Enterprise-architecture and the service-oriented enterprise

the futures of business

10 Apr 2023 (c) Tom Graves / Tetradian 2008 1

Enterprise-architecture and the service-oriented enterprise

Tom Graves, Tetradian ConsultingTOGAF Glasgow, April [email protected] / www.tetradian.com

the futures of business 10 Apr 2023 (c) Tom Graves / Tetradian 2008 2

SOA and SOE

• Service-oriented architecture (SOA)– SOA still viewed primarily in terms of IT

• common interfaces for heterogeneous systems

• The service-oriented enterprise (SOE)– extends SOA metaphor to all aspects of the enterprise

• TOGAF and SOA– IT-architecture underpins IT-service architecture

• Adapt TOGAF ADM for use with SOE– extend IT-centric methodology to whole-of-enterprise


The service-oriented enterprise• ‘Service’ concept as unifying theme• SOE analogy with UNIX

– in UNIX, every device is treated as a file

• In SOE, everything delivers a service– use SOA for architecture of entire enterprise

• Products are ‘services’ too– deliver capability for client ‘self-service’

• vacuum-cleaner → self-service of ‘cleaned floors’• computer → self-service ‘access to applications’


Services and business-processes

Acc

ount

Man

agem

ent

New Account Requested

Verify Details

Has Valid Details

Account Creation Cancelled

Create Account Record

Account Creation Complete

Account

yes

no

service-levelagreement

requirements /critical success

factors

performance /key performance

indicators

A simple example of a business-function / business-service

service-management


An IT view of services

Emphasis in IT SOA is on service-to-service transactions in near-real-time– monitoring often seems to be

tackled only as an afterthought

Deliver MyService(‘brawn’ of provider-

service)

Consume MyService(‘brawn’ of consumer-

service)

Transaction

Service-bus etc

Service-levelagreement

MonitorMyService

(‘brain’ of provider-service)


An ITIL view of services

ITIL service-management needs layered view of services as ‘brain + brawn’– includes KPIs / CSFs, SLAs etc

between layers

MyService

External World


service)

Consume MyService

(‘brawn’ of consumer-

service)

Transaction

Service-bus etc

Service-levelagreement

MonitorMyService


KPIs CSFs


A layered view of services

Hierarchy of services, each with their own KPIs, CSFs and SLAs– each ‘brain + brawn’ pair

becomes the ‘brawn’ of the next level upward

Viable System Model (“Brain of the Firm”, Stafford Beer, 1972)

MyService

External World


service)

other consumer

and/or provider services

MonitorMyService


KPIs CSFs

other consumer


other consumer


Service-level

agreements

All My Services


service)


service)

Monitor AllMy Services

(‘brain’ of higher-level service)

KPIs CSFs

My Services

My Service


External World

Any Service

11

5

3

4

23*

11

1

5

34

111

1

1

5

34

111

1

External World

Any Service

11

5

3

4

23*

11

1

5

34

111

1

1

5

34

111

1

Viable System Model (VSM)In the Viable System Model,

every service contains a set of specialised sub-systems

These interact with each other to act on and with the external world

• 1 – process operations

• 2 – sub-process coordination

• 3* – sporadic audit / review

• 3 – ‘inside / now’ [management]

• 4 – ‘outside / future’ [+ strategy]

• 5 – policy / purpose


External World

Any Service

11

5

3

4

23*

11

1

5

34

111

1

1

5

34

111

1

External World

Any Service

11

5

3

4

23*

11

1

5

34

111

1

1

5

34

111

1

Viable Services Model (xVSM)

Add other interactions as required,e.g. S - security (for ITIL compatibility)

• X – exception-management for short-term (‘1’ ‘3’, ‘1’ ‘4’)

• C – corrective action (review of ‘3*’ / ‘X’ ‘3’ / ‘4’)

• M – issue-management (usually triggered by ‘X’, ‘2’ and/or ‘3’)

• P – process-improvement (interaction up and down between any ‘1’… … ‘5’)

Interactions between these sub-systems support improved processes and self-adaptation to a changing environment


xVSM and SOE – review

• xVSM is map of interfaces needed for SOE– interdependency implies need for interfaces

• Use xVSM to model service-completeness– all standard-VSM links must be present for service

‘viability’– all xVSM links must exist for optimum service-

performance

• Links identify service interdependencies– each interlink requires information-system

support in some form


The xVSM completeness-checklist• 5: what is the service’s purpose? who/what defines policy?

