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EA   Doing The Right Things Right V1 Manageware
 

EA Doing The Right Things Right V1 Manageware

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An inspiring presentaion by IBM distingueshed engineer and Architect Ian Chartes, at Manageware Israel Enaterprise-Architecture Seminar in Dan Tel-Aviv, 9.12.2009

An inspiring presentaion by IBM distingueshed engineer and Architect Ian Chartes, at Manageware Israel Enaterprise-Architecture Seminar in Dan Tel-Aviv, 9.12.2009

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    EA   Doing The Right Things Right V1 Manageware EA Doing The Right Things Right V1 Manageware Document Transcript

    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right ® IBM Software Group Actionable Enterprise Architecture: “Helping organizations do the right things, right” Ian Charters Distinguished Engineer, FIET (Leader, IBM Worldwide EA Community) IBM Rational Chief Architect, EA and SA Copyright 2009 IBM Corporation IBM Software Group | Rational software Let me tell you a story, about my self-build DiY project… Strategy: “We’re going to have the finest bathroom!” Planning: “It’ll cost this much, and give us all we need” Design: “It’ll look like this – let’s go build it” Development: “Here you are…” Deployment: “…Bingo! Oh dear…” Architecture: “understanding the parts of the whole within its context” Enterprise Architecture: architecture of the enterprise Understanding the enterprise’s architecture leads to better planning and better delivery © 2009 IBM Corporation 2 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 1
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software Ian Charters, IBM (UK) Ltd Distinguished Engineer, IBM Rational Development (Enterprise Architecture) IBM Executive IT Architect (Senior Certified, IBM Architect Profession) Fellow, Institute of Engineering & Technology For IBM: Working with IBM's clients in establishing or enhancing their architectural capability - whether this be Enterprise Architects helping ensure the definition and planning of viable, robust Business and IT Strategies Enabling their (IT) Solution Architects to more effectively deliver the IT projects that realise these strategies (“Design Excellence”) Co-leading IBM's worldwide EA Community of Practice, helping ensure IBM's own Enterprise Architects have the right skills to do the job With particular responsibility for IBM’s Enterprise Architecture Consulting Method Developing IBM's IT Architecture methods, including the evolution of IBM's formal architecture language the Architecture Description Standard (ADS) “Chief Evangelist”, Enterprise & Solution Architecture, IBM Rational © 2009 IBM Corporation 3 ® IBM Software Group Enterprise Architecture: “Helping organizations do the right things, right” Part 1: Why? Copyright 2009 IBM Corporation ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 2
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software In a Nutshell… …EA helps ensure our clients’ IT Strategies are robust (“upstream EA”), and then guides them towards successful delivery (“downstream EA”) Upstream EA (Strategic Planning) Viable IT strategies underpinned by sound architecture thinking Sound architecture thinking inspires viable IT strategies This is a well proven domain of Enterprise Architecture http://mitsloan.mit.edu/cisr But success is only achieved when strategic intent turns into delivery, so… Downstream EA (Solution Governance) Successful portfolio delivery underpinned by sound architecture thinking This is a less well established, but equally valuable domain of Enterprise Architecture When these two come together – it’s an “Actionable EA”! © 2009 IBM Corporation 5 IBM Software Group | Rational software … with the intent of avoiding chaos… … and even if an individual house is well architected, if each house is different (e.g. different electricity voltage, water pressure) then the city will not work… … plus, if the purpose of the building is not clear… © 2009 IBM Corporation 6 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 3
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software …so that Enterprise Architecture can be thought of as both a link and a chain! Putting it bluntly… “Enterprise Architecture constrains the individual project, for the benefit of the Enterprise” More Positively… “Freedom within the law [without which] the life of man [would be] solitary, poor, nasty, brutish and short.” Thomas Hobbes, 1588-1679 © 2009 IBM Corporation 7 IBM Software Group | Rational software But why bother? What’s the value of an Enterprise Architecture (1)? Fundamentally, it’s about co-operation and co-ordination for the management of risk There are tangible benefits Cost avoidance/reduction Avoid purchase of incompatible architectures Shortened development/deployment time Leverage installed architecture Reduce duplication and waste Prepare for and manage the deployed environment Reduced support and maintenance costs Reduce user support costs Leverage support staff Reduce learning cycle © 2009 IBM Corporation 8 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 4
