Slide deck from a talk on "Trends in IT Infrastructure - What you don't know CAN hurt you" given at 'the TribalNet Conference on 16 November 2011 in Phoenix.

1. Trends in IT Infrastructure:
What You Don’t Know CAN Hurt You
Leon A. Kappelman, Ph.D.
Professor of Information Systems
Professor of Information Systems
Director Emeritus, Information Systems Research Center
Director Emeritus, Information Systems Research Center
Fellow, Texas Center for Digital Knowledge
Fellow, Texas Center for Digital Knowledge
Information Technology & Decision Sciences
Information Technology & Decision Sciences Department
Information Technology & Decision Sciences Department
College of Business, University of North Texas
Website: http://courses.unt.edu/kappelman/
Email: kapp@unt.edu Phone: 940‐565‐4698
pp@
Founding Chair, Society for Information Management Enterprise Architecture Working Group
© 1991‐2011 Leon A. Kappelman TribalNet12, Scottsdale, 16‐November‐2011

2. LOOKING
LOOKING "Those who
Those who
BACK AS A
BACK AS A cannot remember
the past are
WAY OF
WAY OF condemned to
d dt
LOOKING
LOOKING repeat it
repeat it"
George Santayana
AHEAD
2

3. LOOKING
LOOKING "Those who
Those who
BACK AS A
BACK AS A cannot remember
the past are
WAY OF
WAY OF condemned to
d dt
LOOKING
LOOKING repeat it
repeat it"
George Santayana
AHEAD
3

4. LOOKING BACK
LOOKING BACK
• Mid 1940s
•The Computer is Born
•The Information Age is Born
The Information Age is Born
• Three Technological Roots of the
Information Age (and all computers)
f i ( d ll )
• Phone system – more complex
Phone system more complex
4

5. 5

6. 6

7. 7

8. LOOKING BACK
LOOKING BACK
•Mid 1940s
•The Computer is Born
•The Information Age is Born
The Information Age is Born
•Technological Roots of the Information
Age and all Information Technologies
d ll f i h l i
• Phone system – more complex
Phone system more complex
• Nuclear – smaller
8

9. Electron microscope constructed by Ernst Ruska in 1933
9

10. "Gadget“ – the first atomic bomb detonated
To test the complex design of Fat Man (dropped on Nagasaki), a prototype
p g ( pp g ), p yp
bomb known as "the gadget", was exploded at the Trinity test site at the
Alamogordo Bombing Range in New Mexico, on July 16, 1945.
10

11. LOOKING BACK
LOOKING BACK
•Mid 1940s
•The Computer is Born
•The Information Age is Born
The Information Age is Born
•Technological Roots of the Information
Age and all Information Technologies
d ll f i h l i
• Phone system – more complex
Phone system more complex
• Nuclear – smaller
• Radar – faster
11

12. 12

13. 13

14. Radar invented around 1935 (its roots
around the turn of the 20th century)
The Freya FuMG 39G
Th F F MG 39G was the first operational early warning radar defense
th fi t ti l l i d d f
system. In 1938 eight of these units had been delivered and deployed along
the German border. 14

15. The Freya was
developed by
Telefunken. Twenty
Telefunken. Twenty
(20) of the units were
delivered by 1940 to
delivered by 1940 to
the Ruhr area. By the
end of the war, over
d f h
5,000 units of this and
upgraded models
(Wuerzburg D) had
D) had
been in deployed in
Europe.
Europe
15

16. General trends driving the evolution of IT
ever since …
• More capacity (phone system)
• Smaller (nuclear)
• Faster (radar)
Faster (radar)
• More usable
• More reliable
• Hardware cheaper (per unit)
p (p )
• Software cheaper (per unit)
• if bought off the shelf (the power of “reuse”)
if bought off the shelf (the power of “reuse”)
• but more expensive to custom develop
• "More Bang for the Buck"
© 1991‐2009 Leon A. Kappelman 16

17. FOUR KEY TRENDS OF THE
INFORMATION AGE
Four key trends have driven the evolution of the technologies that are
y g
central to the Information Age. These forces characterize these e‐
times and affect the organizations and industries in which we work, as
well as the social and economic milieus in which we live. Understand
and anticipate the effects of these four forces, if only a little, and
you re likely to succeed. Ignore or overlook their influence only at your
you're likely to succeed Ignore or overlook their influence only at your
peril. The four defining forces of these e‐times are:
• Velocity: Increasing the pace of almost everything.
Velocity: Increasing the pace of almost everything.
• Productivity: Doing more with less.
• Convergence: Blurring boundaries of all kinds.
g g
• Brains: Managing data, information, & knowledge, and change.
Leon A. Kappelman, IS for Managers, McGraw-Hill, 1993, & “Working In The
pp g g
Global Village” (InformationWeek, March 20, 2000, page 150).
17

