The use of an architecture–centered development process for delivering information technology began with the introduction of client / server based systems. Early client/server and legacy mainframe applications did not provide the architectural flexibility needed to meet the changing business requirements of the modern manufacturing organization. With the introduction of Object Oriented systems, the need for an architecture–centered process became a critical success factor. Object reuse, layered system components, data abstraction,
web based user interfaces, CORBA, and rapid development and deployment processes all provide economic
incentives for object technologies. However, adopting the latest object oriented technology, without an adequate understanding of how this technology fits a specific architecture, risks the creation of an instant legacy
system.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
Information Technology Risk ManagementGlen Alleman
The concept of managing the development or deployment of an Information Technology (IT) system using deterministic, linear, and causal analysis contains several pitfalls. As IT systems grow in complexity, the interaction between their components becomes non–linear and indeterminate, creating many opportunities for failure.
Resource Paper of Enterprise-Wide Deployment of EDMGlen Alleman
The acquisition of an Enterprise–wide software system requires careful planning and execution of a multitude of activities unrelated to the actual software systems being deployed.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
The Impedance Mismatch in Integrated Engineering Design Systems is an issue in the Integration of commercial off the shelf (COTS) components.
This issue is a member of the Impedance Mismatch
problems found when commercial off the shelf
components are assembled into systems.
This mismatch occurs when event, control sequence,
or data semantics of two or more participating application
domains are mismatched.
During the system integration process the impedance
mismatch must be addressed through some means,
either through an integration layer which hides the
mismatch or through an integrating service, such as
CORBA, which facilitates the impedance adaptation
between the applications.
PM Chapter on Agile IT Project Management MethodsGlen Alleman
The nations prosperity depends of information technology (IT) software. The nation’s IT software industry depends on the timely delivery of high quality products to eager customers. This industry is slipping further behind in quality and timely delivery every year. The gap continues to grow.
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
Information Technology Risk ManagementGlen Alleman
The concept of managing the development or deployment of an Information Technology (IT) system using deterministic, linear, and causal analysis contains several pitfalls. As IT systems grow in complexity, the interaction between their components becomes non–linear and indeterminate, creating many opportunities for failure.
Resource Paper of Enterprise-Wide Deployment of EDMGlen Alleman
The acquisition of an Enterprise–wide software system requires careful planning and execution of a multitude of activities unrelated to the actual software systems being deployed.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
Traditional project management methods are based on scientific principles considered “normal science,” but lack a theoretical basis for this approach. These principles make use of linear step–wise refinement of the project management processes using a planning–as–management paradigm. Plans made in this paradigm are adjusted by linear feedback methods. These plans cannot cope with the multiple interacting and continuously changing technology and market forces. They behave as a linear, deterministic, Closed–Loop control system.
The management of software development is fraught with risk: technical risk, market risk, requirements risk, and financial risk. This paper describes nine (9) key management principles for
guiding the development of a software project. These principles are not original. They are taken directly from the work of Norm Brown, the founder and executive Director of the Software Program Managers Network (SPMN).
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Avoid software project horror stories - check the reality value of the estima...Harold van Heeringen
Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
Project Evaluation and Estimation in Software DevelopmentProf Ansari
Cost-benefit analysis
It mainly comprise two steps
Identify and estimating all of the costs and benefits of carrying out the project and operating the delivered application.
Expressing these costs and benefits in common units
We need to evaluate the net benefit, that is, the difference between the total benefit and the total benefit and the total cost of creating and operating the system.
We can categorize cost according to where they originate in the life of the project.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Traditional project management methods are based on scientific principles considered “normal science,” but lack a theoretical basis for this approach. These principles make use of linear step–wise refinement of the project management processes using a planning–as–management paradigm. Plans made in this paradigm are adjusted by linear feedback methods. These plans cannot cope with the multiple interacting and continuously changing technology and market forces. They behave as a linear, deterministic, Closed–Loop control system.
The management of software development is fraught with risk: technical risk, market risk, requirements risk, and financial risk. This paper describes nine (9) key management principles for
guiding the development of a software project. These principles are not original. They are taken directly from the work of Norm Brown, the founder and executive Director of the Software Program Managers Network (SPMN).
