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Enterprise Architecture
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http://blogs.progress.com/soa_infrastructure/2008/10/impact.html
What impact will Cloud Computing have on your enterprise architecture? Why should you care? In this podcast David Bressler, SOA Evangelist at Progress Software, presents his thoughts on how Cloud Computing will make it easier for you to get business-critical information to your consumers. As applications become more distributed, the data can often become muddled. During this podcast, David allows you to imagine what the impact would be if you could easily bring information from multiple data sources into the cloud, present it contextually, and then use it in the best way possible.
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18 days ago
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http://www.itbusinessedge.com/blogs/atc/?p=493
Arthur Cole: To say that establishing a cohesive enterprise architecture is complicated is like saying the Titanic was a really big ship. More often than not, architectures tend to evolve along vendor-driven parameters that may or may not be in the best interests of the enterprise. The Open Group is looking to change that with a new framework designed to guide enterprises into more effective architectural planning. The Open Group Architecture Framework (TOGAF) was originally established in 1995 in conjunction with U.S. Department of Defense. It seeks to create a detailed method and set of supporting tools for enterprise architecture development with an eye toward streamlining IT operations, producing a better return on investment and simplifying the hardware and software procurement process. The latest version of the document (Ver. 9.0) spells out four types of architectures that modern enterprises typically employ. The Business Architecture covers things like strategy, governance and key business processes. The Data Architecture describes logical and physical assets and management tools. The Application Architecture lays out applications and their relationships to core business processes. The Technology Architecture establishes the hardware and software needed to support data and application services, such as IT infrastructure, middleware, networks and communications elements.
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27 days ago
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http://www.eadirections.com/research_submenus.php?id=28&id_parent=18
A lot of attention - in the media, on EA-oriented websites, at conferences, and in the minds of enterprise architects themselves - is devoted to EA frameworks. What are they? Should I use one? If so, which one? What do I use it for? It's time to stop the questions and figure out once and for all - what are they good for? EAdirections' approach to Enterprise Architecture is framework-agnostic - that is to say, we can tailor the approach to include the use of a framework that fits your needs, or we can help you be effective without one. However, that is not to say that we think frameworks are useless. On the contrary, if you understand the strengths and background of a particular EA framework, it can be a valuable aid.
- Enterprise Architecture -
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28 days ago
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http://www.citizant.com/documents/fea-leader-input-white-paper-citizant.pdf
The Citizant white paper discusses the findings of a series of focus groups - Government-Industry Partnerships for EA Excellence - designed to delve into some of the issues impacting Federal EA programs today. Citizant’s Alba Alemán (President) and Adel Harris (EA Solutions Director) discussed topics such as the upcoming change in administration, budgetary constraints, workforce challenges and information sharing roadblocks with 25 executives and EA practitioners from across the Federal government.
- Enterprise Architecture -
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29 days ago
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http://www.library.tudelft.nl/ws/search/publications/search/metadata/index.htm?docname=380257
Martin Op 't Land. PhD-thesis, 2008. Organizations increasingly split off parts and start cooperating with those parts, for instance in Shared Service Centers or by using in- or outsourcing. What is the right spot and way for finding the organization split? And on what subjects should organizations agree to cooperate effectively across the organization split? To find managerial handles for this problem, we applied action research to four large real-life case-studies in which ontology and architecture were used. This resulted in an instrument for supporting organization splitting, allying and post-merger integration, consisting of (1) organization construction rules, (2) algorithms for calculating a plausible organization splitting proposal, (3) a method for finding subjects for contracting split organizations, and (4) a real-life tested combination of all this in a way of working with (5) a known Return On Modeling Effort (ROME). Future research should make this instrument more broadly applicable, more thoroughly tested and delivering faster decision-support, and it should clarify the mutual dependency of organization splitting versus ICT splitting.
