TOGAF-DeepDive

8/14/2019 TOGAF-DeepDive

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QRSLean Enterprise Solutions

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www.quickresponse.caCopyright QR Systems Inc. 1999 to 2007

Slide # 1

The Open Group Architecture Framework& Architecture Develo ment Methods

TOGAF ADM

Jason Uppal, P.Eng.

Chief Architect

research, education, training and consulting

Anshu Kak

Executive IT Architect

IBM

#1:TOGAF,TOGAF.


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Slide # 2

Problem Statement: CEOs expectations of IT Organization

Operational Excellence: help optimize the cost of doing business

Align Investment in IT with Business Needs and Deliver Pragmatic and Cost

Exploit Current Technology Assets Capabilities

Results:

Standish Group CHAOS Survey 2002: 1/3 IT Project are delivered ontime and on budget with debateable quality

Technology ComplexityIT Project

Wicked

SocialComplexity

Problem

IT, .


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Slide # 3

gen a:

Enterprise Architecture Business Motivation

e o s o eve op n erpr se rc ec ure:

TOGAF Implementation Approach

:

: TOGAF

TOGAF


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Slide # 4

What is Enter rise Architecture ?

Organization Strategic Intent and Business Strategy

Business OutcomeEnvironment for Desired Outcome

Business Architecture

Data Architecture

Organization Assets

People

Process

process

stakeholders understand therationale for change and processof change

Infrastructure Architecture stakeholders are educated andtrained with appropriate tools andresources

learning environment

Recognize that:

Enterprise Architecture is a process that requires engagement of the entire organization

Enterprise Architect is a trained professional who accepts the RESPONSIBILITY for Environment for

Desired OutcomeEnterprise Architecture Value:

Direct Value of the Investment, i.e. did the investment achieve desired business outcome?

Organization Learning, i.e. did we learn anything and what is the value of the learning?

(, )


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Slide # 5

Scope of Architecture Work

Enterprise Architecture

Inter Organization

Organization

Division

Business

DataApplication

Infrastructure

Business

Outcome/BusinessStrategy

Business

Outcome/

Enterprise Wide Architecture


Data ArchitectureReference

BusinessStrategy

Application Architecture

Infrastructure Architecture

This approach promotes SOA from BusinessArchitecture oint of view


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Slide # 6

Enterprise Architecture

Enterprise Architecture is a complete solution to theBusiness Problem

Next Topic

TOGAF ADM (TOGAF )


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Slide # 7

What is TOGAF ADM?

rc ec ure eve opmen e o ena es you o es gn, eva ua e an u eright architecture

Use it in conjunction with Zachman or any other framework

Focuses on four types of architectures: business, application, data and technology

onta ns:

Architecture Development Methods (ADM)

Enterprise Continuum TOGAF Foundation Architecture

Integrated Information Infrastructure Reference Model

TOGAF Resource Base

It is available free of charge at The Open Groups public website or purchase as a 500 page

book with color pictures

As a training organization, QRS membership to The Open Group enables us to use anddistribute the ADM as required.

TOGAF.


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Slide # 8

Model is described in Phases andSteps

The key point is that ADM is

Need for Change(Business Strategy)

and steps

The breadth and the depth at eachphase and step will will depend onresources com etence and value.This is one place wherearchitecture experience and/orhelp of senior architect comes intoplay

Iterative Nature Implies:

Contextual: Wh Lo ical: How Ph sical : with what?

TOGAF. .


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Slide # 9

Considerations for ADM

Flexible: Adapt ADM to meet organization needs, for example architecture visionsupported by the business architecture may be required to gain active participation of stakeholders and on the other hand a broad inventory and baseline may be done first.

Architecture Governance: an architecture board that ensures that all the methods arebeing applied consistently and correctly and right level of information is developed for theright purpose.

se u rt acts: rc tecture art acts an re ate processes must e governe y amanaged environment and directly consumable by subsequent SDLC process

Iterative Nature : enables Financial Risk Management Strategies

Enables Trade off between : Cost, Value, Risk

TOGAF ADM.


