The EABOK® Community Workshop 5-6 March 2014 © 2014 EABOK Consortium.

© 2014 EABOK Consortium

The EABOK®Community Workshop

5-6 March 2014

© 2014 EABOK Consortium 2

Agenda Wednesday March 5th, 1:00-5:00

o EABOK overview: Sheila Cane and Marie Francesca, The MITRE Corporation 1:00-1:30

o Importance of the EABOK to the EA profession: Brian Cameron, The Pennsylvania State University 1:30-1:45

o CONOPS/User Stories: Nick Malik, Microsoft Corporation 1:45-2:15

o Group Discussion led by Nick Malik: What do you want from the EABOK?2:15-2:45

o BREAK 2:45-3:00

o Panel of Advisors Vision: James Lapalme, École de technologie supérieure ` 3:00-3:30

o Editorial Board Vision: Duane Hybertson, The MITRE Corporation 3:30-4:00

o Workflow: Kate Hammond, The MITRE Corporation 4:00-4:30

o Wrap up and Thursday Preview: Rich McCarthy, Quinnipiac University4:30-4:45

o Penn State Hosted Social: ACA website panel, McLean Hilton (separate registration) 5:00-7:00

Thursday March 6th, 8:30-5:00

o Wednesday Recap: Rich McCarthy, Quinnipiac University 8:30-9:00

o Evolution of the EA Profession: Chuck Walrad, IEEE Computer Society 9:00-9:30

o Panel Discussion: “The Changing Boundaries of EA Practice & Scholarship” 9:30-10:30

Con Kenney, National Defense University, MC

Don Shaw, BAI

Len Feshkins, Association of Enterprise Architects;

Jeff Scott, Accelare

Robert Damashek, Binary Group

James Lapalme, École de technologie supérieure

o Brainstorm: During this moderated group activity, participants identify topics of importance, and rank their top 4 priorities 10:30-11:15

Mary Raguso, The MITRE Corporation

LUNCH 11:15-12:30

o Breakout Groups: Self-select 12:30-2:30

Further explore group topics: Discuss big issues, identify infrastructure and support needs; define the level of commitment needed; develop action plans; make recommendations to the BOG

o BREAK 2:30-3:00

o Group reports (15-20 minutes each) 3:00-4:00

o Wrap up: Sheila Cane 4:00-4:30


Meeting logistics

Info Packet o Product Chartero Consortium agreemento Bylawso CONOPS

Breakout groups tomorrowo Need 4 facilitatorso Please see me at the break to volunteer

We’re live tweeting this meeting o #eabokworkshop o Tweet and re-tweet to get people talking!


The EABOK® Consortium:Shaping the Future of EA

Sheila CaneThe MITRE Corporation

5 March 2014

Public Release; Distribution Unlimited 13-2810


EABOK Vision

EABOK: A guide to and collection of ready-to-use knowledge that describes the essence of enterprise architecture.

Provide access to practical knowledge about EAo Terms and Conceptso EA Standards and Practiceso EA Methods and Patternso EA Perspectives

International collaboration with Govt. Academia, Industry

Agile: start small, evaluate, adapt and evolve

EA: From frameworks to strategyo Evolving Practiceo Evolving Vocabulary

EABOK: From document to knowledge


EABOK Participation

EABOK Consortium is a partnership of many different EA perspectives

EABOK Operations

Industry

AcademiaGovernment

EABOKGovernance

Submission Vetting

Content Management Community

Outreach

EABOKConsortium

EABOK Inaugural Consortium Members

Dr. Sheila A. Caneo The MITRE Corporation, Chair

Dr. Brian H. Camerono The Pennsylvania State Universityo FEAPO Chair

Mr. Con Kenneyo National Defense University

Mr. A. Nicklas Maliko Microsoft Corporationo MSDN Inside Architecture Blog

Dr. Richard McCarthyo Quinnipiac Universityo President IACISo JCIS Editorial Review Board

Dr. Charlene “Chuck” Walrado IEEE Computer Society

Dr. Duane W. Hybertsono The MITRE Corporation, Chief Editor

Ms. Katherine A. Hammondo The MITRE Corporation o EABOK Ex-Officio Board member

Dr. James Lapalmeo École de technologie supérieure,

Chair

Board of Governors Editorial Board

Ex Officio Member

Panel of Advisors

http://blogs.msdn.com/b/nickmalik/


EABOK represents many EA perspectives and experiences

EABOK exposes enterprise architects to two types of knowledge:o Guide: Webpages that provide the organizing context

for the knowledgeo Knowledge: Papers and other content that offer a

single perspective or opinion of the EA practice EABOK offers enterprise architects access to two types

of materials:o New material developed for EABOKo Previously published material

What Makes EABOK different?

http://www2.mitre.org/public/eabok/index.html


Planning an EA Managing an EA Developing an EA Using an EAMeasuring the Impact of an

