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Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
Enterprise-architecture beyond IT (AE-Rio 2011)
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Enterprise-architecture beyond IT (AE-Rio 2011)

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Enterprise-architecture is often portrayed as being primarily about IT. This presentation shows that the IT-architecture is just one part of a much broader scope that EA must address if it is to be …

Enterprise-architecture is often portrayed as being primarily about IT. This presentation shows that the IT-architecture is just one part of a much broader scope that EA must address if it is to be relevant to business.

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  • Tetradian Consulting Unit 215, Communications House 9 St Johns Street Colchester Essex CO2 7NN England www.tetradian.com weblog.tetradian.com [email_address] Twitter: @tetradian © Tom Graves / Tetradian 2010
  • Transcript

    • 1. 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
    • 2. 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!
    • 3. Scope of enterprise-architecture (complete EA includes many other intersecting ‘ architectures ’ – security, process, brand, organisation etc)
    • 4. Getting to grips with the enterprise Customers don ’ t appear in our business-processes - we appear in their experiences (credit: Chris Potts)
    • 5. 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!
    • 6. Organisation as ‘ the enterprise ’
      • From a business perspective, this is the effective scope of TOGAF ’ s ‘ business architecture ’
    • 7. Business-model as ‘ the enterprise ’
      • Typical business-model or supply-chain view (complete supply-chain should extend beyond this)
    • 8. Market as ‘ the enterprise ’
      • Overall market includes actors who do not yet have active transactions with us, or have other transactions
    • 9. 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)
    • 10. The market-cycle
      • transactions depend on (reaffirmed) reputation and trust
      • – loss of trust creates anti-clients!
      boundary of ‘market’ in conventional business-models
    • 11. 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)
    • 12. Building the balance … and why that balance is so important
    • 13. Generic structure of organisations (adapted from classic Group Dynamics project-lifecycle)
    • 14. Cycles of structural dependency (dynamic links adapted from VPEC-T framework)
    • 15. Strategy, tactics, operations (overall cycle and relationships need to be in balance)
    • 16. 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)
    • 17. Completions and the market-cycle
      • Production-focus, market-focus, enterprise-focus?
      Focus only on Production Focus on Market and its transactions
    • 18. Serving the vision ...or, service-oriented architecture for the whole enterprise
    • 19. 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’)
    • 20. 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
    • 21. 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
    • 22. 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...)
    • 23. Cross-links to market value-cycle
      • Many interactions with extended-enterprise relate to Value-Proposition only – Purpose, Values, People, Policies
    • 24. 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
    • 25. Obrigado! Many thanks!
    • 26. 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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