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Outline
What is architecture?
A call for action
Enterprise architecture in practice
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Information Technology deals with complex systems
Year Doubling of Body of Knowledge
Business Cycles Information Technology
Cycles
1800s 500-1000 years N/A N/A
1970s 100 years 7 years 2-3 years
1980s 25 years 5 years 2-3 years
1990s 10 years 12-18 months 2-3 years
2001 6 months 6 months 2-3 years
200x 3 months Near Real Time ?
Source: Meta Group, 2001
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Example of complexity
GPRS
/ GSM
BSS
OSS
BSS
OSS
Service
Platform
PSTN
/ ADSL
ISDN
GPRS
/ GSM
PSTN /
ADSL
ISDN
WAN
/ LAN
WAN
/ LAN
ISP
ISP
GPRS
/ GSM
ISDN
WAN
/ LAN
PSTN /
ADSLISP
Application 1
Application 2
Application n
Corp 1
Application 1
Application 2
Application n
Corp 1
Application 1
Application 2
Application n
Corp 3
Corp 4
Corp 2
Application 1
Application 2
Application n
Corp 5
Corp 6
Leased
line
Leased
line
Leased
line
Leased
line
Leased
line
Leased
line
Leased
line
Internet
France
Content
Partner
BSS
OSS
Service
Platform
Hungary
Internet
Content
Partner
Service
Platform
Italy
Content
Partner
Internet
Leased
line
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What is architecture?
Simple System
Part of a complex network
“Normal” System Complex System
Part of a simple
network
“You can build a doghouse out of
anything”
- Alan Kay
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Lacking architecture, your results are unlikely to meet your expectations
What you want What you have(individual systems and
components)
Your results!
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Architecture solution
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Architecture answers questions for key stakeholders
Architecture
Clientwants to know
GeneralContractor
wants to knowWhat’s the result?
How quickly can I get it?
How much does it cost / save?
What are the risks?
What’s possible?
How do we get it done?
How do I make sure it’s done correctly?
What’s possible?
Subcontractorwants to know
What do I build?
What do I build it with?
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Architecture answers questions for key stakeholders, continued
Architecture
BusinessManagers
want to know
ITManagers
want to knowWhat’s the result?
How quickly can I get it?
How much does it cost / save?
What are the risks?
What’s possible?
How do we get it done?
How do I make sure it’s done correctly?
What’s possible?
TechnicalStaff
wants to know
What do I build?
What do I build it with?
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Problems occur when architecture is executed in isolation
PepsiCo is a $25.1 billion beverage and snacks producer
Key divisions: Frito-Lay, Pepsi-Cola, Gatorade/Tropicana, Quaker Foods
Technology spend estimated at $1 billion per year
5 different mobile solutions in use across 5 different divisions
Context
Source: Baseline May 2003
Establish a common hardware platform for all divisions
Reduce the number of software solutions
Estimated that bulk buying could save 20% to 30% of current $200 million spend
Additional savings from reduced installation, service and maintenance
Opportunity
Architecture is one of the catalysts necessary to establish a common platform yet still enable innovation within each of the business units
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Where do architects come from?
Technical Specialist
Software Architect Infrastructure Architect
Enterprise Architect
Delivery (the Craft – i.e. coding)
Management, Estimation, Program Design (Technology Planning)
Theoretical / Industry Knowledge
(“art of the possible”)
Grow
Grow
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What makes an architect?
The Artist
The Guru
The Coach
The Spy
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Outline
What is architecture?
A call for action
Enterprise architecture in practice
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An enterprise architecture practice involves more than just blueprints
ArchitectureProcesses
Skills & Organization
Blueprints
Guiding Principles
Metrics
Repository / Portal
Governance
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Blueprints and Guiding Principles are the foundation of your architecture
BusinessModel
ProcessModel
ApplicationModel
Buyvs
Build
Insourcevs
OutsourceInterface
ModelInformation
ModelInfrastructure
Model
Guiding Principles
Blueprints
(Examples)
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Linking business to technology provides consolidation capabilities
Global property and casualty insurer
Lacking a linked business and systems architecture
Unable to tell how overlapping applications related to one another
Unable to tell how any application could replace another
Decided to standardize application and infrastructure architecture
Context and Approach$5.6M savings via infrastructure consolidation
$2.6M savings from centralized identification and authorization (single sign-on)
$3.3M savings from standardized operations management console and “sensors”
$1.5M in reductions and avoidance from common eCommerce architecture
Benefits Achieved
This effort required the creation of an enterprise architecture team and the recruitment of a chief architect
Source: DCI experience database
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Architecture Community
Architecture work leverages the larger IT community
The EAG organizes, manages, and drives the Architecture Community
• ApplicationArchitects
• Operators• Developers
• Testers• Project
Managers
CIOChief Architect
Application Architect
Information Architect
Business Architect
Infrastructure Architect
Security Architect
Arch Program Mgr
Architecture Processes• Blueprinting• Vendor selection & management• Project checkpoint and signoff• Standards development• Technology research and adoption• Technology investment guidance
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Use of an architecture repository enables sharing and measurement
