The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
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
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
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
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
A Brief Introduction to Enterprise Architecture Daljit Banger
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 .
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
What Can We Do With The ArchiMate Language?Iver Band
Last year, the Open Group released version 3.0 of the ArchiMate® standard, which provides a language with concepts for describing enterprise and solution architectures, a framework for organizing these concepts, a graphical notation for these concepts, and recommendations for viewpoints, which are visualization templates that address the concerns of particular stakeholders. The standard is public and free for end users. It can be extended through specialization of its concepts and relationships, and is supported by an increasing number of tools, consultancies and training organizations.
We use a fictitious—but realistic—case study to describe what we can do with the ArchiMate language. Each of the sections in this article presents one or more views of an ArchiMate model that tells a story about the collection and analysis of Big Data to create business value. Big Data consists of datasets that cannot be handled efficiently with traditional centralized data architectures due to their extensive volume, variety, velocity and variability. These characteristics demand scalable architectures for efficient storage, manipulation and analysis.
How to apply the Agile approach to TOGAF®.
AGENDA
• Goals of the workshop
• Essence of Agile
• Mapping agile approach to the TOGAF® ADM
• Mapping agile practices to the TOGAF® ADM
• Review of selected techniques
• Architecture iteration simulation workshop (executing the iterations).
The ArchiMate Language for Enterprise and Solution ArchitectureIver Band
The ArchiMate standard provides:
* A language with concepts to describe architectures
* A framework to organize these concepts
* A graphical notation for these concepts
* Guidance on visualizations for different stakeholders
* An open standard maintained by The Open Group
This presentation illustrates the value of ArchiMate modeling with a Big Data case study.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
Data product thinking-Will the Data Mesh save us from analytics historyRogier Werschkull
Data Mesh: What is it, for Who, for who definitely not?
What are it's foundational principles and how could we take some of them to our current Data Analytical Architectures?
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
A Brief Introduction to Enterprise Architecture Daljit Banger
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 .
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
ValueFlow IT has synthesised the old and the new of IT management frameworks into a multi-speed operating model. This accommodates the different pace layers (thanks Gartner) of the portfolio and tunes the IT organisational structures processes and tools.
What Can We Do With The ArchiMate Language?Iver Band
Last year, the Open Group released version 3.0 of the ArchiMate® standard, which provides a language with concepts for describing enterprise and solution architectures, a framework for organizing these concepts, a graphical notation for these concepts, and recommendations for viewpoints, which are visualization templates that address the concerns of particular stakeholders. The standard is public and free for end users. It can be extended through specialization of its concepts and relationships, and is supported by an increasing number of tools, consultancies and training organizations.
We use a fictitious—but realistic—case study to describe what we can do with the ArchiMate language. Each of the sections in this article presents one or more views of an ArchiMate model that tells a story about the collection and analysis of Big Data to create business value. Big Data consists of datasets that cannot be handled efficiently with traditional centralized data architectures due to their extensive volume, variety, velocity and variability. These characteristics demand scalable architectures for efficient storage, manipulation and analysis.
How to apply the Agile approach to TOGAF®.
AGENDA
• Goals of the workshop
• Essence of Agile
• Mapping agile approach to the TOGAF® ADM
• Mapping agile practices to the TOGAF® ADM
• Review of selected techniques
• Architecture iteration simulation workshop (executing the iterations).
The ArchiMate Language for Enterprise and Solution ArchitectureIver Band
The ArchiMate standard provides:
* A language with concepts to describe architectures
* A framework to organize these concepts
* A graphical notation for these concepts
* Guidance on visualizations for different stakeholders
* An open standard maintained by The Open Group
This presentation illustrates the value of ArchiMate modeling with a Big Data case study.
Introduction to Business Architecture - Part 2Alan McSweeney
The first part is available at: https://www.slideshare.net/alanmcsweeney/introduction-to-business-architecture-part-1.
This material describes conducting a specific business architecture engagement. The engagement process is generic and needs to be adapted to each specific application and use. The engagement is a formal process for gathering information and creating a new business function model based on an analysis of that information.
The objective is to create a realistic and achievable target business architecture to achieve the desired business change.
Business architecture is a structured approach to analysing the operation of an existing business function or entire organisation with a view to improving its operations or developing a new business function, with a strong focus on processes and technology. Business architecture is not about business requirements – it is about business solutions and organisation changes to deliver business objectives.
Data product thinking-Will the Data Mesh save us from analytics historyRogier Werschkull
Data Mesh: What is it, for Who, for who definitely not?
What are it's foundational principles and how could we take some of them to our current Data Analytical Architectures?
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Name Thistle Anderson Phone ext. 2927 Email [email.docxMARRY7
Name: Thistle Anderson
Phone: ext. 2927
Email: [email protected]
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[email protected] Guide to Project Management Page 1 of 102 26 February 2008
University of Technology, Sydney
Human Resources Unit (Organisation and People Development)
Contents
[email protected] Learning Program .......................................................................................................... 3
Introduction to Project Management ............................................................................................ 5
What is a Project? ......................................................................................................................... 5
What is Project Management? ...................................................................................................... 5
Project Typologies......................................................................................................................... 6
Project Lifecycle ............................................................................................................................ 7
Project Records Management....................................................................................................... 9
Initiation and Concept .................................................................................................................. 13
Initiating Processes ..................................................................................................................... 13
Project Purpose and Justification ................................................................................................ 13
Stakeholder Analysis................................................................................................................... 14
User Requirements ..................................................................................................................... 15
Project Governance..................................................................................................................... 16
Managing Expectations ............................................................................................................... 18
Broad Scope ............................................................................................................................... 18
Project Objectives ....................................................................................................................... 19
Generating and Evaluating Options ............................................................................................ 20
Project Proposal .......................................................................................................................... 22
Template: Project Purpose and Justification ......................................................... ...
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
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.pdfAlan McSweeney
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 ...Alan McSweeney
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...Alan McSweeney
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.
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
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.
Solution Architecture And Solution SecurityAlan McSweeney
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.
Data Privatisation, Data Anonymisation, Data Pseudonymisation and Differentia...Alan McSweeney
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...Alan McSweeney
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 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.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
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 HarmonisationAlan McSweeney
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...Alan McSweeney
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...Alan McSweeney
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 ArchitectureAlan McSweeney
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...Alan McSweeney
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 ChartsAlan McSweeney
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 2014-2020Alan McSweeney
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.
