IT Architecture is failing the business by: • Not delivering on business strategy and business objectives • Not helping the business respond to external and internal pressures • Not providing the consulting and advisory services to enable the business derive value from new technologies • Not driving IT innovation • Not making itself relevant or useful to the business IT Architecture failing the IT organisation by: • Not assisting with engagement with the business to architect solutions needed by the business • Not working as an integrated function across all architectural areas • Not defining IT architectures that enable a portfolio of solutions to be delivered and operated quickly • Not innovating the IT portfolio and architecture to take advantage of and integrate new technologies Individual architecture disciplines all too frequently operate as disintegrated and siloed functions. The consequences are that: • At least 40% of technology spending is diverted from IT • Over 30% of CIOs routinely not consulted on IT solution acquisition and expenditure 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

1. We Need To Talk About IT
Architecture
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

2. 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

3. 27 November 2017 3

4. 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

5. 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

6. 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

7. 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

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 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

10. 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

11. 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

12. 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

13. Converting The IT Architecture Silos To Delivery
Channel
• The individual silos need to be converted to an integrated
delivery channel
27 November 2017 13

14. 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

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
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

19. 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/

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

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 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

32. 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

33. 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

34. 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

35. 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

36. 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

37. 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

38. 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

39. 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

40. 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

41. 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

42. 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

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 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

45. 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

46. 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

47. 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

48. 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

49. 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

50. 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
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51. 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

52. 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

53. Business And IT Architecture Alignment
Should flow seamlessly
in both directions –
from business to IT and
from IT to business
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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 Both A Cause Of Change And An
Enabler of Change
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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 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
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57. IT Organisation Context Of IT Architecture Function
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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 Context Of IT Architecture Function
• The IT Architecture function must work co-operatively with
the other functions of the overall IT organisation
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59. Business Context Of IT Organisation
• The IT organisation also exists in a business context
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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. More Information
Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney
27 November 2017 60