EA

Purpose

Drivers

Impediments & Barriers

Strategy

Scope

Organizational Positioning

Governance

Roles

Supervision & Control

Resourcing

Education & Training

Principles

Models

Methodologies & Processes

Frameworks

EA Tools

Standards

Reference Models & Architectures

Transition

Portfolio Management

Acquisition

Engineering

Development

Oversight

Business & Operations

Improvement

Communication

Value Proposition

Quality

Maturity

Initial Knowledge Structure

Perspectives

EABOK

Glossary

Related Disciplines

Analysis

Case Studies

Patterns

Research Results

Methods Sample Artifacts

Synthesis


Achievements

Began development in MITRE – 2012 Outreach presentations

o Oct ’12: International Association of Computer Information Systems (IACIS), Myrtle Beach, SC

o Oct ‘12 Penn State Center for Enterprise Architecture (CEA), Philadelphia, PAo Nov ‘12 Federation of Enterprise Architecture Professional Organizations

(FEAPO), Ft Lauderdale, FLo Nov ‘12 Gov EA conference, Washington, DC: Session presentation and

vendor bootho Aug ‘13 Invited speaker at Nordic EA Summer School Conference, Helsinki,

Finland Initial Governance Board Workshop - May 2013 2nd Board meeting – Nov 2013 Public Launch - Nov 2013 Twitter account initiated – Nov 2013 – 73 followers 15 total submissions: 12 approved; 3 in review


Way forward

We hope to expand content, broaden outreach, and become a peer reviewed forum

We need your participation and contributions

Our goal for this meetingo Familiarize you with eaboko Get your commitment to participateo Increase rate of contributions


EABOK Contributoro Go to www.eabok.org

Select Contribute and follow directions to submit material for EABOK

EABOK Consortium Membero Panel of Advisors Membero Editorial Board Member

For more information, visit www.eabok.org or email us at [email protected]

Follow us @eabok on Twitter

How Can You Participate?

http://eabok.org/

http://www.eabok.org/

mailto:[email protected]

The Importance of the EABody of Knowledge

Initiative

Brian H. Cameron, Ph.D.

Executive DirectorCenter for Enterprise ArchitectureThe Pennsylvania State University

Challenges With Enterprise Architecture

Definition / UnderstandingIT-Centric PerspectiveStructure & StaffingValue Potential vs. Perceived Value RealizedEvolution to Status of “Real Profession”

The Evolution of Enterprise Architecture into a “Real Profession”: Major Needed Milestones

Internationally Recognized “Accrediting” Body Commonly Accepted Definition/Perspective Commonly Accepted Career Path Structure and

Associated Competency Sets Certifications and Degrees that Map to the Career Path

Structure Commonly Accepted Body of Knowledge that Supports

the Career Path Structure (BOK) Model Academic Curriculum (Undergraduate and

Graduate) Creation of Recognized Academic Research Community Increased Integration with Business Functions such as

Strategic Planning

WE NEED YOUR INVOLVEMENT!

Concept of Operations for the

EABOK

A. Nicklas Malik

Enterprise Strategy ConsultantMicrosoft Consulting Services


What is a Concept of Operations

A document describing the characteristics of a proposed system from the viewpoint of an individual who will use that system.

Used to communicate the quantitative and qualitative system characteristics to all stakeholders.

Persona with Characteristics

Uses a Scenario

Perspectives on Using the

EABOK

Expectations of the EABOK


What is the EABOK

EABOK is an evolving distributed collection of relevant EA knowledge about enterprise architecture that has been accumulating and evolving over many years.

Some of these items will be in an online repository while other items will be references to the literature.

Some items will be shared community content developed for EABOK, while other items will be named papers and research on EA.


The Personas

Marvin Manager

Paulette Practitioner

Roberta Researcher

Calvin Contributor

Tammie Trainer

Eddie Editor

Linda Layperson


Marvin Manager

Marvin is a manager at Contoso, a large corporation in the food supply industry. His primary customers are small and midsized supermarkets, restaurant chains, and

hotel chains. He is an energetic man who thinks of himself as a dealmaker. He loves to bring people together to solve problems. He bases his decisions on gut-feel and

then goes looking for data to back them up. A divorced father of one son, Jack, who is a standout on his high school soccer team. Marvin never misses a game.

Marvin’s distinguishing characteristics include a deep understanding and passion for his area of business; strong sales and social skills; making decisions by acting on

an idea and evaluating how well it went; and taking help where he can get it, but believes that his team won’t get credit for their strategy unless they are supervising

the strategy itself. He cares about technology only when there is an obstacle in technology for getting his strategy implemented.

The success of Marvin's strategy in New Jersey convinces him of the efficacy of the approach and the utility of the strategy implementation he has put into operation. He perceives the difficulty in spreading this strategy to other locations and begins to look for ways to change the business processes of Contoso to align better with local market conditions.

In searching for ways to make the case for his strategy beyond New Jersey, he finds EABOK and reads several of the papers in the EA Perspectives Knowledge Area. Intrigued by the prospect of EA as a means to spread his strategy, he inquires of the Contoso Chief EA about the enterprise architecture in place to support his efforts.


Paulette Practitioner

Paulette Practioner is an Enterprise Architect for Contoso. She has been an Enterprise Architect for 18 months. Prior to that, she was a solution architect for six

years. She holds a bachelor’s degree in Computer Science from Texas A&M. Paulette is a stable and mature employee with a husband and two school-aged

children at home. She loves to solve problems and gets energy from relationships where people accept her as an expert. She enjoys horseback riding, loves to cook,

and never misses an episode of Downton Abbey.