18. LOOKING FORWARD
Three Trends Driving ITI
• Two drive the evolution of IT
infrastructure itself
infrastructure itself
–“Doing more with less”
–“Doing IT anywhere”
• Thi d d i
Third drives the evolution of how we think
h l i fh hi k
–About IT in particular
About IT in particular
–About organizations in general
–Perhaps about almost everything 18

19. Two Trends Drive Evolution of IT
Infrastructure (ITI) :
These are about the “PARTS” or PIECES of ITI
PARTS
• “Doing More With Less”
– More Capability: Larger, faster, cheaper, more powerful
– Density & Efficiency:
Density & Efficiency:
• Virtualization, mainly of servers and desktops
, , pp , ,
• Consolidation, of servers, applications, networks, data centers
• To some, cloud computing is a consolidation of disparate ITI.
– Conservation: energy, space, people, devices, $/€, etc.
gy, p , p p , , $/ ,
19

20. 20

21. Two Trends Drive Evolution of IT
Infrastructure (ITI) :
These are about the “PARTS” or PIECES of ITI
PARTS
• “Doing More With Less”
– M
More Capability: Larger, faster, cheaper, more powerful
C bili L f h f l
– Density & Efficiency:
• Virtualization, mainly of servers and desktops
• Consolidation, of servers, applications, networks, data centers
• To some, cloud computing is a consolidation of disparate ITI.
– Conservation: energy, space, people, devices, $/€, etc.
gy, p , p p , , $/ ,
• “Doing IT anywhere”
– Mobility
– Telecommuting
– Tele‐presence
– Cloud
Cl d
21

22. Third Trend Drives Evolution of our Thinking:
g
About parts fitting together for the good of the whole
• Foundations of it are
of it are
– Systems thinking and Holistic thinking
– Architecture and Engineering
g g
• In IT we call this “Enterprise Architecture” (EA)
• About managing change and complexity, while reducing
entropy, cost, and “time to market”
t t d “ti t k t”
• Seeks to better balance:
– The whole and its parts
The whole and its parts
– Short‐term/long‐term trade offs
• These ideas are not just applicable to ITI or even just to
organizations but also energy and environmental policy,
i ti b t l d i t l li
medical science and health care, management and logistics,
economics and so on.
22

23. The act of discovery
y
consists not in finding
consists not in finding
new lands but in
new lands but in
seeing with new eyes.
i ith
– Marcel Proust
Marcel Proust
23

24. Why Enterprise Architecture?
Wh E t i A hit t ?
f ’ “ ”i h ’
•If you can’t “see” it, then you can’t
effectively change it or manage it.
effectively change it or manage it
fy , y
•If you can’t “describe” it, then you
can’t communicate about it.
•Especially if it’s complicated or big, or
will grow, evolve, or change at some
will grow evolve or change at some
p
point in time.
24

25. 25

26. 26

27. 27

28. Organization,
g ,
“know thyself”!
know thyself !
– Socrates
Soc ates
28

29. Organization,
g ,
“know thyself”!
know thyself !
– Socrates
Soc ates
– Socrates Consulting
29

30. EA is about the creation of a shared
language (of words, images, and so on) on)
to communicate about, think about, and
manage the enterprise.
If the people in the enterprise cannot communicate
If the
If th people i th
l in the enterprise cannot communicate
t i t i t
well enough to align their ideas and thoughts
well enough to align their ideas and thoughts
about the enterprise (e.g., strategy, goals,
b t th t i ( t t l
objectives, purpose, …),
then they cannot align the things they manage (e.g.,
then they cannot align the things they manage (e.g.,
applications, data, projects, goods and services,
jobs, vehicles, people, …). Nor can they optimally
govern, devise strategy, create value, …
30

31. Do
D we really need a
ll d
“shared language”?
h dl
31

32. No EA = no shared language = you get:
“KEY ISSUES FOR IT EXECUTIVES 2005” MISQuarterly Executive, 2006, Luftman, Kempaiah, & Nash.
32