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Avoid software project horror stories - check the reality value of the estima...Harold van Heeringen
Many large software projects turn into software horror stories, resulting in newspaper headlines and even political issues. Often, the project costs and schedule were estimated unrealistically optimistic, using immature estimation techniques. A relatively simple way to avoid many problems is to perform a reality check on the estimate. This presentation was given on the conference of the International Cost Estimating and Analysis Association (ICEAA2014), June 2014 (Denver, USA)
Project Evaluation and Estimation in Software DevelopmentProf Ansari
Cost-benefit analysis
It mainly comprise two steps
Identify and estimating all of the costs and benefits of carrying out the project and operating the delivered application.
Expressing these costs and benefits in common units
We need to evaluate the net benefit, that is, the difference between the total benefit and the total benefit and the total cost of creating and operating the system.
We can categorize cost according to where they originate in the life of the project.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
There are four major questions that need answers when applying agile software development to DOD development programs
1. How can Agile Development methods increase the Probability of Program Success (PoPS) on Earned Value programs?
2. How can Agile development be integrated with the FAR / DFAR and OMB mandates for program performance measures using Earned Value?
3. What are the “touch” points (or possible collision points) between Agile and EIA-748-C?
4. What are the measures of success for Agile methods in the context of EIA-748-C?
Project maturity flow is the incremental delivery of business valueGlen Alleman
Incremental delivery of business value can be defined through the increasing maturity of the outcomes of the project. These Capabilities provide "bookable" value to the business, instead of individual features.
Many in the agile community see MVF as the way to go. But from the business side "full capabilities" need to be in place for the Value to be "booked" using FASB 86.
No incremental partial "features."
An AP system needs the Capability to "pay" and that means receipt of invoice, 3-way match, approved PO, approved vendor and banking interface
Defining business value in units meaningful to the business and connecting these to the measures of performance for the project that produce this business value.
The resources listed here are the starting point for anyone interested in applying the principles developed in this briefing for integrating Agile with Earned Value Management projects
Managing in the presence of uncertaintyGlen Alleman
Uncertainty is the source of risk. Uncertainty comes in two types, aleatory and epistemic. It is important to understand both and deal with both in distinct ways, in order to produce a credible risk handling strategy.
Una pequeña reflexión sobre diferentes maneras de evitar que los perros manchen la calle con sus necesidades. Nos encontramos desde avisos procedentes de las autoridades, tanto apelando a la ley como premiando actitudes positivas, hasta carteles hechos por particulares.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
Slides as given for the Feb. 12, 2014 talk at Bay Area Software Testers.
(btw, I failed to give credit for the "Stand Back!" t-shirt image, it was from the XKCD T-shirt here: http://store-xkcd-com.myshopify.com/products/try-science)
Also forgot reference to the paper on Fibonacci numbers in planning poker affecting estimates: http://simula.no/publications/Simula.simula.1282/simula_pdf_file
When we hear that a proposed process, tool, method or any ideas is all about "risk management," check to see if it covers these areas. If not, the suggestion is not really about risk management.
The use of an architecture–centered development process for delivering information technology began with
the introduction of client / server based systems. Early client/server and legacy mainframe applications did not
provide the architectural flexibility needed to meet the changing business requirements of the modern
publishing organization. With the introduction of Object Oriented systems, the need for an architecture–
centered process became a critical success factor. Object reuse, layered system components, data
abstraction, web based user interfaces, CORBA, and rapid development and deployment processes all
provide economic incentives for object technologies. However, adopting the latest object oriented technology,
without an adequate understanding of how this technology fits a specific architecture, risks the creation of an
instant legacy system.
Publishing software systems must be architected in order to deal with the current and future needs of the
business organization. Managing software projects using architecture–centered methodologies must be an
intentional step in the process of deploying information systems – not an accidental by–product of the
software acquisition and integration process.
1246chapter Mohawk , 1 a paper mill in upstate New.docxRAJU852744
124
6
chapter
Mohawk , 1 a paper mill in upstate New York, was established in 1931. Contrary to a common assump-
tion that information technology is not critical to old technology industry players facing a declining
market, the ! rm has not only embraced cloud computing but also has been able to transform its
business because of the cloud in three ways: (1) moving from manufacturing as its primary focus to
providing service, (2) shifting from a self‐suf! cient model to one of collaboration with a network
of partners, and (3) ensuring that the partner network is # exible and its capabilities are integrated
with those of Mohawk . Mohawk accomplished this # exibility by using service‐oriented architecture
(SOA) tools, which enable a ! rm to scale technology services (and expenses) up and down instanta-
neously according to its needs. 2 Also, applications under SOA can be added or subtracted as needed.