• 4: what current strategy? outside relationships? who defines this?

• 3: how are its tasks defined, managed and monitored?

• 3*: what random checks / audits will verify performance?

• 2: how is it coordinated with other services?

• 1: what does it do? how does it do it? how does it support its ‘downline’ services (if any)?

• X: how does it identify and resolve any run-time exceptions?

• C: what corrective-action does it undertake for causes of issues?

• M: how does it track and manage quality-issues and other issues?

• P: how does it manage improvement of its processes?


xVSM analysis: logistics [1]

Logistics organisation: mid-level function-model with example xVSM mappings

Customer

OutboundI nbound

Support

Transport

Process

Check and prepare vehicle

Road Transport Operations

Drop Off Orders & empty containers

Handle vehicle incidents (breakdowns,

re-fuel, etc.)

Capture transport run events

Drive transport vehicle between locations

Pick Up Orders & empty containers

Complete preparation of orders into consignments

Commence carrier service

Carrier staff verify consignment details & hand

over consignment to contractor

Lodge consignments with carrier

Verify / accept consignment

Visit "trans-ship" port

Complete carrier service

Receive & verify consignments

Handle consignment exceptions

Separate and store containers etc. in preparation

for transport to facility

Domestic Carrier Transport Operations

Planning & Monitoring of Carrier Services

Determine required lodgement &

handover times

Receive new/ updated schedules

from carriers

Develop & maintain carrier lodgement

schedules

Monitor carrier services & provide corrective action

Assess disputed/late consignments

Transport Facility Management

Time and Attendance

Monitoring & Control

Review Facility Performance & implement

improvements

Planning & Scheduling

Staffing & Rostering

Manage

Stream orders into production

batches

Manage batch containers prior

to pick up

Consolidate Orders

Create & Maintain Facility NCR-Code

Plans

Estimate Production Volumes

Plan & Schedule Production Operations


Time and Attendance

Monitor Order Processing

Review Facility Performance & imp.

improvements

Corrective Action for Processing

Quality Control

Dock Management

Production Management

Corrective Action for Transport &

Delivery

Materials Receipt and Verification

Inspection of inbound materials

Process “Under Bond” Materials

Process Hazardous Materials

Handover Materials to Warehouse

Licensee Outbound Operations

Inspection of outbound product

Prepare licensee consignment for

despatch

Capture outbound volumes and

events

Despatch outbound product via licensee

carrier

Receive Transfers at Facility

Transfers Damage Check

Slotting / Sequencing

Interleaving

Pre-Mould Verify

Slippage Adjustment

Batch Alignment for Moulding

Pre-Production Processing at

Facility

Capture Processing Events

Prepare Customer Transfer

Plan Transfer Production

Prepare Transfer Data

Prepare Transfer Production

Prepare Transfer Documentation

Support Customer Bulk Orders

Advise customer of bulk-order

issues

Manage Customer Order

Quality

Support customer bulk orders

Handle Customer Complaints &

I nquiries

Receive & record notification of

problems

Investigate & resolve problems

Report Status of Order

Handle general inquiries

Process Service Requests

Process Requests

Process Other Requests

Process Payment for Service

Consumable Tools

Management

Specify Tools requirements

Acquire & Locate Consumable Tools

Maintain inventory of Consumable Tools

Manage & perform maintenance of

Consumable Tools

Container & Label Management

Specify container requirements

Acquire & Supply Containers

Manage & perform maintenance of

containers

Maintain inventory of containers

Label Policy & Design

Manage Label Stock

Specify vehicle requirements

Vehicle Management

Purchase or Lease vehicles (&

accessories)

