IBM Global Business Services
Enterprise Architecture:
Concept and Practice
23 April 2008 | Adamas Ilkevicius | Engagement manager, Enterprise Architect
© 2008 IBM Corporation
Our world is made up
of complex systems.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
To extract their full potential,
you have to understand how they work
in all their dimensions.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
How could your company work?
How could the world work?
April 2008
Enterprise Architecture: Concept and Practice
At IBM, we’ve always thought
this way—from enabling U.S.
Social Security in the 1930s,
to the moon missions of the
1960s, to the modern global
banking system. Today, we’re
seeing more opportunities for
innovation than ever before—
and new approaches to
innovation itself.
© 2008 IBM Corporation
Many long-established institutions
and forms of work are being
reshaped in fundamental
ways.
Not least among them:
the enterprise.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
The question facing any organization
or society – whether the future it constructs
is grounded in something that
fades with time, or in values that
will endure.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
Topics
What is enterprise architecture?
What are the needs for enterprise
architecture?
Enterprise architecture best practices
@ IBM
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
What is enterprise architecture ?
Smart companies strive to simultaneously combine business management
excellence with IT best practices.
Enterprise Architecture is one of most important concept - a viable and
imperative technology for all large companies to achieve that goal.
To create any complex object, including an enterprise, you need properly
describe it.
Armed with an Enterprise Architecture (EA) for such a description, you
will have a chance of being able to properly create or change it.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
EA is defined as the planning function between
strategy formulation and delivery
Enterprise Strategy
Fire and
hope!
Business Operating
Environment
and IT Infrastructure
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
EA is defined as the planning function between
strategy formulation and delivery
Strategy
Enterprise Strategy
Business
Opportunity
Bus Strategy
IT Strategy
Technology
Availability
= “the city’s purpose & goals”
Enterprise wide focus
Strategy
Enterprise Architecture
Transition
Planning
O u ts o u r c i n g I n i t i a ti v e s
NE T W O R K
I nt e r- c o m p a n y
W A N ( im p l e . )
Co mp on ent
Sc hed ulin g
Ship pin g
Yarn Buyi ng
I nven to ry
As sortment
Plan nin g
AEI
Co rporate
Yankee
G roup
Tag gin g &
Pa ckin g
Saturn
Grou p
Kn its
Division
Acco un tin g
ta
e
r
o
D
u
o
h
cu
C
se
S
yst
h
p
a
m
e tn
cia
E le ctro n ic
S erv ic e Del i ve ry
D ata W are ho u se
m
e
g e
e
re
S
vri
ce
w
e
l
ra
e
sa
t
cu
r
su
O u t s o u rc e
ne tw or k
lIS
M
a a
n
tm
o
M
i
d
I
tn
a
r
e
n
t/M
lia
fn
ir
W
N
A
fn
i
sa
r
tu
r
ctu
e
r
m
e sM a
g
a
n
m
e n
e
t
tn
tru
e
G r ou p I T
A rc h i t e c t u r e
D e f i n it i o n
I n f ra s t ru c t u re
D esig n &
P l a n n in g
E nd U s e r
In f r a s t r u c t u r e
U p gr a d e
O u ts o ur c e N e w
C or e s y s te m s
Cu sto m e r
S er vi ce C en tre
I n iti ati ve s foc us ed on
m ig ra tin g to the ne w
d el i ver y en vi ro nm en t
O u ts o ur c e
H e l pd e s k a n d
D e s k top
P la nn in g/ D e s ig n
In fr as tr uc tu re
O u ts ou r c in g
P la nn in g/ de s ign
IT C om p e te nc y c e nt re
K e y G ro u p D e c i s io n
P o in t s
E s ta bl i s h I T
C o m p e te nc y
C e ntr e
Enterprise
Architecture
O the r
B u si ne s s U n i t
S y s te m s
K io s ks
T el em et r y sy s te m s
e tc
= “the city plan”
IT Architecture
Fire and
hope!