Paulette’s distinguishing characteristics include very strong technology skills, but generally weak business knowledge. Average social skills and a strong ego, can

present technical material well, but is not particularly talented at “telling a business story”, Spends very little time looking for books or materials to learn more about

EA. Wants to learn the “correct way” to do EA, but needs something that is immediately useful. She is not interested in discussing a dozen alternative meanings of a term or a dozen different ways to achieve a goal - would like “one and done.”

Paulette works for Petra Painful, the VP of Operations. Petra asks Paulette to “align his programs” to strategy. Paulette is not quite sure what that means, so she uses Bing or Google to find information, which leads her to EABOK.

She reads deeply on the concepts and methods of alignment, and downloads a practice template that lets her model strategy and motivation. She quickly discovers that one of Petra’s two programs is completely unaligned while the other has some hope of alignment but will require a lot of work. She turns back to EABOK to find out techniques that help her to rise to the challenge.


Calvin Contributor

Calvin Contributor has been a working Enterprise Architect at a large financial institution in the UK for four years. He has quickly risen through the ranks due to his ability to address difficult problems using structures that relate business processes, business capabilities, systems, and information together. A competitive man, outside work, he is training for bicycle races around Europe. He lives alone in a flat outside of London and cycles to the nearby train station to commute to work, rain or shine.

Calvin’s distinguishing characteristics include an awareness of many perspectives on EA and he may have distinct opinions of his own. He seeks recognition of his unique knowledge and value in the EA field (credential value), and is an avid, ongoing practitioner of some EA techniques. He is willing to argue about a point but rarely reads or uses academic literature on EA. He enjoys hearing about different viewpoints and ideas, and wants to have his techniques shared and used by others but is not particularly driven by the need to have his name attached to it.

Calvin hears about EABOK from his online contacts and finds his way to the site. He submits an article and makes a series of suggested updates to many of the community-developed pages.

After the review and acceptance of his article and many of his suggestions, Calvin feels like his voice was heard and he merrily tells his co-workers that he is a contributor to EABOK.


Perspectives

Knowledge Consumption As a practitioner, I need to be able to navigate the knowledge areas based on the activity that I am performing to find applicable and useful material

quickly. As a practitioner or a researcher, I need to be able to search for material (both community content and papers) by keyword or reference so that I can

find material relevant to my current activities or problem. As a researcher or a practitioner, I need to be able to cite material that is suitably referenced so that I can meet academic standards in my work. As a researcher or contributor, I need to be able to include a URL to my work as published in EABOK with the assurance that the URL will change very

rarely if at all. As a researcher or contributor, I need to be able to provide a short URL for publishing in print media and, if necessary, typed by hand into a browser by

a person trying to find my work from a citation in print media. As a layperson or business manager, I need to quickly and easily find high-level information tailored to my use that explains EA so that I can have

intelligent conversations about the field and its practitioners. As a contributor, I need to be able to tell when and where my contributions appear in EABOK so that I can feel good about contributing. As a contributor, I need to find material related to my contribution to know if my opinion is similar to others or different from them. As a contributor, I need to be able to provide tags that will improve the likelihood of practitioners and researchers finding my contributions. As a trainer, I need to find a glossary of terms that is clear, comprehensive, and useful for practitioners so that I can provide information in training

sessions without students challenging me on the definitions. As a trainer, I need to find useful techniques and relevant materials for building new training or refreshing existing training materials. As a trainer, I need to be able to read comments and responses to an article or community content so that I can discern if a particular position or idea

carries controversy. As a practitioner or trainer, I need to learn about recent changes to the EABOK so that I can stay abreast of ongoing changes.

Knowledge Development As a reviewer of submissions, I need to be able to review a paper submission prior to its publication in the EABOK so that I can ensure that readers can

trust the quality of material that they read. As a reviewer of Guide content, I need to be able to review community contribution content prior to publication in EABOK so that I can ensure that

readers can trust the quality and consistency of the material that they read. As a reviewer of submissions or Guide editor, I need to be able to review, compare, and preferably merge multiple edits to community-driven content

from different contributors so that I can support my editing process. As a contributor, I need to be able to propose edits easily to the Guide content so that I can help improve it. As a contributor, I need to be able to add commentary to a published paper so that the author can respond in public to questions about his assertions. As an editor, I need to be able to review, modify, and/or delete commentary from the community so that readers can trust the level of discourse on the

material.

As a researcher or contributor, I need to be able to include a URL to my work as published in EABOK with the assurance that the URL will change very rarely if at all.

As a contributor, I need to be able to propose edits easily to the Guide content so that I can help improve it.


