EAdirections Latest Trends in Enterprise Architecture, Business Architecture, Capabilities Analysis and EA Certifications

© EAdirections 2010. All Rights Reserved.

State of EA – 2010

Tim Westbrock & George Paras

Managing Directors

[email protected]

[email protected]

June 15, 2010

mailto:[email protected]


© EAdirections 2010. All Rights Reserved. 2

Putting Things in Perspective


Drivers for EA

• Business change / transformation / innovation

– Intentional and unintentional

– Many environmental factors (gov/reg, eco, tech, demo, geo,

political, etc.)

• Leveraging new technology capabilities

– Virtualization , Proliferation of devices, Tech-tonics, Everything is Recorded Digitally, Predictive Modeling Explodes, “Zero Downtime”, Self-service “Everything”, 7x24 work availability, Ubiquitous “real-time” sensors, …

• Unwieldy / unmanageable, overly complex (and changing)

IT environment is an obstacle to rapid change

– Lack of standards, lack of reuse and reusability, p2p interfacing,

old/obsolete technologies

3


CISR EA Maturity Findings …


Key Question

“Are You Architecting the Enterprise?”Or

“Are You Architecting IT?”


Something else to think about …

• MOST EA efforts are driven by and staffed by IT

divisions/personnel

• How does an IT centric view and application of EA drive

Business Innovation and Transformation?

• Is enterprise business architecture the domain of IT?

• If not, then who creates EBA?

• What about business architecture at the sub-enterprise

level?

– Same questions

• Is EBA part of EA? Or is EA part of EBA?


Traditional View & Transitional View

7

Enterprise

Architecture

Business

Arch

Information

Arch

Application

Arch

Technology

Arch

7

Enterprise Architecture

Business

Arch

Application

Arch

Information

Arch

Technology

Arch


Transformational View

• Impressions:

– Separation of Business and IT

domains

– Work Activities and Information

are the domain of the business

– App, Data and Technology are

the domain of IT

– Business Activities drive the

Application Architecture

– Business Information drives the

Data Architecture

– Technology Architecture directly

enables data and applications

(not business process/function

and information)

8

Enterprise Architecture

IT Domain

Business Domain

Activity

Arch

Information

Arch

Application

Arch

Technology

Arch

Data

Arch


State of the Practice of EA


Juggling Integration, Processes & Priorities

• Strategy Development

• Budget/Capital Planning

• Procurement

• Infrastructure planning and operations

• Application Development & Integration

• Business Process Management/Measurement

• Business Performance Management

• Total Quality Management

• Risk Management

• IT Service Management / ITIL

• Enterprise Architecture

• Portfolio Management

• Governance

• Agile Development/RUP

• SOA

• Cloud Computing

• Outsourcing

• Security/Privacy/Regulatory

• Legal

• Collaboration Strategies

• Trends Analysis

• Resource Planning

• Etc.

10


How is the EA Discipline Doing?

EA Objective

EA

Em

ph

asis

Tactical Alignment Strategic Alignment

EA

Pro

ce

ss

es

EA

De

live

rab

les

Portfolio

Management

Strategic

Bus/Info Arch

Project

Compliance/SDLC

Architecture(s)

Lifecycle

Management

Standards

SOA Catalogs

Industry Reference

Models

SOA

Implementations

Strategy

Governance

Asset

Portfolios

Project Designs

Project Coaching


We Are Doing Well

EA Objective

EA

Em

ph

asis


EA

Pro

ce

ss

es

EA

De

live

rab

les

Portfolio

Management

Strategic

Bus/Info Arch

Project

Compliance/SDLC

Architecture(s)

Lifecycle

Management

Standards

SOA Catalogs

Industry Reference

Models

SOA

Implementations

Strategy

Governance

Asset

Portfolios

Project Designs

Project Coaching


We‟ve Made Some Progress

EA Objective

EA

Em

ph

asis


EA

Pro

ce

ss

es

EA

De

live

rab

les

Portfolio

Management

Strategic

Bus/Info Arch

Project

Compliance/SDLC

Architecture(s)

Lifecycle

Management

Standards

SOA Catalogs

Industry Reference

Models

SOA

Implementations

Strategy

Governance

Asset

Portfolios

Project Designs

Project Coaching


We Have Some Room for Improvement

EA Objective

EA

Em

ph

asis


EA

Pro

ce

ss

es

EA

De

live

rab

les

Portfolio

Management

Strategic

Bus/Info Arch

Project

Compliance/SDLC

Architecture(s)

Lifecycle

Management

Standards

SOA Catalogs

Industry Reference

Models

SOA

Implementations

Strategy

Governance

Asset

Portfolios

Project Designs

Project Coaching


EA as a Profession


What makes a profession?

