Guest lectures at Institute of System Sciences TOGAF courses in 2012

1. A Tale of 2 Architectures
CEITA @ ISS
Peter Tan
24 Oct 2012
1

2. A happy occasion
2

3. History of me
Organisation Key Role Work Examples
Education Cluster, NCB Conceptualise, Evangelise, Pilot Student & Teacher’s Workbench,
Infrastructure & Technology Operate and Outsource Government Internet
Office, GCIO, NCB
Ecommerce Technologies, NCB Explore & Pilot Internet Database Access
Engineering, Operations & ISM, Product development, EUC E-auction, E-tender, CRM
SESAMi.com
COO, LatticeKey Solutions Fundraising, Ops, Sales, Legal Single sign-on, User provisioning
eGovernment Planning & Policy, Technical Architecture, Service-wide Technical Architecture
Management Division, IDA Funding Evaluation (SWTA),
AD, eHealth, MOH Project & Programme Electronic Medical Records Exchange
Management, IT Governance, (EMRX), iN2015 Healthcare &
Strategy Biomed strategy
Lead Enterprise Architect, MOH Strategy, Enterprise Architecture, National Electronic Health Record
Holdings RFP, Governance Architecture
Principal Architect, IHiS ?? ??
3
http://sg.linkedin.com/in/petertansg

4. The Healthcare Ecosystem
Primary Care Acute & Long-Term Care
Intermediate Care
Community
Hospital
Polyclinics Nursing Home
Screening & Restructured Palliative
Preventation Hospital Care
General Home Care
Practitioners
Rehab &
Support
Services
Public sector Private sector People sector
4
4

5. At The 30,000 Feet…
Restructured
Hospital
CH
Polyclinics NH
Screening & Palliative
Prevention RH Care
Home
FPs Care
Rehab &
support
services
CH CH CH
Polyclinics NH Polyclinics NH Polyclinics NH
Screening & Palliative Screening & Palliative
Prevention RH Care Prevention RH Care
Screening &
Prevention RH Palliative
Home Home Care
FPs Care
FPs Care Home
FPs Care
Rehab & Rehab &
support support Rehab &
services services support
CH CH services
Polyclinics NH
Polyclinics NH
Screening & Palliative
Screening &
RH Palliative Prevention RH Care
Prevention Care Home
Home FPs Care
FPs Care
Rehab &
Rehab & support
support services
services
General Community Nursing
Polyclinics
Practitioners Hospital Home
5
5

6. One Patient One Record Strategy
iN2015 Strategic Framework
… a journey summarised by …
From iN2015 Healthcare and Biomedical Sciences Report
To accelerate sectoral transformation through an • Visibility of supply, demand, costs and
Infocomm-enabled personalised healthcare delivery care pathways
Goal system to achieve high quality clinical care, service Optimized • Well populated clinical database
excellence, cost-effectiveness and strong clinical • Patients have visibility of their health
research journey and available options
Greater Strong • Manage ‘cases’ across care settings
Well- Cost-
ability of clinical and using defined care pathways
Integrated effective
Outcomes Quality Healthcare
public to health • Enable interconnection of clinicians,
manage services Integrated carers and patients in support of
Healthcare Services integrated care
their health research
• Shared use of common services and
effective right-siting
Enable integration
Strategic Enable integrated
between healthcare and • Connection of core health systems to
Thrusts healthcare services
advances in biomedical support electronic transactions initiated
science across settings
Connected • For example - PHR / NEHR for access to
an individuals common health record,
Health
Integrated Translating eReferrals, or e-Prescriptions
Information
Healthcare Biomedical
Exchange - e-
Continuum - e- Research to
Enable seamless
Enable Healthcare • Adoption of Health Infocomm
Strategies and secured
processes and Delivery - technologies across all care settings
information
linkages across integrate clinical Adopted • System adopted are core health
exchange in the systems such as EMR, NEHR, PAS, RADT,
the healthcare and biomedical
healthcare value PHR
value chain research data
chain
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6

