Transcript www.irmac.ca

Presentation to IRMAC
Business Architecture
Concepts and Application
July 20, 2015
(C) Chartwell 2003
1
Agenda
•
•
•
•
•
•
•
•
•
•
•
•
•
Introduction
Architecture versus design
Bus. Arch.Context
Bus. Arch Trends
Business Reference Models
Programs and Services
<BREAK>
Processes
Performance Management
Business Transformation
Contribution to IT
Governance
Summary
July 20, 2015
(C) Chartwell 2003
2
Goals
– A better understanding and applicability of using business
architecture models in both the public and private sector
– An understanding of how to define processes at an
enterprise level and find patterns and opportunities for
common automation solutions
– An appreciation of techniques to better align IT solutions to
the business
– An appreciation of how to design an integrated performance
management framework
– An understanding of formal service definitions and its
benefits in better aligning business and IT design to the end
customer
– LEAVE YOU WITH ONE NEW IDEA!!
July 20, 2015
(C) Chartwell 2003
3
ARCHITECTURE VERSUS
DESIGN
July 20, 2015
(C) Chartwell 2003
4
The “architecture” of a complex
thing:
•
•
•
•
Its essential structure
Its overall design
The orderly arrangement of its parts
The way its components fit together
Architecture consists of the pieces of the puzzle!
Design is the picture on the puzzle box!
July 20, 2015
(C) Chartwell 2003
5
Enterprise Architecture
Definitions
• An enterprise architecture contains formal
specifications for all the elements of an enterprise
• An enterprise architecture function develops,
harvests and applies the specifications to all change
initiatives
• ARCHITECTURE:
(ANSI / IEEE Std 1471-2000)
"the fundamental organization of a system, embodied
in its components, their relationships to each other
and the environment, and the principles governing its
design and evolution"
July 20, 2015
(C) Chartwell 2003
6
Architect vs. Designer
• Defines a formal model to
represent the whole problem
space
• Solves a problem in the
problem space
• “Populates” the model to
define the problem space
architecture
• Uses the architecture to
create a design
• Defines logical constraints design standards, rules, etc.
• Works within constraints
• Is “whole system forever”
oriented
• Is problem and solutionoriented
July 20, 2015
(C) Chartwell 2003
7
Recognized realms of
architecture
(Key parts needing orderly arrangement)
• Information (data entities)
• Applications (business logic)
Automation
• Technology (technology components) Architectures
– Network (network technology components)
• Security (security components)
• Business (processes)
– Work (processes)
– Organization (roles & responsibilities)
– Policy (business rules)
July 20, 2015
(C) Chartwell 2003
Business
Architecture
8
Architectural Components
• Business:
– Services, Processes, Resources, Roles
etc.
• Logical:
– System Functions, Entities, Logical
Applications, Nodes, Domains etc.
• Physical:
– Databases, Applications, Servers etc.
July 20, 2015
(C) Chartwell 2003
9
BUSINESS ARCHITECTURE
Setting Context
July 20, 2015
(C) Chartwell 2003
10
What is Business Architecture
• A formal way of describing the key components of your business
(current or future) and their relationships
– Sample components include:
• Services, Programs (Markets), Activities, Resources, Organization,
Performance Measures, Locations, Business Cycles
– Sample relationships include:
• (services to activities)
• (activities to organization)
• Simplifies the understanding of an enterprise by breaking it
down into manageable chunks and relationships
• An asset: an authoritative source of business knowledge that is
used by many parties for different purposes
July 20, 2015
(C) Chartwell 2003
11
Goals and Objectives
The main goal of business architecture is to support the integration
and alignment of :
– Business strategy and operations
– Business strategy and IT strategy planning and design
– Business programs and initiatives throughout change processes
Results in greater enterprise efficiency, quality, effectiveness
and change capability
KEY THEMES:
Shared common language and representation
Defined linkages
July 20, 2015
(C) Chartwell 2003
12
Business promise of architecture
“When people understand the vision
and larger tasks of their enterprise,
and are given the right information,
resources and responsibilities,
they will ‘do the right thing!’”
- W. C. Hansen The Integrated Enterprise
July 20, 2015
(C) Chartwell 2003
13
Where does business
architecture fit?
Enterprise Architecture
Innovation
Opportunities
Business
Architecture
Business
Vision
Future Business
Requirements
Alignment &
Integration
Requirements
Information
Architecture
Future Business
Requirements
Application
Architecture
Integration
Requirements
Integration
Requirements
Technology
Architecture
July 20, 2015
Security
Architecture
Business &
IM/IT
Innovation
Opportunities
(C) Chartwell 2003
Business & IM/IT
Innovation
Opportunities
14
ENTERPRISE ARCHITECTURE - A FRAMEWORK
DATA
What
FUNCTION
How
NETWORK
Where
PEOPLE
Who
TIME
When
TM
MOTIVATION
Why
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
List of Processes the
Business Performs
List of Locations in which
the Business Operates
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
e.g. Processing Structure
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
TECHNOLOGY
MODEL
(PHYSICAL)
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
Time = Execute
Cycle = Component Cycle
End = Condition
Means = Action
Builder
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
People = Identity
Work = Job
e.g. DATA
e.g. FUNCTION
e.g. NETWORK
e.g. ORGANIZATION
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
List of Organizations
Important to the Business
List of Events Significant
to the Business
List of Business Goals/Strat
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
Time = Business Event
Cycle = Business Cycle
End = Business Objective
Means = Business Strategy
People = Organization Unit
Work = Work Product
People = User
Work = Screen Format
e.g. Security Architecture
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
e.g. SCHEDULE
e.g., Business Rule Model
e.g. Rule Specification
SCOPE
(CONTEXTUAL)
Planner
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
SubContractor
End = Sub-condition
Means = Step
e.g. STRATEGY
FUNCTIONING
ENTERPRISE
John A. Zachman, Zachman International (810) 231-0531
July 20, 2015
(C) Chartwell 2003
15
Zachman vs Business
Architecture
