Kappelman tribalnet - trends in IT infrastructure - 16nov2011 h

Trends in IT Infrastructure:What You Don’t Know CAN Hurt You

Leon A. KappelmanLeon A. Kappelman, Ph.D., Ph.D.Professor of Information SystemsProfessor of Information SystemsProfessor of Information SystemsProfessor of Information Systems

Director Director Emeritus, Emeritus, Information Systems Information Systems Research Research CenterCenterFellowFellow, Texas Center for Digital Knowledge, Texas Center for Digital Knowledge

InformationInformation Technology & Decision SciencesTechnology & Decision Sciences DepartmentDepartmentInformation Information Technology & Decision Sciences Technology & Decision Sciences DepartmentDepartmentCollege of Business, University of North TexasCollege of Business, University of North TexasWebsite: http://courses.unt.edu/kappelman/Email: [email protected] Phone: 940‐565‐4698 pp@

Founding Chair, Society for Information Management Enterprise Architecture Working GroupFounding Chair, Society for Information Management Enterprise Architecture Working Group

TribalNet12, Scottsdale, 16‐November‐2011© 1991‐2011 Leon A. Kappelman

LOOKING "Those whoLOOKING BACK AS A

Those who cannot remember BACK AS A

WAY OFthe past are

d d tWAY OF LOOKING

condemned to repeat it"LOOKING

AHEADrepeat it George SantayanaAHEAD

2

LOOKING "Those whoLOOKING BACK AS A

Those who cannot remember BACK AS A

WAY OFthe past are

d d tWAY OF LOOKING

condemned to repeat it"LOOKING

AHEADrepeat it George SantayanaAHEAD

3

LOOKING BACKLOOKING BACK• Mid 1940s

•The Computer is Born •The Information Age is BornThe Information Age is Born

• Three Technological Roots of the f i ( d ll )Information Age (and all computers)

• Phone system – more complexPhone system more complex

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5

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LOOKING BACKLOOKING BACK•Mid 1940s


•Technological Roots of the Information d ll f i h l iAge and all Information Technologies


• Nuclear – smaller

8

Electron microscope constructed by Ernst Ruska in 1933

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"Gadget“ – the first atomic bomb detonated

To test the complex design of Fat Man (dropped on Nagasaki), a prototype

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p g ( pp g ), p ypbomb known as "the gadget", was exploded at the Trinity test site at the Alamogordo Bombing Range in New Mexico, on July 16, 1945.

LOOKING BACKLOOKING BACK•Mid 1940s


•Technological Roots of the Information d ll f i h l iAge and all Information Technologies


• Nuclear – smaller

• Radar – faster

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12

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Radar invented around 1935 (its roots around the turn of the 20th century)

Th F F MG 39G th fi t ti l l i d d f

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The Freya FuMG 39G was the first operational early warning radar defense system. In 1938 eight of these units had been delivered and deployed along the German border.

The Freya was developed by Telefunken. TwentyTelefunken. Twenty (20) of the units were delivered by 1940 todelivered by 1940 to the Ruhr area. By the

d f hend of the war, over 5,000 units of this and upgraded models (Wuerzburg D) had(Wuerzburg D) had been in deployed in Europe

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Europe.

General trends driving the evolution of IT ever since … • More capacity (phone system)More capacity (phone system)

• Smaller (nuclear)

• Faster (radar)• Faster (radar)

• More usable

• More reliable

• Hardware cheaper (per unit)p (p )

• Software cheaper (per unit)

• if bought off the shelf (the power of “reuse”)• if bought off the shelf (the power of “reuse”)• but more expensive to custom develop

16© 1991‐2009 Leon A. Kappelman

• "More Bang for the Buck"

FOUR KEY TRENDS OF THE INFORMATION AGEINFORMATION AGE

Four key trends have driven the evolution of the technologies that are y gcentral to the Information Age. These forces characterize these e‐times and affect the organizations and industries in which we work, as well as the social and economic milieus in which we live. Understand and anticipate the effects of these four forces, if only a little, and you're likely to succeed Ignore or overlook their influence only at youryou re likely to succeed. Ignore or overlook their influence only at your peril. The four defining forces of these e‐times are: • Velocity: Increasing the pace of almost everything.Velocity: Increasing the pace of almost everything.• Productivity: Doing more with less.• Convergence: Blurring boundaries of all kinds.g g• Brains: Managing data, information, & knowledge, and change.