Compo ne nt
Kn itt ing
Ord er En try
Cas h
Man age me nt
D
a
W
a
.
.U
I n iti ati ve s foc us ed on
i m p l em e nti n g th e vi si o n
Bus Arch’ture
Planning
C o m p e t e n c y C e n tr e I n i ti a t i v e s
I n f r a s tr u c tu r e I n i ti a t i v e s
P l a n n i n g / D e s i g n I n i ti a ti v e s
rG
.B
U
B
Yarn
Division
Co mp one nt
Desig n
Yarn
Dyein g
Raleigh
Plant
Sen eca
Plant
Business
Locations
Business
Structure
Project focus
Architecture
Governance
Design
and
Delivery
Business Operating Environment
and IT Infrastructure
I nf r as t r u ct u r e
System Design
= “the buildings”
C o m p e t en c y C e n t r e I n i t i at i v es
I ni t i a t v
i e s
O u t s o ur c i n g I n i t i at i v es
NE
T W OR
K
In t e r - c o m p a n y
W A N ( i m pl e . )
P a
l n n n
i g / D e si g n I n i t i at i v es
a
rp
G
D
o
c
a
D
t
.U
B
B
.U
W
a
e
r
h
o
u
e
s
S
e
n
tu
m
E e
l ct r on c
i
S er vi ce D el i ve ry
Programme Architecture
O u t s ou r c e
n e t w o rk
D at a W ar e ho us e
h
a
iS
cIl
a
n
g
M
e
n
tm
n
I
a
iru
C
M
o
d
n
tse
/
S
e
la
w
m
rin
f
e
icvu
rts
e
m
ts
y
W
A
a
n
M
s
iN
rf
e
n
g
m
u
rtcs
te
e
r
G r o u p IT
Ar c h i t e c t u r e
D e f in i it o n
In f r a s t r u c t u r e
En d U s e r
D e s i gn
&
Pl a n n i n g
In f ra s t r u c t u r e
Up g r a d e
O u s
t ou r c e
H e l p de s k a n d
P l a n n in g /D e s ig n
I n fr a s tr u c t u re
O u ts o u r c in g
I ni t i at v
i es f oc us ed o n
i m pl e m en ti n g th e vi si o n
P l a n n in g /d e s i g n
I T C o m p e t e n c y c e n tr e
O u s
t ou r c e N e w
C o re
sys e
t m s
Cu st o m er
Se r vi ce C en tr e
I ni t i at v
i es f oc us ed o n
m i gr a t n
i g t o t he n ew
d el v
i er y en vi r on m en t
D e s k t op
K e y G r ou p D e c i s o
i n
P o i nt s
Es a
t bl i s h I T
Co m p e t e n c y
Ce n t r e
O th er
B
us i ne s s
S y s te ms
K io s k s
T e le m e t ry
Un i t
s y s t e m
s
e t c
Soln Outline
I nf r as t r u ct u r e
B
.U
W
a
e
r
h
o
u
e
s
S
e
n
tu
m
C o m p e t en c y C e n t r e I n i t i at i v es
O u t s o ur c i n g I n i t i at i v es
NE
T W OR
K
E e
l ct r on c
i
S er vi ce D el i ve ry
O u t sou r ce
n et w o rk
D at a W ar e ho us e
h
a
iS
cIl
a
n
g
M
Macro Design Micro Design
Devt, etc.