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software But why bother? What’s the value of an Enterprise Architecture (2)? But some of the greatest value comes from intangible things Behaviour Common vision & principles between the business and IT Consensus approach serving common goals Promotes healthy discussion bringing issues and concern out in the open Create deliverables and execute processes as an organization Enhanced communications Common language Knowledge Management Centralized design information Organisation of inventory Logical systems models Increased knowledge base © 2009 IBM Corporation 9 IBM Software Group | Rational software Is it possible to quantify the financial value of EA? Estimated Savings and/or cost avoidance Reduces Duplicate Product Implementations $1.5M Analysis of building blocks indicates that approximately 131 current or potential products can be reduced to 32 @ an estimated $5,000 annual cost per product over 3 years Reduces risk that new applications will not meet requirements and be $9.5M terminated $46M 53 new application systems must be developed or purchased during the next 3 years. Assume 10% are false starts and each project costs $1.8M $36M Improves Time to Market for new Applications needed to Grow the Business Assume that (1) not having applications available when needed reduces growth by 5% and (2) potential income growth is 100% per year for 3 years. 2001 IBIT is $103M $40M over 3 years Estimated cost to Implement Enterprise Architecture Engagement $1.3M Staff and Operate Architecture Office and Architectural Review Board $3.7M $6M 7 staff FTE for first 9 months and 6 staff FTE for remaining 3 year period @ $100 per Hour $.6M Purchase tool and Train Staff in its use Reference: IBM Engagement, US Utility © 2009 IBM Corporation 10 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 5
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software Some specific experiences have explicitely quantified the value of EA © 2009 IBM Corporation 11 IBM Software Group | Rational software Critically, EA’s value propositions are different for different stakeholders in an organisation – it’s critical not to confuse them! The Board Solution Development IT Operations Those responsible for the overall Those responsible for the design The folk who operate the One ROI for the Enterprise's IT and development of IT systems Enterprise's IT infrastructure Stakeholders investments and projects. (aka IT associated with specific business Enterprise Steering Committee) solutions Maximise the overall IT ROI by Minimise project risk and Minimise systems management Three distinct aligning all IT efforts with each integration challenges, challenges and product support other and with the enterprise's maximise value of available IT issues, maximise value gained Value strategic direction skills and resource. (i.e. from IT infrastructure through Propositions maximise chance of success) shared and flexible deployment. “The Bridge” “The Engineers” “The Engine Room” Planning, upstream EA One EA- Governing, Capability downstream EA © 2009 IBM Corporation 12 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 6
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right ® IBM Software Group Enterprise Architecture: “Helping organizations do the right things, right” Part 2: What? Copyright 2009 IBM Corporation IBM Software Group | Rational software Classically, we’ve defined EA as the “planning” function between strategy formulation and delivery… Enterprise Strategy Strategy Business Bus Strategy IT Strategy Technology Opportunity Availability = “the city’s purpose & goals” Strategy Enterprise Architecture Enterprise wide focus Enterprise Transition I n f ra s tru c tu re I n i ti a ti v e s Co m p e te n c y C e n tr e I n i t i a ti v e s O u ts o u r c i n g I n i ti a t i v e s Architecture N ET W O R K E l e c t ro n i c S e r v i c e D el i v e r y I n t e r- c o m p a n y W A N ( i mp l e . ) O u t s o u r ce Pla n n in g /D e s ig n I n i ti a ti v e s n e tw o r k G r a p h c i a l I S D a t a W a r e h o u se c D o n e m u a M t m e g a n t n e D a t W r e h o u s e C u s t o e m r e S r v i c e . B U . B U . I n d i M t r a n e w e l d a / M i r a e n f s t r u c t e y S s s m e t W A a M N n i f r m e g a s t r u t n e c u r G ro u p I T I n f ra s t ru c t u re En d Us e r O u t s o u rc e N e w C o r e s y st e m s Planning A r ch i t e c t u r e De s ig n & I n f ra s t ru c t u re D e fi n i ti o n P la n n in g U p g ra d e C u s t o m er S er v i e C e n t r e c I n i t i a t i v es f o c u s e d o n m i g ra t i n g t o t h e n e w d e l i v er y e n v i r o n m e n t O u t s o u rc e P l nn i g/ D es i n a n g H e l p d e sk a n d I nf r as t u c t ur e r D e s kt o p O th e r O ut s o ur c i g n B us i es s U ni t n I n i t i a t i v es f o c u s e d o n E s ta b l i s h I T Sy st e m s i m p l e m en t i g t h e v i s i o n n C o m p e te n c y K i sk s o P l nn i g/ de s i gn a