Enterprise Architecture.pptx

Architecture and Patterns for IT Service Management,
Resource Planning, and Governance
Making Shoes for the Cobbler's Children
by Charles T. Betz

IT started:
 IT (arguably) started with the invention of writing and counting. Managing
libraries was a problem known to the ancient Egyptians, and the challenges of
categorizing, tracking, and deriving useful information from raw data thus
date from earliest history to the present. Innovations such as the abacus;
decimal arithmetic; dual-entry accounting; the large-scale, professionally
managed countinghouse; and modern fi ling and workfl ow techniques all
predated the electronic automation of information management.

Achievements of IT
 The fastest transactional systems can process upward of 3 million transactions
a minute, enough volume to support a large city’s worth of people doing
nothing but ordering things.
 The largest data warehouses now are 100 terabytes, or 5 times all of the text
in the Library of Congress.
 The fastest long-distance network links exceed 40 gigabits per second, enough
speed to transmit the Library of Congress text in just over 1 hour.
 And as Ray Kurzweil notes, “Supercomputers will achieve one human brain
capacity by 2010, and personal computers will do so by around 2020. By 2030,
it will take a village of human brains (around a thousand) to match $1000 of
computing. By 2050, $1000 of computing will equal the processing power of
all human brains on Earth.”

IT problems:
 Failures of alignment, of projects, and of mission critical systems are far too common and widely reported, both in
the popular press and on the golf courses of elite country clubs: IT—can’t live with it, can’t live without it. The world
is only starting to see the failures of complex system interactions. The Y2K crisis required massive, urgent
investment. The atrocities of 9/11 arguably could have been prevented by better information sharing among federal
agencies. The 2003 East Coast blackout was caused in part through failures of IT. In short, the continuous expansion
of IT complexity (nowhere near the end of how complex we can make it), is increasing the risk that “unmanaged IT”
is imposing on business and on society.
 Failures of Alignment and Strategy
 Failures of IT Projects
 Failures of IT Operations

The proposed solutions
 Responsive, agile support for evolving business needs and strategies
 Operational effectiveness: available and high performing systems and infrastructure
 Cost effectiveness, efficiency, and transparency
 Capable risk and security management
Various disciplines, programs, and slogans have emerged as “banners” representing the goal of improving
enterprise IT management:

IT Enablement Themes and Strategies

IT Enablement Themes and Strategies: continued

The IT Value Chain: A Process Foundation
COBIT Control Objectives for Information and Related Technology (COBIT) is a
risk management framework published by the Information Systems Audit and
Control Association (ISACA). It is of interest because the risk management
framework is essentially a comprehensive IT process framework identifying all
major activities of a typical IT organization in a representation that supports
process measurement and management control.
COBIT divides IT into four areas:
 Planning and organization
 Acquisition and implementation
 Delivery and support
 Monitoring
Frameworks, Frameworks Everywhere

The Capability Maturity Model Integration (CMMI) is a framework for developing and assessing the software development maturity of an
organization. It is based on long-term research performed by the Software Engineering Institute (SEI) at Carnegie-Mellon University. A widely noted
characteristic of CMMI is the concept of maturity “levels” through which organizations pass. As a framework, it includes specific guidance on
software engineering best practices, as well as some generic characteristics that enable its translation to domains other than software engineering; there
are CMMI-based SEI frameworks for systems engineering, software engineering, integrated product and process development, and supplier sourcing.
CMMI for software engineering defines four major process area categories:
 Process management
 Project management
 Engineering
 Support
CMMI has been criticized from a variety of perspectives. First, it is highly abstract and academic. Process centricity to the
exclusion of human factors is one critique;55 another is that it is project centric and disregards operational challenges of
day-to-day service management and even software maintenance. The CMMI work does not well account for the possibility
of ITSM-based processes (e.g., incident management) being an important source of feedback for project quality. This is
because CMMI needs to address many types of projects, including those creating packaged software, embedded systems,
and products. Nevertheless, it remains the most influential software engineering framework in the world; the Agile
movement and the proprietary Rational Unified Process™ are also significant players.
Frameworks, Frameworks Everywhere -continued

ITIL and ITSM The Information Technology Infrastructure Library (ITIL) is a best-practice framework originating in
the United Kingdom (it is published by their Office of Government Communications). ITIL is gaining great
momentum worldwide, with increasing (if belated) adoption in the United States.
 ITIL at this writing consists of nine volumes:
 The Business Perspective: IS View
 The Business Perspective: Business View
 Application Management
 Service Delivery
 Service Support
 Software Asset Management
 ICT Infrastructure Management
 Security Management
 Planning to Implement IT Service Management
ITSM, according to Van Bon, is “a set of processes that cooperate to ensure the quality of live IT services, according to the levels of
service agreed with the customer.” The focus in ITSM and ITIL is the concept of “service,” a business-intelligible manifestation of the IT
capability that represents value-adding functionality, from the business perspective.

