Gartner Webinar: Best and Worst Enterprise & Application Architecture Practices

Best and Worst Enterprise & Application Architecture Practices

Presented by: Betsy Burton & Michael Blechar

clip_image001EDT: 10:00 a.m. & 1:00 p.m. | PDT: 10:00 a.m. | GMT: 14:00 & 17:00

Those who have cracked the code on enterprise and application architecture today have programs that are performing well and delivering recognized value to the business. Others are recovering from costly mistakes. This presentation describes best practices of the high-performing teams and lessons learned by others.

Please join VP and Distinguished Analysts Betsy Burton and Michael Blechar as they discuss the best practices of enterprise and application architecture in today’s economy.

In this webinar, you will learn:

  • What are the best practices of enterprise and application architecture?
  • What benefits do organizations see when they consistently apply these best practices?
  • How can you avoid the pitfalls?

After registering you will receive a confirmation email with a calendar invite and instructions on how to join the webinar.

View all upcoming webinars



Enterprise Architecture Tool Assessments

Mike Walker's Blog: Enterprise Architecture Tool Assessments

It’s been a busy couple months for the analysts. Both Forrester and Gartner have built out and refreshed their latest Enterprise Architecture Tool Assessments for 2011.

After reading both of them, they actually complement each other. The Gartner analysis reads more like deep research and analysis but the Forrester report is able to bubble the findings up in an easy way. My personal style is to look at the Forrester report first, to determine what vendors I do and don’t want to look at, then go to the Gartner report for the in depth analysis of that vendor.

See below for an example of the style of analysis:

Mike Walker's Blog: Enterprise Architecture Tool Assessments


Both of these are great reports just different styles and approaches to the outcomes.

So if you are in the market for a new EA Tool or just want to educate yourself on the tools out there and their capabilities take a look at both of these reports. I think you will find value in both.

EA Tools Assessments


Enterprise Architecture Mind Maps


I’m a big fan of mind maps for their simplified communication style. So when I stumbled across these interesting Enterprise Architecture Mind Maps I had to share.

Take a look if you use a Mind Mapping tool. It could be a good way for you to communicate the EA space to your customers.


Clarifying Alignment of Frameworks for Business Benefit

Most organizations employ multiple frameworks and standards for implementing and controlling technology. Here are some publications that map COBIT to other sources of guidance. While this is slightly out of date in terms of TOGAF it is still an interesting read to see how these frameworks relate.

COBIT Mapping Overview of International IT Guidance 2nd Edition

This document can be used to align guidance supporting IT governance, especially regarding IT control and IT security guidance in relationship to COBIT. It lists over a dozen international standards/guidance, and for each one provides a classification, a short overview of the contents and the business driver for implementing the guidance, and the risks of noncompliance. Included are:

  • COSO
  • ITIL
  • ISO/IEC 17799:2005
  • FIPS Pub 200
  • ISO/IEC TR13335
  • ISO/IEC 15408 2005/Common Criteria/ITSEC
  • TickIT
  • CMMI
  • TOGAF 8.1
  • IT Baseline Protection Manual
  • NIST 800-14.

Aligning COBIT 4.1, ITIL V3 and ISO/IEC 27002 for Business Benefit

IT best practices should be aligned to business requirements and processes. Organizations often use multiple frameworks to inform how to achieve this. This management briefing is the result of a joint study initiated by the UK’s Office of Government Commerce and the IT Governance Institute. It was first published in November 2005, and was updated in August 2008 to reflect the latest versions of three sets of guidance:

  • ITIL V3-Published by the UK government to provide a best practice framework for IT service management
  • COBIT 4.1-Published by ITGI and positioned as a high-level governance and control framework over IT processes
  • ISO/IEC 27002:2005-Published by the International Organization for Standardization (ISO) and International Electro technical Commission (IEC) a to provide a framework of a standard for information security management

The appendices provide mappings:

  • COBIT to sections of ITIL and ISO/IEC 27002
  • ITIL key topics to COBIT
  • ISO/IEC 27002 classifications to COBIT



By 2016, 30 Percent of Enterprise Architecture Efforts Will Be Supported as a Collaboration Between Business and IT

Mike Walker's Blog: Enterprise Architecture

Richard Seroter posted a great recap on the Gartner press release “Gartner Says By 2016, 30 Percent of Enterprise Architecture Efforts Will Be Supported as a Collaboration Between Business and IT” that triggered not only buzz on the #EntArch feed but also with me.