Dispose of vehicles

Maintain inventory of vehicles

Manage contracts with fuel suppliers

Monitor payments to fuel suppliers

Manage allocation of vehicles to facilities

Manage vehicle registration &

insurance

Prepare claims for diesel & alternative

fuel grant

Manage maintenance of

vehicles

Design, Specify & Evaluate New

Equipment

Purchase/Dispose Equipment &

Spares

Install & Relocate Equipment

Develop Maintenance

Strategies

Monitor & Optimise Performance &

Reliability

Equipment Management

Ensure Logistics & OH&S Compliance

Manage Equipment Configuration

Manage Technical Documents &

Support Systems

Manage Inventory, Repairs & Stores

Infrastructure

Property Management

Specify Property Requirements

Acquire Property

Dispose of Property

Manage Building Administration

Establish & Maintain Relationships with

Licensees

Manage Relationship with

Licensees

Calculate Revenue due from Licensees

Specify materials requirements

Materials Management

Acquire & Locate Materials

Maintain inventory of Materials

Select & Manage Asset Maintenance Service Providers

Evaluate & select Asset Maintenance Service Providers

Establish & maintain Asset Maintenance

Contracts

Monitor Service Provider performance

Terminate Contract

Manage Transport Sub-Contractors

Maintain Contractor Service Information

Evaluate & Select Transport

Contractors

Establish & Maintain Transport Contracts

Monitor Contractor Performance

Manage Payments to Contractors

Terminate Contract

Select & Manage Agencies

Evaluate & Select Agencies

Establish & Maintain Contracts with

Agencies

Monitor Agencies Performance

Manage Payments To/From Agencies

Terminate Contract with Agency

NCR-Code Management

NCR-Data Strategy, Policy &

Procedures

Maintain NCR Information

Maintain Machine Configuration Data

NCR Configuration Improvement

Manage Machine-Specific NCR Configuration

NCR Code-Sharing Management &

Support

Processing Policy, Procedures & Governance

Processing Strategies

Sorting Strategy & Design

Develop Processing Plans

Measurement of Service Quality

Measure Financial Performance

Measurement of Resource Utilisation

Performance Analysis

Performance Management

Production Systems

Initiate Project

Evaluate Solutions

Finalise Project

Systems support & maintenance

Develop / Enhance System

Implement System

Determine business systems

strategies

Systems control & Administration

Specify Facility Requirements

Model Proposed Solutions

Select & Design Preferred Solution

Plan & Schedule Facility

Development

Implement Facility Changes

Construct Facilities & Equipment

Facility / I nfrastructure Design & Development

Production Planning

Determine prod’n strategy & direction

Capacity Planning

Investment Planning

Determine prod’n principles &

policies

Legislative Compliance

Develop & maintain Dangerous Goods

policies & procedures

Production Capability Analysis

Manage Facility I nformation

Define Costing Reference Data

Maintain Prod’n Structure

Information

Define terminology, & codes

Manage barcoding standards, formats & characteristics

Manage central storage of event

information

Manage inventory of

scanners

Manage central storage of production

volumes

I nternational CarrierTransport Operations

Receive inbound containers at origin

port

Handover outbound containers at

destination port

Transport bond containers from origin port to destination port

Manage Core Business

Develop Business Strategies

Manage business performance &

operations

Co-ordinate Projects

Develop Business Plans

Manage Projects

Develop business perf. measures

& targets

Receive Container from Contractor

Drop-Off

Setup forContractorDelivery

Receive Misdirected Container from

Contractor

Deliver Container via Contractor

Record errors & notify customer

Store articles

Verify Customer Pick-up

Handle Undeliverables

(including missorts)

