi r on m
ent

KeyG r oupDec ision

Point s

E st
abl
hI T
C
om
p is
t en
e
cy
C en tr e

Ot he r
B u s i
n e
s s U n
i t
S y s
t e
ms
K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

nf
I

ast r u
r
ct

.U .
B

D re
Wa
u
o
h
t s
a
e

P la n n
i
g /
n
d e s
ig n
I T C o
mp e
t e
n c y c
e n
t r
e

Co m pet
enc yC ent
re I
ni t
i at i
ves

O
ut sou r
ci ngI ni t i
at i
ves

N E T
WO R K

E le c
t r on ic
S er vice Deli ver y

O ut so u
rc e
n etw o r
k

D at aWa r
eho use

u m
c
o
D
n tM
e
n g
a
me
e
t
n
tr a
In
t/M
e
n
s M
u
C
id
fd
iln
a
w
e
rS ra
m
o
tu
s
e
ic c
v
re
tu
Ss
yW
m
te
As
a
M
f n
in
N
m
e
g
a
c e
tu
rs
tu
n
r

G r oup I T
Ar
c hit ec tur e
D ef ini ti o n

I nf r
as tr uc tur e
De s
ig n &
Pl ann in g

En dU ser
In f r
ast r uc tur e
Up gr ade

O or
ut e
sour
c em
eNe
C
s yst
s w

C ust om er
S er v
i ce Ce nt r
e

I n
f r
a s
t r
u c
t u
r e
O u t
s o u
c in g
r

I ni tia ti ves fo cu s
e d o
n
i mp
l em en tin g t hev isi on

Macro Design Micro Design

Devt, etc.
Programme Architecture

ur
e I
ni t i
at i v
es

Int er - com pany

W
AN (i m ple . )

Pl anni ng/
D esi gnI ni t
i at
i ves

ra p
G
l IS
a
ic
h
.U
B

I ni ia
t ti ves fo cu s
e d o
n
mi g
r at i ng to t h ene w
de liv P
e laynen
r
vn
n
ir o inm
e nt
i
g /
D e s
n
g

Key G
r oup Decision
Poi nt
s

Esta bli sh IT
Com pet ency
Cent r e

O ut sour c e
H elp desk and
D eskt op

OBthu er
s i
n

s s U n
e
i t

S y s
t e
ms

K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

Macro Design Micro Design

Change Programs

11.5.16

Devt, etc.

System Design
= the buildings

Enterprise Architecture assets ensure that things

are done right when building specific solutions downstream EA
Strategy

Enterprise Strategy

Enterprise wide Focus

Strategy

Business
Opportunity

Bus Strategy

IT Strategy

Technology
Availability

= the citys purpose & goals

Doing the right things!

Enterprise Architecture

Enterprise Architecture
= the city plan
Planning

Downstream EA
Good Engineering

Program Focus

Doing things right!

13

Design
and
Delivery

Business Operating Environment

and IT Infrastructure
Co m
pe t
ency C en
t r eI ni t
i at i
ves

nf r ast r
I
uct ur e I
ni t
i at
i ves
O ut sour ci ngI ni t i
at i
ves

I nt e r
- com p a
n y
WA N ( im pl e. )
P l
anni ng/ Desi gn I
ni t
i at
i ves

N E
T WO R K

.U .
B

D re
a
W
ta s
u
o
h
e

In fr ast r uctu r e
Dlesi
gnng
&
P
anni

E nd U s
e r
I nfpg
r ast
u
U
a r
r
e ct ur e
d

Ce
u r
t i ce
s
me
o
S
v
Cr
en tr e

O u t
s o
u r
c in g

T C
o mp e
t e
n c y c
e n
t r
e

Ou t s
o ur ce New
Co r esyst e m
s

Ou
o ur
s
H
el tpd
s ce
e
k and
Des kt o
p

P la n n
i
n /
g
D e s
i
n
g
I n
f r
a t
s r
u t
c u
r e

I n it at i v
e s foc used on
i m pl P
em
e nt
indg etsighn evi sio n
la n n
i
g /
n

Programme Architecture

Da ta War ehou s
e

u m
c
o
D
n
e
t tM
s
u
C
n
a
rS g
e
m
o
m
e
ic e
rv
t
n
Aa
trW
In
ifM
t/N
e
n
d M
cd
tu
frs
iln
a
w ra
e
e c
tu
s
re
tu
Ss
y s
m
te
a n
M
me
e
g
a
t
n

Gr ou p IT
Ar ch ite ct ur e
De fin it i on

El ect r oni c
Se r
v ice D e
liv
e r
y

Ou t sour ce
net w or k

ra p
G
l IS
a
ic
h

.U
B

I n it at i v
e s foc used on
m igr at in gt o t he new
d eli ver y envi r on m
ent

