Http:// © 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved Page 1 Jaap Schekkerman,

Http://www.enterprise-architecture.info© 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved

Page 1

Jaap Schekkerman, B.Sc.

President of the Institute For Enterprise Architecture Developments (IFEAD)

Thought Leader Business Technology Strategy & Enterprise Architecture, Capgemini

A Comparative Survey of Enterprise Architecture

Frameworks


Page 2

Agenda

• About the speaker

• EA Survey 2003 Results – EA Framework Usage

• EA Frameworks Comparison

• Conclusion


Page 3

Speaker Qualifications - Jaap Schekkerman

• Founder & President of the Institute For Enterprise Architecture Developments, The Netherlands.

• Thought Leader Business Technology Strategy & Enterprise Architecture, Capgemini, The Netherlands.

• Professional Associations:– Advisory board member of the Federal Enterprise Architecture Certification Institute, USA. – Co-Founder & Alliance member of the Global Enterprise Architecture Organisation, New Zealand. – Member of the 'MANYWORLDS' knowledge network of Business Thought Leaders, USA. – Member of the IEEE 1471 (Recommended Practice for Architectural Description) working group, USA. – Member of the World Wide Institute of Software Architects (WWISA), USA. – Member of the Netherlands Society of Information Architects (GIA), NL. – Member of the SWEBOK (Software Engineering Body of Knowledge) working group of the University of Québec,

Montréal.

For more info about my books & publications, visit: http://www.enterprise-architecture.info

Author / Co-Author of several Architecture books & publications


Page 4

Combining EA Research & Best Practices

BestPractices

BesPrac


Page 5

Other 6%

CIMOSA (Computer Integrated Manufacturing

Open Systems Architecture) framework

6%

Organization own 32%

C4ISR, US Defense Architecture Framework

6%

TOGAF, the Open Group Architecture Framework

9%

FEAF, US Federal Enterprise Architecture

Framework 6%

Zachman Framework 18%

IAF, Cap Gemini Ernst & Young's - Integrated

Architecture Framework 7%

ISO/IEC 14252 (IEEE Std 1003.0) Guide to the

POSIX Open System Environment

3%

TEAF, US Treasury Enterprise Architecture

Framework. 4%

PERA (Purdue Enterprise Reference

Architecture) Framework 3%

Survey Question: What kind of EA Frameworks are you using?

Source: EA Survey 2003, © Copyright: IFEAD

All Industries / Governments

Zachman Framework

17%

Organization own 83%

Financial & Insurance Industry


None4%Organization own

22%Other 7%

PERA (Purdue Enterprise Reference

Architecture) Framework 4%

CIMOSA (Computer Integrated Manufacturing

Open Systems Architecture) framework

7%C4ISR, US Defense


TOGAF, the Open Group Architecture Framework

7%

FEAF, US Federal Enterprise Architecture

Framework 4%

Zachman Framework 19%

IAF, Cap Gemini Ernst & Young's - Integrated


ISO/IEC 14252 (IEEE Std 1003.0) Guide to the

POSIX Open System Environment

4%

TAFIM, US Defense Technical Architecture

Framework for Information Management

4%

TEAF, US Treasury Enterprise Architecture

Framework. 4%

All Others except the Financial & Insurance Industry



Page 6

Enterprise Architecture Frameworks & the Holistic Perspective

So, EA Frameworks has to support the holistic perspective……… and more..

•Holistic Architecture: By 2006, 20% of Global 2000 organizations will integrate holistic enterprise architecture, enterprise program management, enterprise strategy/planning, and IT portfolio management into a common set of IT management processes under the auspices of the CIO’s office. Ten percent will operate these integrated management disciplines outside the IT organization.

•Value of Integrated Architecture: By 2007, 50% of Global 2000 enterprises will move beyond a pure technology architecture focus to include enterprise business architecture, enterprise information architecture, and enterprise solution architecture. Architecture teams that fail to move beyond the technical focus will come under increasing pressure to demonstrate business value. Source: META GROUP RESEARCH ~ EA TRENDS 2004 – 2005.