ENTERPRISE ARCHITECTURE - A FRAMEWORK
DATA
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
Planner
ENTITY = Class of
Business Thing
What
FUNCTION
How
List of Processes the
Business Performs
NETWORK
Where
List of Locations in which
the Business Operates
Function = Class of
Business Process
Node = Major Business
Location
PEOPLE
Who
List of Organizations
Important to the Business
TIME
TM
Familiar
Territory
When
List of Events Significant
to the Business
People = Major Organizations
Time = Major Business Event
e.g. Work Flow Model
e.g. Master Schedule
MOTIVATION
Why
List of Business Goals/Strat
SCOPE
(CONTEXTUAL)
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
e.g. Processing Structure
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
TECHNOLOGY
MODEL
(PHYSICAL)
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
End = Condition
Means = Action
Builder
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
July 20,ENTERPRISE
2015
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
e.g. DATA
e.g. FUNCTION
People = Organization Unit
Work = Work Product
People = User
Work = Screen Format
e.g. Security Architecture
People = Identity
Work = Job
(C) Chartwell 2003
e.g. NETWORK
John A. Zachman, Zachman International (810) 231-0531
e.g. ORGANIZATION
Time = Business Event
Cycle = Business Cycle
Time = Execute
Cycle = Component Cycle
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
e.g. SCHEDULE
e.g. Business Plan
Planner
e.g. Semantic Model
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
End = Business Objective
Means = Business Strategy
e.g., Business Rule Model
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. STRATEGY
SYSTEM
MODEL
(LOGICAL)
Designer
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
16
21
Zachman classification of IT
architectures
EIA
FRAMEWORK
INFORMATION
PROCESS
NETWORK
PEOPLE
TIME
RATIONALE
CONTEXTUAL
Business Architecture
CONCEPTUAL
LOGICAL
Data
Architecture
PHYSICAL
COMPONENTS
FUNCTIONAL
July 20, 2015
(C) Chartwell 2003
17
Zachman classification of IT
architectures
EIA
FRAMEWORK
INFORMATION
PROCESS
NETWORK
PEOPLE
TIME
RATIONALE
CONTEXTUAL
Business Architecture
CONCEPTUAL
LOGICAL
PHYSICAL
Application
Architecture
COMPONENTS
FUNCTIONAL
July 20, 2015
(C) Chartwell 2003
18
Zachman classification of IT
architectures
EIA
FRAMEWORK
INFORMATION
PROCESS
NETWORK
PEOPLE
TIME
RATIONALE
CONTEXTUAL
Business Architecture
CONCEPTUAL
LOGICAL
PHYSICAL
Technology
Architecture
COMPONENTS
FUNCTIONAL
July 20, 2015
(C) Chartwell 2003
19
BUSINESS ARCHITECTURE
Trends
July 20, 2015
(C) Chartwell 2003
20
Meta Group
– By 2005, 70% of Global 2000 enterprises will
move beyond a pure technology architecture
focus to include enterprise business
architecture (50%), enterprise information
architecture (60%), and enterprise solution
architecture (70%). Architecture teams that
fail to move beyond a technical focus will
come under increasing pressure to
demonstrate business value.
» META Trend (March 2003):
July 20, 2015
(C) Chartwell 2003
21
In the USA
• Legislated or mandated EA initiatives
• Established Federal EA PMO
– http://www.feapmo.gov/
• Most still struggle with “how-to”
• Other trends & signs
– George Bush allocates $1 Billion to EA (Feb 2003)
– Government EA conference – June
– Business Reference Model
July 20, 2015
(C) Chartwell 2003
22
FEAPMO - USA
“To facilitate efforts to transform the
Federal Government to one that is
citizen-centered, results-oriented, and
market-based, the Office of
Management and Budget (OMB) is
developing the Federal Enterprise
Architecture (FEA), a business-based
framework for Government-wide
improvement”
July 20, 2015
(C) Chartwell 2003
23
Canadian Municipalities
• Municipal Reference Model
– Generic business model of municipal
programs and services
– Adopted by MISA (Municipal Information
Systems Association)
– Used by 27+ Canadian municipalities and
at least 2 foreign municipalities
– Proved to be extremely valuable during the
many municipal amalgamations
July 20, 2015
(C) Chartwell 2003
24
Canadian Provinces
• Ontario – perceived leader
– Using PSRM for past 8 years
– Formal architecture and planning process
and governance structure for the province
– Have detailed architecture framework and
standards for Ontario’s Enterprise
Information Architecture
• Alberta, N.B. & B.C. and perhaps others
also embarking on similar initiatives
July 20, 2015
(C) Chartwell 2003
25
Canadian Federal Govmt
• Started with FAP (Federated Architecture
Program)
– Iteration One: Connectivity, Access to electronic
information, Public assurances of confidentiality,
improvement of government administration
• BTEP (Business Transformation Enablement
Program)
– Next Iteration of FAP
– Much stronger business focus
– BTEP overviews being given to individual
departments, ARB, …
July 20, 2015
(C) Chartwell 2003
26
More Trends
• Business Architecture (BA) still evolving
– Bottom Up trend still evident
– Methods and models being refined
– Tools like artifact repositories are immature
• Control & Interest is shifting
– Today: CIO’s to promote BA as part of the overall
Enterprise Architecture
– Business is fast adopting BA and making it part of
the strategic and business planning
July 20, 2015
(C) Chartwell 2003
27
BUSINESS ARCHITECTURE
Business Reference Models
July 20, 2015
(C) Chartwell 2003
28
In addition to Zachman
framework, following is required:
• A business reference model:
– Describes explicitly relationship between business components
across rows / columns
– Specifies additional business components and definitions that are
relevant for a given business domain e.g. programs, markets
• Methods to describe the processes and
dependencies associated with:
– The population of the Zachman framework through the use of a
reference model
– The creation of business designs based on the reference model
– The integration of the business design work in the context of the
larger business transformation agenda
July 20, 2015
(C) Chartwell 2003
29
Business Reference Models
• A business reference model contains all the business
components and relationships for a given business domain
• The PSRM is a business reference model that is used by the
Government of Ontario as a standard description of a public
service enterprise
• Business reference models:
– Ensure a standard description of the business across projects /
Ministries
– Support re-use of business components
– Used to analyze and ensure alignment, integration
– ALIGNMENT – common ends!
