Enterprise Architecture (#EntArch) as a #systemsapproach applied management discipline

1. Enterprise Architecture (#EntArch)
as a systems-approach applied
management discipline
Alexander SAMARIN

2. • An enterprise architect
– from a programmer to a systems architect (systems of various
sizes: company, corporate, canton, country, continent)
– have created production systems which work without me
• Some of my professional roles
– “cleaning lady” (usually in an IT department)
– “peacemaker” (between the IT and business)
– “swiss knife” (for solving any problem)
– “patterns detective” (seeing commonalities in “unique” cases)
– “assembler” (making unique things from commodities)
– “barriers breaker” (there is always a bigger system)
– “coordinator” (without any formal authority over components)
About me
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3. • The goal of this talk show how the use of the systems
approach to address typical enterprise challenges
– an algorithm to generate an enterprise’s blueprint
– different people in similar situations come
to similar solutions and possibly bring innovations
– an algorithm to build a bigger enterprise from smaller ones
• Management discipline is a coherent set of governing
rules for the better management of the enterprise
functioning in support of the enterprise goals
• Applied means that existing scientific knowledge is used
to develop more practical applications, like technology or
inventions
#EntArch as a systems-approach applied
management discipline
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4. • system
– set of interacting discrete parts organised as a whole which
exhibits (as the result of interaction between the parts) some
emergent characteristics indispensable to achieve one or more
stated purposes
• systems approach
– holistic approach to understanding a system and its discrete parts
in the context of their behaviour and their relationships to one
another and to their environment
– Note: Use of the systems approach makes explicit the structure of
a system and the rules governing the behaviour and evolution of
the system
• Any enterprise is a socio-technical system
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Systems architecting (1)

5. • Architecting is about
– making essential decisions about the system-in-focus to enable
the achievement of its desired emergent characteristics
– understanding the relationship between structure and behaviour,
between design and outcomes
• An architect is a person who
a) translates a customer’s requirements into a viable plan and
b) guides others in its execution
Systems architecting (2)
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6. • Ideal (happy) path
– Formalise your artefacts – syntax and semantic
– Define their lifecycles
– All artefacts must be versionable throughout their lifecycle
– All artefacts must evolve to become externalised, virtual and
cloudable
– Assemble some artefacts into other artefacts
– All relationships between artefacts must be modelled explicitly –
thus the system’s structure is explicit
– All models must be made to be machine-assisted executable –
thus the system’s behaviors can be simulated in advance
– Adjust the artefacts and models to achieve the optimal behaviors
for emergent characteristics
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Systems architecting (3)

7. • My digital manifesto
– Business artefacts are available in digital formats (explicit, formal
and machine-executable)
– Digital is the master media for business artefacts
• In systems architecting the focus is changing
– FROM the thing (or the artefact)
– TO how the thing changes
– HOW things change together
• With the required speed and scale, there is no time for
human intervention and errors
• “In the digital age innovation
depends on process automation”
Effect of digital
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8. • #EntArch must coordinate people, processes, projects and
products in many dimensions:
1. scope span (device, activity, …, country, market)
2. value-stream span (domain-dependent)
3. interoperability layer (business, information,
apps, etc.)
4. time span (project life-cycle, solution
life-cycle, etc.)
5. sector span (various industries)
6. problem space (situation-specific)
7. solution space (context, conception, …, operations - ZF rows)
…
Architecting enterprises as social-
technical systems (1)
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9. • #EntArch must coordinate people, processes, projects and
products in many dimensions:
…
8. social space (gender equality, consensus building, conflict
resolution)
9. cultural space (multi-lingual communication, national mentality,
regional mentality, corporate mentality)
10. media span (physical vs analogue vs digital vs bionic)
11. authority span (top management, …, workers)
12. person span (individual, house, personal cars, public places, etc.)
13. financial span
14. CX span (touch point, journey, storytelling, lifecycle)
Architecting enterprises as social-
technical systems (2)
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10. • Customers
• Shareholders
• Corporate board
• Top management
• Line management
• Super users
• Normal users
• Project managers
• IT architects
• Developers
• Operators
• … and all of them must be comfortable with the system
Lots of stakeholders — many concerns
and views
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11. • Geometrical viewpoints of buildings are
viewed side by side — as a composition
From ISO/IEC/IEEE 42010
• View (system-in-focus dependent) vs
viewpoint (system-in-focus dependent)
• Multiple viewpoints are mandatory
• Architectural viewpoints are often
originated by different people — thus
they must be aligned to be used
together
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12. • concept system or terminology or “common taxonomy”
• business motivation
• business outline
• capability-as-discrete-unit-of-purpose
• operating outline
• process map & service map
• capability-as-performance
• events (triggers) nomenclature
• macro-planning & project portfolio
• application architecture
• data / information architecture
• technology architecture
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Many viewpoints

