Enterprise architecture

Enterprise Architecture

Enterprise architecture

Author

Author Affiliation

Date


Table of Contents

1. Enterprise architecture definition

2. Enterprise architecture Level function
a. Conceptual level
b. Logical level
3. Review of industry trend
a. Bio data
b. Data analysis
c. Consumerization
d. Mobility
e. Context aware of IT
f. Cloud Computing

4. Six Phases of enterprise architecture

5. Application of enterprise architecture

6. Future development of enterprise architecture

7. Benefit of enterprise architecture

8. Customer relationship management introduction



1. Definition

Enterprise architecture (EA) is the process of translating business vision
and strategy into effective enterprise change by creating, communicating
and improving the key requirements, principles and models that describe
the enterprise‟s future state and enable its evolution.

The scope of the enterprise architecture includes the people, processes,
information and technology of the enterprise, and their relationships to one
another and to the external environment. Enterprise architects compose
holistic solutions that address the business challenges of the enterprise
and support the governance needed to implement them.
Reference http://www.gartner.com/it-glossary/enterprise-architecture-ea/

What is Enterprise Data Architecture Responsible for?

 An EDA is responsible for providing a consistent strategy for

 conceptually,

 logically, and

 physically governing (i.e., uniquely defining and organizing) the
data that defines an enterprise

 An EDA is foundational to an enterprise IT architecture

2. Enterprise Level function

At the enterprise level , the root of the Function Chart may contain the
name of the organization (or a major function or sub-function within an
organization). The root is broken down into no more than three levels of
detail. A brief description is provided for each function.


The second level identifies major business functions, typically related to
Planning, Execution, and Control.

Note that administrative functions such as Finance, Accounting, and
Personnel should not be top level functions. Top level functions should
only be functions that directly contribute to the production of an
organization's product or service. Administrative functions should only be
further decomposed if required, for example, if a system is being developed
to support administrative functions. Because Function Charts read so
similarly to Organization Charts, i.e., both use a top-down structure, it can
be politically very difficult to convince the Corporate Vice President of
Finance and Personnel, for example, that his or her function is not a top
level function. One method of addressing this is to draw separate Function
Charts for each of the administrative functions so that each has its own top
level Function Chart. This does not take much time, gets these functions
included in the documentation, and works well as long as the charts are not
further expanded. Another method of addressing this is to include
administrative functions under a function called, for instance,
Organizational Support.


a. Conceptual Level of Detail
At the conceptual level, leaf level functions (i.e., lowest level functions) on
the enterprise level chart within the context of the system are decomposed
into the next level of detail. This level identifies the major business
processes necessary to accomplish each function. Processes identified at
this level typically correspond to application systems or sub-systems, for
example, Sales, Finance, or Purchasing.

Functional Decomposition at the conceptual level of detail helps define the
scope of a project.

b. Logical Level of Detail

At the logical level , the Function Chart decomposes processes into the
lowest level of detail. Functional Decomposition at this level identifies all
the processes within the scope of the project. The lowest level processes
on the Function Chart can be documented using Action
Diagrams, Structured English .


Once started, leaf level processes must continue to conclusion or else be
totally undone. A leaf level process takes the business from one state to
another or does not change the state of the business at all. To complete
Functional Decomposition, each branch of the tree must be decomposed to
the lowest level process. However, not every branch will be decomposed
to the same number of levels.

Complete understanding of the characteristics of a leaf level process
requires an understanding of:

· volume and response time requirements, i.e., determine how often
and how quickly a response from the process is required,

· security, i.e., determine who performs what processes,

· design menu structures, i.e., determine what user groups use what
processes,


· plan for distribution, i.e., determine the geographic locations where
the processes are performed.
Reference

http://it.toolbox.com/blogs/enterprise-solutions/levels-of-detail-for-functional-decomposition-14626

3. Review of major industry trends:

In this light, the enterprise architect will scan the industry analysts, the
trade journals and the vendors for ideas and trends. Here is my short list of
six trends for 2012:

1. Big Data – Databases of large magnitude are not uncommon
anymore. I recall discussions at client sites only ten years ago
lamenting how hard it was to handle terabytes of data. The physical
constraints and cost of storage per unit is declining, and now we
speak of exabytes and zettabytes of storage. The data isn‟t just


traditional databases of the 3rd normalized form, but unstructured
data, email, video, mobile, and much more. Your future state
architecture should consider tools, methods and infrastructure to
support initiatives like access, de-duplication, appropriate backup and
recovery, and retention strategy. Analytics and social media are a
huge part of this. [Note to EAs: well-informed Information Architects
are going to be your new best friend on this one.]

2. Data analytics – This adjunct to the big data discussion highlights the
growing demand for data analytic tools, process, and access to data that
has not been traditionally accessed. Not only is the structured data
valuable for analysis, so is what you can glean from social media or
combinations of your data silos, marts and warehouses in the organization.
If your cloud strategy is in place, have you considered providing a service
to create a data snapshot for analysis? For example, the user selects the
dataset service; the cloud service provisions the infrastructure and software
and copies the snapshot for use; and the user pays for use,
decommissioning and releasing the service when complete, and perhaps
doing the same thing next month.

3. Consumerization of IT- As an EA, your focus has traditionally centered
on what the business needs, and how to support it. In the past, the
“business architecture” was derived from key business stakeholders, and
used to create the application, information, security and infrastructure
architectures. Consumerization of IT suggests a revision to that model by
making IT responsive to its consumers, users and clients with content and
solutions they expect, provisioned as Instant-On . It suggests a
commoditization of IT products, and it suggests services offered as a menu
of choices. The latter is competitive to that which they can purchase
outside IT and which they can provision instantly. It suggests the
consideration of the social media strategy. Consumerization of IT also
suggests that a number of innovations are required to support these
demands.

4. Mobility –Unless you are under a rock, you already see the influence of
mobility on your future state architecture, and likely it is already a part of


the current state architecture. This year, however, mobility is no longer a
bolt-on solution for email and texting in the enterprise. It is being promoted
by the consumer of IT as the preferred device for interactions through
“apps.” “Bring your own device” or BYOD is becoming the norm rather than
the exception. How will you handle lost devices that have sensitive data on
board? [Hint: develop a remote wiping strategy, or limit access]. It‟s unwise
to ignore your unified communication strategy. Unified Communications as-
a-service (UCaaS)* needs to be discussed as a strategy (see this Network
World report: top 5 UC predictions for 2012).

5. Context-aware IT – Programmers and designers always consider the
parameters of where their products are used, and by whom, but context
awareness is a paradigm where new and existing products must be aware
of, or capable of understanding, their operation based on the user‟s
intentions, location, history, tasks or other context-related information. If I
am a plant manager, my interface to technology will change as I use my
mobile device in the factory or at home, or if I use my desktop. As a mobile
worker, I would like to enter my timesheet easily while I‟m on the road, from
a smartphone app, and have full access to reports and detailed data when
I‟m in the office. It is deeper than this when one considers the implications
for analytics, cloud service selection (the selection asking, “You chose a
development platform last time, do you want the same thing now?”) or web-
based client interactions.

6. Cloud Computing - I see an interesting trend where the cloud is
disappearing from the hot trends this year. I see this not as an omission,
but an acknowledgment that the early adopters have a cloud strategy and
have implemented some or part of it. It is a part of the enterprise
architecture more than ever, since the cloud services that are deployed
need review for viability, efficiency, and renewal. If you are operating a
hybrid cloud, mixing traditional and cloud services, you have the
opportunity to review the mix and put more or less in the cloud. Review
your public cloud strategy. For those organizations not invested in the
benefits of cloud computing, you have the opportunity to align your
direction to improve the service strategy, process, portfolio, culture and


infrastructure to leverage the savings and agility of the Instant-On cloud
solutions.

