An introduction to the concepts of Enterprise Architecture
Summary
TLDRIn this session, Jessica and Karina introduce the fundamentals of enterprise architecture with Pat, who defines the concept and its role in strategic planning. Pat emphasizes the importance of governance in managing technology changes and the collaboration between the enterprise architecture and program management office. The presentation aims to help participants understand enterprise architecture's strategic position, governance role, and its alignment with business goals for optimal return on investment in technology.
Takeaways
- π’ Enterprise Architecture (EA) is a process that aligns business vision, goals, and strategy with technology planning and change management.
- π οΈ EA must be governed to ensure that technology changes are approved by senior leadership and do not negatively impact the business.
- π The role of EA is to support the company's strategic planning, maximize profitability, and reduce operating costs through well-planned technology investments.
- π‘ EA is about understanding the return on investment (ROI) from technology to ensure that the company makes the right decisions regarding technology purchases.
- π Key terms in EA include vision, strategic planning, frameworks (like TOGAF or Zachman), governance, deliverables, lifecycle, sponsor, stakeholders, standardization, and taxonomy.
- π EA governance involves managing and controlling the development and change of products, services, or projects within an organization.
- π£οΈ The EA lifecycle includes initiation, planning, execution, and monitoring and maintaining phases, with continuous improvement and updates.
- π EA works closely with the program management office (PMO) to synchronize changes with in-flight projects and ensure alignment with business goals.
- π EA deliverables include policy and principles approval, governance documentation, architecture documentation, plans, and roadmaps that guide the transition from current to future IT environments.
- π€ Aligning EA with ITIL (Information Technology Infrastructure Library) processes requires communication and collaboration between EA leads and ITIL process heads to support successful IT implementation.
- π£οΈ Communication about EA is critical for everyone in the company to understand its role in supporting business strategy and goals, and to avoid potential negative impacts from technology changes.
Q & A
What is the primary role of enterprise architecture?
-The primary role of enterprise architecture is to align technology planning with the business's vision, goals, and strategy, facilitating the transformation of the business through projects and programs.
Why is governance important in enterprise architecture?
-Governance in enterprise architecture is crucial to ensure that technology changes are approved by senior leadership, minimizing negative impacts on the business and maintaining control over the evolution of the company's technological landscape.
What is the relationship between the program management office and enterprise architecture?
-The program management office is a critical partner with enterprise architecture, providing project management processes that guide technology change, ensuring alignment with the company's strategic goals.
What are the objectives of the enterprise architecture session mentioned in the script?
-The objectives are to understand the concept of enterprise architecture, grasp key terms, comprehend the deliverables provided by the enterprise architecture program, and recognize how enterprise architecture fits within a company.
How does enterprise architecture help in realizing a company's strategy from a technology perspective?
-Enterprise architecture helps by positioning the company to achieve its strategy through technology planning, ensuring that investments in technology contribute to profitability and align with the company's strategic plan.
What is meant by 'return on investment' in the context of enterprise architecture?
-In the context of enterprise architecture, 'return on investment' refers to the financial benefits derived from the initial investment in technology, which should contribute to the company's profitability over time.
What are some key terms used in enterprise architecture?
-Some key terms include vision, strategic planning, frameworks like TOGAF or Zachman, governance, deliverables, lifecycle, sponsor, stakeholders, standardization, and taxonomy.
Can you provide an example of a deliverable in enterprise architecture?
-An example of a deliverable in enterprise architecture is a blueprint for a redesigned storage environment, a business case for technology upgrades, or a roadmap outlining the progression from the current to the future state of IT.
What is the significance of the taxonomy in enterprise architecture?
-Taxonomy in enterprise architecture is significant for classifying, organizing, and structuring the framework to ensure consistent communication and understanding among team members, vendors, partners, and other stakeholders.
How does the enterprise architecture lifecycle begin?
-The enterprise architecture lifecycle begins with the initiation phase, where the CEO approves the establishment of enterprise architecture, and governance processes and policies are set up by the enterprise architecture leader and executive leadership.
Why is communication about enterprise architecture critical for everyone in the company?
-Communication about enterprise architecture is critical because each change in technology can introduce impacts to the business and IT organization, and it ensures that all stakeholders are aware of and aligned with the company's strategic direction and goals.
Outlines
π’ Introduction to Enterprise Architecture
This paragraph introduces the video script on enterprise architecture, presented by Jessica, Karina, and Pat. Pat will explain the fundamentals of enterprise architecture, including its definition, terms, and the collaborative role it plays with program management offices. The script emphasizes the importance of governance in managing technology changes and ensuring they align with the company's strategic goals. The objectives of the session are outlined, which include understanding the concept of enterprise architecture, its terminologies, deliverables, and its strategic fit within a company. The paragraph concludes with a discussion on how enterprise architecture supports a company's strategy from a technology perspective and the importance of return on investment in technology.
