Enterprise Architecture Management

Which three EA Models uses EAM at least?

- A current (as-is) state of the EA reflects the actual architecture (status quo) at a given point in time. -A planned state of the EA is derived from planned and budgeted projects for transforming the EA until a certain point in time. -A target (to-be, envisioned) state of the EA describes an ideal state to be pursued according to the strategies and architectural principles of the organization.

What are examples of internal influence factors

- IT cost-cutting initiatives -organization growth

What is an enterprise architecture management pattern?

- a general, reusable solution to a common problem -in a given context, -identifies driving forces, -known usages and -consequences. -takes a holistic perspective ->It address problems at the enterprise (systems of systems) level. ->It considers social, technical and economic forces in a balanced manner. -It is discovered in working solutions rather than being invented or hoped for. -It uses a clear, accessible, and informal language that allows practitioners to describe their knowledge and experience.

What is the scope of TOGAF 9?

-Almost complete focus on artefacts, not method -Several frameworks are directly referenced -provides a basis for developing an organization- specific Business Transformation Framework. -is organized along the structure and content of an Enterprise Architecture Capability.

What are common characteristics of a strategy?

-Big picture -Medium to long-term -Target-setting -Planning

What are sources for identifying business capabilities?

-Business Architecture -Information Architecture -Application Architecture -Infrastructure Architecture -Business Models -Projects

Name examples for KPI´s

-Critical IT process monitoring -Unexpected service interruption duration -Business application compliance

What is the Anti pattern: don't boil the ocean about?

-Data collection efforts are expensive -Data collection takes time -many instances with many attributes -Neither in-depth data nor broad data will be sufficient -> start with small model ->Enlarge it when needed incrementally

Zachman Framework: which 6 perspectives can be distinguished?

-Data description (What?) -Process description (How?) -Network description (Where?) -Persons (Who?) -Time (When?) -Motivation (Why?)

What are example challenges of enterprise architects in large-scale agile development?

-Dealing with loss of decision-making power -Dealing with acceptance issues by agile teams -Balancing short-term and long-term planning

What are examples for responsibilities of enterprise architects in large-scale agile development?

-Ensuring the reuse of enterprise assets -Identifying and managing dependencies between agile teams -Creating strategic technical directions of the company

What is collaborative EAM about?

-Establish a lean set of processes and rules -Adopt evolutionary problem solving -Foster and moderate open participation

What are examples for expectations of agile teams for enterprise architects

-Establishing an alignment between business and IT -Demonstrating the value of architecture -Supporting in designing team structures

What are the key topics of IT governance?

-Establishment of objectives: rights and responsibilities -Decision making -Compliance -Culture

What challenges have to be faced when managing application landscapes?

-IT lies in dense fog -Lack of interest in the part of business and management -unclear responsibilities

Which fundamental governance issues need to be clarified?

-IT organizational structures -Decision rights and responsibilities -Strategic planning & organizational issues -Compliance -External influences

Phases of the Portfolio Management Process

-Idea generation -Project Proposal evaluation -Scenario development -Portfolio approval

What are the values behind the Agile Manifesto?

-Individuals and Interactions over Processes and Tools -Working Software over Comprehensive Documentation -Responding to Change over Following a Plan -Customer Collaboration over Contract Negotiation

Which are the agile EAM principles?

-Individuals and interactions over formal processes and tools (Ensure top management support, Maintain a good relationship to people form other management areas) -Focus on demands of top stakeholders and speak their languages (A single number or picture is more helpful than 1000 reports, Communicate, Avoid waste, Benefit form existing model management processes) -Reflect behaviour and adapt to changes (Iterative and Incremental (one cycle ~12 months), Use building blocks and patterns, Request 360° feedback, Adapt models and processes, Continuous collaboration)

What is the structure of the EAMPC ?

-Influence Factors, Maturity Level -Stakeholders -Concerns -Method Patterns, Architecture Principles -Views and Artifacts -Data Collection Patterns

Contribution of IT

-Innovation (Business/IT Alignment) -Integrity (Design Standards, Architecture) -Efficiency (Outsourcing, Vendor Management)

What common characteristics have existing Agile Methods?

-Iterative and incremental life cycles -Focus on small releases -Co-located teams

Which are the problems, that the EAM initiative tries to tackle?

-Lack of knowledge of EAM-fundamentals for EAM practitioners -High entry barriers for beginners -No common language and understanding

What are examples for changes in the working methodology of enterprise architects?

