architecture-services-best-practices3590.doc




Architecture Services




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architecture-services-best-practices3590.doc




TABLE OF CONTENTS
Architecture Services.....................................
architecture-services-best-practices3590.doc




Architecture Services
Architecture Services includes the capability to of...
architecture-services-best-practices3590.doc




    Document the current state to ensure the existence of a complete und...
architecture-services-best-practices3590.doc




 Scope
    Ensure architecture programs are holistic, encompassing the ...
architecture-services-best-practices3590.doc




 Successful architecture programs are actionable and enable defining, pl...
architecture-services-best-practices3590.doc




Enterprise Architecture Maturity Assessment (AMA)
The following chart ide...
architecture-services-best-practices3590.doc




Enterprise Architecture – Quality Measurement
Measurement enables enterpr...
architecture-services-best-practices3590.doc




                       Basic Financial          Productivity/Efficiency  ...
architecture-services-best-practices3590.doc




                         Basic Financial            Productivity/Efficien...
architecture-services-best-practices3590.doc




                          Basic Financial            Productivity/Efficie...
architecture-services-best-practices3590.doc




                       Basic Financial          Productivity/Efficiency  ...
architecture-services-best-practices3590.doc




                  Basic Financial            Productivity/Efficiency     ...
Architecture Services Best Practices
Architecture Services Best Practices
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Architecture Services Best Practices

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Architecture Services Best Practices

