ENTERPRISE ARCHITECTURE

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Introduction

During the early days of computing, the new technology simply automated the contemporary manual processes with increased efficiency. As the new technology continued to evolve, new innovations paved the way for introduction of new processes and capabilities that were largely driven by information technology. Over time, information technology altered the business environment though not necessarily in conformation with the conventional business strategies. The resulting lack of alignment precipitated unanticipated loss of resources and missed opportunities, thus placing most organizations in competitively disadvantaged positions within the market. In order to align the business strategies with organizational objectives, a new approach for managing Information technology has been established. This new concept is referred to as Enterprise Architecture.

Enterprise architecture refers to ways or means of describing organizational structures and processes that link the individual business structures. It is the practice of applying a rigorous and comprehensive method for illustrating a current or outlook of a business’s information systems, processes, personnel, and the business sub-units so that they can be in conformity with the organization’s key objectives and strategic direction. This means that enterprise architecture is a strategic information asset base that defines the organization, outlines the information needed to run the business, the technologies essential to support the organization’s operations, and the transitional processes that are needed for the implementation of new technologies in response to the evolving business needs (Armour, Kaisler & Liu 2007).

An enterprise architecture framework describes a system that provides a collection of standards, best practices, tools, templates, and processes to help in the establishment of the Enterprise Architecture as well as other architectures of various dimensions. An enterprise architecture framework typically encompasses the following:

• Principles, processes, tools, and strategies

• Models, taxonomy, and common vocabularies

• Models and reference architectures

• Prescriptive guidance

A strategic plan refers to a document that guides the business’s process of outlining its direction, or strategy, and make succinct decisions while allocating its resources in the pursuit of its goals and objectives.

The introduction of several enterprise architecture frameworks has been hailed as a major breakthrough in streamlining the running of businesses in today’s competitive business environments. These frameworks include: Federal Enterprise Architecture, Open Group Architecture Framework (TOGAF), Zachman’s framework, Standards and Architectures for e-Government Applications (SAGA), Modeling Framework for Collaborative Networked Organizations (MFCNO), and the Governance Enterprise Architecture (GEA). For an organization dealing in the provision of information technology services, the two most appropriate enterprise architecture frameworks are the Zachman’s framework and the Open Group Architecture Framework (Bernard 2012)

Zachman’s Framework

This enterprise architecture framework is modeled towards the provision of a logical structure that can be utilized in the classification and organization of descriptive representations of a given enterprise. This framework model aligns the representations of an enterprise framework into columns and rows. The rows depict the roles or perspectives involved in the definition of an enterprise framework. These roles include: owner, planner, builder, designer, and the subcontractor. On the other hand, the columns represent the questions that each architectural representation is supposed to answer. These questions include: How, When, What, Who, and Why (Zachman, 2006).

The Open Group Architecture Framework (TOGAF)

The goal of this framework is to aid in the design, evaluation, and development of Enterprise Architectures for a business organization. This framework attempts to offer a technology-and-tool- neutral organizational standard for creating Enterprise Architectures that are complementary to other established enterprise architecture frameworks.

For an organization that operates on an information technology platform in the development and distribution of its medical device products, The Open Group Architecture Framework is preferable as it is anchored on a model of Resource Base and an Enterprise Continuum. The Resource Base comprises a set of templates, guidelines, background information, and many more. These resources help the organization’s enterprise architect in the utilization of the Architecture Development Method. On the other hand, the Enterprise Continuum is basically a repository of the entire architecture assets that exist within the enterprise and in the larger information technology industry. This particular enterprise architecture framework presents a set of architectural options that enable an architect to make sure that a complex set of requirements are tackled in an effective manner (Ross, Weill, &Robertson 2013).

Plan for initiation of the Open Group Architecture Framework (TOGAF)

The strategic plan for the organization is to initiate a highly aggressive one year plan to increase its revenue two-fold. The organization also plans to eliminate all core process inefficiencies in its operations with an aim of raising its profit margins year over year and pull the company from the loss making territory. The organization has a workforce of 800 employees and it currently enjoys close to US$100 million in annual sales. The anticipated level of growth and change will definitely call for a well thought out plan and execution strategy. The Open Group Architecture Framework appears to be a precise choice of an enterprise architecture framework that will assist the management in realizing these objectives. It is important to note that the major challenge that the organization faces is a major misalignment between the present IT infrastructure and strategy, and the business plan that has been designed to achieve the stipulated growth plan. It is also important to note that the management is a bit skeptical of the execution efficiency and quality of the organization’s information processes and systems which they feel are a permanent drain on the company’s operating margin. Nevertheless, the management is ambivalent on the true nature of the root causes of the company’s IT misalignment and inefficiencies. Thus, the management is not prepared to undertake drastic changes to the IT infrastructure as they fear that it may jeopardize the company’s daily operations. In order to solve the current challenges and steer the company towards the realization its strategic plan, the Open Group Architecture Framework is a critical tool that the management can integrate as the framework offers a diverse range of capabilities that can succinctly address the huddles that this organization faces. The new framework will assist in realization of the strategic management plan by identifying the major areas that need improvement, offer a phased, risk-neutral roadmap for changing the company’s IT infrastructure to support the company’s business strategies and objectives.

The plan introduced by the new framework will confer the management with the following core functionalities:

▪ It is driven by the organization’s strategy

▪ It standardizes and simplifies the company’s technical architecture

▪ The plan will comprise “just enough” modeling for the company’s enterprise solution architecture efforts

▪ It will focus on speed of delivery of the much needed high level guidance.

Briefing the CEO

The chief executive officer must be taken through the key advantages of the new framework and the benefits of the system should be contrasted with the benefits that may be derived from an integration of the other available enterprise architecture frameworks. Essentially, the CEO needs to be informed that the Open Group Architecture Framework has the following benefits over the other architectures, most of which are based on the partition iteration model:

✓ The new plan will ensure efficient utilization of technology to tackle the pressing business problems

✓ There will be dramatic reduction in the expense of establishing complex systems

✓ There will be faster and efficient delivery of high-business-value technical projects

✓ There will be great improvement in the probability of the overall system success.

Summarily, enterprise architecture is an important resource that can help an organization or company to explore better ways of using technology to support its core business processes and strategies. It is regrettable that many organizations spend immense resources as they try to enterprise architectures and then end up getting limited or negative values from such efforts. The key to gaining full benefits of the Enterprise Architecture is by carefully selecting the enterprise architecture framework that is compatible with the goals and objectives of the organization.

References

Armour, F. Kaisler, S & Liu, S. (2007). “A big-picture look at enterprise architectures.” IT Professional. Volume 1, Issue 1 35–42.

Bernard, S (2012). An Introduction to Enterprise Architecture. London: Author House

Ross. J, Weill. P, Robertson. D (2013). Enterprise Architecture As Strategy: Creating a Foundation for Business Execution. New York: Harvard Business Press

Zachman, J(2006). “A framework for Information System Architecture.” IBM Systems Journal Vol. 38, No 2 & 3 33-68