The Open Group Releases ArchiMate 2.0

The Open Group released ArchiMate 2.0, the latest version of the organization’s open and independent modeling language for enterprise architecture. The updated version is now aligned with TOGAF, enabling enterprise architects using the language to improve the way key business and IT stakeholders collaborate and adapt to change. New certification programs for the standard will also be available for those interested in becoming certified in ArchiMate 2.0.

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ArchiMate 2.0 will include the following features and benefits:

  • Improved business and IT alignment through  enterprise architecture modeling aligned with the TOGAF ADM
  • Ability to better support the preparation and management of business change, application rationalization, program and portfolio management and outsourcing scenarios
  • Ability to perform cost analysis and business case calculations
  • A Motivation extension to model stakeholders, drivers for change, business goals, principles and requirements
  • Implementation and Migration extensions to support project portfolio management, gap analysis and transition and migration planning
  • Improved consistency and examples, as well as additional clarification updates from the previous version

 

Additional Resources and More Detail

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BP Business Architecture Session Recap

Shatender Singh and Madhav Madaboosi, BP Plc., US

Abstract: The Open Group has determined that Business Architecture is a critical input into the decision making for an Enterprise. This presentation will outline BP’s Business Architecture methodology and will also provide a case study. BP’s varied and global business processes required the convergence of siloed business architectures to meet a simplification agenda.

 

I sat in the BP Business Architecture Session Recap this afternoon. While there wasn’t a great level of detail on tangible business architecture concepts, approaches, models and tools I didn’t find there was some useful nuggets for organizations to think about when trying to build a business driven EA organization. This session turned out to be more of a case study / reflection of the BP organization.

 

BP started this journey as a result of a business led change or mandate for IT to support a transformation strategy. BP architects made two smart decisions as a result:

  • Leverage an existing standard – TOGAF
  • Once a method was chosen BP chose to put a heavy emphasis on business architecture approaches with a flavor of portfolio management

Their Approach includes:

  • TOGAF adoption
  • Enterprise Activity Model
  • Strategic directions of the business unit
  • Architecture vision and principles
  • Benchmarking
  • Long tern business requirements
  • All projects go through the same governance model to align to the business direction
  • Harmonized the same data model across the company
  • Segmented portfolio by flagging solutions as strategic
  • Leverages principles from TOGAF heavily
  • Design based on principles

 

As a result they produce:

  • Non strategic requirements
  • Process maps
  • Rethink the inflight projects and align them to the short term and long term business roadmap
  • This in turn influenced the overall architecture views such as information, application and technology aspects.

 

Steps for alignment

  • EAM Alignment
  • Common Processes
  • Data
  • Application / Technical

 

Lessons learned from BP

  1. Balancing geographic and localized requirements – This was very difficult with the geographies alone but when you add legacy software with constraints and specialized information.
  2. Make architecture community driven and introduce social
  3. Process alignment is important for other dependencies to work
  4. Design authority over deployed assets is a critical element of the overall strategy
  5. TOGAF helps structure the evolution of the target architecture

Open Group Conference San Francisco Day 1 Keynotes

Day 1 of the Open Group Conference was kicked off with a bang. Jeanne Ross, whom I refer to as our EA Rock Star started the day with some fresh thinking about how we approach EA.

For al the presentations we had a set of key themes:

  • Pragmatic and realistic approaches
  • Business centric
  • Value focused

 

What a great set of speakers!

 

The Enterprise Architect: Architecting Business Success

Jeanne W. Ross, Director & Principal Research Scientist, MIT Center for Information Systems Research

Session: Enterprise architecture has typically been the domain of IT groups, but the impact of enterprise architecture is felt enterprise-wide. Research at MIT Center for Information Systems Research has shown that adoption of enterprise architecture leads to greater efficiencies and business agility But how can enterprise architects work with senior leaders to envision and lead successful business transformations. This talk describes how enterprise architecture has contributed to the success of firms like Campbell Soup, Southwest Airlines, and USAA. We’ll also discuss how enterprise architects have helped lead the way.

Highlights

  • The days of Enterprise Architects trying communicate it’s value is over. EA has been widely accepted
  • However, now we need to pull it off the promise of EA
  • We have to make sure we don’t blow it and deliver on our promise
  • The traditional IT Architecture method of Plan, Build, Operate is broken because it doesn’t allow organization to capitalize on their own capabilities.
  • A new model is needed, a business value cycle, NOT a value chain
  • Architects must consider reality in their value

 

 A New Model is Needed

Below is the Exploit, Commit, Build, Run model that is adapted from Jeanne Ross’s presentation. 

Mike Walker's Blog: MIT CISR Exploit, Commit, Build, Run Model

 

This model is a change of thinking and how we operate as Enterprise Architects. The goal of this model is to facilitate the shift of focus to capability thinking. The challenges highlighted were:

  • Company capabilities are under utilized
  • Company capabilities are often overlooked
  • EA is not always business value driven
  • New capabilities developed

 

Start with Exploit to direct us. Exploit doesn’t eliminate planning but makes it more effective.

