The Open Group Panel Explains How the ArchiMate Modeling Language and The Open Group Architecture Forum Impacts Such Trends as Big Data and Cloud
The Open Group Panel Explains How the ArchiMateModeling Language and The Open Group ArchitectureForum Impacts Such Trends as Big Data and CloudTranscript of a BrieﬁngsDirect podcast on the role of enterprise architecture in helpingenterprises exploit and manage technology transformation.Listen to the podcast. Find it on iTunes. Sponsor: The Open GroupDana Gardner: Hello, and welcome to a special BrieﬁngsDirect thought leadership interview series coming to you in conjunction with The Open Group Conference recently held in Newport Beach, California. Im Dana Gardner, Principal Analyst at Interarbor Solutions, and Ill be your host and moderator throughout these business transformation discussions. The conference itself is focusing on big data the transformation we need to embrace today. [Disclosure: The Open Group is a sponsor of this and other BrieﬁngsDirectpodcasts.]Were here now with a panel of experts to explore new trends and developments in enterprisearchitecture (EA), as businesses grapple with such issues as big data, cloud computing, security,and overall IT transformation.Well learn more on how EA is evolving and speciﬁcally how the TOGAF® framework and theArchiMate® modeling language are playing increased roles worldwide. With that, please join me in welcoming our panel. Were here with Chris Forde, the General Manager Asia-Paciﬁc and Vice President of Enterprise Architecture at The Open Group. Welcome, Chris.Chris Forde: Good morning, Dana, thank you.Gardner: Were also here with Iver Band. He is Vice Chair of The Open Group ArchiMateForum and Enterprise Architect at The Standard, a diversiﬁed ﬁnancial services company.Welcome.Iver Band: Thank you very much for having me.Gardner: Mike Walker, Director of Enterprise Architecture at Dell. Welcome Mike.Mike Walker: Thank you, Dana.
Gardner: Henry Franken, the Chairman of The Open Group ArchiMate Forum and ManagingDirector at BIZZdesign.Henry Franken: Thanks Dana for having me here.Gardner: And lastly, were joined by Dave Hornford. He is Chair of the Architecture Forum atThe Open Group and Managing Partner at Conexiam. Welcome, Dave.Dave Hornford: Good to be here.Gardner: Chris, lets start with you. Here at the conference youre meeting with a lot of folks,and there is a lot of activity in socializing and whatnot. Is there something about the role of theenterprise architect that you sense is shifting, or are people, maybe even trying to project theirroles differently in their organizations?Consistent themeForde: At these conferences, generally there is a fairly consistent theme. It goes from "Were having difﬁculty deﬁning our role in the context that makes it relevant and useful to the business" to "Were having a great opportunity with our business partners to drive business transformation." It really goes across the spectrum. What Im hearing in the conference, not just based on the themes, is a lot of discussion about that transformation topic and the role of the enterprise architect in moving the organization along. Thats a very, very typical conversation to hearin the hallways.Gardner: When its a dynamic environment, lots of change, lots of movement, the enterprisearchitects value can go up. If things were slow, constant and predictable, perhaps their valuewouldnt be as high. Any thoughts about that?Franken: Well sure. What you see is that the challenge within large organizations on businesstransformation is increasing and the number of good enterprise architects is small, so their valueincreases. Its simple mathematics.Gardner: Mike Walker at Dell, how do you see EA and the role of the architect changing, vis-à-vis your experiences?Walker: I’ll provide the perspective of the an EA leader and practitioner in the trenches of notonly my company but also talking with colleagues in other companies as well. I see a lot of whatwas referred to from Henry and Chris. To add to that, there is more and more focus onreinvigorating the EA practices. There is less of a focus on the traditional things we come tothink of EA such as standards, governance and policies, but rather into emerging areas such asthe soft skills, business architecture, and strategy.
