Critical Enterprise Architecture netcast

Today we will continue with the "Create Vision for better future and comunicate" process

I will now start to through all the standard IS processes in great details and their impact on EA. This week I will start with Portfolio Management: Define change required

An IS-Service always consists of a description, a Service Design Authority, cost and a SLA.   When starting to define IS-Services the two most important things are to create the description and the rudimentary SLA, as the SLA may split what you think of one IS-Service into many. Even Owner and information can be entered in a second iteration.   An IS-Service usually is linked to many other IS Services. To ensure that you are now not starting to create a very complex picture it is advisable to follow some best practises like the L6 Model (I made up the name myself) here.   The L6 Model   The L6 model consists of 6 levels with Level 1 as the IS services nearest to the Business Services and Level 6 the furthest apart. In the following I will describe the model with some examples:   Level 1 Application related IS Services              e.g. SAP FI, Legacy Apps   Level 2 Supporting IS Services                          e.g. Adobe Forms, SharePoint services   Level 3 Technical IS Services                            e.g. AD, DB’s, DNS, LDAP   Level 4 OS Virtualisation IS Services            e.g. Linux, Windows, Hyper V   Level 5 Hardware IS Services                           e.g. Servers, Switches, SAN   Level 6 Infrastructure IS Services                      e.g. cabinets, power, cabeling     Now it is important that you work the model from L6 upwards and always remember to specify the Services with the SLA, so it is not unlikely that e.g. you end up with 10 IS-Services that are all called Windows OS but carry different SLA’s (due to security, availability, etc…). Once you reach Level 1 it is very easy to chose all the associated more technical services against the application. If you try it the other way you will almost always fail or spend 15 times as long, which is what all the strategic thinkers usually do ;-)   Tools such as used for development or testing are best put in level 2.   Just for iteration the main CLA categories are: Security, Operation Management (Problem, Incident,..), Availability, Business Continuity, Capacity Response time)

Given that in two weeks I am getting two very nice dogs I just publishing one more netcast this week. If there are any listeners that want to view the dogs as my second hobby, please use this link: http://picasaweb.google.com/snosser/Mastin?authkey=Gv1sRgCJ3y0I7x6MLEjAEfeat=directlink There are 5 general approaches to prioritise Enterprise Architecture which I will present with a short SWOT on each one Option 1: General IS Value approach I Sort the IS services in high, medium, low and none value Phase out IS services with no value, retain and not invest new in those of low value, expand on the high value ones and then of those with medium value Create a 3 different virtual IS environment based on the value and invest accordingly. Create IS value portfolio enterprise architecture Approach often used by Controllers and Operational Executives SWOT Strength: IS is business value driven, easy prioritisation, creates highest value of IS Weaknesses: Requires transformation on how IS is operating, hard to push through special projects Opportunities: Creates an even playing field for all areas of the business, usually easy to create quick wins Threads: Usually likely to create many specialised services instead of a fully integrated system Option 2: Principle based approach I Handle all IS services equally with the exception of the Service Levels Prioritise work based on general Business and IT principles Establish technical and business architecture standards to control cost Establish principle based enterprise architecture Approach often used by IS Architects and Managers SWOT Strength: Easy to understand, easy to adopt Weaknesses: Will create long debates on each work, usually will delay decisions Opportunities: High acceptance with good cultural acceptance Threads: Creates enterprises with unclear structures Option 3: Strategic value approach I All IS Services are solely group according to the strategic value indicator Only those IS Services that are associated with a high strategic value will be expanded, all other services (e.g. usually administration and support processes) will only be retained Establish a strategic driven enterprise architecture Approach often used by executive team SWOT Strength: Concentrates IS services on main challenges Weaknesses: Usually supporting processes will always be de-prioritised Opportunities: Easy way to drive change through an organisation Threads: Often fosters large IS projects with missing cost controls and no real business value Option 4: Business requirements approach I Traditional approach to priorities all IS services based on a business requirements usually through a budget rounds driven approach IS Services will be closely linked to a business project Standardisation of IS services to help to create common services to drive down costs Establish a supporting enterprise architecture to help keep commonality Approach often used by Heads of Departments SWOT Strength: Easy acceptance, business budget driven Weaknesses: Usually best connected faction will reach most, often creates scope creep Opportunities: Easy to follow process Threads: Less stability because of constant requirement change, fragmentation of IS. Option 5: GRC approach I Approach based on governance, risk and compliance management. Enterprise Architecture will ensure that IS services are geared towards the smallest risk basis with a maximum of compliance against the EU regulations. Enterprise architecture will enable a strong governance function to move all IS services towards a high capability maturity level (CMMI) Usually this approach is used by legal, risk management, compliance and security officers SWOT Strength: Creates mature and well designed IS services that stand up against external scrutiny Weaknesses: Usually lengthens time to market Opportunities: Helps IS to mature as a valuable function Threads: Creates a restricted or burocratic environment with a lac

Well now I finally begin with the Business Architecture on IS itself. Please first listen to the previous episode as it is important to understand this one Today I will start with: Strategy + Market Deffintion * Competitive services strategy * Understand Customers * Indentify Opportunities * Classify Opportunities + Define strategic Assets * Define Services * Define Priorities * Define risk compliance profile

Today I will finally start to discuss the standard IS business architecture first making sense of the many conflicting existing frameworks. Additional I will also discuss the business architecture light or what is the minimum business architecture.

Today I will continue on Job Scheduling, Data Validation, Enterprise Application Integration (EAI) and the master data hub

Hi in this episode I will discuss ETL and Error Handling.

Today I will start a series on the standard technical tools or patterns used by Enterprise Architects. I will then explain them and discuss their strength and weaknesses. In this part I will start with Facading and Refactoring.

After some listeners asked me some weeks ago what tool to use I will now give my view on it, with a big surprise!! In this episode I mention a very basic sample in xls that you can find at http://www.accent.li/serv_cat.xls Additionally some of you also asked on my profile that can be found at http://www.accent.li If you feel like "borrowing" part of it that is fine as long as you do not copy it altogether ;-) Please also remember I am German contractor with full work permit in Europe, however I have no work permit in the US so please do not send me any jobs in the US, even if some of your job offers were really great. Best regards Cay Hasselmann

In this short episode I will discuss the advantages and disadvantages of the bottom up versus the top down approach and describe why it is seldom a game between black and white or Ying or YANG in EA.

This netcast is not really on EA, but is seen as an outlook on the next generation of computing and what may change. So it may be importnat to understand about tomorrows technologies so that we keep up to date

After the conferences in 1970 on software in crisis I am now looking back if the main problems faced 40 years have really changed and what role Enterprise architecture plays in this. # Projects running over-budget. # Projects running over-time. # Software is very inefficient. # Software is of low quality. # Software often did not meet requirements. # Projects were unmanageable and code difficult to maintain. # Software was never delivered.

In this episode I will continue with the business architecture on Automotive Automotive - Sales Service Organizations Customer Service Interaction Centre Importer Service Operations Warranty Management Fleet Management Rental Dealer Business Management Customer Management Vehicle Sales and Administration Vehicle Service Parts Management Automotive - Supplier OEM Relationship Collaborative Engineering Account Management Customer Service Warranty Management Service Parts Management

I will continue on the standard business architecture in the known format for Automotive - Sales & Service Organizations Sales & Marketing Brand and Customer Management Vehicle Lifecycle Management Channel Management Leasing Vehicle Management Vehicle Planning & Forecasting Order-to-Delivery Service Parts Management Service Parts Planning Service Parts Claims and Returns Service Parts Warehousing Service Parts Sales