7. “Fun” Challenges For EA
Chain of 9
polyclinics
Chain of 9
polyclinics
7
7

8. Alternative paths for EA
?
8
8

9. Our EA Approach
9
9

10. Enterprise & Solution Architecture
Prioritize and plan Architecture activities
around Programmes initiated by
management, i.e. develop the EA segment
by segment
Aligning architecture domains across the
Enterprise Architecture enterprise. I.e. whilst architecting each
segment, keep in view the broader
enterprise considerations for each domain.
Applying enterprise design patterns and
standards in each segment architecture
Guidance to Solution architecture &
Implementation implementation.
Solution Architecture & Design
Adapted from Chapter 40. Architecture Partitioning
10
10

11. MOHH EA Journey
3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
‘08 ’08 ’09 ’09 ’09 ’09 ’10 ‘10 ‘10 ’10 ’11 ’11 ’11 ’11
Value NEHR
NEHRA NEHR POC NEHR RFP Value detailed
design
Value NHIS Design
From NHISA Scoping Assurance
Strategy to
Program ESB
focus From problem to
innovation: Value
NEHR Deep dive into a
Repository
tricky problem space NEHRA next
Data/Doc
& take opportunity to iteration
innovate.
Service Catalog
IIA Interop Specs
Extending to new CIC & PHM
CIC & PHM Business Areas Architecture
Implementing operation &
governance only when Tooling: EA Content
Gov & Operation
EA Ops & needed. Repository population
Gov
11
11

12. Architecture Bundle Cards (ABC)
Collaborative & Continual Architecture
Business • A means of managing Complexity
Inputs and constant Evolution.
Group Discussion & • Each ABC is a mini segment
Bottom-up ideas from Architects architecture
Joint Development
• Summary cover “card”
• All 4 domains
Produce • Analysis of key options
• Implementation implications
ABC XYZ
Analysis “Vs. Architecture Team
Analysis “Vs. • ABCs are “living” documents
current NEHR”
Target
Architect owner (more than EA)
architecture” • May not be complete
Integration New business
for each ABC • Expand and update as more
analysis of
current systems
services and
applications
architecture “work” gets done
Go to ABCs Review & • Dependencies across ABCs must
Library Endorse be managed
• Each ABC can be used as a
ABCs Library communication pack for a
capability and includes key decision
Harmonise Goal State & recommendation.
Input into Architecture
& Produce
Goal State
Synthesize
12

13. The NEHR Goal State
Access Channels
Patient Clinician Researcher
National Health Clinician Portal Provider
BI Tools
Portal - PHM NEHR Viewer EMR Systems
Business Services Integration Partners
Summary Care Record Shared Services EMRX
Primary Care Provider Medications Reconciliation CMIS
Demographics
Care Coordinator
Problem List Reconciliation NIR
Diagnoses Allergies Investigations
CHCS
Events Medications Referral Events Shared CDS
CLEO
Shared Care Plan
Detailed Documents IRIS
Event Radiology Investigation & BI Enablement MINDEF
Summaries Images Procedure Rpts Audit Prog Eval
Scorecards Scorecards PHM
Referral Docs
Integration Services
Provider Integration Transformation Registry 2nd Data Use
Gateway Services Services Services Support
Pseudony-
Extraction Data validation Message Terminology Patient misation
Exchange
Data Pattern Communication
Doc Retrieval transformation brokering
Care provider Extraction
Message
Error Workflow Interception
Facilities
Relationship
Service Proxy Structure Mapping
Service
Endpoint
Audit resolution
Clinical Registry Access &
Terminology
Data Data Audit Secondary uses
data replica
Infrastructure & Technology
Interaction & Integration Operations Development
Doc Mgmt & Provider Clinician
Portal Reporting Usage Audit Standards & Legend
Workflow On-boarding Support
Processes
App Server Messaging ESB &
& Batch & ETL Orchestration Registry Data Error User Rights Existing functionality
SDLC Methods
Updates Resolution Admin & Tools
Security New functionality
Encryption & System Monitoring & Management Environments
Authentication Audit Logging
Signature
Updated functionality
Platform & Availability
Replication, Clustering,
Archival
Backup & DR
Load Balancing
Server Network Storage To be retired
13