Programme Architecture
I ni t i a t v
i e s
n
I t er - co m pa ny
W A N ( i m pl e. )
P a
l n n n
i g / D e si g n I n i t i at i v es
a
rp
G
D
o
c
a
D
t
.U
B
e
n
tm
n
I
a
iru
C
M
o
d
n
tse
/
S
e
la
w
m
rin
f
e
icvu
rts
e
m
ts
y
W
A
a
n
M
s
iN
rf
e
n
g
m
u
rtcs
te
e
r
G r ou p T
I
Ar c hi t ect u r e
D ef n
i i ti o n
n
I f r ast r u ct ur e
D esi gn &
Pl an ni n g
En d U ser
n
I f ra st r uc t ur e
Up gr a de
O u ts ou r ce
H el p des k an d
D es kt op
P l a n n in g /D e s ig n
I n fr a s tr u c t u re
O u ts o u r c in g
I ni t i at v
i es f oc us ed o n
i m pl e m en ti n g th e vi si o n
P l a n n in g /d e s i g n
I T C o m p e t e n c y c e n tr e
O u ts ou r ce N ew
C o re sys te m s
Cu st o m er
Se r vi ce C en tr e
I ni t i at v
i es f oc us ed o n
m i gr a t n
i g t o t he n ew
d el v
i er y en vi r on m en t
K e y G r ou p D e c i s o
i n
P o i nt s
Es ta bl i sh I T
Co m p et en cy
Ce nt r e
O th er
B
us i ne s s
S y s te ms
K io s k s
T e le m e t ry
Un i t
s y s t e m
s
e t c
Soln Outline
Macro Design Micro Design
Devt, etc.
Change Programs
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
IBM’s Enterprise Architecture definition
EA enables:
Viable solution architectures
IT transformation
Exploitation of technology
The realisation of business
and IT Strategies
EA is not just
passive or
reactive, it is
proactive
EA provides reference
material in many forms
“The EA discipline defines and maintains
the architecture models, governance and
transition initiatives needed to effectively
co-ordinate semi-autonomous groups
towards common business and/or IT goals.”
goals.“
“neutral phrasing”: EA
works at many levels
April 2008
EA ensures the
architecture is
maintained and used
Enterprise Architecture: Concept and Practice
EA can address the
business and IT domains
© 2008 IBM Corporation
The focus of Enterprise Architecture
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
What are the needs for enterprise architecture?
Enterprise Architecture (EA) has become a major
focus area in medium and larger companies, as
most, if not all, employees should know how their
part in company processes influences the
success of the organization.
The need to build simple system structures so
that everyone in the organization will see where
they fit in and how their activities contribute to its
success.
The underlying structural forms and systems in
the excellent companies are elegantly simple.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
What are the needs for enterprise architecture?
The need to support agile business model has
triumphed over IT organizations ability to keep
track of complexity of enterprise systems
As knowledge of the system wanes and new
requirements appear, cost and risk of changes
increase exponentially
Many older systems are often left outdated and
slowly decreasing in business value – HUGE
investments left to rot
COST
KNOWLEDGE
TIME
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
Challenges driving Enterprise Architecture
Trends
Pressure
Issue
Speed of techology
change
Shorter product
lifecyles
Faster development
Productivity improvement
Volatility in demanded
volume
Faster convergence
of technologies
Value chain disaggretion
Outsourcing
From Hardware
to Services
Customer relationships
Customer-value
centric organization
More personalization
and customization
Profitability @
lower volumes
Realtime collaboration
Integrated value chain
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
The context of Enterprise Architecture
Business Need
Business value
framework
• Vision
• Case for action
• Value disciplines
Systems Architecture
Unifying design/
structure
• Applications
• Data
• Technology
Principle #1
Technical Infrastructure
Specific physical implementation
• Tools
• Vendor products
• Processes and procedures
Principle #2
Drive architectural decisions from Isolate architecture from infrastructure
business value
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
The Zachman Enterprise Architecture Framework schema
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
Practice of Enterprise Architecture implementation
Enterprise Architecture
Common System Services
Network Services
Platform Services
System Management Services
Data
Common
Application
Services
Transition Plan
Governance
A
n
a
l
y
s
e
System & Infrastructure Development
Channels
Clai m
Applications
Security Services
Interface Services
Architecture Artifacts
Business
User
Competency Centre Initiatives
Infrastructure Initiatives
Outsourcing Initiatives
NETWORK
Inter-company
WAN (imple.)