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39 days ago
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http://blogs.msdn.com/nickmalik/archive/2008/10/06/alignment-the-missing-viewpoint.aspx
The (ISO Standard) RM-ODP model is a powerful and well reasoned mechanism for creating Architectural descriptions ("architectures"). Leveraging the IEEE-1471 taxonomy, and building out a visual style and standardized approach, there is tremendous value in learning and using this the RM-ODP (Reference Model for Open Distributed Processing), and I'm getting to the point of recommending it. That said, there is a gap in one of the most fundamental areas of the RM-ODP model. RM-ODP specifies exactly five viewpoints.
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43 days ago
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http://insurancenewsnet.com/article.asp?n=1&neID=200809293600.3_2443004a5a876c13
Attempts to align IT strategy with an abstract business vision or strategy are doomed to failure according Butler Group, Europe's leading IT research and advisory organisation. In its latest report, "IT Strategy and Architecture - Creating an Enterprise Model to Support IT Strategic Planning", Butler Group says that in order to improve competitiveness, organisations must urgently address the growing dislocation between the business requirements and IT deliverables. This, it says, is directly impacting the enterprise's ability to make quick, accurate decisions and is causing slow implementation of the IT strategy. The gap between IT capability and business needs cannot be allowed to continue. Instead, the adoption of an end-to-end architectural approach and the development of an enterprise model can help with IT strategy planning and execution.
- Enterprise Architecture -
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50 days ago
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http://www.fcw.com/print/22_32/policy/153917-1.html?type=pf
FCW, September 29, 2008:
In future assessments, OMB will ask agencies to tie enterprise architecture to performance improvements. Enterprise architecture has come a long way in the federal government - so far that the Office of Management and Budget's top architecture official believes it's time to start holding agencies to a higher standard. The assessment framework that OMB has been using to evaluate agencies' architecture office is based on basic achievements, said Kshmendra Paul, chief architect at OMB's Office of E-government and Information Technology. Agencies score high simply by taking early steps toward developing an architecture and using it. In the second quarter of fiscal 2008, 25 of the 27 agencies that OMB tracks had done enough to receive a green score, the highest level on the score card. So now OMB plans to start applying more exacting standards.
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51 days ago
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http://www.govtech.com/gt/articles/418008
David Aden, Government Technology: For many agency heads or department managers, any mention of "Enterprise Architecture" (EA) causes emotional reactions ranging from fear to outright antagonism. Often EA has come to mean "yet another IT project and expense which I don't have time for and from which I won't see any tangible results." For others, it is simply a checkbox that must be filled to get the money needed to get real work done. But what is Enterprise Architecture (EA) really? And who is it intended to benefit?
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55 days ago
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http://www.gcn.com/print/27_23/47113-1.html
Michael Daconta: Organizational problems often masquerade as a shifting set of symptoms. That can lead to a proverbial blind men and the elephant situation in which well-intentioned parties seek to solve a problem from different perspectives and thus offer widely differing solutions. In information technology, I have seen that approach result in dueling architectures. To end such confusion requires an understanding of the true nature, or tao, of architecture. Most discussions of IT architecture quickly become tangled in a plethora of abstractions and frameworks: enterprise architecture, segment architecture, system architecture, solution architecture, software architecture, technical architecture, service architecture, federal enterprise architecture (FEA), Department of Defense Architecture Framework, The Open Group Architecture Framework, and on and on. Adding to this confusion are those silver-tongued consultants who offer architectural snake oil to cure whatever ails you. Help!
- Enterprise Architecture -
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65 days ago
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http://www.sabsa.org/home.aspx
The SABSA (Sherwood Applied Business Security Architecture) framework has evolved as a "best practice" method for delivering cohesive information security solutions to enterprises. SABSA is a six-layer model covering all four parts of the IT lifecycle: Strategy, Design, Implementation and Management & Operations. SABSA ensures the security needs of your enterprise are met completely and that security services are designed, delivered, and supported as an integral part of your IT Management infrastructure. For detailed analysis of each of the six layers, the SABSA Matrix also uses the same six questions that are used in the Zachman Framework.
