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We Need To Talk About IT Architecture

The document critiques the failures of IT architecture in effectively supporting business strategies and objectives, leading to shadow IT and a reliance on external service providers. It highlights issues such as slow response times, lack of integration, and poor communication, which weaken the relationship between IT and business functions. Furthermore, it calls for an alignment of IT architecture with business needs and emphasizes the necessity of a collaborative approach to enhance both governance and delivery of IT solutions.

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We Need To Talk About IT Architecture Alan McSweeney http://ie.linkedin.com/in/alanmcsweeney
IT Architecture Is Failing • It is failing the business − It is not delivering on business strategy and business objectives − It is not helping the business respond to external and internal pressures − It is not providing the consulting and advisory services to enable the business derive value from new technologies − It is not driving IT innovation − It is not making itself relevant or useful to the business • It is failing the IT organisation − It is not assisting with engagement with the business to architect solutions needed by the business − It does not work as an integrated function across all architectural areas − It is not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly − It is not innovating the IT portfolio and architecture to take advantage of and integrate new technologies 27 November 2017 2
27 November 2017 3
What Are the Symptoms And Consequences Of IT Architecture Failures • Shadow IT – business diverting IT expenditures outside the IT function • The business bypasses what they view and experience as an unresponsive central IT organisation and goes directly to external service providers − Business shift to cloud service providers offering infrastructure- less solutions with no perceived IT involvement − Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond − Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead 27 November 2017 4
Technical Consequences Of Failing IT Architecture • Inability to rapidly respond to challenges driven by business changes • Lack of commonality and consistency due to the absence of standards • Lack of focus on enterprise requirements • Lack of common direction and savings due to synergies • Incomplete visibility of the current and future target enterprise architecture vision • Inability to predict impacts of future changes • Increased gaps and architecture conflicts • Dilution and dissipation of critical information and knowledge of the deployed solutions • Rigidity, redundancy and lack of scalability and flexibility in the deployed solutions • Lack of integration, compatibility and interoperability between applications • Complex, fragile and costly interfaces between applications • Fragmented and ad hoc solution delivery driven by a tactical and reactive approach 27 November 2017 5
IT Architecture Failing Relationships 27 November 2017 6 IT Function Business IT Responds and Delivers Slowly Business Want Rapid Response to Need and Changes IT Does Not Understand or Invest in and Develop IT Architecture IT Architecture Does Not Provide Technology Leadership Business Does Not View IT Architecture As Provider of Technology Consulting Services IT Architecture Is Inwardly and Backwardly Focussed Rather Than Being Business LeadIT Architecture
Consequences Of Failing Relationships 27 November 2017 7 IT Function Business IT Responds and Delivers Slowly Business Want Rapid Response to Need and Changes IT Does Not Understand or Invest in and Develop IT Architecture IT Architecture Does Not Provide Technology Leadership Business Does Not View IT Architecture As Provider of Technology Consulting Services IT Architecture Is Inwardly and Backwardly Focussed Rather Than Being Business Lead IT Architecture External Service Provider External Service Provider External Service ProviderExternal Service Provider Outsourcing and Divestment of IT Functions External Service Provider Business Shift to Cloud Service Providers
Shadow IT Expenditure • CEB Global - estimate in 2013 that 40% of IT expenditure does not go through the central IT function • Everest Group - estimate in 2017 that 50% of IT expenditure does not go through the central IT function • Logicalis - 2015 survey of over 400 global CIOs − 90% of CIOs worldwide are sometimes bypassed the business − 31% of CIOs are routinely side-lined when the business makes IT purchasing decisions • The problem of the business bypassing the central IT function is getting worse • Shadow IT is an unpleasant reality • Shadow IT is a symptom of a post-IT world − The central IT function loses relevance and control − Businesses reduce their reliance on the core IT function • The extent of the problem may be masked by IT outsourcing which may be notionally counted as a central IT spend • The failure of IT architecture to engage with business requirements owns part of the blame November 27, 2017 8
IT Architecture’s Multiple Failings 27 November 2017 9 All to frequently inwardly focussed, staffed by IT personnel, focussed on IT rather than on the business Demonstrates aspects of groupthink and focalism Too remote from business concerns and not business oriented and focussed Concerned with documenting current IT technology state, standards and processes in detail rather than looking to the future Too dogmatic, rigid and inflexible Focused on compliance, control and government and adherence to rules Obsessed with architecture frameworks, reference models and patterns Overly controlling Reactive Work not linked to performance metrics Speaks the language of technology rather than business Communicates to the business badly, if at all Not concerned with delivery Does not measure its delivery in terms of business benefits realised Slows down rather than accelerates delivery through disproportionate governance
IT Architecture Operational Reality • Individual architecture disciplines all too frequently operate as disintegrated and siloed functions − Limited and poor communications − No overall management − Inconsistent approaches − Deficient or absent cooperation − Often adversarial relationships between disciplines, characterised by infighting − Overall lack of efficiency and effectiveness − Contributes to poor perception of IT by business • Individual architecture practices throw work over the wall at one another • Enterprise architecture function perceives itself as superior to other architectural areas 27 November 2017 10
IT Architecture Operational Reality E N T A R C H B U S A R C H S E C A R C H D A T A R C H S O L A R C H T E C H A R C H I N F A R C H S E R V A R C H A P P L A R C H
The Business Experience Of IT • The business experience of IT systems are: − Slow and costly to deliver and all to frequently late and not what the business needs − Unmanageably complex and costly to maintain − Hindering the organisation's ability to respond to business and economic changing environment − Not integrated • Mission-critical information is consistently out-of-date and/or actually incorrect and/or only partially available • A culture of distrust persists between the business and technology functions of the organisation November 27, 2017 12
Converting The IT Architecture Silos To Delivery Channel • The individual silos need to be converted to an integrated delivery channel 27 November 2017 13
November 27, 2017 14 IT Too Often Fails to Support Business Change Effectively • Technology integration is costly, risky and complicated • Information is everywhere but getting access to the right information at the right time is very difficult • The business wants IT to be fast, dynamic and flexible • The business gets IT that is sluggish and rigid • Modifying system behaviour takes too long and changes are difficult to communicate and implement effectively • Much of IT system and operations expenditure is bloated and fixed where operations run with excess redundant capacity • IT seen as a cost centre and not a source of business value
IT Architecture Landscape – Some Questions • Is the complexity of IT architecture and its multiple separate views contributing to the problems between business and IT? • Are the separate IT architecture functions too inwardly focussed rather than being business focussed? • Is the hierarchy within IT architecture roles with enterprise architecture perceived as the highest ranking function part of the problem? • Is there a need for an overarching IT architecture function – not enterprise architecture - that co-ordinates the activities of specific IT architecture roles? • Is there a need for non-technology involvement in IT architecture to provide a business dimension to ensure linkage between architecture and business exploitation of technology? 27 November 2017 15