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Slide # 10

Considerations for ADM . . . Contd

Scoping the Architecture Activity

Enterprise Scope: Conventional develop baseline, target and migration plans, SegmentApproach major business area the issue is what scope is too wide and what is too narrow

Architecture Domains business, data, a lication and infrastructure

Vertical how deep shall it be defined demarcation between architecture and design,system engineering, system development etc.

Time Horizon how many intermediate target architectures shall be defined and what aretheir time horizon.

Integration of individuals architectures that fit overall Vision: Zachman Repository: The purpose isto make sure individual architectures fit into the overall, focus on enterprise capabilities and modelfor maximum leverage, reuse.

Key is how to define the scope of architecture effort complete, horizontally andvertically integrated and full (required vs value add) population of Zachmanframework

, , . .


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This section focuses on how we do the architecture?

framework: in defining scope of federatedarchitectures like business, data, application andinfrastructure and how to bring them together, oradapt framework to suite the enterprise

architecture principles define policy on reuse.

Could possibly restate business principles, businessgoals, strategic business drivers etc.

business principles may include mission, vision,s ra eg es an goa s

Inputs:

ADM,

Outputs:

,

Business Strategy, Goals, Drivers etc,

IT Governance,

Architecture Governance - Architecture

Framework Definition

Architecture Principles

Re-instatement of business principles, goals anddrivers

, , .

Project Work

Collect input artifacts and produce outputs

Motivation for the Architecture Work

Governance.


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Slide # 12

rc ec ure r nc p es:

General rules or guidelines, intended to be enduring, seldom amended, that inform and support theway in which an organization sets about fulfilling its mission. Could have enterprise, IT or Architecture

.

Four components of a principle: Name, Statement, Rationale, Implications

Principles must be understandable, robust, complete, consistent, stable and while they may compete,Each principles must be considered while all other things being equal

Primacy of Principles Maximize the benefit to the enterprise

Data is accessible

Example: Set of Architecture Principles

Information management is everybody's business

Business continuity

Common use applications

Common vocabulary and data definitions

Data security

Technology independence

omp ance w aw

IT Responsibility: TCO

Protection of IP

Data is an Asset

Ease of use

Requirements based change

Responsive change

Data is shared

Interoperability


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Slide # 13

Architecture Vision

What problem do you want to solve, not whatsystem do you want to build?

If this problem is solved then what will it meano e rgan za on

? ?

QRS


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Slide # 14

Motivation for Architecture Vision

How does the proposed Concept for Improvement or an Idealink to The Enterprise Goal?

Envision what will it take and what will have to be managed to

make the vision real.

Clear understanding of: if the vision is achieved what would itmean to the Enterprise?

remember: the enterprise includes all stakeholders

Architect must get his head around the Opportunity?

before he is in position to advise the organization.

, litmus

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Slide # 15

Enterprise Strategic Intent:describes the essence of winning

It is not a strategy!

Current Stage Future Stage

Deliverables: Frame the Problem, SMART Objectives, Statement of Architecture Work(how much work is to develop a Architecture Blue Print

: 200867%87%, .

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Slide # 16


Improved Business Process

changes to realize the improvedbusiness process

()

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Slide # 17

Focus of Business Architecture

Current Business Architecture Target Business Architecture (consider all relevant enterprise environment parameters)

Select relevant Architectural Viewpoints that demonstrate how the enterprisestakeholder concerns are addresses

environment parameters include products/services strategy,

organizational, functional, processes, information, geographic aspects aswe as us ness pr nc p es, us ness goa s an s ra eg c r vers

, , , .

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Slide # 18

Elements of Business Architecture

Strategic Intent: Captures the essence of winning, i.e. The Apollo Program:landing man on the moon before the Soviets, Komatsu vs Caterpillar etc.(stretch targets forces to compete in innovative ways, they are not

Business Strategy typically defines: What to Achieve? Like Goals, Drivers

and Metrics for Success etc. but not How to?

Business Architecture: it confirms what and why of the Strategic Intentand the Business Strategy as well as describes How to achieve the pre-defined goals (stakeholder concerns) at necessary level of detail

Reference: Hamel Gary and C.K. Prahalad, The High Performance Organizations, HBR, 1989

, . .

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Slide # 19

Information Systems Architecture

Data Architecture

what data is required to support theus ness process

Core Process Data?

