Complexity and Solution Architecture
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After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
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IT Architecture’s Role In Solving Technical Debt.pdf
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Digital Transformation And Solution Architecture
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Describes an approach to creating a high-level architecture for a complete end-to-end solution design
Integrated Project and Solution Delivery And Business Engagement Model
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Integrating IT Frameworks, Methodologies and Best Practices Into IT Delivery and Operation
Structured Approach to Solution Architecture
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Enterprise Architecture Implementation And The Open Group Architecture Framew...
Enterprise Architecture Implementation and The Open Group Architecture Framework (TOGAF)
Recommended
IT Architecture’s Role In Solving Technical Debt.pdf
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Digital Transformation And Solution Architecture
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Describes an approach to creating a high-level architecture for a complete end-to-end solution design
Integrated Project and Solution Delivery And Business Engagement Model
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Integrating It Frameworks, Methodologies And Best Practices Into It Delivery ...
Integrating IT Frameworks, Methodologies and Best Practices Into IT Delivery and Operation
Structured Approach to Solution Architecture
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Enterprise Architecture Implementation And The Open Group Architecture Framew...
Enterprise Architecture Implementation and The Open Group Architecture Framework (TOGAF)
Why Solutions Fail and the Business Value of Solution Architecture
This is an extract from the book introduction to Solution Architecture that provides a solution architecture perspective on why solution delivery fails. It is a reasonable statement that in the minds of many people failure is synonymous with information technology projects. While this perception is an exaggeration, the outcomes of many IT solution delivery projects represent failures to at least some extent. It is also often true that solution delivery failure is attributed to project management failure such as the quality, skill and experience of the project manager or the misapplication or lack of application of a project management methodology. However, the most effective project management will not make an undeliverable, unworkable, unusable solution deliverable, workable or usable. The solution architect should concern himself or herself with the ultimate success of the project to deliver the designed solution.
Solution Architecture and Solution Acquisition
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
Design Science and Solution Architecture
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs.
Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied.
The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large.
Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner.
Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles.
Knowledge management requires good management of the solution architecture function.
Enterprise Architecture
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Solution Architecture Framework
Solution Architecture Framework:
1. Conceptual Architecture
2. Logical Architecture
3. Physical Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
A tailored enterprise architecture maturity model
Using Gartner's ITScore and US DOC ACMM Maturity Models as a basis for my own.
Digital Transformation And Enterprise Architecture
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Shadow IT And The Failure Of IT Architecture
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
The Need For Effective Early Engagement In Solution Architecture And Design
Early engagement in the solution delivery process needs to occur before any solution delivery project is initiated. Its objective is to understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project
Fundamentally, early engagement is about managing risk:
• Risk of doing the wrong thing
• Risk of doing it in the wrong way
• Risk of underestimating complexity and scope of work
• Risk of higher than expected cost of operation and maintenance
• Risk of underestimating organisation change impact and organisation resistance
• Risk through uncertainty
Early engagement is not a requirements gathering exercise. Traditional requirements gathering requires substantial initial effort, resources and cost and for the business to commit without doubts, uncertainties and ambiguities being known.
Early Engagement involves taking a not necessarily well-defined request from the business and creating an unambiguous set of solution options including their delivery and operation quickly and accurately
This paper describes an approach to early engagement in the solution definition process.
A Brief Introduction to Enterprise Architecture
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Solution Security Architecture
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
EA Intensive Course "Building Enterprise Architecture" by mr.danairat
EA Intensive Course "Building Enterprise Architecture" by mr.danairat
So You Think You Need A Digital Strategy
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
Solution architecture
Fantastic presentation on Solution Architecture by Don Howard & Rakesh Malakar.
Review of Information Technology Function Critical Capability Models
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Solution Architecture And Solution Security
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Agile Solution Architecture and Design
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function.
Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design.
Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does.
Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”.
The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving.
Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences.
Cognitive diversity protects against the effects of Conway’s Law.
Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation.
This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas.
Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business.
Good solution design mean:
• Being aware of all the options and selecting the most appropriate one subject to all constraints
• Avoiding all the conscious and unconscious biases that lead to bad solutions
Put simply, a cognitively diverse team designs better solutions.
Supplier And Service Provider Governance
Competence in sourcing is a core skill of the IT function. The IT function is becoming largely a manager of suppliers and service providers across a wide range of products, solutions and services. IT mediates between the business and the supplier ecosystem, acting as a lens focussing business needs on appropriate suppliers. When products and services are outsourced, the risks of the suppliers and service providers are inherited by the acquiring organisation. Sourcing should not be a “fire and forget” activity. Effective supplier selection and ongoing assessment, validation and management is an important skill for the IT function. The Service Organisation Controls audit approach can be adapted for use by the IT function to develop an approach to vendor governance.
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Why Solutions Fail and the Business Value of Solution Architecture
This is an extract from the book introduction to Solution Architecture that provides a solution architecture perspective on why solution delivery fails. It is a reasonable statement that in the minds of many people failure is synonymous with information technology projects. While this perception is an exaggeration, the outcomes of many IT solution delivery projects represent failures to at least some extent. It is also often true that solution delivery failure is attributed to project management failure such as the quality, skill and experience of the project manager or the misapplication or lack of application of a project management methodology. However, the most effective project management will not make an undeliverable, unworkable, unusable solution deliverable, workable or usable. The solution architect should concern himself or herself with the ultimate success of the project to deliver the designed solution.
Solution Architecture and Solution Acquisition
This describes a systematised and structured approach to solution acquisition or procurement that involves solution architecture from the start. This allows the true scope of both the required and subsequently acquired solution are therefore fully understood. By using such an approach, poor solution acquisition outcomes are avoided.
Solution architecture provides the structured approach to capturing all the cost contributors and knowing the true solution scope.
There is more packaged/product/service-based solution acquisition activity. There is an increasing trend of solutions hosted outside the organisation. Meanwhile solution acquisition outcomes are poor and getting worse.
Poor solution acquisition has long-term consequences and costs.
