1. The document discusses five projects that pushed enterprise architecture beyond just IT, including modelling business information at a telco, process modelling for logistics, managing information for aircraft research, developing a high-level strategy for a bank, and designing complexity management in Army operations. 2. Many current enterprise architecture frameworks are too IT-centric and don't adequately cover other industries and contexts involving information, physical things, people, and organizational purpose. 3. True enterprise architecture requires considering all four dimensions of physical transactions, knowledge, people relationships, and business direction/purpose and how they integrate into a coherent whole.

1. Tom Graves Tetradian Integrated EA March 2011 Enterprise architecture beyond IT - an Australian view

3. EA example 1: Telco

5. Data- vs info-architecture on Zachman Data-architecture Info-architecture

6. We tried using TOGAF for business scope ‘ Business-architecture’ as a random grab-bag for ‘anything not-IT that might affect IT’? IT (3% of enterprise; ADM: 67 steps) Everything not-IT ? (97% of enterprise; ADM: 8 steps)

7. FEAF was more useful, but not by much... “ Technology” (Information Technology only) FEAF PRM (Performance Reference Model) Integration (including data and apps architecture) “ Other Fixed Assets” (machines, machine-processes, vehicles etc) “ Human Capital” (people, manual processes etc) Business-architecture

8. We even needed to rethink Zachman Columns need restructure to support whole-EA At Operations level, we should be able to describe every service as: -- this is an ‘architecturally complete’ pattern or composite

10. EA example 2: Logistics

12. Modelling our Business Systems Icons indicate process-types: Manual processes Machine processes IT-based processes Mixed processes

14. Real success making architecture tangible With a simple cardboard ‘tetradian’, the dimensions became tangible ... … rotating between different views… … for a fifth dimension, a sense of the whole… ...IT Architecture and Business Architecture, together, and more... … the business loved it: architecture seen and felt from every direction.

16. Rethinking services as systems A simple example of a business-function / business-service service governance service value(s) service coordination

19. EA example 3: Defence Research

26. EA example 4: strategy for bank

28. A cycle of interdependent enterprise adapted from classic ‘Group Dynamics’ project-lifecycle

29. Creating conversation across enterprise adapted from VPEC-T (see Nigel Green & Carl Bate, ‘Lost in Translation’)

30. Trust, reputation and the market-cycle future transactions depend on (reaffirmed) reputation and trust boundary of ‘market’ in conventional business-models

31. An absence of strategy refocus on strategy required, to rebuild links to Purpose and People ( aka the ‘quick profit’ cycle – but short-term profit creates long-term fail)

33. EA example 5: Army as ‘enterprise’

35. Rethinking what’s meant by ‘enterprise’ From a business perspective – and in Defence too – this is the effective scope of TOGAF’s ‘business architecture’ Most common assumption: ‘the organisation is the enterprise’

36. Supply-chain as ‘the enterprise’ Typical business-model or supply-chain view (can introduce strange distortions – eg. Enemy as ‘customer’) Supply-chain is one thread within an overall ‘value-web’

37. Market as ‘the enterprise’ Overall Defence ‘market’ includes actors who do not yet have active transactions with us, also other types of transactions

38. Real scope of ‘the enterprise’ Overall enterprise has many actors who may have only ‘intangible’ transactions / interactions with us (yet can have major impacts on what we do)