n K e y G ro u p De c s i o n i C e n t re Te l m e r y sys t em s e t et c I T C om p et e nc y c en t e r Po n ts i = “the city plan” Bus Arch’ture IT Architecture Fire and Planning C omp onen t Sch edul i ng C ash Sh p pi g Y arn B n g uy i i n O rde r En t y Mana gemen t r A oun i ng cc t C mpon ent o I nven o ry t A sort ment s P a nni ng l C ompo nen t K ni t i ng Ta ggi ng & P acki ng Kni s t Div io is n Ya nk e Group e Ya rn Div io is n Corporate AEI Sa t rn u Gr oup hope! D esi gn Yarn D yei ng Ra leigh S ne c e a Pla nt Pla nt Business Business Locations Structure Architecture Governance Program focus Business Operating Environment System Design and IT Infrastructure = “the buildings” Design . U B . U B a D t W a e r h o u G o u p I r T s y S e A c h i c t r r t e u D f i i i n e n t o a r p G h m t u n e D c o g M a n m e t s l d i r u C I W o A N f / a i S c I l m t e n g M a m t e n w r a u S i c v l s f P l n n i g / D e s i n I n i i t i e s e r a e n g t a v I f a t u c t r n r s r D s i n & e g P l n i g a n u e I f a s t u c t u e I n i i t i e s n r r I n t - W e r N A r E n d U s e r I f a s t u t u e n r r U p g a d e r c r t a o m p a n y c ( m p l . i e ) v O u t o u r c n g I n i i t i e s s N i E T O u t o u c e s r n e t o r k w W O t a O u t o u c e N e w s C o e r r y s t m s s e R v K C o m p e t n c y C e n t e e S e c c e c C u t o s r m c e r r E l v i n i e l e y r o t r D i v D a a Wa e h o u s t r S e v i e C e t e n r e r I i t t i e s n i a v Programme Architecture and I n i i a t t i v s e o f c s u e d o n m i r g a i t g n t o t e h n e w O u t o u c e s r d e l i v P e a l r y n e n i / g v e D i r s n o n e g i m n t H e l d e k a n d p s I f r n s a t r c u t u e r D e s t o p k O t e r h I n i i a t O t u i v t o s e u i c r o f g n c s u e d o n E s t b l h a i s I T u S B y s t m s i e n s n U i t i m l p e m n e t i n g h t e v i s i n o C o m t e t n c y e n r p e i K s o s k P a l n n i / g e d i s n g K e y G r o u p D e c s o n i i c t e T l e m r t e y y s t s m s e I T C o m e p t e c n y e c t n e r P o n t s i Soln Outline I n f r a s t r u c t r u e I n i t i a t i v e s Macro Design O u s t o Micro Design u r i c n Devt, etc. g I n i t i a t i v e s C o m p e e t n c y C e n t r e I n i i a t t i v e s Programme Architecture N T WO R K E S E r e l v c r o i t c n e i D c e l i v e r y I n e t r - o c m p a n y W N A i ( m p l e . ) O u t o s u r c e n e w t o r k P l a n n i n g / D e s i g n I n i t i a t i v e s Delivery G a r c a I p l h i S D t a a W a r e h o u e s a t D o a u M c n D g e e m m n t t . . Ws t a r U U a y n e e B B r S u t e e e r h o u d w i u f c s S M n C m I v Wi o f m l N s a r A l g / a e M m n n g t G r o u p I T I n r f a t s r u c u t r e E n d U s e r O u s t o u r c e N e w A r c h e i t c u t r e D s e i g n & I f n r a s r t u t c u r e C o r e y s s e t m s D f e i n i t i o n P l a n i g n U p g r a d e C s u t m o r e S r e v i c e C n e t r e I n i i a t t i v s e o f c s u e d o n m i r g a i t g n t o t e h n e w O u s t o u r c e d e l i v P y a l e r n n g r n m i / e o g D s i e n v i n e n t H e l p d e k s a n d I n a t u t r f s r c u e r D e s t k o p O h t e r I n i i a t O iv t us u o c s e t o s e i n u r g c f d o n E s a t b l i h s I T u S B y s t m s i e n s n U i t i m l p e m n e t i n g h t e v i s i n o C e o n r m t p e e t n c y i K s o s k P a n n g d i g l i / e s n K e y G r o u p D e c s o n i i c t e T l e m r t e y y s t s m s e I T o m p t n y e n r C e e c c t e P o n t s i Soln Outline Macro Design Micro Design Devt, etc. Change Programs © 2009 IBM Corporation 14 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 7
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software In other words. there’s more to EA than “just an architecture” Strategic Intent “These are our blueprints” Enterprise “Are our target Business architectures still right?” Architecture EA Enterprise IT Governance Architecture EA Transition “Are we still Functional moving the right Operational direction?” "Are we designing these systems the way we said "These are the we want them done?” "This is the way these projects we systems should be designed” should do” Solution “Business as Outline Macro Design Micro Design Build Cycle Deployment Usual” project prioritisation & planning Solution Macro Design Micro Design Build Cycle Deployment Outline Strategic Solution Delivery Macro Design Micro Design Build Cycle Deployment Outline Programmes & Projects © 2009 IBM Corporation 15 IBM Software Group | Rational software Any industry’s Architects need to do two things (1) Identify, manage and publish standard “ways and means” that guide & govern the shape and structure of their systems Building blocks Patterns & principles (2) Create, manage, communicate and use models of their systems’ structures to be sure they meet their specific requirements Relationships between the parts How the parts work together Functions and characteristics of the parts Some(!) would call the first “architecture”, and the second “design” – Bridge Architecture v Bridge Design – Chip Architecture v Chip Design – Car Architecture v Car Design For themselves, and to guide / govern others © 2009 IBM Corporation 16 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 8
