1、The Future of Enterprise Architecture- Towards the Coherent Enterprise,John Gtze,Imagine an enterprise that had not heard of EA.It is operational (sort of)It produces and uses information (there are artefacts) No enterprise wide coherence (at best accidental coherence),In the Beginning .,IT,Business
2、,Existing Enterprise,EA Not applied,Information Indecision,Too much informationToo much complexityToo many challengesToo little timeBusiness Intelligence vs. Intelligent Business,Conditions,The Constancy of ChangeLewis Carolls Red Queen: in this place it takes all the running you can do, to keep in
3、the same place.”Neuraths Boat”We are like sailors who on the open sea must reconstruct their ship but are never able to start afresh from the bottom.”,Disruption,Alignment,”Remember Your Vector Math!”,Agility,Assurance,10,EA = ?,Coherency Management,Everything AlignedEnabled AgilityEmbedded Assuranc
4、e.,Occams Razor,All other things being equal, the simplest solution is the best.,Ross, Weill & Robertson:“Enterprise Architecture as Strategy”,Five elements,Strategic Initiatives Operating Model Enterprise ArchitectureEngagement ModelFoundation for executionThe IT infrastructure and digitized busine
5、ss processes automating a companys core capabilities.,Operating Model,Operating Model,Single point of contact Begins with customers,Synergy and Responsiveness Begins with processes, customers and shared services,ScalabilityBegins with processes,Economies of scaleBegins with shared services,N=1 & R=G
6、,Geoffrey Moores Cycle of Innovation,Core,Context,Mission Critical,Non-Mission-Critical,IV,III,II,I,25,Technology,Business,Strategy,Use of EA to ensure Alignment of Business & ITCapture Understanding of Business Target: Systems Architecture and DesignValuable and the most practiced form of EA,Founda
7、tion Architecture,Captured,Captured and Designed,Not applied,IT,Business,Existing Enterprise,EA Addition,Understand the Business,Design Systems,EA 1.0,A “complete” EA approach must have all of these elements, which are specifically designed to work together in the context of the (IT) governance proc
8、ess.,(IT)Governance,”Complete” EA Approach,Carnegie Mellon University,Scott Bernards EA3 Cube,Scott Bernards EA3 Cube,EA,Artifacts,EA,Best Practices,EAMethodology,EA Tools &,Repository,S+B+T,Provides Excellent ValueSome implementations are simply IT Architecture at the Enterprise LevelIn some cases
9、this is all you need for a particular investment.,Foundation Architecture,Saint- Exupry,FEA Practice Guide, OMB 2006. http:/www.whitehouse.gov/omb/egov/documents/FEA_Practice_Guidance.pdf,EA Transition Planning,An enterprise architecture is in continual transition as implementation and upgrade proje
10、cts are completed. Needs coordination, prioritization, and oversight. ”We need a plan”.,Forward-Looking Architecture,One of the purposes of an EA program is to develop future views of the architecture,Many stakeholders Many layers Big projects Money Time Extent A “discipline” Science Practice,EA is
11、(like) Urban Planning,39,Enterprise Architecture 2.0,Approaches can scale from local to global.CEO wants to own and use the architecture.Integrates Strategic, Business, and Technology Planning.Moving from Documentation to Analysis, to Design - supported by better tools/artifacts.More standards on te
12、rms and methods from international and national bodies.More case studies of good and bad EA in the public and private sector.,Non-IT use of EASupport Coherence Generally (e.g. Policy Alignment)Enables Enterprise EngineeringLess practiced form but arguably more valuable than foundation,Extended Archi
13、tecture,Captured,Captured and Designed,Not applied,IT,Business,Existing Enterprise,EA Addition,DesignBusiness,Design Systems,EA 2.0,Traditional Business Architecture:Capturing business requirements to build systems Results in solutions aligned to businessNew Business Architecture:Design the business
