The EABOK®
Community Workshop
5-6 March 2014
© 2014 EABOK Consortium
Agenda


Wednesday March 5th, 1:00-5:00
o
EABOK overview: Sheila Cane and Marie Francesca, The MITRE Corporation
1:00-1:30
o
Importance of the EABOK to the EA profession: Brian Cameron, The Pennsylvania State University
1:30-1:45
o
CONOPS/User Stories: Nick Malik, Microsoft Corporation
1:45-2:15
o
Group Discussion led by Nick Malik: What do you want from the EABOK?
2:15-2:45
o
BREAK
o
Panel of Advisors Vision: James Lapalme, École de technologie supérieure
o
Editorial Board Vision: Duane Hybertson, The MITRE Corporation
3:30-4:00
o
Workflow: Kate Hammond, The MITRE Corporation
4:00-4:30
o
Wrap up and Thursday Preview: Rich McCarthy, Quinnipiac University
4:30-4:45
o
Penn State Hosted Social: ACA website panel, McLean Hilton (separate registration)
5:00-7:00
Thursday March
6th,
3:00-3:30
8:30-5:00
o
Wednesday Recap: Rich McCarthy, Quinnipiac University
8:30-9:00
o
Evolution of the EA Profession: Chuck Walrad, IEEE Computer Society
9:00-9:30
o
Panel Discussion: “The Changing Boundaries of EA Practice & Scholarship”
9:30-10:30
o

Con Kenney, National Defense University, MC

Don Shaw, BAI

Len Feshkins, Association of Enterprise Architects;

Jeff Scott, Accelare

Robert Damashek, Binary Group

James Lapalme, École de technologie supérieure
Brainstorm: During this moderated group activity, participants identify topics of importance, and rank their top 4 priorities

o
10:30-11:15
Mary Raguso, The MITRE Corporation
LUNCH
11:15-12:30
Breakout Groups: Self-select
12:30-2:30

