Lecture 1 Summary
http://www.youtube.com/watch?v=d1MPEmMBqc0
This short video will give you a metaphorical explanation of
what is EA?
Lecture Outline Analysis
1. Definitions: Architecture, Stakeholder, Enterprise, Enterprise Architecture (EA)
2. What is EA? EA = Strategy + Business + Technology
3. Organising influence of EA
4. What is EA? – as a governance concept
5. EA as a Meta Discipline
6. EA Architecture Approach: framework of methodology, standards, best practices
&v artefacts
7. EA Process Groups: EA Management Program + Current EA & Future Scenario
Analysis & Design
8. EA Management Program
• Purpose – Strategic alignment  by aligning resource & capability
requirements to enterprise strategy plans
9. EA Analysis & Design work
• Purpose – document EA analysis findings and design proposals for current
and future EA scenarios
Slide 1
Slide 2
What is EA?
Slide 4
Slide 3
How is EA conducted?
How is EA conducted?
Management Program perspective
EA management program processes involve:
• Strategic alignment of corporate-level,
business units’ and organisational projects’
goals, activities and resources
• Compliance to corporate to project governance requirements, especially
standardized and corporate to business governance compliant policies for
identifying, procuring, using, developing, integrating and configuring, and
optimising enterprise resources
• Clarifying visible strategic, business and ICT decision criteria for making ICT
resource decisions at any level of corporate, business unit, project and design
or problem solving decision making
• Create consistency in ICT project management and development lifecycles, to
enable clarity of their alignment to strategic business and operating financial
management cycles
How is EA conducted?
EA Analysis & Design perspective
CURRENT
BUSINESS
FUTURE
BUSINESS
CURRENT
BUSINESS
ENVIRONMENT
ENVIRONMENT
ENVIRONMENT
SCENARIOS
CURRENT BUSINESS
ENVIRONMENT
EA (Implementation)
Management Plan
How is EA conducted?
EA Analysis & Design perspective
1. Analyse current business and
document/model its EA
artefacts
2. Identify business
improvement opportunities
3. Identify EA documentation
gaps
How to transform
current into desired
future EA?
Compliance
to EA Mgt
Program
Plan
CURRENT
BUSINESS
FUTURE
BUSINESS
CURRENT
BUSINESS
ENVIRONMENT
ENVIRONMENT
ENVIRONMENT
SCENARIOS
Specified in
involves
involves
Specified in
EA (Implementation)
Management Plan
Specified in
CURRENT BUSINESS
ENVIRONMENT
1. Analyse future business
scenarios considered by business
2. Agree with business one or more
business scenarios to model –
including the planning
assumptions for each scenario
3. Identify and document/model
each future business scenario’s
EA artefacts
What are the modelling areas in
EA analysis & design?
How the EA artefacts are
“bundled” to give an enterprise
functional perspectives of its
strategic, business & ICT integrated
requirements
Specific EA Artefacts
What is EA3?
EA3 is a proprietary EA framework
There are other best practice & proprietary EA frameworks
which you will learn some in future lectures eg TOGAF, Zachman
Not all EA frameworks are complete in having or equally
good/strong in defining a methodology, best practice features,
standards specifications and artefacts – you will need to research
and understand each one is good or weak in what components
of a EA framework model in future lectures
Class Discussions
The question “What
is EA?” requires you:
1. Describe EA as a strategic, business & ICT management function, which
requires one to :
• Plan how strategy, business and ICT requirements can be integrated
to represent current and future business scenarios
• Execute this plan via a number or projects and in compliance to EA
(and also projects’) governance requirements
• Track & report EA execution progress, correct variances and non
compliance activities where needed, to ensure achievement of the
EA (implementation) management plan.
2. You may decide to get a glimpse of what are the 2 major management
process groups involved, ie the EA management program and EA analysis
and design work – this part 2 is NOT the complete answer to the
question.
Use the contents of your lecture notes, this tutorial summary and references
to construct the answer by following these guidelines.
Class Discussions
Examine the EA3 framework and discuss
1. What is its methodology?
2. What best practice and standards it aim to achieve or already uses?
3. What are its EA modelling artefacts and how are they coordinated to
define EA functions that specify the integration dimensions of strategic,
business and ICT alignment ?
Tutorial Exercises
1. What are some of the differences between enterprise architecture (EA) and a systems-level
planning approach?
2. Why is EA described as both a management program and an analysis and design method?
3. What are the four elements of an EA management program and the six elements of an EA
analysis and design method?
4. What are some of the EA components and documentation artifacts that would be included in
current and future views at each level of the EACube framework? 3
5. Can EA be used by all types of enterprises? If so, why?
6. How does an EA repository support the implementation methodology?
7. Choose a real-world large-size enterprise and determine:
a. Is information technology seen as a strategic asset?
b. Does an enterprise architecture program exist?
c. Are there gaps in business/technology performance that an enterprise architecture
program could help identify and correct?
Hint: you may refer to the “Danforth Manufacturing Company” Scene, given in the following pages.
8. Read the case study: Danforth Manufacturing Company. Do you agree with the need for an EA
Program? Discuss.
Some concepts to help you answer tutorial
questions
Strategic Assets
Creates/Deepen Market Shares, Increases Profit$
Creates sustainable competitive advantage
Changes in Operations
Are Resources
Physical
Infrastructure
Amenities
People Networks
Business Networks
ICT Networks
Operating Assets
Improves Efficiency & Effectiveness  Better Margins
Supporting Operations
Are Resources
Physical
Infrastructure
Amenities
People Networks
Business Networks
ICT Networks
Strategic  Operational ICT
Portfolios
Programs
Projects
Strategic ICT
Create new market shares
Increase existing market shares
Gives sustainable competitive
advantage
Strategies are
implemented via org.
project management
structures
Operational ICT
Improves Efficiency
Improves Services
Improve/Increase
Margins
What is a System Level Program ?
Strategic
Operating
Improvements
R&D Testing
1. Structurally is a collection
of projects and subprograms grouped
together to serve a
business purpose.
Supports A
Business Purpose
2. Process wise –like project
management, includes
planning, execution
monitoring & variance
controlling activities
System Level
Program
System
Projects
System
Projects
System
Projects
Why is EA Important?
Strategic
Operating
Improvements
R&D Testing
Supports A
Business Purpose
Not my
problem
Program
Managers
System Level
Program
Not my
problem
System
Projects
System
Projects
System
Projects
Project Managers
& Their Teams
Why is EA Important?
Result in
Q8 Danforth Manufacturing Case Study
Why EA?
http://www.youtube.com/watch?v=qDI2oF1bASk
Q8 Do you agree with the need for an EA program in the case study?
Sales & Inventory Tracking System
(SITS) – ~2 years RoI, $3mio++
Kate Jarvis
Capacity to compete with competitor
Mitigate production inefficiency
Integrate info across
• Sales
• Inventory
• Production
(COO)
Rob Danforth
Gerald Montes
(CEO)
(Chief Council)
Decision Options: Buy 1, Buy 2?
Improve cost management
Jim Gorman
Cost Accounting Module
WELLCO ERP System
18 months RoI, <$600K
(CFO)
Sam Young
(CIO)