– INTEGRATION – common means!
July 20, 2015
(C) Chartwell 2003
30
Public Sector Reference Model Illustration
(PSRM)
Provider
Organizations
Governance
Outcomes
Client
Organizations
Accomplish
Roles
Accountability
Responsibility
Authority
July 20, 2015
Deliver
Outputs
Individual
Clients
Used
in
(C) Chartwell 2003
31
Government is Different
• Mandate
Retailer closes East Coast outlets
 Canada Post no longer delivers to Nunavut
• Jurisdiction
Commercial product competes with consumer model
 RCMP decides to expand to provinces
• Expectations
Door Crasher Special – 50% off to first 500 clients
 E-File promo – first 500 users get 10% income tax rebate
• Service Level
Lavish Service is desired and appreciated
 Over Serving is deemed wasteful and extravagant
July 20, 2015
(C) Chartwell 2003
32
PSRM Adapted to Rows 1
and 2 of the ZFW
ENTERPRISE ARCHITECTURE - A FRAMEWORK
DATA
What
FUNCTION
How
NETWORK
Where
PEOPLE
Who
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
People = Organization Unit
Work = Work Product
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
List of Processes the
Business Performs
List of Locations in which
the Business Operates
List of Organizations
Important to the Business
TIME
When
List of Events Significant
to the Business
TM
MOTIVATION
Why
List of Business Goals/Strat
Business Architecture
SYSTEM
MODEL
(LOGICAL)
SCOPE
(CONTEXTUAL)
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
Time = Business Event
Cycle = Business Cycle
e.g. Processing Structure
Planner
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
End = Business Objective
Means = Business Strategy
e.g., Business Rule Model
SYSTEM
MODEL
(LOGICAL)
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
TECHNOLOGY
MODEL
(PHYSICAL)
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
Time = Execute
Cycle = Component Cycle
End = Condition
Means = Action
Builder
e.g. Program
e.g. Network Architecture
Designer
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
Governance
Outcomes
e.g. Data Definition
e.g. DATA
Proc.= Language Stmt
I/O = Control Block
e.g. FUNCTION
Node = Addresses
Link = Protocols
e.g. NETWORK
People = User
Work = Screen Format
e.g. Security Architecture
People = Identity
Work = Job
e.g. ORGANIZATION
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
e.g. SCHEDULE
End = Sub-condition
Means = Step
e.g. STRATEGY
Accomplish
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
SubContractor
Roles
Responsibility
Deliver
Outputs
Authority
Used
in
FUNCTIONING
ENTERPRISE
21
John A. Zachman, Zachman International (810) 231-0531
Zachman Framework
July 20, 2015
e.g. Rule Specification
Client
Organizations
Designer
Accountability
Ent = Field
Reln = Address
FUNCTIONING
ENTERPRISE
Provider
Organizations
Public Service Reference Model
(C) Chartwell 2003
33
The Zachman Framework classifies the details
of an underlying model of the enterprise into an
enterprise architecture.
Governance
Outcomes
Provider
Organizations
The Public
Accountability
Roles
Individuals &
Organizations
Outputs
Responsibility
Authority
Business Architecture
Information & Technology
Architectures
Needs
Clients
Services
Processes
Resources
Business architecture drives automation architectures
Artifact standards guide architecture development
Transformation standards maintain architectural integrity
July 20, 2015
(C) Chartwell 2003
Organization
Roles
Workflow
Locations
Applications
Domains
Nodes
Databases
Interfaces
Infrastructure
Components
34
PSRM Elements in the
Zachman Framework
What
How
Where
Who
When
Why
Row 1:
Programs
Parties
Resources
Services
Jurisdictions
Events
Needs
Roles
Locations
Areas
Goals
Target
Groups
Cycles
Workflows
Schedules
Strategies
Row 2:
Semantic
Model
Service
Process
Models
Business
Network
Model
Performance
Metrics
Scenarios
Other Models
Service Integration
and Alignment Model
July 20, 2015
Program Service
Alignment Models
State Transition
Models
(C) Chartwell 2003
35
BUSINESS ARCHITECTURE:
Programs and Services
July 20, 2015
(C) Chartwell 2003
36
Programs and Services
• Programs define the organization’s “end” –
mandate, target groups, needs
– Key unit of measurement is “outcome”
• Services define the organization’s “means” –
modes of production
– Key unit of measurement is “output”
• Collectively define the broad “top-down”
business context
July 20, 2015
(C) Chartwell 2003
37
Programs
• Programs specification includes:
–
–
–
–
–
Target group
Target group needs
Program outcomes and impacts
Strategy Model
Program Accountability
• Programs create context for service delivery and design
• Programs can be grouped together based on affinity between
target groups and needs
• Program concept is very close to private sector concept of line
of business focused on a target market
July 20, 2015
(C) Chartwell 2003
38
Program Profile Example
Seniors Health Program
Program Goals
Jurisdiction: Federal
Target Group: Seniors
•Target group is comprised of
individuals that are 65 or over
•Are they Residents? Citizens?
Visitors?
Target Group Needs:
• Need for protection from
disease
•Need for protection from
suffering
•Reduced level of disease in senior
population
•Reduced level of suffering in senior
population
Program Impacts
•Increased mobility and quality of life
for seniors
•A more caring society
•Reduced cost of reactive health care
Other program profile components not shown
Mandate definition
Definition of Core Strategies
July 20, 2015
(C) Chartwell 2003
39
Need Types for Individual and
Groups
Individuals
1.
2.
3.
4.
5.
6.
7.
8.
Physiological: hunger, thirst,
bodily comforts, etc.;
Safety/security: out of danger;
Belonginess and Love: affiliate
with others, be accepted; and
Esteem: to achieve, be
competent, gain approval and
recognition.
Cognitive: to know, to
understand, and explore;
Aesthetic: symmetry, order, and
beauty;
Self-actualization: to find selffulfillment and realize one's
potential; and
Transcendence: to help others
find self-fulfillment and realize
their potential.
July 20, 2015
Groups:
1.