Reference

http://h30507.www3.hp.com/t5/Transforming-IT-Blog/6-Tech-Trends-That-
Enterprise-Architects-Should-Focus-On-in-2012/ba-p/106969

Conduct your enterprise architecture program in six phases

Gartner recommends that chief architects and their teams establish and
evolve the EA program using six

major phases. The phases may vary depending on the problems you are
trying to solve and the decisions

you are trying to make:

Strategize and plan: Gain agreement on the major problems to be solved;
charter the EA program;

and develop a future-state description comprising the requirements,
principles and models.

Assess current state: Identify your current level of strategic and EA
maturity; gather existing

documents that describe your business and technology capabilities,
practices, formal process models,

data and systems.

Assess competencies: Identify budgetary, staffing and other requirements
to prepare the business

for the analysis of strategy. Review the established budgeting mechanisms
and processes used in the

business and strategic-planning organizations, and consider refining them.


Gain approval: Leveraging the charter from phase one, provide business
and IT executives with

a formal plan, and bring business and IT experts together for a shared
strategic-planning exercise.

Develop the requirements, and assess the results.

Implement: Analyze the findings from strategic-planning and EA efforts to
prioritize the gaps to be

filled. Develop investment plans using business cases that emerged from
EA efforts. Present the

findings to stakeholders and leaders to get investment plans approved.

Operate and evolve: Improve and refine your efforts. Over time, the future
state will be articulated in

greater detail.

Applications of Enterprise Architecture

(In social network)

 Architecture defined capability to collect ,discover ,represent ,relate,
and reason about the knowledge.

 it supports dynamic coordination and social use of knowledge
resource relevant to missions

 Social networking architecture enables evolution of community
knowledge

 Knowledge is dynamic and evolves with human experience and
social networks

 An overarching knowledge perspective is required across all
architecture views

 (In Business)


Using the Enterprise Architecture
Context Models Systems Architecture

Business Process

Models Business Reengineering

Implementation
Data Models Business Intelligence

Radar Chart Models Portfolio Management

The future Development of Enterprise Architecture
Is Enterprise Architecture going anywhere? This looks like a legitimate
question. It is, albeit slowly in the absence of an agreed practical
framework and clear proof of its business case. The reason is
straightforward: EA is a necessary "evil". Any system needs a blueprint
enabling proper operation, maintenance, planning... To fulfill the
expectations, EA needs to satisfy its many stakeholders in top
management, business, technology/IT and organization. Here are a few
directions, I can see the Enterprise Architecture progressing, in no
particular order, but happening in the next five years or so:

A. EA will finally be recognized as a business discipline, having
incorporated Value Chains, Business Models, Strategic Planning...

B. The EA evolves to increasingly cover business architecture rather
than IT alone; the Enterprise Architecture will be the result of the fusion of
IT, Business and Organization/People architectures; what is the value of an
applications architecture, without the process it implements or the people
operating it?


C. The governance for EA will be more & more business and top
management heavy; this is because it would be used in mapping the
strategy to components, to derive the enterprise transformation portfolio,
make investments and take strategic and tactical decisions.

D. The EA development will be increasingly triggered by Mergers &
Acquisitions and outsourcing activities; IT BPO, SaaS(ASP) are riding a
strong current right now.

E. The Enterprise Architect would be more and more called in the
business decision making process; because the EA architect deals with the
business logic, technology operation and strategy, is able to understand
both worlds and use both business and IT vocabularies.

F. A combined EA framework emerges to take advantage of the
strengths of various frameworks, such as Zachman, TOGAF, FEA and
others.

G. SOA is recognized as part of the EA program as the target EA style
of architecture and technology, rather than executed in isolation as it often
happens

H. EA would be increasingly required by shareholders/owners/investors
to provide the blueprint of the business operation to describe assets,
provide proof of regulatory compliance, map costs and profits on various
operations and align strategy. The US government mandates EA to the
public sector. EA would become a regulatory feature for public listed
companies.