KeyG r oupDec ision

Point s

E st
abl
hI T
C
om
p is
t en
e
cy
C en tr e

Ot he r
B u s i
n e
s s U n
i t
S y s
t e
ms
K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

nf
I

ast r u
r
ct

.U .
B

D re
Wa
u
o
h
t s
a
e

P la n n
i
g /
n
d e s
ig n
I T C o
mp e
t e
n c y c
e n
t r
e

Co m pet
enc yC ent
re I
ni t
i at i
ves

O
ut sou r
ci ngI ni t i
at i
ves

N E T
WO R K

E le c
t r on ic
S er vice Deli ver y

O ut so u
rc e
n etw o r
k

D at aWa r
eho use

u m
c
o
D
n tM
e
n g
a
me
e
t
n
tr a
In
t/M
e
n
s M
u
C
id
fd
iln
a
w
e
rS ra
m
o
tu
s
e
ic c
v
re
tu
Ss
yW
m
te
As
a
M
f n
in
N
m
e
g
a
c e
tu
rs
tu
n
r

G r oup I T
Ar
c hit ec tur e
D ef ini ti o n

I nf r
as tr uc tur e
De s
ig n &
Pl ann in g

En dU ser
In f r
ast r uc tur e
Up gr ade

O or
ut e
sour
c em
eNe
C
s yst
s w

C ust om er
S er v
i ce Ce nt r
e

I n
f r
a s
t r
u c
t u
r e
O u t
s o u
c in g
r

I ni tia ti ves fo cu s
e d o
n
i mp
l em en tin g t hev isi on

Macro Design Micro Design

Devt, etc.
Programme Architecture

ur
e I
ni t i
at i v
es

Int er - com pany

W
AN (i m ple . )

Pl anni ng/
D esi gnI ni t
i at
i ves

ra p
G
l IS
a
ic
h
.U
B

I ni ia
t ti ves fo cu s
e d o
n
mi g
r at i ng to t h ene w
de liv P
e laynen
r
vn
n
ir o inm
e nt
i
g /
D e s
n
g

Key G
r oup Decision
Poi nt
s

Esta bli sh IT
Com pet ency
Cent r e

O ut sour c e
H elp desk and
D eskt op

OBthu er
s i
n

s s U n
e
i t

S y s
t e
ms

K i
o s k
s
T e l
e me
t r
y s y
s t
e ms
e t
c

Soln Outline

Macro Design Micro Design

Change Programs

11.5.16

Devt, etc.

System Design
= the buildings

Enterprise Architecture Framework

Organising, storing and using architectural information
(models and building blocks) in support of transition
planning and delivery project guidance

14

11.5.16

The EA Framework consist of horizontal- and vertical

aspects
External to architecture

Functional Aspect of Architecture

Operational
Aspect of Architecture

Enterprise
Capabilities

Business
Architecture

A good EA is
driven from an
assessment of the
capabilities
needed by the
enterprise

Information
Systems
Architecture

Technology
Architecture

15

11.5.16

It is helpful to
describe external
influences in a
consistent
manner, such as
requirements

We need to
include elements
that help us
deploy our
Business & IT
systems in a
consistent and
joined up fashion

and then sub-dividing it into a number of vertical

aspects to complement our horizontal layers
External to architecture
(Strategy)

Events

Functional Aspect of Architecture

People

Activities

Data

Operational
Aspect of Architecture
Location

Enterprise
Capabilities

Business
Architecture

Information
Systems
Architecture

We need to describe
the events that the
architecture must
support, in terms of
their business
purpose and their
operational
characteristics

Technology
Architecture

16

11.5.16

We need to describe
the operational
structure needed
We need to describe the
and used by the
basic building blocks from
enterprise; together
which our systems are
with the manner in
built. Typically, in an IT
which the
centric EA, these can be
enterprises building
categorised into
blocks are
...And data; distributed
and the
across
things required
to
this structure
People, their roles
support their storage
and skills; and the
and use within the
things required to
enterprises IT
give them access to
systems
the enterprises IT ...Activities and
systems Processes; and the
things required to
automate and
support their
execution within the
enterprises IT

This gives us a powerful 2 dimensional EA architecture framework, the

WORK PRODUCTS - of the EA Consulting Methods architecture
neighbourhoods
Operational Aspect
External to architecture
Functional Aspect of Architecture
of Architecture

Strategy

Events

But what is the nature

of these work
Enterprise
products?
Capabilities
Models?
Sets of Building
Business
blocks?
Architecture
Both?

People

Activities

Data

Work
Product

Work
Product

We need to think

Information
again about the these
Systems
Architecture relationships

Technology
Architecture

17

11.5.16

Location

Work
Product

Work
Product

The EA Framework provides the structure for defining

and managing Enterprise Architecture assets and functions as a reference
catalog for use in solution architecting
Enterprise
Capabilities

Capabilities and architecture principles are defined to reflect and be consistent with
the business direction i.e. business strategy and IT strategy

Business
Architecture

Business components or activities define what the business needs to do to realize the
capabilities i.e. a business architecture has no regard for the use of automation

Information
Systems
Architecture

Application & data (business-specific) and technology (business-independent) services

define what IT needs to do to support the business activities.
An Information Systems Architecture describes those aspects of the business that are
to be automated sometimes known as the business dependent IT architecture

Technology
Architecture

Application and technology components are structured into standard arrangements

called Reference Architectures i.e. a Technology Architecture describes the underlying,
business independent IT architecture needed to support automation

18

11.5.16

The Enterprise Framework consist of

Work Products called ABB (Architectural Building Blocks) - used for
documentation and guiding in system modelling
External to architecture
Strategy

