U.S. patent application number 10/744347 was filed with the patent office on 2004-07-22 for structure and method of modeling integrated business and information technology frameworks and architecture in support of a business.
Invention is credited to Hixon, Harry W. JR., Koll, Christopher M., Myrick, Conrad B., Pribil, Mary Lynne, Whittle, Ralph L. JR..
Application Number | 20040143470 10/744347 |
Document ID | / |
Family ID | 23493413 |
Filed Date | 2004-07-22 |
United States Patent
Application |
20040143470 |
Kind Code |
A1 |
Myrick, Conrad B. ; et
al. |
July 22, 2004 |
Structure and method of modeling integrated business and
information technology frameworks and architecture in support of a
business
Abstract
An enterprise architecture (30) for a business is divided into a
business architecture (32), an information technology architecture
(34), and an enterprise management framework (36). The business
architecture (32) is the main driver for the information technology
architecture (34) but the information technology architecture (34)
can also have an impact on the construction of the business
architecture (32). The enterprise management framework (36) allows
for the management of the two architectures. A framework tower
(500) is built around essential and mandatory components of the
enterprise architecture (30). The framework tower (500) is made up
of a plurality of planes representing mandatory components of the
enterprise architecture (30). The components of the framework tower
(500) include a strategic plan (41), a business architecture (42),
an information architecture (44), an application architecture (46),
a technology infrastructure architecture (48), and an enterprise
information technology management framework (49). Each component in
the framework tower (500) addresses the people, processes, and
technology of the enterprise architecture (30) so that strategic
information technology planning, enterprise architecture
definition, and repeatable and effective information technology
enabling solutions can be performed and delivered to the
business.
Inventors: |
Myrick, Conrad B.;
(Richardson, TX) ; Hixon, Harry W. JR.; (Stafford,
VA) ; Koll, Christopher M.; (Carrollton, TX) ;
Pribil, Mary Lynne; (Plano, TX) ; Whittle, Ralph L.
JR.; (Plano, TX) |
Correspondence
Address: |
BAKER BOTTS L.L.P.
2001 ROSS AVENUE, 6TH FLOOR
DALLAS
TX
75201
US
|
Family ID: |
23493413 |
Appl. No.: |
10/744347 |
Filed: |
December 22, 2003 |
Related U.S. Patent Documents
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Application
Number |
Filing Date |
Patent Number |
|
|
10744347 |
Dec 22, 2003 |
|
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|
09378514 |
Aug 20, 1999 |
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Current U.S.
Class: |
705/7.36 ;
705/7.34 |
Current CPC
Class: |
G06Q 10/0637 20130101;
G06Q 30/0205 20130101; G06Q 10/06 20130101; G06Q 50/265 20130101;
G06Q 10/067 20130101; G06Q 10/0631 20130101 |
Class at
Publication: |
705/007 |
International
Class: |
G06F 017/60 |
Claims
What is claimed is:
1. A method for modeling integrated business and information
technology frameworks and architecture in support of a business
comprising: defining how manageable entities of a business relate
to one another; providing context and guidance that drive
definition of business functions, processes, systems, and
organization; reflecting what the business does in the present as
well as in the future to accomplish particular business
requirements; representing what information is to be delivered to
individuals across the business; supporting business process
execution and information flow; defining what information
technology components are needed to enable access to information;
providing an information technology services and products plan
including systems, network, and element management in accordance
with business operations and needs.
2. The method of claim 1, further comprising: addressing people,
processes, and technology of the business.
3. The method of claim 1, further comprising: defining current
business direction, objectives, and supporting processes.
4. The method of claim 3, further comprising: defining future
direction, objectives, and supporting processes.
5. The method of claim 1, further comprising: providing information
and data management precepts; providing information-application
software portfolio; providing a geo-structural view of information
specific technology deployment;
6. The method of claim 1, further comprising: defining an
application software portfolio for the business; defining
integration relationships for the business.
7. The method of claim 1, further comprising: enabling access to
information and geo-structural layouts for information technology
platforms.
8. The method of claim 1, further comprising: providing information
technology services and products; managing the information
technology services and products.
9. The method of claim 1, further comprising: decomposing the
manageable entities into independent units.
10. The method of claim 1, further comprising: determining context
and foundation components and elements to build a plan for an
enterprise.
11. A computer readable medium including code for modeling
integrated business and information technology frameworks and
architecture in support of a business, the code operable to:
deliver repeatable and effective information technology solutions
to accommodate business needs; integrate business and technology
planning; establish a technology strategy that sustains and directs
business efforts; providing a common model to articulate mandatory
components for the business and to develop information technology
planning and integration approaches for the business.
12. The computer readable medium of claim 11, wherein the code is
further operable to: generate an information technology plan.
13. The computer readable medium of claim 11, wherein the code is
further operable to: determine what technology the business should
invest in.
14. The computer readable medium of claim 13, wherein the code is
further operable to: determine a value received by the business as
a result of the invested-in technology.
15. The computer readable medium of claim 11, wherein the code is
further operable to: generate a business plan in response to
industry concerns; develop information technology strategies in
response to the business plan; determine an information technology
architecture in response to the information technology
strategies.
16. The computer readable medium of claim 15, wherein the code is
further operable to: generate transition plans and transition
information technology architectures in response to industry
changes.
17. The computer readable medium of claim 11, further comprising:
decomposing the business into a plurality of manageable units.
18. The computer readable medium of claim 17, wherein the code is
further operable to: build frameworks to model the business in
response to the manageable units.
19. The computer readable medium of claim 18, wherein the code is
further operable to: articulate the frameworks in a common language
associated with the business.
20. The computer readable medium of claim 11, wherein the code is
further operable to: provide a common repository of data related to
the business.
Description
TECHNICAL FIELD OF THE INVENTION
[0001] The present invention relates in general to business and
information technology modeling techniques and in particular to a
structure for and a method of modeling integrated business and
information technology frameworks and architecture in support of a
business.
BACKGROUND OF THE INVENTION
[0002] In order for a business enterprise to align and enable
business resources, there must be an assessment, identification,
construction, modification, enhancement, and integration of
business and information technology components. However, most
enterprises lack a basis from which strategic information
technology planning approaches can be derived and developed to
deploy requisite business and information technology components.
Thus, a business is not able to ensure a successful information
technology enablement of cross functional business processes into
end-to-end activities. There is no mechanism or framework in the
information technology (IT) industry for a foundation that provides
essential integrated business and information technology reference
models necessary for defining, constructing, or assessing an
enterprise architecture. There is no common integrated, adaptive,
or complete benchmark from which business and information
technology processes and requirements can be assessed and
developed. Therefore, it is desirable to provide a business with a
foundation framework or structure that allows the business
architecture to drive the technology architecture and also allow
the technology architecture to have a direct impact on the
construction of the business architecture through enablement or
providing new and creative ways of conducting business.
SUMMARY OF THE INVENTION
[0003] From the foregoing, it may be appreciated that a need has
arisen for an effective technique to model a business. In
accordance with the present invention, a method and structure for
modeling frameworks and architecture in support of a business is
provided that substantially eliminates or reduces disadvantages and
problems associated with conventional business and IT modeling
techniques.
[0004] According to an embodiment of the present invention, there
is provided a method of modeling frameworks and architecture in
support of a business that includes identifying manageable entities
of the business. An overall architecture for the business is
determined that defines how the manageable entities relate to each
other. The overall enterprise architecture is represented in a
tower model with six fundamental components--strategic plan,
business architecture, information architecture, application
architecture, technology infrastructure architecture, and
enterprise information technology management framework. Each
fundamental component or plane in the tower model may include
sub-planes to further define the architecture of the business
enterprise. A common language is implemented in order to articulate
the overall architecture. Technology requirements for the business
are analyzed, planned for, and implemented according to the overall
architecture.
[0005] The present invention provides various technical advantages
over conventional business modeling techniques. For example, one
technical advantage is to provide discipline for delivering
repeatable and effective information technology enabling solutions
to accommodate business needs. Another technical advantage is to
promote integration of business and technology planning and
establishing a technology strategy that both sustains and directs
business efforts. Yet another technical advantage is to provide a
common model for articulating the mandatory components of an
enterprise architecture and the baseline for developing information
technology planning and integration approaches. Still another
technical advantage is to effectively manage a heterogeneous
technology environment. Other technical advantages may be readily
ascertainable by those skilled in the art from the following
figures, description, and claims.