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 ArchitectureAlan McSweeney
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 2020Alan McSweeney
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.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
3. Introduction to Solution Architecture
Page 3 of 538
Contents
Chapter 1. Introduction, Purpose and Scope .................................................................................17
1.1 Introduction ......................................................................................................................................................................................17
1.2 Who This Book Is Aimed At...........................................................................................................................................................19
1.3 Terminology......................................................................................................................................................................................20
1.4 Structure and Contents of This Book ............................................................................................................................................20
1.5 Checklists...........................................................................................................................................................................................23
Chapter 2. Solution Architecture and Solution Design..................................................................26
2.1 Introduction ......................................................................................................................................................................................26
2.2 Solution Architecture – A Lesson From History .........................................................................................................................30
2.3 Evolution of Solution Architecture and Solution Architect Role..............................................................................................31
2.4 What Is a Solution?...........................................................................................................................................................................34
2.4.1 Introduction.......................................................................................................................................................................................................34
2.4.2 Scope of Complete Solution ............................................................................................................................................................................34
2.4.3 Solutions and Organisation Change ..............................................................................................................................................................41
2.4.4 Solution Components and Organisation Change........................................................................................................................................42
2.4.5 Solution Decomposition ..................................................................................................................................................................................43
2.4.6 Solution Cost .....................................................................................................................................................................................................45
2.4.7 Solution Options, Boundaries and Constraints............................................................................................................................................49
2.5 Getting the Solution Design Right .................................................................................................................................................51
2.6 The Solution Delivery Process in Context ....................................................................................................................................51
Chapter 3. Business Strategy, Architecture Strategy and Solution Design and Delivery..............58
3.1 Why Solutions Fail ...........................................................................................................................................................................58
3.1.1 The Business Value of Solution Architecture...............................................................................................................................................72
3.2 Solution Architecture and Risk Management ..............................................................................................................................72
3.3 Architecture Disciplines, Context and Interactions ....................................................................................................................76
3.3.1 Introduction.......................................................................................................................................................................................................76
3.3.2 Run the Business and Change the Business..................................................................................................................................................81
3.3.3 IT Architecture Principles ...............................................................................................................................................................................82
3.3.4 Problems with IT Architecture Operation....................................................................................................................................................84
3.3.5 Shadow IT ..........................................................................................................................................................................................................87
Chapter 4. Solution Architecture Engagement and the Solution Design Process.........................92
4.1 Introduction ......................................................................................................................................................................................92
4.2 Problem and Solution Knowledge and Complexity ....................................................................................................................96
4.2.1 Problem and Solution Knowledge..................................................................................................................................................................96
4.2.2 Solution Complexity.......................................................................................................................................................................................101
4.3 Solution Design, Delivery and Operation Context....................................................................................................................113
4.4 Solution Architecture Interface with the Business Analysis Function, Requirements Gathering and Process Analysis.125
4.4.1 Requirements Engineering............................................................................................................................................................................130
4.4.2 Business Processes ..........................................................................................................................................................................................135
4.4.2.1 Business Process Modelling Notation (BPMN).................................................................................................................................152
4.5 Solution Architecture Engagement Process................................................................................................................................159
4.6 Solution Architecture Engagements ............................................................................................................................................162
4. Introduction to Solution Architecture
Page 4 of 538
4.6.1 Business Engagement.....................................................................................................................................................................................162
4.6.1.1 Introduction............................................................................................................................................................................................162
4.6.1.2 Workshops ..............................................................................................................................................................................................167
4.6.1.3 High Level Activities and Their Logical Sequence............................................................................................................................168
4.6.1.4 Business Engagement Activity 0. Define And Agree Engagement Scope......................................................................................169
4.6.1.4.1 Step 0.1 Preparation and Planning..............................................................................................................................................170
4.6.1.4.2 Step 0.2 Mobilise and Present Approach to Sponsorship, Stakeholder and Core Project Team.......................................171
4.6.1.4.3 Step 0.3 Review Any Previous Work, if Any .............................................................................................................................171
4.6.1.4.4 Step 0.4 Perform Initial Informal Information Gathering ......................................................................................................172
4.6.1.4.5 Step 0.5 Review Information and Define Scope of Introductory Workshop(s)...................................................................172
4.6.1.4.6 Step 0.6 Define Team and Facilities Required...........................................................................................................................173
4.6.1.4.7 Step 0.7 Create Table of Contents (Scope) of Engagement Deliverable................................................................................174
4.6.1.4.8 Step 0.8 Conduct Introductory Workshop(s) ...........................................................................................................................175
4.6.1.4.9 Step 0.9 Update Scope of Deliverables........................................................................................................................................175
4.6.1.5 Business Engagement Activity 1. Information Collection And Assessment.................................................................................176
4.6.1.5.1 Step 1.1 Current Business Review...............................................................................................................................................176
4.6.1.5.2 Step 1.2 Assess Customer (Or External Party) Perceptions....................................................................................................178
4.6.1.5.3 Step 1.3 Review Current Industry Best Practices And Technology Changes.......................................................................179
4.6.1.5.4 Step 1.4 Analyse Current Business Systems...............................................................................................................................181
4.6.1.5.5 Step 1.5 Analyse Available Solutions And Products.................................................................................................................183
4.6.1.6 Business Engagement Activity 2. Define Vision, Business Principles And System Principles...................................................184
4.6.1.6.1 Step 2.1 Define Vision For Functional Business Area .............................................................................................................184
4.6.1.6.2 Step 2.2 Describe Functional Business Area Principles, Assumptions and Limitations.....................................................188
4.6.1.6.3 Step 2.3 Describe System Principles, Assumptions and Limitations.....................................................................................189
4.6.1.7 Business Engagement Activity 3. Document Business Processes, Entity Model, Capacity Planning And Solution Approach
...............................................................................................................................................................................................................................191
4.6.1.7.1 Step 3.1 Define And Document Business Processes.................................................................................................................192
4.6.1.7.2 Step 3.2 Create Conceptual Entity Model..................................................................................................................................198
4.6.1.7.3 Step 3.3 Gather Capacity Planning Information.......................................................................................................................198
4.6.1.7.4 Step 3.4 Define Solution And System Approach ......................................................................................................................200
4.6.1.7.5 Step 3.5 Develop And Validate Feasibility Prototype(s)..........................................................................................................206
4.6.1.8 Business Engagement Activity 4. Document Solutions, Applications And Functions................................................................206
4.6.1.8.1 Step 4.1 Document Systems, Applications And Functions.....................................................................................................206
4.6.1.9 Business Engagement Activity 5. Define Organisation, Infrastructure And Data.......................................................................209
4.6.1.9.1 Step 5.1 Define Organisation And Resource Requirements And Structure.........................................................................209
4.6.1.9.2 Step 5.2 Define Application And Data Organisation...............................................................................................................210