Calculate Priority Delivery Charge

Capture Contractor Delivery Events

Despatch Container for Contractor

Pick-Up

Handle delivery vehicle incidents

Check & Prepare Delivery Vehicles

Document Handover to Transport

Driver

CaptureNon-Contractor Delivery Events

Setup forNon-Contractor

Delivery

Handle Customer Returns

Deliver Container to Customer

Operate Vehicle for Transport Runs

Drop Off / Pick Up at Facility Depot

Establish Production Volumes

Time and Attendance

Monitor Post-Production Operations

Corrective Action

Review Facility Performance &

Implement Improvements

Manage Post-Production Operations


Plan & Schedule Operations

NCR-Code Updates

Capture Machine Configuration

Changes

Capture Tool Changes

Capture Machine Changes

Capture and Notify NCR-Code Changes

Equipment Maintenance

Plan & Schedule Equipment

Maintenance

Perform & Reord Equipment

Maintenance

Correct & Record Equipment Faults &

Parts Usage

Monitor & Report Maintenance Compliance

Modify Equipment

Optimise Equipment

Performance & Reliability

Handle Non-Valid Orders

Machine Preparation

Moulding

Capture volumes & machine statistics

Prepare agency consignments

Prepare product for road transport

Production Operations

Capture production events

Inward Dock Operations

Initial Preparation

Move Product between

processing steps

Order Configuration

Machine Production

Manual Preparation

Capture Order

Assemble Order

Prepare order documentation

Accept from Contractor

Accept Agency Order

Capture inbound order events

Receive inbound order from agency

Print & apply agency identifier

labels

Reconciliation of agency bills &

orders

Record agency order violations

Handover order documentation to transport driver

Receive Order Lodgement

Accept at Facility

Receive electronic order via internet

Process electronic order via email

Verify Order

Preparation & Streaming

Handle Rejected Orders

Capture Order information

Process Payment for Order

Handover Order to Transport

Driver

Capture actual acceptance

events

Verify Order

Accept at Customer Location

Finance

Provide Financial Analysis & Direction

Support Business Cases

Produce budgets & forecasts

Manage Financial Policy & Procedures

Record & monitor expenditure

Human Resources

Succession Planning

RecruitmentMaintain employee

recordsOccupational Health

& SafetyOperational Training

Leave Administration

Staff Development Industrial Relations

Facility Administration

General Administration

Perform & Manage Stores Function

Manage Technical Documents

Maintain Technical Help Desk

Capture Consolidation

Events

Accept Inbound Requests


xVSM analysis: logistics [2]

0 5 10 15 20

5 - Policy / Purpose

4 - Future/Out

3 - Inward/Now

3* - Random audit

2 - Coordination

1 - Operations

X - Exception mgmt

C - Corrective action

M - Issue tracking/mgmt

P - Process improvement

Number of Business Systems containing activitiesfor each VSM system (‘5’-’1’) or their interactions (‘X’-’P’)

represents untraceable costs?

represents untraced opportunities for improvement?


xVSM analysis: human services [1]

Government human-services department: initial high-level function-map, based on existing organisation structure

Provide Business Support

Manage Interactions with Public

Manage Business

Information

Develop Service Capability

Provide Community-Development

Services

Regulate NGO Provision of

Services

Provide Statutory Intervention Services

Provide Statutory Long-Term Client

Services

Provide Operations Support Services


xVSM analysis: human services [2]

Same department: revised high-level function-map as matrix against on two-tier xVSM categories

Provide Operations Support

Manage Workforce Improve Practice

Provide Statutory Long-Term Client Services

Provide Statutory Intervention Services

Regulate NGO Provision of Services

Provide Community-Development Services

Manage Government and Public Relations

Manage Corporate Administration

Manage Resources Manage Information

Support Frontline Services

Research, Prepare, Plan

Monitor and Improve

Coordinate

Educate and Train

Fund to Deliver

Deliver

Contact

Research, Prepare, Plan

Monitor and Improve

Coordinate

Educate and Train

Fund to Deliver

Deliver


TOGAF and SOE scope

Classic scope of IT-based ‘enterprise architecture’

RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

C.Develop

Data / Apps Architecture

A.ArchitectureScope and Purpose

Preliminary:Framework,

Principles and Core Content

H.Architecture

Change Management

B.Develop

Business Architecture

D.Develop

TechnologyArchitecture

F.Migration Planning

BusinessArchitecture

Data Architecture

ApplicationsArchitecture


IT

“Everything not-IT” ?


