The Future of Enterprise Architecture Towards the Coherent Enterprise

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The Future of Enterprise Architecture- Towards
the Coherent Enterprise

• John Gøtze

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In the Beginning ...

• 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)?

Business
EA Not applied
IT
Existing Enterprise
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Information Indecision

• Too much information
• Too much complexity
• Too many challenges
• Too little time
• Business Intelligence vs. Intelligent Business

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Conditions

• The Constancy of Change
• Lewis Carolls Red Queen "in this place it takes
  all the running you can do, to keep in the same
  place.
• Neurath's Boat
• We are like sailors who on the open sea must
  reconstruct their ship but are never able to
  start afresh from the bottom.

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Disruption
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Alignment
Remember Your Vector Math!
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Agility
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Assurance
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EA ?

• Everything Aligned
• Enabled Agility
• Embedded Assurance
• ...

Coherency Management
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Occam's Razor

• "All other things being equal, the simplest
  solution is the best."

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Ross, Weill RobertsonEnterprise Architecture
as Strategy
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Five elements

• Strategic Initiatives
• Operating Model
• Enterprise Architecture
• Engagement Model
• Foundation for execution
• The IT infrastructure and digitized business
  processes automating a companys core
  capabilities.

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Operating Model
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Operating Model

• Single point of contact
• Begins with customers

• Synergy and Responsiveness
• Begins with processes, customers and shared
  services

• Scalability
• Begins with processes

• Economies of scale
• Begins with shared services

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N1 RG
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Geoffrey Moore's Cycle of Innovation
Core
Context
Mission Critical
III
II
IV
I
Non-Mission-Critical
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Strategy
Technology
Business
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Foundation Architecture
EA 1.0

• Use of EA to ensure Alignment of Business IT
• Capture Understanding of Business
• Target Systems Architecture and Design
• Valuable and the most practiced form of EA

Understand the Business
Business
Captured and Designed
Captured
Not applied
IT
Design Systems
EA Addition
Existing Enterprise
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Complete EA Approach

• A complete EA approach must have all of these
  elements, which are specifically designed to work
  together in the context of the (IT) governance
  process.

(IT)? Governance
Carnegie Mellon University
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Scott Bernard's EA3 Cube
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Scott Bernard's EA3 Cube
S B T
EA Methodology
EA
EA
Best Practices
Artifacts
EA Tools
Repository
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Foundation Architecture

• Provides Excellent Value
• Some implementations are simply IT Architecture
  at the Enterprise Level
• In some cases this is all you need for a
  particular investment.

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Saint- Exupéry
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FEA Practice Guide, OMB 2006. http//www.whitehou
se.gov/omb/egov/documents/FEA_Practice_Guidance.pd
f
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EA Transition Planning

• An enterprise architecture is in continual
  transition as implementation and upgrade projects
  are completed.
• Needs coordination, prioritization, and
  oversight. We need a plan.

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Forward-Looking Architecture

• One of the purposes of an EA program is to
  develop future views of the architecture

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EA is (like) Urban Planning

• Many stakeholders
• Many layers
• Big projects
• Money
• Time
• Extent
• A discipline
• Science
• Practice

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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 terms and methods from
  international and national bodies.
• More case studies of good and bad EA in the
  public and private sector.

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Extended Architecture
EA 2.0

• Non-IT use of EA
• Support Coherence Generally (e.g. Policy
  Alignment)?
• Enables Enterprise Engineering
• Less practiced form but arguably more valuable
  than foundation

Design Business
Captured and Designed
Business
Captured
Not applied
IT
Design Systems
EA Addition
Existing Enterprise
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Extended Architecture

• Traditional Business Architecture
• Capturing business requirements to build systems
• Results in solutions aligned to business
• New Business Architecture
• Design the business to achieve desired business
  outcomes
• Results in business aligned to purpose

Think business Purpose not just business
Process
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Embedded Architecture
EA 3.0

• 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. It should be leveraged.
• Find these key descriptive processes, apply EA
  structure to those artefacts and enable alignment.

Align Those Doing Business Design
Business
Captured and Designed
Captured
Structured
IT
EA Addition
Align Those Doing IT Design
Existing Enterprise
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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 would
• 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
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Balanced EA

• Ubiquitous, embedded architecture
• Way of Life
• Living architecture, ever-green
• Solid foundation
• Strategic alignment
• Alignment, Agility AND Assurance
• Coherent enterprise

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Gary Hamel

• Management innovation
• Our enterprises have '21st-century,
  Internet-enabled business processes,
  mid-20th-century management processes, all built
  atop 19th-century management principles'
• Management 2.0
• New Management DNA

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May 2008
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Foundation Architecture
Alignment of Business IT
EA 1.0
Understand the Business
Business
Captured
Not applied
IT
Captured and Designed
Design Systems
EA Addition
Existing Enterprise
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Extended Architecture
EA 2.0
Non-IT use of EA
Design Business
Captured and Designed
Business
Captured
Not applied
IT
Design Systems
EA Addition
Existing Enterprise
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Embedded Architecture
EA 3.0
The use of EA by non-IT and IT in normal processes
Align Those Doing Business Design
Business
Captured and Designed
Captured
Structured
IT
EA Addition
Align Those Doing IT Design
Existing Enterprise
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Coherency Management- Architecting the
Enterprise for Alignment, Agility, and Assurance

• Doucet, Gøtze, Saha, Bernard (forthcoming)?
• www.coherencymanagement.org

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Design Leadership facilitation
EA
Assessment Any investment or Whole enterprise
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Observers Stakeholders Partners
Coherent View
Operational Enterprise
Continuous Coherency Improvement
DESIGN Leadership/Facilitation

• Structures
• Patterns
• Frameworks
• Designs

Improve Designs Descriptions
Improve Functioning Enterprise
ADVICE New Rules Methods, Models Designs
ADVICE Gaps / Overlaps From Strategy to
Operations
ASSESSMENT Any Investment or Whole Enterprise
DESIGNERS- DESCRIBERS Planners Policy
Writers Operations HR, FM, TM, IM
DECIDERS Owners Executives Managers Staff
Enterprise Description Designs (Business
Tech)? Plans (Project, Annual)? Reports, Org
Charts, Job Descriptions, Précis, Process
Maps etc
Resources People, Money, Information,
Technology, Property, Assets
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The three aspects of coherency

• Coherent Rules for Descriptions
• Coherent Descriptions
• Coherent Enterprise

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Coherent Enterprise

• When the enterprise experiences coherent
  operation and execution.
• Alignment is very mature because the rules allow
  descriptions to be compared for alignment and
  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
  coherency, have the information provide real
  knowledge.

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Contact

• John Gøtze
• http//gotze.eu
• john_at_gotzespace.dk