• Common Definition

• Consistent training and curriculum

– University programs in the specialty

• Governed accreditation and certification

– Including national/state licensing

• Common (Foundation) skills / Specialty Skills

• Commonly accepted roles and responsibilities

• Recognized career paths

• Other traits

– Common tools and methods

– Professional associations

– Professional code of ethics

16


State of the EA Profession

• Bad News

– Legally, we may not be able to call ourselves professional

“architects” (TX, for instance)

– Is EA a business discipline or an IT discipline?

– Competing/inconsistent definitions, certifications

• Good News

– More focus on business architecture is causing a recognition of the

conflict between EA and ITA

– Groups trying to drive the formalization of EA as a profession

– EA and other architects are not suffering from the current recession

as much as other IT disciplines and the job market in general

– Still lots of room left to mature as an IT discipline while EBA/EIA

approaches, benefits, skills, models, etc. mature

– EA Courses are being taught in some colleges in North America,

Europe, Australia

• GWU, Bentley University, CMU Heinz College in Australia, Reading

University in UK (TOGAF)

• Others are investigating – UCLA, Penn State

17


What‟s Changing in the next 5 Years?

• Org Split into Strategic and Tactical

• More emphasis on business skills

• More emphasis on soft skills

• New frameworks with an

industry/functional/business bent

• More consolidation of business analyst and

business architecture skills, roles and

responsibilities

• Better integration between EA repository,

CMDB and Asset Management tools

• Architecture specialties (not EA)

– Customer facing (both business and

technology), Supply Chain, Cloud (Service

Provider Integration), Real-time, etc.

• Increased Portfolio Management

competencies increase value of EA

• A VERY FEW (but some) EA functions

transition into the business – What will they

call it?

18

IDENTIFY

STRATEGIC

CAPABILITIES

CONDUCT

IMPACT

ANALYSIS

PRIORITIZE

ACTIONS

DEVELOP

TRANSFORMATION

ROADMAP

DEFINE

ENTERPRISE

PRINCIPLES

DEFINE/REFI

NE

BUSINESS

STRATEGY

IDENTIFY &

ANALYZE

GAPS

PLAN

FUTURE

STATE

ASSESS

THE

ENTERPRISE

PLAN &

IMPLEMENT

ACTIONS

CONDUCT

ENVIRONMENTAL

ANALYSIS


What‟s Not Changing in the next 5 Years?

• EA remains an IT discipline for majority of

enterprises

• Maintain IT foundation for change

– Dealing with change and complexity

• Competing / Inconsistent Definitions and

Certifications

• No integrated toolset EA, CMDB and Asset

Management

• The vast majority will still call it Enterprise

Architecture

• The uniqueness of EA (process, benefits,

priorities and deliverables) within a given

enterprise

• Continued R&D and leveraging of new

technology

• Dependence on architects within IT

• Expanding of architects skills and IT

specialties continues

19

IDENTIFY

STRATEGIC

CAPABILITIES

CONDUCT

IMPACT

ANALYSIS

PRIORITIZE

ACTIONS

DEVELOP

TRANSFORMATION

ROADMAP

DEFINE

ENTERPRISE

PRINCIPLES

DEFINE/REFI

NE

BUSINESS

STRATEGY

IDENTIFY &

ANALYZE

GAPS

PLAN

FUTURE

STATE

ASSESS

THE

ENTERPRISE

PLAN &

IMPLEMENT

ACTIONS

CONDUCT

ENVIRONMENTAL

ANALYSIS


What I‟d Like to See in the next 5 Years

• More consistency in semantics and terminology

• EA owns the service portfolio

– What services should the enterprise have?

– Who should provide the service (internal or external SP)?

– Who should consume the service?