4.6.1.9.3 Step 5.3 Define Infrastructure Requirements............................................................................................................................212
4.6.1.10 Business Engagement Activity 6. Conduct Solution And Product Evaluation And Selection.................................................213
4.6.1.10.1 Step 6.1 Conduct Solution And Product Evaluation And Selection....................................................................................214
4.6.1.11 Business Engagement Activity 7. Design Model Architecture......................................................................................................222
4.6.1.11.1 Step 7.1 Design Infrastructure Model Architecture...............................................................................................................222
4.6.1.12 Business Engagement Activity 8. Consolidate, Finalise And Review Design .............................................................................225
4.6.1.12.1 Step 8.1 Finalise Application Architecture..............................................................................................................................226
4.6.1.12.2 Step 8.2 Define Benefits And Costs...........................................................................................................................................226
4.6.1.12.3 Step 8.3 Create High Level Phased Delivery Plan...................................................................................................................226
4.6.1.12.4 Step 8.4 Review And Agree Business Architecture Engagement .........................................................................................227
4.6.2 Solution Design Process.................................................................................................................................................................................227
4.6.3 Solution Design Engagement Types ............................................................................................................................................................235
4.6.4 Early Engagement...........................................................................................................................................................................................236
4.6.4.1 Introduction............................................................................................................................................................................................236
4.6.4.2 What Is A Problem?...............................................................................................................................................................................241
4.6.4.3 Early Engagement Aspects....................................................................................................................................................................243
4.6.4.4 Early Engagement Questions ...............................................................................................................................................................246
4.6.4.5 Building Activity Model Stream ..........................................................................................................................................................247
4.6.4.6 Rich Pictures ...........................................................................................................................................................................................250
4.6.4.7 Resolution Options ................................................................................................................................................................................252
4.6.4.8 Problem Resolution and Organisation Change.................................................................................................................................254
4.6.4.9 Bringing It All Together And Presenting The Results......................................................................................................................257
4.6.5 Rapid Solution Design Option Engagement ..............................................................................................................................................258
4.6.5.1 Introduction............................................................................................................................................................................................259
4.6.5.2 Step 1 – Identify New and Impacted Existing Business Processes..................................................................................................261
4.6.5.3 Step 2 – Identify Key Functions...........................................................................................................................................................262
5. Introduction to Solution Architecture
Page 5 of 538
4.6.5.4 Step 3 – Identify Actors .........................................................................................................................................................................265
4.6.5.5 Step 4 – Identify New and Existing Applications ..............................................................................................................................266
4.6.5.6 Step 5 – Identify Data Integrations, Transfers and Exchanges........................................................................................................267
4.6.5.7 Step 6 – Identify Actor and Application Interactions.......................................................................................................................269
4.6.5.8 Step 7 – Identify Actor/Actor Interactions.........................................................................................................................................270
4.6.5.9 Steps 1-7 – Solution on a Page..............................................................................................................................................................271
4.6.5.10 Steps 8 and 9 – Identify Data Sets, Data Impacts and Data Movements .....................................................................................271
4.6.5.11 Step 10 – Create Inventory of Solution Usage Journeys.................................................................................................................273
4.6.5.12 Summary................................................................................................................................................................................................276
4.6.6 Structured Solution Design Engagement ....................................................................................................................................................277
4.6.6.1 Introduction............................................................................................................................................................................................277
4.6.6.2 Structured Solution Design Approach and TOGAF.........................................................................................................................280
4.6.6.3 Business and Process View....................................................................................................................................................................283
4.6.6.3.1 Adapting TOGAF Business Phase to the Business and Process View...................................................................................286
4.6.6.4 Functional View......................................................................................................................................................................................288
4.6.6.4.1 Adapting TOGAF Information Systems Architecture Phase to the Functional View........................................................289
4.6.6.5 Data View ................................................................................................................................................................................................292
4.6.6.5.1 Adapting TOGAF Information Systems Architecture Phase to the Data View...................................................................294
4.6.6.6 Technical View........................................................................................................................................................................................296
4.6.6.6.1 Adapting TOGAF Technology Architecture Phase to the Technical View..........................................................................298
4.6.6.7 Implementation View............................................................................................................................................................................301
4.6.6.7.1 Adapting TOGAF Technology Architecture Phase to the Implementation View...............................................................303
4.6.6.8 Management and Operations View.....................................................................................................................................................305
4.6.6.8.1 Adapting TOGAF Technology Architecture Phase to the Management and Operations View .......................................309
4.7 Solution Architecture and Solution Experience and Usability ................................................................................................312
4.8 Data Architectural Aspects of Solution Architecture................................................................................................................322
4.8.1 Data Management Book of Knowledge (DMBOK) Data Architecture Framework.............................................................................322
4.8.2 Solution Data Landscape ...............................................................................................................................................................................327
4.8.3 Solution Data Quality.....................................................................................................................................................................................337
4.8.4 Data Lifecycle...................................................................................................................................................................................................338
4.8.5 Data Integration..............................................................................................................................................................................................340
4.8.6 Data Audit and Data Profiling......................................................................................................................................................................352
4.8.6.1 Data Landscape View.............................................................................................................................................................................352
4.8.6.2 Data Supply Chain View .......................................................................................................................................................................352
4.8.6.3 Data Model View....................................................................................................................................................................................352
4.8.6.4 Data Lifecycle View................................................................................................................................................................................353
4.8.6.5 Solution Data Audit Approach.............................................................................................................................................................353
4.9 Security and Privacy.......................................................................................................................................................................353
4.9.1 Solution Security.............................................................................................................................................................................................353
4.9.2 Solution Data Privacy.....................................................................................................................................................................................364
4.9.2.1 Overview..................................................................................................................................................................................................364
4.9.2.2 Personal Information.............................................................................................................................................................................365
4.9.2.3 Personal Data Related Processes and Impact on Solution Design..................................................................................................367
4.9.2.4 GDPR Related Metadata........................................................................................................................................................................370
4.9.2.5 Solution Data Protection Impact Assessment (DPIA) .....................................................................................................................371
4.9.2.6 Data Pseudonymisation.........................................................................................................................................................................372
4.9.3 Data and Hosted Applications and XaaS/Cloud-Based Services.............................................................................................................375
4.10 Solution Architecture and Design Artefacts.............................................................................................................................378
4.11 Solution Assessment and Review ...............................................................................................................................................382
