Enterprise Architecture IRD

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  • Reuse-acquire-build key principle
  • SOE defines: Product standards regarding the use of hardware and software Technical standards governing development, implementation, security etc. Compliance arrangements will be put in place to ensure adherence in the Architecture Management Framework The project has selected the platform domain (server hardware and operating systems) as its first candidate for standards development
  • SOE defines: Product standards regarding the use of hardware and software Technical standards governing development, implementation, security etc. Compliance arrangements will be put in place to ensure adherence in the Architecture Management Framework The project has selected the platform domain (server hardware and operating systems) as its first candidate for standards development
  • Each asset will be categorised with these decision criteria Core Existing assets that we want to re-use (e.g. maintenance). Emerging Existing and future Assets that are going to feature in our strategy going forward (e.g. new development). Declining Existing assets that will not be invested in or re-used, and, are ultimately candidates for de-commissioning. Special Case Assets that are not Core or Emerging, but granted special dispensation (i.e. Apple Mac’s for publishing). Alignment with ETA Drivers and Principles Transition challenges What applications & services do we already have? Will customisation or modification be required? Alignment with skills we already have Cost of ownership Consider costs for the full life-cycle of assets rather than just acquisition cost Consider cost of change IR Experience and knowledge gained through recent projects: Desktop 2000, PC Replacement Policy Server Rationalisation NetWare6 Upgrade Opportunities Global Industry / Technology Trends What other organisations are doing Consider alterative options Strengths and Weaknesses Future Demands – Must cater for the needs of the future technical environment EAP-FS Initiatives Enterprise Application Integration (EAI), Security Application Development Environment
  • Simplification Homogenous server environment Centralisation of services (File & Print, Mail, Directory Services, Desktop Management, Security) Centralisation of Storage (Unisys, Unix, Novell) Reduce level of diversity and complexity Strengthen relationship with key vendors for end-to-end accountability Improved utilisation - Increased platform utilisation Reduced Cost of Ownership (system performance, manageability, consolidation capabilities etc.) Minimised development effort of integrating new technologies Simplified technology decision making Product selection Vendor relationships
  • Special Cases User interface - Apple and MacOS – Special Case Network – SCO Unix Network & Mid – IBM RS6000 and AIX special Case Key features Alignment with Platform SOE goals - standardisation, simplification and reduced TCO Alignment with industry technology trends and directions – see Appendices Alignment with ETA drivers and principles Assessment User Interface tier – predominant use of Intel/MS Windows Network tier – predominant use of Sun/Solaris Mid tier – proliferation of hardware and operating systems with 3 separate infrastructures – NetWare, Solaris and Windows 2000 Server Enterprise tier – already “simplified” with the dominance of Unisys and Sun Sun/Solaris is predominant throughout all four tiers of the architecture. The Problem Area is the Mid Tier - demands special attention and analysis
  • Enterprise Architecture IRD

    1. 1. Inland Revenue Enterprise Technology Architecture GOVIS May 2005
    2. 2. Agenda <ul><li>Background </li></ul><ul><li>ETA – What is it? </li></ul><ul><li>ETA Challenges and Goals </li></ul><ul><li>SOE – Standard Operating Environment </li></ul><ul><li>Architecture Management Framework </li></ul><ul><li>Lessons Learnt </li></ul>
    3. 3. Background <ul><li>ETA Project was established in early 2003 and completed in September 2003. </li></ul><ul><ul><li>Derived from IR’s Technology Strategy. </li></ul></ul><ul><li>Based on TOGAF, with appropriate adjustments </li></ul><ul><ul><li>To suit IR needs </li></ul></ul><ul><ul><li>Engaged IBM expertise to assist in establishing work products, and enhance IR/Method. </li></ul></ul><ul><li>Overall Enterprise Architecture established </li></ul><ul><ul><li>3-year horizon </li></ul></ul><ul><ul><li>Key capabilities of Enterprise Application Integration (EAI), and Identity and Access Management System (IAMS), acquired and deployed. </li></ul></ul>