To this end I see a lot in the realm of working directly with the executive chain to understand the key value drivers for the company and rationalize where they want to go with their business. So were moving into a business-transformation role in this practice. At the same time, weve got to be mindful of the disruptive external technology forces coming in as well. EA can’t just divorce from the other aspects of architecture as well. So the role that enterprise architects play becomes more and more important and elevated in the organization.Two examples of this disruptive technology that are being focused on at the conference are bigdata and cloud computing. Both are providing impacts to our businesses not because of somenew business idea but because technology is available to enhance or provide new capabilities toour business. The EA’s still do have to understand these new technology innovations anddetermine how they will apply to the business.To Henrys point around the need to get really good enterprise architects, it’s difﬁcult to ﬁndgood ones. There is a shortage right now especially given that a lot of focus is being put on theEA department to really deliver sound architectures.Not standaloneGardner: Weve been talking a lot here about big data, but usually thats not just a standalonetopic. Its big data and cloud, cloud and mobile, and also cloud, big data, mobile, and security.So with these overlapping and complex relationships among multiple trends, why is EA andthings like the TOGAF framework and the ArchiMate modeling language especially useful. Letstry with you, Iver.Band: One of the things that has been clear for a while now is that people outside of IT dont necessarily have to go through the technology function to avail themselves of these technologies any more. Whether they ever had to is really a question as well. One of things that EA is doing, and especially in the practice that I work in, is using approaches like the ArchiMate modeling language to effect clear communication between the business, IT, partners and other stakeholders. Thats what I do in my daily work, overseeing our major systems modernization efforts.I work with major partners, some of which are offshore.Im increasingly called upon to make sure that we have clear processes for making decisions andclear ways of visualizing the different choices in front of us. We cant always unilaterally dictatethe choice, but we can make the conversation clearer by using frameworks like the TOGAFstandard and the ArchiMate modeling language, which I use virtually every day in my work.
Gardner: And so the more moving parts and the more complexity, the less likely that you canwing this or use traditional linear tools. You need something thats a bit more up to the task.Dave, help us understand how these tools can grapple better with these multiple levels ofcomplexity and then also bridge some of these communication gaps among differentconstituencies in these large organizations?Hornford: The fundamental beneﬁt of the tools is the organization realizing its capability and strategy. I just came from a session where a fellow quoted a Harvard study, which said that around a third of executives thought their company was good at executing on its strategy. He highlighted that this means that two-thirds are not good at executing on their strategy. If youre not good at executing on your strategy and youve got big data, mobile, consumerization of IT and cloud, where are you going? Whats the correct approach? How does this ﬁt into what you were trying to accomplish as an enterprise?An enterprise architect that is doing their job is bringing together the strategy, goals andobjectives of the organization. Also, its capabilities with the techniques that are available,whether its offshoring, onshoring, cloud, or big data, so that the organization is able to moveforward to where it needs to be, as opposed to where its going to randomly walk to.Gardner: Chris, anything to add?Forde: One of the things that has come out in several of the presentations is this kind ofcapability-based planning, a technique in EA to get their arms around this thing from a business-driver perspective. Just to polish what Dave said a little bit, its connecting all of those things. Wesee enterprises talking about a capability-based view of things on that basis.Gardner: Because were here with a couple of the chairpeople from these forums, where a lot ofthe development and direction for these tools comes about, lets get a quick update. The TOGAFframework, where are we and what have been the highlights from this particular event. Dave?Minor upgradeHornford: In the last year, weve published a minor upgrade for TOGAF version 9.1 whichwas based upon cleaning up consistency in the language in the TOGAF documentation. Whatwere working on right now is a signiﬁcant new release, the next release of the TOGAF standard,which is dividing the TOGAF documentation to make it more consumable, more consistent andmore useful for someone.