Leon A. Kappelman, IS for Managers, McGraw-Hill, 1993, & “Working In The

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pp g gGlobal Village” (InformationWeek, March 20, 2000, page 150).

LOOKING FORWARDThree Trends Driving ITI

• Two drive the evolution of IT infrastructure itselfinfrastructure itself

–“Doing more with less”

–“Doing IT anywhere”Thi d d i h l i f h hi k• Third drives the evolution of how we think

–About IT in particularAbout IT in particular

–About organizations in general

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–Perhaps about almost everything

Two Trends Drive Evolution of IT Infrastructure (ITI) :

These are about the “PARTS” or PIECES of ITIThese are about the PARTS or PIECES of ITI• “Doing More With Less”

– More Capability: Larger, faster, cheaper, more powerful

– Density & Efficiency:Density & Efficiency: • Virtualization, mainly of servers and desktops

• Consolidation, of servers, applications, networks, data centers, , pp , ,

• To some, cloud computing is a consolidation of disparate ITI.

– Conservation: energy, space, people, devices, $/€, etc. gy, p , p p , , $/ ,

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20

Two Trends Drive Evolution of IT Infrastructure (ITI) :

These are about the “PARTS” or PIECES of ITIThese are about the PARTS or PIECES of ITI• “Doing More With Less”

M C bili L f h f l– More Capability: Larger, faster, cheaper, more powerful– Density & Efficiency:

• Virtualization, mainly of servers and desktops• Consolidation, of servers, applications, networks, data centers• To some, cloud computing is a consolidation of disparate ITI.

– Conservation: energy, space, people, devices, $/€, etc.gy, p , p p , , $/ ,

• “Doing IT anywhere”– MobilityMobility– Telecommuting– Tele‐presence

Cl d

21

– Cloud

Third Trend Drives Evolution of our Thinking:gAbout parts fitting together for the good of the whole

• Foundations of it are• Foundations of it are– Systems thinking and Holistic thinking– Architecture and Engineeringg g

• In IT we call this “Enterprise Architecture” (EA)• About managing change and complexity, while reducing

t t d “ti t k t”entropy, cost, and “time to market”• Seeks to better balance:

– The whole and its partsThe whole and its parts– Short‐term/long‐term trade offs

• These ideas are not just applicable to ITI or even just to i ti b t l d i t l liorganizations but also energy and environmental policy,

medical science and health care, management and logistics, economics and so on.

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The act of discovery yconsists not in findingconsists not in finding new lands but innew lands but in

i ithseeing with new eyes.Marcel Proust– Marcel Proust

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Wh E t i A hit t ?Why Enterprise Architecture?f ’ “ ” i h ’•If you can’t “see” it, then you can’t

effectively change it or manage iteffectively change it or manage it.

•If you can’t “describe” it, then you f y , ycan’t communicate about it. •Especially if it’s complicated or big, or will grow evolve or change at somewill grow, evolve, or change at some point in time.

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p

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Organization,g ,“know thyself”!know thyself !