Mohawk ’ s new envelope manufacturing facility serves as a vivid example to illustrate the ben-
e! ts of # exibility. Along the way, the company learned of the anticipated bankruptcy of the largest
envelope manufacturing ! rm in the United States and developed a list of six outsourced ! rms to
turn its premium papers into envelopes. After six months of using those suppliers and investing
in building its own in‐house envelope manufacturing capabilities, Mohawk was able to shift to an
insourcing model for 90% of its volume. The cloud services approach avoided the information sys-
tems dif! culties usually inherent in such a transformation.
There are also bene! ts to internal # exibility as well. As processing volumes increase and decrease,
sometimes on a seasonal basis and sometimes due to new or discontinued lines of business, Mohawk
experiences corresponding increases and decreases in its requirements for space, servers, and
processing. Its cloud approach allows the company to set up or dismantle servers quickly.
This chapter provides managers with an overview of IT architecture and infrastructure
issues and designs. It begins by translating a business into IT architecture and then from the
architecture into infrastructure. The manager ’ s role is then discussed, and an example of a ! cti-
tious company, GiantCo.com, is used to show how strategy leads to infrastructure. The frame-
work used to describe the basic components of architecture and infrastructure, introduced in
Chapter 1 , is revisited here, providing a language and structure for describing hardware, soft-
ware, network, and data considerations. Common architectures are then presented, including
centralized, decentralized and Web‐based service‐oriented architecture (SOA). Architectural
principles are covered, followed by a discussion of enterprise architecture. Virtualization and
cloud computing, two current architectural considerations, are reviewed. The chapter con-
cludes with a discussion of managerial considerations that apply to any archite.
1246chapter Mohawk , 1 a paper mill in upstate New.docxaulasnilda
124
6
chapter
Mohawk , 1 a paper mill in upstate New York, was established in 1931. Contrary to a common assump-
tion that information technology is not critical to old technology industry players facing a declining
market, the ! rm has not only embraced cloud computing but also has been able to transform its
business because of the cloud in three ways: (1) moving from manufacturing as its primary focus to
providing service, (2) shifting from a self‐suf! cient model to one of collaboration with a network
of partners, and (3) ensuring that the partner network is # exible and its capabilities are integrated
with those of Mohawk . Mohawk accomplished this # exibility by using service‐oriented architecture
(SOA) tools, which enable a ! rm to scale technology services (and expenses) up and down instanta-
neously according to its needs. 2 Also, applications under SOA can be added or subtracted as needed.
Mohawk ’ s new envelope manufacturing facility serves as a vivid example to illustrate the ben-
e! ts of # exibility. Along the way, the company learned of the anticipated bankruptcy of the largest
envelope manufacturing ! rm in the United States and developed a list of six outsourced ! rms to
turn its premium papers into envelopes. After six months of using those suppliers and investing
in building its own in‐house envelope manufacturing capabilities, Mohawk was able to shift to an
insourcing model for 90% of its volume. The cloud services approach avoided the information sys-
tems dif! culties usually inherent in such a transformation.
There are also bene! ts to internal # exibility as well. As processing volumes increase and decrease,
sometimes on a seasonal basis and sometimes due to new or discontinued lines of business, Mohawk
experiences corresponding increases and decreases in its requirements for space, servers, and
processing. Its cloud approach allows the company to set up or dismantle servers quickly.
This chapter provides managers with an overview of IT architecture and infrastructure
issues and designs. It begins by translating a business into IT architecture and then from the
architecture into infrastructure. The manager ’ s role is then discussed, and an example of a ! cti-
tious company, GiantCo.com, is used to show how strategy leads to infrastructure. The frame-
work used to describe the basic components of architecture and infrastructure, introduced in
Chapter 1 , is revisited here, providing a language and structure for describing hardware, soft-
ware, network, and data considerations. Common architectures are then presented, including
centralized, decentralized and Web‐based service‐oriented architecture (SOA). Architectural
principles are covered, followed by a discussion of enterprise architecture. Virtualization and
cloud computing, two current architectural considerations, are reviewed. The chapter con-
cludes with a discussion of managerial considerations that apply to any archite ...
Pitfalls & Challenges Faced During a Microservices Architecture ImplementationCognizant
Microservices are the de facto design approach for building digital applications. However, issues highlighted in this paper can and do lead to implementation challenges and even failures. Here are a few strategies to avoid and overcome them.