Enterprise Architecture Failings • Enterprise architecture leads the IT architecture failures • Views itself as the most senior and important architecture function • Imposes disproportionate and unnecessary governance and overhead • Remote and disconnected from the business • Too many non-value adding activities • All too often viewed by both business and IT as a function to be bypassed and ignored 27 November 2017 16
Enterprise Architecture Frameworks • Lots of (too many) enterprise architecture frameworks • Rarely fully implemented • Frequently partially developed with development now stopped • All narrowly focussed – does not cover full spectrum of IT architecture 27 November 2017 17
Enterprise Architecture Frameworks 27 November 2017 18 Name Details ArchiMate https://www.archimatetool.com/ http://www.opengroup.org/subjectareas/enterprise/archimate Australian Defence Architecture Framework http://www.defence.gov.au/publications/docs/Defence%20Capab ility%20Development%20Handbook%20(DCDH)%202014%20- %20internet%20copy.pdf Australian Government Architecture Reference Models https://www.finance.gov.au/archive/policy-guides- procurement/australian-government-architecture-aga/ Big Data Architecture Framework https://bigdatawg.nist.gov/_uploadfiles/M0055_v1_7606723276. pdf Business Process Framework (eTOM)/ Frameworx https://www.tmforum.org/business-process-framework/ https://www.tmforum.org/collaboration/frameworx-project/ CBDI Service Architecture & Engineering (CBDI-SAE) for SOA http://everware-cbdi.com/products/framework-products/cbdi- sae-metamodel CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF) http://www.jatit.org/volumes/Vol40No2/8Vol40No2.pdf Common Approach to Federal Enterprise Architecture https://obamawhitehouse.archives.gov/sites/default/files/omb/a ssets/egov_docs/common_approach_to_federal_ea.pdf CORA Model for IT Application Reference Architecture http://www.coramodel.com/ Data Management Book of Knowledge https://www.dama.org/content/body-knowledge Department of National Defence/Canadian Armed Forces Architecture Framework http://www.forces.gc.ca/en/about-policies-standards/dndaf.page Dragon1 https://www.dragon1.com/enterprise-architecture-tool
Enterprise Architecture Frameworks 27 November 2017 19 Name Details Dynamic Architecture https://www.sogeti.nl/expertises/dya EAM Pattern Catalog http://eam-initiative.org/pages/1dgrgdhvpv2y2/Enterprise- Architecture-Management-Pattern-Catalog Enterprise Architecture Body of Knowledge http://eabok.org/ ESS Enterprise Architecture Reference Framework https://ec.europa.eu/eurostat/cros/content/ess-enterprise- architecture-reference-framework_en Essential Architecture Framework https://www.enterprise-architecture.org/ European Space Agency Architecture Framework https://essr.esa.int/project/esa-architecture-framework Extreme Architecture Framework http://extremearchitecture.org/ Gartner’s Enterprise Architecture Framework https://www.gartner.com/doc/486650/gartners-enterprise- architecture-process-framework ISO Reference Model for Open Distributed Processing http://www.rm-odp.net/ Leading Enterprise Architecture Development (LEAD)ing Practice http://www.leadingpractice.com/ MEGAF http://megaf.di.univaq.it/ Method for an Integrated Knowledge Environment http://mike2.openmethodology.org/ National Association of State Chief Information Officers https://www.nascio.org/EA https://www.nascio.org/portals/0/EAToolKit/NASCIO-AEADTool- Kitv3.pdf National Enterprise Architecture Framework http://www.nea.gov.bh/
Enterprise Architecture Frameworks 27 November 2017 20 Name Details NATO Architecture Framework http://www.nhqc3s.nato.int/ARCHITECTURE/_docs/NAF_v3/ANN EX1.pdf NIST Enterprise Architecture Model https://bigdatawg.nist.gov/_uploadfiles/M0197_v1_3201181507. pdf OIO Enterprise Architecture Method http://arkitekturguiden.digitaliser.dk/introduction-national- enterprise-architecture-denmark Pragmatic Enterprise Architecture Framework http://www.pragmaticea.com/ Queensland Government Enterprise Architecture https://www.qgcio.qld.gov.au/products/qgea-documents/547- business/2786-queensland-government-enterprise-architecture Rozanski and Woods https://www.viewpoints-and-perspectives.info/ The EPCglobal Architecture Framework https://www.gs1.org/epcrfid-epcis-id-keys/epc-rfid-architecture- framework/1-7 The Open Group Architecture Framework http://www.opengroup.org/subjectareas/enterprise/togaf UK Ministry of Defence Architecture Framework https://www.gov.uk/guidance/mod-architecture-framework US Department of Defense Architecture Framework http://dodcio.defense.gov/Library/DoD-Architecture-Framework/ US Federal Enterprise Architecture Framework https://www.feacinstitute.org/ US OMB Enterprise Architecture Assessment Framework https://obamawhitehouse.archives.gov/omb/E-Gov/eaaf
The Ideal Sequence From Business Strategy To IT Solution Portfolio Operation And Usage 27 November 2017 21 Business Objectives Business Operational Model Solution Portfolio Realisation And Delivery Solution Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Portfolio Design And Specification • The should be a direct link from business strategy to business IT strategy to IT solution delivery • The IT architecture functions play a key role in ensuring this alignment and continuity from concept to actualisation
Pressures On Business Means Pressures On IT 27 November 2017 22 IT Strategy and Delivery Business Strategy and Requirements Business Pressures If the IT function cannot react to the requirements of the business, the business will go elsewhere Business shift to cloud service providers offering infrastructure-less solutions with no perceived IT involvement Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond
The Frequent Actual Sequence From Business Strategy To IT Solution Portfolio Operation And Usage 27 November 2017 23 Business Objectives Business Operational Model Solution Portfolio Realisation And Delivery Solution Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Portfolio Design And Specification External Suppliers and Service Providers Business shadow IT expenditure External Suppliers and Service Providers External Suppliers and Service Providers Business-perceived barriers to solution delivery by internal IT organisation Shadow IT solutions passed to support function At least 40% of technology spending is diverted from IT Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure
Consequences Of Fragmented IT Landscape • High variability and lack of standardisation across business units, driven by changes in business strategy, governance, organisation and process • Inconsistent data definitions, multiple databases, releases and configurations which result in duplication of licenses, duplicate and inconsistent information, complexity in testing • Multiple vendors, multiple instances and versions which add complexity in procurement, development and release management, resulting in higher costs and longer time to market • Multiple operating environments, multiple hardware vendors and types, leading to higher maintenance and personnel costs, greater instability and time-to-fix 27 November 2017 24
Consequences Of Failing IT Architecture • Shadow IT expenditure by business outside the control and knowledge of the IT function • Fragmented solution landscape • Outsourcing and the divestment of IT functions in response to business wishes to remove the difficulties of dealing with IT function • Shrinking and deskilled IT function 27 November 2017 25
Consequences Of Failing IT Architecture – Spiral Of Failure 27 November 2017 26 Business Acquires IT Solutions Outside IT Organisation IT Organisation Loses Skills and Resources Unmanaged Complexity in IT Landscape Business Continues To Acquires IT Solutions Outside IT Organisation IT Organisation Is Not Trusted to Deliver Solutions Complexity in Integrating Multiple Solutions and Their Data Business Receives Unsatisfactory Service from IT
So What Is IT Architecture? • IT Architecture is concerned with: − The translation of business strategy and business objectives into the design and operation of required IT systems − Planning, designing and assisting with the delivery of portfolio of IT systems and solutions to meet the needs of the organisation − The design and implementation of IT infrastructural framework to enable IT solutions be acquired, implemented and operated quickly − The design systems and processes to ensure the security of information and systems − The design and implementation of data frameworks to allow the comprehensive management of data across systems 27 November 2017 27
