OracleEnterprise Architecture Oracle Enterprise Architecture   <Insert Picture Here>   Governance as Sustainability in the...
“Neither the importance  nor the tedium of EA   Governance can be      overstated.”                 Copyright 2011 Oracle ...
Introduction•  Bombardment of new technologies continues   –  Promises of magical fixes to our architectural woes•  Critic...
EA & The Second Law of Thermodynamics•  Closed Biological systems & entropy•  Enterprise = system: entropy ensues•  Fundin...
Overview•  Technologies & phenomena requiring   governance•  Aspects of a quality EA program•  Instilling a governance-dri...
TECHNOLOGIES & PHENOMENAREQUIRING GOVERNANCE                           Copyright 2011 Oracle Corporation – Confidential 6
Service-Oriented Architecture (SOA)•  “…A set of principles and methodologies for   designing and developing software in t...
SOA Governance Considerations•  What is your overall governance framework?•  What constitutes a service?•  Where in the SD...
Mobile Computing – Adoption Rates
Mobile Adoption•  CTIA - United States 2011   –    322.9M Subscribers   –    102.4% Penetration rate   –    29.7% Househol...
Bring Your Own Device (BYOD)•  High-level management demands support•  Younger employees prefer their own devices•  Enterp...
BYOD/Mobile Governance Considerations•  Who owns the data?•  Who pays for the service? Device?•  Devices: forbidden, permi...
Cloud Computing•  Elastic, self-service provisioning of pooled, measured,   network-accessible computing resources•  NIST:...
Cloud Computing Governance Considerations•  Data ownership and location•  Availability & control•  Request processing•  Pr...
Big Data•  Global data creation     –  2005: 150 EB (billion gigabytes)     –  2010: 1.2 ZB•  Big, yes, but also unstructu...
Big Data Governance Considerations•  Standard Data Governance applies   –  Architecture, Master Data Management   –  Metad...
IT Consumerization   IT as                     “There is  Expense                     No IT”             Business & IT    ...
DIY Solutions•  Local databases / web site proliferation•  Increase of LAMP and SaaS solutions•  Shadow IT•  Improve Time ...
IT Consumerization – Governance Considerations•  Most are embracing BYOD (Avande)   –  73% C-level executives report incre...
INSTILLING A GOVERNANCE-DRIVENTECHNOLOGY ADOPTION PROCESS                                 23
Characteristics of Good EA Governance•  Organizationally specific•  Just enough, just in time•  (Alleged) tension of agili...
Technology & Process Adoption•  Comprehensive – people & process•  Repeatable process with certification for new   compone...
Thank You                                 Eric A. Stephens                   Enterprise Architecture Director            O...
The Eames House in Los Angeles                       "…its not about the pieces,                       its how the pieces ...
Oracle’s Practical EA Approach       People                 Process           Portfolio                                 Or...
Business Strategy                    IT Governance                               EA Scorecard                     EA Gover...
Safe Harbor•    Oracle is pleased to present the reader with the attached presentation for the hardware, software, and/or ...
Governance as Sustainability in the Enterprise Architecture Discipline
Governance as Sustainability in the Enterprise Architecture Discipline
Governance as Sustainability in the Enterprise Architecture Discipline
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Governance as Sustainability in the Enterprise Architecture Discipline

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In this talk today I will speak about the fundamental need for EA governance in order to effectively manage ICT investments. I will then talk about recent advances in ICT that require a fresh look from a governance perspective. I will then describe some of the key characteristics of effective EA governance. Finally, I’ll talk about how to instill a governance-driven Technology Adoption process.

Executive Summary Posted with TOG

Corporations are being bombarded with a number of new technologies promising seemingly magical fixes to traditional computing and managerial problems. Technologies such as SOA, cloud computing, and mobility typically be aligned with corporate objectives and realize new enterprise capabilities. However, they are also subject to architectural abuse - especially as they become easier to use (e.g., Ten minutes to spin up an Amazon AWS instance).

