Transcription
“Architecture”A holistic conceptBuilding bridges between architectural disciplines and concernsmakes Architecture a strategic asset and capabilityfor Industries, Companies, Regulators and ConsultantsWalter Stahlecker, Fellow of The Open GroupToronto, July 10th 20097/09 2008-2009 Walter Stahlecker1
Outline 7/09Intent, semantics and topicsModel of “Enterprise”Model of “Enterprise Architecture”How to build an ecosystem of architecturaldisciplines 2008-2009 Walter Stahlecker2
Intent for this Presentation Observations:– Architectural work is done throughout enterprises,although not always referring to “architecture”– Architects often focus inward on their disciplineand neglect alignment with other disciplines Conclusion:– Making alignment part of architectural disciplinescreates a holistic capabilitythat will be valued, funded and used by executives7/09 2008-2009 Walter Stahlecker3
Some Meanings up front (1) “Enterprise” – a grouping of people and/ororganizations with a purpose in an environment– An industry, or industry association– A company, NGO or other organization– Subsets of organizations (concerns or departments)– A person’s activity or project “Enterprise” emphasizes intent, activity Players in any enterprise may have different goals7/09 2008-2009 Walter Stahlecker4
Some Meanings up front (2)Architecture:“Those properties of a mission, its solution andtheir environment that are necessary andsufficient for the solution to be fit for purposefor its mission in that environment.” *Multiple meanings of Architecture:Concept – Profession – Documentation* Definition by Len Fehskens (The Open Group)7/09 2008-2009 Walter Stahlecker5
Scopes of architectural work(Registered disciplines and associations) Buildings (1.3 M): Architectural services, regulations, urbandesign, studies, models, documentations, supervision, Landscape ( 35 k): Research & advice, planning, design,stewardship of environment, conservation, sustainability, Naval ( 12k): Research, production, maintenance, operation,technical research, modeling, probability of failure, Planning ( 100k): Development, preservation, environment,mobility, growth, economy, * AOGEA ( 13k): IT Architects with enterprise context *** not called “architecture” but equivalent activity** associated with The Open GroupWalter Stahlecker, February 2009
Other uses of Architecture Industry Architecture: Professor Jacobides (London Business School) – work onarchitecture of industry sectors, including distribution of value in an industry Architect of war (Financial Times article July 7, 2009): “McNamara, architect ofthe Vietnam war” – recognition of non-feasibility (based on facts andstatistics), strategy for exit and execution, realization of value (end of losses) Brand Architecture: Stern School of Business (NY), University of Nijmegen Architecture of Financial Regulation (Henry Paulson, Financial Times articleMarch 18, 2009): Proposes rework of regulatory architecture to recognizedynamism and able to adjust regulations to it Strategic Architecture: Kim Warren (London Business School) - Dynamics ofStrategy, defines “strategic architecture” for enterprises (focus on valuecreation)Walter Stahlecker, February 2009
Outline 7/09Intent, semantics and topicsModel of “Enterprise”Model of “Enterprise Architecture”How to build an ecosystem of architecturaldisciplines 2008-2009 Walter Stahlecker8
Static Model of an EnterpriseContextRelevant Core Enterprise Concerns:relevant context,vision, mission and strategy,and their execution(i.e. pursuit of Vision/Mission/Strategy)with effectiveness(i.e. continued optimal operation)Based on Mohamed El-Erian, Financial Times, p. 28., Nov. 4, 2008: About the mistake to break eness chain”(*design vision/mission/strategy)7/09 2008-2009 Walter Stahlecker9
Dynamic Model of an EnterpriseContextRelevant Core Enterprise Concerns:Recognition of change inrelevant context,vision, mission and strategy,and their execution(i.e. pursuit of Vision/Mission/Strategy)with effectiveness(i.e. continued optimal operation)in a Transformation Continuum7/09 2008-2009 Walter Stahlecker10
Inside “Execution” & sionStrategyExecution & EffectivenessCoordination, Money,People, Manufacturing,IT, Innovation, Brand,Supply-Chain, IP, .7/09Execution and Effectivenesscommon scope, different tasks:- Execution of Transformation- Effectiveness of OperationDefining subset concernsmanages complexity andprovides for depthNumber and nature of subsetconcerns depend on type, scopeand complexity of the enterprise 2008-2009 Walter Stahlecker11
Differentiation of Concernsin an EnterpriseContextRelevant ContextVisionMissionStrategyExecution & EfficiencyBusiness,Culture, Regulation, Shared Concerns:Strongly informingall other concernsSpecialized Concerns:Impact on otherconcerns variesSuch differentiation is deliberate and drivenby balancing effort with effectiveness7/09 2008-2009 Walter Stahlecker12
Subset Concerns in an EnterpriseContextRelevantContextVision Relevant & egyPeople, Manufacturing,IT, ,IP,s .The Enterprise model can beused for Subset concerns.However there are differences: Nature of concern: Subset Scope of concern: RelevantContext Enterprise Context This transformation continuumis concerned with the subset Stakeholders differ fromthose of the EnterpriseNote: “Enterprise” includes theunion of all subset concerns7/09 2008-2009 Walter Stahlecker13