13. 1. Creating from scratch
2. Changing business outline
3. Changing operating outline
4. Building bigger systems via incorporation of smaller ones
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For scenarios for systems
transformation

14. • Slide 6 from http://www.slideshare.net/TheDesignOfBusiness/introducing-the-open-group-it4it-
standard
• https://www.salesforce.com/blog/2016/04/how-salesforce-does-enterprise-architecture-.html
• https://www.linkedin.com/pulse/design-direct-monitor-enterprise-digital-using-sarath-chandran
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Examples from various sources

15. • Synonyms for “creating company”
– greenfield project
– top-down project
– design of business
• Examples
– sports events
– military mission
– start-up
• The challenge
– an algorithm for creating a company by business people
– everything is digital by default
– automate as much as possible (80 % automatic and 20 % agile
fine tuning)
Scenario 1 “Creating any company from
scratch”
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16. – Creation every 4 years of an ad-hoc company with a 5-year
lifecycle
– Contracting key partners (venues, national associations,
broadcasters)
– Defining the services to be delivered (VIP, broadcast rights,
ticketing, etc.)
– Developing the organisational structure including one team per
venue
– Contracting people (including volunteers) and training them
– Organising travel, accommodation, logistics, uniforms, etc.
for staff and VIPs
– Setting-up venues
– Operating, i.e. executing, the event (many activities each day)
– Dismantling of venues
– Post-event placement of volunteers
– Liquidation of the ad-hoc company
Example — a sports event company
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17. • Think football – a lot people can play football, but only
some of them can play football at the level required to
win EURO 2016
• A business capability is a concept that captures
– “what” an enterprise must do to achieve its mission and
– “how well” an enterprise must doing that “what” to achieve its
mission
• Capability is independent from “how” do we do it, “where”
we do it, “who” does it, “which tools” are used
• There are two major extensions of the concept
‘capability’:
– capability as a discrete-unit-of-purpose
– capability as a measure-of-performance
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About the concept `capability’

18. Algorithm (1) — purpose of the company
Purpose
Business motivation
viewpoint: vision, mission,
stakeholders
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19. Algorithm (2) — capability as discrete
unit of purpose
Purpose
Business motivation
viewpoint: vision, mission
Capability A2Capability A1
Capability B1 Capability B2 Capability B3 Capability B4
Business outline viewpoint
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20. Algorithm (3) — implementations of
capabilities
Purpose
Business motivation
viewpoint: vision, mission
Capability A2
Function A2
Capability A1
Function A1
Capability B1
Commodity
Capability B2
B2B service
Capability B3
Process B3
Capability B4
COTS
Business outline viewpoint
- B2C for customers
- B2B with key partners
- shared capabilities
B2C
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21. Algorithm (4) — operating model
Purpose
Business motivation
viewpoint: vision, mission
Capability A2
Function A2
Capability A1
Function A1
Capability B1
Commodity
Capability B2
B2B service
Capability B3
Process B3
Capability B4
COTS
Business outline viewpoint
- B2C for customers
- B2B with key partners
- shared capabilities
B2C
Operating outline
viewpoint
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22. Algorithm (5) — machine-executable
Purpose
Business motivation
viewpoint: vision, mission
Capability A2
Function A2
Capability A1
Function A1
Capability B1
Commodity
Capability B2
B2B service
Capability B3
Process B3
Capability B4
COTS
Business outline viewpoint
- B2C for customers
- B2B with key partners
- shared capabilities
B2C
Operating outline
viewpoint
Microservices viewpoint
- stateless or stateful
- idempotent
Composite microservice
API
BPM-suite formSpecific development
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COTS B2B service

