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UNICOM EA FORUM<br />Richard Veryard September 2011<br />Next Generation Enterprise Architecture<br />
Future of EA?<br />EA disappears as a unique function?<br />EA moves “in total” to the business?<br />EA remains focused o...
Two Contrasting Agendas for EA<br />Business is simple<br />Systems are complicated and inflexible<br />Software applicati...
Traditional EA doctrines<br />Information Engineering<br />Zachman Framework<br />
Simplification and Unification<br />Duplication<br />Inconsistency<br />Poor Interoperability<br />Fragmentation<br />Wast...
Achieving Simplification and Unification<br />Quick and cheap solutions to local problems<br />Tight project goals<br />St...
From Small Picture …<br />
… to Bigger Picture<br />
Simple Interaction Matrix<br />Source MSDN<br />
Clustered Matrix<br />Source MSDN<br />
Simple Interaction Protocol (SIP) <br />11<br />SIP brings a rational process to project optimization<br />Reproducible<br...
12<br />Comparing SIP to Traditional EA<br />SIP<br />Traditional<br />- Higher success rates.<br />- Reduced cost.<br />-...
Enterprise Architecture as Strategy<br />1<br />2<br />?<br />Low differentiation<br />High differentiation<br />
Six Views of Business<br />
Business Trends<br />Converging Technology and systems<br />Converging market power – globalization<br />Increasing collab...
Challenges<br />Business Architecture<br />Technology Architecture<br />IT Agility<br />Business Agility<br />Technical Sy...
Structural complexity of business<br />Asymmetrical demand <br />Business as a platform<br />Coupling<br />enterprise as l...
Dimensions of business complexity<br />Delivery / Interface 	<br />eCommerce, Web, Call Centre, Kiosk, SMS, <br />Product ...
Value of business architecture <br />Structural complexities in any business can critically affect business performance.<b...
Two Contrasting Agendas for EA<br />Simplify and Unify<br />Business is simple<br />Systems are complicated and inflexible...
Are your enterprise models complete?<br />
Information<br />Gathering<br />Decision<br />& Policy<br />WIGO<br />(what is going on)<br />Learning& Development<br />K...
From Data Objects to Social Objects<br />Databases<br />Transaction Processing<br />Content Management<br />Social Network...
TOGAF 9 – Holistic Enterprise Change<br />When you make changes to the business as well as changes to the systems, you may...
Planned versus Emergent<br />Planned order (“taxis”)<br />Directed, design-time<br />Spontaneous order based on self-organ...
As business becomes more complex …<br />Complicated or fragmented systems<br />Exposes management weakness<br />Customers’...
Enterprise or Ecosystem  a third agenda<br />Looking outside the traditional enterprise<br />Questions of corporate ident...
Dynamics of strategy (Kurtz & Snowden)<br />AGENDA 3<br />Differentiated Integration<br />Strong<br />distributed<br />AGE...
As business becomes more complex …<br />Complicated or fragmented systems<br />Exposes management weakness<br />Customers’...
Some alternative lenses for viewing structural complexity<br />Viable Systems Method (Stafford Beer)<br />I-Space (Max Boi...
Healthcare<br />See presentation by Philip Boxer<br />
Collaborative Composition in the Insurance Value Chain<br />Orchestration<br />Composition<br />Context <br />of Use<br />...
Conclusions<br />Broad range of complex practical problems<br />Emerging methods for reasoning about differentiation and i...
Future Events<br />Business Architecture Bootcamp<br />November  22-23<br />Organizational Intelligence Workshop<br />Nove...
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Next Generation Enterprise Architecture

Presentation at UNICOM EA Forum, September 29th 2011, London.