Application architecture is required to ensure the structural integrity of an application portfolio, but it can seem impossible to ensure adherence to these standards. CAST changes all of that by automatically analyzing applications across all tiers and languages to provide Architects with the actionable metrics and information needed to assess the how well the architectural designs, rules and standards have been followed.
Software Architecture and the role of the Architect has been discussed and deliberated in detail. Architecture still plays major role in success of projects. While the fundamentals remain strong, how architects can contribute in teams success while in agile is an ongoing journey. As the team member endowed with skills and wisdom acquired over the experience frame, we argue Architects are best positioned to prepare a road-map of architectural aspects and participate in planning together with product owners and release owners thus enabling a more meaningful planning and guidance system. Based on Risk and Cost Based Architecture concept by Eltjo Poort and based on CAFFEA framework by Jan Bosch and team, we applied it in projects which led to seeing it as a six stepped approach described in the slides.
Article on International Journal of Mobile Communications "An Architectural P...Walter Ariel Risi
Published in Journal
International Journal of Mobile Communications. Volume 2 Issue 3, September 2004.Inderscience Publishers Inderscience Publishers, Geneva, SWITZERLAND.
Web Application Architecture: A Comprehensive Guide for Success in 2023stevefary
Delve into the world of web app architecture - from components to best practices. Uncover the secrets of successful design and implementation. Explore now!
A Comprehensive Guide to Web Application Architecturestevefary
Discover the intricate world of Web Application Architecture. From Monolithic to Microservices and Serverless, explore the core components, best practices, and the importance of choosing the right architecture. Learn it all in this comprehensive guide and optimize your digital experience.
PATTERN-BASED AND REUSE-DRIVEN ARCHITECTING OF MOBILE CLOUD SOFTWAREijseajournal
Context: Mobile Cloud Computing (MCC) represents the state-of-the-art technology that unifies mobile computing and cloud computing to develop systems that are portable yet resource sufficient. Mobile computing allows portable communication and context-aware computation, however, due to the energy and resource constraints mobile computing lacks performance for computationally intensive tasks. Cloud computing model uses the ‘as a service’ model - providing hardware and software services - to offer virtually unlimited storage and processing resources. The integration of mobile and cloud computing has given rise to the MCC systems that are portable, context-aware and resource sufficient.
Challenges and Solution: To develop the MCC systems, some recurring challenges such as connectivity, context-awareness, portability and security must be addressed during the system design and architecting process. One way to address these challenges is to use the best practices and repeatable solutions to design and architect the MCC systems. In this research, we aim to utilise the empirically discovered patterns that support reusable design knowledge for architecture-driven development of the MCC systems. We follow a three-step process to empirically discover, document and apply patterns for architecting mobile cloud systems. Specifically, we have discovered three patterns as generic and reusable solutions for MCC systems. We demonstrate the applicability of the patterns based on a case study for architecture-centric development of the MCC patterns. The propose research aims to advance the state-of-the-art on reusable and knowledge-driven architecting of the MCC systems.
76 May 2007Vol. 50, No. 5 COMMUNICATIONS OF THE ACM COMMUNIC.docxevonnehoggarth79783
76 May 2007/Vol. 50, No. 5 COMMUNICATIONS OF THE ACM COMMUNICATIONS OF THE ACM May 2007/Vol. 50, No. 5 75
Adding the word architect to a software practitioner’s title seems sim-
ple enough, but beneath the surface fundamentally different thinking,
toolsets, and disciplines are required to succeed. In teaching software
architecture and working as a software architect, database architect, and
chief architect, I have often found that an unfortunate lack of knowledge
surrounds the architect’s role. Even experienced software practitioners are
often unable to define what exactly the architect does or adds to the soft-
ware development process.
THE SOFTWARE
ARCHITECT
B y M a t t h e w R . Mc B r i d e
Leadership is the defining characteristic in
an unforgiving technology arena.
The context for my discussion here is the
construction of enterprise-level business appli-
cations. I chose it for its inherent difficulty and
complexity, though the related architectural
principles may be applied to any type of soft-
ware construction. Specifically, I examine the
results of applying these principles to three sep-
arate development efforts: a product-ordering
Web site, a complex business-to-business inte-
gration project, and the design and develop-
ment of an enterprise application. Regardless
of the situation, my experience has been that
software architects are not born but trained,
sometimes in the school of hard knocks.