23. • Various industry reference models
– value streams
– capabilities
Generating capabilities
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24. Matching business functions and tools
Business Functions
Tools
Concrete business capabilities
Specific technical capabilities
Generalised
Technical capabilities
Uniform
Business capabilities
Tools
Implicit
Implementation
Business Functions
Magic
• Various patterns and good business practices
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25. Modelling of processes on demand
L1
Value-
steam
s
L2 Clusters-of-
processes
L3 Coordination of
fragments
L4 Coordination of activities
L5 Automation of activities and processes
Departmental projects to
implement the processes of a
particular business domain with a
BPM-suite tool
Quick enterprise-wide “landscape” project
to develop L1 and L2 processes and to
establish common practices (modelling
procedures, patterns, etc.)
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26. Addressing B2C concerns about
customer experience
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27. • There are two major interpretations of
the concept ‘capability’:
– capability as a discrete unit-of-purpose
(WHAT, “do the right things” or
functional requirements)
– capability as a measure-of-performance
(HOW WELL, “do things right” or non-functional requirements)
• Without explicit and machine-executable processes any
performance estimations are qualitative
• With explicit and machine-executable processes any
performance estimations can be quantitative
• Explicit and machine-executable processes are models to
be used for predictive analytics (next best action, next
best improvement, etc.)
From qualitative to quantitative
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28. • How can you manage efficiently
many contracts?
• Consider each contract is a
process-centric solution
(who is doing what, when, how well, etc.)
• But such a contract must be “immutable”:
– open-source BPMs tool
– standardised and certified execution semantic
– contract process definition is immutable (save it in a blockchain!)
– all the audit-trails and collected data are immutable
– potentially, BPM-suite tool is operated by a certified third-party
– potentially, my “digital” lawyer is one of the miners in this blockchain
B2B and commodities — many contracts
to manage
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29. • Scenario 2 “Changing operating outline”
– Synonyms
• modernizing, optimizing, refactoring, restructuring,
rationalisation, standardisation, etc.
– Examples
• BPR, CPI, TQM, etc.
• Scenario 3 “Changing business outline”
– Synonyms
• rethinking, reimagining, reinventing, innovations, etc.
– Examples
• disruptive strategy
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Two variants of “Creating from scratch”

30. • Synonyms
– bottom-up
– integration
• Examples
– silos removal
– M & A
– system of systems, i.e. no control
over constituting systems
– supply-chain
– smart-city
– smart-energy
– healthcare
– e-government
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Scenario 4 “Building bigger systems via
incorporation of smaller ones”

31. • Question: What should be done to say “all the interacting
discrete parts of the system-in-focus work as a whole”?
• Answer: all the interacting discrete parts of the system-
in-focus must be incorporated structurally and
behaviorally to guarantee the desired emergent
characteristics
• Question: What are the system-forming factors for a
particular system-in-focus?
• Answer:
– Determine “dimensions” which are most
import for the system-in-focus
– Start with “dimensions” as integration pillars
– Align between “dimensions”
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General considerations for this scenario

32. • Energy stream or “domains” (energy generation, energy
transmission, energy delivery, energy consumption)
• Operating span or “zones” (process, field, station,
operation, enterprise, market)
• Interoperability layers (business, functions, information,
communication, components)
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Example of dimensions from
IEC SyC “Smart Energy”