The to-be-acquired solution needs to operate in and co-exist with an existing solution topography and the solution acquisition process needs to be aware of and take account of this wider solution topography. Cloud-based or externally hosted and provided solutions do not eliminate the need for the solution to exist within the organisation solution topography.
Strategic misrepresentation in solution acquisition is the deliberate distortion or falsification of information relating to solution acquisition costs, complexity, required functionality, solution availability, resource availability, time to implement in order to get solution acquisition approval. Strategic misrepresentation is very real and its consequences can be very damaging.
Solution architecture has the skills and experience to define the real scope of the solution being acquired. An effective structured solution acquisition process, well-implemented and consistently applied, means dependable and repeatable solution acquisition and successful outcomes.
Design Science and Solution Architecture
This examines the potential for the application of Design Science principles to the solution design process within solution architecture to improve the rigour and accuracy of solution designs.
Design Science is the structured and systematic process for creating designs that resolve problems. It is concerned with the structured process for the acquisition and application of knowledge in relation to the problems to the resolved and the solution knowledge to be applied.
The application of Design Science must be a means to an end – better solution quality – and not an end in itself – an incentive for the design function is to become large.
Solution architecture requires a (changing) combination of technical, leadership, interpersonal skills, experience, analysis, appropriate creativity, reflection and intuition applied in a structured manner.
Knowledge management – problem knowledge and solution knowledge – is at the core of the application of design science principles.
Knowledge management requires good management of the solution architecture function.
Enterprise Architecture
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
Solution Architecture Framework
Solution Architecture Framework:
1. Conceptual Architecture
2. Logical Architecture
3. Physical Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
A tailored enterprise architecture maturity model
Using Gartner's ITScore and US DOC ACMM Maturity Models as a basis for my own.
Digital Transformation And Enterprise Architecture
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Shadow IT And The Failure Of IT Architecture
The continued existence and growth of shadow IT gives IT architecture the opportunity show leadership. IT architecture can be the gateway for business IT solution requirements, from initial solution concept through to solution realisation.
Shadow IT is a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. There are many aspects of shadow IT:
• Shadow Projects
• Shadow Data
• Shadow Sourcing
• Shadow Development
• Shadow Solutions
• Shadow Support Arrangements
Shadow IT takes many forms and types
1. CUST – customised solution developed by a third-party
2. DEV – personal devices used to access business systems or authenticate access to hosted solutions used for business
3. DIY – end-user computing application developed by the business
4. HOME – organisation data sent to home devices to be worked on
5. MSG – public messaging and data exchange platforms
6. OPEN – open-source software used as a stand-alone solution or incorporated into other solutions
7. OUT – outsourced service solution
8. PROD – software product acquired by the business and implemented on organisation infrastructure
9. PUB – accessing organisation applications and data using public devices or networks
10. STOR – public data storage and exchange platforms
11. SVC – hosted software solution
Uncontrolled shadow IT represents a real risk to organisations. The experience from previous shadow IT examples is that they have resulted in real financial losses. IT architecture can and should take the lead in implementing structures and processes to mitigate risks while taking maximising the benefits of shadow IT.
The Need For Effective Early Engagement In Solution Architecture And Design
Early engagement in the solution delivery process needs to occur before any solution delivery project is initiated. Its objective is to understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project
Fundamentally, early engagement is about managing risk:
• Risk of doing the wrong thing
• Risk of doing it in the wrong way
• Risk of underestimating complexity and scope of work
• Risk of higher than expected cost of operation and maintenance
• Risk of underestimating organisation change impact and organisation resistance
• Risk through uncertainty
Early engagement is not a requirements gathering exercise. Traditional requirements gathering requires substantial initial effort, resources and cost and for the business to commit without doubts, uncertainties and ambiguities being known.
Early Engagement involves taking a not necessarily well-defined request from the business and creating an unambiguous set of solution options including their delivery and operation quickly and accurately
This paper describes an approach to early engagement in the solution definition process.
A Brief Introduction to Enterprise Architecture
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
Solution Security Architecture
Solution architects must be aware of the need for solution security and of the need to have enterprise-level controls that solutions can adopt.
The sets of components that comprise the extended solution landscape, including those components that provide common or shared functionality, are located in different zones, each with different security characteristics.
The functional and operational design of any solution and therefore its security will include many of these components, including those inherited by the solution or common components used by the solution.
The complete solution security view should refer explicitly to the components and their controls.
While each individual solution should be able to inherit the security controls provided by these components, the solution design should include explicit reference to them for completeness and to avoid unvalidated assumptions.
There is a common and generalised set of components, many of which are shared, within the wider solution topology that should be considered when assessing overall solution architecture and solution security.
Individual solutions must be able to inherit security controls, facilities and standards from common enterprise-level controls, standards, toolsets and frameworks.
Individual solutions must not be forced to implement individual infrastructural security facilities and controls. This is wasteful of solution implementation resources, results in multiple non-standard approaches to security and represents a security risk to the organisation.
The extended solution landscape potentially consists of a large number of interacting components and entities located in different zones, each with different security profiles, requirements and concerns. Different security concerns and therefore controls apply to each of these components.
Solution security is not covered by a single control. It involves multiple overlapping sets of controls providing layers of security.
EA Intensive Course "Building Enterprise Architecture" by mr.danairat
EA Intensive Course "Building Enterprise Architecture" by mr.danairat
So You Think You Need A Digital Strategy
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion.
This describes facets of exploring the options for digital to ensure that the resulting strategy is realistic, achievable and will deliver a return.
Enterprise Architecture needs to be involved in the development of digital architecture. Digital architecture needs to be at the core of the organisation’s wider Enterprise Architecture.
Technology generally accelerates existing business momentum rather than being the originator of momentum. Digital is not a panacea. Digital interactions with third parties gives rise to expectations
Digital will make weaknesses in business processes and underlying technology very evident very quickly. Iterate through digital initiatives, starting small and focussed, learning from experience.
Solution architecture
Fantastic presentation on Solution Architecture by Don Howard & Rakesh Malakar.