Gartner highlights the key trends that show that the tipping point is starting to happen. I don’t think it is has happened, I think we are fast approaching it.

"The discipline of EA has passed a tipping point where practitioners are moving beyond applying EA to IT alone, either in aspiration or in actions," said Betsy Burton, vice president and distinguished analyst at Gartner. "We are finding that the majority of EA practitioners are aspiring to leverage EA to enable business value, growth and transformation, not only to drive IT decisions. While this has been a vision for EA for many for years, we are now hearing many clients clearly voice this same vision and aspiration of EA."


Like Richard, I am somewhat disappointed as well with the the length of this journey. However, I take a step back to be a little less critical and reflective at the progress of the Enterprise Architecture practice and I have to say we are trending in the right direction. We are not straying off the course, we are adapting and embracing the way things should be.

Funny enough, I had a similar conversation with a colleague a month or so ago where he stated, “EA should just be the strategy of the business now… should be a revolutionary move…. It should not take more than 3 years to do this…”. While I would love for this to be the case we know that is not practical nor achievable even if we wanted it right now.

I want to extend this point with some rational on why EA isn’t moving faster with some of what I see as key inhibitors:

  1. New Role for the Enterprise – This role is very new for businesses. There has been no other role in recent history that performs the same tasks as Enterprise Architects and more importantly what they will be doing in the future.
  2. Morphed Role in the Architecture Space – Enterprise Architecture evolved from low level information classification frameworks to IT Architecture Frameworks to Business Driven Enterprise Architecture. These changes have impacts to the ways existing practitioners do business but also to how organizations manage and adopt these roles to move their organizations forward.
  3. Breadth of the Role – Like eluded to in the first point but warrants it’s own line is the breadth of this role. No other role is at the level of breadth and impacts as the Enterprise Architect. With this breadth there is a  great deal of management of ambiguity. With little definition of roles and responsibilities (or at least constantly across businesses), engagement points, the services offered, the repeatable and predictable methods and outcomes that the Enterprise Architect should produce. 
  4. Limited Definition of Who and What we Do – There have been great strides over the past year to solidify a role definition of the Enterprise Architect but the actual definition of what we do and how it changes from what was done in the past (IT Architecture) has a great deal of work needed. This is where standards bodies like The Open Group can help the industry.
  5. Culture and Politics – The further up the food chain you go, the more fierce the politics. This is the same for Enterprise Architects as they span the business.
  6. Baggage – Not all Enterprise Architects have executed outside the IT Architecture space. Most of which is not there fault because they have been forced there due to where IT or the business. the challenge is however, if that is all you know there is a learning curve to doing what Enterprise Architecture should be doing. This curve takes time to know how to conduct business, the questions to ask and the methods to use.
  7. Emotional Intelligence (EQ) -   Moving from the IT worked to the Business world isn’t easy. There are many different motivators, personalities, pockets of politics and culture. This take a very keen person aware of their surroundings and the needs of their customers. A heighten EQ is needed to manage these complexities. This isn’t something you take a course on and are certified, this takes years of practice.

Keep in mind these are generalizations based on what I see in the industry. Our EA profession is just new and is evolving. Just like with anything new it takes time to absorb it into the enterprise.

I am very optimistic on where we are heading. EA is flexing it’s Enterprise Strategy muscles to be truly value driven. We have moved past the talk of what it should be and to the actual doing of what we have been aspiring for. This is extremely promising.

We are also seeing the business validate this. If the business is validating the Enterprise Architecture profession that means there is very tangible value that these business are getting from us. That is the true validation.

