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We Need To Talk About IT

Architecture

Alan McSweeney

http://ie.linkedin.com/in/alanmcsweeney
IT Architecture Is Failing

• It is failing the business


− It is not delivering on business strategy and business objectives
− It is not helping the business respond to external and internal pressures
− It is not providing the consulting and advisory services to enable the
business derive value from new technologies
− It is not driving IT innovation
− It is not making itself relevant or useful to the business
• It is failing the IT organisation
− It is not assisting with engagement with the business to architect
solutions needed by the business
− It does not work as an integrated function across all architectural areas
− It is not defining IT architectures that enable a portfolio of solutions to
be delivered and operated quickly
− It is not innovating the IT portfolio and architecture to take advantage
of and integrate new technologies
27 November 2017 2
27 November 2017 3
What Are the Symptoms And Consequences Of IT
Architecture Failures
• Shadow IT – business diverting IT expenditures outside the
IT function
• The business bypasses what they view and experience as
an unresponsive central IT organisation and goes directly
to external service providers
− Business shift to cloud service providers offering infrastructure-
less solutions with no perceived IT involvement
− Business need to respond to the interrelated developments of
digital, mobile and social computing and perceived inability of the
central IT function to respond
− Outsourcing and the divestment of IT functions in response to
business wishes to remove the overhead

27 November 2017 4
Technical Consequences Of Failing IT Architecture

• Inability to rapidly respond to challenges driven by business changes


• Lack of commonality and consistency due to the absence of standards
• Lack of focus on enterprise requirements
• Lack of common direction and savings due to synergies
• Incomplete visibility of the current and future target enterprise architecture vision
• Inability to predict impacts of future changes
• Increased gaps and architecture conflicts
• Dilution and dissipation of critical information and knowledge of the deployed
solutions
• Rigidity, redundancy and lack of scalability and flexibility in the deployed solutions
• Lack of integration, compatibility and interoperability between applications
• Complex, fragile and costly interfaces between applications
• Fragmented and ad hoc solution delivery driven by a tactical and reactive
approach

27 November 2017 5
IT Architecture Failing Relationships
Business Want
Rapid Response to
Need and Changes

IT Responds
IT Function and Delivers Business
Slowly

IT Does Not Business Does Not View IT


Understand or Invest Architecture As Provider of
in and Develop IT Technology Consulting Services
Architecture
IT Architecture Does IT Architecture Is
Not Provide Technology Inwardly and
Leadership Backwardly Focussed
Rather Than Being
IT Architecture Business Lead

27 November 2017 6
Consequences Of Failing Relationships
External
Service
Business Want
Provider
Rapid Response to
Need and Changes
Business
IT Function IT Responds Shift to External
and Delivers Cloud Service
Slowly
Business Service Provider
Providers
IT Does Not
Understand
or Invest in
and Develop
IT Architecture IT External
Does Not Provide Architecture Business Does Not View
Technology IT Architecture As
Outsourcing Service
Leadership Provider of Technology and Provider
Consulting Services Divestment of
IT Architecture Is IT Functions
Inwardly and
Backwardly Focussed
Rather Than Being
IT Architecture
Business Lead External
Service
External Provider
Service
Provider
27 November 2017 7
Shadow IT Expenditure

• CEB Global - estimate in 2013 that 40% of IT expenditure does not go through the
central IT function
• Everest Group - estimate in 2017 that 50% of IT expenditure does not go through
the central IT function
• Logicalis - 2015 survey of over 400 global CIOs
− 90% of CIOs worldwide are sometimes bypassed the business
− 31% of CIOs are routinely side-lined when the business makes IT purchasing decisions
• The problem of the business bypassing the central IT function is getting worse
• Shadow IT is an unpleasant reality
• Shadow IT is a symptom of a post-IT world
− The central IT function loses relevance and control
− Businesses reduce their reliance on the core IT function
• The extent of the problem may be masked by IT outsourcing which may be
notionally counted as a central IT spend
• The failure of IT architecture to engage with business requirements owns part of
the blame

November 27, 2017 8


IT Architecture’s Multiple Failings
All to frequently Concerned with
inwardly focussed, documenting
Demonstrates Too remote from current IT
staffed by IT aspects of business concerns technology state, Too dogmatic,
personnel, groupthink and and not business standards and rigid and inflexible
focussed on IT focalism
rather than on the oriented and processes in detail
business focussed rather than looking
to the future