BRIEF DESCRIPTION OF THE DRAWINGS
[0006] For a more complete understanding of the present invention
and the advantages thereof, reference is now made to the following
description taken in conjunction with the accompanying drawings,
wherein like reference numerals represent like parts, in which:
[0007] FIG. 1 illustrates a planning continuum showing the
intermediate steps from a business strategy to deliver information
technology;
[0008] FIG. 2 illustrates the planning continuum in more detail
showing inputs, outputs and relationships;
[0009] FIG. 3 illustrates a simplified block diagram of an
enterprise architecture for a business, and how business and IT
interrelate;
[0010] FIG. 4 illustrates fundamental strategic information
technology planning framework components;
[0011] FIG. 5 illustrates an enterprise strategic information
technology planning framework tower model;
[0012] FIG. 6 illustrates an operating environment model for the
enterprise business;
[0013] FIG. 7 illustrates support and line functions for the
enterprise business;
[0014] FIG. 8 illustrates a logical business location map;
[0015] FIG. 9 illustrates a geo-structural view of the logical
business location map;
[0016] FIG. 10 illustrates an information technology investment and
expenditure profile;
[0017] FIG. 11 illustrates a client information technology and
industry expenditure benchmark;
[0018] FIGS. 12A-12C illustrate the enterprise business frame with
the external inputs and outputs and associated entities
[0019] FIGS. 13A-13D illustrate value stream aggregates of the
business' enterprise;
[0020] FIGS. 14A-14B illustrate a value stream event model and
corresponding metrics;
[0021] FIG. 15 illustrates a process architecture for a value
stream of the business enterprise;
[0022] FIG. 16 illustrates a value stream environment model;
[0023] FIG. 17 illustrates a process workflow scenario model for a
value stream;
[0024] FIG. 18 illustrates enterprise information and data
management framework and precepts;
[0025] FIG. 19 illustrates business intelligence scenarios;
[0026] FIG. 20 illustrates a geo-structural component view for
information architecture;
[0027] FIG. 21 illustrates an information and data architecture
data warehouse framework;
[0028] FIG. 22 illustrates an information application portfolio and
system integration matrix;
[0029] FIG. 23 illustrates an example of an integrated application
architecture for value stream enablement;
[0030] FIGS. 24A-24B illustrate a geo-structural component view for
an application architecture;
[0031] FIG. 25 illustrates an enterprise application software
portfolio and system integration matrix;
[0032] FIG. 26 illustrates an example of application portfolio best
practices recommendations;
[0033] FIG. 27 illustrates a technical reference model, associated
platform, and governance structure of policies and standards;
[0034] FIG. 28 illustrates a logical location connectivity
model;
[0035] FIG. 29 illustrates a logical location and logical software
component matrix;
[0036] FIG. 30 illustrates a logical location software deployment
scheme;
[0037] FIGS. 31 and 31A-31D illustrate a geo-structural component
view for a technology infrastructure architecture;
[0038] FIG. 32 illustrates an example of technology infrastructure
architecture best practices recommendations;
[0039] FIG. 33 illustrates a system management business model;
[0040] FIG. 34 illustrates enterprise systems management process
models;
[0041] FIGS. 35 and 35A-35C illustrate a geo-structural component
view for an information technology systems management
architecture;
[0042] FIG. 36 illustrates an integration matrix for a systems
management software portfolio;
[0043] FIG. 37 illustrates a geo-structural component view for an
enterprise information technology management organizational
framework;
[0044] FIGS. 38A-38B illustrate the enterprise information
technology management organizational model;
[0045] FIG. 39 illustrates a framework blueprint;
[0046] FIG. 40 illustrates a strategic information technology plan
blueprint;
[0047] FIG. 41 illustrates how a blueprint guides formation of
target models;
[0048] FIGS. 42A-42B illustrate an approach to strategic
information technology planning;
[0049] FIG. 43 illustrates the construction and implementation of a
strategic information technology plan;
[0050] FIGS. 44A-44B illustrate a strategic information technology
framework workflow delivery scenario; and
[0051] FIG. 45 illustrates the components of a strategic
information technology plan;
[0052] FIGS. 46A-46K illustrate the symbols used for noun and
noun-like notations used in VDL modeling diagrams;
[0053] FIGS. 47A-47J illustrate the symbols used for verb notations
used in VDL modeling diagrams;
[0054] FIGS. 48A-48G illustrate the symbols used for modifier
notations used in VDL modeling diagrams;
[0055] FIGS. 49A-49H illustrate the symbols used for preposition
notations used in VDL modeling diagrams;
[0056] FIGS. 50A-50F illustrate the symbols used for conjunction
notations used in VDL modeling diagrams.
DETAILED DESCRIPTION OF THE DRAWINGS
[0057] Strategic Planning
[0058] Strategic planning provides the context and guidance that
drives the definition of business functions, processes, systems,
and organization. It is the process of defining the vision, mission
and long term objectives for a business and the strategies for
achieving them. The strategic planning process determines the
actions and the allocation of the resources to meet those
objectives. The resulting strategic plans allow the enterprise to
effectively use its time, resources, intellectual capital and
experience and transition from a current state to a new way of
conducting business. In this document two enterprise planning
processes are of major interest because of their direct correlation
and interdependencies. First is Strategic Business Planning, which
is the process of defining the mission and long-term objectives for
the business and the strategies for achieving them. Second is
Strategic IT Planning, which is the process of defining frameworks
and architectures in support of the business, and creating the plan
for implementing those frameworks and architectures. Although the
focus is on IT planning, the output of the strategic business
planning process, the business plan, is what drives and must always
be considered in the creation of a successful IT plan. Through the
use of a Strategic IT Planning Framework Tower, an enterprise will
have the appropriate strategic information frameworks guiding the
appropriate technology direction necessary to effectively implement
the organization's business direction.
[0059] FIG. 1 is a high level diagram illustrating a full planning
continuum 1000 from business strategy through IT strategy to IT
solutions delivery. IT planning is an integral part of that
continuum. In today's dynamic business environment, it is critical
to make accurate and timely decisions about what technology to
invest in, when change should occur, and what value the business
will receive by implementing a new technology paradigm. To insure
that these decisions are reasonable, the IT strategic planning
process and deliverables need to be driven and guided by the
business context within which the enterprise will reside.
[0060] FIG. 2 maps to the high level diagram of FIG. 1 and shows
the range of business activities from business planning and process
improvement through to the delivery and management of IT solutions
to support the business processes. The boxes on the left hand side
represent intellectual capital in the form of models and template
solutions. The boxes on the right hand side represent the products
delivered to a client and are the major components of an IT plan.
The process thread running down the diagram illustrates how the
activities and inputs and outputs relate to each other. The bars on
the right of the diagram depict the scope of activities provided by
various organizations and approximate the rudimentary composition
of the Strategic IT Planning Framework Tower model. The Enterprise
Strategic IT Planning Framework Tower model in conjunction with a
suite of IT planning services fills the gap between management
consulting and the delivery of IT solutions. The following sections
cover the concepts behind the Enterprise Strategic IT Planning
Framework Tower and the use of the framework components to provide
strategic IT planning.
[0061] In FIG. 2, planning continuum 1000 flows from management
consulting 1002 through IT planning 1004 to delivery 1006. In the
management consulting 1002 phase, business planning and
transformation 1008 is performed in response to business context
industry 1010 and common 1012 business models and business
strategies such as a business transformation plan 1014, business
plan and architecture 1016, and other business strategies 1018.
Information developed during the management consulting 1002 phase
is used to drive enterprise IS/IT development 1020 in the IT
planning 1004 phase. Enterprise IS/IT strategy development 1020
reacts to inputs from IS architecture industry 1022 and common 1024
models in order to drive enterprise IS/IT strategies 1026. From
strategy development and strategies themselves, an enterprise IS/IT
architecture definition 1028 is determined based on IT architecture
reference models 1030. Enterprise IS/IT architecture definition
1028 aids in generating transition plans 1032 and enterprise IS/IT
architectures 1034 in order to drive high level solutions
development 1036. High level solutions development 1036 is based on
solution models 1038 and results in high level solutions 1040 and
transition plans 1042 for their implementation. Once high level
solutions 1040 are generated, solutions and services delivery 1044
is performed based on components 1046 and templates 1048.