2
2:45-3:00
`
Further explore group topics: Discuss big issues, identify infrastructure and support needs; define the level of commitment needed;
develop action plans; make recommendations to the BOG
o
BREAK
2:30-3:00
o
Group reports (15-20 minutes each)
3:00-4:00
o
Wrap up: Sheila Cane
4:00-4:30
© 2014 EABOK Consortium
Meeting logistics
 Info Packet
o Product Charter
o Consortium agreement
o Bylaws
o CONOPS
 Breakout groups tomorrow
o Need 4 facilitators
o Please see me at the break to volunteer
 We’re live tweeting this meeting
o #eabokworkshop
o Tweet and re-tweet to get people talking!
3
© 2013 EABOK Consortium
The EABOK® Consortium:
Shaping the Future of EA
Sheila Cane
The MITRE Corporation
5 March 2014
Public Release;
Distribution Unlimited
13-2810
© 2014 EABOK Consortium
EABOK Vision
 EA: From frameworks to
strategy
o
o
Evolving Practice
Evolving Vocabulary
 EABOK: From document to
knowledge
 EABOK: A guide to and
collection of ready-to-use
knowledge that describes the
essence of enterprise
architecture.
 Provide access to practical
knowledge about EA
o
o
o
o
Terms and Concepts
EA Standards and Practices
EA Methods and Patterns
EA Perspectives
 International collaboration
with Govt. Academia, Industry
 Agile: start small, evaluate,
adapt and evolve
5
© 2013 EABOK Consortium
EABOK Participation
EABOK
Consortium
Industry
EABOK
Governance
Government
Submission
Vetting
Content
Management
Academia
Community
Outreach
EABOK Operations
EABOK Consortium is a partnership of many different EA perspectives
6
© 2013 EABOK Consortium
EABOK Inaugural Consortium Members
Board of Governors
 Dr. Sheila A. Cane
o The MITRE Corporation, Chair
 Dr. Brian H. Cameron
o The Pennsylvania State University
o FEAPO Chair
 Mr. Con Kenney
o National Defense University
 Mr. A. Nicklas Malik
o Microsoft Corporation
o MSDN Inside Architecture Blog
 Dr. Richard McCarthy
o Quinnipiac University
o President IACIS
o JCIS Editorial Review Board
 Dr. Charlene “Chuck” Walrad
o IEEE Computer Society
Editorial Board
 Dr. Duane W. Hybertson
o The MITRE Corporation, Chief Editor
Ex Officio Member
 Ms. Katherine A. Hammond
o The MITRE Corporation
o EABOK Ex-Officio Board member
Panel of Advisors
 Dr. James Lapalme
o École de technologie supérieure,
Chair
What Makes EABOK different?
 EABOK represents many EA perspectives and
experiences
 EABOK exposes enterprise architects to two types of
knowledge:
o Guide: Webpages that provide the organizing context
for the knowledge
o Knowledge: Papers and other content that offer a
single perspective or opinion of the EA practice
 EABOK offers enterprise architects access to two types
of materials:
o New material developed for EABOK
o Previously published material
8
© 2013 EABOK Consortium
Initial Knowledge Structure
EABOK
Planning an EA
Developing an EA
Managing an EA
Using an EA
Purpose
Governance
Principles
Transition
Drivers
Roles
Models
Portfolio
Management
Synthesis
Impediments &
Barriers
Supervision &
Control
Analysis
Strategy
Resourcing
Case
Studies
Research Results
Scope
Education &
Methods
Training
EAArtifacts
Tools
Sample
Organizational
Positioning
Methodologies
& Processes
Patterns
Acquisition
Frameworks
Engineering
Development
Oversight
Standards
Reference Models
& Architectures
Business &
Operations
Improvement
Communication
9
© 2013 EABOK Consortium
Measuring the
Impact of an
EA
Value
Proposition
Perspectives
Glossary
Quality
Related
Disciplines
Maturity
Achievements
 Began development in MITRE – 2012
 Outreach presentations
o Oct ’12: International Association of Computer Information Systems (IACIS),
Myrtle Beach, SC
o Oct ‘12 Penn State Center for Enterprise Architecture (CEA), Philadelphia, PA
o Nov ‘12 Federation of Enterprise Architecture Professional Organizations
(FEAPO), Ft Lauderdale, FL
o Nov ‘12 Gov EA conference, Washington, DC: Session presentation and
vendor booth
o Aug ‘13 Invited speaker at Nordic EA Summer School Conference, Helsinki,
Finland
 Initial Governance Board Workshop - May 2013
 2nd Board meeting – Nov 2013
 Public Launch - Nov 2013
 Twitter account initiated – Nov 2013 – 73 followers
 15 total submissions: 12 approved; 3 in review
10
© 2013 EABOK Consortium
Way forward
 We hope to expand content, broaden outreach,
and become a peer reviewed forum
 We need your participation and contributions
 Our goal for this meeting
o Familiarize you with eabok
o Get your commitment to participate
o Increase rate of contributions
11
© 2014 EABOK Consortium
How Can You Participate?
 EABOK Contributor
o Go to www.eabok.org
 Select Contribute and follow directions to
submit material for EABOK
 EABOK Consortium Member
o Panel of Advisors Member
o Editorial Board Member
 For more information, visit
www.eabok.org or email us at
eabok@mitre.org
 Follow us @eabok on Twitter
12
© 2013 EABOK Consortium
The Importance of the EA
Body of Knowledge
Initiative
Brian H. Cameron, Ph.D.
Executive Director
Center for Enterprise Architecture
The Pennsylvania State University
Challenges With Enterprise Architecture
Definition / Understanding
IT-Centric Perspective
Structure & Staffing
Value Potential vs. Perceived Value Realized
Evolution to Status of “Real Profession”
The Evolution of Enterprise Architecture into a
“Real Profession”: Major Needed Milestones
 Internationally Recognized “Accrediting” Body
 Commonly Accepted Definition/Perspective
 Commonly Accepted Career Path Structure and Associated
Competency Sets
 Certifications and Degrees that Map to the Career Path
Structure
 Commonly Accepted Body of Knowledge that Supports
the Career Path Structure (BOK)
 Model Academic Curriculum (Undergraduate and
Graduate)
 Creation of Recognized Academic Research Community
 Increased Integration with Business Functions such as
Strategic Planning
WE NEED YOUR INVOLVEMENT!
Concept of Operations for the
EABOK
A. Nicklas Malik
Enterprise Strategy Consultant
Microsoft Consulting Services
What is a Concept of Operations