Focused on Obsessed with


compliance, architecture Work not linked to
control and frameworks, Overly controlling Reactive performance
government and reference models metrics
adherence to rules and patterns

Slows down
Speaks the Does not measure rather than
language of Communicates to Not concerned its delivery in accelerates
technology rather the business with delivery terms of business delivery through
than business badly, if at all benefits realised disproportionate
governance

27 November 2017 9
IT Architecture Operational Reality

• Individual architecture disciplines all too frequently operate as


disintegrated and siloed functions
− Limited and poor communications
− No overall management
− Inconsistent approaches
− Deficient or absent cooperation
− Often adversarial relationships between disciplines, characterised by
infighting
− Overall lack of efficiency and effectiveness
− Contributes to poor perception of IT by business
• Individual architecture practices throw work over the wall at
one another
• Enterprise architecture function perceives itself as superior to
other architectural areas
27 November 2017 10
IT Architecture Operational Reality

A T S
E B S D S I
P E E
N U E A O N
P C R
T S C T L F
L H V
A A A A A A
A A A
R R R R R R
R R R
C C C C C C
C C C
H H H H H H
H H H
The Business Experience Of IT

• The business experience of IT systems are:


− Slow and costly to deliver and all to frequently late and not what
the business needs
− Unmanageably complex and costly to maintain
− Hindering the organisation's ability to respond to business and
economic changing environment
− Not integrated
• Mission-critical information is consistently out-of-date
and/or actually incorrect and/or only partially available
• A culture of distrust persists between the business and
technology functions of the organisation

November 27, 2017 12


Converting The IT Architecture Silos To Delivery
Channel

• The individual silos need to be converted to an integrated


delivery channel

27 November 2017 13
IT Too Often Fails to Support Business Change
Effectively
• Technology integration is costly, risky and complicated
• Information is everywhere but getting access to the right
information at the right time is very difficult
• The business wants IT to be fast, dynamic and flexible
• The business gets IT that is sluggish and rigid
• Modifying system behaviour takes too long and changes
are difficult to communicate and implement effectively
• Much of IT system and operations expenditure is bloated
and fixed where operations run with excess redundant
capacity
• IT seen as a cost centre and not a source of business value

November 27, 2017 14


IT Architecture Landscape – Some Questions

• Is the complexity of IT architecture and its multiple separate


views contributing to the problems between business and IT?
• Are the separate IT architecture functions too inwardly
focussed rather than being business focussed?
• Is the hierarchy within IT architecture roles with enterprise
architecture perceived as the highest ranking function part of
the problem?
• Is there a need for an overarching IT architecture function – not
enterprise architecture - that co-ordinates the activities of
specific IT architecture roles?
• Is there a need for non-technology involvement in IT
architecture to provide a business dimension to ensure linkage
between architecture and business exploitation of technology?
27 November 2017 15
Enterprise Architecture Failings

• Enterprise architecture leads the IT architecture failures


• Views itself as the most senior and important architecture
function
• Imposes disproportionate and unnecessary governance
and overhead
• Remote and disconnected from the business
• Too many non-value adding activities
• All too often viewed by both business and IT as a function
to be bypassed and ignored

27 November 2017 16
Enterprise Architecture Frameworks

• Lots of (too many) enterprise architecture frameworks


• Rarely fully implemented
• Frequently partially developed with development now
stopped
• All narrowly focussed – does not cover full spectrum of IT
architecture