ITIL is an important and influential center of gravity in IT management. It is helping to standardize language and
provide a common reference model for IT operations in particular. It is often seen as synonymous with the Service
Delivery and Service Support volumes, which cover the following process areas:
 Service support
 Service desk
 Incident and problem management
 Configuration management
 Change management
 Release management
 Service delivery
 Service-level management
 Financial management for IT
 Capacity management
 Continuity management
 Availability management

 As with CMMI, there are many critiques of ITSM and ITIL. The ITIL volumes are not uniform in quality; the
Application Management and Security Management volumes in particular have not been well received.
Overlapping frameworks (e.g., the Application Services Library) exist.
 While claiming to be based on process, ITIL does not address process improvement (e.g., see COBIT’s process
of “develop and maintain procedures” or the CMMI “process management” process area).
 ITIL does not effectively address the activity of IT portfolio management or the function of enterprise
architecture and thus is weak in higher-level planning and control concepts. As Hans van Herwaarden and Frank
Grift note, “the consistency that characterized the service support processes…is largely missing in the service
delivery books,” meaning that although the material on incident, problem, change, release, and configuration
management is strong, the material on capacity, availability, continuity, finance, and service-level management is
less so.
 Another significant issue is that the entire software development life cycle is encapsulated in the release
management function, which does not provide enough detail to make ITIL seem relevant to those activities.
 However, like CMMI, ITIL seems to have a critical mass of acceptance and will be an important part of the
landscape.

With such breadth and depth available in COBIT, CMMI, and ITIL, why spend any time developing a new
framework?
As Jeff Kaplan notes, The last thing the IT industry needs is another proprietary framework. The best thing that could
happen would be if all the disparate IT associations (ITIL, SEI, COBIT, etc.), as well as academics who study and
teach IT management, were to consolidate their frameworks into one definitive, comprehensive, public-domain
reference model that would align industry terminology and create a single blueprint for IT managers
A Value Chain Framework
Well stated. However, the primary reason for YAFW (yet another framework) is that, even though all these
frameworks are (to varying degrees) seen as process oriented, none have a true value chain orientation. They do not
defi ne what the core value-adding process is for the IT organization, and it is easy in reading them in all their
detail to lose perspective as to what is primary and what is supporting in enterprise IT.

The IT Value Chain: A Process Foundation-continued
The modern business is often represented in context (an
approach deriving from systems theory) something like Figure
2.1 adapted from Geary Rummler and Alan Brache.
Current management theory has the central concept of “the
business” identified with the concept of a value chain. The value
chain is a concept in which each activity in the chain or
sequence adds some value to the final product. It’s assumed that
if you asked the customer about each of the steps, the customer
would agree that the step added something to the value of the
product…. Human resources, senior management functions, and
IT processes are all considered supplementary or secondary
processes…. They don’t produce outputs that are consumed by
customers and generate income.70

The IT Value Chain: A Process Foundation –continued
Michael Porter’s generic value chain representing a manufacturing firm appeared as shown in Figure 2.2.

IT AS A BUSINESS – system context

It’s important to recognize that even the core value chain activities (which can casually be called plan, build, and run) may not be recognizable to the
customer. At the highest level, the customer is seeking services delivered by the IT organization with the following quality attributes identified previously:
• Responsiveness to changing customer needs and strategies
• Cost effectiveness, efficiency, and transparency
• Effective risk management (e.g., assurance of confidentiality)
• Operational effectiveness (e.g., availability and performance)
Again, the key to understanding the value chain concept is the mental experiment: what would the customer see as value adding if the customer could see
inside the factory?

Mapping the Frameworks to the Value Chain

SUPPORTING THE IT VALUE CHAIN:A Supporting Data
Architecture
A Conceptual Data Model

General IT Data Architecture Issues includes:
 Mapping the Business to IT
 Versioning
 Collaboration
 Portfolio - A portfolio is a collection of objects with like attributes across which meaningful comparisons can be made for decision-making
purposes. It has a further connotation of a fi nancial resource pool or account of some sort, but portfolios can also be measured and managed on nonfi
nancial bases
SUPPORTING THE IT VALUE CHAIN:A Supporting Data
Architecture

SUPPORTING THE IT VALUE CHAIN: A Supporting Systems
Architecture

A Supporting Systems Architecture

Systems for Planning and Controlling

Systems for Solutions Delivery

Cross-Boundary Build–Run Systems

Systems for Service Support

Information-Centric Systems
This central class of tools includes all the various forms of repositories used to provide insight into complex IT infrastructures, including
enterprise architecture, knowledge management, metadata management, and configuration management. It covers both top-down and
bottom-up capture, analysis, and management of complex concepts

Patterns for IT Enablement
 In software engineering, a design pattern is a general solution to a common
problem…. A design pattern isn’t a finished design that can be transformed
directly into [program] code; it is a description or template for how to solve a
problem that can be used in many different situations.

Core Value Chain Patterns
Patterns for IT Enablement
request for change (RFC)

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