• Further integration between Service Management (ITIL) and

EA processes

• Consolidation of certifications

• More university courses on EA

• More involvement in EBA efforts from those responsible for

business strategy/transformation/innovation

• More companies move into the Transformation View of EA

20


Summary

• Not a Profession Yet

• Good things being done by a lot of individuals and groups

to promote the evolution of the profession

• Clarification of EA vs. ITA needed

• Great position for those with a passion for enabling change,

focusing on the big picture and looking forward

21


About EAdirections

22

Tim Westbrock

George S. Paras

We Work WITH You To:• Improve the value of IT to your enterprise

• Improve Enterprise Architecture (EA) programs

• Refine/Tune Governance Mechanisms

• Create a Portfolio-Based Culture

• Integrate Management Disciplines

• Unify Business/IT Perspectives

• Operate a World-Class Office of the CIO

• Balance the Strategic with the Tactical

How We Do It:• Continuous Mentoring of IT Leaders

• CIO, EA Team, PMO, Office of the CIO, etc.

• Assess Org Structures, People, Teams

• Build Internal Support and Sponsorship

• Analyze and Drive Activity Plans

• Review and Improve Processes & Deliverables

• Contribute Relevant Examples & Research

• Provide Pragmatic, Objective, Unbiased and Prescriptive Feedback on Everything You DoSubscribe to our

Newsletter: http://eepurl.com/bQ4_

www.EAdirections.com

http://eepurl.com/bQ4_

http://www.eadirections.com/


Our Approach – Build Effective EA Organizations

13© EAdirections 2008. All Rights Reserved.

Mapping the Application Systems to the FH

In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.

1.1

P

ublic

Re

latio

ns &

Co

mm

un

ica

tio

ns

1.2

A

dve

rtis

ing &

Bra

nd

Ma

na

ge

me

nt

1.3

M

ark

eting O

ps &

Lead G

enera

tion

2.1

P

rosp

ectin

g &

Lea

d M

an

ag

em

en

t

2.2

Q

ualif

ica

tio

n

2.3

S

ale

s P

ropo

sa

ls

2.4

S

ale

s N

ego

tia

tio

ns &

Co

ntr

acts

3.1

R

ese

arc

h &

De

ve

lopm

en

t

3.2

P

rodu

ct

De

ve

lopm

en

t &

De

sig

n

3.3

P

rodu

ct

En

gin

ee

ring

4.1

P

rocu

rem

ent

4.2

M

anufa

ctu

ring

4.3

In

vento

ry

4.4

S

hip

pin

g

4.5

C

usto

me

r S

erv

ice

4.6

R

etu

rns

5.1

P

urc

hasin

g

5.2

A

cco

un

ts R

ecie

va

ble

5.3

A

cco

un

ts P

aya

ble

5.4

F

inan

cia

l R

epo

rtin

g

5.5

In

tern

al A

udit

5.6

H

um

an R

eso

urc

es

5.7

In

form

ation S

yste

ms (

IT)

5.8

Legal

Customer Relationship Management (CRM)

Leads

Contacts

Accounts

Campaigns

Financial System

General Ledger

Cash Management

Accounts Payable

Accounts Receivable

Fixed Assets

Supply Chain Management

Order Entry

Purchasing

Inventory

Forecasting

Manufacturing

Bill of Materials

Scheduling

Cost Management

Quality Control

Capacity Planning

Freight Management & Shipping

Freight Management & Shippping

Human Resources

Personnel

Payroll

Benefits

Time & Attendance

Content Managent

Content Management

etc.

etc.

etc.

System function

Co

mp

an

y A

BC

's I

nfo

rma

tio

n S

yste

ms

LEGEND

Company ABC

High Level Functional Hierarchy

4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales

Ongoing Mentoring– Make our clients more effective– IT Strategy, Business/IT Alignment, Business Transformation,

Project Management, Application Portfolio, Enterprise Architecture, IT Governance, Cost Optimization, etc.

– Individuals or Teams– Retainer based

Providing „Jump Start‟ Materials & Other Research– Provide „quick & dirty‟ enterprise-wide templates for demonstrating

Business/IT Alignment , Enterprise Architecture, etc.– Templates for demonstrating Business/IT alignment– Tools for „Business Fit‟ vs. Technical Fit‟, etc.– Perform on-going research

Building the Extended Team– Refine mission, strategy, roles and responsibilities– Establish communications strategy to enroll support– Build a culture of collaboration and effectiveness focused on

„enterprise outcomes‟

Assessing Activities & Review Deliverables– Provide honest feedback and prescriptive advice– Critique documents to improve effectiveness especially for C-level– Guide development of new artifacts– Ongoing review of emerging issues


State of EA – 2010

Tim Westbrock & George Paras

Managing Directors

[email protected]

[email protected]

June 15, 2010