27 November 2017 17
Enterprise Architecture Frameworks
Name Details
ArchiMate https://www.archimatetool.com/
http://www.opengroup.org/subjectareas/enterprise/archimate
Australian Defence Architecture Framework http://www.defence.gov.au/publications/docs/Defence%20Capab
ility%20Development%20Handbook%20(DCDH)%202014%20-
%20internet%20copy.pdf
Australian Government Architecture Reference Models https://www.finance.gov.au/archive/policy-guides-
procurement/australian-government-architecture-aga/
Big Data Architecture Framework https://bigdatawg.nist.gov/_uploadfiles/M0055_v1_7606723276.
pdf
Business Process Framework (eTOM)/ Frameworx https://www.tmforum.org/business-process-framework/
https://www.tmforum.org/collaboration/frameworx-project/
CBDI Service Architecture & Engineering (CBDI-SAE) for http://everware-cbdi.com/products/framework-products/cbdi-
SOA sae-metamodel
CEA Framework: A Service Oriented Enterprise http://www.jatit.org/volumes/Vol40No2/8Vol40No2.pdf
Architecture Framework (SOEAF)
Common Approach to Federal Enterprise Architecture https://obamawhitehouse.archives.gov/sites/default/files/omb/a
ssets/egov_docs/common_approach_to_federal_ea.pdf
CORA Model for IT Application Reference Architecture http://www.coramodel.com/
Data Management Book of Knowledge https://www.dama.org/content/body-knowledge
Department of National Defence/Canadian Armed http://www.forces.gc.ca/en/about-policies-standards/dndaf.page
Forces Architecture Framework
Dragon1 https://www.dragon1.com/enterprise-architecture-tool
27 November 2017 18
Enterprise Architecture Frameworks
Name Details
Dynamic Architecture https://www.sogeti.nl/expertises/dya
EAM Pattern Catalog http://eam-initiative.org/pages/1dgrgdhvpv2y2/Enterprise-
Architecture-Management-Pattern-Catalog
Enterprise Architecture Body of Knowledge http://eabok.org/
ESS Enterprise Architecture Reference Framework https://ec.europa.eu/eurostat/cros/content/ess-enterprise-
architecture-reference-framework_en
Essential Architecture Framework https://www.enterprise-architecture.org/
European Space Agency Architecture Framework https://essr.esa.int/project/esa-architecture-framework
Extreme Architecture Framework http://extremearchitecture.org/
Gartner’s Enterprise Architecture Framework https://www.gartner.com/doc/486650/gartners-enterprise-
architecture-process-framework
ISO Reference Model for Open Distributed Processing http://www.rm-odp.net/
Leading Enterprise Architecture Development (LEAD)ing http://www.leadingpractice.com/
Practice
MEGAF http://megaf.di.univaq.it/
Method for an Integrated Knowledge Environment http://mike2.openmethodology.org/
National Association of State Chief Information Officers https://www.nascio.org/EA
https://www.nascio.org/portals/0/EAToolKit/NASCIO-AEADTool-
Kitv3.pdf
National Enterprise Architecture Framework http://www.nea.gov.bh/

27 November 2017 19
Enterprise Architecture Frameworks
Name Details
NATO Architecture Framework http://www.nhqc3s.nato.int/ARCHITECTURE/_docs/NAF_v3/ANN
EX1.pdf
NIST Enterprise Architecture Model https://bigdatawg.nist.gov/_uploadfiles/M0197_v1_3201181507.
pdf
OIO Enterprise Architecture Method http://arkitekturguiden.digitaliser.dk/introduction-national-
enterprise-architecture-denmark
Pragmatic Enterprise Architecture Framework http://www.pragmaticea.com/
Queensland Government Enterprise Architecture https://www.qgcio.qld.gov.au/products/qgea-documents/547-
business/2786-queensland-government-enterprise-architecture
Rozanski and Woods https://www.viewpoints-and-perspectives.info/
The EPCglobal Architecture Framework https://www.gs1.org/epcrfid-epcis-id-keys/epc-rfid-architecture-
framework/1-7
The Open Group Architecture Framework http://www.opengroup.org/subjectareas/enterprise/togaf
UK Ministry of Defence Architecture Framework https://www.gov.uk/guidance/mod-architecture-framework
US Department of Defense Architecture Framework http://dodcio.defense.gov/Library/DoD-Architecture-Framework/
US Federal Enterprise Architecture Framework https://www.feacinstitute.org/
US OMB Enterprise Architecture Assessment https://obamawhitehouse.archives.gov/omb/E-Gov/eaaf
Framework

27 November 2017 20
The Ideal Sequence From Business Strategy To IT
Solution Portfolio Operation And Usage

Solution
Solution
Solution Usage,
Business Business Portfolio
Business Business Portfolio Management ,
Operational IT Realisation
Strategy Objectives Design And Support
Model Strategy And
Specification And
Delivery
Operations

• The should be a direct link from business strategy to


business IT strategy to IT solution delivery
• The IT architecture functions play a key role in ensuring
this alignment and continuity from concept to
actualisation
27 November 2017 21
Pressures On Business Means Pressures On IT