14. Business Architecture:
Healthcare Capability Model
The Healthcare Capability
Model is used to:
• Develop a ‘good practice’
goal state architecture
• Communicate to
Stakeholders
• Manage Business and IT
Portfolio
Existing
Newly added
To be
extended
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17

15. Business Architecture:
Capability vs. care settings
15

16. Compositing of services: Referral
1. Locating recipient uses both Care
Provider and Facility registries
2. Referral letter is composed and
uploaded to NEHR (note referral letter
composition possible via NEHR Portal)
3. Referral notification uses notification
AIC and care provider comms capability.
GP RH Destination is also determined via
? Endpoint resolution service
2. Upload 4. Recipient retrieves Referral Letter from
referral 3. Referral NEHR (either through EMR or NEHR
Portal)
1. Locate 5. Communicate
letter notification 5. Recipient uses clinical communication
recipient acceptance capability to communicate acceptance
(note lightweight manual business
4. Retrieve process required).
Referral
Letter
NHIS NEHR
Clinical CommunicationsCare Providers
Put referral
Get referral
Notifications
NHIS Facilities NHIS Relationship service
16

17. A different Referral example
Characteristics
RHS 1. Broker e-referral provides an IT
CH
service (e.g. Web service) for
referral management

 

2. An IT module in the CH manages
the referral assessment workflow
within the CH
Broker 3. CH referral management module
1 3
2 provides an IT service (e.g. Web
e-Referral Referral PMPA service) to receive referral
mgt
5
information
4
4. Upon completion of assessment by
CH users, the referral management
module will update the AIC system
on referral status
5. The module will also create a pre-
admit case in the PMPA system,
Proposed new module.
and pre-populate referral data
17

18. Enterprise Continuum:
Goal State EMR
cmp ABC-026-JHS
Cross (cluster) EMR
communication
«goal state» «goal state»
out of cluster :EMR EMR
getOTNotes
putReconciledMedications
getEDNotes
putDischargeSummaryMetadata
putReconciledProblems
getDischargeSummaryMetadata
putDispensedMedications
resolveRecordLocation
getReconciledAllergies
getReconciledMedications
putOTNotesMetaData
putEDNotesMetaData
getDischargeSummary
putReconciledAllergies
putOrderedMedications
getOTNotesMetaData
getRadiologyReport
getEDNotesMetaData
getReconciledProblems
putReferralLetter
putRadiologyReport
getImmunisations
resolveEndpoint
getReferralLetter
addImmunisation
putLabResult
getLabResult
sendMessage
getEvent
putEvent
getSCR
Used to resolve the Required to recieve
address of documents and deliver
and document / referral communications from
recipients other care providers /
systems
NEHR
«OSB»
NEHR-ESB
«Initiate»
NHIS
Endpoint Resolution
Serv ice «HTB»
NEHR-CDR
Note: whilst some existing
interfaces are shown in black
they are not exposed via
NEHR-ESB at present - i.e.
NEHR portal retrieves the
information directly
18

19. Interoperability and Integration
Architecture
Key Questions Answered:
Interoperability Specifications
 Interoperability Specifications
– How can EHR information be understood in a
consistent manner?
Administration
 Integration Services
Security
Integration
Services – What capabilities does the EHR need to
provide to support interoperability and
integration?
 Security
Infrastructure  Administration
– How does interoperability impact
administration and operations of EHR and EMR
systems?
 Infrastructure
19