BI Question Data?

Data Ownership and Data Quality


Management

right formatwhen and where needed

, , , .

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Slide # 20

Information Architecture

The purpose of this phase is to cover both the data and the applicationarchitecture.

There is no set sequence to complete this phase, data and application or vice versa, itdepends on your needs.

(1) Top Down Design and Bottom Up Implementation: Green Field Solution

Design:

Business architecture Define Business Services

Data architecture design and application architecture design

Technical architecture design

Implementation:

Application architecture implementation and Data architectureimplementation

Business architecture implementation

(3) Technology Driven : (after business architecture) first design technology infrastructure (COTS),

(2) A Data Driven Sequence: (after business architecture ) first design application system that createsthe data, second process the data, archive the data. Example a sequential automation

TCO is #1 driver, then data and application

.

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Slide # 21

Data Architecture: Some considerations

Conceptual Data Model

describe important entities and their relationships, No attribute, No primary keys

s eve , e a a mo e er a emp s o en y e g es - eve re a ons ps amongthe different entities.

Logical Data Model

Includes all entities and relationships among them.

All attributes for each entity are specified.

The primary key for each entity specified.

Foreign keys (keys identifying the relationship between different entities) are specified. Normalization occurs at this level.

Physical Data Model

Specification all tables and columns.

Foreign keys are used to identify relationships between tables.

Denormalization may occur based on user requirements.

Physical considerations may cause the physical data model to be quite different from thelogical data model.

platform specific considerations (DBA Domain), table Spaces, Indexes

. .

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Slide # 22

The objective is to define major kinds of application systems necessary to process the data andsupport the business process.

The effort is not concerned with application design. But decide what type of application(desktop, web, MF) and how will the data be managed and interfaced with the human or

computer actors for optimum efficiency. Application functionalities (from business architecture) are logically grouped and are defined

independent of technology

Approach

Explore relevant application architecture sources, i.e. existing applications, industry verticals etc.For exam le: Tele Mana ement forum has Telecommunications a lications and OMG hashealthcare, finance, transportation etc.

ebXML is xml based data interchange to support eBusiness

pen roup s Re erence mo e or Integrate In ormat on In rastructure

Ga Anal sis: what did we for et to include deliberatel excluded did include?

, , , , ,

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Slide # 23

III-RM High Level Reference Model

The III-RM is a model of the major components categorized for Developing, Managing and

Components of the High-Level III-RM

Business Applications:Yellow

InfrastructureApplications: Brown

Application PlatformGreen

Interfaces: Red

Qualities: Brown

III RM.

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Slide # 24

Available, Required, Standards,Tactical and Strategic Balancing

Act

. .

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Slide # 25

Technology Architecture Considerations

Architecture Consideration:

Business Architecture : SLA, Security, Privacy, Access Control, Right information at

Data Architecture: Data elements, need and speed, space, DLCM . . .

Application Architecture: information in right format (language constraints)

Enterprise Considerations

Technology ConsolidationStrategy

Skills

Technology Direction

TCO Considerations

Cost of getting in

Cost of getting out

Life Expectancy

Life of Application

. TCO.

QRS


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Slide # 26

Opportunities and Solutions Technically Feasible Options

Business Needs tacticaland/strategic

Sponsor and Architect has ashared vision not only onec no ogy m gra on ep oymen

but enterprise risks of makingchange

Ideal Set of Solutions versus

.

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Slide # 27

Objectives:

This is the first phase that is directly concerned with implementation.

The task is either:

considers enterprise proposed initiatives and maps them to

technology/business reference architecture (help firm the business case)

As Is : Architecture Domains

Business

DataTo Be : Architecture Domains:

Initiatives that

will help migrateAs Is to To Be

Infrastructure

SWOTS

Business

Data

Application

Realize Categorized Value:

Ops Excellence

Core Value

will meet immediatebusiness needs and migratetechnology towards To Bestate

Strategic Intent

SWOT .

QRS


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Slide # 28

Other Considerations

Buy, Build, Buy and Extend, Re-use, Outsource Solution, OutsourceBusiness Process

Evaluate only candidate options, minimum one candidate Option

, .