Integrated IT Architecture Function And Disciplines 27 November 2017 28 IT Architecture Business Secondment to Architecture Function Enterprise Architecture Application Architecture Business Architecture Solution Architecture Informationand DataArchitecture Security Architecture Technical Architecture Infrastructure Architecture Service Architecture
IT Architecture Disciplines • Enterprise Architecture – defines, develops, extends and manages the implementation and operation of the overall IT delivery and operation framework including standards and solution development and acquisition • Application Architecture – defines application architectures including development, sourcing, deployment and integration • Business Architecture – defines and manages the implementation of IT solutions and related organisation changes needed to implement business strategy and objectives • Solution Architecture – designing and overseeing the implementation of a portfolio of IT solutions that translate business needs into operable and usable systems that comply with standards • Service Architecture – designing and overseeing the implementation of service processes and supporting technologies and systems to ensure the successful operations of IT solutions including outsourced supplier management framework • Security Architecture – designing data and system security processes and systems to ensure the security of information and systems across the entire IT landscape • Information and Data Architecture – design, define and implement framework to manage information across the entire IT landscape and through its lifecycle • Technical Architecture – translating solution designs into technical delivery, acting as a bridge between solution architecture and the delivery function and designing new delivery approaches • Infrastructure Architecture – designing application, communication and data infrastructures to operate the portfolio of IT solutions 27 November 2017 29
IT Architecture Disciplines • Logical set of functional areas and sets of skills required within the IT function • Can be combined within several roles 27 November 2017 30
IT Architecture Discipline Interactions 27 November 2017 31 Security Architecture Enterprise Architecture Information And Data Architecture Service Architecture Business Architecture Technical Architecture Solution Architecture Infrastructure Architecture Application Architecture
IT Architecture Discipline Interactions • Individual IT architecture disciplines all interact with one another • IT architecture disciplines need to work together as an integrated overall business-oriented and delivery-focussed team • Multiple interactions that need to be facilitated and managed centrally 27 November 2017 32
Build A Vision For IT Architecture • To get the greatest benefit from IT architecture, build a vision for the IT architecture function • Establishing a running an integrated IT architecture function is not a project with a beginning, middle and end • It is a continuous engagement 27 November 2017 33
Base IT Architecture Vision On Core Principles 27 November 2017 34 IT Architecture Principles Focus On Generating Business Value Quickly It Is All About The User Experience Always Look for Innovation Speed of Delivery Is Important Appropriate and Necessary Detail and Complexity OnlySimplify, Simplify, Simplify Leadership, Proactivity and Co-operation Data Breathes Life Into Systems Embed Security As Standard Live With Mixed Technical Environment
Base IT Architecture Vision On Core Principles • Define a set of principles that underpin and govern the operation of the integrated IT architecture function − Focus On Generating Business Value Quickly − It Is All About The User Experience − Always Look for Innovation − Speed of Delivery Is Important − Appropriate and Necessary Detail and Complexity Only − Simplify, Simplify, Simplify − Leadership, Proactivity and Co-operation − Data Breathes Life Into Systems − Embed Security As Standard − Live With Mixed Technical Environment 27 November 2017 35
November 27, 2017 36 Why Invest in IT Architecture Reduced IT Costs Increased Business Value Enable faster and easier collaboration through application and data integration Enable faster response to business changes and new demands at lower cost IT projects will have a greater success – delivered on time, on budget and to user requirements – reducing cost through avoidance of rework Solutions will be delivered at lower implementation and operational costs Increased Success in Solution Delivery Reduced IT Costs Increase Use of IT Enable Greater Business Agility and Flexibility
IT Architecture Needs To Be A Lens Focussing Business Objectives Onto Solution Landscape 27 November 2017 37 IT Architecture Business Objectives and Requirements Service Operations and Provision Technology Landscape Solution Delivery Supplier EcosystemIT Architecture Needs to Mediate Between the Business and Suppliers/ Technologies/Delivery Acting as a Lens Focussing Business Needs on Appropriate Solutions
Benefits Of Integrated IT Architecture Function • Align IT and business for planning and execution purposes • Optimise resources - technology, people and processes • Increase business interoperability • Reduce complexity in IT infrastructure • Improve business agility to support dynamic change • Drive re-usability of architecture models and best practices • Streamline informed decision making • Standardise IT for cost effective delivery of services • Eliminate duplication and redundancy and reduce cost of ownership and return on investment • Reduce risks for future investment • Faster, simpler and cheaper procurement • Manage information/data and knowledge as a corporate asset • Manage change based on a clear understanding of its impact 27 November 2017 38
Technology Influences And Impacts On Business And IT • An effective business-oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly 27 November 2017 39
IT Architecture As Internal Business Consulting And Advisory Function • What IT Architecture Can Do • Identify trends in advance that offer opportunities or represent challenges • Assist with the design and development of new business models • Acquire the skills and experience to be a credible business advisor • Be able to translate innovation and creativity into practical, realistic, implemented and operated business solutions • What IT Architecture Must Do To Achieve Its Potential • Take an appropriate and sufficient approach to architecture • Take a realistic approach to innovation − Radical innovation − Incremental innovation − Innovation By reapplication • Focus on simplicity and speed rather than completeness and perfection • Understand appropriate complexity • Be able to react to changes quickly 27 November 2017 40
IT Architecture Core Principles And Business Engagement Model • A business engagement model is needed to breathe life into and operationalise the IT Architecture Core Principles November 27, 2017 41 IT Architecture Consulting Business Engagement Team Skills, Capabilities and Experience Overall IT Architecture Function Management Consulting and Engagement Process Tools and Methodologies
IT Architecture Business Engagement Model • Achieve potential for IT architecture, for the IT organisation and for the business − Overall IT Architecture Function Management – integrating IT architecture practices and skills into a whole, being able to represent the benefits of these skills and experiences to the IT organisation and wider business and being able to manage the delivery of services that contribute to success − Business Engagement Team - an IT architecture team that can work together in a consulting environment − Skills, Capabilities and Experience – appropriate sets of skills and experiences across all technology and service areas to deliver the services − Consulting and Engagement Process – an engagement process that delivers quality results and outputs quickly, speaking the language of business − Tools and Methodologies – select, develop and use appropriate toolsets and frameworks to underpin the consistent and reliable delivery of consulting services and to convert the language of business into the language of IT 27 November 2017 42
IT Architecture Team • Needs to operate as a team rather than a set of siloed internally focussed IT roles • Involve business as well as technologists November 27, 2017 43
Co-Ordinated And Business Focussed IT Architecture Function • Eliminate the divisions between the separate IT architecture roles • Get the business involved in the IT architecture function • Manage and co-ordinate all IT architecture centrally • Measure delivery and benefits achieved • Be outward facing and future-oriented 27 November 2017 44