π Key Terms and Concepts in Enterprise Architecture
The second paragraph delves into key terms and concepts within the realm of enterprise architecture. It discusses the significance of the company's vision and strategic planning, referencing frameworks such as TOGAF, Zachman, and DOD's architecture framework. The paragraph explains the role of enterprise architecture governance, deliverables, life cycles, sponsors, stakeholders, standardization, and taxonomy. It highlights the importance of a shared perspective for effective communication among team members, vendors, and partners. The process of selecting a framework for documenting enterprise architecture is also described, along with the gathering of current environment information to assess the need for technology retirement, investment, or maintenance.
π οΈ Enterprise Architecture Lifecycle and Governance
This paragraph outlines the enterprise architecture lifecycle, starting with initiation, followed by planning, execution, and monitoring and maintaining phases. It details the governance process, where the CEO and senior leadership approve the establishment of enterprise architecture and set up governance procedures and policies. The paragraph explains the documentation of the current and future enterprise architecture, the development of a roadmap, and the importance of the governance committee's approval at each stage. It also touches on the execution phase, where changes are synchronized with ongoing projects and operations, and the necessity for a business case and return on investment analysis for new technologies. The paragraph concludes with the significance of communication and alignment between enterprise architecture and the business strategy and goals.
π Aligning Enterprise Architecture with ITIL Processes
The final paragraph discusses the alignment of enterprise architecture with ITIL (Information Technology Infrastructure Library) processes. It suggests that leaders from both ITIL and enterprise architecture should meet to discuss collaboration and support for implementing changes in the IT environment. The paragraph emphasizes the importance of communication and understanding between the two domains to ensure a smooth implementation of changes. It invites viewers to contact the presenters with questions and provides a teaser for the next presentation, which will focus on ITIL processes.
Mindmap
Keywords
π‘Enterprise Architecture
π‘Governance
π‘Program Management Office (PMO)
π‘Strategic Planning
π‘Return on Investment (ROI)
π‘Deliverables
π‘Lifecycle
π‘Stakeholders
π‘Standardization
π‘Taxonomy
π‘Alignment
Highlights
Enterprise Architecture is defined as a process that aligns business vision and strategy with technology changes.
Enterprise Architecture must be governed to ensure technology changes are approved by senior leadership to prevent negative business impacts.
The Program Management Office (PMO) is a critical partner with Enterprise Architecture, providing project management processes for technology change.
Understanding Enterprise Architecture helps realize its role in achieving company strategy from a technology perspective.
Enterprise Architecture is part of the overall strategic planning in a company, directed by the CEO and senior leadership.
Investment in technology should aim for a positive return on investment, contributing to the company's profitability.
Key terms in Enterprise Architecture include vision, strategic planning, governance, deliverables, lifecycle, sponsor, stakeholders, standardization, and taxonomy.
Frameworks like TOGAF, Zachman, and DOD provide structure for Enterprise Architects to follow for effective communication.
The enterprise architecture lifecycle includes initiation, planning, execution, and monitoring and maintaining phases.
The CEO's approval is crucial for the establishment of Enterprise Architecture within an organization.
Enterprise Architecture governance involves designated participants with assigned roles and responsibilities to manage change.
Deliverables in Enterprise Architecture include blueprints, business cases, roadmaps, and governance documentation.
The execution phase of the Enterprise Architecture lifecycle is where changes are synchronized with in-flight projects and future initiatives.
Monitoring and maintaining phase ensures continuous improvement of the IT environment in alignment with future goals.
Communication about Enterprise Architecture is vital for everyone in the company to understand potential impacts of changes.
Enterprise Architecture deliverables under strategy include policy and principles alignment with business goals, governance documentation, and roadmaps.
Aligning Enterprise Architecture with ITIL processes requires heads of both organizations to meet and discuss collaborative efforts.
The importance of communication and understanding between ITIL processes and Enterprise Architecture for successful IT environment changes.