33. Top IT Management Concerns 1980‐2010
Top IT Management Concerns 1980‐
IT Management
2010 2009 2008 2007 2006 2005 2004 2003 1994 1990 1986 1985 1983 1980
Concerns
C
Business productivity & cost reduction 1 1 7 4
Business agility and speed to market 2 3 13 17 7 5 7
IT and business alignment
IT d b i li 3 2 1 2 1 1 1 1 9 7 5 2 7 9
IT reliability and efficiency 3 6
Business Process Reengineering 3 4 18 15 11 5 10 10 2
IT Strategic planning
IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1
Revenue generating IT innovations 6 8
THIS IS SYMPTOMATIC OF NOT SUFFICIENTLY
IT cost reduction 8 5 7 4
y p y
Security and privacy 9 9 8 6 3 2 3 3 19 18 6 14 12
UNDERSTANDING THE “REQUIREMENTS”):
UNDERSTANDING THE “REQUIREMENTS”)
Globalization 10 15
Change management 11 14 6 7 3 2 3 3 19 18 6 14 12
• SPECIFIC DETAILS OF A PARTICULAR OBJECTIVE,
Outsourcing/vendor management 12 11
13 11 11 33 15 15 9 8 4 1 8
ACTIVITY, AND/OR PROCESS.
Enterprise architecture
IT human resource considerations 13 17
Knowledge management 13 17
• OVERALL CONTEXT – THE BIG PICTURE OF HOW IT
OVERALL CONTEXT THE BIG PICTURE OF HOW IT
Project management
Project management 13 11 10 23 5 10
13 17
ALL FITS TOGETHER.
Sourcing decisions
CIO leadership role 10 16 10
IT organization design 15
• OR BOTH
OR BOTH
Societal implications of IT 20
33

34. Top IT Management Concerns 1980‐2010
Top IT Management Concerns 1980‐
IT Management
2010 2009 2008 2007 2006 2005 2004 2003 1994 1990 1986 1985 1983 1980
Concerns
C
Business productivity & cost reduction 1 1 7 4
Business agility and speed to market 2 3 13 17 7 5 7
IT and business alignment
IT d b i li 3 2 1 2 1 1 1 1 9 7 5 2 7 9
IT reliability and efficiency 3 6
Business Process Reengineering 3 4 18 15 11 5 10 10 2
IT Strategic planning
IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1
Revenue generating IT innovations 6 8
THIS IS SYMPTOMATIC OF NOT SUFFICIENTLY
“What we got here is a
What we got here is a
IT cost reduction 8 5 7 4
y p y
Security and privacy 9 9 8 6 3 2 3 3 19 18 6 14 12
UNDERSTANDING THE “REQUIREMENTS”):
UNDERSTANDING THE “REQUIREMENTS”)
Globalization 10 15
Change management 11 14 6 7 3 2 3 3 19 18 6 14 12
• SPECIFIC DETAILS OF A PARTICULAR OBJECTIVE,
failure to communicate.
failure to communicate ”
Outsourcing/vendor management
ACTIVITY, AND/OR PROCESS.
Enterprise architecture
IT human resource considerations
12
13
13
11
11
17
11 33 15 15 9 8 4 1 8
– Cool Hand Luke
Cool Hand Luke
Knowledge management 13 17
• OVERALL CONTEXT – THE BIG PICTURE OF HOW IT
OVERALL CONTEXT THE BIG PICTURE OF HOW IT
Project management
Project management 13 11 10 23 5 10
13 17
ALL FITS TOGETHER.
Sourcing decisions
CIO leadership role 10 16 10
IT organization design 15
• OR BOTH
OR BOTH
Societal implications of IT 20
34

35. EA is about the creation of a shared
language (of words, images, and so on) on)
to communicate about, think about, and
Enterprise
p
manage the enterprise. Governance
Enterprise Architecture
p
If the people in the enterprise cannot communicate
If the
If th people i th
l in the enterprise cannot communicate
t i t i t
well enough to align their ideas and thoughts
well enough to align their ideas and thoughts
Strategy
about the enterprise (e.g., strategy, goals,
b t th t i ( t t
Goals/Objectives (e.g., Alignment) l
objectives, purpose, …),
IT Architecture
IT Architecture
then they cannot align the things they manage (e.g.,
then they cannot align the things they manage (e.g.,
IT Projects
applications, data, projects, goods and services,
jobs, vehicles, people, …). Nor can they optimally
govern, devise strategy, create value, …
35