 

Companies are doing similar things today and referenced in the presentation:

  • Aetna
  • Protection 1
  • USAA
  • Pepsi
  • Commonwealth of Australia

 

How does this change?

  • Information is key.
  • Get it in the hands of the everyone.

 

USAA was used as an example of a company that has embraced this:

  • Shifted their products around life events for their customers
  • Enterprise strategy was put outside IT
  • EA’s shift to advisors to the business

 

The role of EA’s in business value is to:

  • Help senior execs clarify their business goals. EA’s should provide strategy to CIO’s as an advisory services.
  • Identify architectural capability that can be readily exploited
  • Present options and their implications for business goals
  • Build capabilities incrementally

 

How Enterprise Architecture is Helping NISSAN IT Transformation

Celso Guiotoko, Corporate Vice President and CIO, Nissan Motor Co., Ltd.

In 2005, Nissan Global IS Dev developed "BEST" as an IT mid-term plan which significantly improved the efficiency of its information systems. This was followed in 2009 with the development of the "Change" program, which provided the basis for further advances by changing "people", "technology" and "process". And, in 2011, the next IT mid-term plan "VITESSE" was launched, designed to bring direct profit in the company by IT Dev.

Nissan focused on a core set or principles. They have some really good ones.

Nissan Principles

  1. Business Value
  2. Information is an asset
  3. Reduce complexity
  4. Independent from physical
  5. Business driven
  6. Change
  7. Reuse
  8. Competitive advantage
  9. Best Practice

 

A program they established to make the transformation is called the BEST program. 

 

BEST Program Elements

  • Business Alignment
  • Enterprise Architecture
  • Selective sourcing
  • Technology Simplification

 

Some of the tools used by Nissan to deliver on BEST are:

  • Business Process Reference Model
  • Business Process is defined use
  • Information Architecture – Entity modeling and
  • Linking business architecture to information architecture
  • Information data map
  • Platform rationalization model

 

Business Process Reference Model

Mike Walker's Blog: Nissan Business Process Reference Model

 

As a result of these EA efforts Nissan has a :

  • Reduced cost per user from 1.09 to .63
  • 230k return with 404 applications reduced
  • The solution deployment time has been improved
  • Significantly reduced hardware costs

 

 

The Transformed Enterprise

Andy Mulholland, Global Chief Technology Officer, Capgemini

If it is different to the well understood enterprise of today with its enterprise IT model what is different and why is it an advantage? These are basic questions which need to be addressed, and understood, before attempting to consider how business processes and resulting technology architectures will need to change.

Andy Mulholland author of three books since 2005 defining using the Web for business, changing to a collaborative working model and using clouds for enterprise business uses his experience to bring a cohesive answer to the questions

 

Highlights

  • Inside Out vs. Outside In
    • IT is Inside Out, focusing on the activities and problems within the 4 walls of the company wheras the business looks at problems Outside In.
    • Two very different models
    • The assertion is that we need to understand both of these forces
    • The Outside In focus must be given a great deal more thought
  • Conway’s La
    w – Enterprises cannot change beyond the constraints of their communications
  • Recommendation by Andy- "Seizing the Whitespace" by Johnson – for business model innovation
  • Andy highlights the Gartner Nexus model of Cloud, Social, Information and Mobile as the transformation catalyst
  • Social networks work better in fast environs to share knowledge efficiently than email
  • Cloud forces down a transformation path
  • TOGAF has to accept a new way of exposing value from the traditional inside out to a  TOGAF focused on a Outside In model

 

The Transformed Enterprise

Mike Walker's Blog: The Transformed Enterprise

 

 

Making Business Drive IT Transformation Through Enterprise Architecture

Lauren C. States, Vice President & Chief Technology Officer, Cloud Computing and Growth Initiatives, IBM Corp

Todays business demands and pressures have accelerated the pace of change. This focus on growing the business, entering new markets, enabling new, faster, better and less expensive services to customers creates challenges. While enterprise systems that may address these challenges are emerging:

  • How is an enterprise to choose which IT systems to utilize?
  • What strategies should they employ for short-term realization and longer term value of IT investments?
  • How does the CIO ensure that business and IT infrastructures cohesively evolve while keeping pace with economic challenges and associated uncertain business implications

 

The Reality of the Forces on IT

  1. Customer – Unlimited real-time access to ever changing information and expertise
  2. Partners – Acting as an extension of the enterprise
  3. Employees– Engaging externally in ways that are outside the traditional scope of work
  4. Competitors – Entering new spaces quickly

 

Highlights

  • We are the beginning of the next major shift
  • IBM has reduced their application portfolio by 2/3 with cloud transformation
  • Technology is changing the way the CMO is doing there job. Most are not ready because they go through a noisy set of data and a lose of control over brand
  • Highlights the CIO survey http://www-935.ibm.com/services/c-suite/cio/study.html

 

IBM’s Cloud Transformation Model

Mike Walker Blog: Cloud Transfomation

 

Macro method used by IBM

Mike Walker Blog: Cloud Transfomation Method

 

Come see me present Why EA’s Must Drive Cloud Strategy and Planning at the Open Group Conference

Mike Walker's Blog: Why EA’s Must Drive Cloud Strategy and Planning For those that are attending the Open Group conference in San Francisco here in the next few weeks from now I wanted to let you know that I will be presenting. My presentation is within the Cloud Strategy and SOA Governance track entitled “Why EA’s Must Drive Cloud Strategy and Planning” .