Expected Features (future looking) p1/3

Knowledge Consumption Layout and Navigation

o Non-architects redirected to introductory content areao General knowledge areaso Domain specific knowledge areaso Breadcrumbs appear on pages to support back-navigationo Name links to optional Contributor profile pageo Users can request a direct URL for a single article or topico Visitors can choose to “watch” a page and be notified when it changeso Visitors are notified by e-mail when a watched page changeso Contributed papers may be attached at any level of the navigation taxonomy

Searcho Visitors may search on papers only o Search within web domain using single word and phrases

Printo Printing a page or article will lay out nicely

Contributor Logino Contributors can login from any page



Knowledge Development Links and Navigation

o Guide editors can change navigation structureo Guide editors may modify search engine optimization settings for pages and

content Registration for Contribution

o All contributors must registero Contributors are notified by e-mail to validate registrationo Contributors are notified by email that their registration is acceptedo Contributors are notified when a comment is placed on their pageo A contributor may be approved for commentary only, for contribution to

Guide content, or as a Guide editoro Guide editors and the Chief Editor are set up to “watch” an area of content

Commentaryo Only contributors may commento Commentary is available for review and viewingo Guide editors, the Chief Editor and Contributors are notified when

commentary is placed on area that they are watching



Contributiono Contributors are automatically subscribed to “Watch” their contributionso Every link from the EABOK website has the author, submitter, and reference

citation identified o Every paper on the EABOK website has the author, the submitter, and

reference citation identifiedo All contributors are registered with a public “profile” pageo Contributors can edit their profile pageo Guide and Knowledge Area contributions are reviewed and approved prior to

publicationo Guide editors and the Chief Editor are notified when a paper is contributed to

their “watch” categorieso For a paper, the EABOK Consortium may reply to a contribution, reject a

contribution, archive a contribution, or publish a contribution.o For community content, Guide editors may merge the contribution into

existing text, reply to a contribution, discard a contribution, share it with others, or archive it.

Did We Get It Right?

Missing personas?Missing needs?

Missing features?

Send feedback [email protected]

What do you want from the EABOK?

(The Perspectives Game)

A. Nicklas Malik

Enterprise Strategy ConsultantMicrosoft Consulting Services


The Perspectives Game

We will play a short gameo You each have a form with four questions. Get out a pen.o Be the first person at your table to collect four answers on

your form.o After 15 minutes, we begin table discussion.

Rules: (3 minutes)o You must ask someone that is not from your table for their

opinion on any one question, and write it down.o You must ask four different people, one answer each.o You cannot include your own opinion on your form.o Do not answer the same question for two different people.

They can ask you another question, or find someone else.o When your form is filled, return to your seat and raise your

hand.


The Questions – 15 minutes

Should the EABOK focus on theory, practical methods, or both? Why?

Should the EABOK be a collection of different ideas, or should it present a single consistent synthesis of ideas? Why one or the other?

Should the EABOK eventually become the basis for a certification in Enterprise Architecture? Why or why not?

Should the EABOK include a carefully created set of terminology for the field, or just a set of useful definitions for the reader? Why?


Table discussion – 7 minutes

Each person at the table reads a question and answer that they found particularly interesting.

Among the table, create a question that should have been asked. (You don’t have to answer it).


Share with the group – 5 minutes

Share one interesting question and answer with the room. What makes it interesting?

Or

Share the “question we should have asked” with the room. What makes it a good question to ask?


Hand in your papers!

There were two reasons for playing this game:

1. We want you to start thinking about these questions, to prepare for the working groups tomorrow.

2. We want you to hear your peers provide their opinions about these questions.

Architecting the Panel of AdvisorsFostering a continuous dialogue with/within

the EA Community

James Lapalme

The Role : Provide Advice!?

Who is the advice for (i.e. audience) ? What is helpful advice (i.e. intent) ? What should be considered (i.e. scope) ? Who should provide advice (i.e. members) ? How should advice be generated (i.e. process) ?

By the Community For the Community

Consortium

Who is the advice for ?

Consortium

What is helpful advice ?

Unbiased Represents the Voice of the Community Offers both Affirmations and Inquiries Fosters learning and innovation

What should be considered ?

Consortium

Needs

Consumption &Recognition

Contributions & Recognition

Concerns & Expectations

Concerns & Expectations

Strategy, Policies & Innovation

Virtual team design and support

Virtual team design and supportVirtual team network coordination

How should advice be generated ?

Using a microcosm of the EA communityo Dialogue between the equal representation of

key perspectives in the communityo Embrace divergences and not try to reach a

consensuso Use democratic processeso Apply critical thinking to explore boundary, fact

and value biases

Who should provide advice ?

The PoA must go beyond reflection and advice, it must be action-oriented and strive for continuous awareness.o Members must have deep and wide connections

within there sub-communityo Members must have community leadership as

part of their professional dutieso Members must accomplish professional goals

by participating in the EABoK

PoA Design Principles

Based on small groups Have equal representation across various

dimensions of the EA community (geography, private/public, academia/practitioners)

Enable dialogue across multiple time zone

PoA Design : Network of Cells

PoA Design : Cell ≈ Microcosm

One member from each sub-communityo 1 representative of Academiao 1 representative of Governmento 1 representative of Industryo 1 representative of Practitionerso 1 though leader (optional)

Self-managed group

PoA Design : Coordination Group

Coordination Groupo Will have 1 member from each cello Responsible for consolidating views, sharing

information and coordinating actiono Manage geographic bias

PoA Design : Things to Avoid

Base membership only on acquaintances and friendships (bias)

Base membership on job title and not network of influence (limit action and awareness)

Have with unequal representation across domains (groupthink)

The EABOK® Consortium:Editorial Board Vision

Duane [email protected]

5 March 2014

The views, opinions, and/or findings contained in this briefing are those of the EABOK Consortium and should not be construed

as an official MITRE position, policy, or decision, unless designated by other documentation