Trends


Page 7

Enterprise Architecture Frameworks History

influenced

ISO/IEC14252

influenced

influenced

influenced

influencedinfluenced

influenced

influencedinfluenced

influenced

influenced

supported by

supported by

Supported by

adopted by

references

references

references

1985 1990 1995 2000 2005

influenced

influenced

influenced

influenced

Zachman1987

EAP1992

TISAF1997

FEAF1999

IAF v11996

IAF v3 EE2001

TAFIM

JTA

DoD TRMC4ISR1999

TOGAF1995

TOGAF2002

DoD AF2003

FEAF2003

E2AF2003

UVA Model1994

Zachman2003

XAF2003

TEAF2000

PERA

CIMOSA

SAGA


Page 8

Enterprise Architecture Framework (Zachman)

Characteristics:• Positioning Framework• Categorizing Deliverables • Limited usefulness EA• History in Manufacturing• Broad Acceptance• Limited Holistic Perspect.• Planning Tool

Characteristics:• Positioning Framework• Categorizing Deliverables • Limited usefulness EA• History in Manufacturing• Broad Acceptance• Limited Holistic Perspect.• Planning Tool


Page 9

Integrated Architecture Framework (Capgemini)

ViewPointsViewPoints

Security / GovernanceSecurity / GovernanceSecurity / GovernanceArchitecture Architecture

BusinessBusinessBusiness InformationInformationInformation Information-Systems

InformationInformation--SystemsSystems

Technology-InfrastructureTechnologyTechnology--

InfrastructureInfrastructure

Contextual Level

Vision / Strategy Business / Technology

DriversScope

What?What?What?

Conceptual Level

Goals & Objectives Requirements

How?How?How?

Logical Level

Logical Representation

With what?With what?With what?

Physical Level

Solution Representation

When?When?When?

Transformational Level

Organisational Impact

Why?Why?Why?

Abstraction Levels Abstraction Levels Abstraction Levels

Aspect Areas Aspect Areas Aspect Areas

• TI Portfolio

• Business - Technology Enablers

Technology Goals, Drivers and Concepts

Node = Major Business Location

• Technology Infrastructure policy

• Responsibility of TI

• Locations in which the Business Operates

• Guiding Principles

• Integration Policy

Systems Goals, Drivers and Concepts

• Application portfolio

• System Development policy

• Responsibility of IS


End = To-Be Information-System Situation

• Business - Technology Enablers

Activities = Critical / Overhead

Activities the Business Performs

Activities = Generic or Specific

• Activities in Scope

• Dependencies of others

• Confidentiality of Information

• Information Policy

• Responsibilities & Competencies

End = Information Situation

• Business Drivers

• Scope of the Change

• Business Goals & Objectives, KPI’s

Business Goals, Drivers and Concepts

Ends/Means = As-Is / To-Be Business Situation

• Environmental Dynamics, e.g. Laws

Viewpoints = Competition, Value Net, etc.

• Corporate Strategic Plans


Node = Business System Environment

• Functional Requirements

Link = Business System Connection

Characteristics = Time, Availability, Security, Maintainability, etc.

• As-Is Infrastructure

Level of Inter-Connection

• Quality of Services

• Non-Functional Requirements

• TI Principles

Structure = Interfaces


Level of Interoperability

• As-Is Information Systems Environment



• Information-Systems Behaviour


• Abstraction & Precision of Data

Domains = Functional Areas


• Information Characteristics

End = Information ResourcesI/O = Business Resources


Policy = Business Purpose

Level of Information Interaction


• Information Relations

• Project Goals & Objectives

• Business Relationships

End = Business Purpose

• Business Requirements

Level of Business Collaboration

Characteristics = Time, Flexibility, Availability, Security, Maintainability, etc.