FEAF and SOE scope

“Other Fixed Assets”(machines,machine-processes, vehicles etc)

“Human Capital”

(people, manual processes etc)

“Technology”(Information Technology

only)

Business-architectur

e

FEAF PRM (Performance Reference Model)

Integration(including data

and apps architecture)


Detail

Common

Business

Dimensions of SOE scope

Tetradian - dimensions of architecture

Business Aspirations

Amended ADM?

1: Overall scope

2: Business

3: Systems

4: Design

5: Implementation

6: Operations

Zachman

PhysicalAssets

Concept Knowledge (inc. IT)

PeopleRelations, skills etc

Integration


Visualisation of SOE scope

Whole-of-enterprise scope


Data Architecture

ApplicationsArchitecture


IT is only a subset (not even all of Information)


InformationIntegration-Architecture

Machine / AssetIntegration-Architecture

Information-ProcessDetail-Architecture

Manual-ProcessDetail-Architecture

Machine-ProcessDetail-Architecture

PeopleIntegration-Architecture

– three layers: Business, Integration (Common), Detail– three columns: People, Information, Physical Assets

IT domain(typical)


TOGAF ADM for SOE: overview• SOE needs iterative build of architecture

– broader scope is too large for ‘big bang’ style

• Preliminary Phase defines basic shell

• Phase A identifies scope for iteration– drawn from ‘business question’ for iteration

• Phases B-D identify architecture in scope

• Phases E-H monitor solution design etc– as per existing ADM


TOGAF ADM for SOE: Phase A• Architecture iteration is driven by

‘business question’– Horizontal: Optimisation etc– Top-down: Strategy etc– Bottom-up: Disaster-recovery etc– Spiral-out: ‘Pain-point’ resolution

• Map the scope of business-question onto Zachman-style frame


TOGAF for SOE: horizontal drivers

Example: optimise systems, reduce redundancy

1: Overall scope

2: Business

3: Systems

4: Design

5: Implementation

6: Operations

What How Where Who When Why


TOGAF for SOE: top-down drivers

Example: impact of strategy, change of regulation

1: Overall scope

2: Business

3: Systems

4: Design

5: Implementation

6: Operations



TOGAF for SOE: bottom-up drivers

Example: disaster-recovery, risk assessment

1: Overall scope

2: Business

3: Systems

4: Design

5: Implementation

6: Operations



TOGAF for SOE: spiral-out drivers

Example: data quality, service-management planning

1: Overall scope

2: Business

3: Systems

4: Design

5: Implementation

6: Operations



TOGAF for SOE: review of Zachman• Zachman on framework cells

– primitive within cell, composite across cells

• “Primitives guide architecture; composites guide solutions”– need primitives which cover full SOE scope

• ‘Completeness’ of composites– ‘complete’ composite crosses all columns

• must be complete at ‘Operations’ layer (row-6)

– usable to the extent it is complete; re-usable to the extent it is not complete


TOGAF for SOE: Zachman scope• In its standard form, Zachman is too

narrow in scope for SOE (too IT-centric)– limited even for IT: where are servers, UIs etc?– is a small subset masquerading as the whole

• Layers are mostly usable as-is for SOE– needs an additional ‘Universals’ layer

• but Columns need significant updates– muddled mixture of primitives and composites– need extra dimension for sub-categories


TOGAF for SOE: Zachman layersNeeds extra layer for

ISO-9000:2000

1: Overall scope(context model)

2: Business view(conceptual model)

3: Systems view(logical model)

4: Design view(physical model)

5: Implementation view(detailed representation)

6: Real-time view(live operations)

Chang

es ov

er tim

e?

Needs

relat

ionsh

ips?

Needs

attrib

utes?

Imple

mentat

ion-sp

ecific

?

Actual

imple

mentat

ion?

Derive

d from

real-

time?

