The document provides an overview of enterprise architecture, addressing its importance in compliance with regulations such as GDPR, and highlighting the potential efficiency gains it can bring to organizations. It outlines the roles and responsibilities of enterprise, solution, and technical architects, emphasizing the necessity for effective governance and alignment with business goals. Additionally, it details the artifacts produced by enterprise architecture teams and the factors influencing their deliverables.

1. A Brief Introduction to
Enterprise Architecture
Daljit Roy Banger MSc FBCS
16th Feb 2017
Hosted by : Student Union

2. • Introduction
• A Quick Primer
• Products of Enterprise Architecture
 The Role
• Q&A
Agenda

3. A Quick Primer

4. Consume
Produce/Deliver
The Stack

5. Time
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6. • What if a new piece of legislation is imposed by a Local, Central or
International body with which the organisation must comply
 One such piece of legislation that is coming in 2018 is the General Data Protection
Regulation (GDPR)
• Full text of GDPR can be found at http://ec.europa.eu/justice/data-
protection/reform/files/regulation_oj_en.pdf )
• “Do nothing” is not an option as GDPR significantly raises the stakes
in terms of compliance, with maximum penalties of 4% annual global
turnover or up to 20m Euros (whichever is higher).
• How do we insure that we are compliant using an Enterprise
Architectural Approach to the problem ?
Example Scenario

7. General Data Protection Regulation (GDPR)
Guidance
Consent
•freely given ?
Transparency
Profiling
High risk
processing
Certification
Administrative
fines
•4% annual global turnover
or up to 20m Euros
(whichever is higher).
Breach
notification
•where feasible,
within 72 hours
of becoming
aware!
Data transfers

8. Impact of GDPR on the Enterprise
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9. Efficiency Gains / Cost
Savings can be achieved
through:
1.Exploiting Technology Synergies
2.Re-using System Components
3.Exposing System Services to new
processes.
4.Understanding the impact of new
systems on the performance and
capacity of enabling technologies.

10. Products of Enterprise Architecture

11. The deliverables and attributes of artefacts produced by the EA teams will be
directly influenced by one or all of the following:
The Structure /
Size of the
Organisation
Characterist
ics of the
Organisatio
n
The Operating
Environment of
the Enterprise
Architecture
Practice
Manageme
nt buy-in of
Enterprise
Architectur
e
Size and
Budget
Available to
the Team.
Team
Capabil
ities
However , irrespective of the structure or capabilities of the team,
all artefacts can be classified into 1 of 3 domains
One Size does not necessarily always fit all No Two Organisations are Identical

12. Control
Governance – Process
Boards – Review,
Technical, Business
Boards
Programme / Project
Engagement
Business / Partner
Engagements
Stakeholder
Management
Inform
Architectural Principles
(Segmented by
domains)
Portfolio Management
(Application / Data /
Infrastructure)
Funding Models
Technical Reference
Model
Application Reference
Model
Best Practice Patterns
Repository
Impact Assessments
Marketing Plans
Standards / Notations
Direct
Stakeholder
Engagement
Business Architecture
Target Definition
Application Target
Architecture
Data & Information
(Master Data
Management Strategy)
Infrastructure Target
Architecture – Enabling
Technology & Platforms
Roadmaps (Product /
Technology)
Gap Analysis –
Transitional States
Impact Assessments
Service promotion,
catalogue etc…

13. Control
Governance
– Process
Boards –
Review,
Technical,
Business
Boards
Programme /
Project
Engagement
Business /
Partner
Engagements
Stakeholder
Managemen

14. Inform
Principles
Policies
Portfolio
Management
Funding Models
Reference Models
•Technical
•Application
Best Practices
Patterns
Impact
Assessments
Marketing Plans
Standards /
Notations

15. Direct
Stakeholder
Engagement
Business
Architecture
Target
Definition
Application
Target
Architecture
Data &
Information
(Master Data
Management
Strategy)
Infrastructure
Target
Architecture –
Enabling
Technology &
Platforms
Roadmaps
(Product /
Technology)
Gap Analysis
– Transitional
States
Impact
Assessments
Service
promotion,
catalogue
etc…