Review of Information Technology Function Critical Capability Models
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
Solution Architecture And Solution Security
This describes an approach to embedding security within the technology solution landscape. It describes a security model that encompasses the range of individual solution components up to the entire solution landscape. The solution security model allows the security status of a solution and its constituent delivery and operational components to be tracked wherever those components are located. This provides an integrated approach to solution security across all solution components and across the entire organisation topology of solutions. It allows the solution architect to validate the security of an individual solution. It enables the security status of the entire solution landscape to be assessed and recorded. Solution security is a wicked problem because there is no certainly about when the problem has been resolved and a state of security has been achieved. The security state of a solution can just be expressed along a subjective spectrum of better or worse rather than a binary true or false. Solution security can have negative consequences: prevents types of access, limits availability in different ways, restricts functionality provided, makes solution harder to use, lengthens solution delivery times, increases costs along the entire solution lifecycle, leads to loss of usability, utility and rate of use.
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Agile Solution Architecture and Design
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
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Why Solutions Fail and the Business Value of Solution Architecture
Why Solutions Fail and the Business Value of Solution Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Incorporating A DesignOps Approach Into Solution Architecture
Digital Transformation And Enterprise Architecture
Digital Transformation And Enterprise Architecture
The Need For Effective Early Engagement In Solution Architecture And Design
The Need For Effective Early Engagement In Solution Architecture And Design
EA Intensive Course "Building Enterprise Architecture" by mr.danairat
EA Intensive Course "Building Enterprise Architecture" by mr.danairat
Review of Information Technology Function Critical Capability Models
Review of Information Technology Function Critical Capability Models
Integrated Project Management And Solution Delivery Process
Integrated Project Management And Solution Delivery Process
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
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Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
These topics may appear to be separate but are closely related to the need for an effective solution design process, approach and function.
Nearly 50 years ago, Dr Melvin Conway wrote a short and insightful article titled How Do Committees Invent? where he made a number of observations on the system and solution design process including “… organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” which has become known as Conway’s Law. He identified organisation problems that lead to poor solution design.
Conway’s Law is a warning rather than a prediction. It provides an insight into the solution design problems that can occur if the solution design structures, processes and function are not optimised. What he describes does not have to happen but all too frequently does.
Cognitive Diversity has become a fashionable concept that is talked about more than implemented. It has been written about extensively by Dr Scott Page. The core concept is that “… a random group of intelligent problem solvers will outperform a group of the best problem solvers”.
The value of cognitive diversity to organisations is greatest in the thinking areas such as the solution design function. Managing diverse teams can be difficult and achieving cognitive diversity can be painful and challenging. Cognitive diversity of less value in pure operational and transactions areas where there is a reduced need for problem-solving.
Cognitive diversity protects the organisation against factors such as Cognitive Bias, Strategic Misrepresentation, Planning Fallacy, Optimism Bias, Focalism and Groupthink and their consequences.
Cognitive diversity protects against the effects of Conway’s Law.
Many organisations are attempting to transform themselves in response to external changes and drivers. Organisation transformation is frequently concerned with a migration from product-orientation to services-orientation characterised by responsiveness, customer centricity, self-service and flexibility. Information technology underpins successful and effective organisation transformation.
This is especially true of initiatives such as digital transformation. Digital transformation involves designing and implementing solutions across a wide range of application and system areas.
Being good at solution design means that solutions are defined, designed and delivered in a reliable, stable and innovative way to ensure that cost, time, required functionality and quality are constantly optimised to meet the needs of the business.
Good solution design mean:
• Being aware of all the options and selecting the most appropriate one subject to all constraints
• Avoiding all the conscious and unconscious biases that lead to bad solutions
Put simply, a cognitively diverse team designs better solutions.
Supplier And Service Provider Governance
Competence in sourcing is a core skill of the IT function. The IT function is becoming largely a manager of suppliers and service providers across a wide range of products, solutions and services. IT mediates between the business and the supplier ecosystem, acting as a lens focussing business needs on appropriate suppliers. When products and services are outsourced, the risks of the suppliers and service providers are inherited by the acquiring organisation. Sourcing should not be a “fire and forget” activity. Effective supplier selection and ongoing assessment, validation and management is an important skill for the IT function. The Service Organisation Controls audit approach can be adapted for use by the IT function to develop an approach to vendor governance.
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
Despite years of emphasising the need for IT and business alignment, the disconnect between business and IT continues. IT focuses too much of pure technology. However, business expectations cam be unrealistic, based on part on IT not explaining itself to the business. IT technology trends are not relevant the business. The business is concerned with the results of investment in IT and sees technology as means to an end and not as ends in themselves. IT needs to structure itself so alignment pervades the entire IT function. IT must embed business alignment in the way it operates to ensure it remains relevant to the business. IT needs to mediate between the business and suppliers and technologies, acting as a lens focussing business needs on appropriate solutions. The gulf is between business and IT seems to be getting wider. Failure to ensure this alignment may lead to the business bypassing IT and going straight to suppliers and service providers. Disintermediation of IT is central to the business plans of many internet-based service providers. Failure to systematise alignment will expose IT to the danger of becoming irrelevant.
Process Oriented Architecture
This describes the concept of a Process Oriented Architecture. A Process Oriented Architecture is a way of linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation. It allows two views of any process to be maintained and operated:
1. External view – that experienced by user
2. Internal view – that worked on by the organisational competency
An organisation will interact will multiple external parties. Each external party will have a number of interaction paths or journeys. These journeys are the routes of experience of external parties. These routes of experience need to be mapped (as) seamlessly (as possible) to internal organisational operational process competency groupings.
The interaction paths or journeys represent the Straight Through Processing that the customer (external party) wants to experience. The complexity of internal organisational operational process competency groupings needs to be masked from the customer (external party). Process Oriented Architecture is a key enabler of successful digital transformation.
Code Review Checklist
Quick code review checklist applicable to practically all programming languages and technlogies
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
Business has a consistently poor experience of the internal IT function. It is now all too easy for the business to bypass the central IT function. There is a business shift to cloud service providers offering infrastructure-less solutions with no perceived IT involvement. Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead. The business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond.