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Slide # 29

Res onsible as er RACI model

Defines the Roadmap for the Enterprise from Concept to Value Realization

professionals.Pragmatic: balances the cost, benefits, risks,organization development etc.

Timely: the solutions can be implemented intimely fashion

an Enterprise implies anycollection of entities that sharecommon set of goals.

a Concept is defined as a veryhigh level motivation thatwould lead the Enterprise

towards their Strategic Intent

a Value Realization is defined

as measurable progress towardsthe Enterprises Strategic Intent

The Challenge

The Approach

Concept

Black Box

Project

Wickednessof the

Challenge

The

Architecture Blue Print shallhandle all of these forces

Print

The Audience

the SocialComplexity

TechnologyChallenges

ExecSummary

Cluster Chiefs

SolutionOverview

SponsorPDCIO

SolutionArchitecture

Enterprise Strategy

Management Office

: , , (), .

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Slide # 30

Phase F: Migration Planning

Plan to make the TO BEArchitecture aReality!

of projects and their order that will help theorganization realize the To Be Stage.

(Portfolio).

.

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Slide # 31Methods to Define Enterprise Architecture

Project Portfolio Management

IT Portfolio Includes considerations for:

Suite of Current Investments

Suite of New Initiatives

Bottom Up(Projects submitted

by lines of

Externally Mandated Initiatives

Infrastructure Initiatives

Through balanced portfolio management approach (?), select

Top Down(Enterprise

Architecture )

number of projects that will go forward in a given year

AS IS

Final

Develop Transition Architecture

@ t0

transitionArchitecture

@ t1

transitionArchitecture

@ t2

Architecture@ tf

. IT.

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Slide # 32

ase : mp emen a on overnance

Realization of TO BEArchitecturethrough Change Initiatives

. /.

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Slide # 33

This is the most

important

component of anarchitects job

= *

Our focus is on Implementation Governance, which concerns itself withthe realization of the TO BE Architecture through Change Projects.

Note: the Im lementation Governance is ust an as ect of theArchitecture Governance which deals with: management and control ofall aspects of the development and evolution of EA as well as other

architectures within the enterprise.

Furthermore, it ensures that business responsibilities associated with the architecturegovernance can be elucidated, communicated and managed effectively.

Governance in General

The Governance is less aboutovert control and strict adherenceto rules but more about

In a typical large organization, the hierarchy of governancestructure may look like:

Corporate Governance

guidance and effective as well asequitable usage of resources toensure sustainability.

Information Technology Governance

Architecture Governance

Implementation Governance

Architecture Contracts:

(Governance).

QRS


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Slide # 34

EA Governance Or anization Structure

Context: right

thing to do?

Context: right way

o o

Context: was it

done ri ht?

QRS


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Slide # 35

Architecture Change Management

Establish an Architecture Change

Architecture

QRS


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Slide # 36

Architecture Chan e Mana ement

The objectives of this phase is:

to establish a rocess b which TO BE Architecture created as a result of mi rationplan implementation) will be allowed to Change.

Note: The TO BE architecture is Dynamic, it must change rapidly with changes inTechnology and/or Business Environment

The Approach

The goal of this process is to ensure that changes to The Enterprise Architecture are

managed in cohesive and architected way: The change management process, onceestablished will determine circumstances under which :

EA or parts of it will be permitted to change or

a new EA development process will be initiated

The change management is very closely related to the Governance and management of the

architecture between the Architecture Function and Business Users of the Enter rise throu hArchitecture Contracts)

The Key Driver:

To establish transparent and business focused criteria (not power driven) by which Architecture will .

Business Value.

.

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Slide # 37

Requirements Management

Notion of Requirements ?

Comp eteness

Status of Requirement

Iterative Nature

! !

.

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Slide # 38

Architecture Requirements: Stated Requirements, TOGAF Process defines anexplicit method to define Architecture Requirements. Remaining requirementsare deduced with each subsequent ADM Phase and validated against the Architecture

Requirements

System Requirements: Functional and Non Functional

Organization Change Requirements: People side of changes to implementmprove us ness process

Deployment Requirements: Change Management, Decommissioning,Archiving etc.

Exploitation Requirements: Value Realization and Value Governance

, .

