Enterprise Architecture TJTSE Yrityksen kokonaisarkkitehtuuri

Transkriptio

1 Enterprise Architecture TJTSE Yrityksen kokonaisarkkitehtuuri Jukka (Jups) Heikkilä Professor, IS (ebusiness) Faculty of Information Technology University of Jyväskylä tel: h t t p : / / w w w. c s. j y u. f i / e l

2 is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm s operating model (Weill, 2007) Kokonaisarkkitehtuuri on What? Suunnittelumenetelmä, jolla tuotetaan toiminnan ja tieto- ja viestintäteknisten ratkaisujen tavoitetilan kuvaukset. Kuvaukset tavoitetilasta, nykytilasta ja siirtymäpolusta tavoitetilaan. Toimintamalli, jonka avulla ohjataan suunnittelua, varmistetaan laatu, tunnistetaan ja poistetaan päällekkäinen kehittämistyö ja saadaan tehdyt suunnitelmat laajasti uudelleen käytettäviksi. Organisaatioiden kyvykkyys käyttää suunnittelumenetelmää ja toimia sovitun toimintamallin mukaisesti. (ValtIT, 2008)

3 What? (F OMB, 2006)

4 What? (CMU) ( IT ) Governance Methodology Best Practices Framework Artifacts Tools & Repository

5 What? (Adapted from CMU) ( IT ) Governance Methodology Business Application Best Practices Framework Artifacts Information Tools & Repository Technology

6 ( IT ) Governance Domain specification Conceptualization Analysis Solution Process from as-is -> to-be Methodology What? (Adapted from CMU) Business Application Best Practices Framework Tools & Repository Artifacts Technology Information

7 Professional development Capabilities enhancement Learning-fromexperience ( IT ) Governance Domain specification Conceptualization Analysis Solution Process from as-is -> to-be Methodology What? (Adapted from CMU) Business Application Best Practices Framework Artifacts Information Tools & Repository Technology

8 Why? Growing need for improved interoperable information processing and compatible data repositories Design paradigm is shifting towards service/ component based modeling (SOA, CBM) Managing the complexity: Mergers and acquisitions (e.g. multiple ERP s) U.S. government: apps in 2005, 10-20% annual increase; Germany: ~ 6.000; Finland ~ 4.000, etc. Pushing biz-it alignment Coordinated change

9 ) W-=T+? )*.'#%("!"#$"%&'( B en e f it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s (Niemi, 2006) >'%1/3+? 6/2%-=&-. %-)&=*$+$'? P-.)2-. 21&'& 6/2%-=&-. &'=/.=%.$K='$1/ >,1%'-/-. 2?2+- '$<-& 0%1J$.-& =",1+$&'$2" J$-I"14" ',-"-/'-%(%$&-" X1/!Y)=/'$4$=*+- Y)=/'$4$=*+- D&4!/$46,& )

10 Strategy and (Ross, Weill & Robertson, 2008)

11 Business Model and Operating Model (Riihinen, 2007) Business model - Products - Customers - Markets - Value system - Value proposition What? Why? How? Is implemented by Operating model Business processes Organization Technology

12 Business Architecture (Riihinen, 2007) Business portfolio Business Model A Business Models B, C, D Business Models E, F Operating Model X Operating Model Y Operating Model Z Operating assets

13 Strategy and an implementation (adapted from riihinen, 2007) Biz specific config Strategy Std components Information Architecture Business Architecture Requirements Process Architecture Application Architecture Interconnections Risk & security policies Technical Architecture

14 Ensuring Business Driven Approach (F, 2007) Consolidated Reference Model v with Federal Transition Framework (2007) Includes training and education, eventually

15 E A p r o ce s s (DOI, 2007)

16 Transformation lifecycle (DOI, 2007)

17 Architect s Roles (DOI, 2007)

18 !!!!! is keeping strategy and change aligned (Parker & Brooks, 2008)

19 Problems of (FR, ) Frameworks: hard to understand and adapt Methodology: toilsome to implement Architectural representations: extensive, toolsets under development, tricky to maintain Process: evolving practices and responsibilities, difficult to communicate In some cases: lacking capabilities for designing systemic change (analysis-paralysis)