36. It’s not that we don’t govern, devise strategy, create
value, build & run great ISs, and succeed.
l b ild & t IS d d
• But because we lack a shared language and holistic
thinking (that is, Enterprise Architecture), we do so in a
thinking (that is, Enterprise Architecture), we d
thi ki (th t i E t i A hit t ) do so in a
i
reductionist manner. Rather than a holistic manner.
•A “reductionist manner “ is a tt
A “reductionist manner “ is an attempt or tendency to
d ti i t “i t t d t
explain a complex set of facts, entities, phenomena, or
structures by another, simpler set
t t b th i l t
•"For the last 400 years science has advanced by
reductionism ... The idea is that you could understand
d ti i Th id i th t ld d t d
the world, all of nature, by examining smaller and
smaller pieces of it. When assembled, the small pieces
ll i f it Wh bl d th ll i
would explain the whole" (John Holland).
• Thi l d t t
This leads to stovepipes, excessive complexity, dis
This leads to stovepipes, excessive complexity, di ‐
i i l it dis‐
integration, redundancy, high cost, and slow change. 36

37. How ddoes an EA
shared language help
g g p
IT perform better?
37

38. 38

39. 39

40. Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture: Creating the Information Age
Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture Creating the Information Age
The SIM Guide to Enterprise Architecture: Creating the Information Age
Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, Jeanne Ross,
Enterprise, 2010, CRC Press, Taylor and Francis Group, NYC, (www.crcpress.com).
Enterprise,
Peter Weill, & David Robertson, Harvard Business Press, 2006.
40

41. Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture: Creating the Information Age
Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture Creating the Information Age
The SIM Guide to Enterprise Architecture: Creating the Information Age
Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, Jeanne Ross,
Enterprise, 2010, CRC Press, Taylor and Francis Group, NYC, (www.crcpress.com).
Enterprise,
Peter Weill, & David Robertson, Harvard Business Press, 2006.
41

42. 42

43. Oh, so it’s about getting
the system requirements
right?
We know how to do that!
Don’t we?
43

44. Brooks on the difficulties of software development …
“To see what rate of progress one
can expect in software
ti ft
technology, let us examine the
difficulties of that technology.
difficulties of that technology.
Following Aristotle, I divide them
into essence, the difficulties
inherent in the nature of
software, and accidents, those
difficulties that today attend its
difficulties that today attend its
production but are not inherent.”
"No Silver Bullet ‐ Essence & Accidents of
Software Engineering” 1986 in Information Processing
86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress
'86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary
Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.
David Hay, 2003 44

45. Brooks on the difficulties of software development …
“To see what rate of progress one
can expect in software
ti ft
technology, let us examine the
difficulties of that technology.
difficulties of that technology.
Following Aristotle, I divide them
into essence, the difficulties
inherent in the nature of
software, and accidents, those
difficulties that today attend its
difficulties that today attend its
production but are not inherent.”
"No Silver Bullet ‐ Essence & Accidents of
Software Engineering” 1986 in Information Processing
86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress
'86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary
Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.
David Hay, 2003 45

46. Brooks on the difficulties of software development …
“The hardest single part of
building a software system is
“To see what rate of progress one
To see what rate of progress one
deciding precisely what to build.
can expect in software
No other part of the conceptual
technology, let us examine the
work is as difficult as
difficulties of that technology.
establishing the detailed
Following Aristotle, I divide them
technical requirements i No
requirements….
into essence, the difficulties
i h diffi l
other part of the work so
inherent in the nature of
cripples the system if done
software andyaccidents those
pp
software, and accidents, those
wrong. No other part is more
difficulties that today attend its
difficult to rectify later.”
production but are not inherent.”
"No Silver Bullet ‐ Essence & Accidents of
Software Engineering” 1986 in Information Processing
86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress
'86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary
Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.
Editi F d i k P B k J Addi W l 1995
David Hay, 2003 46

47. SIMEAWG
IT Management Practices Study
Averages (Scale: 1[=awful] to 5 [=superior])
Averages (Scale: 1[=awful] to 5 [=superior])
• 3.67 Overall average (64 questions)
g ( q )
• 3.92 Purpose / function of EA (7 questions)
• 3.90 Potential benefits of EA (20 questions)
• 3.68 ISD CMM practices and capabilities (12 questions)
• 3.53 Use of requirements artifacts (10 questions)
• 3.33 Requirements practices & capabilities (15 questions)
The SIM Guide to Enterprise Architecture: Creating the
Information Age Enterprise,
Information Age Enterprise, 2010, edited by Leon A.
Kappelman, CRC Press, Taylor and Francis Group, NYC,
l l d
(www.crcpress.com).
47