4.11.1 Solution Benefits Review..............................................................................................................................................................................382
4.11.2 Solution Design Review ...............................................................................................................................................................................384
4.11.3 Solution Architectural Review ....................................................................................................................................................................387
4.11.4 Solution Implementability Review.............................................................................................................................................................387
Chapter 5. Solution Architecture and Digital Transformation....................................................389
5.1 Introduction ....................................................................................................................................................................................389
5.2 Digital Strategy in Business and Information Technology Context........................................................................................394
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5.3 Digital Target Architecture...........................................................................................................................................................397
5.4 Digital and Solution Architecture................................................................................................................................................413
5.4.1 Digital Solution Integration ..........................................................................................................................................................................414
5.4.2 Range of Solutions Within Digital Transformation..................................................................................................................................415
5.4.3 Digital Design Principles...............................................................................................................................................................................416
5.4.4 Digital Solution Architecture Interactions With Other Architecture Functions..................................................................................418
Chapter 6. Agile Solution Design and Delivery............................................................................420
6.1 Introduction....................................................................................................................................................................................420
6.2 Agile Approach to Solution Delivery ..........................................................................................................................................421
6.3 Using Agile Solution Delivery Effectively...................................................................................................................................424
6.4 Agile Solution Delivery Pillar One - Solution Delivery Selection and Validation................................................................425
6.5 Agile Solution Delivery Pillar Two - Control Components of Agile Process........................................................................429
6.6 Agile Solution Delivery Pillar Three - Agile Tools and Techniques.......................................................................................432
6.7 Agile Solution Delivery Pillar Four - Agile Solution Delivery Phases ....................................................................................433
6.7.1 Agile Solution Delivery Phase 1 - Pre-Project Phase.................................................................................................................................435
6.7.2 Agile Solution Delivery Phase 2 - Feasibility Analysis and Study Phase................................................................................................436
6.7.3 Agile Solution Delivery Phase 3 - Business Study Phase ..........................................................................................................................437
6.7.4 Agile Solution Delivery Phase 4 - Functional Model Iteration Phase.....................................................................................................439
6.7.5 Agile Solution Delivery Phase 5 - Design and Build Iteration Phase......................................................................................................440
6.7.6 Agile Solution Delivery Phase 6 - Implementation Phase........................................................................................................................442
6.7.7 Agile Solution Delivery Phase 7 - Post-Project Phase...............................................................................................................................443
Chapter 7. Solution Architecture and Solution Acquisition........................................................445
7.1 Introduction....................................................................................................................................................................................445
7.1.1 Service Planning and Initiation/Transfer Approach.................................................................................................................................450
7.1.1.1 Activities for Initiation/Transition and Service Delivery Phases....................................................................................................452
7.1.1.2 Activities for Ongoing Phases ..............................................................................................................................................................457
7.1.2 Supplier Assessment and Validation ...........................................................................................................................................................464
Chapter 8. The Solution Architecture Function...........................................................................470
8.1 Introduction....................................................................................................................................................................................470
8.2 Solution Architecture Skills, Capabilities and Experience .......................................................................................................470
8.2.1 Technical Skills................................................................................................................................................................................................472
8.2.2 Analytical Thinking and Resolution Identification...................................................................................................................................474
8.2.3 Behavioural Characteristics...........................................................................................................................................................................476
8.2.4 Business Knowledge.......................................................................................................................................................................................478
8.2.5 Collaboration Skills ........................................................................................................................................................................................481
8.2.6 Communication Skills....................................................................................................................................................................................483
8.2.7 Tools and Techniques....................................................................................................................................................................................484
8.3 Solution Architecture Function ...................................................................................................................................................485
8.3.1 Solution Architecture Function Context ....................................................................................................................................................485
8.3.2 Solution Architecture Function Structure..................................................................................................................................................487
8.3.3 Solution Architecture Centre of Excellence................................................................................................................................................490
8.3.4 Some Solution Architecture Function Issues .............................................................................................................................................502
8.3.4.1 Conway’s Law .........................................................................................................................................................................................503
8.3.4.2 Cognitive Diversity ................................................................................................................................................................................504
8.3.5 Solution Architecture Tools..........................................................................................................................................................................509
8.3.5.1 Solution Architecture Design Tools....................................................................................................................................................510
8.3.5.1.1 Structured Systems Analysis and Design Methodology (SSADM)........................................................................................514
8.3.5.1.1.1 Solution Survey and Feasibility Study................................................................................................................................515
8.3.5.1.1.2 Structured Analysis...............................................................................................................................................................516
8.3.5.1.1.3 Structured Design..................................................................................................................................................................516
8.3.5.1.1.4 Infrastructure Configuration Study....................................................................................................................................516
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8.3.5.1.1.5 Solution Construction and Implementation.....................................................................................................................516
8.3.5.1.1.6 Solution Operation and Maintenance................................................................................................................................516
8.3.5.1.2 Archimate........................................................................................................................................................................................516
8.3.5.2 IT Architecture Frameworks, Methodologies and Description Languages...................................................................................526
Chapter 9. Solution Architecture and Innovation........................................................................532
8. Introduction to Solution Architecture
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List of Tables
Table 1 – Solution Architecture-Related Checklists Contained in the Book............................................................................................................... 25
Table 2 – Overlapping Solution Architecture Capabilities and Areas of Solution Involvement and Knowledge ................................................. 28
Table 3 – Vitruvius’ Architecture Principles .................................................................................................................................................................... 31
Table 4 – Components of Complete Solution .................................................................................................................................................................. 36
Table 5 – Mapping Solution Components to Business Change Domains ................................................................................................................... 43
Table 6 – Sources of Good and Poor Solution Delivery Estimates................................................................................................................................ 49
Table 7 – Solution Design Constraints.............................................................................................................................................................................. 50
Table 8 – High-Level Steps of Individual Discipline Solution Delivery Journeys ...................................................................................................... 54
Table 9 – Field of Solution Delivery Project Success and Failure.................................................................................................................................. 62
Table 10 – Standish Group CHAOS Report Project Outcome Results 1994-2015..................................................................................................... 64
Table 11 – Causes of Project Failure from What went wrong? Unsuccessful information technology projects ................................................... 65
Table 12 – Standish Group Project Success Factors Over Time.................................................................................................................................... 66
Table 13 – Budzier and Flyvbjerg Project Organisational Challenges.......................................................................................................................... 67