– SocratesSoc ates

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Organization,Organization,g ,“know thyself”!g ,

“know thyself”!know thyself !know thyself !– Socrates– Socrates ConsultingSoc ates

29

EAEA is about the creation of a is about the creation of a shared shared languagelanguage (of words, images, and so on(of words, images, and so on))toto communicate about, think about, andcommunicate about, think about, andto to communicate about, think about, and communicate about, think about, and manage the enterprise. manage the enterprise. If thIf th ll i th t ii th t i t i tt i tIf the If the peoplepeople in the enterprise in the enterprise cannot communicatecannot communicatewell enough well enough to align their ideas to align their ideas and thoughts and thoughts b t th t i ( t t lb t th t i ( t t labout the enterprise (e.g., strategy, goals, about the enterprise (e.g., strategy, goals, objectives, purpose, …), objectives, purpose, …),

then then theythey cannot align the things they manage cannot align the things they manage (e.g., (e.g., applications, data, projects, goods and services, applications, data, projects, goods and services, jobs, vehicles, people, …). Nor can they optimally jobs, vehicles, people, …). Nor can they optimally govern, devise strategy, create value, …govern, devise strategy, create value, …

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D ll dDo we really need a h d l“shared language”?

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No EA = no shared language = you get:

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“KEY ISSUES FOR IT EXECUTIVES 2005” MISQuarterly Executive, 2006, Luftman, Kempaiah, & Nash.

Top IT Management Concerns 1980Top IT Management Concerns 1980‐‐20102010IT Management

C2010 2009 2008 2007 2006 2005 2004 2003 1994 1990 1986 1985 1983 1980

Concerns

Business productivity & cost reduction 1 1 7 4

Business agility and speed to market 2 3 13 17 7 5 7

IT d b i li 3 2 1 2 1 1 1 1 9 7 5 2 7 9IT and business alignment 3 2 1 2 1 1 1 1 9 7 5 2 7 9

IT reliability and efficiency 3 6

Business Process Reengineering 3 4 18 15 11 5 10 10 2

IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1

Revenue generating IT innovations 6 8

IT cost reduction 8 5 7 4

Security and privacy 9 9 8 6 3 2 3 3 19 18 6 14 12

THIS IS SYMPTOMATIC OF NOT SUFFICIENTLY UNDERSTANDING THE “REQUIREMENTS”)y p y

Globalization 10 15

Change management 11 14 6 7 3 2 3 3 19 18 6 14 12

Outsourcing/vendor management 12 11

UNDERSTANDING THE “REQUIREMENTS”):

• SPECIFIC DETAILS OF A PARTICULAR OBJECTIVE, Enterprise architecture 13 11 11 33 15 15 9 8 4 1 8

IT human resource considerations 13 17

Knowledge management 13 17

Project management 13 11 10 23 5 10

ACTIVITY, AND/OR PROCESS.

• OVERALL CONTEXT – THE BIG PICTURE OF HOW ITProject management 13 11 10 23 5 10

Sourcing decisions 13 17

CIO leadership role 10 16 10

IT organization design 15

OVERALL CONTEXT THE BIG PICTURE OF HOW IT ALL FITS TOGETHER.

• OR BOTH

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Societal implications of IT 20• OR BOTH

Top IT Management Concerns 1980Top IT Management Concerns 1980‐‐20102010IT Management

C2010 2009 2008 2007 2006 2005 2004 2003 1994 1990 1986 1985 1983 1980

Concerns

Business productivity & cost reduction 1 1 7 4

Business agility and speed to market 2 3 13 17 7 5 7

IT d b i li 3 2 1 2 1 1 1 1 9 7 5 2 7 9IT and business alignment 3 2 1 2 1 1 1 1 9 7 5 2 7 9

IT reliability and efficiency 3 6

Business Process Reengineering 3 4 18 15 11 5 10 10 2

IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1IT Strategic planning 6 7 3 8 4 4 4 2 10 3 1 1 1 1

Revenue generating IT innovations 6 8

IT cost reduction 8 5 7 4

Security and privacy 9 9 8 6 3 2 3 3 19 18 6 14 12

THIS IS SYMPTOMATIC OF NOT SUFFICIENTLY UNDERSTANDING THE “REQUIREMENTS”)“What we got here is ay p y

Globalization 10 15

Change management 11 14 6 7 3 2 3 3 19 18 6 14 12

Outsourcing/vendor management 12 11

UNDERSTANDING THE “REQUIREMENTS”):

• SPECIFIC DETAILS OF A PARTICULAR OBJECTIVE, What we got here is a failure to communicate ”Enterprise architecture 13 11 11 33 15 15 9 8 4 1 8

IT human resource considerations 13 17

Knowledge management 13 17

Project management 13 11 10 23 5 10

ACTIVITY, AND/OR PROCESS.