33. • Interoperability layers business, functions, information,
communication, components
• Operating span or “Hierarchy Levels” (product, field
device, control device, station, work-centre, enterprise,
connected-world)
• Value stream
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Example of dimensions from
Germany, Industry 4.0

34. • Proximity (aura/body, home, personal vehicle, public
building, global)
• Enablers (monitoring, audio-visual interaction, assistance
systems, data acquisition, mechatronics and control, data
aggregation and storage, defined function control and
support, complex cross-function service control and
support, integral service programs)
• Interoperability layers (business, functions, information,
communication, components)
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Example of dimensions from
IEC SyC “Ambient Assisted Living”

35. • Potential partners form a common governance body
• A reference model (including ontology) must be created
• Practically all capabilities are implemented by B2B
• Capabilities of each business partners (their B2C) must be
made available in a standardise form
• Coordination must be use to assemble some capabilities
from existing capabilities
• Trust and traceability are very important – use blockchain
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Bigger systems are system-of-systems

36. • Think football – a lot people can play football, but only
some of them can play football at the level required to
win EURO 2016
• A business capability is a concept that captures
– “what” an enterprise must do to achieve its mission and
– “how well” an enterprise must doing that “what” to achieve its
mission
• Capability is independent from “how” do we do it, “where”
we do it, “who” does it, “which tools” are used
• There are two major extensions of the concept
‘capability’:
– capability as a discrete-unit-of-purpose
– capability as a measure-of-performance
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About the concept `capability’

37. Algorithm (1) — existing systems
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system 1 Existing systemssystem 2

38. Algorithm (2) — existing services
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service 1.1 service 2.1 service 2.2 Existing servicesservice 1.2

39. Algorithm (3) — purpose of the system
Purpose
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service 1.1 service 2.1 service 2.2 Existing services
Business motivation
viewpoint: vision, mission,
stakeholders, etc.
service 1.2

40. Algorithm (4) — capability as discrete unit of
purpose
Purpose
Capability A2Capability A1
Capability B1 Capability B2 Capability B3 Capability B4
Reference model viewpoint
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service 1.1 service 2.1 service 2.2 Existing services
Business motivation
viewpoint: vision, mission,
stakeholders, etc.
service 1.2

41. Algorithm (5) — reference implementation
Purpose
Capability A2Capability A1
Capability B1 Capability B2 Capability B3
Process B3
Capability B4
COTS
Reference model viewpoint
with reference
implementation
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service 1.1 service 2.1 service 2.2 Existing services
Gap Gap
Business motivation
viewpoint: vision, mission,
stakeholders, etc.
service 1.2

42. Algorithm (6) — operating model
Purpose
Capability A2Capability A1
Capability B1 Capability B2 Capability B3
Process B3
Capability B4
COTS
Reference model viewpoint
with reference
implementation
Operating outline
viewpoint
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service 1.1 service 2.1 service 2.2 Existing services
Gap Gap
Business motivation
viewpoint: vision, mission,
stakeholders, etc.
service 1.2

43. Algorithm (7) — composition of services via
API
Purpose
Capability A2Capability A1
Capability B1 Capability B2 Capability B3
Process B3
Capability B4
COTS
Reference model viewpoint
with reference
implementation
Operating outline
viewpoint
Implementation viewpoint
- Existing services
- Commodities
- etc.
Composite microservice
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Commodity
API API API
service 1.1
service 1.2 service 2.1
service 2.2 Existing services
Gap Gap
Gap
API
Business motivation
viewpoint: vision, mission,
stakeholders, etc.