We see evidence of this from Richard’s research:

Alex Cullen of InfoWorld points out a recent Forrester study that highlights the increased support for EA programs when they have an active business architecture discipline. This trend is reinforced by early submissions to the Forrester/InfoWorld 2011 Enterprise Architecture Awards. Cullen says:

“I’ve talked with pharmaceutical firms that report crafting a much more blended business/IT operating model, a telecom firm whose EAs help business understand the scope of business transformation programs, and a manufacturer where the EA team is helping the business to understand how to utilize existing capabilities when venturing into new business areas or geographies.”

The movement towards a more business-integrated IT department is was also clearly evident in last year’s Enterprise Architecture awards. The winning companies shared a number of characteristics that led to their success. Enterprise Architects at both Barclay’s Bank and Discover Financial Services have significant input into project portfolio management and can help prioritize projects and ensure compliance with a greater architectural vision. According to Barclay’s, EA teams that can effectively collaborate with diverse business stakeholders such as finance, planning and operations have a greater chance of success. Each of the winning EA groups appeared to have strong mandates to pursue their endeavors but it seems clear that if they had stumbled in their efforts, they would not have retained their influential position.


This is all very promising and I am not at all concerned that we are not movin
g fast enough. I would much rather move at a diligent and thoughtful path (slower) versus hammering EA in too quick without getting the support it needs.


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Getting Enterprise Architects to the Business Decision Making Table


At the recent Troux Worldwide Conference I spoke on the panel with three other Enterprise Architecture industry experts. We discussed or sometimes debated the industry state. One area of particular dialog was around if EA’s truly had a seat at the “business” decision making table some said yes, some said no.

I reluctantly said EA’s do not…yet. The current state of EA is that for the most part we aspire to be at the CEO decision making table. This is where the business decisions happen. While we should be apart of we should not only be at the hosted CIO table. Remember, the role of the CIO is evolving from pure IT to a role more driven from the business but it still has the IT stigma. They are trying to up-level the conversation to business driven thinking. This is a very positive trend. EA’s must ensure they are at the table in which the CIO sits, not the one that is hosted primarily in IT.

However, the CIO table is an essential first step. EA’s can lead the business driven decision making through IT to help up-level the entire organization in conjunction with the CIO. Who else is better armed to do so. The folks at Troux see this happening more and more through their surveys. See below:

According to a similar survey conducted by Troux, 77% of chief architects and/or head of enterprise architects already have a seat at the CIO leadership table, and 60% of CIOs and/or head of EA are heading an IT Strategy Management Program. Does this mean that EA is fulfilling its promise of bridging the gap between IT and the business?

– Troux 2011


When I said EA’s are not there yet I was very deliberate. We are seeing trends in the industry that show the business is investing more and more into Enterprise Architecture in the form time and dollars to get the EA’s involved where traditionally they were not (Infosys EA Survey 2011).

Now the folks at Troux recognize these factors in the industry as well. I have to commend them on there willingness to facilitate this conversation. It’s an important one for our industry to have.

See there blog post below:

At the recent Troux Worldwide Conference there was plenty of talk among attendees and speakers about whether EA has a place at the “leadership table”. Some proclaimed that EA was still not seated at the table, while others lamented that EA has a seat at the table but has not yet been invited to actually enjoy the meal.

Troux was listening and decided to host a follow-on, in-depth discussion next Wednesday, May 25th, at the “EA & CIO’s: State of the Union” webinar, 10:00 am CST.

Moderated by Bill Laberis, from CIO Magazine, the webinar features Frank Malta, executive director and chief architect at pharmaceutical powerhouse Merck, and Bill Cason, CTO at Troux.

Bill Laberis will kick-off the discussion by sharing the latest data from CIO Magazine’s annual “State of the CIO” survey. According to that survey, nearly 70% of CIOs today are focused on developing IT strategies to accelerate business goals. This reinforces the notion that EA has moved beyond the ‘alignment’ phase to the ‘let’s achieve business results’ phase of maturation. This means focusing on business process innovation, fostering agility, and driving transformation throughout the enterprise.