Deliverables include designs 1050, code 1052, and application
systems 1054. Following delivery, a maintenance function 1056 is
set up for the deliverables.
[0062] Strategic IT Planning
[0063] Strategic IT planning is the process of modeling and
defining frameworks and architectures in support of the business
and creating the plan(s) for implementing those frameworks and
architectures. Strategic IT planning is defining, not designing. A
strategic IT plan does not design systems, databases, or networks.
The design and implementation work is initiated after the
definition process has been completed. Based on this premise, a
process for defining the frameworks and requisite architectures and
their use is demonstrated. In order to convert the initiatives from
an enterprise strategic business plan into manageable and
implementable results, three things must occur. First, complexity
is decomposed into manageable units. Second, architectures and
frameworks are built that can be used to model the business and the
enabling IT. Third, a common language is decided upon and used to
articulate the frameworks and architectures.
[0064] First, the enterprise is broken down into manageable
entities or components. Just like an airplane can be decomposed
into its separate parts using a bill of materials which is a list
of products and specifications that describe the product elements,
characteristics, and sometimes assembly requirements, the same can
be done for an enterprise. A decomposed enterprise needs to be
defined so it can be understood within the context of the whole and
detailed enough to be analyzed for change, sourcing, and assembly,
just like the bill of materials for an airplane. Not only does this
enable various teams and organizations to develop processes for
transforming inputs into outputs, but also better enables IT to
support the transformation.
[0065] Second, there is a need for an overall architecture (or
framework) to describe how all the parts (or organizational
components) fit together and how each part relates to one another.
Therefore the architecture of the enterprise is the true enabler of
any activity, process or function. If an essential architectural
component is not found in the enterprise (or addressed in an
outsourcing agreement), associated activities, processes and
functions cannot be completed.
[0066] Finally, there must be a common language or way to
communicate in clear and precise terms that all parties involved
will understand. Not one language for the sales people, and another
for the back office people, and another for the IT people, but one
that all understand and from which all other models and
architectures are derived. This common language is not the lowest
common denominator, but rather a significant step up in learning
how to communicate in objective graphical models.
[0067] Having fulfilled these needs and using the models developed
of the enterprise, understanding and implementation of the
initiatives can begin. In addition to providing boundaries,
enterprise models represent the common repository of data,
information, and knowledge about the enterprise. The graphical
representations precisely describe the enterprise in clear and
understandable terms. The scope of the models is four dimensional
considering functional activities within a department,
cross-functional activities within the company, customer and
supplier activities, and finally, competitor activities such as
"time to market." This holistic view and understanding enables IT
alignment with the enterprise and its objectives and goals.
[0068] From these models that the current state of the enterprise
is analyzed from which IT architectures and frameworks and a
transition plan to the future state can be developed. The models
also allow decomposition of the enterprise into manageable and
understandable units, thereby reducing complexity. It is from this
decomposition that effectiveness, efficiency, and adaptability are
designed and optimized by the enterprise. However it must be
understood that no single model or decomposed unit provides the
"silver bullet" solution for the enterprise. The synthesis of
information from the integrated business and IT models provide the
"links" which unite the enterprise into a holistic entity, thereby
aligning a complete enterprise strategy with people, processes and
technology.
[0069] In giving definition and structure to the enterprise it is a
basic tenet that no complex "system" can be optimum to all parties
concerned and have all functions optimized. Consequently,
architecting, or the development of an architecture or framework to
control and delimit complexity, is a matter of fit, balance, and
compromise of many factors and many interests. This is especially
true in the development of a structure, or architecture, within
which to build complex IT systems that will support and enable the
business of the enterprise. A system can be considered to be a set
of different elements connected or related in such a fashion as to
perform a unique function not performed by the elements alone. The
most important and distinguishing characteristic of a system,
therefore, is the relationship among the elements. The definition
of a system can be further refined and broken into basically two
parts: as a complex set of dissimilar elements or parts so
connected or related as to form an organic whole, and the whole is
greater than the sum of the parts; that is to say, the system has
properties beyond those of the individual parts. The purpose of
building systems is to acquire those properties provided by the
whole. As previously mentioned, the essence of systems is
relationships, interfaces, form, fit, and function. Therefore the
essence of architecting is structuring, simplification, compromise,
and balance. The challenge is in the control, if not the reduction
of complexity and uncertainty, and this must be reflected in the
architecture.
[0070] The development of an architecture must be pragmatic as
well. There must be an expansion or reduction of the problem at
hand to a realistic, workable, and implementable, size and
structure. The framework must dictate structures that are
achievable. Experience provides the answer to why there is a need
for architectures and frameworks. Enterprises with inadequate,
poorly defined, and undocumented architectures are prone to high IT
resource expenditures and have difficulty fitting system components
together. That is to say, the pieces of a system do not fit and
satisfy the intended function. The architecture makes the pieces
fit, and facilitates the integration and resolution of structural
conflicts. The architecture defines the whole. Serious difficulties
arise when the number and nature of elements result in so many
complex interfaces that what one subsystem does to the rest is no
longer as simple as single inputs and outputs. In this case the
relationships between function and form breakdown. The
architecture, the creation of a framework or structure, brings
order out of chaos, establishes system relationships, and acquires
the desired properties of the whole.
[0071] As with modeling the business enterprise, an IT architecture
can perhaps be best understood as a top-down description of the
structure of the system. Therefore models can help in describing
the structure. In this case a model is an abstraction of what the
participants think and hope the end system and its environment will
look like. By implying a great deal of internal structure, a model
can communicate a wealth of information in a simple aggregated
form. For example a model of a house is quickly understood by all
parties, not only in its external shape, but also in its likely
electrical, plumbing, and heating systems, its living space, and
its relationship to its surroundings. The best architecture is
based on the complete submission of the individual parts to the
purpose or function of the whole. "Form follows function" becomes a
guiding principle. Successful systems can be developed following an
architecture that is driven by function instead of form. However it
should be noted that successful architectures evolve slowly, and
are not created with such detail that they stifle innovation. If an
architecture is over defined, the builders will have no choice or
flexibility other than to "build to print". That is to say, with
too much specificity the system developer or implementer will not
have the option to improve or adjust the design to meet changing
business environmental demands or technological change.
[0072] To simply take what currently exists and try to make it work
together in most cases is not realistic, pragmatic, nor will it
meet the business needs of an organization. No builder or system
developer can remedy a fundamentally flawed concept. However given
a sound architectural foundation, success can be realized and will
only be contingent on the skill of the builder and the engineers.
Finally, enterprise models and IT architectures and frameworks
without a plan accomplish little or nothing, never reaching
implementation. Therefore strategic IT planning is tantamount to
success if anything is to be accomplished in an orderly, efficient,
and effective manner in support of the business needs of the
enterprise. The following points summarize the intent and value of
enterprise strategic IT planning:
[0073] An Enterprise Strategic IT Plan and its implementation will
provide the framework and process for defining the vision, mission,
and long term objectives for IT and aligning them with the
business; define the strategies for achieving them, and define the
architecture to enable them. The IT Plan also provides the context
and guidance that drives the definition of integrated business and
IT systems (in support of business processes and functions),
organization structure, and IT solution sets for products and
services. The IT Plan determines the actions and parameters for the
allocation of resources to meet the objectives. The IT Plan allows
for a deliberate, prioritized, planned, and effective utilization
of an enterprise's investment in time and resources.
[0074] Enterprise Framework
[0075] As previously mentioned, strategic IT planning is the
process of modeling and defining frameworks and architectures in
support of the business and creating the plan for implementing
those frameworks and architectures. It must be reemphasized that
strategic IT planning is defining, not designing. Therefore, in
order to define all of the necessary IT frameworks and
architectures in a consistent and repeatable fashion and to insure
that all of the mandatory and appropriate components of a
comprehensive enterprise IT plan are present, a planning framework
and model must be defined and used.
[0076] The Enterprise Strategic IT Planning Framework Tower is the
primary vehicle through which architectural information is
communicated. The use of the Tower model, the concepts behind the
makeup of the model, and the concept of the blueprints and work
patterns that together can be used to produce strategic IT plans
and technology architectures that support the business needs of a
corporation will be demonstrated. The Tower is the starting point
for determining the context and the foundation components and
elements needed to build a strategic IT plan, enterprise
architecture, architecture components, and enabling IT solutions
and strategies for an enterprise. The components and elements
identified in the Tower help planning practitioners to effectively
analyze and evaluate technology requirements, put them in the
proper business context, and ensure that due consideration is given
to all of the business and technology components necessary to
address and support business drivers and modernization
requirements.