If the IT function cannot react to the requirements of the business due to business pressures, the business will go elsewhere. Shadow IT - the acquisition of IT solutions outside the control of the IT function - is an unpleasant and common reality. 50% of IT expenditure is routinely spent outside the control of the IT function. Shadow IT is a symptom of a post-IT world.
The central IT function loses relevance and control. Businesses reduce their reliance on the core IT function.
IT architecture should act as a glue joining the business strategy to the IT strategy. IT architecture needs to operate as an internal business consulting And advisory function. An effective business oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly. The IT Architecture team needs to operate as a team rather than a set of siloed internally focussed IT roles, involving business as well as technologists.
Microservices: Lessons Learned
Or how I learned to stop worrying and love Continuous Deployment...
Presentation by Tom Wilkie on 29/09/16 at SF Microservices Meetup.
In this talk I discuss the journey Weaveworks has been through building Weave Cloud, using all the laster buzzword-compliant techniques: Microservices, DevOps, Continuous Delivery, Kubernetes, Docker etc.
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Capability Maturity Framework to Define a Roadmap
Investing Intelligently In The IT Function
Describes an approach to defining the competencies and capabilities required of the IT function and to use current levels of competence and importance of competency across all activity areas of the IT function to identify those areas at which getting better will yield the greatest return, allowing for targeted investment of resources to get good at what matters
Maximising The Value and Benefits of Enterprise Architecture
Maximising The Value and Benefits of Enterprise Architecture
Introduction To Business Architecture – Part 1
This is the first of a proposed four part introduction to Business Architecture. It is intended to focus on activities associated with Business Architecture work and engagements.
Business change without a target business architecture and a plan is likely to result in a lack of success and even failure. An effective approach to business architecture and business architecture competency is required to address effectively the pressures on businesses to change. Business architecture connects business strategy to effective implementation and operation:
• Translates business strategic aims to implementations
• Defines the consequences and impacts of strategy
• Isolates focussed business outcomes
• Identifies the changes and deliverables that achieve business success
Enterprise Architecture without Solution Architecture and Business Architecture will not deliver on its potential. Business Architecture is an essential part of the continuum from theory to practice.
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Introducing the concept of Enterprise Business Analysis as a strategic resource to achieve business and IT alignment. Alignment means being able to draw a straight Line from business strategy through to delivered and operational solutions implemented to respond to businessn. Business and IT Alignment requires more than just relationship management – it requires actual engagement by IT with the needs of the business.
Data Audit Approach To Developing An Enterprise Data Strategy
Defines a data audit approach to creating an enterprise current data state view as part of defining an enterprise data strategy
Business process analysis and design – importance of having a common language...
Provide an introduction to process design/specification and the potential benefits of using a visual process design approach such as BPMN to enable business and IT users understand how process should operate
The Myth Of Requirements
The myths of requirements are that:
• Requirements gathered from business users through requirements gathering meetings and workshops define the scope and functionality of the solution
• Requirements gathering workshops at the start of a project are sufficient to understand business needs
• Requirements change
The reality is that what is gathered during requirements workshops, meetings, interviews, questionnaires and other activities are not solution requirements but business stakeholder requirements.
Stakeholder requirements must be translated into solution requirements which is turn must be translated into a solution design. A solution is a Resolver, a Provider or an Enabler.
Good solution design requires solution ownership and technical leadership throughout the process.
Any solution is always greater than the sum of the gather requirements. Requirements do not equal a solution.
Any solution also causes problems in terms of:
• Required organisational changes to implement and operate solution
• Additional operational overhead
• Cost to implement
The solution is the minimum set of components that works and that solves the problem at the minimum cost with minimum additional costs.
Review of Data Management Maturity Models
Review existing data management maturity models to identify core set of characteristics of an effective data maturity model:
DMBOK (Data Management Book of Knowledge) from DAMA (Data Management Association)
MIKE2.0 (Method for an Integrated Knowledge Environment) Information Maturity Model (IMM)
IBM Data Governance Council Maturity Model
Enterprise Data Management Council Data Management Maturity Model
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Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
Conway's Law, Cognitive Diversity, Organisation Transformation And Solution D...
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
Don’t Mention The “A” Word – Trends In Continuing Business And IT Misalignment
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
The Centre Cannot Hold: Making IT Architecture Relevant In A Post IT World
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
The First 100 Days for a New CIO - Using the Innovation Value Institute IT Ca...
Orchestration and provisioning architecture for effective service management
Orchestration and provisioning architecture for effective service management
Maximising The Value and Benefits of Enterprise Architecture
Maximising The Value and Benefits of Enterprise Architecture
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Enterprise Business Analysis Capability - Strategic Asset for Business Alignm...
Data Audit Approach To Developing An Enterprise Data Strategy
Data Audit Approach To Developing An Enterprise Data Strategy
Business process analysis and design – importance of having a common language...
Business process analysis and design – importance of having a common language...
Similar to Complexity and Solution Architecture
Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...
Analysis paralysis and decision avoidance occur all too frequently and commonly in the business and solution analysis and design process. It wastes time and money. Analysis paralysis occurs when you cannot escape the analysis stage – you are always looking for more information and for perfection. Decision avoidance and evasion occurs when there is a decision making request/response loop as there are seemingly endless requests for more information – there are always requests for more details, additional options and more clarifications.
There are two possible loops:
1. Analysis Loop – where analysis never finished. Analysis and design do not want to let go – always looking for perfection and want to retain ownership.
2. Decision/Analysis Loop – where decision making is deferred because of requests for more analysis. Fear of decision-making is masked by endless requests for more information and options.
You cannot avoid analysis but do not perform analysis is isolation without a business and solution context
The Conceptual Solution Architecture framework focusses on the core functional and system components of the solution. This enables effective decision-making on the available options implementation time-frames, implementation approaches and likely budget requirements.
Effective analysis and solution design minimise the Solution Space while maximising the size of Requirements Space encompassed within it.
You need to measure the progress of analysis and design and decision making to identify when progress is stalling.
The IT function needs to be a lens concentrating solution need onto solution options. It needs to successfully mediate between the business as the originator of a solution need and the solution provider, either internal or external or both. The IT function needs to be good at moving from analysis and option identification to an implementation decision quickly and effectively.