14、 to achieve desired business outcomesResults in business aligned to purpose,Extended Architecture,Think business “Purpose” not just business “Process”,The use of EA by non-IT and IT in normal processes.Architecture is already there, so an enterprises architecture should NOT be developed as a project
15、. It should be leveraged.Find these key descriptive processes, apply EA structure to those artefacts and enable alignment.,Embedded Architecture,Captured,Captured and Designed,Structured,IT,Business,Existing Enterprise,EA Addition,Align Those Doing Business Design,Align Those Doing IT Design,EA 3.0,
16、Embedded Architecture,Implications EA becomes the task of the CxO Leaders Alignment Support is the Chief Architects Responsibility Built-Out effort gets reduced because we get to reuse Built-In artefacts.Example: When starting transformation of a policy center because of new political direction we w
17、ould:Previously Begin the process of properly capturing the “As Is”.Now We simply get the “As Is” from the artefacts updated through regular process (e.g. Annual Plans, Budgets).,Motto: Find It, Structure It, and Align It,Balanced EA,Ubiquitous, embedded architecture”Way of Life”Living architecture,
18、 ever-greenSolid foundationStrategic alignmentAlignment, Agility AND AssuranceCoherent enterprise,Gary Hamel,Management innovationOur enterprises have 21st-century, Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principlesManagement
19、 2.0New Management DNA,May 2008,50,Alignment of Business & IT,Foundation Architecture,Captured,Captured and Designed,Not applied,IT,Business,Existing Enterprise,EA Addition,Understand the Business,Design Systems,EA 1.0,51,Non-IT use of EA,Extended Architecture,Captured,Captured and Designed,Not appl
20、ied,IT,Business,Existing Enterprise,EA Addition,DesignBusiness,Design Systems,EA 2.0,52,The use of EA by non-IT and IT in normal processes,Embedded Architecture,Captured,Captured and Designed,Structured,IT,Business,Existing Enterprise,EA Addition,Align Those Doing Business Design,Align Those Doing I
21、T Design,EA 3.0,Coherency Management- Architecting the Enterprise for Alignment, Agility, and Assurance,Doucet, Gtze, Saha, Bernard (forthcoming)www.coherencymanagement.org,EA,DesignLeadership & facilitation,AssessmentAny investment or Whole enterprise,Operational Enterprise,DESIGNERS-DESCRIBERSPlan
22、nersPolicy WritersOperations:HR, FM, TM, IM,DECIDERSOwnersExecutivesManagersStaff,Enterprise DescriptionDesigns (Business & Tech)Plans (Project, Annual)Reports, Org Charts, JobDescriptions, Prcis, Process Mapsetc,Improve Designs & Descriptions,Continuous Coherency Improvement,ImproveFunctioning Ente
23、rprise,ResourcesPeople, Money, Information, Technology, Property, Assets,StructuresPatternsFrameworksDesigns,ASSESSMENTAny Investment or Whole Enterprise,DESIGNLeadership/Facilitation,Observers Stakeholders Partners,ADVICENew RulesMethods, ModelsDesigns,ADVICE Gaps / OverlapsFrom Strategy to Operati
24、ons,Coherent View,The three aspects of coherency,Coherent Rules for DescriptionsCoherent DescriptionsCoherent Enterprise,Coherent Enterprise,When the enterprise experiences coherent operation and execution. Alignment is very mature because the rules allow descriptions to be compared for alignment an
25、d adjusted accordingly. Agility is achieved because the designs are coherent, which includes a developed understanding and practice of loose coupling by design instead of tight coupling by accident. Assurance is gained through an ability to not only have all the information but also, through coheren
26、cy, have the information provide real knowledge.,Contact,John Gtzehttp:/gotze.eujohngotzespace.dk,pOXLp7v0djZKylHSJr3WxBmHK6NJ2GhiBeFZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMeR4I30kA1DkaGhn3
27、XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGZ7R4I30kA1DkaGtgKQcWA3PtGZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMeR4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGZ7R4I30kA1DkaGhn3XtKknBYCUDxqA7FHYi2CHhI92tgKQcWA3PtGshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMes02GshLs50cLmTWN60eo8Wgqv7XAv2OHUm32WGeaUwYDIAWGMes02dLPqafkFGlzcvv2YiRQYHbhR8AI1LKULh3xvjDzkEAMGr8xbwF1bH1oIM30E7xp,