Approved for Public Release; Distribution Unlimited. 14-0714




Topics

Role/Vision of Editorial Board Status of Initial Editorial Board General Criteria for Submissions How Can You Participate? Backup

o More Detailed Roles and Responsibilitieso Basic Process


Role/Vision of Working Groups

Nominal roleo Review content submitted to the EABOK

Content may be new or previously published EA articles, or a synthesis of a knowledge area topic for the Guide

o Make recommendation to the Governance Board regarding acceptance into EABOK

Larger visiono Working group membership

Reflects the variety and range of the EA community Each member is an expert in some area of EA

o Working group influence Help evolve, grow, and improve the EA field by

selectively recruiting and accepting quality material


Status of Initial Editorial Board

Members thus faro Duane Hybertson, Chief Editor (MITRE)o Mike Rosen (Wilton Consulting Group)o Rich Hilliard (IEEE)o Ed Robertson (Indiana University (ret.))

Seeking additional members Status: In start-up mode; reviewed four

submissions thus far


Basic Criteria for Submissions

Knowledge claim for submitted article: It should be possible to make a valid claim that the submission represents EA knowledge of high quality and useful to the communityo The article will be referenced and linked in the Guide

Submitted synthesis of a given topic, such as Governance, or Principles, or Frameworks: It should cover the state of EA knowledge for the overall topic, in the form of a synthesis and key references; it is the Guide to that EABOK topic

Intended Audience: Spectrum of the EA communityo practitioners, researchers, students, managerso industry, government, academia, associations

Knowledge areas: {Planning, Managing, Developing, Using, Measuring} an EA; Perspectives; Glossary; Related disciplines

Knowledge types or forms: Analysis, case study, method, pattern, research result, sample artifact, synthesis


Backup


More Detailed Roles and Responsibilities

Editorial Board Chairo Selected by the Governance Boardo Identify, recruit Editorial Board memberso Receive submissions and allocate for reviewo Coordinate review and communicate with authoro Coordinate recommendation for the Board

Editorial Board members (including Chair)o Review submissions, provide feedback, recommendationo Monitor EA field and recruit additional submissionso Provide input on EABOK direction and evolution of

structure and content


Basic Process

Board Working Groups Author/PoC

Submit contentReceive, check submission

Allocate to Editorial Board

Allocate to reviewers

Perform reviews

Accept with modsRejectAccept

Editorial Board Recommendation

Inform author of decision

Post Guide info [and Content]

Modify

Resubmit

Decide

Inform Editorial Board(if Accept)

Receive decision


The EABOK® Consortium:Operational Workflow

Kate [email protected]

5 March 2014

The views, opinions, and/or findings contained in this briefing are those of the EABOK Consortium and should not be construed

as an official MITRE position, policy, or decision, unless designated by other documentation

Approved for Public Release; Distribution Unlimited. 14-0911



Topics

Purpose of the Submission Workflow Proposed Submission Workflow Structure

o Review and Approve Submissions with Modifications

o Review and Approve/Reject Submissiono Update and Archive Existing EABOK Content

Today’s Operations Request for Community Input


Purpose

Present and demonstrate the current workflow and interfaces the EABOK Consortium has with internal and external entities

Understand the operational needs of the EABOK Consortium that drive the provisioning of tools that improve the submission workflow


Proposed Submission Workflow Structure

Review and Approve/Reject New Submissions Review and Approve New Submissions with

Modifications Update and Archive EABOK Material


New Submissions: Approve/Reject

Host Organization

EABOK Governance Board

Editorial Review Board

Receive and Review

Submission

Disseminate Submission to

Working Group

Review EABOK Submission

Submit Submission

Recommendation

Approved submissions posted to EABOK

Website

Receive Notification of

New Submission (Situational Awareness)

Review Submissions


Approved/Declined Submission

EABOKContributor

Received Tasked

Submission

Approve/Reject

Submission

EABOKSubmission

Notify Contributor of

Submission Status

Receive Notification of Approved/Decl

ined Submission

Update EABOK Repository


New Submission: Accept with Modifications

Host Organization



Receive and Review

Submission

Disseminate Submission to

Working Group

Review EABOK Submission

Recommend Modifications to

Contributor

Approved submissions posted to EABOK

Website

Receive New Submission Notification

Review Submission

Recommendation

Submit Submission

Recommendation

EABOKContributor

Received Tasked Submission

Approve/Reject Submission

Recommendation

EABOKSubmission

Notify All Parties of Submission

Status


Approved/Declined Submission

Update EABOK Repository

Modified EABOK

Submission

Receive Modified Submission

EABOKContributor


Update and Archive EABOK MaterialHost Organization



Receive and Review

Submission

Determine If Current EABOK

Material Is Relevant

Determine if Material Needs

Updates or Removal (Archive)

Approved submissions posted to EABOK Website

Receive Recommendation

Review Submission

Recommendation

Recommend Material for

Removal (Archive)

Assess Existing EABOK Material

for Trends

Approve/Reject Submission

Recommendation

Review Updated Material from Contributor

EABOKContributor

Panel of Advisors

Provide Guidance on EA community

Needs

Notify Contributor of Update Proposal

Modified EABOK

Submission

Submit Recommendation

to the Board

Notify All Parties of Submission

Status


Approved/Denied Update Status

Receive Guidance on EA Community

Needs


Today’s Operations

Chief Editor monitors the EABOK inbox for inquiries and submissions

Chief Editor reviews and disseminates submissions to Working Group members

Submissions to the Editorial Review Boardo Coordination through Outlooko Recommendations captured in Word document

Recommendations to the EABOK Governanceo Coordinated through submissionso Verbal or Email vote

Challengeso No publicly accessible area for Consortium members to

access the archive of in progress reviews, approved/rejected archived materials, archive of removed existing EABOK material


Request for Input from Community

Are we processing submission correctly and efficiently?