2.
3.
4.
5.
(C) Chartwell 2003
Mission fulfillment: drive to
accomplish their collective
purpose
Survival: access to resources
Risk mitigation: protection from
destabilizing forces
Rights: recognition of rights and
entitlements as a legal entity
Stability: capability to grow
and/or change
40
Target Group
“Hierarchy”
Individuals
Needs “Hierarchy” Strategy Policy Model
Safety
Prevention:
Focus on abuser
Women
Freedom from
Violence
Treatment:
Focus on victim
Abused
Women
Freedom from
Domestic Violence
Abused Women Program
Program attaches social mandates
in terms of will of the electorate to
address this need, and social goal
in terms of trends in level of need
in target group.
July 20, 2015
(C) Chartwell 2003
Goals
Reduced frequency of
abuse recurrence
Services
Housing
Financial assistance
Counseling
Vocational skills training
41
Services
• Services deliver units of value to clients to meet
recognized needs
• Service definitions are defined from the client’s
perspective in terms of value received
– Not “getting a needle” but “an inoculation”, which is a “unit of
protection for a period of time”
• From a client’s perspective, services are independent
– e.g. “fixing a pothole” is not a service to the end-client
‘providing road access” is
• Service definition is a key bridge between work/policy
design and work design
• Services are not a functional concept, but a value
concept!
July 20, 2015
(C) Chartwell 2003
42
Internal Services are Consumed by
Internal Customers
Systems Services
Human Resources Services
Financial Services
Internal Services observe the Service Output Principle
but service outputs always relate to types of resources!
July 20, 2015
(C) Chartwell 2003
43
Model of Programs and
Services
Expressed by
Target
Group
Need
includes
includes
addresses
admits
is member of
Program
includes
accomplishes goals of
Service
July 20, 2015
(C) Chartwell 2003
provides
output to
Client
44
Program/Service Relationships
Program A
Program B
Service 1
A service contributes to a program’s goals by providing a valuable output
to eligible members of the program’s recognized target group, meeting a
recognized need. Well-designed services meet multiple needs of multiple
target groups in multiple programs.
July 20, 2015
(C) Chartwell 2003
45
Standard Service Types
(From Federal TBS BTEP)
•
•
•
•
•
•
•
•
•
•
Provide funds
Provide resources
Provide transport
Provide advisory encounters
Provide matches, referrals
and linkages
Provide new knowledge
Provide promotional
encounters
Provide recreational and
cultural encounters
Provide educational and
training encounters
Provide care and
rehabilitation encounters
July 20, 2015









Provide periods of agreement
Provide periods of permission
Provide periods of protection
Provide findings
Provide interventions
Provide rulings & judgments
Provide penalties and periods of
sanction
Provide rules
Provide implemented changes
(C) Chartwell 2003
46
BREAK
July 20, 2015
(C) Chartwell 2003
47
BUSINESS ARCHITECTURE
Processes
July 20, 2015
(C) Chartwell 2003
48
Bridging the Gap to Processes
Contains
Standard
Service
Types
Standard
Set of Process
Types (Service Process Model)
Contains
Standard
Set of Performance
Metric Types
If you can classify your services in a standard way, you can develop:
•Standard complete set of processes
July 20, 2015
(C) Chartwell 2003
49
Service Process Models
Principles and Applications
• Are intended to be:
– Authoritative – for multiple use / change insulated /
technology independent
– Coarse level of detail – sets context for detail
– “Verb Adjective Noun”
• Are useful in supporting:
–
–
–
–
–
–
Pattern recognition for opportunity identification
Role / responsibility mapping
Application portfolio assessment
Consolidation / Assessment / Leveling of other models
Aligning process responsibilities to service accountabilities
Integrated performance management framework
July 20, 2015
(C) Chartwell 2003
50
Key Artifact
Public Service process models
• Process model identifies key processes associated with
services
• Types of processes included with services include:
–
–
–
–
Planning
Acquisition
Use (Customer contact / delivery)
Monitoring & Managing
• A public service provider may outsource one or more of these
processes
• Services of “like-type” tend to have common patterns e.g.
training service, commodity distribution
– The use of these patterns supports creating quick “strawmen”
supporting “edit mode” with client
July 20, 2015
(C) Chartwell 2003
51
Service Process Model
Provide care and rehabilitation encounters
Use
Plan
–
–
–
–
–
Project demand
Define service objectives & strategies
Define service performance targets
Define resource requirements
Define resourcing strategy
Acquire
–
–
–
–
–
–
–
–
–
Receive request for personal care
Qualify request
Open case
Assess personal care case rqts
Assign resources to case
Develop / modify personal care schedule
Schedule appointments
Provide personal care
Process complaints attributed to service
– Acquire resources
– Determination of qualified care
providers
– Develop service delivery schedule
Monitor
– Allocate resources to delivery
schedule
– Monitor service performance
– Notify clients of service delivery
– Monitor achievement of service objectives
schedule
– and strategies
– Promote personal care service
– Offset risks attributed to personal care
July 20, 2015
(C) Chartwell 2003
52
Formal Process Leveling
Insulates Change
Process
Contains
Activity1
Activity2
Activity3
Activity4
Greater
Change
Contains
Task1
Task2
Task3
Task4
Change insulate model through managed leveling
July 20, 2015
(C) Chartwell 2003
53
Defining all processes within a
program
Enterprise
Program
Service
Types
Process
Types
Services
Processes
All your processes in the program
Service 1
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 2
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 3
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 4
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 5
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 6
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Wallpaper!
July 20, 2015
(C) Chartwell 2003
54
Single Model
Multiple Use
Business
?
Where are gaps and
overlaps in role definition?
Which are under / over
performing?
What is the cost?
What common patterns
exist for automation?
IT
?
What’s the current
application portfolio
coverage? Gaps /
overlaps?
What’s the coverage of our
existing process models?