• Budget of Change

• Stakeholders / Win-Win Conditions

Interaction = Concepts of Layering

• Technology Standards

Positioning = Allocation of Services

• Infrastructure Profile

Type of Inter-Connection

• Communication Profile

• Security Profile

• Governance Profile

• Hardware Systems Profile

End = PIM

• Shared & Pluggable Services

Entities = Classes, Attributes & Associations

Type of Interoperability

• MDA Platform-Independent Modelling (PIM)• Business functionality and behavior

• Many Middleware Technologies

Standards = MDA Development Standards

• Information Resources

• Information Processes

Viewpoint = Human Perspective

• Information Objects & Relations

Type of Information Interaction

• Information Interaction

• Information Flow Characteristics

End = Information Behaviour

• Information Locations

• Value Net Position

• Business Commitment

• Business Area Structure

Viewpoint = Business Perspective

End = Business Behaviour

• Organisation Structure

Type of Business Collaboration

• Role Players / Actors

• Business Rules

• Business Culture

Connectivity = Middleware / Messaging, etc.

• Technology Overview

Node = Hardware + System Software, etc.

End = Structure of Relations, Products + Specifications

Solutions of Inter-Connection

• Solutions & Products for Inter-Connection

• Formats of Communication

• Security Integration

Quality = Component Characteristics

Viewpoints = Characteristics of a View

Structure = Spectrum of Styles

Solutions for Interoperability

• MDA Platform-Specific Modelling (PSM)

• Map PSM to application interfaces, code, GUI descriptors, SQL queries, etc.

End = PSM

• Type of Triggers / Events

Relation = Information Flow

• Grouping of Information Objects

• Type of Information Exchange•Formal / Informal

• Grouping of Information Resources

Solutions of Information Interaction

End = Information Outcome

• Grouping of Information Types

Priority = Dependency of Information

• Business Functions structure and relations

• Business Knowledge

Solutions of Business Collaboration

End = Business Outcome

• Business Objects

• Business Benefits

• Technology Possibilities

• Business Tasks / Activities

• Business Resources

Portfolio of Products and Components.

End = Roadmap for implementationCatalogues of used Standards

Timeframe of Change

• Transformation Plan

• Priority Setting

• Business Case

• IS Alignment Impact

e.g. Blue Print of Technology Implementation

End = Roadmap for realization

e.g. Design of Application & Components

Priority = Dependencies

• Make or Buy Decision

• Implementation Roadmap

Timeframe of Change

• Business Case

• Governance Plan

• Security Impact

• Tools for Development / Implementation

End = Activities to be supported by ICT

e.g. Information Roadmap

Selection = Set of ICT Supported Objects

Interface = Type of Information Exchange

Impact of Change

• Business Case

• Security Plan

• Information Systems Roadmap

• Budget Plan

e.g. Business Process Redesign or Outsourcing

Granularity of Change

End = Business Transformation

• Transformation Roadmap

• Business Case

• Priority Plan

• Governance Plan

Characteristics:• Positioning Framework• History in Enterprise Planning• Separation of Concerns• Categorizing Aspects• Limited Acceptance• Proprietary• Holistic Perspective.• Communication Tool

Characteristics:• Positioning Framework• History in Enterprise Planning• Separation of Concerns• Categorizing Aspects• Limited Acceptance• Proprietary• Holistic Perspective.• Communication Tool


Page 10

NATO Architecture Framework / C4ISR / DoDAF

Characteristics:• Positioning Framework• History in Defence• Broad Defence Acceptance• Neutral• Limited Holistic Perspective.• Process / Planning Tool

Characteristics:• Positioning Framework• History in Defence• Broad Defence Acceptance• Neutral• Limited Holistic Perspective.• Process / Planning Tool

BusinessOrganization Model

SystemsConceptual Model

SoftwareComponent Model

Information Flow Diagram

System Physical Model

Implementation Model

NodeConnectivity Model

SystemsLogical Model

Integration Model









Integration Model









Integration Model


Page 11

Extended Enterprise Architecture Framework (IFEAD)

Portfolio of Products and Components.