Although effective software architects seem to
intuitively understand and guide projects, an
intellectual framework and its associated disci-
plines and tools are behind this thinking.
Reports of IT overspending and project failure
emphasize the fact that these skills must be
developed. Software professionals in a variety
of roles can leverage them to lead software pro-
jects to exceed customer expectations.
Many seminal ideas in software architecture
can be traced back to a speech Christopher
Alexander, a distinguished building architect,
• Explicit requirements explode by a factor of 50 or
more into implicit (design) requirements as a soft-
ware solution proceeds.
Perhaps more than any other task, managing com-
plexity is an essential element of architecture the
architect must address in order to deliver the
promised system. Strategic approaches are high-level,
broad-brush techniques
used by architects to master
complexity across technical
and nontechnical audiences
alike (see Figure 2).
Included are effective com-
munication and informa-
tion gathering, detailed
planning, and the educa-
tion of all stakeholders
regarding all relevant tech-
nologies. Tactical
approaches address the
techniques the architect
employs at a lower level of
detail, typically with those
who construct or use the
system. This group includes software designers, pro-
ject teams, and end users. Requirements planning,
separation of the system into logical layers, and care-
ful interface definition are
only a few of the tactical
tools at the ar.
This document is written as a guide to an alternative mechanism for project implementation for business owners holding responsibility to deliver IT solutions in the SOA space.
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
2. INTRODUCTION ............................................................................................................... 1
WHAT IS SOFTWARE ARCHITECTURE? ........................................................................... 1
ARCHITECTURE BASED IT STRATEGIES.......................................................................... 3
INFORMATION SYSTEMS IN MANUFACTURING ................................................................. 5
CHARACTERISTICS OF MANUFACTURING TECHNOLOGIES ............................................... 6
MOTIVATIONS FOR ARCHITECTURE–CENTERED DESIGN................................................. 6
Architectural Principles......................................................................................... 7
Architectural Styles............................................................................................... 8
4 + 1 ARCHITECTURE..................................................................................................... 9
MOVING FROM 4+1 ARCHITECTURE TO METHODOLOGIES............................................ 10
STRUCTURE MATTERS................................................................................................. 11
THE ARCHITECTURE PROCESS................................................................................. 12
THE METHODOLOGY AND 4 + 1 ................................................................................... 13
Methodology and the Architecture..................................................................... 14
Methodology for the SRA................................................................................... 14
Methodology for the TSD................................................................................... 16
STEPS IN THE ARCHITECTURE PROCESS............................................................... 18
THE VISION OF THE SYSTEM ........................................................................................ 19
BUSINESS CASE ANALYSIS .......................................................................................... 19
REQUIREMENTS ANALYSIS........................................................................................... 19
4 + 1 and UML.................................................................................................... 21
ARCHITECTURE PLANNING........................................................................................... 21
Enterprise Viewpoint .......................................................................................... 23
Information Viewpoint......................................................................................... 23
Computational Viewpoint ................................................................................... 25
Engineering Viewpoint ....................................................................................... 25
Technology Viewpoint........................................................................................ 26
PROTOTYPING THE SYSTEM......................................................................................... 26
Building Block Based Development................................................................... 26
Building Blocks of the Prototype........................................................................ 27
MANAGING THE PROJECT ............................................................................................ 28
PROTOTYPING THE ARCHITECTURE.............................................................................. 30
INCREMENTAL DEPLOYMENT OF THE SYSTEM .............................................................. 30
TRANSITIONING THE SYSTEM TO PRODUCTION............................................................. 30
OPERATING AND MAINTAINING THE SYSTEM................................................................. 31
CONTINUOUS MIGRATION OF THE SYSTEM COMPONENTS ............................................ 31
APPLYING THE METHODOLOGY ................................................................................ 34
THE ROLE OF THE ARCHITECT ..................................................................................... 34
ARCHITECTURE MANAGEMENT .................................................................................... 34
Architecture Evaluation ...................................................................................... 35
Architecture Management.................................................................................. 35
System Design Process..................................................................................... 36
Non–Functional Architecture ............................................................................. 37
APPLYING THESE PRINCIPLES...................................................................................... 38
AN EXAMPLE ARCHITECTURE ...................................................................................... 39
REFERENCES ................................................................................................................ 42