July 20, 2015
Service 1
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 2
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
(C) Chartwell 2003
Service 3
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 4
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 5
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
App
Process
A
Process
Process
Service 6
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
App
Process
B
Process
Process
Process
Process
Process
55
Design models that use
Processes
July 20, 2015
(C) Chartwell 2003
56
Workflow Models
Characteristics



Shows flow of work across roles in response to an event (business scenario)
Defined in context of “triggering event” and “end goal”
Has an accompanying business narrative
Key Benefits



Easily understood by business stakeholders
Very powerful in supporting “quick hits”
A powerful tool for effective work design
Quality Considerations:



July 20, 2015
Roles, Processes, Roles, Events and Resources must be aligned to standard
set of business components
Models should be produced in broader context of evaluating business
scenarios, alternatives and exceptions
To define explicit instances, roles should be mapped to position or individuals
(C) Chartwell 2003
57
WorkFlow Model
A workflow model illustrates the behavior of business in response to a trigger event
(typically a service request). It shows the trigger event, roles that respond to the trigger
event, sequence of processes performed by the roles and the outcome event(s).
Workflow: Submit Request for PLP Course Approval
PLP
Course
Provider
Submit
Request for
Course
Approval
Receive
Notification
of Decision
Decision Notification
Request
PLP
Information
Custodian
Qualify
Request
Distribute
Request
Receive
Notification
Qualified
Request
PLP
Course
Approval
Authority
July 20, 2015
Maintain
Request
Information
& Notify
Request
Information
Decision
Notification
Receive
Request
Assess
Request
Qualified
Request
(C) Chartwell 2003
Notify of
Decision
Decision
58
Role Responsibility Mapping
Characteristics



Shows the role relationships between roles and processes
Can be used to either assess current role definitions or to design target state
Supports formal alignment of job descriptions
Key Benefits


Reveals current gaps and overlaps in responsibility definitions
Supports formal definition of roles and alignment of job descriptions
Quality Considerations:


Must be based on standard set of Role responsibility relationships e.g. (L) –
Leads, © Consulted before, (I) Informed After, (S) Supports etc.
Processes and roles must be aligned to standard business components
July 20, 2015
(C) Chartwell 2003
59
Role Responsibility Mapping
Public Service
134
Ordinance Enforcement
Service Profile
Accountable Organization Unit
Legal & Ordinance Division, Corporate Services Department
Client
Direct: Ordinance Violator; Indirect: Ordinance Complainant
Service Delivery Unit
Ordinance Enforced
Responsible Division
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
2
3
4
5
6
L
L
L
L
I
7
(C) Chartwell 2003
8
9
10
11
12
18
19
13
14
I
I
I
I
I
I
I
I
I
I
I
I
I
I
Office of the P&D GM
17
Development Services
16
I
I
I
I
I
I
I
I
I
I
I
I
Community Planning
15
Office of the L&P GM
14
Parks and Environment
13
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
L
Recrfeation E & W
12
Facilities Management
11
Operations
10
Training
9
Fire Prevention
Office of CS GM
8
Administration
Clerks (+ commun)
7
Leisure and Parks
Dispatch
Legal and By-law
6
I
I
I
I
I
1
July 20, 2015
Information Services
5
Human Resources
4
Finance
General Investigation
3
Corporate Planning
Crime and Community
2
Fire Rescue
General Duty
Administration
1
Define By-Law Enforcement Service Requirements
Define By-Law Enforcement Service Performance Targets
Define By-Law Enforcement Service Objectives & Strategies
Define By-Law Enforcement Service Corp. Policies, Proc. & Stnds
Define By-Law Enforcement Service Delivery Plans
Promote By-Law Enforcement Service
Receive By-Law Enforcement Complaint
Qualify By-Law Enforcement Complaint
Dispatch Resources to Inspect By-Law Enforcement Complaint
Inspect By-Law Enforcement Complaint
Notify Violator of By-Law Enforcement Infraction
Enforce By-Law Enforcement Regulation
Collect Fine for By-Law Violation
Monitor By-Law Enforcement Service Delivery Performance
Monitor By-Law Enforcement Service Objectives
Monitor Compliance with By-Law Enforcement Service Policies
Corporate Services
Traffic
City Manager
Activity Name
Council
Police
20
21
22
23
24
25
26
I
I
I
I
I
15
16
17
18
I
I
L
L
L
L
L
L
L
L
I
I
I
I
I
I
L
L
L
L
19
20
21
22
I
I
I
I
I
I
I
I
I
23
60
24
25
26
BUSINESS ARCHITECTURE:
Support for an integrated
performance management
July 20, 2015
(C) Chartwell 2003
61
Program
Measures
Service
Performance Measures
Process Performance Measures
Resource Performance Measures
Business Architecture Provides Common
Framework For Performance Measurement
July 20, 2015
(C) Chartwell 2003
62
EQE Framework
• Three types of performance metrics at each level
(program, service,process, resource)
– Efficiency - $ per unit
– Quality – output compared to standard
– Effectiveness – contribution to higher level business
component
• Measuring service performance typically requires
some budget recasting from organizational based
budget – Gives customer-centric view
• Sets foundation for well-formed SLA
July 20, 2015
(C) Chartwell 2003
63
Key Artifact
Performance Model Example (row 2, Col 6)
Metric
Def’n
Workplace
Program
Safety
Service
Process
Efficiency
Measures
Quality
Measures
Effectiveness
Measures
Output Value
Input Cost
Comparison
to Standards
Contribution
to Higher Goal
Total cost
per capita
Meeting public
expectations
Workplace
safety
trends
Certification
accuracy &
timeliness
Compliance
Capacity
& Accident
trends
Average cost
per site visit
Site visit
completeness &
timeliness
Capacity
SiteCapacity
visiting
capabilities
System cost
per accident
reported
System
accuracy &
timeliness
Safety
Average cost
Certification per certification
Site Visit
Resource Accident
Reporting
System
July 20, 2015
(C) Chartwell 2003
Capacity
Capacity
System
Capacity
capabilities
64
Key Performance Management
Concepts
Business Goal:
– A business view of desired change in state (e.g. increase,
decrease) to which effort is directed
– Business goals can be defined for various business
components (programs, services, processes, resources) e.g.
