Berg / Steenbergen Building an Enterprise Architecture Practice

Tools, Tips, Best Practices, Ready-to-Use Insights
1. Auflage 2007
ISBN: 978-1-4020-5606-2
Verlag: Springer Netherlands
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 213 Seiten

Reihe: The Enterprise Series

This book provides practical advice on how to develop an enterprise architecture practice. The authors developed different tools and models to support organizations in implementing and professionalizing an enterprise architecture function. Coverage applies these tools and models to a number of different organizations and, as a result, will help readers avoid potential pitfalls and achieve success with enterprise architecture.

Autoren/Hrsg.

Berg, Martin Van Den

Steenbergen, Marlies Van

Inhaltsverzeichnis

1;ACCLAIM FOR BUILDING AN ENTERPRISE ARCHITECTURE PRACTICE;6
2;CONTENTS;8
3;FOREWORD;12
4;PREFACE;15
5;1 INTRODUCTION;17
5.1;1.1 Goal;18
5.2;1.2 Target Audience;18
5.3;1.3 Structure;18
5.4;Figure 1.1 Success factors for architecture;19
6;2 SUCCESS WITH ARCHITECTURE IS NOT AUTOMATIC;21
6.1;2.1 Getting Lost in Content;21
6.2;2.2 The Pitfalls;22
6.3;2.3 The Dilemma;23
6.4;2.4 Architectural Practice with DYA;25
6.5;Figure 2.1 DYA model;26
7;3 VISION OF ARCHITECTURE;28
7.1;3.1 Architecture? Yes, But Why?;28
7.2;3.2 An Architectural Vision Provides Steady Footing;29
7.3;3.3 The Why, What and How of Architecture;30
7.4;Figure 3.1 Elements of an architectural vision;31
7.5;3.4 Producing an Architectural Vision;36
7.6;Figure 3.2 Basis of benefit logic;38
7.7;Figure 3.3 Full benefit logic;38
7.8;3.5 B-Sure Bank’s Architectural Vision;39
7.9;Figure 3.4 Organizational structure of B- Sure Bank;40
8;4 EFFECTIVE ARCHITECTURE;45
8.1;4.1 A Veritable Hodgepodge;45
8.2;Figure 4.1 Future architecture at B- Sure Bank;46
8.3;Figure 4.2 Technical architecture for B- Sure Bank property and casu-alty insurance;46
8.4;Figure 4.3 System architecture for Personality;47
8.5;Figure 4.4 Data modeling policies at B- Sure Bank 4.2 When to Develop Which Architecture;48
8.6;4.3 From Inside Out: Variety in Architecture;49
8.7;Figure 4.5 DYA architectural framework;49
8.8;4.4 From Outside In: The Organizational Need;50
8.9;4.5 Architecture: A Question of Perspective;53
8.10;Figure 4.7 DYA model;53
8.11;Figure 4.8 Different architectural perspectives;55
8.12;4.6 Producing Effective Architecture;56
8.13;4.7 An Architectural Framework Encompasses All Architectures;61
8.14;Figure 4.10 Hierarchy of frameworks;61
8.15;4.8 An Enterprise Architecture for B-Sure Bank;64
9;5 A SWOT ANALYSIS OF THE PROCESS;71
9.1;5.1 Things Are Not All Right at B-Sure Bank;71
9.2;5.2 Architectural Practice: A Question of Thought and Action;72
9.3;5.3 The Quadrant Model: A Quick Scan of Thought and Action;72
9.4;Figure 5.1 Quadrant Model;73
9.5;5.4 Isolation: Too Much Thought, Too Little Action;74
9.6;Figure 5.2 Positioning an organization in the Quadrant Model;75
9.7;5.5 Barrier: Restricted to Efficiency;77
9.8;5.6 Losing: The Case for Architecture;78
9.9;5.7 Enabling: Room for Quality;79
9.10;5.8 Learning from the Position in the Quadrant Model;80
9.11;5.9 The DYA Model: Further Analysis of Thought and Action;81
9.12;Figure 5.3 DYA Model;82
9.13;Figure 5.4 Part of the DYA Model for the sake of analysis;83
9.14;5.10 From Insight to Improvement;86
9.15;5.11 SWOT Analysis at B-Sure Bank;86