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Slide # 39

It is a process (not a static set) whereby requirements for Enterprise Architectureare:

Identified

Store

Fed into and out of relevant ADM phases

The Challenge with Requirements Process: Architecture is an activity that by its very nature deals

Specified, Engineered, Developed and Deployed. The architecture often encounters drivers andconstraints that are outside of the Architects influence i.e. changing market, legislation, seniormanagements inability to clearly articulate and support a consistent vision over a long period.

o e: e requ remen managemen process oes no spose, a ress or pr or ze any requ remen ,that is done through the relevant phase of the ADM

Requirements of a stakeholderSpecified and Engineered

Executive: progress towardsstrategic intent

End user: use case

division: change management,

ArchitectureRequirements

Waiting Room

refine, prioritize, link to businessra n ng, s a eve opmen , value

, . .

QRSL E t i S l ti


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Slide # 40

Quick Review:

The Open Group Architecture Framework and Methods

Architecture Vision

Architecture Development

Architecture Transformation

Architecture Deployment

Value Realization

Architecture Vision and Statement of Architecture Work

Architecture Blue Print : Business Value, Cost, Risks (Both) and Leadership

Contextual

Conceptual

Logical

Develop Roadmap Iteratively in supportof Gates Based Risk ManagedInvestment Plan

Physical

.

QRSL E t i S l ti


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Slide # 41

Approach to Implement TOGAF

Conventional: Reference Architecture

Segmented : Business Driven TechnologyDeployment

TOGAF, IT.



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Slide # 42

Enter rise Architecture Service Model: Two A roaches

Conventional: consider the entire organization and develop a reference architecture that is supported by:

Technology and Application reference models at detail and Data and Services Model to rather a higher level. Thisenables the organization to define architecture principles, standards. governance by which the segmented work iscontrolled to ensure the TO BE state is cohesive

Segmented: this architecture work is driven by specific business strategies and portfolio projects.

Collectively these approached ensure the architecture work is aligned to deliver on business needs and

secondly acquired information technology assets will lead to an agreed TO BE stage.

Conventional Approach: Scope Organization Wide

Changesin

Industry

Technology EnabledOpportunities

Technology and Application

Data and Services (course)SWOT,Principles and Standards,

Apply TOGAFMethods

(Contextual

Level)

overnance

Portfolio Based Architecture

ArchitectureGovernance

BusinessDefined

Opportunities

Apply TOGAFMethods (iteratively) Blue Print

Migration PlanExpertise Based Leadership

Enterprise Value

- Direct Value

- Organization Learning

- Centre of Excellence

Changes inBusinessEnvironment

Segmented Approach: Specific Business Strategy

. IT.



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Slide # 43

Example: Business Strategy: Improve Supply Chain ?

Architecture Vision: Options to improve supply chain fill rate focus, just in time

the solution must balance peoplescommitment and quality of technicalsolution

The Most

e ivery, increase inventory etc.

Business Architecture: improved business process and potential changes to the

organization will be different for each solution approach.

Decision

Data Architecture:


System Changes

Opportunities and Solutions

Blue Print

Relevant Solutions

Migration Plan

Im lementation

Change ManagementImplement and Manage Change

.



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Slide # 44

Quick Review:

Enterprise Architecture is about Business Valuethrough the use of Information Technology

e pen roup - , , , ro ess onaEthics Professionalization of Enterprise Architect

TOGAF and SOA: SOA is a pattern

Questions:

Architecture Development Methods: TOGAF



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Slide # 45

TOGAF and TeAMethod:

High Level

Component and OperationalModel: Ph sical Architecture

Contextual ConceptualLogical

Physical

and Design

Architecture Overview: Architecture Blue Print ReportRUP Based

SDLC

Design High Level Design Detail

A- D Plan phase out of which C and D are the details wego in TeAMethod, it even can be situation updates to thoseto increase the capacity of IT shop

E Execute Phase

F G and H Implement Phase TeAMethod IBM Methodology



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Slide # 46

Prepared by:

Jason Uppal, P.Eng.

Director: Integrated Enterprise Architecture

education, training and mentoring

Te : 416 464 3329 or emai at jason.uppa @quic response.ca

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