The Importance Of Early Engagement In IT Architecture • Early engagement in the solution delivery process occurs before any solution delivery project is initiated • The objective is to is understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project • Allow the feasibility of the solution options to be assessed • Converts a request from the business to an explored and refined high-level solution proposal that facilities informed decision-making • Early engagement is the IT function providing true consulting services and value to the business − Being a partner to the business 27 November 2017 45
An Effective Early Engagement Process Requires … • A consistent, organised and controlled approach to performing such engagements • A standard method for performing analysis, collecting information, engaging with the business, making assessment and solution option identification • A process for managing early engagements from resources required to engagement with the business to prioritisation to quality management, assurance and control • A standard and consistent approach for representing the results of the engagement 27 November 2017 46
Business And IT Architecture Alignment 27 November 2017 47 New Business Models Competition Service Focus and Customer Expectations Increased Pace of Change Increased Regulation Business and Technology Changes Business and Technology Changes Increased Pace of Change Assist With The Design of New Business Models Identify Technology Trends That Offer Opportunities or Represent Challenges Identify Opportunities for Efficiencies Translate Innovation into Business Solutions Business Objectives Business Operational Model Solution Realisation And Delivery Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Design And Specification
Business And IT Architecture Alignment • IT architecture needs to: − Enable the business respond to and realise changes in response to external and internal pressures − Identify business opportunities in technology trends and occasions for changes and greater efficiencies • IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution • Identify how the business can use technologies and how the business should be shaped to take advantage of technologies • Provide advice on the potential of new technologies and how to react to technology changes • Offer real business consulting and the addition of business value 27 November 2017 48
Many Overlapping IT Architecture Disciplines Involved In The Journey 27 November 2017 49 • There are lots of IT architecture areas that combine to enable the journey to be completed • All too often these operate as separate functions with no single view • All too often there is conflict between the disciplines Business Architecture Information and Data Architecture Infrastructure Architecture Solution Architecture Enterprise Architecture Technical Architecture Security Architecture Business Objectives Business Operational Model Solution Realisation And Delivery Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Design And Specification Service ArchitectureApplication Architecture
Many Overlapping IT Architecture Disciplines Involved In The Journey • Separate architecture functions involved in the spectrum of activities involved in the translation of business strategy and objectives into an integrated portfolio of IT solutions • Complex and fragmented IT architecture and its multiple separate views and handoffs contribute to the problems between business and IT • Separate IT architecture functions too inwardly focussed rather than being business focussed 27 November 2017 50
IT Architecture • IT architecture function needs to encompass all disciplines • Disciplines need to work together 27 November 2017 51 Business Architecture Information and Data Architecture Infrastructure Architecture Solution Architecture Enterprise Architecture Technical Architecture Security Architecture Service ArchitectureApplication Architecture
Integrated IT Architecture Function • IT architecture needs to operate as an integrated function across all its disciplines • Need for an overarching IT architecture function – not enterprise architecture - that co-ordinates the activities of specific IT architecture disciplines across the IT landscape • Need for non-technology involvement in IT architecture to provide a business dimension to ensure linkage between architecture and business exploitation of technology 27 November 2017 52
Business And IT Architecture Alignment Should flow seamlessly in both directions – from business to IT and from IT to business 27 November 2017 53 Business Objectives Business Operational Model Solution Realisation And Delivery Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Design And Specification Business Pressures Leading to IT Architecture Demands IT Architecture Actively Identifying Technology Trends And Opportunities
IT Architecture – Two-Way Contribution To The Business November 27, 2017 54 HowWhat How What Translate the What of business requirements into the How of technology and process Translate the What of new technologies into the How of the application to the business
Technology Is Both A Cause Of Change And An Enabler of Change November 27, 2017 55 Customers Demand Products and Services Are Delivered Using New Technology Competitors Avail of New Technologies to Improve Efficiencies, Reduce Cost or Offer New Products and Services New Technologies Offer Opportunities to Improve Efficiencies, Reduce Cost or Offer New Products and Services ITArchitecture ITArchitecture
IT Architecture Needs To Be Part Of The Overall IT Organisation • IT architectures function and the overall IT organisation exists to deliver across the range of IT activities − Doing – Run The Business • Business as usual activities (BAU) related to administering and operating production IT systems and providing service to users − Managing The Doing – Run The Business • Managing the BAU function and its service delivery − Doing – Change the Business • Implementing projects and delivering new services and systems − Managing The Doing – Change The Business • Managing the projects and associated changes • IT architecture does not exist on its own • IT architecture must work co-operatively with other functions within the IT organisation • IT architecture must deliver 27 November 2017 56
IT Organisation Context Of IT Architecture Function 27 November 2017 57 Testing, Validation, Quality Assurance Business and Process Analysis and Design Sourcing and Supplier Management, Acquisition, Procurement Solution Development and Delivery User Experience Design Infrastructure, Networks and Communication Demand and Supply Management, Capacity Forecasting and Planning Organisation Design and Planning, People Asset Management Security, Continuity and Disaster Recovery Relationship Management and Business Engagement Programme, Portfolio, Project Management Service Provisioning, Service Delivery and Service Management Accounting, Funding, Financing, Budgeting and Planning IT Strategy, Leadership and Governance
IT Organisation Context Of IT Architecture Function • The IT Architecture function must work co-operatively with the other functions of the overall IT organisation 27 November 2017 58
Business Context Of IT Organisation • The IT organisation also exists in a business context 27 November 2017 59 Business Objectives Business Operational Model Solution Portfolio Realisation And Delivery Solution Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Portfolio Design And Specification
More Information Alan McSweeney http://ie.linkedin.com/in/alanmcsweeney 27 November 2017 60

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We Need To Talk About IT Architecture

  • 1.
    We Need ToTalk About IT Architecture Alan McSweeney http://ie.linkedin.com/in/alanmcsweeney
  • 2.
    IT Architecture IsFailing • It is failing the business − It is not delivering on business strategy and business objectives − It is not helping the business respond to external and internal pressures − It is not providing the consulting and advisory services to enable the business derive value from new technologies − It is not driving IT innovation − It is not making itself relevant or useful to the business • It is failing the IT organisation − It is not assisting with engagement with the business to architect solutions needed by the business − It does not work as an integrated function across all architectural areas − It is not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly − It is not innovating the IT portfolio and architecture to take advantage of and integrate new technologies 27 November 2017 2
  • 3.