With each new technological innovation, it is critical to re-evaluate an EA governance program to ensure the necessary processes, controls, and standards are in place. Otherwise the architectural fragmentation that exists with legacy technology will manifest itself by an order of magnitude with newer generations of technology. And corporate objectives will be missed and enterprise capabilities unrealized.

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  • We understand from the 2nd law of thermodynamics that any closed, biological system will suffer from entropy or other degradation unless new energy is introduced. Whether we are talking about plant or biological life, decay is inevitable. Place a banana on top of your refrigerator and a few weeks later it will blacken all on its own. Animals life - especially human life - is no different; deprive us of food and water and eventually we will perish. Minor exceptions apply for food products such as a Hostess Twinkie, but I digress.By way of analogy, this principle applies to Enterprises and their constituent information systems. Over the past five or six decades organizations have embarked on introducing new and exciting information and computer technology (ICT) with the intention of automating, gaining new efficiencies, lowering operating costs, and simply beating out their competition. These motivators are coupled with new innovations in ICT as well as multitudes of independent projects hell-bent on their own trajectories. Without proper coordination of these activities, architectural entropy often occurs. Based on funding streams - typically to individual lines-of-business and/or projects - leaders will optimize to reach their own objectives. And oftentimes meet their own incentivized annual objectives. Enterprises that run in this mode for years or even decades may suddenly catch their breath and look around only to see a cacophony of technologies architected in a haphazard way. Projects take longer and longer to execute and in turn innovation is stifled and in some cases regulatory mandates cannot be met due to the entropy. Its as if the enterprise becomes ossified under the weight of its own ICT.
  • In this talk today I will speak about the fundamental need for EA governance in order to effectively manage ICT investments. I will then talk about recent advances in ICT that require a fresh look from a governance perspective. I will then describe some of the key characteristics of effective EA governance. Finally, I’ll talk about how to instill a governance-driven Technology Adoption process.
  • “…A set of principles and methodologies for designing and developing software in the form of interoperable services…”Derived from Donald Parnas’ paper: On the Criteria To Be Used in Decomposing Systems into ModulesContemporary SOA adds technological innovation, principles are the sameProcurement of components not a guarantee of successMost enterprises have implemented some form of Service-Oriented Architecture (SOA) to aide in the development, installation, and operation of their application software. According to Wikipedia, SOA is “…a set of principles and methodologies for designing and developing software in the form of interoperable services.” I think this is an adequate definition for our talk today. I contend contemporary SOA practices have their roots in modular programming as introduced by Donald Parnas’ in 1972 in his seminal ACM paper entitled On the Criteria To Be Used in Decomposing Systems into Modules. Parnas asserts in the abstract that modularization can be used to increase understanding of a [software-intensive] system, reduce development [and maintenance] required, and increase flexibility. The motivations cited by Parnas in 1972 still hold true today. Computing power has improved by orders-of-magnitude. Yet some organizations still struggle with some of the challenges Parnas was trying to avoid.
  • Source: cita.org
  • Push data to the edge -&gt; drive better healthcare outcomeshttp://www.infoworld.com/t/byod/the-new-byod-businesses-are-now-driving-adoption-181887
  • Recent reference to NSA (U.S. Counts on the Cloud to Boost Cyber–Security) http://www.eweek.com/index2.php?option=content&amp;task=view&amp;id=71611&amp;pop=1&amp;hide_ads=1&amp;page=0&amp;hide_js=1&amp;catid=45
  • @JarrodGingrashttp://www.realstorygroup.com/Blog/2260-2012-Technology-Predictions.htmlhttp://www.economist.com/node/15579717 “The Data Deluge”
  • Is it Business &amp; IT alignment, or IntegrationPervasiveness of Computing Technology What to do about Governance1989 http://www.dailysoft.com/berlinwall/history/berlinwall-timeline.htm
  • 1 aka Data Serfs – ‘would you like some fries with that app?”2 working together, IT has a front seat3 “There is no IT”What is driving this change? Commoditization? Backlog impatience?