If this is a topic of interest to you or your organization, please stop by. It would  be great to see you there and answer any questions you may have.

Additionally, if you are at the conference or in the San Francisco area and would like to get together please let me know.

 

More

 

Open Group Publishes its First Cloud and International SOA Standards

Today, The Open Group announced three new industry standards to enable businesses to effectively integrate elements of SOA and Cloud Computing into a solution or enterprise architecture. The new standards are:

  • SOA Reference Architecture
  • Service-Oriented Cloud Computing Infrastructure Framework
  • Open Group Service Integration Maturity Model

 

SOA Reference Architecture

Provides a blueprint for creating and evaluating SOA solutions. With the release of the SOA RA Standard, enterprise architects now have a common language and approach for creating SOA solutions that meet different organizational needs, and bridge the gap between business and IT.

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This specification presents an SOA RA, which provides guidelines and options for making architectural, design, and implementation decisions in the implementation of solutions. The goal of this SOA RA is to provide a blueprint for creating or evaluating architecture.

Additionally, it provides insights, patterns, and the building blocks for integrating fundamental elements of an SOA into a solution or enterprise architecture.

Informally, the aim of the SOA RA is to answer some of the key questions and issues encountered by architects, including but not restricted to common questions such as:

  • What are the aspects, building blocks, and layers of an SOA that I need to consider in designing solutions, establishing enterprise architecture guidelines, or assessing an architecture based on service-oriented principles?
  • What are the building blocks I need to include in each layer of my solution or standardize as part of a enterprise architecture?
  • What are some of the key architectural decisions I need to make when designing a solution, or assessing an architecture that is based on service-oriented principles?
  • How do I increase my chances of gaining benefit from using SOA by taking into account key layers and building blocks with which I may initially be unfamiliar as our company makes it journey through higher levels of maturity? One of the ways in which we can establish a baseline and move to higher levels of maturity is to use The Open Group Service Integration Maturity Model (OSIMM) [21].
  • Which roles in a project would benefit from using these principles and guidelines?

The SOA RA is used as a blueprint and includes templates and guidelines for enterprise and solution architects as well as software engineering roles within the software development life-cycle. These facilitate and ultimately enable automation and streamlining the process of modeling and documenting the architectural layers, the capabilities and the Architecture Building Blocks (ABB) within them, options for layers and ABBs, mapping of products to the ABBs, and architectural and design decisions that contribute to the creation of an SOA. It is intended to support organizations adopting SOA, product vendors building SOA infrastructure components, integrators engaged in the building of SOA solutions, and standards bodies engaged in the specifications for SOA.

More: http://www.opengroup.org/soa/source-book/soa_refarch/intro.htm

 

Service-Oriented Cloud Computing Infrastructure (SOCCI) Framework

Is the first Cloud standard from The Open Group, which outlines the concepts and architectural building blocks necessary for infrastructures to support SOA and Cloud initiatives.

Service-Oriented Cloud Computing Infrastructure (SOCCI) is the realization of this framework for the cloud. This document details the SOCCI elements, the synergies realized through the cohesive application of SOA and cloud-based principles, and the SOCCI Management Building Blocks. It expands upon the relationships between service-orientation and its application to various infrastructure components. Finally, the concepts outlined are explained in the context of a business scenario – Motor Cars in the Cloud.

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Participants have specific requirements from the cloud computing infrastructure. We will be elaborating on these requirements. The relationship of the base roles (Consumer, Provider, and Developer) and composite role (Integrator) are described above.

More: http://www.opengroup.org/soa/source-book/socci/intro.htm

 

Open Group Service Integration Maturity Model

Delivers a common maturity model, which has now been ratified as an ISO and IEC International standard, for advancing the continuing adoption of SOA and Cloud Computing within and across businesses.

The Open Group SOA Integration Maturity Model (OSIMM) provides consultants and IT practitioners with a means to assess an organization’s Service Oriented Architecture (SOA) maturity level. It defines a process to create a roadmap for incremental adoption which maximizes business benefits at each stage along the way. The model consists of seven levels of maturity and seven dimensions of consideration that represent significant views of business and IT capabilities where the application of SOA principles is essential for the deployment of services. The OSIMM acts as a quantitative model to aid in assessment of current state and desired future state of SOA maturity.

 

More: http://www.opengroup.org/soa/source-book/osimmv2/intro.htm

 

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