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software So Enterprise Architects use models of the enterprise to inspire change, then guide the execution of that change through their “architecture catalogues” DOWNSTREAM: Ensuring projects can exploit the architecture’s “standard UPSTREAM: Identifying viable components” requires each part to be projects that help realise the Strategic described and published in an easy-to- Intent use, easy-to-find “catalogue like” format catalogue like enterprise architecture requires good “models capable of portraying the models”, overall “as is” and “to be” architectural landscape “These are our blueprints” Enterprise “Are our target Business architectures still right?” Architecture EA Enterprise IT Governance Architecture EA Transition “Are we still Functional moving the right Operational direction?” "Are we designing these systems the way we said "These are the we want them done?” "This is the way these projects we systems should be designed” should do” Solution “Business as Outline Macro Design Micro Design Build Cycle Deployment Usual” project prioritisation & planning Solution Macro Design Micro Design Build Cycle Deployment Outline Strategic Solution Delivery Macro Design Micro Design Build Cycle Deployment Outline Programmes & Projects © 2009 IBM Corporation 17 IBM Software Group | Rational software And there are many frameworks (some of which reflect the distinction between “architecture as best practice” (catalogue) and “architecture as solution design” (modelling) DoDAF © John A Zachman http://www.zifa.com/ The Open Group’s Architecture Framework © CapGemini, 2005 (TOGAF), UK http://www.capgemini.com/services/soa/ent_architecture/ © 2009 IBM Corporation 18 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 9
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software Such as IBM’s own Enterprise Architecture Method1 1: The outcome may standards conformant (eg TOGAF or not, depending on the focus and purpose of the architecture function Architecture’s framework of Building Blocks Architecture’s framework of models Guides… © 2009 IBM Corporation 19 IBM Software Group | Rational software Understanding why and what EA is about is only half the battle – it’s also critical to understand how EA is about cultural and organisational change 1. To serve it’s two distinct purposes there has to be more than just an architecture to EA 2. Architecture is fundamentally different from design 3. Both Architecture and Design need a single common language - but use that common language differently Astra Zeneca 4. While content is vital, it is people that make this work, through their co-operative and co-ordinated activities in maintaining and using the architecture If the book does not contain the right content, then it’s as much the responsibility of the author (architect) as it is the reader (designer) – and that it’s actually healthy for the reader to ignore the book, from time to time, so long as it is explicitly agreed they can 5. And people need to want to do it, particularly the many that are required to used the architecture in their designs, rather than the few who are responsible for creating the architecture – If someone (i.e. the designer) does not want to read the book (the architecture), then no matter how good the writer of the book (i.e. the architect), it will not be read. © 2009 IBM Corporation 20 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 10
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right ® IBM Software Group Enterprise Architecture: “Helping organizations do the right things, right” Summary Copyright 2009 IBM Corporation IBM Software Group | Rational software Only when we ensure architecture works “upstream” (doing the right things) and “downstream” (doing things right) will we satisfy ourselves “good navigation” Upstream: Doing the right things Identifying, funding & resourcing the most important programmes, in line with the business strategy and within the investment budget, in the right sequence, and with effective programme management and control. “good engineering” Downstream: Doing things right Ensuring the solutions delivered by these programmes meet the needs of the business, work within the existing IT environment and contribute towards the realisation of the enterprise’s IT strategy. – Unless active and agreed decisions are taken to the contrary (tactical design) © 2009 IBM Corporation 22 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 11
    • Enterprise Architecture - helping 9 December, 2009 orgsanisations do the right things right IBM Software Group | Rational software © 2009 IBM Corporation 23 IBM Software Group | Rational software © Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. © 2009 IBM Corporation 24 ian_charters@uk.ibm.com (c) Copyright IBM Corporation 1998, 2009 12