• OVERALL CONTEXT – THE BIG PICTURE OF HOW IT

failure to communicate.– Cool Hand LukeProject management 13 11 10 23 5 10

Sourcing decisions 13 17

CIO leadership role 10 16 10

IT organization design 15

OVERALL CONTEXT THE BIG PICTURE OF HOW IT ALL FITS TOGETHER.

• OR BOTH

– Cool Hand Luke

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Societal implications of IT 20• OR BOTH

EAEA is about the creation of a is about the creation of a shared shared languagelanguage (of words, images, and so on(of words, images, and so on))toto communicate about, think about, andcommunicate about, think about, andEnterpriseto to communicate about, think about, and communicate about, think about, and manage the enterprise. manage the enterprise. If thIf th ll i th t ii th t i t i tt i t

p

Governance

Enterprise ArchitectureIf the If the peoplepeople in the enterprise in the enterprise cannot communicatecannot communicatewell enough well enough to align their ideas to align their ideas and thoughts and thoughts b t th t i ( t t lb t th t i ( t t l

p

Strategy

about the enterprise (e.g., strategy, goals, about the enterprise (e.g., strategy, goals, objectives, purpose, …), objectives, purpose, …),

Goals/Objectives (e.g., Alignment)

IT Architecturethen then theythey cannot align the things they manage cannot align the things they manage (e.g., (e.g., applications, data, projects, goods and services, applications, data, projects, goods and services,

IT Architecture

IT Projects

jobs, vehicles, people, …). Nor can they optimally jobs, vehicles, people, …). Nor can they optimally govern, devise strategy, create value, …govern, devise strategy, create value, …

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It’s not that we don’t govern, devise strategy, create It’s not that we don’t govern, devise strategy, create l b ild & t IS d dl b ild & t IS d dvalue, build & run great ISs, and succeed. value, build & run great ISs, and succeed.

•• But because we lack a shared language and holistic But because we lack a shared language and holistic thi ki (th t i E t i A hit t )thi ki (th t i E t i A hit t ) d id ithinking (that is, Enterprise Architecture), we thinking (that is, Enterprise Architecture), we do so in a do so in a reductionist manner. Rather than a holistic manner.reductionist manner. Rather than a holistic manner.

A “ d ti i t “ id ti i t “ i tt t t d t•A “reductionist manner “ is areductionist manner “ is an attempt or tendency to explain a complex set of facts, entities, phenomena, or t t b th i l tstructures by another, simpler set

•"For the last 400 years science has advanced by d ti i Th id i th t ld d t dreductionism ... The idea is that you could understand

the world, all of nature, by examining smaller and ll i f it Wh bl d th ll ismaller pieces of it. When assembled, the small pieces

would explain the whole" (John Holland).Thi l d t t i i l itThi l d t t i i l it didi

3636

•• This leads to stovepipes, excessive complexity, This leads to stovepipes, excessive complexity, disdis‐‐integration, redundancy, high cost, and slow change.integration, redundancy, high cost, and slow change.

dHow does an EA shared language help g g pIT perform better?IT perform better?

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Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture Creating the Information AgeThe SIM Guide to Enterprise Architecture Creating the Information Age

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Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture: Creating the Information Age The SIM Guide to Enterprise Architecture: Creating the Information Age Enterprise, Enterprise, 2010, CRC Press, Taylor and Francis Group, NYC, (www.crcpress.com).Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, Jeanne Ross,

Peter Weill, & David Robertson, Harvard Business Press, 2006.

Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture Creating the Information AgeThe SIM Guide to Enterprise Architecture Creating the Information Age

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Artwork by Russell Douglas in The SIM Guide to Enterprise Architecture: Creating the Information Age The SIM Guide to Enterprise Architecture: Creating the Information Age Enterprise, Enterprise, 2010, CRC Press, Taylor and Francis Group, NYC, (www.crcpress.com).Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, Jeanne Ross,

Peter Weill, & David Robertson, Harvard Business Press, 2006.

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Oh, so it’s about getting the system requirements right? We know how to do that!Don’t we?

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Brooks on the difficulties of software development …Brooks on the difficulties of software development …

“To see what rate of progress one t i ftcan expect in software

technology, let us examine the difficulties of that technology.difficulties of that technology. Following Aristotle, I divide them into essence, the difficulties inherent in the nature of software, and accidents, those difficulties that today attend itsdifficulties that today attend its production but are not inherent.”

"No Silver Bullet ‐ Essence & Accidents of Software Engineering” 1986 in Information Processing 86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.

44David Hay, 2003


“To see what rate of progress one t i ftcan expect in software

technology, let us examine the difficulties of that technology.difficulties of that technology. Following Aristotle, I divide them into essence, the difficulties inherent in the nature of software, and accidents, those difficulties that today attend itsdifficulties that today attend its production but are not inherent.”

"No Silver Bullet ‐ Essence & Accidents of Software Engineering” 1986 in Information Processing 86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.

45David Hay, 2003


“To see what rate of progress one

“The hardest single part of building a software system is

To see what rate of progress one can expect in software technology, let us examine the

deciding precisely what to build. No other part of the conceptual work is as difficult asdifficulties of that technology. Following Aristotle, I divide them i h diffi l i

work is as difficult as establishing the detailed technical requirements Nointo essence, the difficulties inherent in the nature of software and accidents those

technical requirements…. No other part of the work so cripples the system if done software, and accidents, those difficulties that today attend its production but are not inherent.”

pp ywrong. No other part is more difficult to rectify later.”

"No Silver Bullet ‐ Essence & Accidents of Software Engineering” 1986 in Information Processing 86. H.J. Kugler, ed., Elsevier, 1069‐1076. (Invited paper, IFIP Congress '86, Dublin) Reprinted in The Mythical Man‐Month, 20th Anniversary Editi F d i k P B k J Addi W l 1995

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Edition, Frederick P. Brooks, Jr., Addison‐Wesley, 1995.

David Hay, 2003

SIMEAWGSIMEAWGIT Management Practices Study

Averages (Scale: 1[=awful] to 5 [=superior])IT Management Practices Study

Averages (Scale: 1[=awful] to 5 [=superior])Averages (Scale: 1[=awful] to 5 [=superior])Averages (Scale: 1[=awful] to 5 [=superior])

• 3.67 Overall average (64 questions)g ( q )

• 3.92 Purpose / function of EA (7 questions)

• 3.90 Potential benefits of EA (20 questions)

• 3.68 ISD CMM practices and capabilities (12 questions)

• 3.53 Use of requirements artifacts (10 questions)

• 3.33 Requirements practices & capabilities (15 questions)

The SIM Guide to Enterprise Architecture: Creating the The SIM Guide to Enterprise Architecture: Creating the Information Age Enterprise, Information Age Enterprise, 2010, edited by Leon A.

l l d

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Kappelman, CRC Press, Taylor and Francis Group, NYC, (www.crcpress.com).

INDUSTRY DATA ON DEFECT ORIGINSBecause defect removal is such a major cost element, studying defect origins is a valuable undertaking.

IBM Corporation (MVS) SPR Corporation (client studies)45% Design errors 20% Requirements errorsg q25% Coding errors 30% Design errors20% Bad fixes 35% Coding errors5% Documentation errors 10% Bad fixes5% Documentation errors 10% Bad fixes5% Administrative errors 5% Documentation errors

100% 100%

TRW Corporation Mitre Corporation Nippon Electric Corp.60% Design errors 64% Design errors 60% Design errorsg g g40% Coding errors 36% Coding errors 40% Coding errors

100% 100% 100%

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SWQUAL08\48Copyright © 2009 by Capers Jones. All Rights Reserved.