-Leaving the 'ivory tower' by closely collaborating with agile teams -Using new tools such as collaboration tools of agile teams -Aligning architectural decisions via communities rather than via architecture boards

Business Capability

-Not as abstract as a Business Model, not as detailed as a Business Process. -functional building block of the business architecture -supports the business model and the business strategy -defines the organization's capacity to successfully perform a unique business activity. A business capability abstracts and encapsulates the people, process/procedures, technology, and information into the essential building blocks needed to facilitate performance improvement and redesign analysis.

What are the Benefits of EAM?

-Organizational alignment (common goals -> consensus) -Information availability (access, standardized -> faster & better decisions) -Resource portfolio optimization (no redundancy -> reduced cost & skill variation) -Resource complementarity (integration, interoperability -> performance, re-use)

What Dimensions of a Business Capability can be distinguished?

-People Dimension: knowledge, skills, and experiences of the enterprise's staff -Process Dimension: concepts, business processes, and information management -Material Dimension: underlying assets, such as infrastructure, IT, and equipment

What are typical application scenarios for EAM?

-Planing IT Strategy -Process Optimization -Quality Management -IT Consolidation

Name the tactics for better collaboration between enterprise architects and agile teams

-Principle-Based intentional Architecting -Empower Communities of Practices for Architecture -Influence Agile Teams Based on Nudging (simple KPIS, gamification) -Be a Supportive Enterprise Architect

Typical governance processes

-Quality Management: Functional assurance, cost reduction -Risk Management: Ensuring project success -Data Management: Data consistency and quality

What are examples of external influence factors

-Regulatory requirements -Technical innovations -Industry competition

Zachman Framework: which 5 levels can be distinguished?

-Scope description (ballpark view) -Model of the business (owner's view) -Model of the information system (designer's view) -Technology model (builder's view) -Detailed description (out-of-context view)

What are the characteristics of a Business Capability?

-Stability: independent from the organizational model, technologies, and vendor solutions -Abstraction: encapsulate and abstract from any explicit resource, business process, or IT -Horizontal Structure: a complete and non-overlapping functional decomposition of the enterprise -Vertical Structure: can be broken down into more granular business capabilities

IT4IT Why are many organizations still suffering from bad IT?

-The IT function has badly integrated IT management tools -The IT function is badly integrated with other business functions

Enterprise architects should

-adapt their management approach to the dynamicity and complexity of the problems at hand -apply agile principles -utilize practice-proven patterns and building blocks

What are potential use cases of Business Capability Maps from a strategic perspective?

-communication of business goals -assessment of current capabilities -identification of EA demands

What is the Anti pattern: Don't build an ivory tower about?

-models are build without talking to other stakeholders -Terminology is not clear -Benefits are not demonstrated -> start to create a shared language -> bring information demand and supply together -> Demonstrate quick wins -> Establish EA processes

What are examples for benefits of capability-based planning?

-targeting Business strategy -sourcing Business information -connecting Business processes

What are the steps of Lean Management

1. Specifiy customer value 2. Map value stream 3. Avoid delays and waste 4. Create flow through pull 5. Seek perfection

Name two business capability use cases.

1. Use case: Application Lifecycle Capabilities with a high amount of applications with an upcoming retirement date in the near future may require special attention in order to prevent further costs (e.g., because of extended support). 2. Use case: Capability Spanning/ Verticalization Each capability should have everything needed in order to perform its function. Applications, which support multiple capabilities, generate unnecessary dependencies / more complexity.

The difference between Business Capability and Business Process?

A business capability describes what an enterprise does, and a business process describes how it is done.

Business Capability Map (BCM)

A visual representation of the main functions in the enterprise which are necessary to support the company's business model and which reflects the company's strategic direction.

If i have Ad hoc EAM demands which methodology would i use?

Agile EAM

Which methodology would i use if Enterprise environment changes too quickly?

Agile EAM

How is ArchiMate linked to TOGAF?

ArchiMate aligns and complements TOGAF

Why are Business capabilities an ideal black-box description of the business?

Because they focus on the 'what' and not on the 'how'!

If i am concerned with unclear business goals, which methodology would i use?

Business Capability Maps

Which methodology would i use if EA demands are unclear for EAM team?

Business Capability Maps

Differentiate Business Model, Business Capability Map and Business Capability.

Business Model: Complete view on value creation Business Capability Map: Complete and non- overlapping view on the enterprise's business capabilities Business Capabilities: View on one business capability with its dimensions and lifecycle

Influence factors for EAM: Enterprise context (examples)

Changes in the enterprise context are often a trigger and driver for EA initiatives -New CEO or CIO -Market crisis -> business consolidation

What is an enterprise architecture?

Common language for business and IT -Technical, social, economic and legal aspects -Layers and crosscutting concerns -Static and dynamic relationships more important than element details -Current, planned and target architecture

Influence factors for EAM: EAM concerns

EAM concerns describe the interests of stakeholders that have certain goals for the management of the EA e.g. Communicate added value of EAM, Define target application landscape

What is the difference between Effectiveness and Efficiency?