20. Data – a Wicked Problem
20
20

21. EA Repository Meta-Model
Example:
• Singapore’s
– Rising Healthcare Costs are a
Business Driver
• which is tackled by the improved
– Sharing of clinical information
whose Goal
• is supported by the example of
improved sharing in the
– Imaging - Capability
• This capability contains the
– resolveRecordLocation -
Application service
• Found in the
– NHIS - Application
• That can be implemented on
– Linux - Technology Component
21

22. EA repository – sample content
•Business Data
Inventory
Business Application Data
•Application Inventory
Business
Organization
•Organisation Inventory
Info flow (appln. srv.) Appln Svs Service
•Business Svs Inv
•Appln Svs Inventory
Info Information srv.)
Business Svs vs Appln Svs(appln. Flow
•Information Flow
•Info flow (appln. srv.)
flow
•Appln vs Appln Svs
•Business Svs vs Appln
Svs
22

23. Role of IHIS
 Architect of IT Solutions
 Delivery of Business, Clinical
and Technology management
Systems
 CIO for Clusters

24. Changing Healthcare & IT Landscape
Healthcare Treatment Disease
Population Care
Outcomes Outcomes
SGH SGH SHS NHG
Poly Poly
TTSH clinics clinic
MOH
Ttsh WH
CGH SOC SOC
Hospital
Department Hospital SOC, Polyclinic
Centric Centric Cluster centric
Centric
Healthcare Interfaced Integrated
Department Fully Integrated
IT Cluster Systems National Systems
Systems

25. Landscape for Healthcare Clusters IT
Integrated information for Better Personalised Care
Today Public Healthcare exchange EMR and Images across any cluster for in- and outpatients
Hospitals: EHR
• Information sensing
• Paperless GP CH
• Clinical & Business
integration
• Advanced Clinical
Decision support
Intra-Cluster:
• Integrated Workflow
• One EMR
• One Patient
Relationship
Management PRM
RH
Cross-Cluster EMR EMR
•One E H R
•EMR for Details Exchanges of Images, Records (Today)
EMRX

26. Federated EA
Business Business Business Business Business Business
Architecture Architecture Architecture Architecture Architecture Architecture
Application Application
Application Architecture Application Architecture Architecture Architecture
Information Information
Architecture Information Architecture Architecture
Technical Architecture
26

27. Architecture “bricks”
Each architecture component is subdivided into a set of specific elements or attributes. Each
technology element is discussed based on industry status and outlook. The status is based on
availability of standards (e.g., formal or de-facto, vendors and products, both emerging and
currently deployed)
Current 2 years 5 years
Tactical Strategic
Baseline
Deployment Direction
Introduction to
Environment
Retirement
Exit from Mainstream Standards
Target
Environment
Emerging
Containment Targets Trends
Implications and Dependencies

28. Technology Obsolescing Roadmap
Technology 2011 2012 2013 Remarks
Database Server
Premier Support Ends 31 Jan 2009
Oracle 10.1 M D -
End of Extended Support 31 Jan 2012
Premier Support Ends 31 Jul 2010
Oracle 10.2 M M D
End of Extended Support 31 Jul 2013
Premier Support Ends 30 Aug 2012
Oracle 11.1 I I M
End of Extended Support 30 Aug 2015
Premier Support Ends 31 Jan 2015
Oracle 11.2 I I I
End of Extended Support 31 Jan 2018
Limited to 1CPU, 1GB memory, 4GB
Oracle 10g Express M M M
database – POC, small dept use only
Legend
: P Pilot
I Invest, technology ready for mainstream deployment
M Maintain, new implementation not encouraged
D Technology reaches End-of-Support, to be discontinued
RESTRICTED - IHiS INTERNAL REFERENCE ONLY