What is an Enterprise?What is an Enterprise?What is an Enterprise?What is an Enterprise?

L i lLogical

Ph i lPhysical

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LOGICALLOGICAL

PHYSICAL

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BEHAVIORSRESOURCES BEHAVIORSRESOURCES

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Things | Behaviors

| |

Logical

| ||Logical

___________________________________________

|||||

Physical ||| ||

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||

Things | Behaviors

| |

Logical

| ||Logical |||

___________________________________________||

Physical ||| ||

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||

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Architecture/RequirementsArchitecture/Requirements(Strategy, Design, & Plans)( gy g )

I t ti ti / O tiProject Management (Execution & Implementation)

Instantiation / Operations(Functioning Enterprise)

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Strategist’s VisionStrategist s VisionB i M d lL i l M d l

Business ModelLogical Model

Physical ModelComponent (Subcontractor’s) Viewp

Functioning Enterprise58

Functioning Enterprise

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SE

Zachman’s Framework for EA …is a tool for thinking and communicating abo t Es… is a tool for thinking and communicating about Es.

… is an ontology, a data model (schema) for all the knowledge about the enterprise.

is process and method agnostic It doesn’t care… is process and method agnostic. It doesn t care how you get the knowledge.

h f b l d l… posits that if you want to be aligned, agile, optimized, or whatever your objectives, then this is what you will likely need to know in order to effectively and efficiently :effectively and efficiently :

• achieve your objectives;• manage change and complexity;

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• manage change and complexity;• manage the enterprise & all its resources, including IT.

Strategygy

Execution

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ESSENCEArchitecture/Requirements

ESSENCEArchitecture/Requirements(Strategy, Design, & Plans)( gy g )

I t ti ti / O tiProject Management (Execution & Implementation)

ACCIDENTInstantiation / Operations(Functioning Enterprise)

ACCIDENT

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An EA View of IT Infrastructure

IT Infrastructure: A Holistic ViewIT Infrastructure: A Holistic View

Data Apps Hardware People Timings Policies

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Data Apps Hardware People Timings Policies

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What is EA?What is EA?• EA is a different way of seeing, communicating about, & managing the enterprise & all of its assets, including IT.

• EA gets to essence of IT success: Knowing & communicating the organization’s requirements.

• EA is key to:– achieving & keeping business‐IT alignment & other objectives.– helping the organization create value.

• EA includes many things you are already do; such as i l i d i i l irequirements analysis, system design, strategic planning,

network design, standard setting, knowledge management data warehousing SOA BPR etc etcmanagement, data warehousing, SOA, BPR, etc., etc., …– BUT EA is much, much more than that.– Still you can build your EA practice on what you are

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– Still, you can build your EA practice on what you are already doing

IT System Acquisition: Perfect Worldy q

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More often than we’d like to admit practice: IT System Acquisition

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Typical Practice: IT System Acquisitionyp y q

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Assessment: Strategic Alignment

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Audit of Controls & Compliance

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Road to the Future: Institutionalizing EARoad to the Future: Institutionalizing EA• This is a new way of life: There is no quick fix; no silver bullet.

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Road to the Future: Institutionalizing EARoad to the Future: Institutionalizing EA• This is a new way of life: There is no quick fix; no silver bullet.• This will take time and determination, as well as vision, courage and

commitment: Do not underestimate the difficulty and complexity ofcommitment: Do not underestimate the difficulty and complexity of architecting and engineering one of humankind’s most complex objects – the Enterprise.

• Enjoy the ride – Do not get discouraged: This is a revolution in thinking, a discipline, an engineering process. Change of this magnitude takes time and perseverance.g p

• Be Real ‐ Set realistic expectations: Things have to be implemented and modified periodically so you have to accept some risk of “scrap and rework " Progress trumps perfection.and rework. Progress trumps perfection.