44. • Align terminology or, even better,
make an ontology
– concept system
• Understand concerns of all people involved
– stakeholders analysis
• Develop common syntax, semantic and lifecycles for all
assets
– data / information nomenclature
• List external and internal (change lifecycle phases) events
– event nomenclature
• Analyse all existing parts to decompose them into services
– use-cases
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As much as possible common definitions

45. • Various industry reference models
– value streams
– capabilities
Generating capabilities
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46. Matching business functions and tools
Business functions
Tools
Concrete business capabilities
Specific technical capabilities
Generalised
technical capabilities
Uniform
business capabilities
Tools
Implicit
implementation
Business functions
Magic
• Various patterns and good business practices
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47. Business function B1
Business function C3
• Implementation of business function B1 comprises business function C3
which is “smaller” than B1) and tools T1, T2, T3 & T9
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Step 1
Tool T1 Tool T2 Tool T3 Tool T9
Implicit implementation

48. • Implementation of B1 requires (in addition to C3) some concrete business
capabilities (as requirements described by the owners of B1)
Business function B1
Concrete
business
capability B1ZBusiness function C3
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Step 2
Tool T1 Tool T2 Tool T3 Tool T9
Concrete
business
capability B1B
Concrete
business
capability B1A
Implicit implementation

49. • Concrete business capabilities can be implemented by various specific
technical capabilities
Business function B1
Concrete
business
capability B1Z
Specific
technical
capability T9A
Specific
technical
capability T3A
Specific
technical
capability T9B
Specific
technical
capability T1B
Specific
technical
capability T1A
Specific
technical
capability T2A
Business function C3
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Step 3
Tool T1 Tool T2 Tool T3 Tool T9
Concrete
business
capability B1B
Concrete
business
capability B1A
Implicit implementation

50. • The concrete business capability B1A was agreed to match the common
good-business-practice business BC10
Business function B1
Concrete
business
capability B1Z
Specific
technical
capability T9A
Specific
technical
capability T3A
Specific
technical
capability T9B
Specific
technical
capability T1B
Specific
technical
capability T1A
Specific
technical
capability T2A
Uniform
business
capability BC10
Good business practices
and business patterns
Uniform
business
capability BC11
Business function C3
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Step 4
Tool T1 Tool T2 Tool T3 Tool T9
Concrete
business
capability B1B
Concrete
business
capability B1A
Implicit implementation

51. • Specific technical capabilities T1B and T2A are the same generalized technical
capability TC30
Business Function B1
Concrete
business
capability B1Z
Specific
technical
capability T9A
Specific
technical
capability T3A
Specific
technical
capability T9B
Specific
technical
capability T1B
Specific
technical
capability T1A
Specific
technical
capability T2A
Uniform
business
capability BC10
Generalised
technical
capability TC10
Good business practices
and business patterns
Uniform
business
capability BC11
Standardized or generalised
functionality
“de-facto” or “de-jure”
Business Function C3
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Step 5
Tool T1 Tool T2 Tool T3 Tool T9
Concrete
business
capability B1B
Concrete
business
capability B1A

52. • Thus tool T2 can be eliminated
Business function B1
Concrete
business
capability B1Z
Specific
technical
capability T9A
Specific
technical
capability T3A
Specific
technical
capability T9B
Specific
technical
capability T1B
Specific
technical
capability T1A
Specific
technical
capability T2A
Uniform
business
capability BC10
Generalised
technical
capability TC10
Good business practices
and business patterns
Uniform
business
capability BC11
Standardized or generalised
functionality
“de-facto” or “de-jure”
Business function C3
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Step 6
Tool T1 Tool T2 Tool T3 Tool T9
Concrete
business
capability B1B
Concrete
business
capability B1A

53. • How can you manage efficiently
many contracts?
• Consider each contract is a
process-centric solution
(who is doing what, when, how well, etc.)
• But such a contract must be “immutable”:
– open-source BPMs tool
– standardised and certified execution semantic
– contract process definition is immutable (save it in a blockchain!)
– all the audit-trails and collected data are immutable
– potentially, BPM-suite tool is operated by a certified third-party
– potentially, my “digital” lawyer is one of the miners in this blockchain
B2B and commodities — many contracts
to manage
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discipline
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54. Modelling of processes on demand
L1
Value-
steam
s
L2 Clusters-of-
processes
L3 Coordination of
fragments
L4 Coordination of activities
L5 Automation of activities and processes
Departmental projects to
implement the processes of a
particular business domain with a
BPM-suite tool
Quick enterprise-wide “landscape” project
to develop L1 and L2 processes and to
establish common practices (modelling
procedures, patterns, etc.)
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55. • Find dependencies between functions and events (e.g.
function is invoked because of an event) and
express them via different coordination techniques
(flow-chart, schedule, decision, etc.)
– various model kinds for coordination
• Find implicit processes and make them explicit
– process map
• Find various gaps
– integration points
– coordination points
– touch points
– missing parts
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Coordination is very important