29. Architecture Support Guidance
Standard/
Mission Critical Business Critical Enterprise
Dept
Uptime 99.9% 99.5% 99% 95%
Availability (equivalent to 43.2 (equivalent to 3.6 (equivalent to 7.2 (equivalent to 1.5
min over 30 days) hours over 30 days) hours over 30 days) days over 30
(unplanned downtime
days)
over a rolling 30 days)
Secondary/DR Site Mandatory Mandatory Recommended Optional
Active-Active Active-Passive site with manual
Configuration with Configuration with failover
automatic failover manual failover
Recovery Time < 1 hr < 4 hrs < 8 hrs < 24 hrs
Objective (RTO) –
time to recover system
Recovery Point < 15 mins < 15mins 1 day 1 week
Objective (RPO) –
amount of data loss
RESTRICTED - IHiS INTERNAL REFERENCE ONLY

30. Healthcare Business Reference Model
Biz Areas > Line of Business
Level 0 Core Business Areas
Level 1 Healthcare Services
Emergency SOC/ Investigation
Inpatient Care Allied Health
Level 2 Care Outpatient
Surgery/ Medication Health-
Step-down Care Home Care screening
Procedure Mgmt
Direct Care Supportive Care
Enabling Business Areas
Corporate Services Support Services
Corporate Service
Legal Affairs Medical Operations
Planning Quality Estate Mgmt
Admin Mgmt
Corporate
Communication
HR Mgmt Finance Nursing
Supply Chain
Admin
Community Accreditation & Information
Engagement Licensing Management 30 30

31. Healthcare Business Reference Model
Biz Areas > Line of Biz > Core Biz Functions
Core Business Areas
Core Business Areas
Healthcare Services
Emergency Inpatient SOC / Surgery / Step- Home Care Investigation
Care Care Outpatient Procedure down Registration
Registration
Registration Admission Registration Registration Transfer / Tele-
Admission Consultation Investigation
Triage Consultation Consultation Treatment Consultation Investigation
(BP etc) Billing &
Payment
Consultation Investigation Investigation Day Surgery / Billing &
Procedure Investigation Discharge/
Payment
Referral/Apt
Investigation Treatment Treatment Medication Admit/
Dispensing Treatment Discharge/
Operation/ Referral /Apt
Treatment Procedure Health Screening
Procedure
Procedure
Medication Medication Medication
Allied Health Supportive Care
Dispensing Dispensing Dispensing Medication
Dispensing Registration
Billing & Billing & Billing & Billing &
Payment Payment Payment Payment Billing &
Treatment
Admit/ Payment
Admit/ Admit/
Discharge/
Discharge/ Discharge/ Discharge/ Discharge/ Billing &
Referral/Apt
Referral Referral/Apt Referral/Apt Referral /Apt Payment
Discharge/
Referral/Apt
Med Mgmt Direct Care 31

32. Current Application vs Process Map
Medication
Consultation Investigation Treatment Operation Procedure
Management
System A    
(EDNotes)  (EDNotes)  (EDNotes) (EDNotes)
System B 
(eOrders)
System C 
(Results Mgmt)
System D 
(Outpatient)
System E 
(HIDS)
System F  Medication managed by
(Inpatient) different applications.
System G 
(Dispensed)
System H 
(Support)
System I   
(Support) (Support) (Support)
System J 
Clinical documentations across
multiple applications.

33. Target Application Landscape
Level 0 Core Business Areas
Level 1
Healthcare Services
Patient
SAP –
Patient
PA/PM
Relationship
EDWeb
Integrated EMR Portal
CPSS Dental
Mgmt. / EndoSys ENTSys
(eRX) Notes Step-down Community Home
Appt
eIMR
CPSS (eHIDs/ OTRS CDMS Care Care Care
Financial eMC)
Counseling
eHOR Acute Care
Patient
Engagement
Services CCOE CCOE Lab Information RIS CliniVi Chronic
(eOrder (RM) Sys RIS/PACs
/PACS ew Blood Bank
Disease
Patient Registry
Touchpoints Incident Drug Allergy &
Pharmacy
Reporting
Supportive Care & Marts
Medical Alerts
Patient
Clinical Adverse Drug Event Monitoring Clinical Indicator Clinical
Engagement Repository & Surveillance
ECG
& Tracking & Risk Alerts Review
Enabling Business Areas
Corporate Services Support Services
Bed SAP - Queue
Patient Accounting Financial Mgmt Enterprise Scheduling
Appt OTS Trendcare Mgmt Sys
& Billing Assistance SAPEnterprise
-
ODS Location Tracking /
EDW/BI MM
Resource Planning Asset Mgmt.
33