0: Universals(core constants)


TOGAF for SOE: Zachman columnsColumns need restructure to support SOE

At Operations level, we should be able to describe every service as:


Asset

What

ObjectInformationRelationship

Value

(examplesegment)

<asset>

(revised)

(original)

with

Function

How

MechanicalIT-basedManualAbstract

<function>do

Location

Where

PhysicalVirtual

RelationalTemporal

<location>at

Capability

Who

RulesAnalysisHeuristicPrinciple

<capability>using

Event

When

PhysicalVirtual

RelationalTemporal

<event>on

Reason

Why

RulesAnalysisHeuristicPrinciple

<reason>because


TOGAF for SOE: Zachman segments Needs dimension of ‘segments’ within columns

Segments rarely relevant at upper layers

Segmentsare essential to implementations

Segments become more significant in design layers

Physical(e.g. server)

Virtual(e.g. data)

Relational(e.g. employee

via contract)

Abstract(e.g. finance)

Example segments


TOGAF ADM for SOE: Phase B-D [1]If we retain existing Phase B-D focus – extended as Business, Common/Shared, Detail-level – we will have a governance problem of endless review-meetings

We can resolve the governance problem by changing the focus of Phases B-D:

Issues / Risks /RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

C.Develop

Common Architecture

A.Architecture

Iteration Scope and Purpose



H.Architecture

Change Management

B.Develop

Business Architecture

D.Develop

Detail-level Architecture


Develop‘As-Is’ Architecture

B.Develop‘As-Is’

Architecture

Develop‘To-Be’ Architecture

C.Develop‘To-Be’

Architecture

ConductGap-Analysis

D.ConductGap-

Analysis


TOGAF ADM for SOE: Phase B-D [2]

Statement of Architecture Work (for iteration)

Stakeholder review for ‘current state’

Stakeholder review for ‘future state’

Gap-analysis / requirements review

Solution design review

Project plan review

Project architecture compliance

review

Benefits realisation

(‘lessons learned’ etc)

Architecture Charter

Governance-artefactsdefine methodology’sphase-boundaries

C.Develop‘To-Be’

Architecture

B.Develop‘As-Is’

Architecture

D.ConductGap-

Analysis

Issues / Risks /RequirementsManagement

G.Governance

and Compliance

E.Opportunities

andSolutions

A.Architecture

Iteration Scope and Purpose



H.Architecture

Change Management



TOGAF ADM for SOE: Phase E-HWill be largely unchanged from existing

8.1 ‘Enterprise’ standard

• Phase E will often need broader scope

• Phase F needs cross-enterprise governance

• Phase G needs stronger emphasis on whole-of-enterprise synergy

• Phase H needs emphasis on ‘lessons learned’, and to drive new iterations


Implications of SOE

• Enterprise-architecture is literally the architecture of the enterprise– IT-architecture is only one subset of real EA

• EA should not be under IT control– it belongs under e.g. enterprise-wide PMO

– IT-architecture can be controlled by IT under EA

• Cannot do SOE successfully whilst EA is under IT control


SOE – a summary

• In SOE, everything is a service– even products are ‘services’, or enable them

• SOE covers whole of enterprise– an IT-centric or IT-only focus will cripple SOE

• SOE as web of service-interdependencies– can be mapped with VSM / xVSM

• TOGAF ADM is well suited for SOE– needs only minor amendments, as described


Further information• Viable System Model (Wikipedia article and links)

– http://en.wikipedia.org/wiki/Viable_System_Model

• Brain of the Firm, 2nd Ed. (Viable System Model)– author: Stafford Beer; publisher: Wiley, 1994; ISBN 978-0-471-94839-1

• “The Viable Services Model: service quality, service interdependence and service completeness”in ITSMF IT Service Management Global Best Practices 1– chapter: Tom Graves; publisher: Van Haren, 2008; ISBN 978-90-8753-

100-3 • Real Enterprise-Architecture: beyond IT to the whole enterprise

– author: Tom Graves; publisher: Tetradian, 2008; ISBN 978-1-906681-00-5

• Bridging the Silos: enterprise-architecture for IT architects– author: Tom Graves; publisher: Tetradian, 2008; ISBN 978-906681-02-9

See tetradianbooks.com for more details.