Effectiveness is more about knowledge, while Efficiency is rather concerned with economies of scale and resources.

Distinguish three schools of thought of EAM

Enterprise IT Architecting: Don't question Strategy just change IT and align it to business Enterprise Integration: Integrate all perspectives on a product, but don't question strategy Enterprise Ecological Adaptation: Environment can be changed

What are the core elements of the IT4IT standard?

IT4IT Value Chain and the IT4IT Reference Architecture.

Which is the most cost-intensive phase and requires most of the project management capacity?

Implementation

IT Governance: What inherent goal conflict exists and how can it be balanced?

Individual (e.g. prestige projects, personal supplier relationships) vs common interest. (e.g. Use of synergies and economies of scale) -> transparency, coordinated decision making

What are ArchiMate's layers and aspects?

Layers: Technology, Application, Business Aspects: Information, Behavior, Structure

Objectives of Project Portfolio Management

Management, Dependencies, Value Optimization, Resource Optimization, Progress Monitoring

Name examples of visualization types.

Matrix, UML, Bubble Chart, Dashboard

What are the 8 phases of the TOGAF Architecture Development Method?

Phase A: Architecture Vision Phase B: Business Architecture Phase C: Information Systems Architecture Phase D: Technology Architectures Phase E: Opportunities and Solutions Phase F: Migration Planning Phase G: Implementation Governance Phase H: Architecture Change Management +Preliminary +Requirements Management

Based on the classification of the system's complexity, which system management approach should be chosen?

Predictable system -> specialize and automate (Taylorism) Complex and dynamic system -> agile, collaborative management (emergent structures) chaotic system -> Experiment and learn (MVP)

Name Pros and Cons of TOGAF.

Pros: -Trainings available -Certificates available -Internationally accepted Cons: -Inconsistencies between parts -Adaptation necessary -Learning TOGAF ≠ mastering TOGAF

Name Pros and Cons of ArchiMate.

Pros: -Publicly available -Aligned with other frameworks (e.g. TOGAF) -Specific notation Cons: -Training necessary for every modeler -Limited extensibility -Maybe not prevalent in a specific region (e.g. Germany)

Name Pros and Cons of IT4IT.

Pros: -Trainings, Certificates available -Complements other frameworks/standards -Open development Cons: -Lack of concrete guidelines for introducing IT4IT -Learning IT4IT ≠ mastering IT4IT

Why is there a need for modeling business capabilities?

The Business Strategy and business models are too abstract to describe the business. The Business Processes are too fine-grained and are changing too frequently

Influence factors for EAM: EAM goals

The EAM goal(s) should fit the enterprise context -Increase coherence (Increase strategic alignment of business and IT (two-way), Provide strategic guidance for IT (one-way)) Increase transparency (Accelerate project execution for new business initiatives, Support multi-project planning and controlling) -Foster innovation (to improve the organization's capabilities and processes)

What is the difference between the IT Value Chain and Value Stream in context of the IT4IT Standard?

The IT Value Chain is made up of the four IT value streams which play a vital role in helping IT control the service model as it advances through its lifecycle.

What is the basic principle of the IT4IT standard?

The IT function is run just like a normal business function. Therefore, IT needs its own information systems and tools to support its processes.

Influence factors for EAM: Organizational context (examples)

The organizational context influences the design of the EAM function -IT organization(Decentralized, centralized or federated) -Upper management support (Bottom-up initiative/ Top-down initiative) -Budgeting (does the EAM Team have a budget at its disposal?) Enterprise culture (e.g. Innovation, Communication, Acceptance of formal models)

Why is it important to reduce complexity?

Without complexity reduction the budget for new and change development will be eaten up by maintenance and hosting costs.

Proxy Measures for Evaluating EA Quality

e.g.: -Documentation tools -Effective project management -Appropriate CIO skills -Stakeholder acceptance and involvement

What are the steps to take in identifying business capabilities?

1. Identify capability candidates -Identify, name, and describe capabilities -Define their"value" 2.Refine capabilities -Complement capability descriptions with additional information, e.g., KPIs, dependencies, maturity, etc. -Eliminate redundancies 3.Validate capabilities -Step by step analysis based on real use cases -Align between business capabilities with value streams -Coordination with stakeholders 4.Communicate capability maps -Stakeholder-oriented views (e.g., graphic, tabular, undetailed/detailed, heatmap, etc.) 5. Subdivide capabilities at next level 6. Improvement analysis 7. As-is analysis -Derivate capabilities from existing processes, organization structures, etc.