[0077] The Tower also provides the baseline against which a
business can measure their current environment and initiatives to
ensure they are working with and within a comprehensive framework
for the design, engineering, acquisition, and deployment of
technology-enabled solutions to meet specific business goals. The
specifications, or "building codes", for some of the technical
component architecture are found in a Technology Policy which
covers the governance of standards and design guidelines. Tower
blueprints dictate the assemblage of framework model components for
the construction of desired deliverables such as a strategic IT
plan. The framework components indicated in the blueprint are then
incorporated into an approach and consequently processed through
work patterns using various methodologies and techniques to produce
a customized strategic IT plan, enterprise architectures, or other
deliverables. It is in the work patterns that the prescription and
execution of approaches, methodologies, processes, techniques, and
tools for developing the specific deliverables are determined and
take place. A suite of approaches and work patterns deliver
strategic IT plans and other associated deliverables.
[0078] In order to develop a comprehensive enterprise strategic IT
plan and the requisite enterprise architecture 30 for an
organization, two types of architectures must be considered
together: the business architecture 32 and the information
technology architecture 34, as shown in FIG. 3. The combinations of
these two elements make up the enterprise architecture to include
an enterprise management framework 36, as shown in FIG. 3 that
allows for the management of the two architectures. The business
architecture is the main driver for the IT architecture but the IT
architecture can also have an impact on the construction of the
business architecture through enablement or providing new and
creative ways of conducting business, for example, the
internet.
[0079] In order to build client-specific or unique enterprise
architectures and ensure that all of the mandatory tenets,
processes, components, and elements are present and placed in the
proper context, there must be a framework to work within. The
framework is built around the essential, mandatory components of an
enterprise architecture and addresses people, processes, and
technology. The decomposition of the enterprise architecture can be
represented by a model made up of six fundamental components 40,
depicted as planes shown in FIG. 4 These components make up an
enterprise architecture, and include both the business and IT
architectures. Each plane represents a mandatory component in
enterprise architecture 30 and must be addressed in a strategic IT
plan. The intent of the planes is not to imply a sequential flow
but to help easily identify and categorize requisite architectural
components and their elements. However it should be understood that
there are requisite relationships between components and elements
though not depicted by this particular model.
[0080] For enterprise strategic IT planning and enterprise business
and IT architecture development, each component of the framework
contains the requisite elements (sub-components). Addressing these
elements not only makes each component complete, but also allows a
"hard link" to be established to other components in the framework.
The components contain everything deemed necessary for
completeness--both on the business side as well as the IT side. The
following is a high level overview of the content of the
fundamental components:
[0081] Strategic Plan(s) 41--Every enterprise should have at least
six types of strategic plans: Business Plan, Product Plan,
Financial Plan, Organization Plan, Marketing Plan, and IT Plan. The
plans provide the context and guidance that drive the definition of
business functions, processes, systems, and organization. Strategic
business planning is the process of defining the mission and
long-term objectives for the business and the strategies for
achieving them. The IT plan defines and guides the technology
enablement of the business and related plans. In both of these
plans are the executable roadmaps for implementation and deployment
of the plans.
[0082] Business Architecture 42--reflects a view of what the
business must do today as well as in the future to accomplish
particular business requirements. The business architecture defines
the business organization structure, IT investment and expenditure
profile, functions, business process architectures (value streams),
workflow scenarios, and the enterprise operating environment within
which they all exist.
[0083] Information Architecture 44--represents what information
must be delivered to individuals across the enterprise to help them
effectively execute the business processes and make informed
decisions. This plane contains the information and data management
framework and precepts, the business intelligence component
processes, the geo-structural view of information specific
technology deployment, and the information-application software
portfolio.
[0084] Application Architecture 46--serves to support business
process execution (value stream enablement) and bring information
and data to the process. The application architecture defines the
application software portfolio and integration relationships.
Application inputs and outputs are identified as well as the
application geo-structural view for deployment. Guiding principles,
standards, and design characteristics support the acquisition as
well as development and integration of applications.
[0085] Technology Infrastructure Architecture 48--defines the IT
components necessary to enable access to information and provide
support for the execution of activities. This plane contains the
standards and policies or "building codes" for technology
infrastructure construction. This plane also contains a
characterization of the target environment, and identification and
views of the future geo-structural layouts with IT platform
requirements and characteristics that will provide the basis for
engineering blueprints.
[0086] Enterprise IT Management architecture 49--deals with the
business and organizational management of providing IT services and
products, the management of the services, IT systems and network
management, to include security, as well as element management.
This layer also encompasses the enterprise IT management
organization capabilities, competencies, skills and performance
models necessary to implement the desired culture and
behaviors.
[0087] FIG. 5 shows the Tower model 500 and graphically depicts the
decomposition of the mandatory components (depicted in gray) into
sub-planes. A sub-plane is a convention to clarify and detail the
element content of a mandatory component. For example, a business
architecture is typically composed of those elements associated
with: an enterprise business operating environment, business
support and line functions and organization structure, an
enterprise business framework of architectures, and business
process architectures (value streams) and workflow scenarios, hence
four sub-planes.
[0088] In FIG. 5, Tower model 500 includes the mandatory components
and their sub-planes. For the strategic plan 41 component, there
may be a strategic business and IT plans 502 sub-plane. For the
business architecture 42 component, there may be enterprise
business operating environment 504, business support and line
functions and organization structure 506, enterprise business
architecture framework 508, and business process architecture and
workflow scenarios 510 sub-planes. For information architecture 44,
there may include information/data management framework and
precepts 512, business intelligence component processes 514,
geo-structural component view 516, and information application
software portfolio 518 sub-planes. Application architecture (value
stream enablement) 520, geo-structural component view 522, and
application software portfolio (systems integration matrix) 524
sub-planes may be a part of application architecture 46. Standards
and policies 526, logical location software deployment schema 528,
operating and systems requirements and characteristics 530, and
geo-structural components view 532 sub-planes may be included in
technology infrastructure architecture 48. Enterprise IT management
framework 49 component may include sub-planes of IT systems
management framework 534, IT systems management geo-structural
components 536, IT systems management application software
portfolio 538, and enterprise IT management organization model
540.
[0089] The following describes how the Enterprise Strategic IT
Planning Framework Tower model is interpreted and consequently used
to create a strategic IT plan. The systematic process of modeling
the enterprise through the development of succinct business process
and IT architecture models in support of an enterprise's business
architecture is described in each description of the Tower model
components. The enterprise business architecture is based on a
framework comprised of a series of business process models that
integrate the numerous business processes into a series of workflow
activities that collectively are called value streams. The value
streams produce specific results for a customer based on business
goals, objectives, critical success factors, and performance
metrics.
[0090] The concept for strategic IT planning outlined in this
section is based on the premise that there are six fundamental and
mandatory enterprise architecture components in every enterprise.
The six enterprise architecture components are developed to portray
a strategic view of the business while identifying what and where
enabling technology should be deployed within business processes.
The architecture components are intrinsically linked and are
mutually supportive of each other for modeling the enterprise. As
previously discussed, the six mandatory architecture components
shown in the Enterprise Strategic IT Planning Tower model of FIG. 5
are: Strategic Plans, Business Architecture, Information
Architecture, Application Architecture, Technology Infrastructure
Architecture, and Enterprise IT Management Framework. The concepts
and rationale behind each of the architecture component planes of
the Enterprise Strategic IT Planning Framework Tower will be
discussed and developed in the following sections.
[0091] The reference models that are contained in each of the
component layers are an "icon" or symbol shorthand that represent
graphically a great deal of content that can be found in the
methodologies, processes, industry models, and intellectual
capital. The models in and of themselves are not as important as
the implied content behind them. The models are only representative
in nature and will vary for each enterprise as to depth and actual
content. However, there are certain essential objectives of each
model that must be satisfied and will be discussed for each
model.