  • http://www.zdnet.com/blog/service-oriented/employees-well-build-our-own-technology-solutions-thank-you/8314?utm_source=dlvr.it&amp;utm_medium=twitterIntuit
  • images.infoworld.com/t/mobile-technology/top-7-truths-about-consumerization-it-184332https://www.infoworld.com/d/consumerization-of-it/guess-what-it-isnt-afraid-of-consumerization-after-all-184594?source=rss_infoworld_top_stories_60% adapting IT infrastructure for BYOD73% C-level executives report growing use88% report employees already using personal technology64% of IT executives consider the matter “simple”66% see security as main risk37% see unmanaged data as top risk
  • John Zachman, author of a seminal paper on Enterprise Architecture during his tenure at IBM, characterizes enterprises as being more complex than airliners. The Boeing 787 Dreamliner is reported to have 6.5M lines of code in addition to all the other physical materials that are pieced together in precise was (e.g., bolts are numbered and assigned to certain locations). Yet organizations are still more complex - potentially due to the human dynamic which drives the complexity.Variability in governance approaches must take into account organizations have differing sets of objectives, environmental factors, and financial health. Organizations with strong command-and-control structures and culture will easily absorb strong EA governance (I’m thinking of the military or defense contractors). Smaller, more creative organizations in dynamic, emerging markets will need skillfully crafted governance with just enough rigidity to remain responsive to business developments. Organizations in a recovery - or dare I say survival mode - may benefit from temporary “lifting” of EA governance controls until stability is realized.I never drove a race car. I’m told its fun. What little I know about automobiles is this. Faster cars require tighter tolerances in their components.I used to stay at a campground where there was this busted old tractor*. Top speed was about ten miles/hour. And that was OK. The brakes were bad, the steering loose and sloppy. I’ve also driven some nicer European cars. Both the VW Passat and Saab Aero could top out at about 150 MPH. Each could be easily steered with little effort. Everything was tight. Brakes. Steering. These cars wanted to be pushed. Formula 1 race cars take this a step further, but the principle is the same. Why can fast cars go fast? Its because they have superior control systems (braking and steering). Without these systems in place the vehicle would go fast…so fast it would rip apart and cause certain tragedy. To continue the example, if we take the engine from the F1 vehicle and put it on the old “honey wagon” tractor, we would totally redefine the idea of “sh*t hitting the fan”Some will assert there is a tension between agility and governance. Organizations are trying to adapt to new business models and the innovative folks feel constrained by IT and the lawyers who are trying to stay out of court. But I contend that just the right amount of governance - the braking and steering subsystem of an organization - can facilitate an organizations agility. Correct, a few rules will streamline choices and designs driving down overall TCO for solutions delivered by an ICT organization. I am not advocating for a draconian approach where the smallest decision requires sign-offs by the CxO. At the risk sounding like a Dilbert cartoon, organizations need to know the (reasonable set) of rules and stick within the bounds and have staff that is empowered to follow an objective set of guidelines. Just enough governance, just in time.