  • 4.
    What Are theSymptoms And Consequences Of IT Architecture Failures • Shadow IT – business diverting IT expenditures outside the IT function • The business bypasses what they view and experience as an unresponsive central IT organisation and goes directly to external service providers − Business shift to cloud service providers offering infrastructure- less solutions with no perceived IT involvement − Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond − Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead 27 November 2017 4
  • 5.
    Technical Consequences OfFailing IT Architecture • Inability to rapidly respond to challenges driven by business changes • Lack of commonality and consistency due to the absence of standards • Lack of focus on enterprise requirements • Lack of common direction and savings due to synergies • Incomplete visibility of the current and future target enterprise architecture vision • Inability to predict impacts of future changes • Increased gaps and architecture conflicts • Dilution and dissipation of critical information and knowledge of the deployed solutions • Rigidity, redundancy and lack of scalability and flexibility in the deployed solutions • Lack of integration, compatibility and interoperability between applications • Complex, fragile and costly interfaces between applications • Fragmented and ad hoc solution delivery driven by a tactical and reactive approach 27 November 2017 5
  • 6.
    IT Architecture FailingRelationships 27 November 2017 6 IT Function Business IT Responds and Delivers Slowly Business Want Rapid Response to Need and Changes IT Does Not Understand or Invest in and Develop IT Architecture IT Architecture Does Not Provide Technology Leadership Business Does Not View IT Architecture As Provider of Technology Consulting Services IT Architecture Is Inwardly and Backwardly Focussed Rather Than Being Business LeadIT Architecture
  • 7.
    Consequences Of FailingRelationships 27 November 2017 7 IT Function Business IT Responds and Delivers Slowly Business Want Rapid Response to Need and Changes IT Does Not Understand or Invest in and Develop IT Architecture IT Architecture Does Not Provide Technology Leadership Business Does Not View IT Architecture As Provider of Technology Consulting Services IT Architecture Is Inwardly and Backwardly Focussed Rather Than Being Business Lead IT Architecture External Service Provider External Service Provider External Service ProviderExternal Service Provider Outsourcing and Divestment of IT Functions External Service Provider Business Shift to Cloud Service Providers
  • 8.
    Shadow IT Expenditure •CEB Global - estimate in 2013 that 40% of IT expenditure does not go through the central IT function • Everest Group - estimate in 2017 that 50% of IT expenditure does not go through the central IT function • Logicalis - 2015 survey of over 400 global CIOs − 90% of CIOs worldwide are sometimes bypassed the business − 31% of CIOs are routinely side-lined when the business makes IT purchasing decisions • The problem of the business bypassing the central IT function is getting worse • Shadow IT is an unpleasant reality • Shadow IT is a symptom of a post-IT world − The central IT function loses relevance and control − Businesses reduce their reliance on the core IT function • The extent of the problem may be masked by IT outsourcing which may be notionally counted as a central IT spend • The failure of IT architecture to engage with business requirements owns part of the blame November 27, 2017 8
  • 9.
    IT Architecture’s MultipleFailings 27 November 2017 9 All to frequently inwardly focussed, staffed by IT personnel, focussed on IT rather than on the business Demonstrates aspects of groupthink and focalism Too remote from business concerns and not business oriented and focussed Concerned with documenting current IT technology state, standards and processes in detail rather than looking to the future Too dogmatic, rigid and inflexible Focused on compliance, control and government and adherence to rules Obsessed with architecture frameworks, reference models and patterns Overly controlling Reactive Work not linked to performance metrics Speaks the language of technology rather than business Communicates to the business badly, if at all Not concerned with delivery Does not measure its delivery in terms of business benefits realised Slows down rather than accelerates delivery through disproportionate governance
  • 10.
    IT Architecture OperationalReality • Individual architecture disciplines all too frequently operate as disintegrated and siloed functions − Limited and poor communications − No overall management − Inconsistent approaches − Deficient or absent cooperation − Often adversarial relationships between disciplines, characterised by infighting − Overall lack of efficiency and effectiveness − Contributes to poor perception of IT by business • Individual architecture practices throw work over the wall at one another • Enterprise architecture function perceives itself as superior to other architectural areas 27 November 2017 10
  • 11.
    IT Architecture OperationalReality E N T A R C H B U S A R C H S E C A R C H D A T A R C H S O L A R C H T E C H A R C H I N F A R C H S E R V A R C H A P P L A R C H
  • 12.
    The Business ExperienceOf IT • The business experience of IT systems are: − Slow and costly to deliver and all to frequently late and not what the business needs − Unmanageably complex and costly to maintain − Hindering the organisation's ability to respond to business and economic changing environment − Not integrated • Mission-critical information is consistently out-of-date and/or actually incorrect and/or only partially available • A culture of distrust persists between the business and technology functions of the organisation November 27, 2017 12
  • 13.
    Converting The ITArchitecture Silos To Delivery Channel • The individual silos need to be converted to an integrated delivery channel 27 November 2017 13
  • 14.
    November 27, 201714 IT Too Often Fails to Support Business Change Effectively • Technology integration is costly, risky and complicated • Information is everywhere but getting access to the right information at the right time is very difficult • The business wants IT to be fast, dynamic and flexible • The business gets IT that is sluggish and rigid • Modifying system behaviour takes too long and changes are difficult to communicate and implement effectively • Much of IT system and operations expenditure is bloated and fixed where operations run with excess redundant capacity • IT seen as a cost centre and not a source of business value
  • 15.
    IT Architecture Landscape– Some Questions • Is the complexity of IT architecture and its multiple separate views contributing to the problems between business and IT? • Are the separate IT architecture functions too inwardly focussed rather than being business focussed? • Is the hierarchy within IT architecture roles with enterprise architecture perceived as the highest ranking function part of the problem? • Is there a need for an overarching IT architecture function – not enterprise architecture - that co-ordinates the activities of specific IT architecture roles? • Is there a need for non-technology involvement in IT architecture to provide a business dimension to ensure linkage between architecture and business exploitation of technology? 27 November 2017 15
  • 16.
    Enterprise Architecture Failings •Enterprise architecture leads the IT architecture failures • Views itself as the most senior and important architecture function • Imposes disproportionate and unnecessary governance and overhead • Remote and disconnected from the business • Too many non-value adding activities • All too often viewed by both business and IT as a function to be bypassed and ignored 27 November 2017 16
  • 17.
    Enterprise Architecture Frameworks •Lots of (too many) enterprise architecture frameworks • Rarely fully implemented • Frequently partially developed with development now stopped • All narrowly focussed – does not cover full spectrum of IT architecture 27 November 2017 17
  • 18.