End = Roadmap for Enterprise ImplementationCatalogues of used Standards

Timeframe of Change

• Enterprise Transformation Plan

• Enterprise Priority Setting

• Business Case

• Enterprise IS Alignment Impact

e.g. Blue Print of Technology Implementation

Interaction = Concepts of Service Layering

• Enterprise Technology Standards

Positioning = Allocation of IT Services ~ TRM

• Enterprise Infrastructure Profile

Type of Inter-Connection

• Enterprise Communication Profile

• Enterprise Security Profile

• Enterprise Governance Profile

• Enterprise Hardware Systems Profile

Node = Enterprise Business System Environm.


Link = Enterprise Business System Connection


• As-Is Enterprise Infrastructure

Level of Inter-Connection



• TI Principles

• Enterprise Inter-Connection portfolio

• Enterprise Inter-Connection Qualityof Services (e.g. Security)

Extended Enterprise Inter-Connection

End = To-Be Inter-Connection Definitions

• Enterprise Inter-Connection Governance

• Enterprise Inter-Connection Standards

• Enterprise Inter-Connection Principles• Enterprise TI Portfolio

• Enterprise Business - Technology Enablers

Technology Goals, Drivers and Concepts

Node = Major Enterprise Business Location

• Enterprise Technology Infrastructure policy

• Enterprise Responsibility of TI

• Locations in which the Business Operates

• Enterprise Guiding Principles

Technology -Infrastructure

End = Roadmap for realization

e.g. Design of Application & Components

Priority = Dependencies

• Make or Buy Decision

• Implementation Roadmap

Timeframe of Change

• Business Case

• Governance Plan

• Security Impact

• Tools for Development / Implementation

Quality = Solution Interface Characteristics

Viewpoints = Selection of a Product SolutionsStructure = Spectrum of Styles & Solutions sets

Solutions for Interoperability

• Product-Specific Reference Solution (PSRS)

• Map PSRM to Product Solutions and options, etc.

End = PSRS

• Enterprise Interoperability Governance

Extended Enterprise Interoperability

• Enterprise Interface portfolio

• Enterprise Interoperability Standards

• Enterprise Collaboration Principles

End = To-Be Interoperability Definitions

• Enterprise Interoperability Quality of Services (e.g. Security)

• Enterprise Interoperability Policy

Systems Goals, Drivers and Concepts

• Enterprise Application portfolio

• System Development policy

• Enterprise Responsibility of IS

• Enterprise Guiding Principles

End = As-Is / To-Be Information-System landscape

• Business - Technology EnablersInformation –Systems

End = Activities to be supported by ICT

e.g. Information Roadmap

Selection = Set of ICT Supported Objects

Interface = Type of Information Exchange

Impact of Change

• Business Case

• Security Plan

• Information Systems Roadmap

• Type of Triggers / Events

Relation = Information Flow

• Grouping of Information Objects

• Type of Information Exchange•Formal / Informal

• Grouping of Information Resources

Solutions of Information Interaction

End = Information Solutions Sets

• Grouping of Information Types

Priority = Dependency of InformationDomains = Functional Areas


• Information Characteristics

End = Information ResourcesI/O = Business Resources


Policy = Business Purpose

Level of Information Interaction


• Information Relations

Activities = Critical / Overhead

Activities the Business Performs

Activities = Generic or Specific

• Internal / External Activities in Scope

• Internal / External Dependencies

• Ownership of Information

• Enterprise Information Policy

• Responsibilities & Competencies

End = Information Situation

Information

Business

What?

Conceptual Level


What?

Conceptual Level


How?

Logical Level


How?

Logical Level


With what?

Physical Level


With what?

Physical Level


When?


Enterprise Impact

When?


Enterprise Impact

Contextual Level


DriversScope

Why?

Contextual Level


DriversScope

Why?

• Extended Business Drivers

• Scope of Collaboration







• Extended Guiding Principles

• Extended Business Drivers

• Scope of Collaboration







• Extended Guiding Principles

Structure = Interfaces


Level of Interoperability

• As-Is Information Systems Environment



• Information-Systems Behaviour


• Abstraction & Precision of Data

• Program Goals & Objectives

• Business Relationships

End = Business Purpose

• Business Requirements

Level of Business Collaboration

Characteristics = Time, Flexibility, Availability, Security, Maintainability, etc.