Repository
Blueprints
Guiding Principles
% of baseline standards created & disseminated% of projects with architecture signoff% of applications fully compliant with standards% of technology in each stage of the technology lifecycle
Example Metrics
IT Community
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Architecture provides key criteria that guides annual IT planning and budgeting
Implicit IT portfolio
Distinguish categories
Measure, assess
Make decisions
Diagnose, recommend
A huge collection of projects and assets
Fact-based insight into architecture
fit
Faster / better investment decisions
Business language
Different assets
judged and managed
differently
Define criteria
Screens that
match strategic
intent
1
2
2
4
1
0
5
4
2
3
0
1
2
3
1
1
2
5
3
2
0
3
2
0
0
0
2
1
2
5
0
2
2
0
2
3
1
1
4
3
1
2
Invest
Adjust
Sunset
A
B
Current State Architecture(identifies and categorizes
current IT assets)
Future State Architecture(provides strategic criteria
for screening and assessing portfolio)
Roadmap(Result is a roadmap of IT
projects aligned with business drivers)
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Utilized blueprints in portfolio screening and diagnosis methodology
Prioritized projects, applications and platforms
Recent client example shows benefits of IT portfolio screening
Context and approach Benefits achievedNorth American division of a large European car manufacturer
Little to no integration across platforms and application
Many redundancies, conflicting objectives, unclear deliverables
No shared investment tracking tools or metrics
352 - Number of in-flight projects at start of portfolio screening effort
30 - Number of remaining high-impact, cost effective, focused initiatives
$40-50M - Savings from eliminating redundancies and projects without clear benefits
$200M - Incremental revenues from reallocating time and resources towards customer value generating initiatives
Source: DCI experience database
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Architecture also governs the most detailed IT activities
Checkpoint 0
- Assess need for new technology
- Check feasibility
EA Iteration N EA Iteration N+1
Enterprise Architecture
Software Development
Lifecycle
Checkpoint 1
- Update blueprints to meet project needs
Checkpoint 2
- Verify alignment with blueprints
…
Checkpoint N
- Manage architecture deviations
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Architecture drives down development time and cost
IBM developed a set of best-practices learned from it-s e-business projects
Published as IBM’s Patterns for E-Business
Utilized by Experio Solutions as reference architectures for e-business
Context and Approach
60% reduction in architecture design time
40% lower costs in systems migration
Sharply reduced risk associated with application and infrastructure upgrade
Benefits Achieved
Pattern based architectures support faster time-to-market and faster time to ROI
Source: Experio case study on IBM Patterns for e-business web site
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Architecture sets the technology agenda for vendor evaluation & selection
No, me!
Upgrade now!
Better Technology!
Pick me!
…yet you shall have to prove
yourself to me…
You are the best and brightest in all the land….
I’m NEW!
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Where are you in your architecture efforts?
Enterprise ArchitectureCapability Maturity Model
Level 3
Enterprise Architecture
is defined (written down)
Level 1Informal, ad-hoc Enterprise Architecture processes
Level 4
Enterprise Architecture is managed
and measured
(metrics and feedback)
Level 2
Enterprise Architecture
is under development
Level 5
Continuous improvement. Metrics used to optimize business linkage
Adapted from Meta Group, “Enterprise Process Maturity Model and the SEI Model”,Enterprise Architecture Strategies
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Outline
What is architecture?
A call for action
Enterprise architecture in practice
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It doesn’t matter how you start, just get going!
Type: Broad and ShallowArchitecture Blueprints
Guiding Principles
Architecture Governance
Architecture Processes
Organization & Skills
Architecture Repository
Metrics & Measurement
Breadth of Coverage (Business Unit, Applications)
Depth of Coverage
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It doesn’t matter how you start, just get going!
Type: Broad and ShallowArchitecture Blueprints
Guiding Principles
Architecture Governance
Architecture Processes
Organization & Skills
Architecture Repository
Metrics & Measurement
Type: Focused
Breadth of Coverage (Business Unit, Applications)
Depth of Coverage
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It doesn’t matter how you start, just get going!
Type: Broad and ShallowStaffing: Moderate – 4 to 6
Architecture Blueprints
Guiding Principles
Architecture Governance
Architecture Processes
Organization & Skills
Architecture Repository
Metrics & Measurement
Type: FocusedStaffing: Low – 3 to 5
Type: The Whole Enchilada
Breadth of Coverage (Business Unit, Applications)
Depth of Coverage
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I’ve heard it before
I’ve heard all the excuses:
“I can’t justify the cost of architecture”
“Architecture is too theoretical”
“I don’t see the impact of architecture”
If you are thinking the same then you can’t complain that your systems are not aligned with the business or that you cannot get to the information you need or that your systems are inflexible or that you cannot change your systems fast enough…
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The bottom line
Throwing more technology at your problems will not solve the problem
Architecture is not about the technology, it’s about how you manage the technology
The most excellent technical work, left unmanaged, is wasted work
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