If the IT function
cannot react to
Business the IT Strategy
Business
Strategy and requirements of and
Pressures the business, the
Requirements Delivery
business will go
elsewhere

Business shift to Outsourcing and the Business need to


cloud service divestment of IT respond to the
providers offering functions in interrelated
infrastructure-less response to business developments of
solutions with no wishes to remove digital, mobile and
perceived IT the overhead social computing
involvement and perceived
inability of the
central IT function to
27 November 2017
respond 22
The Frequent Actual Sequence From Business Strategy To
IT Solution Portfolio Operation And Usage
At least 40% of Business-perceived barriers
technology spending is to solution delivery by
diverted from IT internal IT organisation
Solution
Solution
Solution Usage,
Business Business Portfolio
Business Business Portfolio Management ,
Operational IT Realisation
Strategy Objectives Design And Support
Model Strategy And
Specification And
Delivery
Operations

Business
shadow IT
expenditure Over 30% of CIOs
External
Suppliers and
routinely not consulted
Service External on IT solution acquisition
Providers Suppliers and and expenditure
Service External
Providers Suppliers and
Service Shadow IT solutions
Providers
passed to support
function

27 November 2017 23
Consequences Of Fragmented IT Landscape

• High variability and lack of standardisation across business


units, driven by changes in business strategy, governance,
organisation and process
• Inconsistent data definitions, multiple databases, releases and
configurations which result in duplication of licenses, duplicate
and inconsistent information, complexity in testing
• Multiple vendors, multiple instances and versions which add
complexity in procurement, development and release
management, resulting in higher costs and longer time to
market
• Multiple operating environments, multiple hardware vendors
and types, leading to higher maintenance and personnel costs,
greater instability and time-to-fix

27 November 2017 24
Consequences Of Failing IT Architecture

• Shadow IT expenditure by business outside the control and


knowledge of the IT function
• Fragmented solution landscape
• Outsourcing and the divestment of IT functions in
response to business wishes to remove the difficulties of
dealing with IT function
• Shrinking and deskilled IT function

27 November 2017 25
Consequences Of Failing IT Architecture – Spiral Of
Failure
Business Receives Business Acquires IT
Unsatisfactory Solutions Outside IT
Service from IT Organisation
Unmanaged
Complexity in IT
Landscape
IT Organisation
Loses Skills and
Resources
IT Organisation Is
Not Trusted to
Deliver Solutions

Business
Continues To Complexity in
Acquires IT Integrating
Solutions Multiple Solutions
Outside IT and Their Data
Organisation

27 November 2017 26
So What Is IT Architecture?

• IT Architecture is concerned with:


− The translation of business strategy and
business objectives into the design and
operation of required IT systems
− Planning, designing and assisting with
the delivery of portfolio of IT systems
and solutions to meet the needs of the
organisation
− The design and implementation of IT
infrastructural framework to enable IT
solutions be acquired, implemented and
operated quickly
− The design systems and processes to
ensure the security of information and
systems
− The design and implementation of data
frameworks to allow the comprehensive
management of data across systems

27 November 2017 27
28

Service
Business Secondment to Architecture Function

Architecture
Integrated IT Architecture Function And Disciplines

Infrastructure
Architecture
Technical
IT Architecture

Architecture
Security
Architecture
Information and
Data Architecture
Solution
Architecture
Business
Architecture
Application
Architecture

27 November 2017
Enterprise
Architecture
IT Architecture Disciplines
• Enterprise Architecture – defines, develops, extends and manages the implementation and
operation of the overall IT delivery and operation framework including standards and solution
development and acquisition
• Application Architecture – defines application architectures including development, sourcing,
deployment and integration
• Business Architecture – defines and manages the implementation of IT solutions and related
organisation changes needed to implement business strategy and objectives
• Solution Architecture – designing and overseeing the implementation of a portfolio of IT solutions
that translate business needs into operable and usable systems that comply with standards
• Service Architecture – designing and overseeing the implementation of service processes and
supporting technologies and systems to ensure the successful operations of IT solutions including
outsourced supplier management framework
• Security Architecture – designing data and system security processes and systems to ensure the
security of information and systems across the entire IT landscape
• Information and Data Architecture – design, define and implement framework to manage
information across the entire IT landscape and through its lifecycle
• Technical Architecture – translating solution designs into technical delivery, acting as a bridge
between solution architecture and the delivery function and designing new delivery approaches
• Infrastructure Architecture – designing application, communication and data infrastructures to
operate the portfolio of IT solutions