– “Greater consistency of assessment service across CCAC
and greater alignment with MOH expectations”
Performance Indicator:
– A measurements that relates to and indicates the
achievement of a business goal, e.g.“% of compliant
assessments”
Indicator:
– A measurement that is required to support the calculation of
a performance indicator, e.g. “total number of assessments”
July 20, 2015
(C) Chartwell 2003
65
Business Goals Versus Performance
Indicators
RECOGNIZED TARGET
GROUPS AND NEEDS
Determine
PROGRAM GOALS
Measure
achievement of
Influence
Are aligned
to
SERVICE GOALS
Measure
achievement of
SERVICE
PERFORMANCE
INDICATORS
Influence
Are aligned
to
PROCESS GOALS
Measure
achievement of
PROCESS
PERFORMANCE
INDICATORS
Influence
Are aligned
to
RESOURCE GOALS
Measure
achievement of
July 20, 2015
PROGRAM
PERFORMANCE
INDICATORS
(C) Chartwell 2003
RESOURCE
PERFORMANCE
INDICATORS
66
BUSINESS ARCHITECTURE:
In support of transformation
July 20, 2015
(C) Chartwell 2003
67
Transformation Framework
Planners Care About Strategic Alignment
Business
Drivers
Values
Opportunities
Goals
Options
Design
Standards
Design
Elements(1)
Priorities
Justifications
Change
Initiatives
Scope
Linkages
State
Status
Human
Factors
Readiness
Capabilities
Resources
Milestones
Implementation
Dependencies
Architects Care About
Design Quality and Standards
July 20, 2015
Joint
Interests
Objectives
Target
Designs
Current
Designs
Strategies
Delivery Managers Care About
Capabilities, Resources and Logistics
(C) Chartwell 2003
68
What’s the motivation of the
transformation
LONG TERM CARE FACILITY LIFE CYCLE
Facility development
application approved
Under Development
Redevelopment
Development /
Redevelopment
Completed
Readiness
Completed
Redevelopment
Started
Operational
& Unfit
Facility is not
compliant with
standards
Decomission
July 20, 2015
Being Readied
for Occupancy
(C) Chartwell 2003
Operational
& Fit
Decomission
69
Comparison of Current to Target
Private Sector Example
CURRENT
TARGET
Markets
Markets
X
Services
X
X
X
X
X
X
XX
X
X
X
X
New
markets
New customer
for existing service
New
services
X
Discontinued
service
July 20, 2015
Discontinue
service for customer
(C) Chartwell 2003
X
70
Business Architectural Context
for Transformation
Current Business
Model
Target Business
Model
Business Components
•Programs /
Target Groups / Needs
•Services
•Processes
•Resources
•Roles / Organizations
•Events / Cycles
•Goals
•etc
Models
•Program Service Alignment
•Service Integration Model
•Logistics Models
•Swimlane Models
•etc
Business Components
•Programs /
Target Groups / Needs
•Services
•Processes
•Resources
•Roles / Organizations
•Events / Cycles
•Goals
•etc
Models
•Program Service Alignment
•Service Integration Model
•Logistics Models
•Swimlane Models
•etc
July 20, 2015
How much
to model?
What’s the same?
What’s different?
What relationships are
important or related to
the differences?
What dependencies exist?
How does this inform
the transformation plan?
(C) Chartwell 2003
How much 71
to model?
Business Architecture Links Strategic
and Operational Business Views
Strategic View
Who are we?
Enterprise
What
groups
do we
target?
Services
What
resources
are needed
What do
we deliver?
Alignment
What activities
are required to
deliver the service?
Who
does what?
Activities
Resources
Operational View
July 20, 2015
(C) Chartwell 2003
72
Business Architecture Supports
Planning & Change Management
Current Bus Arch.
Strategic
Plan and Define
Enterprise
Enterprise
Strategic Direction
Services /
Product Lines
Services /
Services
Product Lines
Requires
Requires
Operational
Target Bus Arch.
Design Build and Operate
Processes
Processes
Corporate Initiatives
Resources
Activities
Activities
Resources
Resources
July 20, 2015
Activities
Resources
Activities
Resources
Resources
(C) Chartwell 2003
73
Scoping projects using a
business architectural approach
Program


Service
Types
Process
Types
Services
Processes
OVERLAP: Does it represent risk
or opportunity?
May need to:
All your processes in the
current program
Service 1
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 2
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 3
Process
Process
Process
Process
Process
Process
Process
Process
Process
Overlap
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 4
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Project B
Project A
Service 5
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Service 6
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Project C
Elaborate processes in area of
overlap
 Explore other business

SCOPING
architectural relationships

Define scope initially in terms of process /
 process to role responsibilities
elaborate processes

Identify related business components:
 process dependencies
July 20, 2015
(C) Chartwell 2003
74
 Roles, resources, organizations,
 process to resource

dependencies, performance measures,
BUSINESS ARCHITECTURE:
Contribution to IT
July 20, 2015
(C) Chartwell 2003
75
Business transformation dilemma
Business
Model
Value
Chain to
System
Infrastructure
Alignment
& Integration
System
Model
IF no alignment of IT and business Combined
system is highly resistant to change
July 20, 2015
(C) Chartwell 2003
76
The Value
66% • Business is constrained by IT
inability to quickly adapt to its
changing needs
30% • IT a strategic partner with the
business
15% • IT made no contribution at all
10% • IT as expensive overhead
Source: Fujitsu’s 2002 Information Technology
Services Management Survey
July 20, 2015
(C) Chartwell 2003
77
Food for thought
• … focusing on alignment with business
strategy is irrelevant if your "technology
portfolio" is leaking oil, spitting gas and
spewing smoke
• … make sure you have your lower level
architectural needs under control before you
start worrying about being the lofty goals of
alignment
Jeff Tash (aka ITscout)
Flashmap Systems
July 20, 2015
(C) Chartwell 2003
78
Business Architecture versus IT
Design
• More effective IT design requires a formal model of the business
to identify common business patterns (integration)
– Business patterns occur at a variety of scales
– e.g. regulatory program versus ‘accept client request’
• Business component to IT component mapping (alignment):
– Ensures alignment of architectures
– Support graceful change
– Key to aligning business and IT planning
• IT can also be modeled as a business inside a
business reference model
– Used to define service level agreements
– Used to align IT / Business performance (alignment)
July 20, 2015
(C) Chartwell 2003
79
IT Planning and Architecture in
Context
Business
Planning
ALIGNMENT
Business
Architecture
IMPACT
SCOPE
IT Strategic
Planning
Automation
Architectures
REFINEMENT
July 20, 2015
(C) Chartwell 2003
IT Systems
& Technology
Delivery
80
BUSINESS ARCHITECTURE:
GOVERNANCE
July 20, 2015
(C) Chartwell 2003
81
Enterprise Architecture – (CMM)
Capability Maturity Model
No
Standard
Framework
Independent
Project
Frameworks
MultiProject
Alignment
Change
Management
WideSpread
MultiProgram
Re-Use
• Business architecture and I&IT architecture capability
maturity may evolve at different rates
• Methodology maturity is also evolving
EWTA
July 20, 2015
Zachman
(C) Chartwell 2003
Reference
Models
82
Enterprise/Program/Project
Governance
Enterprise
ENTERPRISE ARCHITECTURE - A FRAMEWORK