16. Services/Touchpoints of Enterprise Architecture

17. Principles
• Business
• This criteria element relates to
the promotion of enterprise wide
principles around the domain of
business processing, especially
business process modelling and
service design.
• Application
• Principles relating to the design,
build and deployment of
applications
• Information
• Principles linked with the
production, cleansing and
publishing of information
• Data
• Principles associated with data
design, usage, persistence etc.
• Infrastructure
• Principles associated with
selection, deployment,
management of the infrastructure
(data Centres, Servers storage,
network etc)
• Foundation Services.
• Foundation services relate to DR,
Security, Incident management
etc i.e. services that are core to
all of the above
Practices
• Business Operations
• Here Enterprise Architects should
be concerned with the practices
associated with capturing,
modelling and digitally executing
the business operations.
• Application Design
• I.e. delivery of designs of. Whilst,
practices adopted may based on
a specific methodology or
approach, the real question ‘ how
efficiently have we adopted the
practices of the approach and are
we meeting the business
demands based on this adoption
?’
• Application Build
• The maturity of the build of
applications both internal and
externally developed applications
should encapsulate test of
software unit, components etc
prior to build
• Governance
• Architectural Governance and the
teeth i.e. power of associated with
the various boards.
• Service Delivery
• The maturity of the practices i.e.
what actually happens during the
deployment, management of
systems on the technology
landscape.
• Support
• Whilst this is close to Service
Delivery it must be noted that we
should rank how effectively the
EA team deliver the support of its
artefacts
Process
• Business
• The engagement of the Enterprise
Architecture functions with the
Business Process Modelling and
Design functions and any
alignment activities.
• STP
• EA should facilitate a move
towards Straight Through
processing i.e. reducing the
number of digital and manual
process hand offs between
processes.
• Information
• The Information Architecture and
the associated process to capture,
manage and publish EA
information.
• Orchestration
• This relates to the processes
associated with orchestrating
business and technology services
• Production Acceptance
• The maturity of the processes
associated with deployment,
management of systems accepted
into the production environment.
• Documentation
• The maturity of document
production , publication and
promotion by the Enterprise
Architecture function
• 3rd Party Engagement
• How effectively does EA engage
with 3rd parties to maximise the
benefits to the organisation e.g.
cost reductions, savings etc
• Contribution to the Enterprise
• What is the general perception of
EA processes e.g. Governance
contributing real value to the
organisation from system users to
senior management?
Patterns
• Publications
• Does the organisation have a
patterns catalogue? How mature
is the organising in publishing it
patterns, do these publications
adopt standards for syntax,
notations etc
• Promotion
• How are patterns promoted
through the organisation, are they
rendered via an intranet? Or are
they in a document library
somewhere?
• Development
• How patterns are developed – are
they text book extracts or are
they developed with the various
technical communities?
• Usage
• Do the technical Communities use
these patterns to provide
efficiency gains to the
organisation?
• Application
• Application patterns are to be
found publically available and
thus should be exploited – do
your organisational developers for
example exploit published
patterns when constructing
applications.
• Infrastructure
• As with Applications above – Do
your Service delivery personal for
example use standard patterns
for system configurations
deployed into production.
• Security
• Security patterns are emerging as
a key in distributed systems – are
these in use ?, does the technical
community know of the existence
• Re-Use
• How often are patterns re-used if
at all and do we as an
organisation promote reuse.
Portfolio
Management
• Services
• Most Organisations have their
own definition of a Services the
EAM measure assumes a service
as a function that is well-defined,
self-contained, and does not
depend on the context or state of
other services. A service can be
either a business or technical
object.
• Application
• The portfolio of applications in an
Organisation can be a mix of
either bespoke or Commercial Off
the Shelf (COTS) either way the
life cycle should be managed in a
single unified location.
• Middleware
• Middleware could refer to
Enterprise Service Buses,
Messaging or even request
brokers – these should be
managed and in most cases the
interfaces to these systems.
• Storage
• Information and data object
persistence should be monitored
and managed, i.e. not be the
physical devices e.g. the NAS or
SANs etc.
• Servers
• The portfolio management of the
Physical Servers both in the
production and test
environments.
• Other Infrastructure
• Maturity of the portfolio
management of the Physical
devices e.g. network Switches,
laptops, etc.
• Techniques
• The techniques adopted to create,
capture and manage the
information required to measure
the level of maturity in the
management of the ‘artefact’
portfolio.
Products of Enterprise Architecture