Transcripts
welcome everyone to theories and
practice I'm Jessica and I am Karina
today Pat will be covering the
fundamentals of enterprise architecture
so take it away Pat will talk about what
enterprise architecture is define some
terms discuss how and what makes
enterprise architecture work and how the
program management office and enterprise
architecture work together remember
this is a basic introduction since we
all come from different companies I will
provide how you can understand
enterprise architecture and the role it
plays or the role it could play also
enterprise architecture is about
planning for technology change
Enterprise Architecture must be governed
so that technology changes are approved
by senior leadership as changes may
negatively impact the business and
various lines of business in the company
governance puts controls in place
technology change typically means that
we must follow project management
processes created by the program
management office the program management
office is a critical partner with
enterprise architecture ok let's get
started
here's what you will walk away with at
the end of this session so our
objectives are to understand the concept
of enterprise architecture grasp some of
the terms that we use in enterprise
architecture as well as understand the
deliverables that the enterprise
architecture program provides and
finally know how and where enterprise
architecture fits in your company let's
talk about how Enterprise Architecture
can help you realize how the enterprise
architecture positions a company to
achieve its strategy from a technology
perspective as well as understand
enterprise architectures governance role
strategic planning and the role the
program management office plays so what
is Enterprise Architecture
well Gartner defines Enterprise
Architecture as a process that takes the
business's vision goals and strategy and
transforms or changes the business
through a series of projects and
programs to help it evolve this is
one of the many definitions of
enterprise architecture there are
different focuses that exist in
different industries such as
manufacturing the financial industry
retail the medical industry insurance
and others basically Enterprise
Architecture is all about technology
planning in other words Enterprise
Architecture is a component of the
overall strategic planning in a company
the company's strategic planning is done
by the chief executive officer also
known as the CEO and his direct reports
or her direct reports this is where
senior leadership directs change in the
company when you introduce change you
change employees roles and
responsibilities processes such as data
and information existing or new
applications infrastructure and possibly
technology as you know a company is
focused on making a profit so when the
company has to spend money on itself it
needs to understand that this spending
of the money or investment is worth
doing so if as part of the strategic
plan the company invests in technology
it wants to be sure that it is making
the right decision to purchase the right
technology that will continue to build
more profitability for the company this
is called return on investment the
strategic plan which includes the
enterprise architecture component is
meant to be executed to maximize profits
make more money and reduce the company's
operating costs the execution takes
place through projects and programs this
is where the program management office
works with the business and enterprise
architecture to have the businesses CEO
prioritize the plans and programs so
that the most important programs and
plans have appropriate resources and
resources are defined as money people
and technology to successfully complete
the projects and programs return on
investment is overtime based on a
one-year five-year or ten-year point
setting expectations that should map in
to business strategies the reason the
company should want to create and
document and Enterprise Architecture is
to maximize the return on the investment
it makes in technology specifically
return on investment is the amount of
money you make from an initial financial
investment let's talk about some key
terms used in the enterprise
architecture area some of the terms are
vision what does the organization and
company want to be as it ages the vision
comes from the chief executive officer
and her or his leadership team strategic
planning is all about defining the
direction of the company a framework you
may hear Enterprise architects talk
about TOGAF the open group architecture
framework or Zachman or Doda the
Department of Defense's architecture
framework it's all about the framework
or conceptual structure that the
enterprise architecture team will follow
to ensure easy communication among team
members vendors partners and others who
will help to create a useful enterprise
architecture enterprise architecture
governance is a process of practice
consisting of designated participants
with assigned roles and responsibilities
that manages and controls the
development growth and change of a
product a service project or program or
deliverable a deliverable is a
measurable tangible output that you can
see read or touch an example would be a
blueprint for a redesigned storage
environment a business case to replace
remote services a roadmap that shows
what how and when servers need to be
upgraded life cycles are exactly what it
sounds like process that occurs from
cradle to grave the stages that products
applications and services go through
before they are replaced retired or
decommission a sponsor is the person who
manages administers monitors funds and
is ultimately responsible for the
overall effort product or project and
program
stakeholders are the individuals or
groups that are actively involved in the
development change and direction of the
enterprise architecture program or whose
interests may be positively or
negatively impacted as a result of the
enterprise architecture execution for
example the stakeholders would be
responsible to read the business case
review the roadmap and the storage
replacement and provide input
standardization is the process of
applying rules to a body of work product
or service for example a business
process application a programming
language and operating system how code
will be documented taxonomy is the
process or science of classifying
organizing or structuring the framework
again taxonomies are important so that
the team is communicating from the same
perspective context or frame of
reference let's say you draw a circle on
a piece of paper meaning it is the Sun
but you don't tell the team a team
member believes your circle is the earth
another believes it represents a
baseball therefore it is imperative to
understand the taxonomy or perspective
so that the team can communicate on the
same topic let's assume that the CEO and
senior leadership approved the
initiation of an enterprise architecture
policy procedures and governance are in