- Enterprise Architecture -
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68 days ago
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http://www.fcw.com/online/news/153741-1.html
The Enterprise Assessment Framework is changing, and although the changes that will comprise the third major iteration are still proposals, the direction is taking shape, according to the Office of Management and Budget's EA leader. Kshmendra Paul, chief architect at OMB's Office of E-government and information Technology, outlined the plan today at Enterprise Architecture, an 1105 Government Information Group conference.
- Enterprise Architecture -
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70 days ago
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http://it.toolbox.com/blogs/moment-of-clarity/enterprise-architecture-and-financial-planning-27026
Bob Hablutzel: Enterprise Archiecture practitioners view a solid EA as critical to setting a three-to-five year strategic plan for the company. I don't see that view as frequently at the business leadership level. As EA practitioners, we need to be able to articulate how and why EA is important. Any kind of long-range planning follows a basic pattern: Purpose, Vision, Strategy, Objective, Plan. The Purpose is why the company exists. In the US, that's frequently "to maximize shareholder value". The Vision is how the company intends to get there - this defines the scope of the business activies that the company will engage it. Purpose and Vision don't change much on a year-to-year basis.
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75 days ago
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http://www.sda-asia.com/sda/specialcolumn/psecom,archive,1,,,id,39,nodeid,39,_language,Singapore.html
30 articles by Soumen Chatterjee where he endeavors to investigate the maturity of the current crop of MDA tools available, the MDA roadmap, and the effects of MDA within enterprise architecture. The MDA Radar will also detect and provide directive guidelines towards MDA adoption.
- Enterprise Architecture -
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91 days ago
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http://www.cioindex.com/portal/Default.aspx?id=224&tabid=201
Lise Urbaczewski and Stevan Mrdalj, 2006: An Enterprise Architecture Framework (EAF) maps all of the software development processes within the enterprise and how they relate and interact to fulfill the enterprise’s mission. It provides organizations with the ability to understand and analyze
weaknesses or inconsistencies to be identified and addressed. There are a number of already established EAF in use today; some of these frameworks were developed for very specific areas, whereas others have broader functionality. This study
provides a comparison of several frameworks that can then be used for guidance in the selection of an EAF that meets the needed criteria. (Registration required)
- Enterprise Architecture -
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92 days ago
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http://www.whatpc.co.uk/computing/analysis/2223858/pit-stop-q-enterprise
Peter Child asks the pIT stop panel: Is the concept of enterprise architecture a route to bridging the IT-business divide? If so, how do you sell this to business decision-makers? The pIT stop panel's replies: If I had a polo mint for every time I heard that a technology or approach would provide 'alignment' between IT and the business I would walk around with permanently fresh breath. From architecture to ITIL, 4GL to BPM, agile to Zachman, the list is near endless; sadly the reality is more prosaic - there are no silver bullets that will help businesses to better communicate their requirements, and IT to meet these needs. Beware consultants bearing architecture diagrams - here be dragons. James Governor, co-founder and principal analyst, RedMonk: So what do we mean by enterprise architecture? At a high level it is quite straightforward - a series of products that have certain features targeted at an enterprise user, for example a server that has great remote access service (RAS) capabilities, processors that are consummate in handling virtualised workloads, and so on. So far, so good, but there can be issues with this, in that there are so many features that soon it can become harder to differentiate which of those features are the ones that will address the business needs. Despite the illusion of apparent commoditisation, today’s IT hardware and software offer more and more choice, more and more features, more and more capabilities. What is more, they are sold on the basis of these features, as they offer a means for making a choice of one product over another.
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99 days ago
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http://www.thecontenteconomy.com/2008/08/demystifying-enterprise-architecture.html
Oscar Berg: You might think that it sounds quite pretentious for someone to call oneself Enterprise Architect (at least if you don't see yourself as one of them). Well, I don't blame you if you do. The term Enterprise Architect easily leads one's thoughts to someone who architects an entire enterprise from scratch or who orchestrates every wink and turn of an enterprise as a sort of puppy master. Such a conception is course wrong. The Enterprise Architects are cogs in the enterprise wheel just as all others - they are only different in the sense that they have been assigned the responsibility to observe the complete machinery and keep track of the different parts and how they relate to each other. But also to envision how new or changing requirements and constraints - big or small, few or many, dramatic or subtle - will need to change the enterprise and its different but yet often very tightly related parts.
