Enterprise-architecture beyond IT (AE-Rio 2011)

Enterprise Architecture beyond IT Tom Graves , Tetradian Consulting AE Rio, April 2011 info@tetradian.com / www.tetradian.com 16 Apr 2011 (c) Tom Graves / Tetradian 2011

Why ‘ beyond IT ’ ?
EA often starts with IT infrastructure , but...
IT tech-architecture depends on applications
Applications-architecture depends on data
Data-architecture depends on business-info need
Information-architecture depends on business
Business-architecture depends on enterprise
Enterprise-architecture defines the context
An enterprise-architecture must have whole-of-enterprise scope – it’s not just detail-level IT!

Scope of enterprise-architecture (complete EA includes many other intersecting ‘ architectures ’ – security, process, brand, organisation etc)

Getting to grips with the enterprise Customers don ’ t appear in our business-processes - we appear in their experiences (credit: Chris Potts)

Organisation and enterprise
We create an architecture for an organisation, but about an enterprise:
Enterprise : a social structure defined by vision, values, mutual commitments
Organisation : a legal structure defined by rules, roles, responsibilities
The enterprise is – provides motivation , WHY
The organisation does – provides action , HOW
They’re fundamentally different – don ’ t mix them up!

Organisation as ‘ the enterprise ’
From a business perspective, this is the effective scope of TOGAF ’ s ‘ business architecture ’

Business-model as ‘ the enterprise ’
Typical business-model or supply-chain view (complete supply-chain should extend beyond this)

Market as ‘ the enterprise ’
Overall market includes actors who do not yet have active transactions with us, or have other transactions

The real scope of ‘ the enterprise ’
The overall enterprise has many actors who may have only ‘ intangible ’ transactions / interactions with us (yet can have major impacts on our business)

The market-cycle
transactions depend on (reaffirmed) reputation and trust
– loss of trust creates anti-clients!
boundary of ‘market’ in conventional business-models

A classic anti-client incident
‘ United Breaks Guitars’ http://www.youtube.com/watch?v=t53LYUamBZI
Real business impacts for United Airlines
direct cost (PR, media etc) in excess of $20m?
contributed to short-term hit of c.$180m on share-value
long-term damage to brand, reputation etc incalculable
Social-media gives anti-clients great leverage
complaints can now spread faster, and wider
(but with care, so can stories of customer-satisfaction)

Building the balance … and why that balance is so important

Generic structure of organisations (adapted from classic Group Dynamics project-lifecycle)

Cycles of structural dependency (dynamic links adapted from VPEC-T framework)

Strategy, tactics, operations (overall cycle and relationships need to be in balance)

The ‘ quick-money ’ failure-cycle (common source of ‘unexpected’ failure – focus only on immediate profit, with classic “ last year +10% ” used as a substitute for strategy)

Completions and the market-cycle
Production-focus, market-focus, enterprise-focus?
Focus only on Production Focus on Market and its transactions

Serving the vision ...or, service-oriented architecture for the whole enterprise

Everything serves the vision
The vision describes the shared aims of the entire enterprise
We observe and learn from what we achieve in the real world
Everything in the enterprise is a service towards the vision (a literal ‘ service-oriented architecture’)

The structure of vision
Vision is the overall anchor for everything
‘ vision ’ in the ISO9000 sense – not ‘ marketing puff ’
Vision-descriptor has distinct 3-part structure
focus [noun]: context or things of concern to everyone
action [verb]: what is to be done to or in the focus
qualifier [adjective]: why this is important to everyone
Example: ‘ ideas worth spreading ’ (TED conferences)
‘ ideas ’ (focus)
‘ worth ’ (qualifier)
‘ spreading ’ (action)
Components may be in any order, but all must be present

All services have same structure
Service exists at intersection of value and supply-chain
Service creates value towards the vision of the enterprise
Interactions / flows before , during , after main transaction

Complete Enterprise Canvas frame
Each link represents a conversation relevant to enterprise-architecture!
(yes, I know it looks like Robbie-the-Robot, but that’s just how it came out...)

Cross-links to market value-cycle
Many interactions with extended-enterprise relate to Value-Proposition only – Purpose, Values, People, Policies

Summary
Enterprise-architecture is architecture of the whole enterprise – not solely the enterprise-IT
Most frameworks focus only on IT-architecture, but can be adapted to work at whole-enterprise scale and scope
Viewing everything as services provides consistency across all enterprise scope
‘ Enterprise Canvas ’ model provides a means to link different models in different layers
Enterprise culture is the real key to enterprise-architecture

Obrigado! Many thanks!

Further detail: books by Tom Graves
Doing Enterprise Architecture : process and practice in the real enterprise
Everyday Enterprise Architecture : sensemaking, strategy, structures and solutions
Mapping the Enterprise : modelling the enterprise as services with the Enterprise Canvas
Bridging the Silos : enterprise architecture for IT-architects
The Service Oriented Enterprise : enterprise architecture and viable systems
Real Enterprise Architecture : beyond IT to the whole enterprise
SEMPER and SCORE : enhancing enterprise effectiveness
Power and Response-ability : the human side of systems
( see tetradianbooks.com for details )
16 Apr 2011 (c) Tom Graves / Tetradian 2010

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