Enterprise
Capabilities

Strategic
CBM
EA Guiding
Principles

Events

Business
Scenarios

People

Activities

Skills
Resources

Business
Architecture

Bus Strategy
WPsStrategy
Bus
WPsStrategy
Bus
WPsStrategy
Bus
WPs

Enterprise
KPIs

And/or

Data

Enterprise
Info Model

Business
Activity Mdl Usage

Usage
matrices

matrices

Information
Systems
Architecture

Standard
Use Cases

Component

Skills

Activities

Business

User Groups

Standard IS
NFRS

Technology
Architecture

19

11.5.16

IT Systems
Management
WPs
IT Systems
Operational
WPs

Business
Structure

And/or

Application
Groups

Business Operational RAs

Data
Stores

Deployment
Unit Matrices

Placement
Guidelines

Application Services Model

Function

Presentation
Services

Locations
Model

Model

Information

AC Map

Data

Application
Services

Deployment
Units IS)
IS Operational RAs

IS Functional Reference Architectures

IT Strategy
WPs
IT Strategy
WPs
IT Strategy
WPs
IT Strategy
WPs

Usage
matrices

Locations
List

Business Services Model

Business Functional Reference Architectures

IS Strategy
WPs
IS Strategy
WPs
IS Strategy
WPs
IS Strategy
WPs

Location

Information
Resources

Activity
Resources

Roles
Business
Event List

Operational
Aspect of Architecture

Functional Aspect of Architecture

Data
Services

IT Components (s/w & h/w)

Technology Functional Reference Architectures

IT Nodes

Technology Operational
RAs

Enterprise Architecture using a Method

20

11.5.16

The structure of the architecture neighbourhoods in the EA Method

Client
Objectives

Proposal and Engagement Planning

Enterprise Capabilities
Transition

Emerging
Opportunities

Strategic Gap Analysis

Business Architecture

Current
Environment

IS Architecture
Technology Architecture

Governance

21

11.5.16

The EA Method provides the process of developing the EA Framework

Enterprise Capabilities
Transition
Initiatives

Critical issues,
opportunities &
recns

Transition

Capability
Model

Management
Action Plan

Business
Directions

Strategic CBM
Resources

Transition
Management
Strategy

EA Guiding
Principles

Business
Scenarios

EA
Overview
Diagram

Integrated
Transition Plan

Business Architecture
Business
Activity Mdl

Strategic Gap Analysis

Usage
Matrices
EA
Neighborhood
Gaps Identn

EA
Neighborhood
Assessments

Enterprise
Information
Model

Roles

Technology Architecture

Application
Groups

Standard Use
Cases
Standard
NFRs

User Groups

22

11.5.16

Enterprise
KPIs

Principles,
Policies &
Guidelines

IS Reference Architectures

Governance

Business Reference
Architectures

IS Architecture

Data
Stores

IT Nodes

Technology Reference Architectures

Decision
Model

Business
Structure

Locations

EA Capability
Assessment

IT
Components

Business
Event List

Architecture
Management
Processes

Architecture
Management
Roles / Resp

Deployment
Unit Matrices
Deployment
Units (IS)
Placement
Guidelines

Architecture
Management
Metrics

From the Enterprise Architecture on one page there is a relation to the

EA Method and the EA Framework
Enterprise
Enterprise
Architecture on
one page

Architecture
Method

Enterprise Capabilities
Business Architecture
IS Architecture

23

11.5.16

Technology Architecture

Enterprise
Architecture
Framework

Business
Directions

Strategic
CBM

Resources
EA
Overview
Diagram

EA Guiding
Principles

Showing only a
few,
representative,
work product
dependencies

Business
Scenarios

Enterprise Architecture Framework

Business Architecture
Business
Activity Mdl
Enterprise
Usage Information
Matrices
Model
Roles

Technology Architecture

Data view

Enterprise Capabilities
Capability
Model

User view

Functional view

The notion of work product dependencies hints at another dimension in

which to think about an EAs architecture framework

Business
Event List

Business
Structure

IT
Architecture

Enterprise
KPIs

Business Reference
Architectures

Business
Architecture

Business
Architecture

Locations

Users

IS Architecture

Market
Market

Business
Business Plans

Insured Objects

Policy

Claim
Claimant
Claimant

Claim
Claim
Service Providers Producer
Producer

Third Parties

IT
Components

IT Nodes

Technology Reference
Architectures

Application
Groups
Data
Stores
User
Groups

24

11.5.16

Applications

IS ArchitectureDeployment
Standard
Use Cases
Standard
NFRs
IS Reference
Architectures

Unit
Matrices
Deployment
Units (IS)

Placement
Guidelines

Technology
Architecture

Insured Party Sponsoring OrganizationProspects

Info
Objects

POLICY

Insurance Product Policy Financials

Producer Compensation
Business Partners

External Agencies Legal & Recov

Recovery
eryActions
Training, Education, Advice
Inq uiries

Data

Technology
Architecture

We can develop this way of thinking about an EA architecture

framework a little more.
Business
Architecture

Functional Aspect of Architecture

Enterprise
Architecture Framework

A business
architecture has no
regard for the use of
automation

Business
Architecture

IT
Architecture

Information
Systems
Architecture

Technology
Architecture

25

An information
systems architecture
describes those
aspects of the
business that are to be
automated
sometimes known as
the business
dependent IT
architecture
A technology
architecture describes
the underlying,
business
independent IT
needed to support
automation