DATA
What
FUNCTION
How
NETWORK
Where
PEOPLE
Who
TIME
When
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
List of Processes the
Business Performs
List of Locations in which
the Business Operates
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
People = Organization Unit
Work = Work Product
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
e.g. Processing Structure
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
e.g. Physical Data Model
e.g. Presentation Architecture
e.g. Control Structure
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
List of Organizations
Important to the Business
TM
MOTIVATION
Why
List of Business Goals/Strat
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
e.g. System Design
e.g. Technology Architecture
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
People = Identity
Work = Job
e.g. DATA
e.g. FUNCTION
e.g. NETWORK
e.g. ORGANIZATION
John A. Zachman, Zachman International (810) 231-0531
List of Events Significant
to the Business
People = User
Work = Screen Format
e.g. Security Architecture
Time = Business Event
Cycle = Business Cycle
Time = Execute
Cycle = Component Cycle
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
e.g. SCHEDULE
SCOPE
(CONTEXTUAL)
Planner
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
End = Business Objective
Means = Business Strategy
e.g., Business Rule Model
SYSTEM
MODEL
(LOGICAL)
End = Structural Assertion
Means =Action Assertion
e.g. Rule Design
Designer
End = Sub-condition
Means = Step
e.g. STRATEGY
Project 3
Program
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
End = Condition
Means = Action
e.g. Rule Specification
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
ENTERPRISE ARCHITECTURE - A FRAMEWORK
21
DATA
FUNCTION
What
How
NETWORK
PEOPLE
Where
Who
TIME
ENTERPRISE ARCHITECTURE - A FRAMEWORK
TM
MOTIVATION
When
Why
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
List of Processes the
Business Performs
List of Locations in which
the Business Operates
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
People = Organization Unit
Work = Work Product
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
List of Events Significant
to the Business
List of Business Goals/Strat
SCOPE
(CONTEXTUAL)
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
People = Identity
Work = Job
e.g. DATA
e.g. FUNCTION
e.g. NETWORK
e.g. ORGANIZATION
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
Builder
List of Organizations
Important to the Business
DATA
People = User
Work = Screen Format
e.g. Security Architecture
Time = Business Event
Cycle = Business Cycle
e.g. Processing Structure
ENTERPRISE
MODEL
(CONCEPTUAL)
How
List of Processes the
Business Performs
NETWORK
PEOPLE
Where
TIME
Who
TM
MOTIVATION
When
Why
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
People = Organization Unit
Work = Work Product
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
End = Business Objective
Means = Business Strategy
SYSTEM
MODEL
(LOGICAL)
Owner
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
List of Locations in which
the Business Operates
List of Organizations
Important to the Business
List of Events Significant
to the Business
List of Business Goals/Strat
SCOPE
(CONTEXTUAL)
SYSTEM
MODEL
(LOGICAL)
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
Planner
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
End = Business Objective
Means = Business Strategy
Time = Business Event
Cycle = Business Cycle
e.g. Processing Structure
e.g., Business Rule Model
SYSTEM
MODEL
(LOGICAL)
Builder
End = Condition
Means = Action
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
e.g. Rule Specification
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
SubContractor
End = Sub-condition
Means = Step
e.g. SCHEDULE
FUNCTION
Planner
e.g., Business Rule Model
Time = Execute
Cycle = Component Cycle
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
What
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
FUNCTIONING
ENTERPRISE
e.g. STRATEGY
21
John A. Zachman, Zachman International (810) 231-0531
Builder
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
People = Identity
Work = Job
e.g. DATA
e.g. FUNCTION
e.g. NETWORK
e.g. ORGANIZATION
People = User
Work = Screen Format
e.g. Timing Definition
Builder
End = Condition
Means = Action
Time = Execute
Cycle = Component Cycle
e.g. Security Architecture
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
e.g. Rule Specification
Time = Interrupt
Cycle = Machine Cycle
SubContractor
End = Sub-condition
Means = Step
e.g. SCHEDULE
FUNCTIONING
ENTERPRISE
e.g. STRATEGY
21
John A. Zachman, Zachman International (810) 231-0531
Project 1
ENTERPRISE ARCHITECTURE - A FRAMEWORK
DATA
What
FUNCTION
How
NETWORK
Where
PEOPLE
Who
SCOPE
(CONTEXTUAL)
List of Things Important
to the Business
List of Processes the
Business Performs
List of Locations in which
the Business Operates
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
People = Organization Unit
Work = Work Product
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
List of Organizations
Important to the Business
TIME
When
List of Events Significant
to the Business
Project 2
TM
MOTIVATION
Why
List of Business Goals/Strat
SCOPE
(CONTEXTUAL)
ENTERPRISE ARCHITECTURE - A FRAMEWORK
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
July 20, 2015
SubContractor
FUNCTIONING
ENTERPRISE
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
Time = Business Event
Cycle = Business Cycle
End = Business Objective
Means = Business Strategy
e.g. Processing Structure
e.g., Business Rule Model
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
People = Identity
Work = Job
e.g. DATA
e.g. FUNCTION
e.g. NETWORK
e.g. ORGANIZATION
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
John A. Zachman, Zachman International (810) 231-0531
People = User
Work = Screen Format
e.g. Security Architecture
Time = Execute
Cycle = Component Cycle
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
Planner
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
SYSTEM
MODEL
(LOGICAL)
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
End = Sub-condition
SubContractor
(C) Chartwell 2003
e.g. SCHEDULE
Means = Step
e.g. STRATEGY
FUNCTIONING
ENTERPRISE
21
FUNCTION
How
Where
PEOPLE
Who
TIME
When
TM
MOTIVATION
Why
Planner
ENTITY = Class of
Business Thing
Function = Class of
Business Process
Node = Major Business
Location
e.g. Semantic Model
e.g. Business Process Model
e.g. Business Logistics
System
Ent = Business Entity
Reln = Business Relationship
Proc. = Business Process
I/O = Business Resources
Node = Business Location
Link = Business Linkage
People = Organization Unit
Work = Work Product
e.g. Logical Data Model
e.g. Application Architecture
e.g. Distributed System
Architecture
e.g. Human Interface
Architecture
Ent = Data Entity
Reln = Data Relationship
Proc .= Application Function
I/O = User Views
Node = I/S Function
(Processor, Storage, etc)
Link = Line Characteristics
People = Role
Work = Deliverable
Time = System Event
Cycle = Processing Cycle
End = Structural Assertion
Means =Action Assertion
e.g. Physical Data Model
e.g. System Design
e.g. Technology Architecture
e.g. Presentation Architecture
e.g. Control Structure
e.g. Rule Design
Ent = Segment/Table/etc.