[0092] Based on the framework Tower, a strategic IT plan will
achieve the following IT planning objectives. An organization's
business architecture for aligning IT with the business will be
addressed. An information architecture for operational needs and
establishing business intelligence within a corporation for
managing itself, conducting economic analysis, and developing
business scenarios for expansion or establishing new business
activities for competing in the marketplace will be provided. An
application architecture that enables and supports business
processes (value streams), and ensures that the business operations
within the corporation have been fully integrated and optimized for
efficiency and effectiveness will be defined. A technology
infrastructure architecture in support of the information,
application, and enterprise IT system management architectures will
be developed. An integrated enterprise system management approach
and IT organization framework for ensuring the reliability,
availability, and service consistency of a organization's
enterprise information system in support of its business operations
and services, including extensions to customers, partners, and
suppliers will be defined.
[0093] Strategic Plans
[0094] Definition:
[0095] Strategic plans provide the context and guidance that drive
the definition of business functions, processes, systems, and
organization. Strategic plans define the mission and long range
objectives for conducting the business, and the strategies for
achieving them. In addition they determine the actions and
allocation of resources to meet strategic objectives, allowing for
the effective utilization of an organization's investment in time
and resources. Each strategic plan serves a specific and useful
function. Every enterprise should have at least six fundamental
types of strategic plans--Business Plan, Product Plan, Financial
Plan, Organization Plan, Marketing Plan, IT Plan
[0096] Purpose:
[0097] Strategic business planning is the process of defining the
mission and long-term objectives for the business enterprise and
the strategies for achieving them. The strategic IT Plan defines
and guides the IT enablement of the business and related plans. The
executable roadmaps for implementation and deployment of the
strategic plans would normally be found in a business
transformation plan (part of the Business Plan) and an IT
transition plan (part of a strategic IT Plan).
[0098] Elements:
[0099] Business Plan:
[0100] Vision
[0101] Objectives
[0102] Critical success factors
[0103] Business Strategy (integrated)
[0104] Market segment
[0105] Products and services
[0106] Operating Principles (guiding principles)
[0107] Distribution channels
[0108] Operations (management)
[0109] Organization
[0110] Science and Technology Strategy
[0111] Modernization drivers
[0112] Information Management Precepts
[0113] Technology Guiding Principles
[0114] Financial Strategy
[0115] Business Transformation Plan
[0116] Product Plan
[0117] Organization Plan
[0118] Financial Plan
[0119] Marketing Plan:
[0120] External factors, drivers
[0121] Industry trends and "best practices"
[0122] Market analysis
[0123] Competitive analysis
[0124] Performance gaps
[0125] Brand positioning and Identity
[0126] Advertising and Promotion
[0127] IT Plan
[0128] Business Context
[0129] Enterprise IT Architecture(s)
[0130] Technology Policies
[0131] Transition Plan
[0132] Dependencies:
[0133] Strategic Business Plan:
[0134] Business Vision Statement
[0135] Business Goals and Objectives
[0136] Critical Success Factors
[0137] Science and Technology Modernization Drivers
[0138] Business Performance Metrics
[0139] Business Information Management Precepts
[0140] Business Intelligence Precepts
[0141] Business Operating Principles
[0142] Logical Business Organization Structure
[0143] Rationale:
[0144] Strategic plans provide the context and guidance that drive
the definition of business operations, functions, processes,
systems, and organization.
[0145] Discussion:
[0146] Strategic business planning is the process of defining the
mission and long-term objectives for the business enterprise and
the strategies for achieving them. The strategic business plan
consists of the following essential elements: vision, objectives,
critical success factors, integrated business strategy, market
assessment, products and services, operating principles,
distribution channels, operation, organization, science and
technology strategy, modernization drivers, information management
precepts, technology guiding principles; financial strategy,
business transformation plan,
[0147] The strategic IT Plan defines and guides the IT enablement
of the business and related plans. The executable roadmaps for
implementation and deployment of the strategic plans would normally
be found in a business transformation plan (part of the Business
Plan) and an IT transition plan (part of a strategic IT Plan). An
organization's business architecture is formulated in support of
the enterprise strategic business plan(s) by developing enterprise
value streams of "How a Corporation Wants to Operate in the
Future", and what factors must be considered. It is from the
business plans and business environments that the IT drivers are
derived and the corporate direction is indicated.
[0148] Business Architecture
[0149] Definition:
[0150] A Business Architecture reflects an enterprise view of what
the business must do today as well as in the future to accomplish
particular business requirements. This view is based on the
business context and the guidance provided by strategic business
plans. The business architecture defines the business organization
structure, IT investment and expenditure profile, functions,
business process architectures (value streams), workflow scenarios,
and the enterprise operating environment within which they all
exist. It is the business context and business architecture that
will provide the rationale for the future enterprise IT
architecture baseline and development.
[0151] Purpose:
[0152] The business architecture provides an operational overview
of the enterprise business functions and their supporting processes
(value streams). The business architecture will be used for
understanding and assessing the business processes to effectively
identify how information technology can enable an enterprise to
meet its business objectives. The enterprise business operating
environment provides a high level overview of the environment for
designing an enterprise business and IT architecture. This
characterization allows for designing the logical enterprise
business and IT architectures and understanding the enterprise
information and systems environment, defining the geographical
requirements for the information, application, infrastructure, and
IT systems management architectures, and developing a business and
information technology alignment perspective
[0153] Elements:
[0154] Business Drivers
[0155] Business Enterprise Model
[0156] Business Function Process Model
[0157] Logical Location Model(s)
[0158] IT Investment and Expenditure Profile
[0159] Enterprise Business Framework of Architectures
[0160] Enterprise Business Frame--external input/output
aggregate
[0161] Value stream aggregates
[0162] Value Stream(s) Architecture Models:
[0163] Event model
[0164] Process architecture(s)
[0165] Environment models Process workflow scenarios
[0166] Dependencies:
[0167] Strategic Business Plan:
[0168] Business Vision Statement
[0169] Business Goals
[0170] Business Objectives
[0171] Critical Success Factors
[0172] Science and Technology Modernization Drivers
[0173] Business Performance Metrics
[0174] Business Information Management Precepts
[0175] Business Intelligence Precepts
[0176] Business Operating Principles and Environment
[0177] Logical Business Organization Structure
[0178] Rationale:
[0179] The Business Architecture identifies the drivers for making
IT decisions, captures the primary line and support functions and
business processes for aligning the enterprise business and IT
towards reaching its strategic purpose, identifies the necessary
business process architectures (value streams), and workflow
scenarios from which the technology requirements and architectures
to support them can be derived, and provides the basis for
developing the enterprise logical location software deployment
schemas and models. The Business Architecture also provides an
overview of the integration required to effectively support the
business processes across the enterprise, provides a high-level
framework and mechanism for consistently displaying information,
application, and infrastructure architecture information in logical
location views, defines the models for business critical actions
such as facilitating change management and providing a framework
for process integration, and presents a geographical view of the
logical and physical locations and the relative functions needed to
determine the business and logical organizational structure to meet
corporate goals and objectives
[0180] Discussion:
[0181] An organization's business architecture is formulated in
support of the enterprise strategic business plan(s). For IT
planning purposes it is the compilation of essential information
about the business that will be the basis for defining how
information and technology will be used to support that business. A
business environment 600 within which the enterprise operates as
shown in FIG. 6, as an example, is impacted by outside influences.
Therefore, these external factors affecting the business must be
understood. These influences include the type of markets 602 the
business is in or wishes to enter, competitors 604 faced in markets
602, government legislation 605 and regulations 606 with which to
abide by, parameters placed upon it by a parent corporation 608 or
the impact it might have by subsidiaries 610, services to provide
to its customers 612, and accounting to its partners 614. Inside
influences include production of goods, sales, and administration
of the corporation 616. In the development of a comprehensive IT
plan these factors could preclude certain choices in the technology
selection.
[0182] The operating framework can be represented by a Business
Function/Process Model 700 shown in FIG. 7. For discussion
purposes, a manufacturing company is used as an example business to
model. Model 700 articulates a firm's loose organizational
structure and the line business functions and supporting business
processes. It allows for a summary view to facilitate an
understanding of the relevant functions in the current as well as
future enterprise, identifying the existing and potential sources
for competitive differentiation and advantage, and provides a way
of focusing on areas that could benefit from strategic analysis.