 A document describing the characteristics of a proposed
system from the viewpoint of an individual who will use that
system.
 Used to communicate the quantitative and qualitative
system characteristics to all stakeholders.
Persona with
Characteristics
18
Uses a
Scenario
Perspectives
on Using the
EABOK
© 2013 EABOK Consortium
Expectations
of the EABOK
What is the EABOK
 EABOK is an evolving distributed collection of
relevant EA knowledge about enterprise
architecture that has been accumulating and
evolving over many years.
 Some of these items will be in an online repository
while other items will be references to the
literature.
 Some items will be shared community content
developed for EABOK, while other items will be
named papers and research on EA.
19
© 2013 EABOK Consortium
The Personas
Marvin Manager
Paulette Practitioner
Roberta Researcher
Calvin Contributor
Tammie Trainer
Eddie Editor
Linda Layperson
20
© 2013 EABOK Consortium
Marvin Manager
Marvin is a manager at Contoso, a large corporation in the food supply industry.
His primary customers are small and midsized supermarkets, restaurant chains, and
hotel chains. He is an energetic man who thinks of himself as a dealmaker. He loves
to bring people together to solve problems. He bases his decisions on gut-feel and
then goes looking for data to back them up. A divorced father of one son, Jack, who
is a standout on his high school soccer team. Marvin never misses a game.
Marvin’s distinguishing characteristics include a deep understanding and passion
for his area of business; strong sales and social skills; making decisions by acting
on an idea and evaluating how well it went; and taking help where he can get it, but
believes that his team won’t get credit for their strategy unless they are supervising
the strategy itself. He cares about technology only when there is an obstacle in
technology for getting his strategy implemented.
The success of Marvin's strategy in New Jersey convinces him of the efficacy of the approach and the utility of
the strategy implementation he has put into operation. He perceives the difficulty in spreading this strategy to
other locations and begins to look for ways to change the business processes of Contoso to align better with local
market conditions.
In searching for ways to make the case for his strategy beyond New Jersey, he finds EABOK and reads several of
the papers in the EA Perspectives Knowledge Area. Intrigued by the prospect of EA as a means to spread his
strategy, he inquires of the Contoso Chief EA about the enterprise architecture in place to support his efforts.
21
© 2013 EABOK Consortium
Paulette Practitioner
Paulette Practioner is an Enterprise Architect for Contoso. She has been an
Enterprise Architect for 18 months. Prior to that, she was a solution architect for six
years. She holds a bachelor’s degree in Computer Science from Texas A&M.
Paulette is a stable and mature employee with a husband and two school-aged
children at home. She loves to solve problems and gets energy from relationships
where people accept her as an expert. She enjoys horseback riding, loves to cook,
and never misses an episode of Downton Abbey.
Paulette’s distinguishing characteristics include very strong technology skills, but
generally weak business knowledge. Average social skills and a strong ego, can
present technical material well, but is not particularly talented at “telling a business
story”, Spends very little time looking for books or materials to learn more about
EA. Wants to learn the “correct way” to do EA, but needs something that is
immediately useful. She is not interested in discussing a dozen alternative meanings
of a term or a dozen different ways to achieve a goal - would like “one and done.”
Paulette works for Petra Painful, the VP of Operations. Petra asks Paulette to “align his programs” to strategy.
Paulette is not quite sure what that means, so she uses Bing or Google to find information, which leads her to
EABOK.
She reads deeply on the concepts and methods of alignment, and downloads a practice template that lets her
model strategy and motivation. She quickly discovers that one of Petra’s two programs is completely unaligned
while the other has some hope of alignment but will require a lot of work. She turns back to EABOK to find out
techniques that help her to rise to the challenge.
22
© 2013 EABOK Consortium
Calvin Contributor
Calvin Contributor has been a working Enterprise Architect at a large financial
institution in the UK for four years. He has quickly risen through the ranks due to
his ability to address difficult problems using structures that relate business
processes, business capabilities, systems, and information together.
A competitive man, outside work, he is training for bicycle races around Europe.
He lives alone in a flat outside of London and cycles to the nearby train station to
commute to work, rain or shine.
Calvin’s distinguishing characteristics include an awareness of many perspectives
on EA and he may have distinct opinions of his own. He seeks recognition of his
unique knowledge and value in the EA field (credential value), and is an avid,
ongoing practitioner of some EA techniques. He is willing to argue about a point
but rarely reads or uses academic literature on EA. He enjoys hearing about
different viewpoints and ideas, and wants to have his techniques shared and used by
others but is not particularly driven by the need to have his name attached to it.
Calvin hears about EABOK from his online contacts and finds his way to the site. He submits an article and
makes a series of suggested updates to many of the community-developed pages.
After the review and acceptance of his article and many of his suggestions, Calvin feels like his voice was heard
and he merrily tells his co-workers that he is a contributor to EABOK.
23
© 2013 EABOK Consortium
Perspectives
Knowledge Consumption