Reln = Pointer/Key/etc.
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
List of Processes the
Business Performs
NETWORK
List of Things Important
to the Business
SYSTEM
MODEL
(LOGICAL)
Designer
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
What
SCOPE
(CONTEXTUAL)
Builder
End = Condition
Means = Action
e.g. Rule Specification
DATA
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
DETAILED
REPRESENTATIONS
(OUT-OFCONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
List of Locations in which
the Business Operates
List of Organizations
Important to the Business
List of Business Goals/Strat
People = Major Organizations
Time = Major Business Event
Ends/Means=Major Bus. Goal/
Critical Success Factor
e.g. Work Flow Model
e.g. Master Schedule
e.g. Business Plan
Proc.= Computer Function
I/O = Data Elements/Sets
Node = Hardware/System
Software
Link = Line Specifications
e.g. Data Definition
e.g. Program
e.g. Network Architecture
Ent = Field
Reln = Address
Proc.= Language Stmt
I/O = Control Block
Node = Addresses
Link = Protocols
People = Identity
Work = Job
e.g. DATA
e.g. FUNCTION
e.g. NETWORK
e.g. ORGANIZATION
John A. Zachman, Zachman International (810) 231-0531
List of Events Significant
to the Business
People = User
Work = Screen Format
e.g. Security Architecture
Time = Business Event
Cycle = Business Cycle
e.g. Processing Structure
Time = Execute
Cycle = Component Cycle
e.g. Timing Definition
Time = Interrupt
Cycle = Machine Cycle
e.g. SCHEDULE
SCOPE
(CONTEXTUAL)
Planner
ENTERPRISE
MODEL
(CONCEPTUAL)
Owner
End = Business Objective
Means = Business Strategy
e.g., Business Rule Model
End = Condition
Means = Action
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. STRATEGY
SYSTEM
MODEL
(LOGICAL)
Designer
TECHNOLOGY
MODEL
(PHYSICAL)
Builder
83
DETAILED
REPRESENTATIONS
(OUT-OF
CONTEXT)
SubContractor
FUNCTIONING
ENTERPRISE
21
Architecture compliance process
Project Context,
Objectives & Scope
Identify component overlaps and linkages
with other projects
Conceptual Design
Project demonstrates alignment of
business and automation design
Logical Design
Project demonstrates integration of
business and automation design
Physical Design
Project demonstrates efficiency of design
Implementation
Project demonstrates effectiveness of
design (or lessons learned)
July 20, 2015
(C) Chartwell 2003
84
Services of an operational
business architecture function
•
•
•
•
•
•
•
Supply standards & guidelines for designers
Supply re-usable components for designers
Supply design assistance
Provide awareness & training to business and IT
Supply methods & tools for designers
Provide quality assurance and compliance testing
Provide stewardship of the architectures and designs
(repository services)
July 20, 2015
(C) Chartwell 2003
85
Summary
July 20, 2015
(C) Chartwell 2003
86
Business Architecture
Challenges
• The discipline of formal language e.g. services,
programs, clients
– Client may already have a ‘set of services’ defined
• Perception that business architecture “Slows things
down” and adds to cost
• Perception that architecture is technical and owned
by IT
• No generally accepted standards for business
architecture – immature market place
• Business Architecture tends to be iterative and
ongoing
July 20, 2015
(C) Chartwell 2003
87
Critical Success Factors
• Both business and technical staff need to understand
the role of business architecture and business
architects
• Business needs to expect results, and technical staff
need to focus on the delivery of value from
architecture
• Acceptance that business architecture is an evolving
discipline
• Creation of strong alignment between business and
technical architecture
July 20, 2015
(C) Chartwell 2003
88
Business Architecture Challenges
• The discipline of formal language e.g. services,
programs, clients
– Client may already have a ‘set of services’ defined
• Challenges of describing business in a technology
neutral way
• Perception that business architecture “Slows things
down” and adds to cost
• Perception that business architecture is technical and
owned by IT
• No generally accepted standards for business
architecture
• Business Architecture tends to be iterative and
ongoing – it’s a more a process than a thing
July 20, 2015
(C) Chartwell 2003
89
Questions and Answers
July 20, 2015
(C) Chartwell 2003
90
Enterprise Architecture
Resources
www.eacommunity.com
www.chartwell-group.com
See
whitepapers
www.zifa.com
July 20, 2015
(C) Chartwell 2003
91