Today, the TOGAF standard has guidance on how to do something mixed into the framework ofwhat you should be doing. Were peeling those apart. So with that peeled apart, we wont haveguidance that is tied to classic application architecture in a world of cloud.What we ﬁnd when we have done work with the Banking Industry Architecture Network (BIAN)for banking architecture, Sherwood Applied Business Security Architecture (SABSA) forsecurity architecture, and the TeleManagement Forum, is that the concepts in the TOGAFframework work across industries and across trends. We need to move the guidance into a placeso that we can be far nimbler on how to tie cloud with my current strategy, how to tieconsumerization of IT with on-shoring?Franken: The ArchiMate modeling language turned two last year, and the ArchiMate 1.0standard is the language to model out the core of your EA. The ArchiMate 2.0 standard added two speciﬁcs to it to make it better aligned also to the process of EA. According to the TOGAF standard, this is being able to model out the motivation, why youre doing EA, stakeholders and the goals that drive us. The second extension to the ArchiMate standard is being able to model out its planning and migration. So with the core EA and these two extensions, together with the TOGAF standard process working, you have a good basis on getting EA to work in your organization.Gardner: Let’s also go back to the big data concepts that are driving this conference. Ive beeninterested in this notion of the information architecture, data architecture and how that relates tothe TOGAF framework. Mike, youve been doing some interesting writing on this subject. Fill usin on some of your thoughts about the role of information architecture vis-à-vis the largerbusiness architect and enterprise architect roles.Walker: Information architecture is an interesting topic in that it hasn’t been getting a whole lotof attention until recently.Information architecture is an aspect of enterprise architecture that enables an informationstrategy or business solution through the deﬁnition of the companys business information assets,their sources, structure, classiﬁcation and associations that will prescribe the required applicationarchitecture and technical capabilities.Information architecture is the bridge between the business architecture world and theapplication and technology architecture activities.The reason I say that is because information architecture is a business-driven discipline thatdetails the information strategy of the company. As we know, and from what we’ve heard at theconference keynotes like in the case of NASA, big data, and security presentations, thepreservation and classiﬁcation of that information is vital to understanding what yourarchitecture should be.
Least maturedFrom an industry perspective, this is one of the least matured, as far as being incorporated intoa formal discipline. The TOGAF standard actually has a phase dedicated to it in dataarchitecture. Again, there are still lots of opportunities to grow and incorporate additionalmethods, models and tools by the enterprise information management discipline.Enterprise information management not only it captures traditional topic areas like master datamanagement (MDM), metadata and unstructured types of information architecture but alsofocusing on the information governance, and the architecture patterns and styles implemented inMDM, big data, etc. There is a great deal of opportunity there.From the role of information architects, I’m seeing more and more traction in the industry as awhole. Ive dealt with an entire group that’s focused on information architecture and building upan enterprise information management practice, so that we can take our top line businessstrategies and understand what architectures we need to put there.This is a critical enabler for global companies, because oftentimes theyre restricted byregulation, typically handled at a government or regional area. This means we have to understandthat we build our architecture. So its not about the application, but rather the data that itprocesses, moves, or transforms.Gardner: Up until not too long ago, the conventional thinking was that applications generatedata. Then you treat the data in some way so that it can be used, perhaps by other applications,but that the data was secondary to the application.But theres some shift in that thinking now more toward the idea that the data is the applicationand that new applications are designed to actually expand on the data’s value and deliver it out tomobile tiers perhaps. Does that follow in your thinking that the data is actually more prominentas a resource perhaps on par with applications?Walker: Youre spot on, Dana. Before the commoditization of these technologies that resided onpremises, we could get away with starting at the application layer and work our way backbecause we had access to the source code or hardware behind our ﬁrewalls. We could throwservers out, and we used to put the ﬁrewalls in front of the data to solve the problem withinfrastructure. So we didn’t have to treat information as a ﬁrst-class citizen. Times have changed,though.Information access and processing is now democratized and it’s being pushed as the ﬁrst point ofpresentment. A lot of times this is on a mobile device and even then it’s not the corporate’smobile device, but your personal device. So how do you handle that data?Its the same way with cloud, and I’ll give you a great example of this. I was working as anadviser for a company, and they were looking at their cloud strategy. They had made a big bet on
one of the big infrastructures and cloud-service providers. They looked ﬁrst at what the featuresand functions that that cloud provider could provide, and not necessarily the informationrequirements. There were two major issues that they ran into, and that was essentially ashowstopper. They had to pull off that infrastructure.The ﬁrst one was that in that speciﬁc cloud provider’s terms of service around intellectualproperty (IP) ownership. Essentially, that company was forced to cut off their IP rights.Big businessAs you know, IP is a big business these days, and so that was a showstopper. It actually brokethe core regulatory laws around being able to discover information.So focusing on the applications to make sure it meets your functional needs is important.However, we should take a step back and look at the information ﬁrst and make sure that for thepeople in your organization who can’t say no, their requirements are satisﬁed.Gardner: Data architecture is it different from EA and business architecture, or is it a subset?What’s the relationship, Dave?Hornford: Data architecture is part of an EA. I won’t use the word subset, because a subsetstarts to imply that it is a distinct thing that you can look at on its own. You cannot look at yourbusiness architecture without understanding your information architecture. When you think aboutbig data, cool. Weve got this pile of data in the corner. Where did it come from? Can we use it?Do we actually have legitimate rights, as Mike highlighted, to use this information? Are weallowed to mix it and who mixes it?When we look at how our business is optimized, they normally optimize around work product,what the organization is delivering. That’s very easy. You can see who consumes your workproduct. With information, you often have no idea who consumes your information. So now wehave provenance, we have source and as we move for global companies, we have the trendsaround consumerization, cloud and simply tightening cycle time.There was a very interesting thing that came out of a PricewaterhouseCoopers CEO summary,which said there has historically been cycles where the CEOs were focusing on innovation orcost. What they have observed over the last few surveys is much tightening of those cycles. Weused to be a bit worried about cost for a few years. Then, we would worry about innovation for afew years. Now, it’s worrying about it for a year. What came out in the last survey? Both arerated number one.How do we in global, tightly connected, information-rich environment manage? Do we haveaccess to the information? Our competitors may, our customers do and our suppliers probably do.How do we ﬁt into that? If we look at data in isolation, I have to understand how the systemworks and how the enterprise’s architecture ﬁts together.