9.16;Figure 5.6 New organizational chart for B- Sure Bank;87
9.17;Figure 5.7 Position of B- Sure Bank in the Quadrant Model;90
9.18;Figure 5.8 Development with( out) Architecture at B- Sure Bank;91
9.19;Figure 5.9 Architectural Services at B- Sure Bank;92
9.20;Figure 5.10 Strategic Dialogue at B- Sure Bank;93
10;6 PRIORITIES IN THE ARCHITECTURAL PROCESS;94
10.1;6.1 Crisis Situation at B-Sure Bank;94
10.2;6.2 Not Everything Can Happen at Once;95
10.3;6.3 Eighteen Key Areas of Architectural Maturity;96
10.4;Figure 6.1 Eighteen key areas of architectural maturity;96
10.5;6.4 Not Everything Must Happen at Once;100
10.6;6.5 Using the Architecture Maturity Matrix to Set Priorities;102
10.7;Figure 6.2 Architecture Maturity Matrix;102
10.8;Figure 6.3 Architecture Maturity Matrix for an organization at stage 0;104
10.9;6.6 Targeted Action;105
10.10;6.7 Prioritizing B-Sure Bank;106
10.11;Figure 6.4 Maturity Matrix for B- Sure Bank;106
11;7 THE ARCHITECT AS A SUCCESS FACTOR;108
11.1;7.1 A Good Architecture Poorly Received;108
11.2;7.2 The Architect in the Effective Employment of Architecture;109
11.3;7.3 Pitfalls and Tips for the Architect;110
11.4;Figure 7.1 Finding the balance as an architect;113
11.5;7.4 Position of the Architect in the Organization;117
11.6;Figure 7.2 Position of the architect;120
11.7;Figure 7.3 Architecture board;121
11.8;7.5 Place of the Architectural Team in the Organization;121
11.9;Figure 7.4 Place of architecture in the organization;122
11.10;Figure 7.5 Positioning of the architecture function in the organization;123
11.11;7.6 Ensuring the Success of the Architect;124
11.12;7.7 The One-Day Retreat for B-Sure Bank Architects;125
12;8 MAKING CHANGES ONE STEP AT A TIME;128
12.1;8.1 B-Sure Bank in Action;128
12.2;8.2 Effective Change;128
12.3;8.3 Change Strategy: Ambition, Style and Expectation Management;129
12.4;8.4 The Organization Sets the Pace;130
12.5;8.5 Participation, Positioning and Pathway to Professionalism;134
12.6;Figure 8.1 Level of ambition over time;135
12.7;Figure 8.2 Participation, positioning and pathway;136
12.8;8.6 Expectation Management;141
12.9;8.7 The Quarterly Plan;143
12.10;8.8 B-Sure Bank’s Strategy and Quarterly Plan;147
12.11;Figure 8.4 B- Sure Bank’s ambition pathway;149
13;9 CONCLUSION;158
13.1;9.1 Architecture Works;158
13.2;9.2 B-Sure Bank at Full Burn;160
14;APPENDIX 1 ARCHITECTURE MATURITY MATRIX;163
14.1;Introduction;163
14.2;Figure A1.1 Architecture Maturity Matrix;164
14.3;Development of Architecture;165
14.4;Use of Architecture;167
14.5;Alignment with Business;168
14.6;Alignment with the Development Process;170
14.7;Alignment with Operations;172
14.8;Relationship to the As-Is State;174
14.9;Roles and Responsibilities;175
14.10;Coordination of Developments;177
14.11;Monitoring;178
14.12;Quality Management;180
14.13;Maintenance of the Architectural Process;182
14.14;Maintenance of Architectural Deliverables;183
14.15;Commitment and Motivation;185
14.16;Architectural Roles and Training;187
14.17;Use of an Architectural Method;188
14.18;Consultation;190
14.19;Architectural tools;192
14.20;Budgeting and Planning;194
14.21;To Conclude;195
15;APPENDIX 2 THINKING ABOUT CHANGE IN FIVE DIFFERENT COLORS;196
15.1;Introduction;196
15.2;The Colors of Change in Relation to Architecture;197
15.3;Mismatching Colors;200
16;REFERENCES;204
17;INDEX;206
18;ABOUT THE AUTHORS;211
19;ABOUT THE SERIES;212