You need a systematic, structured and measurable approach to decision making. Decision making that follows a systematic approach is be more productive and results in better decisions.
EFFECTIVE BUSINESS DECISION MAKING CONCEPTS AND PROCESS
DECISION MAKING PROCESS IN BUSINESS: PROCESS IMPORTANCE AND RELATED CONCEPTS
Systematic Inventive Thinking and Process improvements
This presentation represents my thoughts on how Systematic Inventive Thinking can be used for Process Innovation.
Solution Architecture And User And Customer Experience
User experience is the sum of experiences across all dimensions of all solutions and the user’s interaction with it including its functionality and quality attributes. It is the sum of all interactions with the solution and the results the solution provides. Solution usability is much, much more than a user interface
Users experience the complete operational solution across its entire scope and experience its functional and quality properties. The solution architect must be aware of the usability of designed solutions. Usability is not an afterthought: it must be embedded in the overall solution design from the start
The dimensions of solution usability are:
• Components of overall solution
• Functional components of solution
• Quality properties
The complete solution Is always much more than just a bunch of software. Implementing the end-to-end components of the solution positively impacts on solution usability and utility. Without the complete view there will be gaps in the usability of the solution.
Enterprise architecture needs to provide leadership in defining and implementing approach to measuring solution usability. Enterprise architecture needs to define standards and associated frameworks for
• Overall experience
• Solution usability
Each of these needs to include measurement and analysis framework. Solution architecture needs to incorporate these standards into solution designs. Individual solutions incorporate usability standards
Overall set of solutions comprise the experience.
PMI-ACP Domain 1 Agile Principles and Mindset
Free training for the PMI-ACP Certification exam -
Learn and understand some basic agile concepts.
View training video here: https://agile-mercurial.com/video-library/pmi-acp-domain-1-agile-principles-and-mindset-training-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Kristian Fischer - Put Test in the Driver's Seat
EuroSTAR Software Testing Conference 2008 presentation on Put Test in the Driver's Seat by Kristian Fischer. See more at conferences.eurostarsoftwaretesting.com/past-presentations/
Project Management: Project Schedule Management Knowledge Area
Project Mangement - overview of the Schedule Management knowledge area within project management. Describes the 6 processes within schedule management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Lean Management System Assessment
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
FOCUS PDCA Quality Imporvement Methodology
We all understand why improvement and a focus on excellence are important, so what we need is a method to use to help with our improvement efforts.FOCUS-PDCA is an improvement methodology that many organizations use to guide their improvement efforts. It’s simply a formalized process for improvement.
Management Foundation implementation introduction 2014 (public)
Implementating a (Global) Corporate Management Standard in a new (Local) Business Unit
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Stopping Analysis Paralysis And Decision Avoidance In Business Analysis And S...
EFFECTIVE BUSINESS DECISION MAKING CONCEPTS AND PROCESS
EFFECTIVE BUSINESS DECISION MAKING CONCEPTS AND PROCESS
Systematic Inventive Thinking and Process improvements
Systematic Inventive Thinking and Process improvements
Solution Architecture And User And Customer Experience
Solution Architecture And User And Customer Experience
Project Management: Project Schedule Management Knowledge Area
Project Management: Project Schedule Management Knowledge Area
Management Foundation implementation introduction 2014 (public)
Management Foundation implementation introduction 2014 (public)
More from Alan McSweeney
Data Architecture for Solutions.pdf
The data architecture of solutions is frequently not given the attention it deserves or needs. Frequently, too little attention is paid to designing and specifying the data architecture within individual solutions and their constituent components. This is due to the behaviours of both solution architects ad data architects.
Solution architecture tends to concern itself with functional, technology and software components of the solution
Data architecture tends not to get involved with the data aspects of technology solutions, leaving a data architecture gap. Combined with the gap where data architecture tends not to get involved with the data aspects of technology solutions, there is also frequently a solution architecture data gap. Solution architecture also frequently omits the detail of data aspects of solutions leading to a solution data architecture gap. These gaps result in a data blind spot for the organisation.
Data architecture tends to concern itself with post-individual solutions. Data architecture needs to shift left into the domain of solutions and their data and more actively engage with the data dimensions of individual solutions. Data architecture can provide the lead in sealing these data gaps through a shift-left of its scope and activities as well providing standards and common data tooling for solution data architecture
The objective of data design for solutions is the same as that for overall solution design:
• To capture sufficient information to enable the solution design to be implemented
• To unambiguously define the data requirements of the solution and to confirm and agree those requirements with the target solution consumers
• To ensure that the implemented solution meets the requirements of the solution consumers and that no deviations have taken place during the solution implementation journey
Solution data architecture avoids problems with solution operation and use:
• Poor and inconsistent data quality
• Poor performance, throughput, response times and scalability
• Poorly designed data structures can lead to long data update times leading to long response times, affecting solution usability, loss of productivity and transaction abandonment
• Poor reporting and analysis
• Poor data integration
• Poor solution serviceability and maintainability
• Manual workarounds for data integration, data extract for reporting and analysis
Data-design-related solution problems frequently become evident and manifest themselves only after the solution goes live. The benefits of solution data architecture are not always evident initially.
Solution Architecture and Solution Estimation.pdf
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates
Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate:
• Knowledge of solution options
• Knowledge of solution component structure to define a solution breakdown structure
• Knowledge of available components and the options for reuse
• Knowledge of specific solution delivery constraints and standards that both control and restrain solution options
Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management.
An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases
There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results.
The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Validating COVID-19 Mortality Data and Deaths for Ireland March 2020 – March ...
This analysis seeks to validate published COVID-19 mortality statistics using mortality data derived from general mortality statistics, mortality estimated from population size and mortality rates and death notice data
Analysis of the Numbers of Catholic Clergy and Members of Religious in Irelan...
This analysis looks at the changes in the numbers of priests and nuns in Ireland for the years 1926 to 2016. It combines data from a range of sources to show the decline in the numbers of priests and nuns and their increasing age profile.
This analysis consists of the following sections:
• Summary - this highlights some of the salient points in the analysis.