Gardner: Of course, the end game for a lot of the practitioners here is to create that feedbackloop of a lifecycle approach, rapid information injection and rapid analysis that could be applied.So what are some of the ways that these disciplines and tools can help foster that completelifecycle? Let’s go to Iver.Band: The disciplines and tools can facilitate the right conversations among differentstakeholders. One of the things that were doing at The Standard is building cadres equallybalanced between people in business and IT.Were training them in information management, going through a particular curriculum, andhaving them study for an information management certiﬁcation that introduces a lot of thesedifferent frameworks and standard concepts.Creating cadresWe want to create these cadres to be able to solve tough and persistent informationmanagement problems that affect all companies in ﬁnancial services, because information is ashared asset. The purpose of the frameworks is to ensure proper stewardship of that asset acrossdisciplines and across organizations within an enterprise.Gardner: If they add to the fostering of that nirvana of a full lifecycle that it cuts across differentdisciplines in the organization.Hornford: The core is from the two standards that we have, The ArchiMate standard and theTOGAF standard. The TOGAF standard has, from its early roots, focused on the components ofEA and how to build a consistent method of understanding of what Im trying to accomplish,understanding where I am, and where I need to be to reach my goal.When we bring in the ArchiMate standard, I have a language, a descriptor, a visual descriptorthat allows me to cross all of those domains in a consistent description, so that I can do thattraceability. When I pull in this lever or I have this regulatory impact, what does it hit me with, orif I have this constraint, what does it hit me with?If I don’t do this, if I don’t use the framework of the TOGAF standard, or I don’t use thediscipline of formal modeling in the ArchiMate standard, were going to do it anecdotally. Weregoing to trip. Were going to fall. Were going to have a non-ending series of surprises, as Mikehighlighted."Oh, terms of service. I am violating the regulations. Beautiful. Let’s take that to our executiveand tell him right as we are about to go live that we have to stop, because we cant get where wewant to go, because we didnt think about what it took to get there." And that’s the core of EA inthe frameworks.
Walker: To build on what Dave has just talked about and going back to your ﬁrst question Dana,the value statement on TOGAF from a business perspective. I think businesses value of TOGAFis that they get a repeatable and a predictable process for building out our architectures thatproperly manage risks and reliably produces value.The TOGAF framework provides a methodology to ask what problems youre trying to solve andwhere you are trying to go with your business opportunities or challenges. That leads to businessarchitecture, which is really a rationalization in technical or architectural terms the distillation ofthe corporate strategy.From there, what you want to understand is information -- how does that translate, whatinformation architecture do we need to put in place? You get into all sorts of things around riskmanagement, etc., and then it goes on from there, until what we were talking about earlier aboutinformation architecture.If the TOGAF standard is applied properly you can achieve the same result every time, That iswhat interests business stakeholders in my opinion. And the ArchiMate modeling language isgreat because, as we talked about, it provides very rich visualizations so that people cannot onlyshow a picture, but tie information together. Different from other aspects of architecture,information architecture is less about the boxes and more about the lines.Gardner: All right, thank you Mike. Chris, anything to add?Quality of the individualsForde: Building on what Dave was saying earlier and also what Iver was saying is that whilethe process and the methodology and the tools are of interest, it’s the discipline and the quality ofthe individuals doing the work.Iver talked about how the conversation is shifting and the practice is improving to buildcommunications groups that have a discipline to operate around. What I am hearing is implied,but actually I know what speciﬁcally occurs, is that we end up with assets that are well describedand reusable.And there is a point at which you reach a critical mass that these assets become an accelerator fordecision making. So the ability of the enterprise and the decision makers in the enterprise at theright level to respond is improved, because they have a well disciplined foundation beneaththem.A set of assets that are reasonably well-known at the right level of granularity for them to absorbthe information and the conversation is being structured so that the technical people and thebusiness people are in the right room together to talk about the problems.