place now the enterprise architecture
leader works with the team to decide on
the framework that will be used to
document the enterprise architecture its
standards guidelines and principles
earlier we discussed that there are a
variety of frameworks from which to
choose based on the industry and
familiarity with a framework such as
TOGAF the open group's architecture
framework the DOD architecture framework
the federal architecture framework or
Zachman with the chosen framework the
enterprise architecture team gathers
current environment information such as
metric current environment wire diagrams
and documentation to validate what
exists and what technologies need to be
retired invested or held due to the
business need
let me not get ahead of myself and let
me explain the Enterprise Architecture
lifecycle next the enterprise
architecture lifecycle starts with the
initiation phase however in reality the
enterprise architecture life cycle
exists today in every organization and
does not end until the company closes as
stated in the previous slide in the
initiation phase the CEO approves the
enterprise architecture establishment
the enterprise architecture leader with
the executive leadership sets up the
governance process and the policy then
the next phase the planning phase begins
the planning phase includes the
enterprise architecture leader and the
chief information officer documenting
the mission vision and scope the
enterprise architecture leader leads to
the creation of an overall program plan
and communicates the plan to the
Governance Committee also in this phase
the Enterprise Architecture team gathers
documentation of the current environment
and then documents a forward-looking
strategy after the future enterprise
architecture is documented and approved
by the Governance Committee the
enterprise architecture team begins
building the target architecture and the
roadmap that leads the company from the
current enterprise architecture to the
future enterprise architecture State at
each stage or on a monthly basis the
enterprise architecture Governance
Committee needs to agree and approve the
plan deliverables ideas and budget
implications the enterprise architecture
team develops the plan is updated
annually or as events occur such as the
introduction of newer technologies that
come into play that caused further ideas
with the business and updates are
required Enterprise Architecture cannot
operate in isolation even within itself
because dependencies exist with the
business project applications and
hardware which must be discussed at all
governance update and change advisory
board change meetings in the next days
the execution phase the enterprise
architecture leader and team collaborate
with the business and the information
technology program management office and
the information technology organization
to determine what changes need to be
executed in the priority of these
changes these changes
need to be synchronized with in-flight
projects information technology
operations and future projects and
changes introducing new technologies
requires a business case and a return on
investment that is presented to the
Governance Committee the execution phase
is where the majority of time is spent
once the planning phase is approved by
the Governance Committee the next phase
in the enterprise architecture lifecycle
is the monitoring and maintaining phase
where the enterprise architecture team
continually reviews performance and
other reports to understand where to
focus efforts to overcome an architect
out common incidents or problem
architecting out incidents and problems
must be in alignment with the future
information technology environment the
enterprise architecture lifecycle is a
continuous process that introduces
changes to improve and update the
information technology environment these
changes must be coordinated with the
business and the information technology
organization to ensure there are no
negative impacts or surprises introduced
into the information technology
environment the company needs to know
that Enterprise Architecture exists and
is working in concert with the business
strategy and goals communication about
enterprise architecture is critical for
everyone in the company because each
change could introduce a negative impact
to the business and the information
technology organization wants the
business to be successful and profitable
using the technology the information
technology organization supports
here are some of the enterprise
architecture deliverables under strategy
the CEO and senior leadership approve
the enterprise architecture as a formal
entity through policy and principles and
make sure enterprise architecture aligns
with the business strategy and goals
enterprise architecture documents the
governance process attendees roles and
responsibilities the governance
committees responsibilities are to
approve the technology direction
standards and guidelines this is
documented and shared with the entire
company to guarantee compliance across
the company other deliverables include
documenting architectures providing a
plan and producing a roadmap which
depicts the movement from the current
information technology environment to
the future information technology
environment enabling a more efficient
and effective information technology
environment that supports the business
while the capabilities of the program
management office range accompanies
enterprise architecture and the program
management office on Hana sections of
the governance process so how can you
implement enterprise architecture
without program management office to
implement Enterprise Architecture
without a program management office it
will be extremely difficult because you
have to have a program management office
that provides the means of moving from
the current to the future state using
standard project management planning
processes to use and improve over time
architects cannot project manage provide
the technical direction and be technical
leader all at the same time
that is so true Pat what are your
thoughts on aligning enterprise
architecture with Idol the best way to
align enterprise architecture with the
ITIL information technology
infrastructure library processes would
be for the heads of both organizations
of the ITIL processes and the enterprise
architecture lead to meet and discuss
how they will work together to support
the work effort needed to successfully
implement change into the information
technology environment once there is
communication and understanding then the
teams can meet to iron out any areas of
uncertainty we hope you enjoyed our
brief introduction to Enterprise
Architecture and if you have any
questions please contact us at info at
Ceres in practice biz also be sure to
let us know how we can improve these
sessions for you my next presentation
will be about the ITIL information
technology infrastructure library
processes
you
you
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