    4. 4. ETA – What is it? <ul><li>“ A framework for making IT investment and design decisions in support of business objectives.” (IBM) </li></ul><ul><li>ETA Vision is to establish a technology environment which strives to: </li></ul><ul><ul><li>be responsive to the business. </li></ul></ul><ul><ul><li>maximise the use of information technology components. </li></ul></ul><ul><ul><li>ensure informed and consistent technology decision making. </li></ul></ul><ul><li>ETA consists of the following: </li></ul><ul><ul><li>Architecture Drivers which describe what the architecture must do to support the business . </li></ul></ul><ul><ul><li>A set of IT Principles that define the underlying general rules to deploy technology resources across the organisation. </li></ul></ul><ul><ul><li>Reference Architectures which provide a design of how logical components can fit together for a particular technology. </li></ul></ul><ul><ul><li>Standard Operating Environment ( SOE ) specification which provides product standards governing the use of hardware, software and application systems . </li></ul></ul><ul><ul><li>Architecture Management Framework ( AMF ) – defining the processes, roles and responsibilities to manage and implement ETA. </li></ul></ul>
    5. 5. IR’s Enterprise Architecture needs to be aligned with its Business & IT Strategies in order to put in place an effective ETA. Strategy <ul><li>IT Infrastructure </li></ul><ul><ul><li>Network </li></ul></ul><ul><ul><li>Sys Mangmt </li></ul></ul><ul><ul><li>App Develop </li></ul></ul>Infrastr. Applictn. Bus. Application IT Architecture Business Processes Business Events Information Model Roles / Locations Business Architecture Business Strategy IT Strategy Business Capabilities Business Model Business Scenarios Industry Models “ Enterprise Architecture ” (EA) Planning Delivery “ Programme Office ” (PO) Project Solution Design Architecture Project Project Project Project Project Project TOGAF
    6. 6. ETA’s Architecture Framework is used as a starting point. The ETA focus, at this time, is on the Information Technology Architecture & associated Governance. Enterprise Architecture Project Office Corporate Strategy Delivery Planning Strategy Business Architecture Information Technology Architecture Applications Architecture Technical Architecture Data Architecture Governance Control Tax Agents Consumer Human Resources Strategic Operations Business Services Finance and Investments Governance Business Strategy Information Technology Strategy Governance Project Project Project Project Project Project
    7. 7. Level 1 of the ETA Architecture Framework, requires a Conceptual Architecture Description for each layer, known as an “Architecture Domain” The tools, methods and processes used in the development and maintenance of applications Data Mgt Services Platform Services Network Services Governance Presentation Services Software Services Management of data independent of the processes that create or use it, maintained indefinitely, and shared among many processes The underlying hardware and software used to host applications and other services The voice and data communications infrastructure for the distributed computing environment The set of principles, guidelines and processes used to manage the IT portfolio and resources A class of interface software that provides users with access to functions and data Information Security Services Systems and Network Management Services Software that creates uniform mechanisms for application integration across diverse network and platform technologies Integration Services Business Application Services A class of software that is used to create and maintain business data Business Intelligence Services A class of software that provides managers with tools to monitor and evaluate the performance of the business Productivity Services Data Services Applications that provide a variety of personal or team productivity operations Structured and unstructured data created and maintained by business applications - such as Integration Services
    8. 8. Reference Architecture (such as one for EAI) requires components from several “Architecture Domains” of the ETA Architecture Framework (including components from Integration Services) Reference Architecture (EAI) Systems and Network Services Information Security Services Integration Services Data Management Services Platform Services Network Services Governance Business Architecture Software Engineering Services Productivity Services Presentation Services Business Applications Business Intelligence Component Model Operational Model Data Services
    9. 9. The Enterprise Architecture (EA) Development Methodology followed by the ETA project, best describes the way in which the Project Deliverables were produced. Architecture Management Framework Business Architecture ENTEPRISE TECHNICAL ARCHITECTURE (ETA) METHODOLOGY Business Strategy IT Strategy Standard Operating Environment Evaluation & Selection Framework Technology Model – Architecture Domains Transition Plan Current Technology Environment Assessment Gap Assessment ETA Vision ETA Drivers ETA Principles Functional Requirements Component Model Non –Functional Requirements Operational Model Reference Architecture Scenarios Projects Context Diagram Component Model Non –Functional Requirements Class/Type Diagram Solutions Outline Scenarios & Use Cases
    10. 10. Building a Framework for Reuse Common Corporate Components Unique Business Unit Infrastructure Unique Business Unit Infrastructure Unique Business Unit Infrastructure Shared Components Infrastructure Project (eg. EAI) ETA Focus