34. Current Programme-Data Matrix
Data Element
Program H
Program F
Program D
Program A
Program B
Program C
Program E
Program I
Program G
C – Create
R – Read
-
U – Update
D – Delete
* – Manual/Forms
Patient Information
Patient & Demographics CR * CR * CRUD R CRU R CRU* R R
Family Information — — — CRUD* — — — — CRUD
Financial Information CR — — R — — — — CRUD
Healthcare Episodes & Visits
Patient Episode R R R R — R — — R
Patient Visit/Encounter R R R R — R — — R
Patient Appointment CRUD — CRUD CRUD — — — CRUD —
Payment C — C C — — — — —
Healthcare Organisations & Providers
Institution — — — — — — — — —
G.P. Clinic CRUD CRUD — R CRUD CRUD — — —
Screening
Screening Event — — — — CRUD — — — —
Screening Registration — — — — CRUD — — — —
Screening Result — — — — CRUD — — — —
Referral
Referral CR* CR * — CR* CR* — — — —
Clinical Information
Medical History: Allergies R — R — — — — — —
Medical History: Surgery History R — R CR* — — — — —
Physical Condition: Vital Signs — CRUD* — CR* CR* — — — —
Physical Condition: Physical Characteristics R — — — — —
Healthcare Delivery: Examination CR* CR* CR* CR* CR* R — — —
Healthcare Delivery: Test Results R CR* R CR* CR* R — — —
Healthcare Delivery: Procedure R R R CR* — R — — —
Healthcare Delivery: Medication R R R CR* — R — — —
Discharge Summary R — R R — R R — —
Medical Conditions R — — R — — — — —
Integrated Care/Tele-care
Programme — — — — — CR — — —
Call-Scripts — — — — — CRUD — — —
Knowledge-base — — — — — CRUD — — —
Tasks — — — — — CRUD — — —
Communication Logs — — — — — CRU — — —

35. Current Application-Data Matrix
Data Element
System G
System E
System F
C – Create
System D
System C
System B
System A
R – Read
U – Update
D – Delete
Patient Information
Patient & Demographics CR CRU R — — R —
Family Information — — — — CRUD — —
Financial Information CR — — — CRUD — —
Healthcare Episodes & Visits
Patient Episode R — R — R R —
Patient Visit/Encounter R — R — R R —
Patient Appointment CRUD — — — — — —
Payment — — — — — — CRU
Healthcare Organisations & Providers
Institution — — — — — — —
G.P. Clinic CRUD CRUD CRUD — — — —
Screening
Screening Event — CRUD — — — — —
Screening Registration — CRUD — — — — —
Screening Result — CRUD — — — — —
Referral
Referral (IN) — — — — — — —
Clinical Information
Medical History: Allergies — — — — — — —
Medical History: Surgery History — — — — — — —
Physical Condition: Vital Signs — CR — — — — —
Physical Condition: Physical Char acteristics — — — — — — —
Physical Condition: ADL — — — — — CR —
Healthcare Delivery: Examination CR CR — — — — —
Healthcare Delivery: Test Results — CR R — — — —
Healthcare Delivery: Procedure — — — — — — —
Healthcare Delivery: Medication — — — — — — —
Discharge Summary — — — — — — —
Medical Conditions — — — — — — —
Integrated Care/Tele-care
Programme — — CR — — — —
Call-Scripts — — CRUD — — — —
Knowledge -base — — CRUD — — — —
Tasks — — CRUD — — — —
Communication Logs — — CRU — — — —