As a practitioner, I need to be able to navigate the knowledge areas based on the activity that I am performing to find applicable and useful material
quickly.

As a practitioner or a researcher, I need to be able to search for material (both community content and papers) by keyword or reference so that I can
find material relevant to my current activities or problem.

As a researcher or a practitioner, I need to be able to cite material that is suitably referenced so that I can meet academic standards in my work.



As a researcher or contributor, I need to be able to
As a researcher or contributor, I need to be
able to include
URL to my to
workmy
as published
in EABOK
the assurance that
URL will changewith
very
include
aa URL
work
as with
published
intheEABOK
rarely if at all.
As a researcher or contributor, I need to be
able to
provide a short URL
for publishing
in print media
and,change
if necessary, typed
by hand
into a browser
the
assurance
that
the URL
will
very
rarely
if at
by a person trying to find my work from a citation in print media.
As a layperson or business manager, I need to quickly and easily find high-level information tailored to my use that explains EA so that I can have
all.
intelligent conversations about the field and its practitioners.

As a contributor, I need to be able to tell when and where my contributions appear in EABOK so that I can feel good about contributing.

As a contributor, I need to find material related to my contribution to know if my opinion is similar to others or different from them.

As a contributor, I need to be able to provide tags that will improve the likelihood of practitioners and researchers finding my contributions.

As a trainer, I need to find a glossary of terms that is clear, comprehensive, and useful for practitioners so that I can provide information in training
sessions without students challenging me on the definitions.

As a trainer, I need to find useful techniques and relevant materials for building new training or refreshing existing training materials.

As a trainer, I need to be able to read comments and responses to an article or community content so that I can discern if a particular position or idea
carries controversy.

As a practitioner or trainer, I need to learn about recent changes to the EABOK so that I can stay abreast of ongoing changes.
Knowledge Development

As a reviewer of submissions, I need to be able to review a paper submission prior to its publication in the EABOK so that I can ensure that readers can
trust the quality of material that they read.

As a reviewer of Guide content, I need to be able to review community contribution content prior to publication in EABOK so that I can ensure that
readers can trust the quality and consistency of the material that they read.

As a reviewer of submissions or Guide editor, I need to be able to review, compare, and preferably merge multiple edits to community-driven content
from different contributors so that I can support my editing process.

As a contributor, I need to be able to propose edits easily to the Guide content so that I can help improve it.


24
As a contributor, I need to be able to propose edits easily
As a contributor, I need to be able to add commentary to a published paper so that the author can respond in public to questions about his assertions.
to the Guide content so that I can help improve it.
As an editor, I need to be able to review, modify, and/or delete commentary from the community so that readers can trust the level of discourse on the
material.
© 2013 EABOK Consortium
Expected Features (future looking) p1/3