11.5.16

line of
automation

Users

Market
Market

Business
Business Plans
Plans

Insured Party

Sponsoring Organization

Prospects
POLICY

Insured Objects
Objects

Policy

Claimant
Claimant Claim
Claim

Serv
Service
ice Providers
Providers

Third Parties

Applications

Info

Insurance Product

Policy Financials

Objects

Claim

Producer
Producer

External Agencies

Producer Compensation Business Partners

Legal & Recovery Actions Training,

Training, Education,
Education,Advice
Advice

Inquiries

Data

Technology
Architecture

line of
business
interest

Enterprise Architecture Deliverables

From the abstract EA level to concrete documentations

26

11.5.16

ALL deliverables created by Solution Architects across the business and IT

architecture domains should, ideally, be guided by the EAs framework
PLAN
Enterprise
Architecture

BUILD
Programmes & Projects

Business
Architecture

Business Solution
Work Products

Business
Infrastructure

BA WP
BA WP

RUN
Business and
IT environment

BA WP

IT Solution Requirements Analysis WPs

IS Architecture
IS Arch
WP

IS Arch
WP

IS Arch
WP

Information
Systems
Infrastructure

IT Solution Architecture WPs

Technology
Architecture
Technology
WP

Technology
Technology
WP
WP

Solution Guidance

27

Technology
Infrastructure

11.5.16

Solution Deployment

which may be at its most powerful when the Solution Architect also
uses the Work Products
PLAN
Enterprise
Architecture
Business
Architecture
BA WP
BA WP

BUILD
1

Programmes & Projects

Business Solution
Work Products

Business
Events
Business
Process
Logical Data
Model
Model

BA WP

Solution
Business
Roles

Etc.

RUN
Business and
IT environment

KPIs

Solution
Business
Structure

Involved
Locations

Business
Infrastructure

IT Solution Requirements Analysis WPs

Solution
Use Cases

IS Architecture
IS Arch
WP

IS Arch
WP

Functional Aspect

Technology
WP

Solution Guidance

28

Etc.

Etc.
Technology
Technology
WP
WP

11.5.16

Solution
NFRs

Information
Systems
Infrastructure

IT Solution Architecture WPs

IS Arch
WP

Technology
Architecture

SCD

Business
Dependent
components
Component
Model
Business
Independent
components

Architecture
Overview
Diagrams

Deployment
Units

Operational Aspect
Conceptual
Operational
Model
Specified/
Physical OM
Logical
Operational
Model

Etc.

Etc.

Solution Deployment

Technology
Infrastructure

Enterprise Architecture Governance doing it right

Balancing good Enterprise Design with good Solution Design

29

11.5.16

EA Governance neighborhood - the Architecture Management Processes,

Roles, Responsibilities.
Client
Objectives

Proposal and Engagement Plan

Enterprise Capabilities
Capability
Model

Transition
Transition
Initiatives

Management
Action Plan

Transition
Management
Strategy

Critical issues,
opportunities &
recmendation
s

EA
Neighborhood
Gaps Identn

Business Architecture

ETF

Decision
Model

11.5.16

Infomation

Business Reference
Architectures

Functional

Application
Services
Model

IT Nodes
User Groups

Reference Architectures

Functional

Skills

Business
Structure

Business
Event List

Component
Business Model

Current
Environment

EA Capability
Assessment

Technology Architecture

30

Business Services
Model

Emerging
Opportunities

Activities

IT
Components

Business
Scenarios

EA
Overview
Diagram

Integrated
Transition
Plan

Strategic Gap Analysis

EA
Neighborhood
Assessments

Resources

EA Guiding
Principles

Business
Directions

Strategic
CBM

Locations

Operational

IS Architecture
ACMap

Function
Data

IS
deployment
units

IS Reference
Architectures

Functional

Placement
Guidelines

Operational

Operational

Principles,
Policies &
Guidelines

Governance

Architecture
Management
Processes

Architecture
Management
Roles / Resp

Architecture
Management
Metrics

Governance in a context of Enterprise Architecture

Strategic
intent

Are we still
moving in the
right direction

Are our target

architecture
still right?
Business
Architecture

Governance

Enterprise IT
Architecture
Functional
Operational

EA Transition

"These are the

projects we
should do

Are we doing
these projects
the way we
said we want
them done?

"This is the way

these projects should
be architected

Solution
Outline

Business as
Usual project
prioritisation &
planning

Solution
Outline

Solution
Outline

Macro Design

Macro Design

Micro Design

Macro Design

Micro Design

Build Cycle

Micro Design

Build Cycle

Deployment

Solution Projects

31

11.5.16

Build Cycle

Deployment

Deployment

Strategic
delivery

An enterprise will use its Enterprise Architecture to guide the interpretation

of its business and IT strategies across the multiple layers of its development
Strategy
Architecture

Enterprise
Architecture

Devt Programme

Infrastructure
Architecture

Architecture

Programme, or
Solution
Architecture

Project

Arch

Architecture
Devt

32

11.5.16

Devt

Infra. Proj

The Enterprise Architecture Governance consist of

three bodies
Ensure solution designs
comply with the
architecture
Maintain the architecture