Are there tools available that address the challenges the EABOK Consortium faces?o Are there automated tools?o Are there recommendations/volunteers for

identifying/providing of tools for content management?

Is there an organization/entity that is available to own and manage the process and associated mechanisms?


The EABOK® Community Workshop

March 6, 2014

65


Wednesday Recap

Rich McCarthy, Quinnipiac University


Wednesday March 5th Recap – EABOK Overview

The EABOK is an International Collaborative Website with Industry, Government & Academia – To provide a knowledge-sharing platform

Represents Many Perspectives Will contain Newly Developed Material as well as

Previously Published Material Public Launch of the website occurred in November 2013 YOU ARE ALL INVITED TO PARTICIPATE – both as an

author and a member of the Editorial Board or Board of Advisors

Importance of the EABOK to the EA Profession

Common DefinitionsCommon Body of KnowledgeDemonstrate Measurable Value International recognized accrediting body

Concept of Operations of the EABOK

Describes the characteristics for how and when the EABOK is used.

Scenarios describe how and when to use the information in the EABOK

Helps to establish VISION for how the EABOK can assist the profession – but this is KEY PERSON DEPENDENT on YOUR PARTICIPATION

If you see any missing Personas, Needs or Features we welcome your input.

What Do You Want from the EABOK - Questions Considered

Should the EABOK focus on Theory, Practical Methods or both? Should the EABOK be a collection of different ideas, or should it present a single consistent synthesis of ideas?Should the EABOK eventually become the basis for a certification in Enterprise Architect? Should the EABOK include a carefully created set of terminology for the field, or just a set of useful definitions for the reader?What should be the primary goal of the EABOK ?

Panel of Advisors Vision

By the Community for the Communityunbiasedrepresent the voice of the communityoffer affirmations and inquiriesfoster learning and innovation

Promote Dialogue Action-oriented and strive for

Continuous Awareness

Editorial Board Vision

Review content submitted to the EABOKMake recommendations to the Governance BoardQuality Material will help evolve, grow and improve the EA field New Members are Welcome

Workflow

Thursday – March 6th: Here’s What’s on Deck

Evolution of the EA Profession Panel Discussion: The Changing Boundaries of

EA Practice & Scholarship Brainstorming Group Activity: Identify Topics of

Importance Breakout Groups will Explore Key Topics and

have an Opportunity to report back to all of the Workshop participants

EABOK Consortium

Evolution of an EA ProfessionChuck Walrad

IEEE Computer Society

EABOK Consortium 76

Development of a Model of a Profession

This model is based on a 1996 study in which Gary

Ford and Norman Gibbs identified the essential

elements of a mature profession, validating their

findings against a number of existing professions

including health, law, and architecture.

EABOK Consortium 77

Development of a Model of a Profession

IEEE first investigated elements of a “true profession” in relation to its work to advance SWE as a profession

We revisited the original findings and refined them as we initiated work on a similar goal for IT professionals

The result was the model of a profession we’ll discuss today.

We think that the same model can be helpful to EA. FEAPO has adopted the model with additions from

CAEAP.

EABOK Consortium 78

Model of an EA Profession

EAPROFESSION

Code of Ethics

Standards of Practice

Job Roles

Career Paths

Competency Definitions

Professional Society (Society of Peers)

Standards of Professional Practice Professionals follow a code of ethics while performing activities in accordance with define standards of practice.

Body of Knowledge

Curriculum

Accreditation Criteria

Preparatory Education (Degree Programs)

(Nat’l & Internat’l Standing)

Professional AdvancementResponsibility for groups of activities is assigned to job roles. A career path is a progression of job roles and increasing responsibility.

Preparatory EducationKnowledge is organized into a Body of Knowledge which is taught through preparatory education delivered by an accredited program which follows an approved curriculum.

Ongoing Professional Education

Skills (Skills Development)

Certification

Licensing

External ValidationCertification certifies that individuals have defined competencies. Licensing extends certification to include active oversight of the profession including disciplinary action.

Professional DevelopmentSkills to apply the knowledge to accomplish tasks are acquired through professional development including on-the-job training.

Activities

Consensus

Self-Governance

Publishing a Journal

Public Outreach

Branding

Registry

Professional Practice Guide

FEAPO list Additions

EABOK Consortium 79

EA Evolutionary Priorities

a professional society, with provisions for monitoring individual compliance to ethical standards and professional practices;

a body of knowledge (BOK) founded on well-developed and widely accepted theoretical and practical bases;

a system for certifying that individuals possess such knowledge before they start practicing AND a progressive system of certifying practitioners as they increase both their knowledge and experience in effective practice;

a code of ethics, with a commitment to use specialized knowledge for the public good

EABOK Consortium 80

EABOK Consortium 81

Immediate Needs for the EABOK

Synthesis of existing best practices

New material!