18. The Role..

19. Transition to Enterprise Architecture

20. Mapping the Architect to The Stack

21. Roles & Responsibility (EA)
• Strategic input into the technology roadmaps of the organisation –
shape, form and stabilise
• Influence decision makers on technology investment – current & future
• Provide systems consultancy, guidance and assurance to large
programmes
• Review and assure Solution Designs produced both internally and by 3rd
party suppliers
• Ensure that governance mechanisms such as review boards, principles
etc. are maintained and supported
• Police the standards through Project and Programme engagement
• Represent the organisation with 3rd parties, for example Systems
Integrators and Standards Bodies
• Understand the impact of the introduction of new technology into the
technology landscape of the organisation.
Enterprise Architects maintain the organisational abstract view, with a primary
objective to ensure that the technology landscape is aligned to the strategic,
operational and tactical goals of the organisation.

22. Roles & Responsibility (SA&TA)
Solution Architects work with/in Projects and
Programmes to provide systems consultancy services,
impact assessments, end-to-end designs, cost models..
Solution Architects work within the Projects and
Programmes to deliver the following architectural
services:
• Manage the ‘cradle to grave’ – from conception
through to delivery into production of solution
architectures
• Design both the physical and logical components of
solution architectures that will deliver a positive
business outcome
• Work with Project Managers to provide provisional
costs for the components of the architecture
• Technical Analysis and Design capabilities
• Business and technical requirements capture, when
required
• Facilitate design workshops
• Validate designs / costs produced by 3rd parties
wishing to sell systems to the organisation.
Technical Architects deliver the lower level of technical
design, based on high-level component solution
designs and costs provided by the Solution Architects.
Technical Architect work with projects and the BAU
organisation to provide some of the following :
•Delivering technical designs and standards and the
associated approvals from the formal governance
channels.
•Understanding the technology estate and the
encapsulated technology components of the
organisation
•Providing technical recommendations and options
based on solution designs which can cost-effectively be
realised in the production environment
•Mitigating any technical risks that could occur through
the introduction of new technology into the landscape
of the organisation
•Providing input into the appropriate innovation
funnels for the analysis of new technology
•Keeping abreast of technology trends, attending
industry events to ensure product roadmaps are
understood by the Solution and Enterprise Architects.
•Ensuring that production acceptance for projects is
delivered and managed.

23. • Enterprise Architects maintain a macro
abstract organisational view, together
with the understanding of the key
business drivers and potential drivers for
change and the effect that these drivers
may have on the technology landscape of
the organisation.
• Solution Architects maintain a macro
project view and deliver an end-to-end
architecture in which they outline the
key components (physical and logical)
necessary to design a solution that meets
requirements.
• Technical Architects maintain a micro
view of the technical components that
will be deployed to realise the solution
design and often act as the true
‘guardians’ of the technology estate.
Architectural Mindset

24. Final Note
• Enterprise Architecture is delivered in the context of the
Organisation – true value can not be realised by simply
following a single ‘Cook Book’ or Framework approach.
• Architectural Realization is a way of thinking and not a
concrete technological implementation. It is however,
supported by frameworks, patterns & best practices that
complement the mindset.
• As an Enterprise Architect you must be aware of both the
technology landscape of your organisation and external
factors that can impact the landscape

25. Q&A

26. Website : www.s-ea-t.com (Tools, Papers Downloads)
Blog : https://dalbanger.wordpress.com/
Email : dal@s-ea-t.com
Thank You