Table 14 – Solution Architecture Contribution to the Standish Group Solution Delivery Success Factors........................................................... 68
Table 15 – Solution Architecture Contribution to Budzier and Flyvbjerg Organisational Challenges................................................................... 69
Table 16 – Errors in End User Computing Applications Leading to Financial Losses.............................................................................................. 91
Table 17 – Solution Complexity Factors .........................................................................................................................................................................107
Table 18 – Sample Solution Complexity Scores.............................................................................................................................................................110
Table 19 – Complexity Scores and Resource Uplifts.....................................................................................................................................................111
Table 20 – Sample Solution Complexity Dashboard Elements ...................................................................................................................................113
Table 21 – Set of Solution Delivery Artefacts.................................................................................................................................................................123
Table 22 – Lessons Learned from Large Solutions Implementations.........................................................................................................................138
Table 23 – Applying Waste Elimination Principles to Process Optimisation...........................................................................................................140
Table 24 – Primary and Support Processes Example....................................................................................................................................................147
Table 25 – Business Process Analysis High-Level Steps ...............................................................................................................................................148
Table 26 – Process Analysis Information Structure ......................................................................................................................................................149
Table 27 – Business Process Design Success Factors.....................................................................................................................................................150
Table 28 – Business Process Design Standards and Approaches ................................................................................................................................152
Table 29 – BPMN Flow Objects........................................................................................................................................................................................155
Table 30 – BPMN Graphics for Combinations of Task Type and Loop Type ..........................................................................................................156
Table 31 – BPMN Graphics for Sub-Processes ..............................................................................................................................................................157
Table 32 – BPMN Event Modifications...........................................................................................................................................................................158
Table 33 – BPMN Gateway Symbols ...............................................................................................................................................................................158
Table 34 – BPMN Data Symbols ......................................................................................................................................................................................159
Table 35 – Mapping Business Need to Engagement Types..........................................................................................................................................161
Table 36 – Architecture Engagement Extended Factors...............................................................................................................................................166
Table 37 – Introductory Workshop Topics ....................................................................................................................................................................173
Table 38 – Sample Table of Contents for Architecture Engagement Main Deliverable..........................................................................................175
Table 39 – Vision Development Factors .........................................................................................................................................................................186
Table 40 – Inventory of Interfaces, Exchanges and Transfers .....................................................................................................................................208
Table 41 – High Level Steps of Product/Service Evaluation And Selection Process ................................................................................................222
Table 42 – Generalised Solution Design Process Steps.................................................................................................................................................229
Table 43 – Early Engagement Aspect Sample Questions..............................................................................................................................................246
Table 44 – Activity Model Details....................................................................................................................................................................................249
Table 45 – Elements of a Rich Picture .............................................................................................................................................................................251
Table 46 – Rapid Solution Design Core and Extended Design Elements ..................................................................................................................261
Table 47 – Sample Process and Function Breakdown – Buy a Product or Service...................................................................................................265
Table 48 – List of System Interactions.............................................................................................................................................................................268
Table 49 – Actor System Interactions..............................................................................................................................................................................269
Table 50 – Actor Actor Interactions ................................................................................................................................................................................270
Table 51 – Data Exchanges Between Systems.................................................................................................................................................................273
Table 52 – Mapping TOGAF Architecture Development Method (ADM) Steps to Solution Design ..................................................................282
Table 53 – Business and Process View Information Structure....................................................................................................................................286
Table 54 – Adapting TOGAF Business Phase to the Business and Process View.....................................................................................................288
Table 55 – Functional View Information Structure......................................................................................................................................................289
Table 56 – Adapting TOGAF Business Phase to the Functional View.......................................................................................................................292
Table 57 – Data View Information Structure.................................................................................................................................................................293
Table 58 – Adapting TOGAF Business Phase to the Data View .................................................................................................................................296
Table 59 – Technical View Information Structure........................................................................................................................................................298
Table 60 – Adapting TOGAF Business Phase to the Technical View.........................................................................................................................301
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Table 61 – Implementation View Information Structure.............................................................................................................................................303
Table 62 – Adapting TOGAF Business Phase to the Implementation View .............................................................................................................305
Table 63 – Management and Operations View Information Structure......................................................................................................................308
Table 64 – Adapting TOGAF Business Phase to the Management and Operations View......................................................................................312
Table 65 – Data Management Book of Knowledge (DMBOK) Subject Areas...........................................................................................................325
Table 66 – Solution Design Data Completeness Checks...............................................................................................................................................326
Table 67 – Data Management Book of Knowledge (DMBOK) Subject Areas Solution Design Considerations.................................................327
Table 68 – Components of Conceptual Solution Design Data Landscape.................................................................................................................333
Table 69 – Solution Data Landscape Component Linkages.........................................................................................................................................335
Table 70 – Data Integration Patterns ...............................................................................................................................................................................347
Table 71 – Sample Extended Integration Specifications...............................................................................................................................................349
Table 72 – Examples of Personal Data.............................................................................................................................................................................367
Table 73 – GDPR Processes and Their Impact on Solution Design............................................................................................................................370
Table 74 – Personal Data Metadata..................................................................................................................................................................................370
Table 75 – ISO/IEC 25010 Quality Model Applied to Solution Design Reviews......................................................................................................387
Table 76 – Fallacies of Distributed Computing Applied to Digital Solutions ...........................................................................................................394
Table 77 – Linkages Between Components of Digital Target Architecture...............................................................................................................402
Table 78 – Level 2 Elements of Level 1 Component Group External Party Interaction Zones, Channels and Facilities....................................403
Table 79 – Level 2 Elements of Level 1 Component Group Security, Identity, Access and Profile Management...............................................404
Table 80 – Level 2 Elements of Level 1 Component Group Digital Specific Applications and Tools ...................................................................406
Table 81 – Level 2 Elements of Level 1 Component Group Responsive Infrastructure...........................................................................................407
Table 82 – Level 2 Elements of Level 1 Component Internal Interaction Management..........................................................................................407
Table 83 – Level 2 Elements of Level 1 Component Integration.................................................................................................................................408
Table 84 – Level 2 Elements of Level 1 Component Operational and Business Systems.........................................................................................409
Table 85 – Level 2 Elements of Level 1 Component Applications Delivery and Management Tools and Frameworks.....................................411
Table 86 – Level 2 Elements of Level 1 Component System Development, Deployment and Management .......................................................413
Table 87 – Digital Solution Common Characteristics...................................................................................................................................................418
Table 88 – Pillars of Generalised Approach to Agile Iterative Solution Delivery .....................................................................................................425