• Overview of Analysis - this describes the approach taken in this analysis.
• Context – this provides background information on the number of Catholics in Ireland as a context to this analysis.
• Analysis of Census Data 1926 – 2016 - this analyses occupation age profile data for priests and nuns. It also includes sample projections on the numbers of priests and nuns.
• Analysis of Catholic Religious Mortality 2014-2021 - this analyses death notice data from RIP.ie to shows the numbers of priests and nuns that have died in the years 2014 to 2021. It also looks at deaths of Irish priests and nuns outside Ireland and at the numbers of countries where Irish priests and nuns have worked.
• Analysis of Data on Catholic Clergy From Other Sources - this analyses data on priests and nuns from other sources.
• Notes on Data Sources and Data Processing - this lists the data sources used in this analysis.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
This paper describes how technologies such as data pseudonymisation and differential privacy technology enables access to sensitive data and unlocks data opportunities and value while ensuring compliance with data privacy legislation and regulations.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...
Your data has value to your organisation and to relevant data sharing partners. It has been expensively obtained. It represents a valuable asset on which a return must be generated. To achieve the value inherent in the data you need to be able to make it appropriately available to others, both within and outside the organisation.
Organisations are frequently data rich and information poor, lacking the skills, experience and resources to convert raw data into value.
These notes outline technology approaches to achieving compliance with data privacy regulations and legislation while providing access to data.
There are different routes to making data accessible and shareable within and outside the organisation without compromising compliance with data protection legislation and regulations and removing the risk associated with allowing access to personal data:
• Differential Privacy – source data is summarised and individual personal references are removed. The one-to-one correspondence between original and transformed data has been removed
• Anonymisation – identifying data is destroyed and cannot be recovered so individual cannot be identified. There is still a one-to-one correspondence between original and transformed data
• Pseudonymisation – identifying data is encrypted and recovery data/token is stored securely elsewhere. There is still a one-to-one correspondence between original and transformed data
These technologies and approaches are not mutually exclusive – each is appropriate to differing data sharing and data access use cases
The data privacy regulatory and legislative landscape is complex and getting even more complex so an approach to data access and sharing that embeds compliance as a matter of course is required.
Appropriate technology appropriately implemented and operated is a means of managing and reducing risks of re-identification by making the time, skills, resources and money necessary to achieve this unrealistic.
Technology is part of a risk management approach to data privacy. There is wider operational data sharing and data privacy framework that includes technology aspects, among other key areas. Using these technologies will embed such compliance by design into your data sharing and access facilities. This will allow you to realise value from your data successfully.
Solution Architecture And (Robotic) Process Automation Solutions
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
Data Profiling, Data Catalogs and Metadata Harmonisation
These notes discuss the related topics of Data Profiling, Data Catalogs and Metadata Harmonisation. It describes a detailed structure for data profiling activities. It identifies various open source and commercial tools and data profiling algorithms. Data profiling is a necessary pre-requisite activity in order to construct a data catalog. A data catalog makes an organisation’s data more discoverable. The data collected during data profiling forms the metadata contained in the data catalog. This assists with ensuring data quality. It is also a necessary activity for Master Data Management initiatives. These notes describe a metadata structure and provide details on metadata standards and sources.
Comparison of COVID-19 Mortality Data and Deaths for Ireland March 2020 – Mar...
This document compares published COVID-19 mortality statistics for Ireland with publicly available mortality data extracted from informal public data sources. This mortality data is taken from published death notices on the web site www.rip.ie. This is used a substitute for poor quality and long-delayed officially published mortality statistics.
Death notice information on the web site www.rip.ie is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data and the level of detail is very low. However, the extraction of death notice data and its conversion into a usable and accurate format requires a great deal of processing.
The objective of this analysis is to assess the accuracy of published COVID-19 mortality statistics by comparing trends in mortality over the years 2014 to 2020 with both numbers of deaths recorded from 2020 to 2021 and the COVID-19 statistics. It compares number of deaths for the seven 13-month intervals:
1. Mar 2014 - Mar 2015
2. Mar 2015 - Mar 2016
3. Mar 2016 - Mar 2017
4. Mar 2017 - Mar 2018
5. Mar 2018 - Mar 2019
6. Mar 2019 - Mar 2020
7. Mar 2020 - Mar 2021
It focuses on the seventh interval which is when COVID-19 deaths have occurred. It combines an analysis of mortality trends with details on COVID-19 deaths. This is a fairly simplistic analysis that looks to cross-check COVID-19 death statistics using data from other sources.
The subject of what constitutes a death from COVID-19 is controversial. This analysis is not concerned with addressing this controversy. It is concerned with comparing mortality data from a number of sources to identify potential discrepancies. It may be the case that while the total apparent excess number of deaths over an interval is less than the published number of COVID-19 deaths, the consequence of COVID-19 is to accelerate deaths that might have occurred later in the measurement interval.
Accurate data is needed to make informed decisions. Clearly there are issues with Irish COVID-19 mortality data. Accurate data is also needed to ensure public confidence in decision-making. Where this published data is inaccurate, this can lead of a loss of this confidence that can exploited.
Analysis of Decentralised, Distributed Decision-Making For Optimising Domesti...
This analysis looks at the potential impact that large numbers of electric vehicles could have on electricity demand, electricity generation capacity and on the electricity transmission and distribution grid in Ireland. It combines data from a number of sources – electricity usage patterns, vehicle usage patterns, electric vehicle current and possible future market share – to assess the potential impact of electric vehicles.
It then analyses a possible approach to electric vehicle charging where the domestic charging unit has some degree of decentralised intelligence and decision-making capability in deciding when to start vehicle charging to minimise electricity usage impact and optimise electricity generation usage.
The potential problem to be addressed is that if large numbers of electric cars are plugged-in and charging starts immediately when the drivers of those cars arrive home, the impact on demand for electricity will be substantial.