25
 Knowledge Consumption
Layout and Navigation
o Non-architects redirected to introductory content area
o General knowledge areas
o Domain specific knowledge areas
o Breadcrumbs appear on pages to support back-navigation
o Name links to optional Contributor profile page
o Users can request a direct URL for a single article or topic
o Visitors can choose to “watch” a page and be notified when it changes
o Visitors are notified by e-mail when a watched page changes
o Contributed papers may be attached at any level of the navigation taxonomy
Search
o Visitors may search on papers only
o Search within web domain using single word and phrases
Print
o Printing a page or article will lay out nicely
Contributor Login
o Contributors can login from any page
© 2013 EABOK Consortium
Expected Features (future looking) p2/3
 Knowledge Development
 Links and Navigation
o Guide editors can change navigation structure
o Guide editors may modify search engine optimization settings for pages and
content
 Registration for Contribution
o All contributors must register
o Contributors are notified by e-mail to validate registration
o Contributors are notified by email that their registration is accepted
o Contributors are notified when a comment is placed on their page
o A contributor may be approved for commentary only, for contribution to
Guide content, or as a Guide editor
o Guide editors and the Chief Editor are set up to “watch” an area of content
 Commentary
o Only contributors may comment
o Commentary is available for review and viewing
o Guide editors, the Chief Editor and Contributors are notified when
commentary is placed on area that they are watching
26
© 2013 EABOK Consortium
Expected Features (future looking) p3/3
 Contribution
27
o
Contributors are automatically subscribed to “Watch” their contributions
o
Every link from the EABOK website has the author, submitter, and reference
citation identified
o
Every paper on the EABOK website has the author, the submitter, and
reference citation identified
o
All contributors are registered with a public “profile” page
o
Contributors can edit their profile page
o
Guide and Knowledge Area contributions are reviewed and approved prior to
publication
o
Guide editors and the Chief Editor are notified when a paper is contributed to
their “watch” categories
o
For a paper, the EABOK Consortium may reply to a contribution, reject a
contribution, archive a contribution, or publish a contribution.
o
For community content, Guide editors may merge the contribution into
existing text, reply to a contribution, discard a contribution, share it with
others, or archive it.
© 2013 EABOK Consortium
Did We Get It Right?
Missing personas?
Missing needs?
Missing features?
Send feedback to
eabok@mitre.org
What do you want from the
EABOK?
(The Perspectives Game)
A. Nicklas Malik
Enterprise Strategy Consultant
Microsoft Consulting Services
The Perspectives Game
 We will play a short game
o You each have a form with four questions. Get out a pen.
o Be the first person at your table to collect four answers on
your form.
o After 15 minutes, we begin table discussion.
 Rules: (3 minutes)
o You must ask someone that is not from your table for their
opinion on any one question, and write it down.
o You must ask four different people, one answer each.
o You cannot include your own opinion on your form.
o Do not answer the same question for two different people.
They can ask you another question, or find someone else.
o When your form is filled, return to your seat and raise your
hand.
30
© 2013 EABOK Consortium
The Questions – 15 minutes
 Should the EABOK focus on theory, practical methods, or both? Why?
 Should the EABOK be a collection of different ideas, or should it present a
single consistent synthesis of ideas? Why one or the other?
 Should the EABOK eventually become the basis for a certification in
Enterprise Architecture? Why or why not?
 Should the EABOK include a carefully created set of terminology for the
field, or just a set of useful definitions for the reader? Why?
31
© 2013 EABOK Consortium
Table discussion – 7 minutes
 Each person at the table reads a question and
answer that they found particularly interesting.
 Among the table, create a question that should
have been asked. (You don’t have to answer it).
32
© 2013 EABOK Consortium
Share with the group – 5 minutes
Share one interesting question and answer with the
room. What makes it interesting?
Or
Share the “question we should have asked” with the
room. What makes it a good question to ask?
33
© 2013 EABOK Consortium
Hand in your papers!
 There were two reasons for playing this game:
1. We want you to start thinking about these
questions, to prepare for the working groups
tomorrow.
2. We want you to hear your peers provide their
opinions about these questions.
34
© 2013 EABOK Consortium
Architecting the Panel of Advisors
Fostering a continuous dialogue with/within
the EA Community
James Lapalme
The Role : Provide Advice!?
 Who is the advice for (i.e. audience) ?
 What is helpful advice (i.e. intent) ?
 What should be considered (i.e. scope) ?
 Who should provide advice (i.e. members) ?
 How should advice be generated (i.e. process) ?
By the Community
For the Community
Consortium
Who is the advice for ?
Consortium
What is helpful advice ?
 Unbiased
 Represents the Voice of the Community
 Offers both Affirmations and Inquiries
 Fosters learning and innovation
What should be considered ?
Concerns &
Expectations
Concerns &
Expectations
Consortium
Contributions &
Recognition
Consumption &
Recognition
Strategy, Policies & Innovation
Virtual team design and support
Virtual team design and support
Virtual team network coordination
Needs
How should advice be generated ?
 Using a microcosm of the EA community
o Dialogue between the equal representation of
key perspectives in the community
o Embrace divergences and not try to reach a
consensus
o Use democratic processes
o Apply critical thinking to explore boundary, fact
and value biases
Who should provide advice ?
 The PoA must go beyond reflection and advice, it
must be action-oriented and strive for continuous
awareness.
o Members must have deep and wide connections
within there sub-community
o Members must have community leadership as
part of their professional duties
o Members must accomplish professional goals by
participating in the EABoK
PoA Design Principles
 Based on small groups
 Have equal representation across various
dimensions of the EA community (geography,
private/public, academia/practitioners)
 Enable dialogue across multiple time zone
PoA Design : Network of Cells
PoA Design : Cell ≈ Microcosm
 One member from each sub-community
o 1 representative of Academia
o 1 representative of Government
o 1 representative of Industry
o 1 representative of Practitioners
o 1 though leader (optional)
 Self-managed group
PoA Design : Coordination Group
 Coordination Group
o Will have 1 member from each cell
o Responsible for consolidating views, sharing
information and coordinating action
o Manage geographic bias
PoA Design : Things to Avoid
 Base membership only on acquaintances and
friendships (bias)
 Base membership on job title and not network of
influence (limit action and awareness)
 Have with unequal representation across domains
(groupthink)
The EABOK® Consortium:
Editorial Board Vision
Duane Hybertson
dhyberts@mitre.org
5 March 2014
The views, opinions, and/or findings contained in this briefing
are those of the EABOK Consortium and should not be
construed as an official MITRE position, policy, or decision,
unless designated by other documentation
Approved for Public
Release;
Distribution
Unlimited. 14-0714
© 2014 EABOK Consortium
Topics
 Role/Vision of Editorial Board
 Status of Initial Editorial Board
 General Criteria for Submissions
 How Can You Participate?
 Backup
o More Detailed Roles and Responsibilities
o Basic Process
49
© 2014 EABOK Consortium
Role/Vision of Working Groups
 Nominal role