• Educate, don't assume anything: Make executive education and technical training a continuous process. It is easy to forget long‐term issues in the short term stress of daily lifeissues in the short‐term stress of daily life.

• Learn!: The state of the art is only about 25 years old and the "playing field" still pretty level – there is still much to learn and

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Sdiscover, and countless opportunities to create value and advantage.

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You will also need some EA processes and governance bodies that integrate EA into the processes and governance activities for everything else (IT

)and business).

Example of an EA developmentExample of an EA development process: TOGAF Architecture Development Method (ADM) cycle

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http://pubs.opengroup.org/architecture/togaf8‐doc/arch/chap03.html

VA’s IT Governance StructuresVA Executive

Board Strategy

Executive Steering Committee

Organizational Change Management

Culture

Strategic ManagementCouncil

Committee

Office of

Management

Quality

Information Technology

Office of Cyber Security

IT Steering

Quality

BoardCapital InvestmentCouncil

CommitteeResourceAllocation IT Strategy

EA Architecture CouncilTechnology Steering Committee

ProjectManagementOffice

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Committee

IT project delivery Technology Architecture

Three Trends Driving ITIThree Trends Driving ITI • Two drive the evolution of IT• Two drive the evolution of IT infrastructure itself

–“Doing more with less”

–“Doing IT anywhere”• Third drives the evolution of how we think• Third drives the evolution of how we think

–About IT in particular p

–About organizations in general

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–Perhaps about almost everything

EA Implementation Guidelines: Getting StartedEA Implementation Guidelines: Getting Started• Build on what you are already doing including current projects• Build on what you are already doing, including current projects.• Use collaborative approaches to doing and governing EA:

– Organize an EA working group or EA council. h k b l l h– Learn together & work toward agreement about language, models, methods

• Get participation & commitment from IT & business management:– At all levels (but start as high as possible). Leadership counts!

• Determine the goals, focus, scope, and priorities:– Aim for completeness & comprehensiveness. Deal with day‐to‐day needs.

• Embrace continuous change, learning, and communication:g , g,– Remember, it’s a journey and a process.– Evangelize. Have an “elevator speech”. Get your “converters” one at a time.

• Start small and show early success Then build on itStart small and show early success. Then build on it. – Identify EA initiatives of most value to organization. – Help the value creators, it creates champions and wins hearts and minds.

• Monitor evaluate and improve on a continuous basis:• Monitor, evaluate, and improve on a continuous basis:– Quantify the benefits– Regularly take a hard look at EA cost‐value proposition, and make it better.U EA i IT f CONTINUOUS IMPROVEMENT OF IT ALL d t

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• Use EA in IT for CONTINUOUS IMPROVEMENT OF IT ALL and to COMMUNICATE WITH YOUR CUSTOMERS & STAKEHOLDERS.



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“No one has to change. gSurvival is optional.” p

– Dr. W. Edwards Deming

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SIM Guide to Enterprise ArchitectureSIM Guide to Enterprise ArchitectureA project of the SIM EA Working Group

Edited by Leon A Kappelman Ph DEdited by: Leon A. Kappelman, Ph.D.Foreword by: Jeanne W. Ross, Ph.D.

ib i h li & i ( l h b i ll )Contributing Authors, Panelists, & Artists (alphabetically):

• Bruce V. Ballengee• Larry Burgess

• George S. Paras• Alex Pettit

• Ed Cannon• Larry R. DeBoever• Russell Douglas

• Jeanne W. Ross• Brian Salmans• Anna Sidorova

40% discount code 542KA

g• Randolph C. Hite• Leon A. Kappelman• Mark Lane

• Gary F. Simons• Kathie Sowell• TimWestbrock

= 542KAat

CRCP Mark Lane• Thomas McGinnis

Tim Westbrock• John A. Zachman

All authors’ royalties support the work of

CRCPress.com

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y ppthe not‐for‐profit SIMEAWG.