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Next Generation Enterprise Architecture

  1. 1. UNICOM EA FORUM<br />Richard Veryard September 2011<br />Next Generation Enterprise Architecture<br />
  2. 2. Future of EA?<br />EA disappears as a unique function?<br />EA moves “in total” to the business?<br />EA remains focused on IT architecture?<br />EA remains in IT but becomes more business focused?<br />EA splits into multiple groups?<br />Jeff Scott, Forrester, May 2010<br />Dion Hinchcliffe, ZDNet, August 2009<br />
  3. 3. Two Contrasting Agendas for EA<br />Business is simple<br />Systems are complicated and inflexible<br />Software applications<br />Human activity systems<br />Therefore simplify and unify the systems to align with the business<br />Business is complex<br />Systems are complicated and inflexible<br />Therefore differentiate and integrate systems to help manage complexity.<br />Simplify and Unify<br />Differentiate and Integrate<br />
  4. 4. Traditional EA doctrines<br />Information Engineering<br />Zachman Framework<br />
  5. 5. Simplification and Unification<br />Duplication<br />Inconsistency<br />Poor Interoperability<br />Fragmentation<br />Waste<br />Risk<br />Economics of scale<br />Economics of scope<br />Interoperability<br />FROM<br />TO<br />
  6. 6. Achieving Simplification and Unification<br />Quick and cheap solutions to local problems<br />Tight project goals<br />Stakeholders protecting established assets and arrangements<br />Joined-up thinking<br />The “Big Picture”<br />Clustering<br />Increase Cohesion<br />Decrease Coupling<br />Typical Challenges<br />EA Weaponry<br />
  7. 7. From Small Picture …<br />
  8. 8. … to Bigger Picture<br />
  9. 9. Simple Interaction Matrix<br />Source MSDN<br />
  10. 10. Clustered Matrix<br />Source MSDN<br />
  11. 11. Simple Interaction Protocol (SIP) <br />11<br />SIP brings a rational process to project optimization<br />Reproducible<br />Verifiable<br />Optimal<br />SIP has a mathematical foundation<br />Set theory<br />Complexity analysis<br />Equivalence relations<br />SIP drives simplicity<br />The architecture with smallest collections of functionality that have the fewest dependencies.<br />Simplest possible architecture that solves the problem.<br />Roger Sessions<br />ObjectWatch<br />
  12. 12. 12<br />Comparing SIP to Traditional EA<br />SIP<br />Traditional<br />- Higher success rates.<br />- Reduced cost.<br />- Increased agility.<br />- Cloud optimized.<br />Roger Sessions<br />ObjectWatch<br />
  13. 13. Enterprise Architecture as Strategy<br />1<br />2<br />?<br />Low differentiation<br />High differentiation<br />
  14. 14. Six Views of Business<br />
  15. 15. Business Trends<br />Converging Technology and systems<br />Converging market power – globalization<br />Increasing collaboration<br />Diversity – market fragmentation – “Long Tail”<br />Unbundling<br />Asymmetric Demand<br />Convergence<br />Divergence<br />Increasing Speed<br />Increasing Scope<br />Increasing Complexity<br />Increasing Reach<br />
  16. 16. Challenges<br />Business Architecture<br />Technology Architecture<br />IT Agility<br />Business Agility<br />Technical System Interoperability<br />Sociotechnical Interoperability<br />Through-LifeValue for Money<br />Value against Demand<br />
  17. 17. Structural complexity of business<br />Asymmetrical demand <br />Business as a platform<br />Coupling<br />enterprise as loosely coupled network of sociotechnical components and services<br />Edge organization<br />Enterprise tempo<br />activities with different characteristic tempi<br />Ethical dilemmas<br />conflicts of interest, moral hazard<br />Multi-sided markets<br />different stakeholder classes with complementary demands<br />Organizational intelligence<br />Viability<br />command and control<br />VSM<br />
  18. 18. Dimensions of business complexity<br />Delivery / Interface <br />eCommerce, Web, Call Centre, Kiosk, SMS, <br />Product Class/Consumer<br />Enterprise, SME, Retail Consumer, Citizen, Intra-government<br />2-sided markets<br />Commercial Channel<br />Wholesale, Retail, Corporate, Partner, Direct<br />Brand integration, mergers & acquisition<br />Pricing Type<br />Credit, eCommerce, Cash, Direct Debit<br />Subscription, Fixed-Price, Pay-as-you-Go, <br />Product Delivery Technology<br />Managed Service, DVD, SaaS<br />CD, DVD, Video on Demand <br />
  19. 19. Value of business architecture <br />Structural complexities in any business can critically affect business performance.<br />To manage these structural complexities, we need to think  architecturallyabout the business …<br />… which will help us to overcome the structural inhibitors to business performance.<br />An explicit business architecture should help coordinate specific forms of congruence and requisite variety across all human activity systems<br />management information systems (IT) <br />management reward systems (HR)<br />