Benefits of Enterprise Architecture

If Enterprise Architecture is successfully defined, implemented and
followed - a simple set of benefits should be delivered - better, faster
and cheaper


Organizations from a wide range of industry sectors who have adopted an
architecture approach, report the following business benefits:

A more efficient IT operation

Better return on existing IT investment and reduced risk for future IT
investment

Faster, simpler and cheaper procurement

Increased flexibility for business growth and restructuring

Faster time-to-market for new products or even operational innovations

Reduced business risk associated with IT

Bridging of the business strategy & implementation gap

More pertinent and relevant solutions for the business.

Reference

http://www.enterprisearchitects.eu/ea/benefitsofea


Customer Relationship Management

What Is CRM?

CRM, or Customer Relationship Management, is a company-wide business
strategy designed to reduce costs and increase profitability by solidifying
customer satisfaction, loyalty, and advocacy. True CRM brings together
information from all data sources within an organization (and where
appropriate, from outside the organization) to give one, holistic view of
each customer in real time. This allows customer facing employees in such
areas as sales, customer support, and marketing to make quick yet
informed decisions on everything from cross-selling and upselling
opportunities to target marketing strategies to competitive positioning
tactics.
 Customer Relationship Management
 Becoming a common and important concept in many industries
 Beyond mere „Contact Management‟
 Knowing the customer and the Touch points
 Single undertaking view of customers
 Most industries have CRM software to help sales process, on-going
service, and even accounting
Purposes of CRM

CRM in its broadest sense , means meaning all interactions and business
with customer

Improve customer service

A good CRM program will allow a business to acquires customers

Increase value of customer to the company

Retain good customers and determine good customers can be retained.


Why organization loose their customers:

 Product related reasons
 Competitor reasons
 Personal reasons
 Price related reasons
 Service related reasons

Organization strategies differ on :

 An organization strategies towards developing and maintaining
sustainable relationship differ from one organization to another
 Nature of business
 Size of market share
 Nature of product
 Volume of sale
 Geographic concentration
 Socio -economics status
 Life style of people

Organizations differ in following factors:

 People
 Process
 Product

Determining the Need for Customer Relationship Program

 Is customer retention your primary management objective?

 Is customer satisfaction measured and assessed regularly?

 Is there a constant effort to enhance customer satisfaction?

 Do you measure quality standards and communicate results with your
employees?

 Do you train and retrain your customer service providers?


 Do you have employee turnover problems?

 How much do you spend to keep current customers?

 What is your current cost for acquiring a customer?

 What is your average annual customer dollar value?

 What is your current customer defection rate?

 How do you get lost customers back?

 Do you constantly deliver what you promise to your customers?

Guidelines for Establishing a Customer-Relationship Program

 Examine who your customers are and what specific needs they have.

 Identify specific objectives to be realized by the program.

 Create a manageable program of customer retention.

 Create a culture that stimulates customer interest.

 Determine a timetable for evaluation.

What Today’s Customers Expect

 Availability: Services designed to meet the customer‟s schedule.

 Accessibility: When the customer needs to talk, the provider can be
reached.

 Accountability: Customers prefer quick and accurate answers to
service questions.


General Statistics

The average business never hears from 96% of its unhappy
customers,

 91% never come back

 Those people will tell a minimum of 4 other people,

 Getting a repeat customer from this group is 1 in 11,

 Dissatisfied customers may tell 9-10 people about their experience,

 For every positive they tell 4-5 people,

 For every complaint received the average business in fact has 26
customers with the similar concern.

Customer Relationships


CRM Summary

 CRM is the strategic use of information, processes, technology and
people to manage the customer‟s relationship with a company‟s
(marketing, sales, services and support) across the entire customer
cycle.

 The Plan and Practice of managing the lifetime relationship with your
customer

 CRM focuses on strategic impact rather than operational impact

 CRM is a total discipline

 CRM includes all functions that directly touch the customer
throughout their entire lifetime with a company

.

Enterprise architecture

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Enterprise architecture

Semelhante a Enterprise architecture (20)

Último

Último (20)

Enterprise architecture