36. Information Architecture – Gaps &
Opportunities
• Lifestyle
New Data Elements • Family History
• Activity of Daily Living *
• G.P. Clinic
Sharing of Common • Lifestyle
Data • Activity of Daily Living
• Financial Information
Accessibility to
• Electronic clinical documentations
clinical • Scanned MRO Case notes
documentation
Event Management • Screening, training, and etc. as Events

37. Target Logical Model

38. Summary
 Establish Enterprise Standards and Guidelines
 IT Roadmap and Blueprinting
 Jurong Health Services (JHS) cluster
 SingHealth Chronic Disease Programme
 EasternHealth Alliance Integrated Care Programme
 Continual governance, review and project
involvement
 Communicate, communicate, communicate …
10/22/2012 38

39. EA – Key Success Factors
 Understand that EA is a Journey, not an End-State
 Iterations and Roadmap Reviews
 Cooperation and Willingness from the rest to work
with architecture team to align to EA
 Seeing the value that EA can bring in the long run
 Competent Architecture team to lead the way
 Knowing what EA is, and options for implementation
 Knowing how to earn and keep client trust

40. Proud moments…
40

41. A SHORT CHAT
if we have time …
41

42. An experienced EA’s wisdom
• Jim Heaton, CTO Baker Hughes, How to fast track an EA group
– Mentor and develop employee competencies
– Create insanely rapid value and business impact.
– Generate external recognition as a powerful reinforcements of achievements
– Just enough, just in time.
– Design for specific immediate demand, but always thinking about the general
case
– Minimize time to value, not time to milestones
– Time box architecture efforts, so that EA team can have the capacity for
breadth of coverage, and avoid the temptation to dive into details
– Make sure that everyone else doesn't think that EA is trying to take over the
world. (politics)
– How to manage outsourced partners? Identify good architects in these
organizations, nurture them, give them credit, get them promoted
– Make sure that every piece of work is about Developing the Architect, on top
of developing the architecture
42

43. A panel of EA’s point of view
• What are good qualities to look for in an EA
– Curiosity
– Courageous to ask why
– A good sales guy
– Not locked in to standard IT way of thinking
– Able to foster and grow a team of Subject Matter Experts
– Have run a business before
“External consultants can provide methodology and be
evangelists. But the internal team must be one doing the
work.”
43

44. My point of view
• I believe there are 3 “pillars” to becoming a competent EA
• Framework
– “An architecture framework is a foundational … set of structures…for
developing … architectures” – TOGAF Intro
• Methodology
– “… a method for designing a target state of the enterprise …, and for
showing how the building blocks fit together” – TOGAF Intro
• Practice
– “Must I complete all the Catalogs, Matrices & Diagrams?”
– “Must I cover all Domains – Business to Technical?”
– “Must I strictly follow every single step of the ADM?”
• The practice of EA is the craft of applying of technology1 (TOGAF) to
solve problems and help master complex environments
• Commonsense should prevail
44

45. Insource or Outsource
Insource Outsource
• Contextual knowledge • Methodology & framework
• Long term view • Broader experience
• Focus on implementation • Time-bound discipline
• Ongoing maintenance • Extra brains & hands
• Politics • Politics
If you choose to outsource, make sure that
• Blended team, internal team must be involved in doing work
• Internal team understands and can continue the work
• Matches your EA style and content. See Chap 40.3 Integration
45

46. EA is the Glue
IT Strategies
IT Implementations
46

47. The Art of EA
2.
Build
1. relationships
Focus on / trust 5.
solving Evolve from
problems, not where you
just delivering are
artefacts 4.
Be
pragmatic,
3. not
Be a dogmatic
servant
first,
policeman
later
47

48. Go forth and Architect!
48