o Review content submitted to the EABOK
 Content may be new or previously published EA articles,
or a synthesis of a knowledge area topic for the Guide
o Make recommendation to the Governance Board regarding
acceptance into EABOK
 Larger vision
o Working group membership
 Reflects the variety and range of the EA community
 Each member is an expert in some area of EA
o Working group influence
 Help evolve, grow, and improve the EA field by
selectively recruiting and accepting quality material
50
© 2014 EABOK Consortium
Status of Initial Editorial Board
 Members thus far
o Duane Hybertson, Chief Editor (MITRE)
o Mike Rosen (Wilton Consulting Group)
o Rich Hilliard (IEEE)
o Ed Robertson (Indiana University (ret.))
 Seeking additional members
 Status: In start-up mode; reviewed four
submissions thus far
51
© 2014 EABOK Consortium
Basic Criteria for Submissions
 Knowledge claim for submitted article: It should be possible
to make a valid claim that the submission represents EA
knowledge of high quality and useful to the community
o The article will be referenced and linked in the Guide
 Submitted synthesis of a given topic, such as Governance, or
Principles, or Frameworks: It should cover the state of EA
knowledge for the overall topic, in the form of a synthesis
and key references; it is the Guide to that EABOK topic
 Intended Audience: Spectrum of the EA community
o practitioners, researchers, students, managers
o industry, government, academia, associations
 Knowledge areas: {Planning, Managing, Developing, Using,
Measuring} an EA; Perspectives; Glossary; Related disciplines
 Knowledge types or forms: Analysis, case study, method,
pattern, research result, sample artifact, synthesis
52
© 2014 EABOK Consortium
Backup
53
© 2014 EABOK Consortium
More Detailed Roles and Responsibilities
 Editorial Board Chair
o Selected by the Governance Board
o Identify, recruit Editorial Board members
o Receive submissions and allocate for review
o Coordinate review and communicate with author
o Coordinate recommendation for the Board
 Editorial Board members (including Chair)
o Review submissions, provide feedback, recommendation
o Monitor EA field and recruit additional submissions
o Provide input on EABOK direction and evolution of
structure and content
54
© 2014 EABOK Consortium
Basic Process
Board
Working Groups
Author/PoC
Receive, check submission
Submit content
Allocate to Editorial Board
Allocate to reviewers
Perform reviews
Accept
Decide
Reject
Resubmit
Accept with mods
Editorial Board Recommendation
Inform Editorial Board
Inform author of decision
(if Accept)
Post Guide info [and Content]
55
Modify
© 2014 EABOK Consortium
Receive decision
The EABOK® Consortium:
Operational Workflow
Kate Hammond
kstevenson@mitre.org
5 March 2014
The views, opinions, and/or findings contained in this briefing
are those of the EABOK Consortium and should not be
construed as an official MITRE position, policy, or decision,
unless designated by other documentation
Approved for Public
Release;
Distribution
Unlimited. 14-0911
© 2014 EABOK Consortium
Topics
 Purpose of the Submission Workflow
 Proposed Submission Workflow Structure
o Review and Approve Submissions with
Modifications
o Review and Approve/Reject Submission
o Update and Archive Existing EABOK Content
 Today’s Operations
 Request for Community Input
57
© 2014 EABOK Consortium
Purpose
 Present and demonstrate the current workflow
and interfaces the EABOK Consortium has with
internal and external entities
 Understand the operational needs of the EABOK
Consortium that drive the provisioning of tools
that improve the submission workflow
58
© 2014 EABOK Consortium
Proposed Submission Workflow Structure
 Review and Approve/Reject New Submissions
 Review and Approve New Submissions with
Modifications
 Update and Archive EABOK Material
59
© 2014 EABOK Consortium
New Submissions: Approve/Reject
Host Organization
Receive and
Review
Submission
EABOK
Submission
Receive
Notification of
Approved/Decl
ined
Submission
Disseminate
Submission to
Working Group
Approved
submissions posted to
EABOK Website
EABOK Governance Board
Receive
Notification of
New
Submission
(Situational
Awareness)
EABOK
Contributor
Review
Submissions
Approve/Rejec
t Submission
Submit
Submission
Recommendati
on
Receive
Notification of
Approved/Decl
ined
Submission
Editorial Review Board
Received
Tasked
Submission
60
Update EABOK
Repository
Review EABOK
Submission
© 2014 EABOK Consortium
Notify
Contributor of
Submission
Status
New Submission: Accept with Modifications
Host Organization
Receive and
Review
Submission
EABOK
Submission
Receive
Notification of
Approved/Decline
d Submission
Disseminate
Submission to
Working Group
Update EABOK
Repository
EABOK Governance Board
Approved
submissions posted to
EABOK Website
Receive New
Submission
Notification
Review
Submission
Recommendation
Approve/Reject
Submission
Recommendation
EABOK
Contributor
Editorial Review Board
Modified
EABOK
Submission
Received Tasked
Submission
Review EABOK
Submission
Recommend
Modifications to
Contributor
Submit
Submission
Recommendation
Notify All Parties
of Submission
Status
EABOK
Contributor
Receive Modified
Submission
61
© 2014 EABOK Consortium
Update and Archive EABOK Material
Host Organization
EABOK Governance Board
Receive Guidance
on EA Community
Needs
Receive
Recommendation
Review
Submission
Recommendation
Approve/Reject
Submission
Recommendation
Panel of Advisors
Receive
Notification of
Approved/Denied
Update Status
Provide Guidance
on EA community
Needs
Approved
submissions posted
to EABOK Website
Editorial Review Board
Assess Existing
EABOK Material
for Trends
Determine if
Material Needs
Updates or
Removal (Archive)
Recommend
Material for
Removal (Archive)
Review Updated
Material from
Contributor
Notify All Parties
of Submission
Status
Modified
EABOK
Submission
Receive and
Review
Submission
Determine If
Current EABOK
Material Is
Relevant
Submit
Recommendation
to the Board
Notify
Contributor of
Update Proposal
EABOK
Contributor
62
© 2014 EABOK Consortium
Today’s Operations
 Chief Editor monitors the EABOK inbox for inquiries
and submissions
 Chief Editor reviews and disseminates submissions to
Working Group members
 Submissions to the Editorial Review Board
o Coordination through Outlook
o Recommendations captured in Word document
 Recommendations to the EABOK Governance
o Coordinated through submissions
o Verbal or Email vote
 Challenges
o No publicly accessible area for Consortium members
to access the archive of in progress reviews,
approved/rejected archived materials, archive of
removed existing EABOK material
63
© 2014 EABOK Consortium
Request for Input from Community
 Are we processing submission correctly and
efficiently?
 Are there tools available that address the
challenges the EABOK Consortium faces?
o Are there automated tools?
o Are there recommendations/volunteers for
identifying/providing of tools for content
management?
 Is there an organization/entity that is available to
own and manage the process and associated
mechanisms?
64
© 2014 EABOK Consortium
The EABOK®
Community Workshop
March 6, 2014
65
© 2013 EABOK Consortium
The EABOK®
Community Workshop
Wednesday Recap
Rich McCarthy, Quinnipiac University
© 2013 EABOK Consortium
Wednesday March 5th Recap – EABOK Overview
 The EABOK is an International Collaborative Website
with Industry, Government & Academia – To provide a
knowledge-sharing platform
 Represents Many Perspectives
 Will contain Newly Developed Material as well as
Previously Published Material
 Public Launch of the website occurred in November
2013
 YOU ARE ALL INVITED TO PARTICIPATE – both as
an author and a member of the Editorial Board or
Board of Advisors
Importance of the EABOK to the EA Profession
 Common Definitions
 Common Body of Knowledge
 Demonstrate Measurable Value
 International recognized accrediting
body
Concept of Operations of the EABOK
 Describes the characteristics for how and when
the EABOK is used.
