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Enterprise Architecture Made Simple

Book Description

Learn how to institute and implement enterprise architecture in your organization. You can make a quick start and establish a baseline for your enterprise architecture within ten weeks, then grow and stabilize the architecture over time using the proven Ready, Set, Go Approach. 

Reading this book will:

  1. Give you directions on how to institute and implement enterprise architecture in your organization. You will be able to build close relationships with stakeholders and delivery teams, but you will not need to micromanage the architecture's operations.
  2. Increase your awareness that enterprise architecture is about business, not information technology.
  3. Enable you to initiate and facilitate dramatic business development. The architecture of an enterprise must be tolerant of currently unknown business initiatives.
  4. Show you how to get a holistic view of the process of implementing enterprise architecture.
  5. Make you aware that information is a key business asset and that information architecture is a key part of the enterprise architecture.
  6. Allow you to learn from our experiences. This book is based on our 30 years of work in the enterprise architecture field, colleagues in Europe, customer cases, and students.

We do not pretend to cover all you need to know about enterprise architecture within these pages. Rather, we give you the information that is most important for effective and successful guidance. Sometimes, less is more. 

If your company is about to make a major change and you are looking for a way to reduce the changes into manageable pieces-and still retain control of how they fit together-this is your handbook. Maybe you are already acting as an enterprise architect and using a formal method, but you need practical hints. Or maybe you are about to set up an enterprise architect network or group of specialists and need input on how to organize your work. 

The Ready-Set-Go method for introducing enterprise architecture provides you, the enterprise architect, with an immediate understanding of the basic steps for starting, organizing, and operating the entirety of your organization's architecture. Chapter 1Ready shows how to model and analyze your business operations, assess their current status, construct a future scenario, compare it to the current structure, analyze what you see, and show the result in a city plan. Chapter 2: Set deals with preparing for the implementation of the architecture with governance, enterprise architecture organization, staffing, etc. This is the organizing step before beginning the actual work. Chapter 3: Go establishes how to implement a city plan in practice. It deals with the practicalities of working as an enterprise architect and is called the "running" step. 

The common thread through all aspects of the enterprise architect's work is the architect's mastery of a number of tools, such as business models, process models, information models, and matrices. We address how to initiate the architecture process within the organization in such a way that the overarching enterprise architecture and architecture-driven approach can be applied methodically and gradually improved.

Table of Contents

  1. Enterprise Architecture Made Simple
  2. Introduction
  3. Chapter 1: READY
    1. Purpose of EA and EA awareness
    2. Executive sponsor and management commitment
    3. Participants
    4. Risks
    5. Gathering knowledge and getting started
    6. Checklist: Results of the initiation
    7. Modeling business processes
    8. Modeling the business information structure
      1. Oh no, not data modeling!
      2. Business information modeling basics
      3. How to produce a business information model
      4. Documenting a business information model
    9. Expressing business expectations
      1. Expressing business expectations using Osterwalder’s Business Model Canvas
      2. Expressing business expectations using Ross’s Operating Model
    10. Linking business processes to objectives and values
    11. Identifying entity groups
    12. Determining information life cycle type
      1. Category information
      2. Resource information
      3. Business event information
      4. Detail operational transaction information (“big data”)
      5. Distinguishing between resource and event entity groups
    13. Describing the processes’ need of information
    14. Describing existing systems
    15. Analyzing opportunities and assessing benefit
    16. Using business capabilities
    17. Understanding the process and system matrices
    18. Forming ideal blocks in the architecture matrix
    19. Forming a realistic architecture
    20. Short-term EA planning
    21. Long-term EA planning
      1. Establishing a roadmap
      2. Compiling a city plan
  4. Chapter 2: SET
    1. Conducting a SWOT analysis: analyzing strengths, weaknesses, opportunities, and threats
    2. Formulating targets for EA
    3. Securing support from management
    4. EA activities in business development
    5. EA activities when forming an IT vision and IT strategy
    6. EA activities to perform when forming EA and IT plans
    7. EA activities when executing development projects
    8. Entity owner and entity manager
    9. Who decides, who influences?
    10. Form a decision process
    11. Describing roles, mandates, and responsibilities
    12. Describing competence needs and recruiting
    13. Establishing prioritization rules for projects
    14. Identifying triggers and warnings
    15. Forming meta-models
    16. Identifying rules for models
    17. Key success factors
  5. Chapter 3: GO
    1. Participating in projects
    2. Working with information models and conceptual models
    3. Working with information models for the architecture and for requirements specification
    4. Supporting projects relating to requirements specifications
    5. Providing support for systems acquisitions
    6. Developing triggers and actions
      1. Trigger: a start date for a project is reached
      2. Trigger: a project runs out of control
      3. Trigger: a new business model, strategy, or plan is published
      4. Trigger: a new ERP system is acquired
      5. Trigger: a new or updated business plan is published
      6. Trigger: a new person is appointed to a key decision-making role
      7. Trigger: a company is acquired
      8. Trigger: a new product or way of doing business is introduced
      9. Trigger: a new (unplanned) project is initiated
      10. Trigger: a new systems development method is selected
      11. Trigger: a new key partner needs to be chosen by management
    7. Managing models
    8. Communicating target achievements
    9. Developing standard/generic models
    10. Monitoring the external environment
    11. Fine-tuning entities and processes
    12. Improving regulations
  6. Appendix: THE ZACHMAN FRAMEWORK AND OUR EA PROCESS
  7. Further Reading