27 November 2017 29
IT Architecture Disciplines

• Logical set of functional


areas and sets of skills
required within the IT
function
• Can be combined within
several roles

27 November 2017 30
IT Architecture Discipline Interactions

Enterprise Business Solution


Architecture Architecture Architecture

Information Application
And Data Technical
Architecture Architecture
Architecture

Security Infrastructure Service


Architecture Architecture Architecture

27 November 2017 31
IT Architecture Discipline Interactions

• Individual IT architecture disciplines all interact with one


another
• IT architecture disciplines need to work together as an
integrated overall business-oriented and delivery-focussed
team
• Multiple interactions that need to be facilitated and
managed centrally

27 November 2017 32
Build A Vision For IT Architecture

• To get the greatest benefit from IT architecture, build a


vision for the IT architecture function
• Establishing a running an integrated IT architecture
function is not a project with a beginning, middle and end
• It is a continuous engagement
27 November 2017 33
Base IT Architecture Vision On Core Principles

Focus On Generating
Business Value Quickly
Live With Mixed It Is All About The User
Technical Environment Experience

Embed Security As
Standard
IT Always Look for
Innovation

Architecture
Data Breathes Life Into
Systems Principles Speed of Delivery Is
Important

Appropriate and
Leadership, Proactivity
and Co-operation Necessary Detail and
Simplify, Simplify, Complexity Only
Simplify

27 November 2017 34
Base IT Architecture Vision On Core Principles

• Define a set of principles that underpin and govern the


operation of the integrated IT architecture function
− Focus On Generating Business Value Quickly
− It Is All About The User Experience
− Always Look for Innovation
− Speed of Delivery Is Important
− Appropriate and Necessary Detail and Complexity Only
− Simplify, Simplify, Simplify
− Leadership, Proactivity and Co-operation
− Data Breathes Life Into Systems
− Embed Security As Standard
− Live With Mixed Technical Environment
27 November 2017 35
Why Invest in IT Architecture

Enable Enable faster and easier Enable faster response


Greater collaboration through to business changes and
Business
application and data new demands at lower
Agility and
Increased Flexibility integration cost
Business
Value IT projects will have a
greater success –
Solutions will be
Increase Use delivered on time, on
delivered at lower
of IT budget and to user
implementation and
requirements – reducing
operational costs
cost through avoidance
of rework
Increased Success in
Reduced IT Costs
Solution Delivery

Reduced IT Costs
November 27, 2017 36
IT Architecture Needs To Be A Lens Focussing
Business Objectives Onto Solution Landscape

IT
Architecture Solution
Delivery
Service
Operations
and
Provision
Business
Objectives
and
Requirements

Supplier
Technology Ecosystem
IT Architecture Needs to
Mediate Between the Business Landscape
and Suppliers/
Technologies/Delivery Acting as
a Lens Focussing Business
27 November 2017 Needs on Appropriate Solutions 37
Benefits Of Integrated IT Architecture Function

• Align IT and business for planning and execution purposes


• Optimise resources - technology, people and processes
• Increase business interoperability
• Reduce complexity in IT infrastructure
• Improve business agility to support dynamic change
• Drive re-usability of architecture models and best practices
• Streamline informed decision making
• Standardise IT for cost effective delivery of services
• Eliminate duplication and redundancy and reduce cost of ownership and
return on investment
• Reduce risks for future investment
• Faster, simpler and cheaper procurement
• Manage information/data and knowledge as a corporate asset
• Manage change based on a clear understanding of its impact
27 November 2017 38
Technology Influences And Impacts On Business And
IT
• An effective
business-oriented
IT architecture
function can get
the correct balance
between too little
and too much, too
slowly and too
quickly