Planning/Design Initiatives
O p re
a o
it s
n
Electronic
Service Delivery
Project
Architect
or DA
B
u
s
i
n
e
s
s
Outsource
network
TRB
Rc
e g
o in s
e n
a d re o
p rt
Gra p h ic la S
I
Data Warehouse
e
P rf n
a d a
Ca
p c
i y
t
Cn
o g
if .
Mn
a g
a m
e e tn
Doc umentM a
n age
me
nt
Da a
t
Wa r h
e o u se
B.U.
B.U.
Business
Architecture
Information
architecture
Component
architecture
Cu s o
t me r Se
r vi ce
Mi d le ware
I n ra
t neM
/t a il in rf a st ru c u
t re
iD g
a o
n s
e rp b
o e
l m
WANin f ra s ru
t cu
t re
Sy s te ms Man
a gemen
t
Ma a
n e
g e
m tn
Ca
h g
n e
Group IT
Architecture
Definition
Infrastructure
Design &
Planning
End User
Infrastructure
Upgrade
Outsource New
Core systems
Arch Revi ew
Board
Customer
Service Centre
Initiatives focused on
migrating to the new
delivery environment
Outsource
Helpdesk and
Desktop
Planning/Design
Infrastructure
Outsourcing
Initiatives focused on
implementing the vision
Planning/design
IT Competency centre
a
n
Business
d
Requirement
Identified
U
n
d
e
r
s
t
a
n
d
Key Group Decision
Points
Establish IT
Competency
Centre
Other
Business Unit
Systems
Kiosks
Telemetry systems
etc
IT Steering
Committee
R
e
q
u
i
r
e
m
e
n
t
Architecture
Initiati ve
D
e
s
i
g
n
S
o
l
u
A
t
d
i
v
o
in
s
e
/
A
s
A
s
d
iv
s
i
ts
e
/
A
s
s
i
s
t
C
o
n
d
u
c
t
D
e
s
i
g
n
/
P
r
o
d
u
c
t
E
v
a
l
u
a
t
i
o
n
R
e
s
e
a
r
c
h
D
e
v
e
l
o
p
/
&
I
a
d
n
e
a
n
l
t
y
i
s
f
e
y
i
m
p
l
e
m
e
n
t
c
p
o
o
n
t
f
e
o
n
r
t
m
i
i
a
n
l
g
s
y
s
t Yes
e
m
/
Design
s
Confor ms to
o
Architecture?
l
u
t
i
o
n
R
e
v
i
e
w
No
ARB
M
t
g
Yes
Arch
Confor ming
Alternati ve
available?
No
Vitality Pr ocess
c
a
o
l
n
t
f
e
i
r
r
n
m
a
i
t
n
i
g
v
e
a
s
l
t
e
r
n
a
t
i
v
e
s
Data architecture
TRB
IT architecture
Framework
Models
Components
April 2008
Current Environment
Gap Analysis
Transition Initiatives
Enterprise Architecture: Concept and Practice
Processes
Roles
Organization
DA
© 2008 IBM Corporation
Enterprise Architecture method schema
Strategic
Intent
“These are our
roadmaps”
EA
Transition
“Are we still
moving the
right
direction?”
"These are
the projects
we should
do”
"Are we designing
these systems the
way we said we want
them done?”
Solution
Outline
Solution
Outline
Enterprise
Business
Architecture
Enterprise IT
Architecture
Functional
Operational
"This is the way these
systems should be
designed”
Solution
Outline
“Business as
Usual” project
prioritisation &
planning
April 2008
EA
Governance
“Are our target
architectures still
right?”
Macro DesignMicro Design Build Cycle Deployment
Macro DesignMicro Design Build Cycle Deployment
Strategic
Delivery
Macro DesignMicro Design Build Cycle Deployment
Enterprise Architecture: Concept and Practice
Programmes
& Projects
© 2008 IBM Corporation
IBM Enterprise Architecture consulting method
Client
Objectives
Proposal and Engagement Planning
Enterprise Capabilities
Transition
Transition
Planning
Strategic Gap Analysis
Technology
Architecture
Business
Architecture
Emerging
Opportunities
Business Architecture
Current
Environment
IS Architecture
IT
Architecture
Governance
Governance
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
IBM Enterprise Architecture consulting method (cont.)