 Scenarios describe how and when to use the
information in the EABOK
 Helps to establish VISION for how the EABOK can
assist the profession – but this is KEY PERSON
DEPENDENT on YOUR PARTICIPATION
 If you see any missing Personas, Needs or
Features we welcome your input.
What Do You Want from the EABOK - Questions Considered
Should the EABOK focus on Theory, Practical
Methods or both?
Should the EABOK be a collection of different
ideas, or should it present a single consistent
synthesis of ideas?
Should the EABOK eventually become the basis
for a certification in Enterprise Architect?
Should the EABOK include a carefully created set
of terminology for the field, or just a set of useful
definitions for the reader?
What should be the primary goal of the EABOK ?
Panel of Advisors Vision
 By the Community for the
Community
unbiased
represent the voice of the
community
offer affirmations and inquiries
foster learning and innovation
 Promote Dialogue
 Action-oriented and strive
for Continuous Awareness
Editorial Board Vision
Review content submitted
to the EABOK
Make recommendations to
the Governance Board
Quality Material will help
evolve, grow and improve
the EA field
New Members are
Welcome
Workflow
Thursday – March 6th: Here’s What’s on Deck
 Evolution of the EA Profession
 Panel Discussion: The Changing Boundaries of
EA Practice & Scholarship
 Brainstorming Group Activity: Identify Topics of
Importance
 Breakout Groups will Explore Key Topics and
have an Opportunity to report back to all of the
Workshop participants
Evolution of an EA Profession
Chuck Walrad
IEEE Computer Society
EABOK Consortium
Development of a Model of a Profession
 This model is based on a 1996 study in which
Gary Ford and Norman Gibbs identified the
essential elements of a mature profession,
validating their findings against a number of
existing professions including health, law, and
architecture.
76
EABOK Consortium
Development of a Model of a Profession
 IEEE first investigated elements of a “true
profession” in relation to its work to advance SWE as
a profession
 We revisited the original findings and refined them as
we initiated work on a similar goal for IT
professionals
 The result was the model of a profession we’ll
discuss today.
 We think that the same model can be helpful to EA.
 FEAPO has adopted the model with additions from
CAEAP.
77
EABOK Consortium
Branding
Model of an EA Profession
Publishing a Journal
EA
PROFESSION
Professional Society
(Society of Peers)
Preparatory Education
Body of Knowledge
Public Outreach
Self-Governance
Professional
Practice Guide
Code of Ethics
Standards of
Practice
Activities
Standards of
Professional
Practice
Curriculum
Knowledge is organized into a Body
of Knowledge which is taught
through preparatory education
delivered by an accredited program
which follows an approved
curriculum.
(Nat’l & Internat’l
Standing)
Accreditation
Criteria
Professionals follow
a code of ethics
while performing
activities in
accordance with
define standards of
practice.
Consensus
Preparatory
Education (Degree
Programs)
Certification
Registry
Competency
Definitions
Job Roles
Career Paths
Licensing
Professional
Advancement
Responsibility for groups
of activities is assigned
to job roles. A career
path is a progression of
job roles and increasing
responsibility.
External Validation
Skills (Skills
Development)
Certification certifies that
individuals have defined
competencies. Licensing extends
certification to include active
oversight of the profession
including disciplinary action.
Ongoing
Professional
Education
Professional Development
FEAPO list
Additions
78
Skills to apply the knowledge to accomplish tasks are acquired
through professional development including on-the-job training.
EABOK Consortium
EA Evolutionary Priorities
 a professional society, with provisions for monitoring
individual compliance to ethical standards and
professional practices;
 a body of knowledge (BOK) founded on well-developed
and widely accepted theoretical and practical bases;
 a system for certifying that individuals possess such
knowledge before they start practicing AND a
progressive system of certifying practitioners as they
increase both their knowledge and experience in
effective practice;
 a code of ethics, with a commitment to use specialized
knowledge for the public good
79
EABOK Consortium
80
EABOK Consortium
Immediate Needs for the EABOK
 Synthesis of existing best practices
 New material!
 Your suggestions
81
EABOK Consortium
Discussion
Discussion
82
EABOK Consortium
Panel Discussion
MC: Con Kenney, National Defense University
Robert Damashek, Binary Group
Len Feshkins, Association of Enterprise Architects;
James Lapalme, École de technologie supérieure
Jeff Scott, Accelare
Don Shaw, BAI
The Changing
Boundaries of
EA Practice &
Scholarship
© 2014 EABOK Consortium
Brainstorm Session
& Breakout Groups
Group Reports
in Backup
Mary Raguso, MITRE
© 2013 EABOK Consortium
The EABOK®
Community Workshop
5-6 March 2014
Thursday Re-Cap
Richard McCarthy
Quinnipiac University
© 2014 EABOK Consortium
Model of an EA Profession
Branding
Publishing a Journal
EA
PROFESSION
Professional Society
(Society of Peers)
Preparatory Education
Body of Knowledge
Public Outreach
Self-Governance
Professional
Practice Guide
Code of Ethics
Standards of
Practice
Activities
Standards of
Professional
Practice
Curriculum
Knowledge is organized into a Body
of Knowledge which is taught
through preparatory education
delivered by an accredited program
which follows an approved
curriculum.
(Nat’l & Internat’l
Standing)
Accreditation
Criteria
Professionals follow
a code of ethics
while performing
activities in
accordance with
define standards of
practice.
Consensus
Preparatory
Education (Degree
Programs)
Certification
Registry
Competency
Definitions
Job Roles
Career Paths
Licensing
Professional
Advancement
Responsibility for groups
of activities is assigned
to job roles. A career
path is a progression of
job roles and increasing
responsibility.
External Validation
Skills (Skills
Development)
Certification certifies that
individuals have defined
competencies. Licensing extends
certification to include active
oversight of the profession
including disciplinary action.
Ongoing
Professional
Education
Professional Development
FEAPO list
Additions
86
Skills to apply the knowledge to accomplish tasks are acquired
through professional development including on-the-job training.
© 2013 EABOK Consortium
87
EABOK Consortium
Panel – The Changing Boundaries of EA Practice & Scholarship
①
What has changed your view of EA in a Major Way?
②
What do we need to develop to ensure the survival of the profession?
You wrestle with these issues every day!
Which is harder – to define a model/framework or to get an organization to embrace its
application
Not enough in influencing the organization to much time on models
Cultivate trust in the organization
Less locked in the tool – how do we enable an analytical organization – enable
performance within the organization.
We are stewards of the data we don’t own it.
What's the difference between architecture and design?
Why are you doing EA? Because they have to – but they try to do everything at once –
begin small, get quick wins and build.
People
Communication is one of the biggest challenges. Differing perspectives
There are lots of frameworks and tools. Adopt a transformational approach, if you know
why you are doing it then you will apply it successfully.
Provide the right information to the right person
If I make a change to the system, what will I break?
How do we provide products & services in a way that the architecture will emerge
through the delivery.
Transform from thinking about how do we keep the organization from failing to
thinking about how are we going to help the organization succeed.
Architects do not own the transformation – the business owns the transformation
88
© 2013 EABOK Consortium
Things
Ideas
Enterprise Architecture Brainstorming

