Building an Enterprise Architecture Practice (eBook)

ACCLAIM FOR BUILDING AN ENTERPRISE ARCHITECTURE PRACTICE 6
CONTENTS 8
FOREWORD 12
PREFACE 15
1 INTRODUCTION 17
1.1 Goal 18
1.2 Target Audience 18
1.3 Structure 18
Figure 1.1 Success factors for architecture 19
2 SUCCESS WITH ARCHITECTURE IS NOT AUTOMATIC 21
2.1 Getting Lost in Content 21
2.2 The Pitfalls 22
2.3 The Dilemma 23
2.4 Architectural Practice with DYA 25
Figure 2.1 DYA model 26
3 VISION OF ARCHITECTURE 28
3.1 Architecture? Yes, But Why? 28
3.2 An Architectural Vision Provides Steady Footing 29
3.3 The Why, What and How of Architecture 30
Figure 3.1 Elements of an architectural vision 31
3.4 Producing an Architectural Vision 36
Figure 3.2 Basis of benefit logic 38
Figure 3.3 Full benefit logic 38
3.5 B-Sure Bank’s Architectural Vision 39
Figure 3.4 Organizational structure of B- Sure Bank 40
4 EFFECTIVE ARCHITECTURE 45
4.1 A Veritable Hodgepodge 45
Figure 4.1 Future architecture at B- Sure Bank 46
Figure 4.2 Technical architecture for B- Sure Bank property and casu-alty insurance 46
Figure 4.3 System architecture for Personality 47
Figure 4.4 Data modeling policies at B- Sure Bank 4.2 When to Develop Which Architecture 48
4.3 From Inside Out: Variety in Architecture 49
Figure 4.5 DYA architectural framework 49
4.4 From Outside In: The Organizational Need 50
4.5 Architecture: A Question of Perspective 53
Figure 4.7 DYA model 53
Figure 4.8 Different architectural perspectives 55
4.6 Producing Effective Architecture 56
4.7 An Architectural Framework Encompasses All Architectures 61
Figure 4.10 Hierarchy of frameworks 61
4.8 An Enterprise Architecture for B-Sure Bank 64
5 A SWOT ANALYSIS OF THE PROCESS 71
5.1 Things Are Not All Right at B-Sure Bank 71
5.2 Architectural Practice: A Question of Thought and Action 72
5.3 The Quadrant Model: A Quick Scan of Thought and Action 72
Figure 5.1 Quadrant Model 73
5.4 Isolation: Too Much Thought, Too Little Action 74
Figure 5.2 Positioning an organization in the Quadrant Model 75
5.5 Barrier: Restricted to Efficiency 77
5.6 Losing: The Case for Architecture 78
5.7 Enabling: Room for Quality 79
5.8 Learning from the Position in the Quadrant Model 80
5.9 The DYA Model: Further Analysis of Thought and Action 81
Figure 5.3 DYA Model 82
Figure 5.4 Part of the DYA Model for the sake of analysis 83
5.10 From Insight to Improvement 86
5.11 SWOT Analysis at B-Sure Bank 86
Figure 5.6 New organizational chart for B- Sure Bank 87
Figure 5.7 Position of B- Sure Bank in the Quadrant Model 90
Figure 5.8 Development with( out) Architecture at B- Sure Bank 91
Figure 5.9 Architectural Services at B- Sure Bank 92
Figure 5.10 Strategic Dialogue at B- Sure Bank 93
6 PRIORITIES IN THE ARCHITECTURAL PROCESS 94
6.1 Crisis Situation at B-Sure Bank 94
6.2 Not Everything Can Happen at Once 95
6.3 Eighteen Key Areas of Architectural Maturity 96
Figure 6.1 Eighteen key areas of architectural maturity 96
6.4 Not Everything Must Happen at Once 100
6.5 Using the Architecture Maturity Matrix to Set Priorities 102
Figure 6.2 Architecture Maturity Matrix 102
Figure 6.3 Architecture Maturity Matrix for an organization at stage 0 104
6.6 Targeted Action 105
6.7 Prioritizing B-Sure Bank 106
Figure 6.4 Maturity Matrix for B- Sure Bank 106
7 THE ARCHITECT AS A SUCCESS FACTOR 108
7.1 A Good Architecture Poorly Received 108
7.2 The Architect in the Effective Employment of Architecture 109
7.3 Pitfalls and Tips for the Architect 110
Figure 7.1 Finding the balance as an architect 113
7.4 Position of the Architect in the Organization 117
Figure 7.2 Position of the architect 120
Figure 7.3 Architecture board 121
7.5 Place of the Architectural Team in the Organization 121
Figure 7.4 Place of architecture in the organization 122
Figure 7.5 Positioning of the architecture function in the organization 123
7.6 Ensuring the Success of the Architect 124
7.7 The One-Day Retreat for B-Sure Bank Architects 125
8 MAKING CHANGES ONE STEP AT A TIME 128
8.1 B-Sure Bank in Action 128
8.2 Effective Change 128
8.3 Change Strategy: Ambition, Style and Expectation Management 129
8.4 The Organization Sets the Pace 130
8.5 Participation, Positioning and Pathway to Professionalism 134
Figure 8.1 Level of ambition over time 135
Figure 8.2 Participation, positioning and pathway 136
8.6 Expectation Management 141
8.7 The Quarterly Plan 143
8.8 B-Sure Bank’s Strategy and Quarterly Plan 147
Figure 8.4 B- Sure Bank’s ambition pathway 149
9 CONCLUSION 158
9.1 Architecture Works 158
9.2 B-Sure Bank at Full Burn 160
APPENDIX 1 ARCHITECTURE MATURITY MATRIX 163
Introduction 163
Figure A1.1 Architecture Maturity Matrix 164
Development of Architecture 165
Use of Architecture 167
Alignment with Business 168
Alignment with the Development Process 170
Alignment with Operations 172
Relationship to the As-Is State 174
Roles and Responsibilities 175
Coordination of Developments 177
Monitoring 178
Quality Management 180
Maintenance of the Architectural Process 182
Maintenance of Architectural Deliverables 183
Commitment and Motivation 185
Architectural Roles and Training 187
Use of an Architectural Method 188
Consultation 190
Architectural tools 192
Budgeting and Planning 194
To Conclude 195
APPENDIX 2 THINKING ABOUT CHANGE IN FIVE DIFFERENT COLORS 196
Introduction 196
The Colors of Change in Relation to Architecture 197
Mismatching Colors 200
REFERENCES 204
INDEX 206
ABOUT THE AUTHORS 211
ABOUT THE SERIES 212