AlignmentContextRelevant ContextVisionMissionStrategyExecution & EfficiencyBusiness Architecture,Culture, regulation, Operation:Alignment betweenshared concerns andspecialized concernsto achieve efficiencyTransformation: Alignment along theTransformation Continuum to adapt to changes7/09 2008-2009 Walter Stahlecker14
Summary for Enterprise Model The Enterprise Model is intended to supportdiscussion of transformation and alignment The Enterprise Model defines a set of keyconcerns in an Enterprise The model is intended for scopes ranging fromindustries to specialized concerns “Enterprise” includes the union of all subsetconcerns7/09 2008-2009 Walter Stahlecker15
Outline 7/09Intent, semantics and topicsModel of “Enterprise”Model of “Enterprise Architecture”How to build an ecosystem of architecturaldisciplines 2008-2009 Walter Stahlecker16
Enterprise Architecture (EA):Union of all architectures in an EnterpriseContextRelevant ContextVisionMissionStrategyExecution & EfficiencyShared concernsEnterpriseEnterpriseArchitecture Nature of concern:Enterprise Scope of concern:EnterpriseNature and scope of EA are driven by the observationthat architectural work is performedon all aspects of an enterprise7/09 2008-2009 Walter Stahlecker17
Architecture of subset concern XContextRelevant ContextVisionMissionsubset concern XStrategyExecution & EfficiencyShared concerns Nature of concern:Subset concern X Scope of hitecture of 2008-2009 Walter Stahlecker18
Inside Enterprise ArchitectureContextRelevant ContextVisionMissionStrategyExecution & EfficiencyShared sEnterprise Architecture (essentialproperties to support purpose)reflects agreement among theenterprise’s stakeholdersArchitecture of subset concernsalso addresses essentialproperties, but purpose andstakeholders differ (may the samepeople, but in different roles)Issue:X-architects and X-stakeholdersoften prefer discussing X and subsets of Xover discussing alignment of X with the whole enterprise7/09 2008-2009 Walter Stahlecker19
Outline 7/09Intent, semantics and topicsModel of “Enterprise”Model of “Enterprise Architecture”How to build an ecosystem of architecturaldisciplines 2008-2009 Walter Stahlecker20
TOGAF (IT-centric) and theHolistic Model of EAThe ADM in TOGAF addressesa subset concern of the enterprise .ISARelevant ContextITAVisionMissionStrategy. that can be mapped into theholistic architectural modelof the enterprise7/09Execution & Efficiency 2008-2009 Walter StahleckerShared ConcernsSpecializedConcerns21
Wider environment of TOGAFArchitectural efforts thrive for multiple concernsRelevant ContextVisionMissionStrategyExecution & EfficiencyShared ConcernsSpecializedConcernsITRelevant ContextVisionMissionStrategyExecution & sRelevant ContextVision Vision/MissionMission / Strat.StrategyExecution & EfficiencyShared Strategy7/09 2008-2009 Walter ution vantVisionContextMissionStrategyExecution &SpeSharedEfficiencycialiConcernszedConcernsY.22
A way forward forArchitecture in EnterprisesRelevantVision ContextMissionStrategyExecution &EfficiencyShared ConcernsSpecializedConcernsRelevantVision ContextMissionStrategyExecution nsRelevant issionStrategyExecution &Shared ConcernsEfficiencySpecializedConcernsExecution &EfficiencyShared ssionStrategyExecution ns have specific Frameworks and ADMsNeeded: Alignment among concerns via“Boundaryless Architecture Information Flow”7/09 2008-2009 Walter Stahlecker23
Model ofHolistic Enterprise ArchitectureContextRelevant ContextVisionMissionStrategyExecution & EfficiencyIcon for:Methods &Best Practicesin a ConcernRelevanceFilters SharedConcernsSpecializedConcerns7/09 2008-2009 Walter Stahlecker24
Attempt to reconcile the models ofTOGAF and Holistic Enterprise (1)ContextRelevant ContextVisionMissionStrategyExecution & EfficiencyIcon for:Methods &Best Practicesin a ConcernRelevanceFilters SharedConcernsTOGAF7/09SpecializedConcerns 2008-2009 Walter StahleckerTOGAF can bepositioned as aspecializedconcern25
Attempt to reconcile the models ofTOGAF and Holistic Enterprise (2)ContextVisionMissionStrategyExecution &EfficiencyRelevant usiness 2008-2009 Walter Stahlecker26
Attempt to reconcile the models ofTOGAF and Holistic Enterprise (3)ContextRelevant ContextVisionMissionStrategyExecution & EfficiencyBABARelevanceSharedFilters ConcernsSpecializedConcerns”Position “Business Architecture”as a shared concern:“Chemistry” – how the intendedvalue, defined by stakeholders,is created from the capabilities(This is intended as description, not definition)Range of chemistry types: Rigid to ad-hoc, explicit to tacit,simple to complex, etc.BA: Much richer than an org-chart or business processesBA: Expressed in executives’ language, not implementers’7/09 2008-2009 Walter Stahlecker27
Holistic EA – a goalEnterprise stakeholdersneed Enterprise Architects,not X-ArchitectsContextRelevant ContextVisionMissionStrategyExecution & EfficiencyExecutives will understandarchitecture if X-Architectslink their disciplinesto enable Holistic sArchitects: get out of your specialty’s depth,share best practices for aligning architecture disciplinesand build true EA that is valued across the enterprise7/09 2008-2009 Walter Stahlecker28
Architecture of Financial Regulation (Henry Paulson, Financial Times article March 18, 2009): Proposes rework of regulatory architecture to recognize dynamism and able to adjust regulations to it Strategic Architecture: Kim Warren (London Business School) -Dynamics of Strategy, defines "strategic architecture"for enterprises (focus on value
