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MODULE 1/2Architecting the Connected Government: Practices and Innovations in Singapore [Foundations of Enterprise Architecture]
United Nations International Conference on Theory and Practice of E‐GovernmentICEGOV 2009
November 10 – 13, 2009Bogota, Colombia
Dr. Pallab SahaNational University of SingaporeInstitute of Systems Science
• An organization’s enterprise architecture is the organizing logic for its core business processes and IT capabilitiescaptured in a set of principles, policies and technical choices reflecting the standardization and integration needs of its operating model
(MIT Center for Information Systems Research 2004)
• A strategic information asset base, which defines the mission, the information necessary to perform the mission and technologies needed to execute the mission, and the transitional processesfor implementing new technologies in response to the changing mission needs
(U.S. Federal Enterprise Architecture & E‐Government Act 2002) Security PrivacyAccessibility Other
ApplicationThe software that supports the business mission.
InformationHow we treat our data, information, knowledge
and wisdom.
TechnologyThe physical infrastructure that enables and/or
constricts our ability to take action.
BusinessThe reason we do what we do, the people we
• An enterprise business architecture specifies the core business processesthat the enterprise must deploy and practice in order to satisfy its customers, compete in the market, partner with suppliers, care for its employees and meet regulatory requirements
• Is a compilation of the business requirements of the enterprise, the information, process entities and integration that drives the business, and rules for selecting, building and maintaining that information
• Information is data that can be utilized, and can exist in both structured and unstructured form (65% of all organizational information do not reside in DBs!)
• Typically development of information architecture involves creation of:– Conceptual model
• This defines the information in the language of business. It is the most abstract model and the main intent is to define the functional / business view of the data
– Logical model• This depicts business information including business relationships and business semantics adopted within the enterprise. Logical models are developed independent of technical / implementation details
ApplicationThe software that supports the business mission.
InformationHow we treat our data, information, knowledge
and wisdom.
TechnologyThe physical infrastructure that enables and/or
constricts our ability to take action.
BusinessThe reason we do what we do, the people we
serve and the outcomes we seek.
Application Architecture (2/2)
Comprises of solution set which usually is a mix of:• In‐house developed applications• Purchased applications• In‐house technical capabilities / services• Shared / utility technical capabilities / services• Integration capabilities
Characterized by:• Specification of both functional and non‐functional (quality) requirements• Functional requirements are derived from Business Architecture (business
ApplicationThe software that supports the business mission.
InformationHow we treat our data, information, knowledge
and wisdom.
TechnologyThe physical infrastructure that enables and/or
constricts our ability to take action.
BusinessThe reason we do what we do, the people we
serve and the outcomes we seek.
• Examines the underlying technologies (technical infrastructure) that is required to run the business (to enable delivery of enterprise services as identified in the Business Architecture)
• Assumes technical capabilities as a set of servicesthat business users (applications and systems) can request for
• Usually specified using a technical reference model
• The practice and approach by which organizations manage and control their architectures
• Involves specifying the decision rights and accountabilityframework needed to encourage the desirable use of the architecture
• Entails:– What architecture decisions are to be taken? (governance decisions)– Who takes those decisions? (governance structures)– How are those decisions taken, (governance mechanisms)
communicated, enforced and monitored for compliance enterprise‐wide?
Key Questions Addressed by EA (1/2)Enterprise Level:• Is my IT aligned to business?• How much should we spend on IT?• What is our current IT spending profile?
• Who is accountable for all IT programs?
• How good should our IT services really be?
• Which IT capabilities need to be enterprise‐wide?
• What is our criteria to retire technologies, applications and information?
Business Level:• Which business processes should receive our IT investments?• Which business processes are used by most organization units?• Which business processes are distributed / fragmented most across multiple applications?
• Which business processes have no applications supporting them?
• Which business processes use the highest number of technologies?
• Which business processes need to be managed and are candidates for redesign?
• Which business processes are used (or have touch‐points) by most roles?
Organization Level:• Which organizational units are based at most locations (most dispersed)?
• Which organizational units are involved in most processes?
• Which organizational units use most applications / technologies (technical & application diversity)?
Technology Level:• Which technologies / technical services are used by most applications?
• Which technologies are supported by multiple vendors?• Which technologies are used by most business processes?• Which technologies are used enterprise‐wide versus those used by specific organizational units?
• Have we categorized our technologies into emerging, current and sunset?
Application Level:• Which applications have multiple technologies for enablement and how many?
• What is the intensity of usage of different applications?• Which applications are enterprise‐wide versus those that are specific to organizational units?
• Which applications support the maximum number of business processes?
• Which applications have no vendor support?• Which applications need integration capabilities, within and outside the boundaries of the organization?
• Do we have relevant scenarios for quality attributes (e.g. security, performance and scalability, availability and resilience, evolution)?
Information / Data Level:• What are our key information requirements and how do we derive them?
• How many applications share a common database?
• How many business rules are explicitly documented?
• Can we trace back our business rules to organization policies?
• Which business rules govern our business processes?
• Which business rules are used by our applications?
Imperative 2: Position EA as a Management PracticeEA provides a mechanism to instill discipline and control (governance) to business processes and their enabling IT infrastructures
Source: Advances in Government Enterprise Architecture; Saha; 2008
• An enterprise should be ‘doing EA’ if it suspects its:– External stakeholders are:
• Not happy with the enterprise’s performance• Not receiving what they expect from the enterprise
– Business processes are:• Unnecessarily complex• Under leverage enterprise’s IT investments• Poorly define roles and responsibilities• Break down at integration points
– Employees and customers have difficulty finding the information they need and when found they are often incomplete, fragmented, and out of date
– IT infrastructure is not sufficient to scale up– Project portfolio is not aligned with enterprise strategic intent and is not actively
monitored and evaluated– Expenditure on IT is always seen as ‘costs’ and seldom as ‘investments’, and IT
• Developing and administering the EA• Enforcement of EA governance• Developing the overall EA roadmap and adoption plan• Managing the EA review committees • Assessing technology trends and studying their impact on the EA• Communicating and promoting the EA• Identifying ‘gaps’ between business and IT architectures• Assisting with budget and IT investment management activities• Participating as architecture advisors in projects• Ensuring architectural compliance• Providing updates in architectural best practices and advancements