According to a similar survey conducted by Troux, 77% of chief architects and/or head of enterprise architects already have a seat at the CIO leadership table, and 60% of CIOs and/or head of EA are heading an IT Strategy Management Program. Does this mean that EA is fulfilling its promise of bridging the gap between IT and the business?

Frank will then describe how, using Troux, Merck built an “Enterprise Business Capability Model” that provides a detailed visual map of business capability strategically aligned with IT resources. The model uses a five-layer approach to trace business process and capabilities to solutions and technologies and provides a complete view of portfolio investment, technology and associated business cases. With this information, Merck business and IT executives can now discuss about business processes, systems and resources in business terms based on facts, rather than guesswork.

Bill Cason will then talk about the external forces  driving EA toward a more classic Business Technology Management (BTM) approach which addresses the unification of business and IT decision making across the enterprise.

The webinar will also address issues such as moving the lens of EA from a technology focus to a business focus, how to make EA “consumable” and specific techniques for getting to results quickly, a must have for CIOs and their leadership team

The panel will then turn to listener questions. Join the discussion next Wednesday with your own questions. Registration is still open here



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TM Forum Frameworx and TOGAF Alignment

Mike Walker's Blog: TM Forum Frameworx and Open Group TOGAF Alignment

Recently launched at the Open Group meeting in London last week a venture between The Open Group and the TM Forum produced a 110 page report on how their two frameworks (TOGAF and Frameworx) align and where they extend each other. This report is a very deep and compressive with a quick reference guide.

I really like seeing this work. This is exactly what the enterprise architecture industry needs, the reduction of confusion and complexity between frameworks that have specific drivers vs. general purpose frameworks such as TOGAF.

Further evidence of this, I have been in western Europe for two weeks talking to some top Enterprise Architects in very large enterprises. I still get the questions around what is the difference between TOGAF and […X…]. Given this over whelming amount of confusion I hope these resources continue to be developed. For example, I would like the TOGAF 8 to ITIL 2 article to be updated to the latest versions.

In the report, it does a really good job of positioning TOGAF as the framework it intends to be, a general purpose framework. With a general purpose framework it is important to understand that it is meant to address a broad and vast amount of needs, to do so it needs to be generic and extensible so customers and services providers can add their specific business driven execution model on top. The report really demonstrates that modularity, extensibility and flexibility of their framework without jeopardizing the integrity of the core.

Below are two models that show these relationships.

Mike Walker's Blog: TM Forum Frameworx and Open Group TOGAF Alignment


Mike Walker's Blog: TM Forum Frameworx and Open Group TOGAF Alignment



Andrew Josey has put together such a great list of synergies that it would be incredibly redundant for me to regenerate these already great points.

Below is the summary of the identified synergies:

  1. Immediate synergies have been identified between the TOGAF Architecture Development Method (ADM) phases Preliminary, A, B, C and the Common Systems Architecture of the Enterprise Continuum. This document addresses the TOGAF ADM phases from Preliminary to Phase C. The synergies between business services (formerly known as NGOSS contracts) and the Common Systems Architecture will be dealt with in a separate document.
  2. TOGAF® provides an Architecture Repository structure that can smoothly accommodate the mapping of TM Forum assets; this feature can be leveraged to identify and derive the added value of the content.
  3. TM Forum assets can be classified as either Industry Architectures or Common Systems Architecture in (TOGAF®) Enterprise Continuum language. TOGAF® provides a widely accepted methodology to leverage these architectures into the development of enterprise architecture.
  4. Professionals that use TM Forum assets will find templates and guidelines in TOGAF® that facilitate the transformation of such TM Forum assets into deliverables for a specific project/program.
  5. TOGAF concepts as defined in the TOGAF® Architecture Content Framework provide clear definitions as to what artifacts from TM Forum assets have to be developed in order to be consistent and comprehensive with an architecture construct.



  1. Publication –