Architecture Review
Board
Decides on which
architecture is best
suited for the needs of
the enterprise
Decides when a
change in the
architecture is needed
Prioritise Initiatives
Uses the architecture to
best satisfy the projects
needs

33

11.5.16

Technical Review
Board

Architecture
Sponsors
Enterprise Architects
Project Design
Authority

Solution Architects

We have the important peoples approving the architecture

Invited
Enterprise
Architects

Council
chair

Chief
Architect

Architecture Review
Board

Business
Representatives

Technical Review
Board
a.k.a.
Architecture
Council:
maintaining the
authority of the
EA

ARB
TRB

Project Design
Authorities

34

11.5.16

DA

and we have the clever peoples - creating the architectures

Chief
Architect

Business experts
(on secondment)

Architecture Review
Board

Project Architects
(on secondment)

Project Design
Authorities

35

11.5.16

Technical Review
Board

a.k.a.
The Office of the
Chief architect:
maintaining the
vitality and use of
the EA

Enterprise
Architects

ARB
TRB
DA

and we have the peoples who will use the architecture in the
solution projects

Architecture Review
Board
Technical Review
Board

ARB

Solution Projects
with
Design Authorities

TRB

Project Design
Authorities

36

11.5.16

DA

These three bodies exercise a number of different processes

Is used by the
TRB

CCo
onnf
ofor
m
rma
annc
cee

Enterprise
Enterprise
Architecture
Architecture
Management
Management
Processes
Processes

Is used by the
ARB

ss
n
o
pptition
e
c
EExxce

37

11.5.16

Is used by the
TRB

SSeelelecctio
tionn

Is used by the
ARB

Used by all

y
aaliltity
t
i
VVit

CCo
ommm
muun
nicica
atitoi n
on

ARB
TRB
DA

and exploited to the benefit of the enterprise as a whole

Making
an EA

Co
nf
o
Corm
nfan
orce
m
an
ce
ns
ptio
ce
ns
Ex
tio
p
ce
Ex

Using
an EA
E x te r n a l
E n v ir o n m e n t

W e b P o r ta l
N ode

W eb
A p p li c a ti o n
S e rv e r
N ode

D a ta b a s e
S e rv e r
N ode

Pu
bli
sh

te
ea
Cr

W e b S e r v ic e s
G a te w a y
S y s te m s
M anagem e nt
N ode

E x te rn a l
S e r v ic e s
D ir e c to r y
N e tw o rk
In t r u s io n
D e te c tio n N o d e

n
ver
o
G

On Demand Technology Overview

Detail View
B Collaborati
P
Reporting
C
Acquired
u
on
o Workflow
o
Policy
Personaliz
Services
ETL
Services
s Presentati
Based
ation
r
m
Integration
on
i
t Orchestrati
m
on Applica Framewor
n
a
o
ks
tion Adaptors/
e Business
l
Web Conne Connector
n
Connectio
Services
ctivity
s
Events
Mediation
n
s
Servic
s
Data
S
es License
Metering
Access
e Policy
Rating Billing Mgmt S
Services

Services
Capacity
Services
S
r
e
nt Based
Manageme
e
vOrchestrati
r
nt
on
r
i
v

v
c
i
i
e
c
c
s
e
e
s
s

Vitality

11.5.16

In t e g r a tio n
H ub
N ode

Enterprise Firewall Node

Domain Firewall Node

Edge Server Node

R e v e rs e
P ro xy
N ode

P e r s o n a l i z a t io n
N ode

T ra n s c o d e r
N ode

38

C o rp o ra te
D o m a in

In te rn a l N e tw o r k

C o n te n t
M anagem ent
N ode

Protocol Firewall Node

C lie n t
N ode

E x te rn a l
S y s te m s
Node

Vitality

lity
Vita
Enterprise
lity
Architecture
Vita
Management
Enterprise
Processes
ArchitectureC
o
Management mm
u
Processes Comnica
mu tion
nic
ati
on

D i r e c t o r y a n d S e c u r it y
N ode

Public & Private Networks

Use

DMZ

Selec
tion
Selec
tion

..that work together to ensure the architecture is managed

E n te r p r is e
S y s te m s
N ode

Enterprise Architecture as a Management Tool

Strategic and
long term;
Value Proposition
General
Management

Business Vision

Product
Development

Market Needs
Operation

Architecture
Office

Technical Vision

Business Product
Roadmap

Planning and
Design

Product Line
Plans

Architecture
Principle, Vision

Architecture
Roadmap

Construction and
Delivery

39

11.5.16

Enterprise Architecture Measurements

If you cant measure it, you cant manage it

40

11.5.16

Metrics how do we know EA is providing us value

Why should you measure?
What should you measure?
How do you measure?
What should you do with measurements?
What are the metric traps?