27 November 2017 39
IT Architecture As Internal Business Consulting And
Advisory Function
• What IT Architecture Can Do

• Identify trends in advance that offer


opportunities or represent challenges
• Assist with the design and development of
new business models
• Acquire the skills and experience to be a
• What IT Architecture Must Do To
credible business advisor Achieve Its Potential
• Be able to translate innovation and creativity
into practical, realistic, implemented and • Take an appropriate and sufficient approach
operated business solutions to architecture
• Take a realistic approach to innovation
− Radical innovation
− Incremental innovation
− Innovation By reapplication
• Focus on simplicity and speed rather than
completeness and perfection
• Understand appropriate complexity
• Be able to react to changes quickly
27 November 2017 40
IT Architecture Core Principles And Business
Engagement Model
• A business engagement model is needed to breathe life
into and operationalise the IT Architecture Core Principles

Overall IT
Architecture
Function
Skills, Management Consulting and
Capabilities Engagement
and Experience Process

Business IT
Tools and
Engagement Architecture Methodologies
Team Consulting
November 27, 2017 41
IT Architecture Business Engagement Model

• Achieve potential for IT architecture, for the IT organisation


and for the business
− Overall IT Architecture Function Management – integrating IT
architecture practices and skills into a whole, being able to represent
the benefits of these skills and experiences to the IT organisation and
wider business and being able to manage the delivery of services that
contribute to success
− Business Engagement Team - an IT architecture team that can work
together in a consulting environment
− Skills, Capabilities and Experience – appropriate sets of skills and
experiences across all technology and service areas to deliver the
services
− Consulting and Engagement Process – an engagement process that
delivers quality results and outputs quickly, speaking the language of
business
− Tools and Methodologies – select, develop and use appropriate
toolsets and frameworks to underpin the consistent and reliable
delivery of consulting services and to convert the language of business
into the language of IT
27 November 2017 42
IT Architecture Team

• Needs to operate
as a team rather
than a set of siloed
internally focussed
IT roles
• Involve business as
well as
technologists

November 27, 2017 43


Co-Ordinated And Business Focussed IT Architecture
Function
• Eliminate the divisions between the separate IT
architecture roles
• Get the business involved in the IT architecture function
• Manage and co-ordinate all IT architecture centrally
• Measure delivery and benefits achieved
• Be outward facing and future-oriented

27 November 2017 44
The Importance Of Early Engagement In IT
Architecture
• Early engagement in the solution delivery process occurs
before any solution delivery project is initiated
• The objective is to is understand the scope, requirements,
objectives, approach, options and to get a high-level
understanding of the likely resources, timescale and cost
required before starting the project
• Allow the feasibility of the solution options to be assessed
• Converts a request from the business to an explored and
refined high-level solution proposal that facilities informed
decision-making
• Early engagement is the IT function providing true consulting
services and value to the business
− Being a partner to the business

27 November 2017 45
An Effective Early Engagement Process Requires …

• A consistent, organised and controlled approach to


performing such engagements
• A standard method for performing analysis, collecting
information, engaging with the business, making
assessment and solution option identification
• A process for managing early engagements from resources
required to engagement with the business to prioritisation
to quality management, assurance and control
• A standard and consistent approach for representing the
results of the engagement

27 November 2017 46
Business And IT Architecture Alignment

Business Assist With The


Competition Design of New Identify Technology
and Trends That Offer
New Increased Technology Business Models
Business Regulation Opportunities or
Changes Represent Challenges
Models

Usage,
Solution
Business Business Solution Management ,
Business Business Realisation
Operational IT Design And Support
Strategy Objectives And
Model Strategy Specification And
Delivery
Operations

Service Focus and


Customer Increased Business and Translate
Expectations Technology Identify Innovation
Pace of Increased Opportunities
Change Changes Pace of into Business
for Efficiencies Solutions
Change

27 November 2017 47
Business And IT Architecture Alignment

• IT architecture needs to:


− Enable the business respond to and realise changes in response to
external and internal pressures
− Identify business opportunities in technology trends and occasions for
changes and greater efficiencies
• IT Architecture needs to be able to contribute to the
development of business strategy and to be trusted to be able
to make a contribution
• Identify how the business can use technologies and how the
business should be shaped to take advantage of technologies
• Provide advice on the potential of new technologies and how
to react to technology changes
• Offer real business consulting and the addition of business
value

27 November 2017 48
Many Overlapping IT Architecture Disciplines
Involved In The Journey
Security Architecture
Enterprise Architecture
Application Architecture Service Architecture
Business Architecture Solution Architecture
Information and Data Architecture Technical Architecture
Infrastructure Architecture