  1. 1. architecture-services-best-practices3590.doc Architecture Services Page 1 of 15 6/8/2010
  2. 2. architecture-services-best-practices3590.doc TABLE OF CONTENTS Architecture Services................................................................................................3 Best Practices for Architecture Services............................................................................3 Enterprise Architecture Maturity Assessment (AMA)..........................................................7 Enterprise Architecture – Quality Measurement ................................................................8 Page 2 of 15 6/8/2010
  3. 3. architecture-services-best-practices3590.doc Architecture Services Architecture Services includes the capability to offer technology architecture services and support for the National Oceanic and Atmospheric Administration (NOAA) e-Gov initiatives. NOAA is constantly seeking to introduce new technology solutions and processes to enable users to meet their objectives and improve their efficiency. The NOAA Office of the Chief Information Officer (OCIO) and the Line Office CIOs play a critical role in introducing technologies into the NOAA environment. Enterprise architecture work and services originating from the architecture are guided by a framework of different viewpoints on the enterprise. Heavily influenced and guided by the input of the business context, holistic enterprise architecture can be described with a minimum of three viewpoints:  Business Architecture Viewpoint  Business functions  Processes  Organization  Information Architecture Viewpoint  Information structure  Assets  Flow  Technology Architecture Viewpoint  Standards for software, hardware, middleware and infrastructure  Application code Within the above framework, services are found in any area. For business architecture, this would be shared business processes or services that serve other business areas from an enterprise (corporate) perspective. Information services define the information that is shared. Technical services define the technology that is shared. Best Practices for Architecture Services The best practices for an approach to architecture services include the following:  Strategize – Business and IT Alignment  Articulate business strategy to clearly define business imperatives, weaknesses, strengths, and threats  Synthesize IT strategy from decomposed elements into a clearly comprehensible and meaningful  Build the business context within each viewpoint and as part of the holistic enterprise thereby identifying the best solution architecture for the enterprise.  Architect – Develop Target State  Develop a future state that exhibits clear alignment with the holistic enterprise strategy and goals Page 3 of 15 6/8/2010
  4. 4. architecture-services-best-practices3590.doc  Document the current state to ensure the existence of a complete understanding for each viewpoints and the solution architecture  Develop gap analysis to identify risks and priorities which serve as an input to the roadmap for achieving the future state vision  Lead – Build Enterprise Architecture Capability  Market, encourage and motivate the holistic enterprise to adopt, adhere to, and be active participants in the process  Evolve architecture process to ensure ongoing relevance and alignment to the enterprise strategy  Develop human capital within the organization to support specific skill sets and other competencies necessary to achieve meaningful outcomes  Govern – Ensure EA Results are Used  Establish decision processes that enable efficient outcome-based results while enabling sufficient input from strategic and stakeholder perspectives  Link to related disciplines within the enterprise to ensure holistic outcomes are achievable  Evaluate performance to ensure results adhere to the enterprise architecture and adapt when processes do not meet the enterprise requirements  Communicate – Inform and Involve  Craft communications to ensure buy-in by the extended enterprise while making sure to address specific stakeholder perspectives  Deliver communications to the extended enterprise and stakeholders through multiple channels, including but not limited to the e-mail, town hall meetings, subject matter expert (SME) meetings, and integrated viewpoint sessions  Accept and analyze feedback vis-à-vis the holistic enterprise architecture. Communication is a two way process Program Success Indicators include the following:  Stakeholders  Gain active support of the primary stakeholders for architecture (IT management, corporate and line-of-business managers, the architecture community), which is critical to program success  Ensure that the key stakeholders for architecture understand and support the program  Maintain constant communication of the business benefits of architecture, which enables the programs to maintain a high level of support throughout the enterprise  Governance  Create a governance hierarchy with appropriate decision-making authority and well- defined disclosure and compliance/noncompliance processes  Spend considerable time establishing decision-making structures and processes to ensure successful ongoing management for the defined architecture Page 4 of 15 6/8/2010
  5. 5. architecture-services-best-practices3590.doc  Scope  Ensure architecture programs are holistic, encompassing the business, information, application, and technical architecture  Understand the key indicators of architecture scope  Look for and identify clues to determine appropriate actions to increase architecture scope, thereby broadening the base for leveraging innovation value  Process  Focus leading architecture programs on optimizing the architecture development process to ensure the process is well defined, integrated with other key processes, executed pragmatically, and maintained regularly  Strive for process optimization, which is a key component of the continuous improvement of the architecture program  Quality  Focus program on architecture as a business enabler and clearly linked to business needs  Explicitly define business linkage and value in world-class architectures  Business  Define the Leading architecture efforts define the impact of business strategy on business processes.  Architecture efforts make the case for business change.  Business architecture defines the future state, models the current state, and identifies gaps inhibiting movement to the future state.  Information  Information requirements originate from change in business processes and feed the requirements for solutions and technology.  Current- and future-state views are utilized to determine existing and potential information gaps.  Solutions  Solution requirements drive the application/sourcing strategy that will provide for the information requirements.  Solution architecture determines the requirements for future solutions and the disposition of each of the existing solution assets within the solution portfolio.  Technology  The technology architecture is driven by requirements from the solution architecture and ensures the evolution of an adaptive infrastructure.  Well-defined technology architectures include the principles and models that drive the technology standards and infrastructure patterns.  Impact Page 5 of 15 6/8/2010