  • “Pacific Standard Time: Art in L.A. 1945-1980,” Governance, and EA for that matter, is about making the pieces work together
  • Repository = metadata, Patterns, standards, waivers, violations, models, reference architectures, roadmaps, strategies
  • Governance as Sustainability in the Enterprise Architecture Discipline

    1. 1. OracleEnterprise Architecture Oracle Enterprise Architecture <Insert Picture Here> Governance as Sustainability in the Enterprise Architecture Discipline Eric A. Stephens, Enterprise Architecture Director Oracle Consulting - Advanced Technology Services The Open Group Conference 31 January 2012 San Francisco, CA
    2. 2. “Neither the importance nor the tedium of EA Governance can be overstated.” Copyright 2011 Oracle Corporation – Confidential 2
    3. 3. Introduction•  Bombardment of new technologies continues –  Promises of magical fixes to our architectural woes•  Critical to re-evaluate EA governance –  Processes –  Controls –  Standards•  Risks in not doing so –  Architectural fragmentation, in color –  Misalignment to objectives Copyright 2011 Oracle Corporation – Confidential 3
    4. 4. EA & The Second Law of Thermodynamics•  Closed Biological systems & entropy•  Enterprise = system: entropy ensues•  Funding streams and sub-optimization Copyright 2011 Oracle Corporation – Confidential 4
    5. 5. Overview•  Technologies & phenomena requiring governance•  Aspects of a quality EA program•  Instilling a governance-driven technology adoption process
    6. 6. TECHNOLOGIES & PHENOMENAREQUIRING GOVERNANCE Copyright 2011 Oracle Corporation – Confidential 6
    7. 7. Service-Oriented Architecture (SOA)•  “…A set of principles and methodologies for designing and developing software in the form of interoperable services…”•  Contemporary SOA adds technological innovation to older concept of modularity•  Procurement of components not a guarantee of success 7
    8. 8. SOA Governance Considerations•  What is your overall governance framework?•  What constitutes a service?•  Where in the SDLC are services sourced/designed/ created?•  What are the approval gates?•  What are the criteria for new COTS and SOA?•  Internal SOA roadshow & education Copyright 2011 Oracle Corporation – Confidential 8
    9. 9. Mobile Computing – Adoption Rates
    10. 10. Mobile Adoption•  CTIA - United States 2011 –  322.9M Subscribers –  102.4% Penetration rate –  29.7% Households are wireless only –  2.12T Text messages per year•  Anecdotal study in Baldwinsville, NY (pop. ~7000) –  99% of middle school students have a mobile phone –  50% of these students have smartphones Copyright 2011 Oracle Corporation – Confidential 10
    11. 11. Bring Your Own Device (BYOD)•  High-level management demands support•  Younger employees prefer their own devices•  Enterprises reap cost benefits•  CIOs looking to exploit BYOD for productivity gains•  Poor Implementation leads to huge headaches for IT and users Copyright 2011 Oracle Corporation – Confidential 11
    12. 12. BYOD/Mobile Governance Considerations•  Who owns the data?•  Who pays for the service? Device?•  Devices: forbidden, permitted, supported?•  Who permits the “data wipe”? User? Enterprise?•  Onboarding/off-boarding/emergency terminations•  Necessary Mobile Device Management (MDM) and network protection Copyright 2011 Oracle Corporation – Confidential 12
    13. 13. Cloud Computing•  Elastic, self-service provisioning of pooled, measured, network-accessible computing resources•  NIST: Three service models, four deployment models•  Adoption ranges from terror to total embrace –  Healthcare still reluctant –  NSA seems bullish (eweek.com) –  “Why Not Cloud”•  Hyped, but effective Copyright 2011 Oracle Corporation – Confidential 14
    14. 14. Cloud Computing Governance Considerations•  Data ownership and location•  Availability & control•  Request processing•  Procurement authority Copyright 2011 Oracle Corporation – Confidential 15
    15. 15. Big Data•  Global data creation –  2005: 150 EB (billion gigabytes) –  2010: 1.2 ZB•  Big, yes, but also unstructured•  Movement to the cloud increases need for governance –  Missing disks –  Laptops left in taxis, iPads on planes –  Obscure changes to Social Network privacy settings Copyright 2011 Oracle Corporation – Confidential 17
    16. 16. Big Data Governance Considerations•  Standard Data Governance applies –  Architecture, Master Data Management –  Metadata management –  Privacy & Access management –  Data stewardship and ownership•  Integrate with existing Business Intelligence Fabric Copyright 2011 Oracle Corporation – Confidential 18