Value proposition

Access to everyone not just IT

How do I set-up an EA practice and continually improve it

How do I become an EA and improve

How do we measure EA

Is the EAMMF Valuable (EA Management Maturity Framework)

Business Function Like Strategy

Differentiate EA from other functions

How do we insert EA into other processes

Tag line

EA Success stories

What are the problems that EA is concerned with

How does EA support getting the right information to the right person at the right time to make informed mission and
business decisions

Analyzing architecture alternative

EA Governance Capital planning and security are all interrelated

How to make social networking work for EA

Intellectual Property – how do we get people to share their techniques

How do we get a contribution to the body of knowledge

How do I figure out where to focus the EA efforts

What are the missing elements from the EA frameworks, tools, etc.

What soft skills should an EA have

What is success for the EABOK

What is success for EA
89
© 2013 EABOK Consortium
BREAKOUT TOPICS
① DEFINE THE SUCCESS AND FAILURE OF THE
EABOK
② DEFINE THE SUCCESS AND FAILURE FOR EA
③ HOW DO WE MEASURE EA? CRITERIA FOR
METRICS
④ SUCCESS STORIES
WHO ARE THE AUDIENCES
WHAT SHOULD THEY KNOW
HOW DO WE SHARE THIS INFORMATION
90
© 2013 EABOK Consortium
How Can You Participate?
 EABOK Contributor
o Go to www.eabok.org
 Select Contribute and follow directions to
submit material for EABOK
 EABOK Consortium Member
o Panel of Advisors Member
o Editorial Board Member
 For more information, visit
www.eabok.org or email us at
eabok@mitre.org
 Follow us @eabok on Twitter
91
© 2013 EABOK Consortium
Backup
Breakout Session Group Reports
92
© 2014 EABOK Consortium
• Topic – Success or Failure of EA
• Clarification
– Is – Single practice/initiative of EA
– Is not – Success/Failure of EA as a discipline
• Assumptions
– People understand EA!!!
– Scope of enterprise is bounded by the things the stakeholders can
control
• Challenge
– Different concepts of EA will imply different concepts of success
and failure
• Complication
– Success depends on a common understanding of what EA is!
93
Methodology
• Success = Applicable -> Actionable -> Accepted ->
Implemented
• Success depends upon:
– A common understanding of what EA is and does
– A common understanding of the expected/desired outcome
– Agreed upon set of Critical Success Factors
• CSFs must be defined by the set of concerns that matter <qualifier>
stakeholders. At minimum:
–
–
–
–
Executive/Business leadership
Sponsor
Technical
Front Line
• CSFs may be of a general nature or specific to a particular
constituency
94
Methodology (Cont)
• Success depends upon:
– A multi-disciplinary, multi-functional team with clearly defined
goals, roles and responsibilities
– Having the appropriate tools, models and instrumentation to rack
the system success
– Having appropriate executive sponsorship, commitment and
funding
– Making critical tradeoffs with an eye towards the greatest good
• The architect can facilitate the identification of these
trade-offs
95
Action Plan
• Determine if there is an existing
model/process/methodology we can adopt/adapt
• Identify EA specific additions/changes to above
• Validate the model with representatives of all the
stakeholders listed
• Find credible, compelling success/failure stories that
represent the methodology
• Identify required KSAs
96
Recommendations
• Do what we said!!!
97
Breakout group:
Success of EABOK
Goals/Criteria/Definitions of Success
1)
2)
3)
4)
EABOK is where community goes to navigate EA knowledge:
Number of users accessing site content (concurrent? Maximum?)
Useful content and content is “used”
“Credible” content
a. Acknowledgment as authoritative source
b. Recognition and presentation of bias without promoting bias
5) Visible and accessible
a. Reputation and value are widely known and evangelized
6) “Community” input
a. Submissions
b. “Quality” of submissions
7) Synthesis (Guide) vs. pieces (BOK)
8) Handles context – synthesizes* across multiple domains and enterprises.
a. *Unified fundamentals but reflects the variety of the field
b. Quantity vs. Quality vs. Variety of use
i. (e.g. IT versus non-IT)
c. Flexible, adaptable guide, handles evolving users
Infrastructure/Support
(Technical and organizational)
1)Number of users
2)Controlled (i.e. peer review) vs. open (Wiki)
3)Vet contributors or vet contributions?
4)Support controlled diversity
5)How to engage, support, and manage synthesis
contributions
a. Piecemeal synthesis articles vs. large-project approach
6)Impact of synthesis on knowledge structure,
especially adding more detailed subtopics, etc.
7)Process responsiveness – how long does it take to
vet and approve contributions
8)Process transparency
Constraints
• Ensuring the comfort of contributors’
intellectual property rights.
– Convey and incubate trust of contributors
regarding intellectual property rights
– Thorough and accurate citations
– Make clear to potential contributors that any
synthesis including their IP always provides proper
attribution to the sources used.
Action Plan
1)How did other BOKS achieve their success and
visibility?
2)Get Justin Bieber to mention EABOK on Twitter
3)[Develop plan to] motivate synthesis contributors
4)Develop guidance for synthesizers
5)Further develop personas into full use cases,
usage scenarios
6)Define and implement measures of quantity and
quality of use
7)Encourage people to submit success stories and
feedback on EABOK
Case Studies Group Goals
• Get Case Studies (Success and Failures)
• Add value by providing synthesis and analysis
of case studies. Ex. Identify trends, themes,
etc. across multiples cases.
• Facilitate and guide the process of acquiring
and redacting Case Studies.
Case Studies Group Actions
• Create necessary tools. For example : templates,
metadata schemes.
• Implement adequate repository
• Define and operational process for supporting
acquiring submissions and supporting redaction
– Support multiple levels of Case Study Detail.
• Identify and gather currently available case
studies
• Undertake outreach initiative in order to solicit
case studies
Case Studies Group Recommendations
• Create a task committee
• Enable anonymous and strive for international
contributions
• Avoid filtering contributions based on bias
• Focus on real Case Studies and not fictions.
NOTE: one of the first tasks of the Panel of
Advisors will be to provide some guidance and
actions concerning these items
Measuring EA Group-- Goals
• Describe the different types of metrics
– Meta-model structure to categorize
– Qualitative vs. quantitative
– EA perspective - internal vs. external
– Collecting the "right" metrics (put into business
terms / demonstrate business value)
Measuring EA Group– Action Plan
• What are the metrics?
– Probably derived from the paper on EABOK
– Easy to describe vs. easy to collect
• How are they being used?
– Have the community to contribute examples of metrics and
impact
– Linkage of how they demonstrated business value
• Impact (value) of the decision? Especially of not doing something
– How do you measure the incremental costs?
– Often there aren't direct linkages and you need Business
Intelligence to slice and dice the data
– If asked to justify EA, then it isn't successful
•
Measuring EA Group– Action Plan
– Establish a working group (people and time)
– Conference calls and emails with the working
– Access to research info (Penn State? Discuss w/ Dr.
Cameron about any research that is already
available)
– Survey tools
– Web page(s)
– We need the Governance Board to identify a
leader -- Nick?
Board of Governors Report
• While the breakout sessions were taking place, the
Board of Governors took advantage of a rare
opportunity to hold a face to face board meeting. As
the focus of the board has shifted from startup
activities to developing the EABOK content, we took
the advice of our panel of advisors and spent some
time clarifying our motivation and expectations for our
participation in this effort. We also began to discuss
the development of a more rounded strategy through
the development of a strategy map. The development
of that map will take place over the next few board
meeting, to be facilitated by Nick Malik.