Operational Risk Management Data Validation Architecture
This describes a structured approach to validating data used to construct and use an operational risk model. It details an integrated approach to operational risk data involving three components:
1. Using the Open Group FAIR (Factor Analysis of Information Risk) risk taxonomy to create a risk data model that reflects the required data needed to assess operational risk
2. Using the DMBOK model to define a risk data capability framework to assess the quality and accuracy of risk data
3. Applying standard fault analysis approaches - Fault Tree Analysis (FTA) and Failure Mode and Effect Analysis (FMEA) - to the risk data capability framework to understand the possible causes of risk data failures within the risk model definition, operation and use
Data Integration, Access, Flow, Exchange, Transfer, Load And Extract Architec...
These notes describe a generalised data integration architecture framework and set of capabilities.
With many organisations, data integration tends to have evolved over time with many solution-specific tactical approaches implemented. The consequence of this is that there is frequently a mixed, inconsistent data integration topography. Data integrations are often poorly understood, undocumented and difficult to support, maintain and enhance.
Data interoperability and solution interoperability are closely related – you cannot have effective solution interoperability without data interoperability.
Data integration has multiple meanings and multiple ways of being used such as:
- Integration in terms of handling data transfers, exchanges, requests for information using a variety of information movement technologies
- Integration in terms of migrating data from a source to a target system and/or loading data into a target system
- Integration in terms of aggregating data from multiple sources and creating one source, with possibly date and time dimensions added to the integrated data, for reporting and analytics
- Integration in terms of synchronising two data sources or regularly extracting data from one data sources to update a target
- Integration in terms of service orientation and API management to provide access to raw data or the results of processing
There are two aspects to data integration:
1. Operational Integration – allow data to move from one operational system and its data store to another
2. Analytic Integration – move data from operational systems and their data stores into a common structure for analysis
Ireland 2019 and 2020 Compared - Individual Charts
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Analysis of Irish Mortality Using Public Data Sources 2014-2020
This describes the use of published death notices on the web site www.rip.ie as a substitute to officially published mortality statistics. This analysis uses data from RIP.ie for the years 2014 to 2020.
Death notice information is available immediately and contains information at a greater level of detail than published statistics. There is a substantial lag in officially published mortality data.
Ireland – 2019 And 2020 Compared In Data
This analysis compares some data areas - Economy, Crime, Aviation, Energy, Transport, Health, Mortality. Housing and Construction - for Ireland for the years 2019 and 2020, illustrating the changes that have occurred between the two years. It shows some of the impacts of COVID-19 and of actions taken in response to it, such as the various lockdowns and other restrictions.
The first lockdown clearly had major changes on many aspects of Irish society. The third lockdown which began at the end of the period analysed will have as great an impact as the first lockdown.
The consequences of the events and actions that have causes these impacts could be felt for some time into the future.
Critical Review of Open Group IT4IT Reference Architecture
This reviews the Open Group’s IT4IT Reference Architecture (https://www.opengroup.org/it4it) with respect to other operational frameworks to determine its suitability and applicability to the IT operating function.
IT4IT is intended to be a reference architecture for the management of the IT function. It aims to take a value chain approach to create a model of the functions that IT performs and the services it provides to assist organisations in the identification of the activities that contribute to business competitiveness. It is intended to be an integrated framework for the management of IT that emphasises IT service lifecycles.
This paper reviews what is meant by a value-chain, with special reference to the Supply Chain Operations Reference (SCOR) model (https://www.apics.org/apics-for-business/frameworks/scor). the most widely used and most comprehensive such model.
The SCOR model is part of wider set of operations reference models that describe a view of the critical elements in a value chain:
• Product Life Cycle Operations Reference model (PLCOR) - Manages the activities for product innovation and product and portfolio management
• Customer Chain Operations Reference model (CCOR) - Manages the customer interaction processes
• Design Chain Operations Reference model (DCOR) - Manages the product and service development processes
• Managing for Supply Chain Performance (M4SC) - Translates business strategies into supply chain execution plans and policies
It also compares the IT4IT Reference Architecture and its 32 functional components to other frameworks that purport to identify the critical capabilities of the IT function:
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL IT Service Management https://www.axelos.com/best-practice-solutions/itil
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
Analysis of Possible Excess COVID-19 Deaths in Ireland From Jan 2020 to Jun 2020
This analysis seeks to determine if there are excess deaths that occurred in Ireland in the interval Jan – Jun 2020 that can be attributed to COVID-19. Excess deaths means deaths in excess of the number of expected deaths plus the number of deaths directly attributed to COVID-19. On the other hand a deficiency of deaths would occur when the number of expected deaths plus the number of deaths directly attributed to COVID-19 is less than the actual deaths.
This analysis uses number of deaths taken from the web site RIP.ie to generate an estimate of the number of deaths in Jan – Jun 2020 in the absence of any other official source. The last data extract from the RIP.ie web site was taken on 3 Jul 2020.
The analysis uses historical data from RIP.ie from 2018 and 2019 to assess its accuracy as a data source.
The analysis then uses the following three estimation approaches to assess the excess or deficiency of deaths:
1. The pattern of deaths in 2020 can be compared to previous comparable year or years. The additional COVID-19 deaths can be added to the comparable year and the difference between the expected, actual from RIP.ie and actual COVID-19 deaths can be analysed to generate an estimate of any excess or deficiency.
2. The age-specific mortality rates described on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency.
3. The range of death rates per 1,000 of population as described in Figure 10 on page 16 can be applied to estimates of population numbers to generates an estimate of expected deaths. This can be compared to the actual RIP.ie and actual COVID-19 deaths to generate an estimate of any excess or deficiency.
Creating A Business Focussed Information Technology Strategy
This presentation describes a structured approach to creating a business-focussed information technology strategy.
An effective business-oriented IT strategy is an opportunity to resolve the disconnection and to ensure the IT function is able to and does respond to business needs and is trusted by the business to provide IT solutions.
The IT strategy will consist of static structural elements relating to the organisation of the IT function:
• Capabilities – skills and abilities the IT function should possess and be able to use effectively and efficiently
• IT Function Structure – the organisation and arrangement of the sub-functions and their responsibilities and relationships
• Operating Model – how the IT function work and delivers value and the processes it implements and operates
• Staffing And Roles – the numbers of people, their roles, responsibilities, expected skills, experience and abilities, workload, reporting structures and expected ways of operating
It will also include dynamic elements relating to initiatives, both enabling initiatives within the IT function and specific business initiatives required to achieve the business strategy.