48. INDUSTRY DATA ON DEFECT ORIGINS
Because defect removal is such a major cost element, studying defect origins is
a valuable undertaking.
IBM Corporation (MVS) SPR Corporation (client studies)
45% Design errors
g 20% Requirements errors
q
25% Coding errors 30% Design errors
20% Bad fixes 35% Coding errors
5% Documentation errors
Documentation errors 10% Bad fixes
Bad fixes
5% Administrative errors 5% Documentation errors
100% 100%
TRW Corporation Mitre Corporation Nippon Electric Corp.
60% Design errors
g 64% Design errors
g 60% Design errors
g
40% Coding errors 36% Coding errors 40% Coding errors
100% 100% 100%
Copyright © 2009 by Capers Jones. All Rights Reserved. SWQUAL0848
48

49. What is an Enterprise?
What is an Enterprise?
Logical
L i l
Physical
Ph i l
49

50. 50

51. LOGICAL
PHYSICAL
51

52. RESOURCES BEHAVIORS
52

53. Things | Behaviors
|
|
|
|
Logical |
|
___________________________________________
|
|
Physical |
|
|
|
| 53

54. Things | Behaviors
|
|
|
|
Logical |
|
___________________________________________
|
|
Physical |
|
|
|
| 54

55. 55

56. Architecture/Requirements
(
(Strategy, Design, & Plans)
gy g )
Project Management (Execution & Implementation)
Instantiation / O
I t ti ti Operations
ti
(Functioning Enterprise)
56

57. 57

58. Strategist s
Strategist’s Vision
Business Model
B i M d l
Logical M d l
L i l Model
Physical Model
Component
p (Subcontractor’s) View
Functioning Enterprise
58

59. 59

60. W H W W W W
H O H H H H
A W E O E Y
T ? R ? N ?
? E ?
?
60

61. I P S G
N O C
S F R H
O
E A
O R T D L
D F A A
L
U
L S
S
A T T
S E
S
/ &
T W R R
/
T
A U E I R
A C P M
O I U
R T
R N L
U G
E R
T S
E
S S
E
61

62. Zachman’s Framework for EA …
… is a tool for thinking and communicating about Es.
is a tool for thinking and communicating abo t Es
… is an ontology, a data model (schema) for all the
knowledge about the enterprise.
… is process and method agnostic It doesn’t care
is process and method agnostic. It doesn t care
how you get the knowledge.
… posits that if you want to be aligned, agile,
h f b l d l
optimized, or whatever your objectives, then this is
what you will likely need to know in order to
effectively and efficiently :
effectively and efficiently :
• achieve your objectives;
• manage change and complexity;
manage change and complexity;
• manage the enterprise & all its resources, including IT. 62

63. Strategy
gy
Execution
63

64. ESSENCE
Architecture/Requirements
(
(Strategy, Design, & Plans)
gy g )
Project Management (Execution & Implementation)
ACCIDENT
Instantiation / O
I t ti ti Operations
ti
(Functioning Enterprise)
64

65. An EA View of IT Infrastructure
IT Infrastructure: A Holistic View
Data Apps Hardware People Timings Policies
65

66. An EA View of IT Infrastructure
IT Infrastructure: A Holistic View
Data Apps Hardware People Timings Policies
66

67. What is EA?
• EA is a different way of seeing, communicating about, &
managing the enterprise & all of its assets, including IT.
• EA gets to essence of IT success: Knowing &
communicating the organization’s requirements.
• EA is key to:
– achieving & keeping business‐IT alignment & other objectives.
– helping the organization create value.
• EA includes many things you are already do; such as
requirements analysis, system design, strategic planning,
i l i d i i l i
network design, standard setting, knowledge
management, data warehousing, SOA, BPR, etc., etc., …
management data warehousing SOA BPR etc etc
– BUT EA is much, much more than that.
– Still you can build your EA practice on what you are
Still, you can build your EA practice on what you are
already doing
67