    Enterprise Architecture Frameworks 27November 2017 18 Name Details ArchiMate https://www.archimatetool.com/ http://www.opengroup.org/subjectareas/enterprise/archimate Australian Defence Architecture Framework http://www.defence.gov.au/publications/docs/Defence%20Capab ility%20Development%20Handbook%20(DCDH)%202014%20- %20internet%20copy.pdf Australian Government Architecture Reference Models https://www.finance.gov.au/archive/policy-guides- procurement/australian-government-architecture-aga/ Big Data Architecture Framework https://bigdatawg.nist.gov/_uploadfiles/M0055_v1_7606723276. pdf Business Process Framework (eTOM)/ Frameworx https://www.tmforum.org/business-process-framework/ https://www.tmforum.org/collaboration/frameworx-project/ CBDI Service Architecture & Engineering (CBDI-SAE) for SOA http://everware-cbdi.com/products/framework-products/cbdi- sae-metamodel CEA Framework: A Service Oriented Enterprise Architecture Framework (SOEAF) http://www.jatit.org/volumes/Vol40No2/8Vol40No2.pdf Common Approach to Federal Enterprise Architecture https://obamawhitehouse.archives.gov/sites/default/files/omb/a ssets/egov_docs/common_approach_to_federal_ea.pdf CORA Model for IT Application Reference Architecture http://www.coramodel.com/ Data Management Book of Knowledge https://www.dama.org/content/body-knowledge Department of National Defence/Canadian Armed Forces Architecture Framework http://www.forces.gc.ca/en/about-policies-standards/dndaf.page Dragon1 https://www.dragon1.com/enterprise-architecture-tool
  • 19.
    Enterprise Architecture Frameworks 27November 2017 19 Name Details Dynamic Architecture https://www.sogeti.nl/expertises/dya EAM Pattern Catalog http://eam-initiative.org/pages/1dgrgdhvpv2y2/Enterprise- Architecture-Management-Pattern-Catalog Enterprise Architecture Body of Knowledge http://eabok.org/ ESS Enterprise Architecture Reference Framework https://ec.europa.eu/eurostat/cros/content/ess-enterprise- architecture-reference-framework_en Essential Architecture Framework https://www.enterprise-architecture.org/ European Space Agency Architecture Framework https://essr.esa.int/project/esa-architecture-framework Extreme Architecture Framework http://extremearchitecture.org/ Gartner’s Enterprise Architecture Framework https://www.gartner.com/doc/486650/gartners-enterprise- architecture-process-framework ISO Reference Model for Open Distributed Processing http://www.rm-odp.net/ Leading Enterprise Architecture Development (LEAD)ing Practice http://www.leadingpractice.com/ MEGAF http://megaf.di.univaq.it/ Method for an Integrated Knowledge Environment http://mike2.openmethodology.org/ National Association of State Chief Information Officers https://www.nascio.org/EA https://www.nascio.org/portals/0/EAToolKit/NASCIO-AEADTool- Kitv3.pdf National Enterprise Architecture Framework http://www.nea.gov.bh/
  • 20.
    Enterprise Architecture Frameworks 27November 2017 20 Name Details NATO Architecture Framework http://www.nhqc3s.nato.int/ARCHITECTURE/_docs/NAF_v3/ANN EX1.pdf NIST Enterprise Architecture Model https://bigdatawg.nist.gov/_uploadfiles/M0197_v1_3201181507. pdf OIO Enterprise Architecture Method http://arkitekturguiden.digitaliser.dk/introduction-national- enterprise-architecture-denmark Pragmatic Enterprise Architecture Framework http://www.pragmaticea.com/ Queensland Government Enterprise Architecture https://www.qgcio.qld.gov.au/products/qgea-documents/547- business/2786-queensland-government-enterprise-architecture Rozanski and Woods https://www.viewpoints-and-perspectives.info/ The EPCglobal Architecture Framework https://www.gs1.org/epcrfid-epcis-id-keys/epc-rfid-architecture- framework/1-7 The Open Group Architecture Framework http://www.opengroup.org/subjectareas/enterprise/togaf UK Ministry of Defence Architecture Framework https://www.gov.uk/guidance/mod-architecture-framework US Department of Defense Architecture Framework http://dodcio.defense.gov/Library/DoD-Architecture-Framework/ US Federal Enterprise Architecture Framework https://www.feacinstitute.org/ US OMB Enterprise Architecture Assessment Framework https://obamawhitehouse.archives.gov/omb/E-Gov/eaaf
  • 21.
    The Ideal SequenceFrom Business Strategy To IT Solution Portfolio Operation And Usage 27 November 2017 21 Business Objectives Business Operational Model Solution Portfolio Realisation And Delivery Solution Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Portfolio Design And Specification • The should be a direct link from business strategy to business IT strategy to IT solution delivery • The IT architecture functions play a key role in ensuring this alignment and continuity from concept to actualisation
  • 22.
    Pressures On BusinessMeans Pressures On IT 27 November 2017 22 IT Strategy and Delivery Business Strategy and Requirements Business Pressures If the IT function cannot react to the requirements of the business, the business will go elsewhere Business shift to cloud service providers offering infrastructure-less solutions with no perceived IT involvement Outsourcing and the divestment of IT functions in response to business wishes to remove the overhead Business need to respond to the interrelated developments of digital, mobile and social computing and perceived inability of the central IT function to respond
  • 23.
    The Frequent ActualSequence From Business Strategy To IT Solution Portfolio Operation And Usage 27 November 2017 23 Business Objectives Business Operational Model Solution Portfolio Realisation And Delivery Solution Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Portfolio Design And Specification External Suppliers and Service Providers Business shadow IT expenditure External Suppliers and Service Providers External Suppliers and Service Providers Business-perceived barriers to solution delivery by internal IT organisation Shadow IT solutions passed to support function At least 40% of technology spending is diverted from IT Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure
  • 24.
    Consequences Of FragmentedIT Landscape • High variability and lack of standardisation across business units, driven by changes in business strategy, governance, organisation and process • Inconsistent data definitions, multiple databases, releases and configurations which result in duplication of licenses, duplicate and inconsistent information, complexity in testing • Multiple vendors, multiple instances and versions which add complexity in procurement, development and release management, resulting in higher costs and longer time to market • Multiple operating environments, multiple hardware vendors and types, leading to higher maintenance and personnel costs, greater instability and time-to-fix 27 November 2017 24
  • 25.
    Consequences Of FailingIT Architecture • Shadow IT expenditure by business outside the control and knowledge of the IT function • Fragmented solution landscape • Outsourcing and the divestment of IT functions in response to business wishes to remove the difficulties of dealing with IT function • Shrinking and deskilled IT function 27 November 2017 25
  • 26.
    Consequences Of FailingIT Architecture – Spiral Of Failure 27 November 2017 26 Business Acquires IT Solutions Outside IT Organisation IT Organisation Loses Skills and Resources Unmanaged Complexity in IT Landscape Business Continues To Acquires IT Solutions Outside IT Organisation IT Organisation Is Not Trusted to Deliver Solutions Complexity in Integrating Multiple Solutions and Their Data Business Receives Unsatisfactory Service from IT
  • 27.