  20. 20. Two Contrasting Agendas for EA<br />Simplify and Unify<br />Business is simple<br />Systems are complicated and inflexible<br />Software applications<br />Human activity systems<br />Therefore simplify and unify the systems to align with the business<br />Business is complex<br />Systems are complicated and inflexible<br />Therefore differentiate and integrate systems to help manage complexity.<br />Differentiate and Integrate<br />
  21. 21. Are your enterprise models complete?<br />
  22. 22. Information<br />Gathering<br />Decision<br />& Policy<br />WIGO<br />(what is going on)<br />Learning& Development<br />Knowledge& Memory<br />Organizational intelligence<br />22<br />Sense-Making<br />Communication & Collaboration<br />
  23. 23. From Data Objects to Social Objects<br />Databases<br />Transaction Processing<br />Content Management<br />Social Networking<br />Systems of Record<br />Systems of Engagement<br />
  24. 24. TOGAF 9 – Holistic Enterprise Change<br />When you make changes to the business as well as changes to the systems, you may get more than you bargained for.<br />When you make changes to the technical systems without making changes to the human systems, you may get less than you bargained for.<br />
  25. 25. Planned versus Emergent<br />Planned order (“taxis”)<br />Directed, design-time<br />Spontaneous order based on self-organization (“cosmos”)<br />Emergent, run-time<br />Planned Architecture<br />Emergent Architecture<br />
  26. 26. As business becomes more complex …<br />Complicated or fragmented systems<br />Exposes management weakness<br />Customers’ economics of alignment outweigh suppliers’ economics of scale and scope<br />Competitive advantage<br />Requisite variety<br />Costs<br />Benefits<br />
  27. 27. Enterprise or Ecosystem  a third agenda<br />Looking outside the traditional enterprise<br />Questions of corporate identity<br />Indirect demand (end customer)<br />From Affiliation to Alliance<br />Value for whom?<br />Scope<br />Third Agenda<br />
  28. 28. Dynamics of strategy (Kurtz & Snowden)<br />AGENDA 3<br />Differentiated Integration<br />Strong<br />distributed<br />AGENDA 2<br />Differentiate and Integrate<br />Weak<br />distributed<br />AGENDA 1<br />Simplify and Unify<br />Strong central<br />Weak central<br />Source: “The new dynamics of strategy: Sense-making in a complex and complicated World”. Kurtz and Snowden. IBM Systems Journal Vol 42, No 3 2003<br />
  29. 29. As business becomes more complex …<br />Complicated or fragmented systems<br />Exposes management weakness<br />Customers’ economics of alignment outweigh suppliers’ economics of scale and scope<br />Competitive advantage<br />Requisite variety<br />Costs<br />Benefits<br />
  30. 30. Some alternative lenses for viewing structural complexity<br />Viable Systems Method (Stafford Beer)<br />I-Space (Max Boisot)<br />Pace Layering (Frank Duffy, Stewart Brand)<br />The Nature of Order (Alexander, Salingaros)<br />Asymmetric Design (Philip Boxer, Bernie Cohen)<br />Organizational Intelligence<br />Asymmetric Leadership <br />Structural Complexity<br />Management Capability<br />
  31. 31. Healthcare<br />See presentation by Philip Boxer<br />
  32. 32. Collaborative Composition in the Insurance Value Chain<br />Orchestration<br />Composition<br />Context <br />of Use<br />Solution Providers<br />Platform Providers<br />1<br />2<br />3<br />4<br />5<br />6<br />Server<br />Platform<br />Web <br />Services<br />and <br />Messaging<br />BusinessServices<br />Back Office<br />Front Office<br />Life of Customer<br />Service Pathways<br />Referral Pathway<br />broker<br />end user<br />LOB Features<br />End User Experience<br />supply<br />side<br />Collaborative<br />Composition<br />Asymmetric<br />Demand<br />Source: Veryard & Boxer 2005<br />
  33. 33. Conclusions<br />Broad range of complex practical problems<br />Emerging methods for reasoning about differentiation and integration.<br />New agenda for enterprise architecture<br />Not suppressing complexity but managing complexity<br />
  34. 34. Future Events<br />Business Architecture Bootcamp<br />November 22-23<br />Organizational Intelligence Workshop<br />November 24<br />RVsoapbox.BlogSpot.com<br />Future Events<br />Other Material and Links<br />
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Presentation at UNICOM EA Forum, September 29th 2011, London.

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