The essential objective of model 700 is to depict the current
functional view of the enterprise by illustrating the primary line
functions, which directly relate to the delivery of the enterprises
products and services (e.g. Sales 712, Distribution and Delivery
716) and the supporting functions, which enable the primary
functionality (e.g. 706 Finance). The specific content in the
individual figures are only representative in nature and will vary
for each enterprise. In model 700, a manufacturing company may have
different departments to include support functions of manufacturing
702, corporate administration 704, finance 706, and information
technology 708. Primary line function examples include business
development 710, marketing and sales 712, customer care 714, and
distribution and delivery 716. Within manufacturing support
function 702, there may be sections of material management 720,
plant production 722, quality management 724, inventory management
726, design and engineering 728, and plant maintenance 729. Under
corporate administration 704, sections may include human resources
730, legal, 732, professional development 734, mergers and
acquisitions 736, policies and procedures 738, and auditing 739.
Sections under the finance is support function 706 may include
corporate accounting 740, treasury 742, asset management 744, risk
management 746, and financial management 748. Under the information
technology support function 708, there may be sections of IT
business management 750, service management 751, systems/network
management 752, element management 753, security management 754,
telecommuting 756, and paging management 758.
[0183] For primary line functions, business development 710 may
contain marketing development 760, product/services development
762, and business planning 764. Sections under the marketing and
sales line function 712 may include advertising management 770,
marketing management 772, and sales force management 774,
literature 776, and promotions 778. For the customer care line
function 714, sales 780, services 782, complaints 784, systems
restoral 786, suggestion management 788, and technical information
789 groups may be provided. Sections under distribution and
delivery 716 may include products 790, field services 792, and
operations management 794.
[0184] The operating environment also reflects a view of the
logical and physical operating environment 800 shown in FIG. 8
within which an enterprise exists and operates. Operating
environment 800 illustrates an example of how the components of
Business Function and Process Model 700 may be separated by
geographical as well as logical boundaries. This environment will
have a direct bearing on the design, engineering, implementation
and deployment of IT.
[0185] The identification of logical business locations defines the
various areas of business activity encompassed by the enterprise.
The separation between logical locations may be physical (such as
geographic boundaries), or purely logical (such as organizational,
cultural, and political boundaries). The definition of logical
business locations provides a key ingredient for analyzing IT
resource needs and determining the design, implementation,
deployment, and management of those resources throughout the
enterprise. This view provides input into the distribution of
applications as well as the information and infrastructure
requirements for the definition of those architectures. A logical
location map 802 provides the necessary correlation between logical
and physical locations for the various business functions of the
enterprise. In order to support the logical design of IT
architectures and consistently illustrate the distributed needs of
the enterprise, a geo-structural view 900 shown in FIG. 9, for
example, is created from the logical business location map 802 to
provide the template upon which to construct the IT systems
management, technology infrastructure, application, and information
architectures. This would include the logical location software
deployment schema 3000, as shown in FIG. 30, that will ultimately
lead to the physical design of IT solutions. The critical elements
of this geo-structural view is the distinct representation of each
of the logical operating locations. An operations and support
systems center 902 provides communication among mobile users 904,
sales offices 906, manufacture operating units 908, customer
service centers 910, regional offices 912, and teaming partners
914. Operations and support systems center 902 has access
capability to corporate data stores 916, operational data stores
918, and corporate headquarters 920. The specific content in the
individual figures are only representative in nature and will vary
for each enterprise.
[0186] An IT investment profile 1000 example shown in FIG. 10
reflects the company's overall investment in IT and where it is
focused. To some degree, profile 1000 illustrates the perceived
value the enterprise places on IT. Investment and expenditure
profile 1000 provides a view of the monetary delimiters on the IT
operating environment and sets the tone and expectations for future
IT expenditure. This will directly impact the feasibility of
certain technology choices and recommended IT initiatives to reach
targeted architectures and environment.
[0187] Capturing the client IT systems expenditure data and
determining where it is focused provides the baseline against which
the appropriateness of current IT expenditures can be determined
and against which transition planning recommendations and future
budgeting calculations can be made. FIG. 11 shows an example of a
client IT expenditure and industry expenditure benchmark 1100. It
also provides a way in which to determine client standing in
regards to an industry norm benchmark for business, competitive,
and industry measures.
[0188] The enterprise business architecture is key to the business
success of a corporation as well as the development of effective
strategic IT plans. From the strategic business models articulating
the business process architectures (value streams) the requisite
enabling technology and information requirements can be derived.
The level of detail and accuracy applied to these models will
directly impact the robustness of the IT plans that can be
developed for an enterprise as well as the success of their
subsequent implementation. At the highest level, the business
architecture is represented by an enterprise model 1200 that shows
the essential elements of primary external business processes 1295
and the respective inputs 1230 from and outputs 1208 to external
sources 1204. As shown in FIGS. 12A-12C, the frame 1202 in the
middle of the model represents the client enterprise. This model is
an example of a manufacturing industry enterprise and the specific
content in the individual figures are only representative in nature
and will vary for each enterprise.
[0189] Enterprise frame 1202 handles various inputs and provides
various outputs for interfacing with external processes. An
enterprise frame 1202 may create such elements as business leads
1206, literature 1208, discount agreements 1210, request for quote
responses 1212, quotes 1214, orders, 1216, customer invoices 1218,
fulfilled orders 1220, fulfilled customer requests 1222, complaint
resolution 1224, packaging material 1226, and rejected requests
1228 as inputs to customer process 1204. Likewise, customer process
1204 may create elements such as business leads 1206, request for
quote requests 1230, customer information 1232, orders 1216,
customer payments 1234, and returned items 1238 as inputs to
enterprise frame 1202. Enterprise frame 1202 may receive inputs
from a human resources services process 1240 for such items as
interested candidates 1242 and employment development services
1244. A government services process 1246 may create items such as
Environmental Protection Agency guidelines 1248, Occupational
Safety and Health Administration (OSHA) guidelines 1250, and
government policies and regulations 1252 for input to enterprise
frame 1202. Other processes of the aggregate input/output model
1200 include an employee support process 1254 that may receive
compensation 1256, benefits 1258, employee information 1260, and
reimbursements 1262 inputs generated by enterprise frame 1202 while
creating reimbursement requests 1264 and other employee issues 1260
for processing by enterprise frame 1202. A supply goods and
services process 1266 creates manufacturing material 1268, supplier
capacity and availability 1270, goods 1272, and vendor invoice 1274
inputs to enterprise frame 1202 while responding to vendor payment
1276 and purchase order 1278 inputs created by enterprise frame
1202. A settle payments process 1279 handles electronic funds
transfer payments 1280 and foreign currency wire request inputs
1281 generated by enterprise frame 1202 and provides electronic
funds transfer remit 1282 and foreign currency wire remit advices
1283 to enterprise frame 1202. A legal action process 1284 handles
closed case 1285 and implemented policy and regulation 1286 issues
and generates legal issues 1287. A strategic services process 1288
issues science and technology drivers 1289, industry trends 1290,
and external market 1291 data to enterprise frame 1202 for
strategic planning consideration. An authorize credit process 1292
responds to credit check requests 1293 with credit check responses
1294. Similarly, a credit analysis process 1295 responds to credit
analysis requests 1296 with credit analysis responses 1297.
[0190] Identification of value streams within the enterprise will
allow the enterprise to establish valued-added services in support
of its customers and provide a mechanism for understanding and
evaluating results. A value stream can be defined as an end-to-end
array of activities that collectively create a valuable result for
both internal and external customers. The value streams reconcile
all the views a customer may have of the enterprise and create the
views of a single, serving enterprise dedicated to the customer.
The value streams satisfy the customer wishes as fully as possible,
rather than focusing on internal procedures (or functions) such as
accounting or selling or shipping.
[0191] The value streams can be grouped into four categories:
Customer Facing, People Caring, Business Enabling, and Future
Building. FIGS. 13A-13D represent a model 1300 of the aggregation
of the processes within a particular category (e.g. Customer
Facing) and the external inputs and outputs to support the value
streams. This view shows not only the integration within a category
but depicts the required inputs and outputs from the other
categories within the enterprise as well as sources outside the
enterprise such as enable customer process 1204 of FIGS. 12A-12C.
The elliptical elements such as fulfilled order 1220 represent
tangible objects. The hard cornered or rectangular objects such as
customer invoice 1218 represent IT objects exchanged with other
value streams or external entities. The specific content in the
individual figures are only representative in nature and will vary
for each enterprise.