Your suggestions

EABOK Consortium 82

Discussion

Discussion

Panel Discussion

MC: Con Kenney, National Defense UniversityRobert Damashek, Binary Group

Len Feshkins, Association of Enterprise Architects; James Lapalme, École de technologie supérieure

Jeff Scott, AccelareDon Shaw, BAI

The Changing Boundaries of EA Practice & Scholarship



Brainstorm Session& Breakout Groups

Mary Raguso, MITRE

Group Reports in Backup



5-6 March 2014

Thursday Re-Cap

Richard McCarthy Quinnipiac University


EAPROFESSION

Code of Ethics

Standards of Practice

Job Roles

Career Paths

Competency Definitions

Professional Society (Society of Peers)

Standards of Professional Practice Professionals follow a code of ethics while performing activities in accordance with define standards of practice.

Body of Knowledge

Curriculum

Accreditation Criteria

Preparatory Education (Degree Programs)

(Nat’l & Internat’l Standing)

Professional AdvancementResponsibility for groups of activities is assigned to job roles. A career path is a progression of job roles and increasing responsibility.

Preparatory EducationKnowledge is organized into a Body of Knowledge which is taught through preparatory education delivered by an accredited program which follows an approved curriculum.

Ongoing Professional Education

Skills (Skills Development)

Certification

Licensing

External ValidationCertification certifies that individuals have defined competencies. Licensing extends certification to include active oversight of the profession including disciplinary action.

Professional DevelopmentSkills to apply the knowledge to accomplish tasks are acquired through professional development including on-the-job training.

Activities

Consensus

Self-Governance

Publishing a Journal

Public Outreach

Branding

Registry

Professional Practice Guide

FEAPO list Additions

Model of an EA Profession

EABOK Consortium 87

ENTERPRISE ARCHITECTS

BRIDGE THE GAP BETWEEN IT AND THE ENTERPRISE


Panel – The Changing Boundaries of EA Practice & Scholarship

① What has changed your view of EA in a Major Way?

② What do we need to develop to ensure the survival of the profession?

You wrestle with these issues every day!

Which is harder – to define a model/framework or to get an organization to embrace its application

Not enough in influencing the organization to much time on models

Cultivate trust in the organization

Less locked in the tool – how do we enable an analytical organization – enable performance within the organization.

We are stewards of the data we don’t own it.

What's the difference between architecture and design?

Why are you doing EA? Because they have to – but they try to do everything at once –begin small, get quick wins and build.

Communication is one of the biggest challenges. Differing perspectives

There are lots of frameworks and tools. Adopt a transformational approach, if you know why you are doing it then you will apply it successfully.

Provide the right information to the right person

If I make a change to the system, what will I break?

How do we provide products & services in a way that the architecture will emerge through the delivery.

Transform from thinking about how do we keep the organization from failing to thinking about how are we going to help the organization succeed.

Architects do not own the transformation – the business owns the transformation

People

Ideas

Things


Enterprise Architecture Brainstorming

Value proposition Access to everyone not just IT How do I set-up an EA practice and continually improve it How do I become an EA and improve How do we measure EA Is the EAMMF Valuable (EA Management Maturity Framework) Business Function Like Strategy Differentiate EA from other functions How do we insert EA into other processes Tag line EA Success stories What are the problems that EA is concerned with How does EA support getting the right information to the right person at the right time to make informed

mission and business decisions Analyzing architecture alternative EA Governance Capital planning and security are all interrelated How to make social networking work for EA Intellectual Property – how do we get people to share their techniques How do we get a contribution to the body of knowledge How do I figure out where to focus the EA efforts What are the missing elements from the EA frameworks, tools, etc. What soft skills should an EA have What is success for the EABOK What is success for EA


BREAKOUT TOPICS

① DEFINE THE SUCCESS AND FAILURE OF THE EABOK

② DEFINE THE SUCCESS AND FAILURE FOR EA③ HOW DO WE MEASURE EA? CRITERIA FOR

METRICS④ SUCCESS STORIES

WHO ARE THE AUDIENCESWHAT SHOULD THEY KNOWHOW DO WE SHARE THIS INFORMATION


EABOK Contributoro Go to www.eabok.org

Select Contribute and follow directions to submit material for EABOK

EABOK Consortium Membero Panel of Advisors Membero Editorial Board Member

For more information, visit www.eabok.org or email us at [email protected]

Follow us @eabok on Twitter

How Can You Participate?

http://eabok.org/

http://www.eabok.org/


BackupBreakout Session Group

Reports


93

• Topic – Success or Failure of EA

• Clarification– Is – Single practice/initiative of EA– Is not – Success/Failure of EA as a discipline

• Assumptions– People understand EA!!!– Scope of enterprise is bounded by the things the stakeholders can

control

• Challenge– Different concepts of EA will imply different concepts of success

and failure

• Complication– Success depends on a common understanding of what EA is!