  6. 6. architecture-services-best-practices3590.doc  Successful architecture programs are actionable and enable defining, planning, and initiating the projects to enable evolution to the defined future state.  Architectures are actionable, thereby allowing organizations to bring projects more in line with enterprise architecture and, in fact, to start projects directly from EA guidance. Page 6 of 15 6/8/2010
  7. 7. architecture-services-best-practices3590.doc Enterprise Architecture Maturity Assessment (AMA) The following chart identifies Federal Government and Gartner Enterprise Architecture assessment frameworks. These EA assessment frameworks support attainment of Federal Government mandates and policies and describe various approaches to rating the maturity of an Enterprise Architecture. Table 1. Various EA Architectures GAO Enterprise Architecture Management OMB EA Assessment v2.1 Gartner AMA Framework (EAMMF) v1.1 Definition Assess and improve the maturity of EA Assess the capability of EA Provides an organizations’ processes programs to guide and inform IT position against an idea investments’ support of the envisioned by Gartner Research agency strategic objectives and also compares the organization to existing EA programs (best practice benchmarking) Fundamentals  Hierarchical stages of management maturity  Three (3) Capability Areas 8 Dimensions: – five (5) levels  Completion  Architecture Scope and  4 categories of attributes critical to success:  Use Maturity  Results  Demonstrate organizational  Stakeholder Involvement and  17 Assessment Criteria commitment Support  Provision capability to meet  Architecture Development commitment  Business Context  Demonstrate attainment of commitment  Architecture Content  Future State Realization  Verify satisfaction of commitment  Architecture Team Resources  31 core elements  Architecture Impact Scoring Discrete, all elements in one level must be met Discrete for each assessment Scores for each dimension are an to earn that level criterion, then average across average across criteria, total score an average of dimension scores Rating Category 5 Stages of Maturity 0-5 1-5 Where Used Federal Federal Worldwide (Commercial and Public Sector) Page 7 of 15 6/8/2010
  8. 8. architecture-services-best-practices3590.doc Enterprise Architecture – Quality Measurement Measurement enables enterprise architecture teams to collect multiple measures that enable quality assessments of an EA program against multiple dimensions defined by the assessment area and measurement categories. Table 2. EA Measurements Basic Financial Productivity/Efficiency Quality/Effectiveness Delivery Process Measures Hardware costs per Percentage of capacity Percentage of projects Number of projects to project — trend over time used or volume of unused compliant with enterprise raise EA exemption capacity technical and solution architecture (ETA/ESA) Reuse of Hardware and number of platform Components types Percentage reduction in Improvement in downtime/ Reduction in total number Reduction in rate of urgent number of availability measures of standard infrastructure projects support/infrastructure technologies/products products Percentage reduction in Number of new products Number of solutions Percentage of application number of applications licensed vs. existing reused without change functionality assessed and licenses leveraged documented Consistency of interfaces Number of patterns reused Reduction in design time Reduction in number of — amount of downtime and/or number of products achieved by leveraging manual interfaces Reuse of Software due to interface faults reused existing solutions Components Total investment in new Reuse and repeat of applications (bought or common designs that built) over time speed decision making in projects, resulting in less time to complete design Page 8 of 15 6/8/2010
  9. 9. architecture-services-best-practices3590.doc Basic Financial Productivity/Efficiency Quality/Effectiveness Delivery Process Measures Time taken to complete a Number or percentage of Percentage of projects Number of architects per project solution from projects reviewed and at compliant project and vice versa inception to delivery — what level average time taken and Reduced Time to total time spent Delivery Time taken to complete Project completion times Reduction in rate of urgent specific phases of the and performance infrastructure projects software delivery life cycle improvement (less last- minute work due to poor planning) Percentage of projects Percentage of projects Percentage of successful Reduction in the number identified through EA reviewed projects in which EA team ad hoc project requests More-Efficient process compared to ad participated Program hoc identification Management Amount of architect time Number of rejections per Percentage of successful per project project reviewed projects Number of applications Amount of data reuse Number of configured Number of retirement and and platforms reduced items containment targets over time reduced over time Number of calls to help Amount of customization Savings by configuration Number of changes to Reduced Support desk — fit to build, customize, area, year and application applications over time Costs configure, install and reuse Total cost of AD staff and Percentage of interfaces tools to modify those accessed by more than applications over time one application Page 9 of 15 6/8/2010