[0192] In FIGS. 13A-13D, enable customer process 1204 of FIGS.
12A-12C is shown with its inputs and outputs interacting with both
internal and external processes, such as order to cash process 1302
and credit analysis process 1295. An order to cash process 1302
generates customer invoices 1218 and quotes 1214 for enable
customer process 1204 and generates credit check requests 1293 for
authorize credit process 1292. Order to cash process 1302 also
generates receivable debit entries 1304 and receivable credit
entries 1306 as well as work orders 1308 for input to a
manufacturing to distribution process 1310. Order to cash process
1302 handles credit check responses 1294 from authorize credit
process 1292 along with orders 1216 and customer payments 1234 from
customer process 1204. Order to cash process 1302 also handles
Availability to Promise ATP data 1312, scheduled ship date 1314,
advanced ship notice 1316, advice of receipt 1318, and proof of
delivery 1320 inputs generated by manufacturing to distribution
process 1310. Manufacturing to distribution process 1310 generates
engineering change reports 1322, manufacturing material demands
1324, and receipt acknowledgments 1326 along with handling
manufacturing material 1328 and technical manual 1330 inputs.
[0193] Technical manual 1330 inputs are also processed by a service
request process 1332. Service request process 1332 generates orders
1216, fulfilled customer requests 1222, complaint resolution 1224,
packaging material 1226, and rejected request 1228 inputs to
customer process 1204. Service request process 1332 handles
fulfilled order 1220, customer request 1236 and returned item 1238
inputs generated by customer process 1204. Service request process
1332 also generates credit memos 1336 and debit memos 1338. Service
request process 1332 generates field service reports 1340 for use
by order to cash process 1302. A complaint 1342 input is generated
by service request process 1332 for processing by manufacturing to
distribution process 1310. Complaint 1342 and a business lead 1344
input are generated by service request process 1332 for use by
prospective customer process 1346.
[0194] Prospective customer process 1346 handles business leads
1206 and request for quote requests 1230 from customer process
1204. Prospective customer process 1346 generates business leads
1206, literature 1208, discount agreements 1210, request for quote
responses 1212, customer interfaces 1232, and quote 1214 inputs for
processing by customer process 1204. Prospective customer process
1346 interfaces with credit analysis process 1295 through credit
analysis requests 1296 and credit analysis responses 1297.
Prospective customer process 1346 responds to marketing strategy
1348, pricing strategy 1350, and buying trend 1352 information. An
engineering change order notification 1354 provides input to
prospective customer process 1346 and manufacturing to distribution
process 1310. A product configuration 1356 drives prospective
customer process 1346, manufacturing to distribution process 1310,
and. order to cash process 1302. Prospective customer process 1346
also generates a customer profile 1358 for use by order to cash
process 1302.
[0195] Subsequent to the enterprise business value stream
aggregation, each of the value streams identified in the enterprise
business architecture is further decomposed into event, process,
and environment architectures and workflow scenario models. The
event models illustrate the activities that happen outside the
Enterprise/Value Stream to which the value stream must react in a
predetermined manner. The architecture models depict the style and
method of design and construction that comprises the elements of a
system and defines the purpose and interrelationships of those
elements. Each value stream is depicted with at least one process
architecture and an environment model. The workflow scenario models
illustrate the sequence of activities necessary to transform the
inputs into the required outputs.
[0196] FIGS. 14A-14B represent an example of a generic event model
1400 for a value stream such as "Order to Cash". This concept
requires that for each value stream identified in the enterprise
business architecture there will be a corresponding event model.
The event model articulates each event that triggers a workflow
scenario within the value stream. The value stream event metrics
matrices capture the number of events that occur over some
specified time periods. These events could be either external or
internal to the enterprise. For each event identified in the model
a logical location software deployment schema will be derived.
[0197] In FIGS. 14A-14B, the fulfill order scenario 1401 is
initiated by various events including customer cruising the web
site 1402, customer placing order 1404, and credit authority
responds to credit check request 1406, all of which are external
events. Time to invoice the customer 1408, is an example of an
internal event. Other internal events include time to invoice
customer 1408, and customer makes payment 1410, order entry sends
order to manufacturing 1412. Subsequently, field service repair
orders replacement parts 1414, submits billing inputs 1415,
shipping provides proof of delivery 1416, advice of receipt 1418,
and Advance Ship Notice (ASN) 1420 as well as operations updates to
ship date 1422 and ATP 1424 to assist in keeping track of the
order. The maintain/change order scenario 1550 is driven by the
customer changing an order 1426 or canceling an order 1428.
Authorization to refund an order for fulfill refund scenario 1514
is given by customer service 1430. A review order scenario 1432
processes a customer's review request 1434. The specific content in
the individual figures are only representative in nature and will
vary for each enterprise.
[0198] FIG. 15 represents an example of a generic process
architecture 1500 for a value stream such as "Order to Cash". This
concept requires that for each value stream identified in the
enterprise architecture there will be at least one corresponding
process architecture. These architectures provide the structure
within which workflow scenario models can be derived depicting
various business scenarios for that value stream.
[0199] In FIG. 15, the essential elements are the work elements
being executed as represented by fulfill order scenario 1401 and
the information being created and used as represented by new order
request 1522. In FIG. 15, a fulfill order scenario 1401 may process
field service billing input 1340, product configuration 1356,
customer profile 1358, advanced ship notice 1316, advice of receipt
1318, proof of delivery 1320, customer payment 1234, credit check
responses 1294, and ATP data 1312 inputs and generates scheduled
ship date 1314, customer invoice 1218, credit check request 1293,
quote 1214, and an order release 1504. Customer data to consumer
intelligence process 1503 drives the information for customer
profile 1358. An order 1216 is generated by fulfill order scenario
1401. Order 1216 includes information with respect to an order such
as being entered 1506, released 1508, invoiced 1510, and paid 1512.
Order 1216 may be generated by fulfill refund scenario 1514 that
can create a credit refund 1516 or a customer credit memo 1518.
Fulfill refund scenario 1514 is triggered upon an indication by
approved refund/return 1520.
[0200] An order 1216 is initiated by fulfill order scenario 1401 in
response to a new order request 1522 generated by a direct order
request scenario 1524. Direct order request scenario 1524 receives
information from an order request generated by phone 1528, fax
1530, or web page 1532 from a customer 1534, CSR 1536, account
executive 1538, or FSR 1540. Direct order request scenario 1524 may
generate a review order request 1542 that initiates a review order
scenario 1544 that receives information from order 1216 in order to
generate order information 1546. Direct order request scenario 1524
may also generate a maintain/change order request 1548 that
provides information to a maintain/change order scenario 1550 in
order to perform any alteration to order 1216. Direct order request
scenario 1524 also generates a return request 1550 for use by
fulfill refund scenario 1514. The specific content in the
individual figures are only representative in nature and will vary
for each enterprise.
[0201] The environment model 1600 for a value stream, as shown in
FIG. 16, depicts the interaction with external entities, as
indicated with the darkened hourglass figures, as well as the
interfaces with the other value streams of the enterprise. The
elliptical spheres in this model represent physical, real world
objects. The rectangular or "hard cornered" shapes represent IT
objects and therefore integration points between the value streams
as well as external entities. These interface objects are the
"whats" that are reflected in the Enterprise
Information/Application/Systems Management Software Portfolio
integration matrices. FIG. 16 shows an overall environment view for
the order to cash example as discussed above.
[0202] The workflow model 1700, as shown in FIG. 17, depicts one of
the workflow scenarios based on the process architecture. There
could be several workflow scenarios for each process architecture
and the number of workflow scenarios is directly linked to the
events identified in the associated value stream event model. The
workflow scenarios actually depict the sequence of activities
necessary to transform the inputs into the required outputs. From
these granular models, most of the requisite inputs and outputs for
the enterprise will be defined as well as the logical applications
(either physical or IT) that support the accomplishment of the
particular workflow. From these models, the basis for the
application portfolios and information architectures are derived.
Therefore these models will support the construction and provide
the rationale for the IT architectures (e.g. application
portfolios) developed in the an enterprise IT Plan.
[0203] Information Architecture
[0204] Definition:
[0205] An Information Architecture represents what information must
be delivered to individuals across the enterprise to help them
effectively execute business processes and make informed decisions.