• Budget of Change

• Stakeholders / Win-Win Conditions

End = PIRS

• Shared & Pluggable IS Services / Solution sets

Type of Interoperability

• Product-Independent Reference Solution (PIRS)

• Choice of Middleware Technologies

Standards = IS Interoperability Standards

• Information Resources

• Information Tasks / Activities

Viewpoint = Interaction Perspective

• Information Objects & Relations

Type of Information Interaction

• Information Interaction

• Information Flow Characteristics

End = Information Behaviour

• Information Locations

• Value Net Position

• Business Commitment

• Business Area Structure

Viewpoint = Business Perspective

End = Business Behaviour

• Organisation Structure

Type of Business Collaboration

• Role Players / Actors

• Business Rules

• Business Culture

Connectivity = Middleware / Messaging, etc.

• Technology Overview

Node = Hardware + System Software, etc.

End = Structure of Relations, Products + Specifications

Solutions of Inter-Connection

• Solutions & Products for Inter-Connection

• Formats of Communication

• Security Integration

• Business Functions structure and relations

• Business Knowledge

Solutions of Business Collaboration

End = Business Outcome / Business Solutions

• Business Objects

• Business Benefits

• Technology Possibilities

• Business Tasks / Activities

• Business Resources • Enterprise Budget Plan

e.g. Business Process Redesign or Outsourcing

Granularity of Change

End = Enterprise Business Transformation

• Enterprise Transformation Roadmap

• Enterprise Business Case

• Enterprise Priority Plan

• Enterprise Governance Plan

Environmental Level

Value Net Relations Cooperating /

Collaborating Elements

With Who?

Environmental Level

Value Net Relations Cooperating /

Collaborating Elements

With Who?

Information = Critical / Overhead

Extended Enterprise Information Exchange

Information = Generic or Specific

• Activities out of Scope

• Extended Dependencies

• Parties Information Confidentiality

• Extended Information Exchange Services

• Extended Information Ownership

End = Ext. Enterprise Information Exchange

Information = Critical / Overhead

Extended Enterprise Information Exchange

Information = Generic or Specific

• Activities out of Scope

• Extended Dependencies

• Parties Information Confidentiality

• Extended Information Exchange Services

• Extended Information Ownership

End = Ext. Enterprise Information Exchange

Abstraction Levels

Aspect Areas

• Interface Definitions & Standards

• Interface Solutions

• Implementation of Quality of Services

• Official & De-facto IS Standards

• Refinement Technical Reference Model

• Refinement Technical Reference Model

• Technical Reference Model & Standards

• IS Functions & behaviour

• Collaboration Contracts, Service Levels

• Scope of the Collaborative value

• Collaborative Business Goals & Objectives

Extended Enterprise Value Net

• Law & Regulations

Viewpoint = Collaborative Value, etc.

• Collaborative Value Parties

Ends/Means = As-Is / To-Be Collaborative Environment

• Collaboration Contracts, Service Levels

• Scope of the Collaborative value

• Collaborative Business Goals & Objectives

Extended Enterprise Value Net

• Law & Regulations

Viewpoint = Collaborative Value, etc.

• Collaborative Value Parties

Ends/Means = As-Is / To-Be Collaborative Environment

Characteristics:• Positioning Framework• History in (Extended) Enterprise Frameworks• Focusing on Collaboration • Separation of Concerns• Broad Acceptance• Neutral / Open• Complete Holistic Perspective.• Communication Tool

Characteristics:• Positioning Framework• History in (Extended) Enterprise Frameworks• Focusing on Collaboration • Separation of Concerns• Broad Acceptance• Neutral / Open• Complete Holistic Perspective.• Communication Tool


Page 12

Computer Integrated Manufacturing Open Systems Architecture (CIMOSA)