    11. 11. ETA Challenges and Goals
    12. 12. ETA Challenges <ul><li>Increasing speed to market – ability to quickly react to change. </li></ul><ul><li>Moving away from build to re-use to buy – embrace open industry standards. </li></ul><ul><li>Aligning business and IT – making informed business decisions. </li></ul><ul><li>Facilitating greater accessibility of IR services – diverse mix of channels that are highly available. </li></ul><ul><li>Lowering cost of ownership of IR systems – Systems consolidation, rationalisation and standardisation. </li></ul>
    13. 13. ETA Goals <ul><li>Virtual Organisation – providing location independence for IR staff </li></ul><ul><li>Systems Consolidation – providing standardised and simplified IT infrastructure </li></ul><ul><li>Channel Independence – providing consistent user experience across multiple channels </li></ul><ul><li>High Availability – providing standards and techniques to deliver reliable and highly accessible customer services </li></ul><ul><li>Single Identity – providing consistent security treatment for internal users and external customers </li></ul><ul><li>Time Horizon – 3 years (05/06 to 07/08) </li></ul>
    14. 14. SOE – Standard Operating Environment Platform
    15. 15. SOE Decision Criteria <ul><li>Each asset will be categorised with these decision criteria… </li></ul>Assets that are not Core or Emerging, but granted special dispensation (i.e. Apple Mac’s for publishing). Special Case Existing assets that will not be invested in or re-used, and, are ultimately candidates for de-commissioning. Declining Existing and future Assets that are going to feature in our strategy going forward (e.g. new development). Emerging Existing assets that we want to re-use (e.g. maintenance). Core
    16. 16. SOE Evaluation Process Current Assessment Analysis - Standards <ul><li>Base-lining </li></ul><ul><li>Categorisation (TOGAF) </li></ul><ul><li>SOE decision criteria </li></ul><ul><li>Options Development </li></ul><ul><li>Options Analysis </li></ul><ul><li>Preferred Options </li></ul>Analysis -Validation Gap & Impact Assessment <ul><li>Market Capability / Alignment </li></ul><ul><li>Determine extent of change </li></ul><ul><li>Identify actions: </li></ul><ul><ul><li>Consolidation </li></ul></ul><ul><ul><li>Rationalisation </li></ul></ul><ul><ul><li>De-commission </li></ul></ul><ul><ul><li>Simplification </li></ul></ul>IT Infrastructure Initiatives SOE Architecture Drivers Overarching IT Principles Market Trends, other organisations
    17. 17. Future SOE Goals <ul><li>Simplification </li></ul><ul><li>Improved utilisation </li></ul><ul><li>Reduced Cost of Ownership </li></ul><ul><li>Minimised development effort of integrating new technologies </li></ul><ul><li>Simplified technology decision making </li></ul>
    18. 18. Platform tiers - diagram
    19. 19. Platform SOE Decisions <ul><li>Greater impact at mid tier where there is high proliferation of platforms </li></ul>
    20. 20. Architecture Management Framework
    21. 21. ETA Governance Model <ul><li>ETA Governance Model has two objectives, namely: </li></ul><ul><ul><li>The effective ongoing development and maintenance of the ETA as a whole. </li></ul></ul><ul><ul><li>The enforcement of architecture compliance within Inland Revenue. </li></ul></ul>
    22. 22. Architecture Management Framework
    23. 23. ETA within the Architecture Management Framework
    24. 24. Implications <ul><ul><li>Project life cycle will be different </li></ul></ul><ul><ul><ul><li>Project initiation – ETA delivers architected solutions outline up front </li></ul></ul></ul><ul><ul><ul><li>Project design – ETA assures architecture compliance </li></ul></ul></ul><ul><ul><ul><li>Project completion – ETA adds re-usable components to asset base </li></ul></ul></ul><ul><ul><li>Project funding model will support both business and technology benefits (ie. projects’ contribution to technology asset base) </li></ul></ul>
    25. 25. Lessons Learnt
    26. 26. Lessons (being) Learnt <ul><li>ETA is more effective when focusing on the future – difficult to influence projects already commenced. </li></ul><ul><ul><li>ETA & Project goals are in conflict – balancing “enterprise goodness” goals against delivery goals of time and cost. </li></ul></ul><ul><li>Need to be better connected with key parts of the organisation </li></ul><ul><ul><li>Strategic Planning, Finance, Risk & Assurance </li></ul></ul><ul><ul><li>Project Governance groups </li></ul></ul><ul><li>Need to watch out for “short termism” or “quick wins” </li></ul><ul><ul><li>Short term always looks cheaper </li></ul></ul><ul><ul><li>ETA benefits are always in the long term. </li></ul></ul><ul><li>Standards enforcement is difficult </li></ul><ul><ul><li>Must demonstrate business value – why the standard is important </li></ul></ul><ul><ul><li>Guidelines to projects on how they can conform – shift in emphasis to Vendors </li></ul></ul><ul><ul><li>“ Take away the choice” from projects – provide a standards based infrastructure </li></ul></ul><ul><li>Sound and top-down Governance is key </li></ul>

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