This is actually a fairly sophisticated set of operations that I am discussing and doesnt happenovernight, but is deﬁnitely one of the things that we see occurring with our members in certaincases.Hornford: I want to build on that what Chris said. It’s actually the word "asset." While he wastalking, I was thinking about how people have talked about information as an asset. Most of usdon’t know what information we have, how it’s collected, where it is, but we know we have got avaluable asset.Ill use an analogy. I have a factory some place in the world that makes stuff. Is that an asset? If Iknow that my factory is able to produce a particular set of goods and it’s hooked into my supplychain here, Ive got an asset. Before that, I just owned a thing.I was very encouraged listening to what Iver talked about. Were building cadres. Were buildingout this approach and I have seen this. Im not using that word, but now Im stealing that word.Its how people build effective teams, which is not to take a couple of specialists and put them inan ivory tower, but it’s to provide the method and the discipline of how we converse about it, sothat we can have a consistent conversation.When I tie it with some of the tools from the Architecture Forum and the ArchiMate Forum, Imable to consistently describe it, so that I now have an asset I can identify, consume and producevalue from.Business contextForde: And this is very different from data modeling. We are not talking about entityrelationship, junk at the technical detail, or third normal form and that kind of stuff. Were talkingabout a conversation that’s occurring around the business context of what needs to go onsupported by the right level of technical detail when you need to go there in order to clarify.Gardner: Thank you Chris. I believe well have to leave it there. Were about out of time. Wevebeen talking about the enterprise architect’s role, how its evolving, and how TOGAF andArchiMate are playing increased roles worldwide.Weve seen how EA is being creatively employed as businesses grapple with such issues as cloudcomputing, security, big data, and overall IT transformation.This special BrieﬁngsDirect discussion comes to you in conjunction with The Open GroupConference in Newport Beach, California.I want to extend a big thank you to our panel. Weve been joined by Chris Forde, the GeneralManager Asia-Paciﬁc and Vice President of Enterprise Architecture at The Open Group; IverBand, Vice Chair of The Open Group ArchiMate Forum and Enterprise Architect at TheStandard; Mike Walker, Director of Enterprise Architecture at Dell.
And Henry Franken, Chairman of The Open Group ArchiMate Forum and Managing Director atBIZZdesign. Also lastly Dave Hornford, Chair of the Architecture Forum at The Open Group anda Managing Partner at Conexiam. Thanks to you all.This is Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator throughthese thought leadership interviews. Thanks again for listening, and come back next time.Listen to the podcast. Find it on iTunes. Sponsor: The Open GroupTranscript of a BrieﬁngsDirect podcast on the role of enterprise architecture in helpingenterprises exploit and manage technology transformation. Copyright The Open Group andInterarbor Solutions, LLC, 2005-2013. All rights reserved.You may also be interested in: • The Open Group Conference Panel Explores How the Big Data Era Now Challenges the IT Status Quo • Using the Cloud for Big-Data Requires a New Recipe • Big Data Success Depends on Better Risk Management Practices Like FAIR, Say The Open Group Panelists • The Open Group Keynoter Sees Big-Data Analytics Bolstering Quality, Manufacturing, Processes • The Open Group Trusted Technology Forum is Leading the Way to Securing GLobal IT Supply Chains • Corporate Data, Supply Chains Remain Vulnerable to Cyber Crime Attacks Says Open Group Conference Speaker • Open Group Conference Speakers Discuss the Cloud: Higher Risk or Better Security?