Client
Objectives
Proposal and Engagement Planning
Enterprise Capabilities
Capability
Model
Transition
Initiatives
Critical
issues,
opportunities
& rec’ns
Transition
Transition
Management
Strategy
Management
Action Plan
Business
Directions
Strategic
CBM
Resources
EA Guiding
Principles
Business
Scenarios
EA
Overview
Diagram
Integrated
Transition
Plan
Business Architecture
Strategic Gap Analysis
EA
Neighborhoo
d Gaps
Ident’n
EA
Neighborhoo
d
Assessments
Roles
EA Capability
Assessment
Current
Environment
Technology
Architecture
IT
Components
Business
Activity Mdl
Usage
Enterprise
Matrice Information
s
Model
Emerging
Opportunities
IT Nodes
Deployment
Units (IS)
Standard
NFRs
IS Reference Architectures
Decision
Model
April 2008
Operational
Deployment
Unit Matrices
Standard
Use Cases
User Groups
Functional
Locations
IS Architecture
Data
Stores
Technology Reference Architectures
Enterprise
KPIs
Business Reference
Architectures
Functional
Application
Groups
Business
Structure
Business
Event List
Functional
Placement
Guidelines
Operational
Operational
Principles,
Policies &
Guidelines
Governance
Enterprise Architecture: Concept and Practice
Architecture
Management
Processes
Architecture
Management
Roles / Resp
Architecture
Management
Metrics
© 2008 IBM Corporation
Enterprise architecture best practices
We have identified a number of best practices, including the
following:
Business driven—EA methodologies and tools all start with
business definitions, so ensure your EA program is totally
business driven.
Business process expertise—Integrate any business
process management, modelling, and continuous improvement
teams within your company.
Experienced team—Build, motivate, and retain a respected
EA team that can communicate effectively at all levels of
business and IT, plus act as scribe with EA methodologies and
tools.
Speak business language—Try to avoid IT jargon.
IT governance—Link to standard IT governance policies.
Highly practical—EA has no place in an ivory tower. It must
be pragmatic, not theoretical.
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
Enterprise Architecture lessons learned
Lesson 1: The Big Picture is More Important than the Whole Story
Lesson 2: Don’t Reinforce Functional Stovepipes by Mimicking
the Legacy Functional Hierarchy - Organize the Enterprise
Architecture by Value Chain and Supporting Cross-cutting
Processes
Lesson 3: Business Processes Based Architectures are the Key
to Realizing Business Transformation and Alignment
Lesson 4: Develop a Performance Based Enterprise Architecture
Lesson 5: The Business Process and its Technology Enablers are
One and the Same
Lesson 6: The EA Must be Specific to the Enterprise and
Resonate to its Particular Circumstances
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
IBM enables EA capabilities via skills transfer to the
company’s own Enterprise Architects
Mentor and facilitate the client’s professionals and managers to
create their own EA
Train these people to govern and sustain their EA
Provide technical support and thought leadership to assist
them throughout the EA creation process
Possibly long term consulting to assist in sustaining and in the
event of a major business event
"Give a man a fish and he will eat for a day. Teach a
man to fish and he will eat for the rest of his life.“
- Chinese Proverb
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
Feedback on Enterprise Architecture practice
Answering the question how EA helps your company, answers were:
April 2008
Supports decision making
Manages IT portfolio
Delivers road maps for change
Makes complexity manageable
Supports systems implementation or development
Delivers insight and overview of business and IT
Supports business and IT budget prioritization
Supports in/out –sourcing
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation
April 2008
Enterprise Architecture: Concept and Practice
© 2008 IBM Corporation