41

11.5.16

The Value of EA Metrics

Helps us understand how activities contribute to business results
Motivates those responsible to reach highest potential
Guides / Drives decision making and behavior
Leverages strengths identifies weaknesses / opportunities
Helps in resource allocation
Increases competitive edge through the deployment of technology

42

11.5.16

Metrics If you cant measure it, you cant manage it

IT and Business
Metrics Scorecard

EA metrics score cards

EA Metrics
Scorecard

Metrics

Value to the Business

Cost Savings
Cost
Savings

$6.3M Costs
in costs
savings
savings
identified
identified
byby
having EA mission and team in place
$4.3M Costs
in costs
reduction
reduction
identified
identified
byby
having EA mission and team in place
15 specific
Instances
instances
of reuse
of reuse
or or
integration savings from having EA
discipline in place
5 specific
Instances
instances
where
where
thethe
riskrisk
has been mitigated

Cost Avoidance
Cost
Avoidance
Integration and
Integration
andReuse
Reuse
Risk Reduction
Risk
Reduction
Time to
Time
to Market
Market

18 instances
Instances
where
where
EA has
EA reduced
has reduced
the time to market

Quality
Quality

7 instances
Instances
wherewhere
EA effected
EA effected
measurable quality improvement

Leverage
Leverage

43

11.5.16

3 instances
Instances
of Leverage
of Leverage
Resources
Resources
not within CIO Office

Measurement example

44

11.5.16

Hansabank Enterprise Architecture input

Introduction

Input

in
Pr

les
p
i
c
rg
Ta

EA Definition
Goals
Structure
Layers
Roles
Governance
Deliverables
Measurements

Problem Statement
architecture
business
application
information
technology
infrastructure
governance
processes

For the Input Team

Exercise you are asked to
use these architecture
viewpoints

45

11.5.16

n
sio
i
tV

Principles
what it is
how to define
what it defines

Roadmap

Perspective
Architectural changes
Business changes
Organization
EA realization

Target Vision
common understanding
definition of architecture
architectural framework
to be architecture
ownership of HBG EA

Defining Principles
Fundamental truths or propositions which an
organisation will use to make decisions about
the selection, utilisation and deployment of
all business and IT resources and assets,
across the enterprise

46

11.5.16

Enterprise Architecture Principles

Introduction

Input

in
Pr

les
p
i
c
rg
Ta

EA Definition
Goals
Structure
Layers
Roles
Governance
Deliverables
Measurements

47

11.5.16

Problem Statement
architecture
business
application
information
technology
infrastructure
governance
processes

n
sio
i
tV

Principles
what it is
how to define
what it defines

Roadmap

Perspective
Architectural changes
Business changes
Organization
EA realization

Target Vision
common understanding
definition of architecture
architectural framework
to be architecture
ownership of HBG EA

Principles are defined as part of the Governance Neighbourhood in the

Enterprise Architecture Method
Client
Objectives

Enterprise
Guiding Principles

Proposal and Engagement Planning

Enterprise Capabilities
Transition
Initiatives

Transition

Capability
Model
Management
Action Plan

Resources
EA Guiding
Principles

Transition
Management
Strategy

Critical issues,
opportunities &
recns

Business
Directions

Strategic CBM

Business
Scenarios

EA
Overview
Diagram

Integrated
Transition Plan

Business Architecture
Emerging
Opportunities

Strategic Gap Analysis

EA
Neighborhood
Gaps Identn

EA
Neighborhood
Assessments

EA Capability
Assessment

Usage
Matrices

Enterprise
Information
Model

Roles

Application
Groups

Standard Use
Cases

Data
Stores

IT Nodes

Standard
NFRs
IS Reference Architectures

Technology Reference Architectures

48

11.5.16

Decision
Model

Principles,
Policies &
Guidelines

Business
Structure

Enterprise
KPIs

Governance

Business Reference
Architectures

IS Architecture

User Groups

Project
Guiding Principles

Business
Event List

Locations

Current
Environment

Technology Architecture
IT
Components

Business
Activity Mdl

Architecture
Management
Processes

Architecture
Management
Roles / Resp

Deployment
Unit Matrices
Deployment
Units (IS)
Placement
Guidelines

Architecture
Management
Metrics

1
Pri 0 Gui
nc i d in
ple g
s

It is convenient to classify EA Principles to assist in understanding and

communication.

15
to
2
Pri 0 De
nci tail
ple ed
s

8 to

Used for the

construction
of EA

Used by the
Solution Data
Application
Projects

Guiding Principles:
Executive-level focus
Strong business flavour
Guiding

Governance Principles

Usage Principles

Used to
control and
manage EA

Detailed Principles:
Focus on more detailed and
specific principles
Tend to have more of a
technology focus

Policies and Standards will affect all levels of Principles

Architecture Decisions are Project Centric

49

11.5.16

Relation between Policy, Guiding Principle, Principle and

Architectural Decision
Static

Change over time to

meet new Requirements

Policy
Business
Guiding Principle
Enterprise Architect

Principle

Architectural DecisionSolution
Architect

IT

50

11.5.16

Principles have a well-defined structure

Name
A short name or title to identify the Principle

Rational
A statement of the Principle
The rationale or impetus behind the Principle

Implication
The consequences of adopting the Principle: potential transition
initiatives, costs, and other implications

51

11.5.16

Effectiveness of principles is dependent upon some key

success factors
Ownership
By Architecture Review Board.

Engagement & Involvement

Created and endorsed by business and IT executives who have the authority to
enforce.
Top-down support through leadership and action.

Compliance Process
Compliance to Principles needs to be part of governance process.

Communication
Architecture orientation and training.
Communication to all stakeholders and participants.