94

Methodology

• Success = Applicable -> Actionable -> Accepted -> Implemented

• Success depends upon:– A common understanding of what EA is and does– A common understanding of the expected/desired outcome– Agreed upon set of Critical Success Factors

• CSFs must be defined by the set of concerns that matter <qualifier> stakeholders. At minimum:

– Executive/Business leadership– Sponsor– Technical– Front Line

• CSFs may be of a general nature or specific to a particular constituency

95

Methodology (Cont)

• Success depends upon:– A multi-disciplinary, multi-functional team with clearly defined

goals, roles and responsibilities– Having the appropriate tools, models and instrumentation to rack

the system success– Having appropriate executive sponsorship, commitment and

funding– Making critical tradeoffs with an eye towards the greatest good

• The architect can facilitate the identification of these trade-offs

96

Action Plan

• Determine if there is an existing model/process/methodology we can adopt/adapt

• Identify EA specific additions/changes to above• Validate the model with representatives of all the

stakeholders listed• Find credible, compelling success/failure stories that

represent the methodology• Identify required KSAs

97

Recommendations

• Do what we said!!!

Breakout group: Success of EABOK

Goals/Criteria/Definitions of Success

1) EABOK is where community goes to navigate EA knowledge: 2) Number of users accessing site content (concurrent? Maximum?)3) Useful content and content is “used”4) “Credible” content

a. Acknowledgment as authoritative sourceb. Recognition and presentation of bias without promoting bias

5) Visible and accessiblea. Reputation and value are widely known and evangelized

6) “Community” inputa. Submissionsb. “Quality” of submissions

7) Synthesis (Guide) vs. pieces (BOK)8) Handles context – synthesizes* across multiple domains and enterprises.

a. *Unified fundamentals but reflects the variety of the fieldb. Quantity vs. Quality vs. Variety of use

i. (e.g. IT versus non-IT)c. Flexible, adaptable guide, handles evolving users

Infrastructure/Support(Technical and organizational)

1) Number of users2) Controlled (i.e. peer review) vs. open (Wiki)3) Vet contributors or vet contributions?4) Support controlled diversity5) How to engage, support, and manage synthesis

contributionsa. Piecemeal synthesis articles vs. large-project approach

6) Impact of synthesis on knowledge structure, especially adding more detailed subtopics, etc.

7) Process responsiveness – how long does it take to vet and approve contributions

8) Process transparency

Constraints

• Ensuring the comfort of contributors’ intellectual property rights.– Convey and incubate trust of contributors

regarding intellectual property rights– Thorough and accurate citations– Make clear to potential contributors that any

synthesis including their IP always provides proper attribution to the sources used.

Action Plan

1)How did other BOKS achieve their success and visibility?

2)Get Justin Bieber to mention EABOK on Twitter3) [Develop plan to] motivate synthesis contributors4)Develop guidance for synthesizers5)Further develop personas into full use cases, usage

scenarios6)Define and implement measures of quantity and

quality of use7)Encourage people to submit success stories and

feedback on EABOK

Case Studies Group Goals

• Get Case Studies (Success and Failures)• Add value by providing synthesis and analysis

of case studies. Ex. Identify trends, themes, etc. across multiples cases.

• Facilitate and guide the process of acquiring and redacting Case Studies.

Case Studies Group Actions

• Create necessary tools. For example : templates, metadata schemes.

• Implement adequate repository• Define and operational process for supporting

acquiring submissions and supporting redaction – Support multiple levels of Case Study Detail.

• Identify and gather currently available case studies• Undertake outreach initiative in order to solicit

case studies

Case Studies Group Recommendations

• Create a task committee• Enable anonymous and strive for international

contributions• Avoid filtering contributions based on bias• Focus on real Case Studies and not fictions.NOTE: one of the first tasks of the Panel of

Advisors will be to provide some guidance and actions concerning these items

Measuring EA Group-- Goals

• Describe the different types of metrics– Meta-model structure to categorize – Qualitative vs. quantitative– EA perspective - internal vs. external– Collecting the "right" metrics (put into business

terms / demonstrate business value)

Measuring EA Group– Action Plan

• What are the metrics?– Probably derived from the paper on EABOK– Easy to describe vs. easy to collect

• How are they being used?– Have the community to contribute examples of metrics and impact– Linkage of how they demonstrated business value

• Impact (value) of the decision? Especially of not doing something

– How do you measure the incremental costs? – Often there aren't direct linkages and you need Business Intelligence

to slice and dice the data– If asked to justify EA, then it isn't successful

•

Measuring EA Group– Action Plan

– Establish a working group (people and time)– Conference calls and emails with the working– Access to research info (Penn State? Discuss w/ Dr.

Cameron about any research that is already available)

– Survey tools– Web page(s)– We need the Governance Board to identify a

leader -- Nick?

Board of Governors Report

• While the breakout sessions were taking place, the Board of Governors took advantage of a rare opportunity to hold a face to face board meeting. As the focus of the board has shifted from startup activities to developing the EABOK content, we took the advice of our panel of advisors and spent some time clarifying our motivation and expectations for our participation in this effort. We also began to discuss the development of a more rounded strategy through the development of a strategy map. The development of that map will take place over the next few board meeting, to be facilitated by Nick Malik.

The EABOK® Community Workshop 5-6 March 2014 © 2014 EABOK Consortium.

Documents

o eabok overview

cane o

meeting o

o importance

o need

facilitators o

o workflow

o evolution