    So What IsIT Architecture? • IT Architecture is concerned with: − The translation of business strategy and business objectives into the design and operation of required IT systems − Planning, designing and assisting with the delivery of portfolio of IT systems and solutions to meet the needs of the organisation − The design and implementation of IT infrastructural framework to enable IT solutions be acquired, implemented and operated quickly − The design systems and processes to ensure the security of information and systems − The design and implementation of data frameworks to allow the comprehensive management of data across systems 27 November 2017 27
  • 28.
    Integrated IT ArchitectureFunction And Disciplines 27 November 2017 28 IT Architecture Business Secondment to Architecture Function Enterprise Architecture Application Architecture Business Architecture Solution Architecture Informationand DataArchitecture Security Architecture Technical Architecture Infrastructure Architecture Service Architecture
  • 29.
    IT Architecture Disciplines •Enterprise Architecture – defines, develops, extends and manages the implementation and operation of the overall IT delivery and operation framework including standards and solution development and acquisition • Application Architecture – defines application architectures including development, sourcing, deployment and integration • Business Architecture – defines and manages the implementation of IT solutions and related organisation changes needed to implement business strategy and objectives • Solution Architecture – designing and overseeing the implementation of a portfolio of IT solutions that translate business needs into operable and usable systems that comply with standards • Service Architecture – designing and overseeing the implementation of service processes and supporting technologies and systems to ensure the successful operations of IT solutions including outsourced supplier management framework • Security Architecture – designing data and system security processes and systems to ensure the security of information and systems across the entire IT landscape • Information and Data Architecture – design, define and implement framework to manage information across the entire IT landscape and through its lifecycle • Technical Architecture – translating solution designs into technical delivery, acting as a bridge between solution architecture and the delivery function and designing new delivery approaches • Infrastructure Architecture – designing application, communication and data infrastructures to operate the portfolio of IT solutions 27 November 2017 29
  • 30.
    IT Architecture Disciplines •Logical set of functional areas and sets of skills required within the IT function • Can be combined within several roles 27 November 2017 30
  • 31.
    IT Architecture DisciplineInteractions 27 November 2017 31 Security Architecture Enterprise Architecture Information And Data Architecture Service Architecture Business Architecture Technical Architecture Solution Architecture Infrastructure Architecture Application Architecture
  • 32.
    IT Architecture DisciplineInteractions • Individual IT architecture disciplines all interact with one another • IT architecture disciplines need to work together as an integrated overall business-oriented and delivery-focussed team • Multiple interactions that need to be facilitated and managed centrally 27 November 2017 32
  • 33.
    Build A VisionFor IT Architecture • To get the greatest benefit from IT architecture, build a vision for the IT architecture function • Establishing a running an integrated IT architecture function is not a project with a beginning, middle and end • It is a continuous engagement 27 November 2017 33
  • 34.
    Base IT ArchitectureVision On Core Principles 27 November 2017 34 IT Architecture Principles Focus On Generating Business Value Quickly It Is All About The User Experience Always Look for Innovation Speed of Delivery Is Important Appropriate and Necessary Detail and Complexity OnlySimplify, Simplify, Simplify Leadership, Proactivity and Co-operation Data Breathes Life Into Systems Embed Security As Standard Live With Mixed Technical Environment
  • 35.
    Base IT ArchitectureVision On Core Principles • Define a set of principles that underpin and govern the operation of the integrated IT architecture function − Focus On Generating Business Value Quickly − It Is All About The User Experience − Always Look for Innovation − Speed of Delivery Is Important − Appropriate and Necessary Detail and Complexity Only − Simplify, Simplify, Simplify − Leadership, Proactivity and Co-operation − Data Breathes Life Into Systems − Embed Security As Standard − Live With Mixed Technical Environment 27 November 2017 35
  • 36.
    November 27, 201736 Why Invest in IT Architecture Reduced IT Costs Increased Business Value Enable faster and easier collaboration through application and data integration Enable faster response to business changes and new demands at lower cost IT projects will have a greater success – delivered on time, on budget and to user requirements – reducing cost through avoidance of rework Solutions will be delivered at lower implementation and operational costs Increased Success in Solution Delivery Reduced IT Costs Increase Use of IT Enable Greater Business Agility and Flexibility
  • 37.
    IT Architecture NeedsTo Be A Lens Focussing Business Objectives Onto Solution Landscape 27 November 2017 37 IT Architecture Business Objectives and Requirements Service Operations and Provision Technology Landscape Solution Delivery Supplier EcosystemIT Architecture Needs to Mediate Between the Business and Suppliers/ Technologies/Delivery Acting as a Lens Focussing Business Needs on Appropriate Solutions
  • 38.
    Benefits Of IntegratedIT Architecture Function • Align IT and business for planning and execution purposes • Optimise resources - technology, people and processes • Increase business interoperability • Reduce complexity in IT infrastructure • Improve business agility to support dynamic change • Drive re-usability of architecture models and best practices • Streamline informed decision making • Standardise IT for cost effective delivery of services • Eliminate duplication and redundancy and reduce cost of ownership and return on investment • Reduce risks for future investment • Faster, simpler and cheaper procurement • Manage information/data and knowledge as a corporate asset • Manage change based on a clear understanding of its impact 27 November 2017 38
  • 39.
    Technology Influences AndImpacts On Business And IT • An effective business-oriented IT architecture function can get the correct balance between too little and too much, too slowly and too quickly 27 November 2017 39
  • 40.
    IT Architecture AsInternal Business Consulting And Advisory Function • What IT Architecture Can Do • Identify trends in advance that offer opportunities or represent challenges • Assist with the design and development of new business models • Acquire the skills and experience to be a credible business advisor • Be able to translate innovation and creativity into practical, realistic, implemented and operated business solutions • What IT Architecture Must Do To Achieve Its Potential • Take an appropriate and sufficient approach to architecture • Take a realistic approach to innovation − Radical innovation − Incremental innovation − Innovation By reapplication • Focus on simplicity and speed rather than completeness and perfection • Understand appropriate complexity • Be able to react to changes quickly 27 November 2017 40
  • 41.
    IT Architecture CorePrinciples And Business Engagement Model • A business engagement model is needed to breathe life into and operationalise the IT Architecture Core Principles November 27, 2017 41 IT Architecture Consulting Business Engagement Team Skills, Capabilities and Experience Overall IT Architecture Function Management Consulting and Engagement Process Tools and Methodologies
  • 42.
    IT Architecture BusinessEngagement Model • Achieve potential for IT architecture, for the IT organisation and for the business − Overall IT Architecture Function Management – integrating IT architecture practices and skills into a whole, being able to represent the benefits of these skills and experiences to the IT organisation and wider business and being able to manage the delivery of services that contribute to success − Business Engagement Team - an IT architecture team that can work together in a consulting environment − Skills, Capabilities and Experience – appropriate sets of skills and experiences across all technology and service areas to deliver the services − Consulting and Engagement Process – an engagement process that delivers quality results and outputs quickly, speaking the language of business − Tools and Methodologies – select, develop and use appropriate toolsets and frameworks to underpin the consistent and reliable delivery of consulting services and to convert the language of business into the language of IT 27 November 2017 42
  • 43.