52

11.5.16

The process of construction of Principles involves

Input

Process

Output

Strategic Directions

Define
Principles

Principles

Capability Model

Define Business
Linkages (matrix)

Key Business Requirements

Interview Results

Validate
Principles

Used For
Business Architecture

IS Architecture

IT Architecture

Governance

The process is depicted sequentially for the sake of

simplicity. In practice considerable iteration is involved.
Maintain a list of issues, decisions, assumptions, and
transition considerations

53

11.5.16

Categories for Principles should be selected to address known issues

and guide the Business and IS/IT organization in making decisions.
Business
Customer access and relationships
Leverage of shared resources
Business flexibility and growth
Infrastructure of acquired businesses

Data

Common data definitions

Centralized control
Remote access
Ownership
Placement
Industry standard formats

Applications

New development - level of

customization
Shared components
Buy vs Build
Vendor package integration
Ease of use
Product vs. Process
Host/server vs. client centric design
point

54

11.5.16

Organization & Management

Business - IT partnership
Business unit vs. corporate
responsibility
Business unit vs. IS responsibility
Architecture compliance

Systems Management
Service level agreements
Problem, change
Configuration, Security
Library, distribution
Backup and recovery
Training and Skills

Technology
Aggressiveness -Leading edge vs.
early adopter vs. mainstream
Architecture - Proprietary vs. open,
Tiers of client/server
Network - Inside, clients, business
partners

After Principles are identified and categorised they need

to be positioned in terms of impact and acceptance. This facilitates
prioritisation and final selection.
principle

principle
principle

Acceptance of Principle

principle

principle

explore
inclusion

55

principle

include
principle

principle

principle
principle

principle
principle

principle

principle
principle

exclude

principle

principle

explore acceptance
concerns
principle

principle

No Benefit

11.5.16

principle

principle

principle

Not
Acceptable

principle

principle

Major Benefit

Impact of Principle

Questions to Consider:
How acceptable is this principle?
Will the culture accept it?
Are there barriers or constraints for
implementation?
Are there associated business risks?

What is the impact of the principle?

How critical is it to achieving benefits?
To what extent has it already been
implemented?

The process of developing Principles can

Describe impact of business goals being promoted by executives.

Clarify how business goals can be implemented effectively.
Principles can guide and simplify the prioritisation and approval of
business initiatives.
Facilitate discussion of issues about the way decisions are made
and provide a forum to address associated concerns.

56

11.5.16

Enterprise Architecture Target Vision

57

11.5.16

Hansabank Enterprise Architecture Target Vision

Introduction

Input

in
Pr

les
p
i
c
rg
Ta

EA Definition
Goals
Structure
Layers
Roles
Governance
Deliverables
Measurements

58

11.5.16

Problem Statement
architecture
business
application
information
technology
infrastructure
governance
processes

n
sio
i
tV

Roadmap

Perspective
Target Vision
common understanding Architectural changes
definition of architecture Business changes
architectural framework Organization
EA realization
to be architecture
ownership of EA

Enterprise Architecture Target Vision

Plan and Build EA

Common System Services

Network Services

System Management Services

Data

Common
Application
Services

Governance

Transition

Platform Services

Business
Architecture
Information
architecture
Component
architecture

System & Infrastructure Development

Channels

Claim

Applications
Security Services

Interface Services

Architecture

A
n
a
l
y
s
e

Business
User

Competency Centre Initiatives

Infrastructure Initiatives
Outsourcing Initiatives

NETWORK

Inter-company
WAN (imple.)

Models

Planning/Design Initiatives
Op e
r a tio n s
ma n
a g e
m

Gr a
phi calI S

Re
c o g n
is e a n d
r e p
o rt

n t
e

r o
p
b le m

a p a
C
c it y

ma n
a g e
m

B. U.

Data Warehouse

L o g
Pr o
b l e
m

n t
e

C o n fig .

An
a l y
s e p
r o b
le m

Ma
n a g
e me n
t

y p a
B
s s a n
d /o r fix

Cust o
m er Ser vice
Mi ddlewar e

B
u
s
i
n
e
s
s

Outsource
network

a l ma n
C
a g e m
e n t

e rf a n
P
d

Docum ent Ma n
a gement
Data
War ehouse
B. U.

Electronic
Service Delivery

Project
Architect
or DA

a
n
Business
d
Requirement
Identified
U
n
d
e
r
s
t
a
n
d

TRB

R
e
q
u
i
r
e
m
e
n
t

Es
c a la
t e p
r o b
l e
m

p d a
U
t e c
u s to m e r

Di a
g n o
s e p ro b
l e m

I ntr anet/ Mail i nfr astr uc

t ure
WAN inf rast ructu re
Re
s o lv e p
r o b
le m

Syst em sM ana
g e
m ent

Op
e ra t io
n s
Ma n
a g e
me n t

h a n
C
g e
Ma a
n g e
me n t

Up d a
t e c
u s to m e
r

l o
C
s e p ro b le m

Group IT
Architecture
Definition

Infrastructure
Design &
Planning

End User
Infrastructure
Upgrade

Outsource New
Core systems
Arch Review
Board

Customer
Service Centre

Principles

Initiatives focused on
migrating to the new
delivery environment

Outsource
Helpdesk and
Desktop

Planning/Design
Infrastructure
Outsourcing

Initiatives focused on
implementing the vision
Planning/design
IT Competency centre