Table 89 – Solutions and Projects When to Use Agile..................................................................................................................................................427
Table 90 – Key Principles of Iterative Agile Approach .................................................................................................................................................429
Table 91 – Agile Solution Delivery Pillar Two - Control Components of Agile Process.........................................................................................432
Table 92 – Agile Solution Delivery Pillar Three - Agile Tools and Techniques........................................................................................................433
Table 93 – Activities During Initiation/Transition and Service Delivery Phases......................................................................................................457
Table 94 – Ongoing Phase Governance Focussed Activities........................................................................................................................................461
Table 95 – Ongoing Phase Competency and Change Focussed Activities.................................................................................................................463
Table 96 – Ongoing Phase Operations Focussed Activities..........................................................................................................................................464
Table 97 – Service Organisation Controls.......................................................................................................................................................................469
Table 98 – Solution Architect Technical Skills...............................................................................................................................................................474
Table 99 – Solution Architect Analytical Thinking and Resolution Identification Skills........................................................................................476
Table 100 – Solution Architect Behavioural Characteristics........................................................................................................................................478
Table 101 – Solution Architect Business Knowledge ....................................................................................................................................................481
Table 102 – Solution Architect Collaboration Skills......................................................................................................................................................483
Table 103 – Solution Architect Communication Skills.................................................................................................................................................484
Table 104 – Solution Architect Tools and Techniques Skills.......................................................................................................................................485
Table 105 – Applying the Business Function Domain Model to the Solution Architecture Function..................................................................489
Table 106 – SACOE Functions..........................................................................................................................................................................................492
Table 107 – Possible Solution Architecture Maturity Model.......................................................................................................................................494
Table 108 – Knowledge Type and Application Classification......................................................................................................................................495
Table 109 – Knowledge Types Applied to Solution Architecture................................................................................................................................496
Table 110 – Skills Framework for the Information Age (SFIA) Skill Level and Attribute Matrix..........................................................................497
Table 111 – SFIA Skills Categories and Individual Skills..............................................................................................................................................499
Table 112 – SFIA Skill Levels 4 to 6 Specification for Solution Architecture ............................................................................................................500
Table 113 – SFIA Skill Attributes for Solution Architecture Skill Level 4..................................................................................................................501
Table 114 – SFIA Skill Attributes for Solution Architecture Skill Level 5..................................................................................................................502
Table 115 – SFIA Skill Attributes for Solution Architecture Skill Level 6..................................................................................................................502
Table 116 – Partial List of Solution Architecture Description Languages..................................................................................................................514
Table 117 – Archimate Layers...........................................................................................................................................................................................518
Table 118 – Archimate Strategy Layer Elements............................................................................................................................................................519
Table 119 – Archimate Business Layer Elements...........................................................................................................................................................520
Table 120 – Archimate Application Layer Elements.....................................................................................................................................................521
Table 121 – Archimate Technology Layer Elements .....................................................................................................................................................523
Table 122 – Archimate Physical Layer Elements............................................................................................................................................................523
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Table 123 – Archimate Motivation Aspect Elements....................................................................................................................................................524
Table 124 – Enterprise Architecture Frameworks and Languages..............................................................................................................................531
Table 125 – Areas To Look For Innovation....................................................................................................................................................................537
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List of Figures
Figure 1 – Solution Architecture Focus of the Book........................................................................................................................................................19
Figure 2 – Summary Structure of this Book......................................................................................................................................................................21
Figure 3 – Overlapping Solution Architecture Capabilities and Areas of Solution Involvement and Knowledge................................................27
Figure 4 – High Level Context of Solution Design ..........................................................................................................................................................29
Figure 5 – Vitruvius’ Architecture Principles...................................................................................................................................................................30
Figure 6 – High-Level Logical Mainframe IT Architecture............................................................................................................................................32
Figure 7 – Scope of Complete Solution..............................................................................................................................................................................37
Figure 8 – Scope of Partial and Incomplete Solution ......................................................................................................................................................38
Figure 9 – Solution Delivery Externalities.........................................................................................................................................................................39
Figure 10 – Omission of Components from Solution Design Scope ............................................................................................................................39
Figure 11 – Convergence of Solution Components to Create Complete Operational Solution...............................................................................40
Figure 12 – Staged Delivery of Solution Components ....................................................................................................................................................40
Figure 13 – Organisation Core Change Domains............................................................................................................................................................41
Figure 14 – Extended Organisation Change Domain .....................................................................................................................................................42
Figure 15 – Solution Components Mapped to Organisation Change Domains .........................................................................................................42
Figure 16 – Solution Component Levels ...........................................................................................................................................................................44
Figure 17 – Sample Level 1 to Level 4 Solution Breakdown...........................................................................................................................................45
Figure 18 – Solution Components Contributing to Solution Delivery and Operation Costs...................................................................................46
Figure 19 – Total Solution Lifetime Costs.........................................................................................................................................................................46
Figure 20 – Solution Acquisition and Lifetime Operating Costs...................................................................................................................................47
Figure 21 – Sample Solution Lifetime Cumulative Cost Profile ....................................................................................................................................47
Figure 22 – Sources of Good and Poor Solution Delivery Estimates............................................................................................................................48
Figure 23 – Solution Design Boundaries...........................................................................................................................................................................49
Figure 24 – Solution Design Constraints...........................................................................................................................................................................50
Figure 25 – Solution Delivery Journey...............................................................................................................................................................................51
Figure 26 – IT Function as a Lens Focussing Business Needs On To Solutions .........................................................................................................52
Figure 27 – Multiple Partially Overlapping Solution Delivery Journeys......................................................................................................................53
Figure 28 – Overall Solution Delivery Journey.................................................................................................................................................................55
Figure 29 – Solution Delivery Failure ................................................................................................................................................................................55
Figure 30 – Information Loss Due to Multiple Handoffs During Solution Delivery .................................................................................................56
Figure 31 – Siloed Operation of Solution Delivery Disciplines .....................................................................................................................................56
Figure 32 – Goal of Solution Delivery – the Right Solution Implemented Successfully............................................................................................59
Figure 33 – Right Solution Delivered Successfully is in the Minority of all Solution Delivery Outcomes..............................................................59
Figure 34 – Field of Solution Delivery Project Success and Failure ..............................................................................................................................61
Figure 35 – Operational Solution Deficit – Degrees of Less for More..........................................................................................................................62
Figure 36 – Standish Group CHAOS Report Project Outcome Results 1994-2015....................................................................................................63