    IT Architecture Team •Needs to operate as a team rather than a set of siloed internally focussed IT roles • Involve business as well as technologists November 27, 2017 43
  • 44.
    Co-Ordinated And BusinessFocussed IT Architecture Function • Eliminate the divisions between the separate IT architecture roles • Get the business involved in the IT architecture function • Manage and co-ordinate all IT architecture centrally • Measure delivery and benefits achieved • Be outward facing and future-oriented 27 November 2017 44
  • 45.
    The Importance OfEarly Engagement In IT Architecture • Early engagement in the solution delivery process occurs before any solution delivery project is initiated • The objective is to is understand the scope, requirements, objectives, approach, options and to get a high-level understanding of the likely resources, timescale and cost required before starting the project • Allow the feasibility of the solution options to be assessed • Converts a request from the business to an explored and refined high-level solution proposal that facilities informed decision-making • Early engagement is the IT function providing true consulting services and value to the business − Being a partner to the business 27 November 2017 45
  • 46.
    An Effective EarlyEngagement Process Requires … • A consistent, organised and controlled approach to performing such engagements • A standard method for performing analysis, collecting information, engaging with the business, making assessment and solution option identification • A process for managing early engagements from resources required to engagement with the business to prioritisation to quality management, assurance and control • A standard and consistent approach for representing the results of the engagement 27 November 2017 46
  • 47.
    Business And ITArchitecture Alignment 27 November 2017 47 New Business Models Competition Service Focus and Customer Expectations Increased Pace of Change Increased Regulation Business and Technology Changes Business and Technology Changes Increased Pace of Change Assist With The Design of New Business Models Identify Technology Trends That Offer Opportunities or Represent Challenges Identify Opportunities for Efficiencies Translate Innovation into Business Solutions Business Objectives Business Operational Model Solution Realisation And Delivery Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Design And Specification
  • 48.
    Business And ITArchitecture Alignment • IT architecture needs to: − Enable the business respond to and realise changes in response to external and internal pressures − Identify business opportunities in technology trends and occasions for changes and greater efficiencies • IT Architecture needs to be able to contribute to the development of business strategy and to be trusted to be able to make a contribution • Identify how the business can use technologies and how the business should be shaped to take advantage of technologies • Provide advice on the potential of new technologies and how to react to technology changes • Offer real business consulting and the addition of business value 27 November 2017 48
  • 49.
    Many Overlapping ITArchitecture Disciplines Involved In The Journey 27 November 2017 49 • There are lots of IT architecture areas that combine to enable the journey to be completed • All too often these operate as separate functions with no single view • All too often there is conflict between the disciplines Business Architecture Information and Data Architecture Infrastructure Architecture Solution Architecture Enterprise Architecture Technical Architecture Security Architecture Business Objectives Business Operational Model Solution Realisation And Delivery Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Design And Specification Service ArchitectureApplication Architecture
  • 50.
    Many Overlapping ITArchitecture Disciplines Involved In The Journey • Separate architecture functions involved in the spectrum of activities involved in the translation of business strategy and objectives into an integrated portfolio of IT solutions • Complex and fragmented IT architecture and its multiple separate views and handoffs contribute to the problems between business and IT • Separate IT architecture functions too inwardly focussed rather than being business focussed 27 November 2017 50
  • 51.
    IT Architecture • ITarchitecture function needs to encompass all disciplines • Disciplines need to work together 27 November 2017 51 Business Architecture Information and Data Architecture Infrastructure Architecture Solution Architecture Enterprise Architecture Technical Architecture Security Architecture Service ArchitectureApplication Architecture
  • 52.
    Integrated IT ArchitectureFunction • IT architecture needs to operate as an integrated function across all its disciplines • Need for an overarching IT architecture function – not enterprise architecture - that co-ordinates the activities of specific IT architecture disciplines across the IT landscape • Need for non-technology involvement in IT architecture to provide a business dimension to ensure linkage between architecture and business exploitation of technology 27 November 2017 52
  • 53.
    Business And ITArchitecture Alignment Should flow seamlessly in both directions – from business to IT and from IT to business 27 November 2017 53 Business Objectives Business Operational Model Solution Realisation And Delivery Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Design And Specification Business Pressures Leading to IT Architecture Demands IT Architecture Actively Identifying Technology Trends And Opportunities
  • 54.
    IT Architecture –Two-Way Contribution To The Business November 27, 2017 54 HowWhat How What Translate the What of business requirements into the How of technology and process Translate the What of new technologies into the How of the application to the business
  • 55.
    Technology Is BothA Cause Of Change And An Enabler of Change November 27, 2017 55 Customers Demand Products and Services Are Delivered Using New Technology Competitors Avail of New Technologies to Improve Efficiencies, Reduce Cost or Offer New Products and Services New Technologies Offer Opportunities to Improve Efficiencies, Reduce Cost or Offer New Products and Services ITArchitecture ITArchitecture
  • 56.
    IT Architecture NeedsTo Be Part Of The Overall IT Organisation • IT architectures function and the overall IT organisation exists to deliver across the range of IT activities − Doing – Run The Business • Business as usual activities (BAU) related to administering and operating production IT systems and providing service to users − Managing The Doing – Run The Business • Managing the BAU function and its service delivery − Doing – Change the Business • Implementing projects and delivering new services and systems − Managing The Doing – Change The Business • Managing the projects and associated changes • IT architecture does not exist on its own • IT architecture must work co-operatively with other functions within the IT organisation • IT architecture must deliver 27 November 2017 56
  • 57.
    IT Organisation ContextOf IT Architecture Function 27 November 2017 57 Testing, Validation, Quality Assurance Business and Process Analysis and Design Sourcing and Supplier Management, Acquisition, Procurement Solution Development and Delivery User Experience Design Infrastructure, Networks and Communication Demand and Supply Management, Capacity Forecasting and Planning Organisation Design and Planning, People Asset Management Security, Continuity and Disaster Recovery Relationship Management and Business Engagement Programme, Portfolio, Project Management Service Provisioning, Service Delivery and Service Management Accounting, Funding, Financing, Budgeting and Planning IT Strategy, Leadership and Governance
  • 58.
    IT Organisation ContextOf IT Architecture Function • The IT Architecture function must work co-operatively with the other functions of the overall IT organisation 27 November 2017 58
  • 59.
    Business Context OfIT Organisation • The IT organisation also exists in a business context 27 November 2017 59 Business Objectives Business Operational Model Solution Portfolio Realisation And Delivery Solution Usage, Management , Support And Operations Business Strategy Business IT Strategy Solution Portfolio Design And Specification
  • 60.