  10. 10. architecture-services-best-practices3590.doc Basic Financial Productivity/Efficiency Quality/Effectiveness Delivery Process Measures Percentage reuse of Percentage of common Reduction in number of Number of existing assets product sets defined and special purchases changes/revisions during reduction in purchase required implementation Lower Acquisition contract costs Costs Number of volume Total enterprise IT cost discounts negotiated and because of reduced purchased redundancy, complexity and portfolio size Percentage reduction in Number of infrastructure Number of single Number of patterns, the number of compliance change management authoritative data sources domains and services Technical waivers issued requests for key information assets defined and amount of Adaptability reuse Number of outages per domain Percentage of IT initiatives Number of projects funded Number of business plans Number of IT trends aligned, as identified and implemented, as with IT initiatives included planned for in the future- Tighter Alignment through EA process identified by EA process state architecture to Business Number of cases where Number of new business Percent of "business- Number of environmental/ Strategy new technology was not plans with EA involvement aligned" projects industry trends articulated adopted; some where it in future-state architecture was Percentage increase in Decrease in time to Number of business Number of new processes market share market for new products projects defined by EA identified and improved process Business Agility Number of business Improvement in "anytime, Improvement in frontier processes documented anywhere, any way" analysis and response to and optimized access to information environmental change Improvement (over time) Reduction in the number Percentage of time EA Increase in EA's role in Knowledge in the time for report of authoritative sources for group and business are strategic and business Development products and accuracy of critical information assets engaged planning process information Page 10 of 15 6/8/2010
  11. 11. architecture-services-best-practices3590.doc Basic Financial Productivity/Efficiency Quality/Effectiveness Delivery Process Measures Reduction in number of Number of assets retired Number of times assets Number of asset status More-Sophisticated assets requiring and/or improved per year are assessed for value per reviews annually Asset Management maintenance year Number of unauthorized Usage of EA Web site by Amount of time EA group Number of new solutions access and changes to business spends supporting critical aligned with EA future information and business planning activity state Reduced Risk applications and decision making Reduction in number of Number of devices and Number of projects that risk management issues channels for user access comply with risk recorded in projects management guidelines Reduction in number of Engagement with Number of externally Anecdotal documentation vendors outsourcer — time spent extended business that the EA process by EA team processes that are improved business-to- Tighter Strategic documented and business innovation Alignment With optimized Partners Number of volume discounts negotiated and purchased Time from strategy Time from identification of Number of identified Number of times announcement until a trend to implementation emerging technologies environment, industry and prioritized project pipeline implemented IT trend information is is presented to review and delivered per year Business Context funding bodies Time from identification of Number of EBSs enterprise business implemented strategy (EBS) to implementation Page 11 of 15 6/8/2010
  12. 12. architecture-services-best-practices3590.doc Basic Financial Productivity/Efficiency Quality/Effectiveness Delivery Process Measures Percentage of EA Number of projects that Number of projects that Satisfaction survey results compliance waivers due to leverage EA repository for use and are compliant with — extent to which projects future-state architecture future-state designs EA principles have been able to Future-State not meeting business leverage EA information Architecture needs Number of business lines Number of new projects Overall project success in Refresh of cycle times for that consult EA team that trigger a change in the achieving business each domain EA requirements Number of diverse Number of deliverables Age distribution of IT customer satisfaction technologies and products produced applications survey results supported Current-State Architecture Reduction in number of IT Amount of downtime Number of IT assets and Extent to which EA assets within the portfolio (outage) during "go live" business areas that have information on IT assets over time phases of projects their architecture well- and business process is documented easily available Percentage of change Alignment of IT initiatives Number of EA artifacts Number of initiatives initiatives identified that with business strategy used in budget and identified that have been are funded program planning activity funded and initiated Gap Analysis — cycles Migration Plan Number of projects Number of projects where sponsored by business EA assistance was requested/provided Number of projects that Number of full-time Extent to which a Number of projects complete self-certification equivalents (FTE) and governance process is progressed with EA review in all stages project IT spending, as a clearly defined and the required Governance and measure of influence percentage of projects that Management follow it Number of projects that Level of input to other pass EA compliance organizational planning processes Page 12 of 15 6/8/2010
  13. 13. architecture-services-best-practices3590.doc Basic Financial Productivity/Efficiency Quality/Effectiveness Delivery Process Measures Number of times EA Number of EA artifacts Number of EA Web site Number of attendees at teams are consulted for produced and circulated visitors EA-initiated meetings over advice and guidance yearly time General EA Success Number of domains Number of artifacts Number of business and Surveyed number of (business, information, replaced/refreshed yearly IT capabilities delivered employees who know what technical and solution) that against those defined the EA team does have future states defined through the EA process Page 13 of 15 6/8/2010

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