Figure 37 – Factors Affecting Good Solution Delivery Decisions.................................................................................................................................69
Figure 38 – Characteristics of Groupthink........................................................................................................................................................................71
Figure 39 – Scale and Complexity of Product Changes and Enhancements ...............................................................................................................74
Figure 40 – IT Architecture Disciplines.............................................................................................................................................................................76
Figure 41 – IT Architecture Two-Way Contribution to the Business ..........................................................................................................................77
Figure 42 – IT Architecture Discipline Involvement Throughout Solution Portfolio Delivery...............................................................................78
Figure 43 – Interactions Between IT Architecture Disciplines......................................................................................................................................78
Figure 44 – Solution Architecture – Bringing It All Together .......................................................................................................................................79
Figure 45 – Siloed Operation of Information Architecture Disciplines .......................................................................................................................80
Figure 46 – Nesting of Siloed Operations Within Solution Delivery and Within IT Architecture Disciplines .....................................................81
Figure 47 – Balance Between Run the Business and Change the Business Activities.................................................................................................82
Figure 48 – IT Architecture Principles ..............................................................................................................................................................................83
Figure 49 – IT Architecture Failings ..................................................................................................................................................................................84
Figure 50 – IT and Business Relationship Failings ..........................................................................................................................................................86
Figure 51 – Consequences of Failing Business and IT Relationship.............................................................................................................................86
Figure 52 – Growth of Shadow IT......................................................................................................................................................................................87
Figure 53 – Solution Design in an Outline Organisation Framework..........................................................................................................................93
Figure 54 – Organisation Context of Solution Architecture ..........................................................................................................................................94
Figure 55 – Interrelated Strategies – Business Strategy, Overall Organisation IT Strategy and Internal IT Function Strategy...........................96
Figure 56 – Problem and Solution Knowledge in the Solution Design Process..........................................................................................................97
Figure 57 – Problem and Solution Knowledge and Solution Design Complexity......................................................................................................97
Figure 58 – Problem and Solution Knowledge and Solution Design Options ............................................................................................................98
Figure 59 – Options for Problems and Solution Knowledge Options ..........................................................................................................................99
Figure 60 – Problem and Solution Knowns and Unknowns..........................................................................................................................................99
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Figure 61 – Maximising the Solution Knowns and Minimising the Unknowns ......................................................................................................100
Figure 62 – Solution Option Definition Steps................................................................................................................................................................100
Figure 63 – Solution Design Complexity Heatmap.......................................................................................................................................................101
Figure 64 – The Waterbed Analogy of Necessary Solution Complexity....................................................................................................................103
Figure 65 – Accumulating Solution Complexity............................................................................................................................................................104
Figure 66 – Simple and Complex Problems and Solutions ..........................................................................................................................................104
Figure 67 – Solution Complexity and Time to Deliver.................................................................................................................................................105
Figure 68 – Non-Linear Nature of Solution Delivery Complexity..............................................................................................................................108
Figure 69 – Adjusted Complexity Curve.........................................................................................................................................................................108
Figure 70 – Sample Solution Complexity Score on Solution Complexity Curve......................................................................................................111
Figure 71 – Sample Solution Complexity Dashboard ...................................................................................................................................................112
Figure 72 – Solution Complexity Dashboard With Not Applicable Complexity Factors .......................................................................................113
Figure 73 – Iterated Solution Delivery Phases................................................................................................................................................................114
Figure 74 – Expanded Set of Solution Delivery Steps....................................................................................................................................................115
Figure 75 – Solution Delivery Process with Solution Delivery Phase and Role Dimensions..................................................................................116
Figure 76 – Progress of Solution Delivery Through Phases and Roles.......................................................................................................................124
Figure 77 – Foundational Solution Delivery Activities.................................................................................................................................................125
Figure 78 – Sparse Business Stakeholder Requirements and the Complete Set of Solution Requirements..........................................................128
Figure 79 – Mapping the Requirements Space to the Solution Space.........................................................................................................................130
Figure 80 – Wider Requirements Engineering Landscape...........................................................................................................................................131
Figure 81 – Hierarchy of Information Technology, Business Processes and Value Achieved ...............................................................................136
Figure 82 – Lessons Learned from Large Solutions Implementations .......................................................................................................................138
Figure 83 – Process Optimisation Through Compression of Steps and Collapse of Handoffs ..............................................................................139
Figure 84 – Generic Representation of a Process...........................................................................................................................................................141
Figure 85 – Process Decomposition.................................................................................................................................................................................142
Figure 86 – Process Decomposition Example ................................................................................................................................................................142
Figure 87 – Identification of Fundamental Business Process Activity Sets................................................................................................................143
Figure 88 – Activity Linkage within Processes...............................................................................................................................................................144
Figure 89 – Process Inputs, Rules, Actions, Decisions and Results ............................................................................................................................144
Figure 90 – Process Groups...............................................................................................................................................................................................145
Figure 91 – Business Process Analysis High-Level Steps..............................................................................................................................................147
Figure 92 – Process Analysis Information Structure.....................................................................................................................................................148
Figure 93 – Business Process Design Success Factors...................................................................................................................................................149
Figure 94 – Business Process Design Standards and Approaches – Part 1................................................................................................................151
Figure 95 – Business Process Design Standards and Approaches – Part 2................................................................................................................151
Figure 96 – BPMN Pools and Lanes.................................................................................................................................................................................153
Figure 97 – BPMN Structure.............................................................................................................................................................................................153
Figure 98 – BPMN Flow Objects......................................................................................................................................................................................154
Figure 99 – Modifying BPMN ..........................................................................................................................................................................................155
Figure 100 – BPMN Event Modification.........................................................................................................................................................................157
Figure 101 – Solution Architecture Engagement Models.............................................................................................................................................160
Figure 102 – Mapping Business Need to Engagement Types ......................................................................................................................................161
Figure 103 – Generalised Business Engagement Structure ..........................................................................................................................................162
Figure 104 – Creating Customised Set of Activities, Roles and Deliverables ............................................................................................................163
Figure 105 – Possible Factors Driving the Need for a Business Engagement............................................................................................................164
Figure 106 – Business Engagement Change Domains..................................................................................................................................................165
Figure 107 – Architecture Engagement Extended Factors...........................................................................................................................................166
Figure 108 – Core and Extended Engagement Teams ..................................................................................................................................................167
Figure 109 – Business Engagement High Level Activities and Their Logical Sequence..........................................................................................168
