The Many A's in Entperise Architecture: Archaeology, Anthropology, Analysis and Architecture: From Design to Discovery

1. Enterprise Archaeology
Archaeology, or archeology is the study of
human activity in the past, primarily through
the recovery and analysis of the material
culture and environmental data that they
have left behind, which includes artifacts,
architecture, biofacts and cultural landscapes
(the archaeological record).
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2. The Purpose of Enterprise
Archaeology
! Learn about the past development of the enterprise
! Important developments in the history of the enterprise are not
written down
! When they are written down, they are often incomplete and
inconsistent
! Understanding the past is important to success in the future
! What are the forces that shaped the enterprise?
! Where is the core value in the enterprise?
! Are there hidden liabilities?
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3. What are We Looking For?
! Technologies
! Operational and Governance Structures
! Behaviours
! Relationships
! Purpose
! Culture
! Forces and Pressures
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4. Unearthing the Enterprise – Techniques
! Field Survey
! Consultation with current and past employees
! Excavation
! Forensic Analysis
! Lexical analysis
! Noun analysis to identify business objects and actors
! Other phrase analysis to identify other enterprise objects
! Surveillance – Remote Sensing
! E.g. network scanning
! Analysis and Reverse engineering
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5. Unearthing the Enterprise - Sources
! Formal Policy and Plans
! The view of the ruling class
! Describes the enterprise as planned and promised
! Formal Records
! The view intended for regulators
! Technology
! Artefacts of the enterprise
! Commentary
! News, inquiries, audits, etc
! Oral History
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6. Enterprise Anthropology
Anthropology is the study of humans, past and present.To
understand the full sweep and complexity of cultures across all of
human history, anthropology draws and builds upon knowledge
from the social and biological sciences as well as the humanities and
physical sciences.A central concern of anthropologists is the
application of knowledge to the solution of human problems.
Historically, anthropologists in the United States have been trained
in one of four areas: sociocultural anthropology, biological/physical
anthropology, archaeology, and linguistics.Anthropologists often
integrate the perspectives of several of these areas into their
research, teaching, and professional lives.
American Anthropological Association (http://www.aaanet.org/about/WhatisAnthropology.cfm)
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7. The Purpose of Enterprise
Anthropology
! Culture
! Successful architecture is design that the enterprise can live with
! Enterprise culture influences the change that is possible and the
speed with which change can occur
! Culture is foundational to stakeholder management
! Language
! Metaphor and idiom are critical to design
! Design must be articulated in the language of the enterprise
! Evolution
! How does the enterprise evolve in response to its environment
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8. Techniques for Enterprise
Anthropology
! Architecture Meta-models – codifying the language of the
enterprise
! Stakeholder management – documenting the culture of the
enterprise
! Environment Scans – understanding the evolutionary pressures
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9. Architecture Content Meta-Models
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Defines the (formal)
language of the
enterprise
Language affects
design
Some Common
Biases
Functional
Service Orientation
Process Orientation
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10. Stakeholders
Enterprise
Security
QA/Standards
Groups
Product
Specialists
Technical
Specialists
Programme
Management Office
Procurement
HR
Executive
Line
Management
Business
Domain
Experts
IT Service
Management
Application
Management
Management
Data /Voice
Communications
Line
Management
Executive
Functional /
Business
Process
Experts
CxO
Stakeholder Types
Corporate End - UserSystem Project
Infrastructure
Stakeholders are people who have
key roles in, or concerns about, the
enterprise architecture. Stakeholders
can be individuals, teams,
organizations, etc.
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11. Stakeholder Management
Enterprise
Security
QA/Standards
Groups
Product
Specialists
Technical
Specialists
Programme
Management Office
Procurement
HR
Executive
Line
Management
Business
Domain
Experts
IT Service
Management
Application
Management
Management
Data /Voice
Communications
Line
Management
Executive
Functional /
Business
Process
Experts
CxO
Stakeholder Types
Corporate End - UserSystem Project
Infrastructure
TOGAF provides a step by step approach:
Step 1: Identify Stakeholders
Step 2: Classify Stakeholder
Positions
Step 3: Determine Stakeholder
Management Approach
Step 4: Tailor Engagement
Deliverables
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12. Apollo example
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13. Step 1: Identify Stakeholders
! Identify the key stakeholders of the enterprise architecture.
! Look at who is impacted by the enterprise architecture project:
! Who gains and who loses from this change?
! Who controls change management of processes?
! Who designs new systems?
! Who will make the decisions?
! Who procures IT systems and who decides what to buy?
! Who controls resources?
! Who has specialist skills the project needs?
! Who has influence?
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14. Step 2: Classify Stakeholder
Positions
! Classify and record positions in a Stakeholder Analysis Matrix
Stakeholder
Group
Stakeholder Ability to
Disrupt
the
change
Current
Understanding
Required
understanding
Current
commitment
Required
commitment
Required
support
CIO John
Smith
H M H L M H
CFO Jeff
Brown
M M M L M M
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15. Step 3: Determine Stakeholder
Management Approach
! Work out stakeholder power, influence and interest, so as to
focus the engagement on the key individuals.
! These can then be mapped onto a power/interest matrix, which
is used to determine the strategy for engaging with them.
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16. Step 3: Determine Stakeholder
Management Approach
! Develop a Power/Interest Matrix and place Stakeholder groups
within it
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17. Step 4:Tailor Engagement
Deliverables
! For each Stakeholder Group:
! Identify the viewpoints that the architecture engagement needs
to produce and validate with each stakeholder group
! Define specific viewpoints, matrices, and views of the enterprise
architecture model..
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18. Example: Stakeholder Map
STAKEHOLDER
GROUP
CLASS EXAMPLE ROLES KEY CONCERNS CLASS Catalogs, Matrices and
Diagrams
Corporate
Functions
CxO CEO, CFO, CIO, COO The high level drivers, goals and
objectives of the organization, and how
these are translated into an effective
process and IT architecture to advance
the business.
KEEP
SATISFIED
Business Footprint diagram
Goal/Objective/Service
diagram
Organization Decomposition
diagram
Corporate
Functions
Program
Management
Office
Project Portfolio
Managers
Prioritizing, funding and aligning
change activity. An understanding of
project content and technical
dependencies between projects adds a
further dimension of richness to
portfolio management decision making.
KEEP
SATISFIED
Requirements Catalog
Business Footprint diagram
Application
Communication diagram
Functional
Decomposition diagram
Corporate
Functions
Procurement Acquirers Understanding what building blocks
of the architecture can be bought, and
what constraints (or rules) exist that are
relevant to the purchase. The acquirer
will shop with multiple vendors looking
for the best cost solution while adhering
to the constraints (or rules) applied by
the architecture, such as standards. The
key concern is to make purchasing
decisions that fit the architecture, and
thereby to reduce the risk of added costs
arising from non-compliant components.
KEY
PLAYERS
Technology Portfolio catalog
Technology Standards
Catalog
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19. Environmental Scans
! Identify factors that influence the evolution of the enterprise
! External factors
! Threats
! Opportunities
! Internal Factors
! Weaknesses
! Strengths
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20. Enterprise Analytics
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! Data needs context to become information
! The key to exploiting data is knowing what questions to ask
! Design analyses:
! Problem Analysis
! Opportunity Discovery
! Options Analysis
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21. Problem Analysis
! Business Problems are Stakeholder Needs that are not being
addressed
! If no-one cares it is not a problem
! Analytics allow us to confirm the problem exists
! Analytics allow us to confirm interactions between problems
! Analytics can help us discover root-causes
! Problem Analysis is more than the answer
! Its also about building consensus that my problem is our problem
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22. Options Analysis
! I know the choices – which is optimal
! Architecture descriptions enable you to precisely define the
options and identify the questions that need to be asked
! Analytics provide the data to make a choice
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23. Enterprise Architecture
Design for the Enterprise
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Descriptions
• Structure
• Components and
their
relationships
• Behaviour
• Value
Designs
• Rules governing
the evolution of
the enterprise
• Road maps
• Analyses
• Specifications

24. Why does Enterprise
Architecture Produce?
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Design
ArchitectureDescription
Unintentional Intentional
Implicit
Explicit
Compliance
Risk Management
Transparency and Accountability
Communications
Mission Fulfilment
Agility
Sustainability
Competitive Advantage

25. Characteristics of the
Enterprise Architecture
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Described
Leader’s
Vision
Designed
Evolved
Design
ArchitectureDescription
Unintentional Intentional
Implicit
Explicit

26. Characteristics of the
Enterprise Culture
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Operational
Entrepre-
neurial
Mission
Oriented
Political
Design
ArchitectureDescription
Unintentional Intentional
Implicit
Explicit

27. Complex
business
Complex
problems
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