Key Group Decision

Points

Establish IT
Competency
Centre

Other

IT Steering
Committee

Architecture
Initiative

Business Unit
Systems
Kiosks
Telemetry systems
etc

D
e
s
i
g
n
S
o
l
u
t
Ai
do
vn
i
s
e
/
A
s
s
A
i
sd
vt
i
s
e
/
A
s
s
i
s
t

C
o
n
d
u
c
t
D
e
s
i
g
n
/
P
r
o
d
u
c
t
E
v
a
l
u
a
t
i
o
n

D
e
v
e
l
o
p
/
i
m
p
l
e
m
e
n
t
s
y
s
t
e Yes
m
/
s
o
Design
l
Conforms
u to
Architecture?
t

R
e
s
e
a
r
c
h
&

No

i
o
n

R
e
v
i
e
w
M
t
g

ARB

a
nI
a
d
el
y
n
st
ei
f
cy
o
p
n
o
ft
o
e
r
n
m
t
ii
n
a
gl
c
a
o
nl
tf
ei
rr
n
m
ai
nt
gi
v
e
a
sl
t
e
r
n
a
t
i
v
e
s

Yes

Arch
Conforming
Alternative
available?

No
Vitality Process

Data architecture

Data Stores

IT architecture

TRB
DA

Organisation

User Groups

59

Enterprise Tech Framework

Transition Plan

Application Function Models

Management Action Plan

11.5.16

Processes
Evaluation & Selection

Develop and Define EA Roadmap

Building the future of EA

60

11.5.16

Hansabank Enterprise Architecture Roadmap

Introduction

Input

in
Pr

les
p
i
c
rg
Ta

EA Definition
Goals
Structure
Layers
Roles
Governance
Deliverables
Measurements

61

11.5.16

Problem Statement
architecture
business
application
information
technology
infrastructure
governance
processes

n
sio
i
tV

Principles
what it is
how to define
what it defines

Roadmap

Perspective
Architectural changes
Business changes
Organization
EA realization

Target Vision
common understanding
definition of architecture
architectural framework
to be architecture
ownership of HBG EA

The main content of the Roadmap

The Roadmap phases:

62

Initiate
Assess
Envision
Plan
Deploy

11.5.16

Strategic Dimensions

Roadmap Plan Phase

Information
Applications

Plan

Technology
Organization
Processes

Phase
III
IT Business Alignment

Key Activities
Confirm IT priorities with the business
Determine dependencies
Rationalize new EA initiatives with current IT
Plans, review with key stakeholders

Key Work Products & Deliverables

Proposed high level project/initiative
descriptions including scope, timing,
investment/cost range, including project
benefit

Develop high-level project plans

High level transition and deployment plan for

changes and recommendations

Design implementation oversight governance

model (stakeholders / communications)

Strategic governance and communications

approach

Review vision, alternatives and plans with the key

stakeholders

Transition plans to support

recommendations

Develop deployment approach

63

11.5.16

Strategic Dimensions

Roadmap - Deployment

II III

Information
Applications

Deploy

Technology
Organization
Processes
IT Business Alignment

Key Activities
To be completed in solution projects.

64

Key Work Products & Deliverables

To be completed in solution projects.

Detailed Analysis

Updated artifacts

Recommendations

Updated Vision Document

Suggested changes in Vision Document

Design

Construction

Implementation

11.5.16

EA Roadmap layers

Common
Common
Activities
Activities

Business
Business
Architecture
Architecture

Information
Information
Architecture
Architecture

Application
Application
Architecture
Architecture

Technology
Technology
Architecture
Architecture

65

11.5.16

Governance,
Review,
Communication and
Quality Assurance
activities
Business
Architecture key
activities
Information
Architecture key
activities
Application
Architecture key
activities

Technology
Architecture key
activities

Development and iterative update of the Roadmap is needed

and defined relation between the Main Roadmap and its Sub
Roadmaps
High Level
Roadmap
used in the EA
programme

Detailed
Roadmaps,
delegated from
the High Level
Roadmap

66

11.5.16

Main activities plotted in the Roadmap

Date

Common
Common
Activities
Activities

Business
Business
Architecture
Architecture

Information
Information
Architecture
Architecture

Application
Application
Architecture
Architecture

Technology
Technology
Architecture
Architecture

67

11.5.16

Date

Date

Date

Date

Date

Date

Date

Define Enterprise Architecture Roadmap

No

Architecture Viewpoint
Architecture Roadmap

Common Activities

Business Architecture Activities

Information Architecture Activities

Application Architecture Activities

Technology Architecture Activities

68

11.5.16

Activity

Priority

Ownership

Enterprise Architecture conclusion

Todays focus will move

Introduction

to Target Vision and Roadmap for EA

Input

in
Pr

les
p
i
c
rg
Ta

n
sio
i
tV

Lets move forward with small

iterative and concrete steps
with clear traceability between
Business requirements and
IT capability to deliver

69

11.5.16

Roadmap

Thank you for your time and contribution

- now starts the real work for the
Enterprise Architecture evolvement
cross the organization

70

11.5.16