    17. 17. IT Consumerization IT as “There is Expense No IT” Business & IT Partnership/ Alignment Copyright 2011 Oracle Corporation – Confidential 20
    18. 18. DIY Solutions•  Local databases / web site proliferation•  Increase of LAMP and SaaS solutions•  Shadow IT•  Improve Time to Value (TtV)•  Twenty percent of information works built their own solution Copyright 2011 Oracle Corporation – Confidential 21
    19. 19. IT Consumerization – Governance Considerations•  Most are embracing BYOD (Avande) –  73% C-level executives report increased use, 60% adapting IT –  88% report employees already using personal technology –  64% of IT executives consider the matter “simple” –  Risks: 66% security, 37% unmanaged data•  Your competition is figuring this out•  Strategy: Trust & Facilitation Copyright 2011 Oracle Corporation – Confidential 22
    20. 20. INSTILLING A GOVERNANCE-DRIVENTECHNOLOGY ADOPTION PROCESS 23
    21. 21. Characteristics of Good EA Governance•  Organizationally specific•  Just enough, just in time•  (Alleged) tension of agility and governance•  Well communicated and socialized•  Integrated with procurement, PMO, SDLC/ADM•  Iterative, persistent program Copyright 2011 Oracle Corporation – Confidential 24
    22. 22. Technology & Process Adoption•  Comprehensive – people & process•  Repeatable process with certification for new components•  Approval gates and roadmaps•  Portfolio management essential•  Governance-driven sustains the program Copyright 2011 Oracle Corporation – Confidential 25
    23. 23. Thank You Eric A. Stephens Enterprise Architecture Director Oracle Advanced Technology Services eric.x.stephens@oracle.com +1 315.857.6423 @EricStephens
    24. 24. The Eames House in Los Angeles "…its not about the pieces, its how the pieces work together…structure and nature as one…” http://www.youtube.com/watch?v=FRWatw_ZEQI http://www.nytimes.com/2011/12/08/garden/ice-cube-on-eameses-and-his-hometown-qa.html Copyright 2011 Oracle Corporation – Confidential 27
    25. 25. Oracle’s Practical EA Approach People Process Portfolio Oracle Oracle Oracle Architecture Enterprise Architects EA Framework Development Process Copyright 2011 Oracle Corporation – Confidential 28
    26. 26. Business Strategy IT Governance EA Scorecard EA Governance Implementation EA Change Value Governance Management Measurement & Reporting EA Repository Metadata, PatternsEnvironmental IT-intensive Standards, Waivers, & Changes & Project Project Violations, Models, Procurement & Innovation Funding Execution Reference Architectures, Adoption Strategies & Roadmaps Copyright 2011 Oracle Corporation – Confidential 29
    27. 27. Safe Harbor•  Oracle is pleased to present the reader with the attached presentation for the hardware, software, and/or services referenced therein. The attached presentation and its contents (collectively, "Presentation") are the confidential and proprietary information of Oracle. The Presentation may be used by You solely for evaluation of a business relationship between Oracle and You. The Presentation may not be reproduced, published, disseminated, or otherwise disclosed without Oracles written consent.•  The Presentation may include selected third party data, information, research and/or reference materials (collectively, "Third Party Information"). Oracle does not warrant the accuracy of the Third Party Information, which is provided "as-is." The inclusion of the Third Party Information does not constitute an endorsement of Oracles products or services by any third party.•  Further, this Presentation is not a commitment to deliver any future material, code, or functionality. The development, release, and timing of any features or functionality described in this Presentation remains at the sole discretion of Oracle.•  The Presentation cannot account for all risks and other factors that may affect results or performance, or for changes in your business practices or operating procedures that may be required to realize results or performance, that are projected or implied in the Presentation.•  The Presentation, and any discussion or negotiation of The Presentation between Oracle and You, is for informational purposes only and is not an offer by, commitment from, or contract with Oracle to provide any software or services. The Presentation is subject to change at Oracles sole discretion.

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