Usage,
Solution
Business Business Solution Management ,
Business Business Realisation
Operational IT Design And Support
Strategy Objectives And
Model Strategy Specification And
Delivery
Operations

• There are lots of IT architecture areas that combine to enable the journey
to be completed
• All too often these operate as separate functions with no single view
• All too often there is conflict between the disciplines
27 November 2017 49
Many Overlapping IT Architecture Disciplines
Involved In The Journey
• Separate architecture functions involved in the spectrum
of activities involved in the translation of business strategy
and objectives into an integrated portfolio of IT solutions
• Complex and fragmented IT architecture and its multiple
separate views and handoffs contribute to the problems
between business and IT
• Separate IT architecture functions too inwardly focussed
rather than being business focussed

27 November 2017 50
IT Architecture

Security Architecture
Enterprise Architecture
Application Architecture Service Architecture
Business Architecture Solution Architecture
Information and Data Architecture Technical Architecture
Infrastructure Architecture

• IT architecture function needs to encompass all disciplines


• Disciplines need to work together

27 November 2017 51
Integrated IT Architecture Function

• IT architecture needs to operate as an integrated function


across all its disciplines
• Need for an overarching IT architecture function – not
enterprise architecture - that co-ordinates the activities of
specific IT architecture disciplines across the IT landscape
• Need for non-technology involvement in IT architecture to
provide a business dimension to ensure linkage between
architecture and business exploitation of technology

27 November 2017 52
Business And IT Architecture Alignment

Should flow seamlessly


Business Pressures in both directions –
Leading to IT Architecture from business to IT and
Demands
from IT to business
Usage,
Solution
Business Business Solution Management ,
Business Business Realisation
Operational IT Design And Support
Strategy Objectives And
Model Strategy Specification And
Delivery
Operations

IT Architecture Actively
Identifying Technology Trends
And Opportunities

27 November 2017 53
IT Architecture – Two-Way Contribution To The
Business

Translate the What of

What business requirements into


the How of technology How
and process

Translate the What of new

How technologies into the How


of the application to the
What
business

November 27, 2017 54


Technology Is Both A Cause Of Change And An
Enabler of Change

Customers Demand Products and Services Are


Delivered Using New Technology

IT Architecture
IT Architecture

Competitors Avail of New Technologies to Improve Efficiencies, Reduce


Cost or Offer New Products and Services

New Technologies Offer Opportunities to Improve


Efficiencies, Reduce Cost or Offer New Products and Services

November 27, 2017 55


IT Architecture Needs To Be Part Of The Overall IT
Organisation
• IT architectures function and the overall IT organisation exists
to deliver across the range of IT activities
− Doing – Run The Business
• Business as usual activities (BAU) related to administering and operating
production IT systems and providing service to users
− Managing The Doing – Run The Business
• Managing the BAU function and its service delivery
− Doing – Change the Business
• Implementing projects and delivering new services and systems
− Managing The Doing – Change The Business
• Managing the projects and associated changes
• IT architecture does not exist on its own
• IT architecture must work co-operatively with other functions
within the IT organisation
• IT architecture must deliver

27 November 2017 56
IT Organisation Context Of IT Architecture Function
Sourcing and
Relationship Demand and Supply
Business and Supplier
Management and Management, Testing, Validation,
Process Analysis and Management,
Business Capacity Forecasting Quality Assurance
Design Acquisition,
Engagement and Planning
Procurement

Accounting,
IT Strategy,
Funding, Financing,
Leadership and
Budgeting and
Governance
Planning

Organisation Design
Security, Continuity
and Planning,
and Disaster
Recovery People Asset
Management

Service Provisioning,
Solution Infrastructure, Programme,
Service Delivery and User Experience
Development and Networks and Portfolio, Project
Service Design
Delivery Communication Management
Management
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IT Organisation Context Of IT Architecture Function

• The IT Architecture function must work co-operatively with


the other functions of the overall IT organisation

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Business Context Of IT Organisation

Solution
Solution
Solution Usage,
Business Business Portfolio
Business Business Portfolio Management ,
Operational IT Realisation
Strategy Objectives Design And Support
Model Strategy And
Specification And
Delivery
Operations

• The IT organisation also exists in a business context

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More Information

Alan McSweeney
http://ie.linkedin.com/in/alanmcsweeney

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