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99 days ago
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http://www.cioindex.com/portal/Default.aspx?id=219&tabid=201
The Enterprise Architecture Reference Cube provides guidance to enterprise architects for concepts used in modeling architecture. The Cube faces represent the dimensions to consider in enterprise architectures - the architectural concepts and their relationships to each other. These relationships are
defined between the Cube faces and visually presented in three dimensions. This Cube is the result of the work of the INCOSE ISO/TC184/SC5 liaison team to update the ISO 15704:2000 standard. Registration required.
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99 days ago
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http://semantic-integration.blogspot.com/2008/08/semantic-integration-enterprise.html
Stephen Lahanas: In many ways, Enterprise Architecture (EA) is as misunderstood as Semantics. Although EA has been practiced across a much wider community of IT professionals for a longer period of time, it still suffers from an identity crisis. Is EA the mandatory precursor for model driven development, or is it part of a bigger picture and if so, what is that picture? It is my contention that the reason Enterprise Architecture is still misunderstood in many quarters and often unsuccessful in practice is precisely because it does exist within the context of a larger picture. All too often, that larger picture is simply ignored leaving those executing EA projects somewhat perplexed as to find meaningful ways to make their efforts relevant to the organization sponsoring their efforts.
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101 days ago
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http://www.keystonesandrivets.com/kar/2007/09/the-models-and-.html
Paul Wallis about pros, cons and limitations of the traditional frameworks used in Enterprise Architecture (EA). This isn't a comprehensive review but I'm going to briefly discuss three frameworks and their limitations in this blog, before I talk a little about OBASHI - my company's own framework for capturing Business and IT related information. Each framework details how information can be categorised, organised and presented to form the basis for governance and change.
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102 days ago
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http://www.opengroup.org/architecture/togaf8-doc/arch/chap30.html
This TOGAF chapter provides a set of role, skill, and experience norms for staff undertaking enterprise architecture work. Skills frameworks provide a view of the competency levels required for specific roles. They define the roles within a work area, the skills required by each role, and the depth of knowledge required to fulfil the role successfully. They are relatively common for defining the skills required for a consultancy and/or project management assignment, to deliver a specific project or work package. They are also widely used by recruitment and search agencies to match candidates and roles. Their value derives from their ability to provide a means of rapidly identifying skill matches and gaps. Successfully applied, they can ensure that candidates are fit for the jobs assigned to them. Their value in the context of enterprise architecture arises from the immaturity of the enterprise architecture discipline, and the problems that arise from this.
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104 days ago
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https://www.sdn.sap.com/irj/sdn/weblogs?blog=/pub/wlg/10490
Paul Centen, SAP: Over the last couple of weeks, I was engaged in a widespread of discussions related to business architecture and other related domains. Typical for those discussions was the usage of specific words, which, in the course of the discussions, required adjacent explanations and adjustments regarding their specific meaning. It was strange, but also remarkable why this so happened.
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108 days ago
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https://www.sdn.sap.com/irj/sdn/weblogs?blog=/pub/wlg/10519
Paul Centen: In the late 70's and begin of the 80's IT in industry was dominantly in-house development on big hardware with limited scope (from today's common sense). It was also the time, where the "iron curtain" influences drove values and attitudes with people in western societies and countries. The defense budget was considerable high and a large number of industries profit from this very specific "custom-built" service offering. Even in automotive industry the standards were at a low level. Japan started to offer packaged solutions for very competitive pricing. Most of the people laugh at that approach and believed the car has to be configured out of a list of more than 300 items (mirror, color, window-opening mechanisms, etc.). This difference was justified by "quality" and "accentuated the trust in domestic production".
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108 days ago
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