56. • Orchestration-centric
– temporal-based
– flow-chat-based
– pattern-based
• State-centric
– life-cycle-based
• Decision-centric
– rule-based
– behaviour-based
– managerial
– instinct-based
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About coordination techniques (1)

57. • Various
– resource-based
– goal-based
– event-based
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About coordination techniques (2)

58. Coordination
technique
Level of
coordination
Type of
coordination
Nature of
coordination
Horizon of
coordination
Intensity of
coordination
Scope of
coordination
Flexibility of
coordination
Orchestration strong imperative explicit future high group low
State strong imperative explicit now low individual low
Decision weak declarative both now low individual low
Event weak declarative implicit now various individual++ high
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Comparison of coordination techniques
– level: weak (crowd) or strong (army)
– type: imperative (working instruction) or declarative (a set of constrains)
– nature: explicit (as state laws or directives) or implicit (tacit, social)
– horizon: now or future
– intensity: low or high or various
– scope: individual or group (set)
– flexibility: low or high

59. • BPM-suite tool viewpoint
• Microservices application viewpoint
• Microservices execution viewpoint
• Platform viewpoint
• Security viewpoint
• Governance viewpoint
• Project management viewpoint
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Some transversal viewpoint

60. BPM-suite + SOA + ESB viewpoint
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61. Application microservice architecture
viewpoint
The microservices way:
- the speed of change
- the safety of change
- at scale
- in harmony
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62. Microservices execution viewpoints
Error-recovery process design
Microservices as scripts for universal
robots
Queueing jobs for robots
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63. • Because of the coherent design, many components will be
common and thus constitute a Corporate Uniformed
Business Execution (CUBE) platform
Platform viewpoint (1)
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64. Platform viewpoint (2)
Platforms
combine:
- diversity
- uniformity
Potential
platforms:
- e-government
- smart-city
- e-health
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65. Security viewpoint — dynamic security
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66. • If the “Activity_B” validates the results of “Activity_A”
then no actor should be simultaneously in “Role_1” and
“Role_2”
Security viewpoint — process-based
access control
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67. Governance viewpoint — follow
artefacts’ lifecycles
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68. • To check that your set of processes / functions /
capabilities is complete:
map functions vs primary artefacts
• An IT framework with “holes”
• A set of typical IT value streams
Governance viewpoint — is our model
complete?
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69. • Top-down architecting to reduce the complexity, then
start agile implementations
Project management — mixture of top-
down & agile
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70. • There are several viewpoints and model kinds which are
mandatory for enterprise-as-a-system
• Certainly, some viewpoints can be derived from other
viewpoints
• There is still lack of patterns for various viewpoints and
model kinds
• There is still lack of techniques to transform some models
to other models (thus views to views)
• Conventional EA tools offer little help
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Conclusions

71. • Personal website: http://www.samarin.biz
• Blog http://improving-bpm-systems.blogspot.com
• LinkedIn: http://www.linkedin.com/in/alexandersamarin
• E-mail: alexandre.samarine@gmail.com
• Twitter: @samarin
• Mobile: +41 76 573 40 61
• Book: www.samarin.biz/book
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Thank you
2016-07-03

72. • Add capability slides
• Re-draw capability boxes
• add 0 slide for bottom-up
• add “eclipse” patterns to the bottom-up
• Measurable, Repeatable and Predictable
• Requirements are simply a projection of the descriptive
system model into the problem domain, not a separate
model themselves.
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to do