Figure 110 – Business Engagement Activity Sequencing..............................................................................................................................................169
Figure 111 – Steps Within Business Engagement Activity 0. Define And Agree Engagement Scope...................................................................170
Figure 112 – Sample Table of Contents for Architecture Engagement Main Deliverable ......................................................................................175
Figure 113 – Steps Within Business Engagement Activity 1. Information Collection And Assessment..............................................................176
Figure 114 – What Customers Want...............................................................................................................................................................................179
Figure 115 – Data Relationship Diagram........................................................................................................................................................................181
Figure 116 – Business Solution Classification................................................................................................................................................................183
Figure 117 – Steps Within Business Engagement Activity 2. Define Vision, Business Principles And System Principles ................................184
Figure 118 – Business Model Canvass.............................................................................................................................................................................187
Figure 119 – Principles, Limitations and Assumptions Across Core Business Domains........................................................................................189
Figure 120 – Steps Within Business Engagement Activity 3. Document Business Processes, Entity Model, Capacity Planning And Solution
Approach..............................................................................................................................................................................................................................192
Figure 121 – Right-to-Left BPI and Left-to-Right BPR.................................................................................................................................................193
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Figure 122 – Process Decomposition...............................................................................................................................................................................194
Figure 123 – Doing and Managing Processes.................................................................................................................................................................195
Figure 124 – Process Attributes ........................................................................................................................................................................................195
Figure 125 – Extended Process Definition......................................................................................................................................................................197
Figure 126 – Sample Entity Relationship Diagram for Conceptual Model................................................................................................................198
Figure 127 – Sample Resource Entity Model..................................................................................................................................................................200
Figure 128 – Sample Capacity Planning Model View ...................................................................................................................................................200
Figure 129 – Spectrum of Solution Component Acquisition Options .......................................................................................................................201
Figure 130 – Combinations of Options ...........................................................................................................................................................................201
Figure 131 – Cost Estimation Process..............................................................................................................................................................................203
Figure 132 – Steps Within Business Engagement Activity 4. Document Systems, Applications And Functions................................................206
Figure 133 – Inventory of Interfaces, Exchanges and Transfers..................................................................................................................................207
Figure 134 – Steps Within Business Engagement Activity 5. Define Organisation, Infrastructure And Data.....................................................209
Figure 135 – Steps Within Business Engagement Activity 6. Conduct Solution And Product Evaluation And Selection.................................214
Figure 136 – Approaches To Product and Service Evaluation And Selection...........................................................................................................215
Figure 137 – Core Elements of the Product and Service Evaluation And Selection Process...................................................................................216
Figure 138 – High Level Steps of Product/Service Evaluation And Selection Process.............................................................................................217
Figure 139 – Steps Within Business Engagement Activity 7. Design Model Architecture......................................................................................222
Figure 140 – Options for Existing Technical Infrastructure ........................................................................................................................................224
Figure 141 – Dimensions of Verification of Target Architecture................................................................................................................................225
Figure 142 – Steps Within Business Engagement Activity 8. Consolidate, Finalise And Review Design .............................................................226
Figure 143 – Generalised Solution Design Process........................................................................................................................................................227
Figure 144 – Generalised Solution Design Process Mapped to Engagement Types.................................................................................................228
Figure 145 – Function Involvement During Solution Design......................................................................................................................................230
Figure 146 – Decision Points Within the Solution Design Process.............................................................................................................................231
Figure 147 – Solution Design Work Not Proceed With During the Design Process ...............................................................................................232
Figure 148 – Iterations During Solution Design Process..............................................................................................................................................233
Figure 149 – Representation of Complete Generalised Solution Design Process.....................................................................................................233
Figure 150 – Analysis and Decision Loops......................................................................................................................................................................234
Figure 151 – Analysis Paralysis And Decision Avoidance............................................................................................................................................234
Figure 152 – Solution Design Journey and Solution Architecture Engagement Types ...........................................................................................235
Figure 153 – Path from Problematic Situation to Solution ..........................................................................................................................................237
Figure 154 – Getting the Scope of the Early Engagement Right..................................................................................................................................239
Figure 155 – Resolution Needs To Be Bridge From the As-Is Problematic Situation to a To-Be Improved Situation.......................................240
Figure 156 – Core Early Engagement Process ................................................................................................................................................................241
Figure 157 – Problem and Resolution Options ..............................................................................................................................................................242
Figure 158 – Early Engagement Information Gathering Aspects................................................................................................................................243
Figure 159 – Activity Model Layers..................................................................................................................................................................................248
Figure 160 – Layers of Detail in Activity Models...........................................................................................................................................................249
Figure 161 – Different Activity Views by Different Engagement Business Participants .........................................................................................250
Figure 162 – Sample Rich Picture.....................................................................................................................................................................................252
Figure 163 – Resolutions and Their Paths to Implementation ....................................................................................................................................254
Figure 164 – Dimensions of Internal Organisation Change.........................................................................................................................................255
Figure 165 – Different Profiles of Organisation Changes for Different Resolution Options..................................................................................256
Figure 166 – Solution Value Equation.............................................................................................................................................................................257
Figure 167 – Resolution Success Factors .........................................................................................................................................................................257
Figure 168 – Superset Of Constraints Sets Will Narrow Range Of Available, Realistic And Achievable Resolution Options..........................258
Figure 169 – Moving From The As-Is To The Target To-Be Situation......................................................................................................................258
Figure 170 – Attrition from Initial Business Concept to Operational Solution........................................................................................................259
Figure 171 – Decision Making During the Solution Design Journey .........................................................................................................................259
Figure 172 – Step 1 – Define Existing and New Business Processes ...........................................................................................................................262
Figure 173 – Step 2 – Define New and Existing Functions...........................................................................................................................................263
Figure 174 – Sample Process and Function Breakdown – Buy a Product or Service ...............................................................................................264
Figure 175 – Step 3 – Define New and Existing Actors.................................................................................................................................................265
Figure 176 – Step 4 – Existing or New Systems and Applications...............................................................................................................................266
Figure 177 – Examples of Levels of Detail of System Components.............................................................................................................................267
Figure 178 – Step 5 – List Interfaces and Data Exchanges Between System Components ......................................................................................268
Figure 179 – Step 6 – Identify Actor System Interactions.............................................................................................................................................269
Figure 180 – Step 7 – Identify Actor Actor Interactions...............................................................................................................................................270
Figure 181 – Basic Solution on a Page .............................................................................................................................................................................271
Figure 182 – Step 8 – List Data Impacts ..........................................................................................................................................................................272
Figure 183 – Step 9 – Data Exchanges Required Between Systems.............................................................................................................................273