CIMOSA

Enterprise

Activity Structure

•Information•Constraints

•Rules•Organisation

EnterpriseSystem

RequirementsCM-OSA Reference

Architecture

Generic Building Blocks

Partial Models

Function Information resource Organisation

Requirements

•Function•Material•Resource

UserInput

EnterpriseSystem

Constraints

ComponentCatalogue


Design


Implementation

SystemComponents

Enterprise

Activity Structure

•Information•Constraints

•Rules•Organisation

EnterpriseSystem

RequirementsCM-OSA Reference

Architecture

Generic Building Blocks

Partial Models


Requirements

•Function•Material•Resource

UserInput

EnterpriseSystem

Constraints

ComponentCatalogue


Design


Implementation

SystemComponents

Characteristics:• Process Framework• History in Manufacturing• Focusing on Views • Definition of Models• Limited Acceptance• European Initiative• Limited Holistic Perspective• Process Planning Tool

Characteristics:• Process Framework• History in Manufacturing• Focusing on Views • Definition of Models• Limited Acceptance• European Initiative• Limited Holistic Perspective• Process Planning Tool


Page 13

The Open Group Architecture Framework (TOGAF v8.x) Enterprise Edition

Characteristics:• Enterprise Architecture Development Methodology• History in Defence• Open Standard• Neutral• Broad Acceptance• Holistic Perspective.• Process / Planning Tool

Characteristics:• Enterprise Architecture Development Methodology• History in Defence• Open Standard• Neutral• Broad Acceptance• Holistic Perspective.• Process / Planning Tool


Page 14

US - Federal Enterprise Architecture Framework (FEAF)

Business Reference Model (BRM)• Lines of Business• Agencies, Customers, Partners

Service Component Reference Model (SRM)• Service Domains, Service Types, Components• Access, Delivery Channels

Technical Reference Model (TRM)• Technologies, Standards, Specifications• Component Framework

Data Reference Model (DRM)• Business-focused data standardization • Cross-Agency Information Exchanges

Busin

ess &

Perfo

rmance

-Drive

n A

ppro

ach

Performance Reference Model (PRM)• Government-wide Performance Measures & Outcomes• Line of Business-Specific Performance Measures & Outcomes

Federal Enterprise Architecture (FEA)Federal Enterprise Architecture (FEA)

Com

ponent-B

ase

d A

rchite

cture

Characteristics:• Enterprise Architecture Reference Framework• History in Enterprise Architecture Planning• US-Gov Standard• Broad US-Gov Acceptance• Holistic Perspective.• Planning & Communication Tool

Characteristics:• Enterprise Architecture Reference Framework• History in Enterprise Architecture Planning• US-Gov Standard• Broad US-Gov Acceptance• Holistic Perspective.• Planning & Communication Tool


Page 15

US - Treasury Enterprise Architecture Framework (TEAF)

Functional

Information

Organisational

InfrastructureEnabler

Who and Why

What, How Much, andHow Frequently

How, Where, and When

Characteristics:• Positioning Framework• History in FEAF• US-Treasury Standard• Broad US-Treasury Acceptance• Limited Holistic Perspective.• Planning & Communication Tool

Characteristics:• Positioning Framework• History in FEAF• US-Treasury Standard• Broad US-Treasury Acceptance• Limited Holistic Perspective.• Planning & Communication Tool


Page 16

Conclusion

• Most EA Frameworks have different evolutions

• Most EA Frameworks serve different Purposes

• Most EA Frameworks are different in Scope

• Most EA Frameworks are based on different Principles

• Most EA Frameworks have different Structures

• Most EA Frameworks are supported by different approaches

• Most EA Frameworks are different in compliancy with the Clinger Cohen Act

http://www.enterprise-architecture.info or http://www.trafford.com/robots/03-1984.html or at the author

ISBN 1-4120-1607-X So, the Question is: Do You Create or Choose your

Enterprise Architecture Framework

Http:// © 2004, Institute For Enterprise Architecture Developments / Capgemini - All Rights Reserved Page 1 Jaap Schekkerman,

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