68. IT System Acquisition: Perfect World
y q
68

69. More often than we’d like to admit practice: IT System Acquisition
69

70. Typical Practice: IT System Acquisition
yp y q
70

71. Typical Practice: IT System Acquisition
yp y q
71

72. Typical Practice: IT System Acquisition
yp y q
Assessment: Strategic Alignment
72

73. Typical Practice: IT System Acquisition
yp y q
73

74. Typical Practice: IT System Acquisition
yp y q
Audit of Controls & Compliance
74

75. Road to the Future: Institutionalizing EA
• This is a new way of life: There is no quick fix; no silver bullet.
75

76. 76

77. Road to the Future: Institutionalizing EA
• This is a new way of life: There is no quick fix; no silver bullet.
• This will take time and determination, as well as vision, courage and
commitment: Do not underestimate the difficulty and complexity of
commitment: Do not underestimate the difficulty and complexity of
architecting and engineering one of humankind’s most complex
objects – the Enterprise.
• Enjoy the ride – Do not get discouraged: This is a revolution in
thinking, a discipline, an engineering process. Change of this
g p
magnitude takes time and perseverance.
• Be Real ‐ Set realistic expectations: Things have to be implemented
and modified periodically so you have to accept some risk of “scrap
and rework. Progress trumps perfection.
and rework " Progress trumps perfection.
• Educate, don't assume anything: Make executive education and
technical training a continuous process. It is easy to forget long‐term
issues in the short‐term stress of daily life.
issues in the short term stress of daily life
• Learn!: The state of the art is only about 25 years old and the
"playing field" still pretty level – there is still much to learn and
Sdiscover, and countless opportunities to create value and
advantage.
77

78. 78

79. You will also need
some EA processes and
governance bodies that
integrate EA into the
processes and
governance activities
for everything else (IT
and business).
)
Example of an EA development
Example of an EA development
process: TOGAF Architecture
Development Method (ADM) cycle
http://pubs.opengroup.org/architecture/togaf8‐doc/arch/chap03.html
79

80. VA’s IT Governance Structures
VA Executive
Board Strategy
Culture Organizational Executive
Change Steering
Management Committee
Strategic Management
Council
Quality Office of
Cyber Security
Information Technology IT Steering
Capital Board Committee
Resource Investment
Allocation Council IT Strategy
Project Technology
Management EA Architecture Council Steering
Office Committee
IT project delivery Technology Architecture
80

81. Three Trends Driving ITI
Three Trends Driving ITI
• Two drive the evolution of IT
Two drive the evolution of IT
infrastructure itself
–“Doing more with less”
–“Doing IT anywhere”
• Third drives the evolution of how we think
Third drives the evolution of how we think
p
–About IT in particular
–About organizations in general
–Perhaps about almost everything
81

82. EA Implementation Guidelines: Getting Started
• Build on what you are already doing including current projects
Build on what you are already doing, including current projects.
• Use collaborative approaches to doing and governing EA:
– Organize an EA working group or EA council.
– Learn together & work toward agreement about language, models, methods
h k b l l h
• Get participation & commitment from IT & business management:
– At all levels (but start as high as possible). Leadership counts!
• Determine the goals, focus, scope, and priorities:
– Aim for completeness & comprehensiveness. Deal with day‐to‐day needs.
• Embrace continuous change, learning, and communication:
g , g,
– Remember, it’s a journey and a process.
– Evangelize. Have an “elevator speech”. Get your “converters” one at a time.
• Start small and show early success Then build on it
Start small and show early success. Then build on it.
– Identify EA initiatives of most value to organization.
– Help the value creators, it creates champions and wins hearts and minds.
• Monitor evaluate and improve on a continuous basis:
Monitor, evaluate, and improve on a continuous basis:
– Quantify the benefits
– Regularly take a hard look at EA cost‐value proposition, and make it better.
• U EA i IT f CONTINUOUS IMPROVEMENT OF IT ALL d t
Use EA in IT for CONTINUOUS IMPROVEMENT OF IT ALL and to
COMMUNICATE WITH YOUR CUSTOMERS & STAKEHOLDERS.
82

83. An EA View of IT Infrastructure
IT Infrastructure: A Holistic View
83

84. “No one has to change.
g
Survival is optional.”
p
– Dr. W. Edwards Deming
84

85. SIM Guide to Enterprise Architecture
A project of the SIM EA Working Group
Edited by: Leon A. Kappelman, Ph.D.
Edited by Leon A Kappelman Ph D
Foreword by: Jeanne W. Ross, Ph.D.
Contributing Authors, Panelists, & Artists (alphabetically):
ib i h li & i ( l h b i ll )
• Bruce V. Ballengee • George S. Paras
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