Describing the Organisation Data Landscape
Outlines an Approach to Describing the Organisation Data Landscape to Assist with Data Transformation Analysis and Planning
The Data Landscape is a representation of the organisation’s data entities and their relationships, interfaces and data flows. Data entities are data asset components that perform data-related functions, from data storage to data transfer and data processing within the Data Landscape.
The objective of developing a Data Landscape model is to define an approach for formally and exactly defining the operation and use of data at a high-level within the organisation and to plan for future changes. It allows the enterprise data fabric to be defined and modelled.
Creating a data landscape view is important as data underpins the operation of information technology solutions and business processes. Data breathes life into solutions as its flows through the organisation. The optimum and most cost-effective design of the data landscape is therefore important. Similarly, solutions that are developed or acquired and deployed on the data landscape
The nature of the organisation data landscape is changing as organisations are undergoing a data transformation.
Solution Architecture Centre Of Excellence
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
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Complexity and Solution Architecture
- 1. Complexity and Solution Architecture Alan McSweeney
- 2. Generalised Solution Architecture Sub-System 1 Primary Processor Sub-System 2 Monitor, Audit, Manage January 6, 2014 Sub-System 3 Control Data Storage and Flow 2
- 3. Generalised Solution Architecture • Sub-System 1 - performs primary activities, functions that accepts and process inputs, performs transformations and creates and presents outputs, divided into multiple components, implements and actualises processes and activities • Sub-System 2 - monitors, audits, measures, manages performance and activities of the components of sub-system 1 • Sub-System 3 - controls operation and communication and storage of data between components of sub-system 1 and between subsystem 1 and sub-system 2 January 6, 2014 3
- 4. Generalised Solution Architecture • Useful in defining the components of the solution January 6, 2014 4
- 5. Solution Views Data View Re su W lts ha ti Vi sG ew Cr e Ac ea n hi te era Ou ev d/ te d/ tp ed ut / Range of Data Being Processed/Handled Process View Processes Enabled and Actualised by Solution and its Functions January 6, 2014 5
- 6. Solution Views And Their Interrelationships Data View Range of Data Being Processed/ Handled Results Consist of Created or Transformed Data Processes Read and Generate Data Process View Results View Processes Enabled and Actualised by Solution and its Functions January 6, 2014 Processes Generate Results What is Generated/ Created/Achieved 6
- 7. Process View And Decomposition Process 1 Activity 1.1 Task 1.1.1 Step 1.1.1.1 January 6, 2014 … Task 1.1.N … Step 1.1.1.N … … Process N Activity 1.N Task 1.N.1 … Task 1.N.N Step 1.N.N.1 … Step 1.N.N.N 7
- 8. Data View And Decomposition Data Type 1 Data Element 1.1 Data Attribute 1.1.1 Data Attribute Value 1.1.1.1 January 6, 2014 … … Data Attribute 1.1.N Data Attribute Value 1.1.1.N … … Data Type N Data Element 1.N Data Attribute 1.N.1 … Data Attribute 1.N.N Data Attribute Value 1.N.N.1 … Data Attribute Value 1.N.N.N 8
- 9. Results/Outputs View And Decomposition Output 1 Output Element 1.1 Output Attribute 1.1.1 Output Attribute Value 1.1.1.1 January 6, 2014 … … Output Attribute 1.1.N Output Attribute Value 1.1.1.N … … Output N Output Element 1.N Output Attribute 1.N.1 … Output Attribute 1.N.N Output Attribute Value 1.N.N.1 … Output Attribute Value 1.N.N.N 9
- 10. Solution Views Re su lts V ie w Data View Process View January 6, 2014 10
- 11. Generalised Decomposition Of Solution Architecture Solution Views Data View Process View Results View Range of Data Processes Enabled What is Generated Being Processed/ and Actualised by / Created/ Solution and Its Achieved/ Output Handled Functions Sub-System 1 Solution Primary Processor Architecture Sub-System 2 Component Monitor, Audit, Manage Views Sub-System 3 Communication and Storage of Data January 6, 2014 11
- 12. Necessary And Unnecessary Complexity • Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated • It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities January 6, 2014 12
- 13. Necessary And Unnecessary Complexity • When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution January 6, 2014 13
- 14. Necessary/Core Complexity After Unnecessary Complexity Removed January 6, 2014 14
- 15. Necessary Complexity Cannot Be Reduced Pressure to Reduce Complexity January 6, 2014 15
- 16. Uncompressible Complexity Attempts To Reduce Complexity Will Give Rise To Increased Complexity Elsewhere Uncompressible Complexity Resembles A Waterbed – Push Down In One Location And The Level Will Rise Elsewhere January 6, 2014 16
- 17. Ashby’s* Law Of Requisite Variety • Complexity is needed to handle and process complexity • Only complexity can implement complexity • The necessary/core complexity of the problem being solved governs and guides the scope of the complexity of the solution * http://en.wikipedia.org/wiki/W._Ross_Ashby http://www.rossashby.info/index.html January 6, 2014 17
- 18. Problem and Solution Complexity Solution Simple Problem Simple Complex Complex Simple problems Simple problems do not have complex have simple solutions solutions Complex problems Complex problems do not have simple have complex solutions solutions • Beware of attempts to oversimplify problems and their solutions to attempt to save time and resources • Beware of attempts to introduce unnecessary complexity into simple problems that mean wasted time and resources January 6, 2014 18
- 19. Failure To Address Complexity And Solution Failure • Complexity factor of the proposed solution must match the complexity factor of the problem being resolved • Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem • Underlying complexity is all to frequently ignored or misrepresented January 6, 2014 19
- 20. Beware Of Snake-Oil Salesmen Peddling Quick-Win Panaceas To Complex Problems AGILE! January 6, 2014 Don’t be confused by approaches to implementation or operation (the How) with the complexity of what has to be done (the What) and how it needs to operate in the long term CLOUD! 20