The information architecture plane in the Tower contains the
information and data management framework and precepts; the models
for the integrated information, application, and systems management
architectures; the geo-structural technology components view; and
the information-applications software portfolio that address
business intelligence scenarios.
[0206] Purpose:
[0207] To provide the business intelligence structure for providing
employees with the ability to analyze the performance of a business
and its capability to achieve the business goals, objectives,
critical success factors, and performance metrics outlined in the
enterprise strategic business plan. The information architecture is
the cornerstone of an organization's ability to effectively manage
information. This capability is critical to the discovery and
exploration of information related to the critical factors and
trends of a business and its industry.
[0208] Elements:
[0209] Information and Data Management Framework:
[0210] Business Information Management Precepts
[0211] Business Intelligence Precepts
[0212] Information Needs and Uses
[0213] Information Sources
[0214] Integrated, Application/Information/Systems
[0215] Management Architecture:
[0216] Business Intelligence Scenarios
[0217] Information Technology Architecture--Geo-structural
Component View
[0218] Information-applications Software Portfolio
[0219] Dependencies:
[0220] Business Goals and Objectives
[0221] Critical Success Factors
[0222] Business Performance Metrics
[0223] Science and Technology Modernization Drivers
[0224] Business Operating Principles
[0225] Enterprise Operating Environment
[0226] Business Architecture
[0227] Rationale:
[0228] The Information Architecture provides focus on the operation
of business processes and their interaction with other business
functions and processes (value streams) within the enterprise,
provides the ability to continually evaluate business performance
and productivity and readily identify business directions for
ensuring achievement of business goals, objectives, critical
success factors, and performance metrics, and provides business
intelligence and value-added information for strategic decision
making. The Information Architecture also effectively consolidates
both macro and micro information requirements and perspectives of
the organization to insure information and data integrity and helps
assure compatibility between informational and operational
transaction systems.
[0229] Discussion:
[0230] A corporation's enterprise information architecture for
enabling business intelligence is characterized by a framework that
establishes decision making principles, precepts, and standards for
the identification and use of information as a business resource,
identifies the business intelligence scenarios within business
value streams, identifying the high-level inputs and outputs,
occurring in the enterprise from internal to external sources, to
include those being generated by both legacy and client/server
systems. The framework includes a data warehouse structure that
provides the necessary high-level management and operations
reports. The framework facilitates the establishment of the
underlying infrastructure for managing the information asset by
highlighting the required information databases and
information-application components, provides a supporting
application portfolio and system integration table for identifying
the business intelligence applications and integration
requirements, and provides a geo-structural view for relating the
information and data architectural components to their
corresponding logical and physical locations
[0231] FIG. 18 shows an information and data management framework
and precepts 1800 of the enterprise. The definition of an
enterprise's information architecture includes several views that
describe the information needs and uses, its owners and users and
management, the forms the information is stored in and the
information sources. The information and data management framework
establishes decision making principles, precepts, and standards for
the identification and use of information as a business resource.
Also part of the framework is understanding the informational needs
of the operational (tactical) side and the informational
(strategic) side.
[0232] In FIG. 18, information needs and uses 1802 of the
enterprise is driven by decision support 1804, business alignment
1806, and operations support 1808. Information management 1810 is
controlled through knowledge management 1812, access management
1814, and storage management 1816. Information sources 1818 include
internal sources 1820 as well as external sources 1822.
[0233] FIG. 19 shows an example of business intelligence scenarios
1900 for the enterprise. As a result of the overall strategic
business plan and its supporting business architecture, an
enterprise information architecture is required for providing
business intelligence on both the internal and external business
environment. For example this architecture should enable a business
to explore sales, profit, forecasts, and what-if information. The
information requirements (inputs and outputs and the relationships
with other applications as well as value stream requirements) are
identified and articulated in the enterprise strategic business
models found in the enterprise business architecture. Depending on
the business operating philosophy of an enterprise, the business
intelligence scenarios can be designed to allow the empowerment of
information-based employees throughout the enterprise. They can
provide them with the ability to analyze the operations and
performance of the business in accordance with established policies
and rules. From available information employees should be able to
identify trends within and without the enterprise and determine the
required changes in response.
[0234] Finally, the enterprise information and data architecture is
mapped into a geo-structural view. FIG. 20 provides an example of a
geo-structural component view 2000. This view maps the information
and database components of the enterprise to the pertinent business
functions of the firm. The geo-structural view shows the logical
location of the information and data architecture components that
must be integrated and supported by a technical infrastructure.
This layout will be used to develop a supporting logical technology
infrastructure architecture.
[0235] In FIG. 20, information for the enterprise is controlled by
an enterprise data warehouse 2002. Enterprise data warehouse 2002
may include a data query and reporting function 2004, a DSS/EIS
2006, a database management system 2008, a data mining function
2010, a metadata function 2012, a replicate function 2014, a data
administration 2016, and a data processor 2018. Enterprise data
warehouse 2002 has access to operational databases 2020, either
internal corporate data stores 2022 or external operational data
stores 2024, over networks 2026. Information is exchanged over
networks 2028 by enterprise data warehouse 2002 with corporate
headquarters 2030, mobile/small office users 2032, and
regional/customer support/sales large office 2034 workstations. A
regional data mart 2036 may support large office
communications.
[0236] Based on the databases that are required to enable business
intelligence, an enterprise information and data technology data
warehouse framework is formulated that identifies all the business
transactions that are occurring within the enterprise from both
internal and external sources. In addition the architecture
identifies all of the pertinent high-level management and
operations reports. This framework is oriented around the
transaction and information components required to develop a data
warehouse capability and enabling business intelligence within a
corporation. FIG. 21 provides an example of a data warehouse
framework 2100.
[0237] In FIG. 21, enterprise data warehouse 2002 operates around
database management system 2008 that processes data to and from
internal corporate data stores 2022 and external operational data
stores 2024. Data processor 2018 performs data extraction and
scrubbing between database management system 2008 and data stores
2022 and 2024. Database management system 2008 interfaces with
metadata 2012 and data administration 2016 in order to execute
DSS/EIS 2006, replicate 2014, and data mining 2010
applications.
[0238] In support of the business intelligence scenarios, an
information-application portfolio must be identified to provide the
necessary operational and management reports as well as accessing
the appropriate data for other information systems. FIG. 22
provides an example of an enterprise information application
portfolio and system integration matrix 2200. This matrix
identifies for each of the value streams the enabling application
components that should be integrated and is derived from the
business process architectures and workflow scenarios. This matrix
will also be found in the application architecture and enterprise
IT systems management architecture because there is the possibility
of cross functionality integration requirements. If this should
occur, using the same matrix will make it evident.
[0239] Application Architecture
[0240] Definition:
[0241] An Application Architecture serves to support business
process execution (value stream enablement) and bring information
and data to the process. The application architecture defines the
application software portfolio and integration relationships.
Application inputs and outputs are identified as well as the
application geo-structural view for deployment. Guiding principles,
standards, and design characteristics support the acquisition as
well as development of applications.
[0242] Purpose:
[0243] To provide a logical portfolio of applications for
supporting the various business processes of an enterprise. The
application portfolio is designed to illustrate the optimum
distribution of applications and components across multiple
business functions, processes, sites and platforms for enabling
business workflow scenarios that will insure efficient and
effective business operations.
[0244] Elements:
[0245] Integrated Application/Information/Systems Management
Architecture (Value Stream Enablement Views)
[0246] Application Portfolio Architecture--Geo-Structural Component
View
[0247] Enterprise Application Software Portfolio Integration
Matrix
[0248] Dependencies:
[0249] Business Goals and Objectives
[0250] Critical Success Factors
[0251] Business Performance Metrics
[0252] Business Information Management Precepts
[0253] Business Intelligence Precepts
[0254] Science and Technology Modernization Drivers
[0255] Business Operating Principles
[0256] Logical Location Models Business Architecture
[0257] Enterprise Operating Environment Characterization
[0258] Rationale:
[0259] The Application Architecture identifies the appropriate
enterprise business applications and the integrating requirements
to support the business process architecture (value streams) and
workflow scenarios, provides a means to incorporate business
policies, processes, procedures, and rules to effectively operate
and manage the enterprise, provides an organization the ability to
streamline and integrate the operation and management of its
business processes, and identifies the application portfolio and
technology infrastructure requirements.
[0260] Discussion:
[0261] In support of the overall strategic business plan and its
supporting business architecture, an enabling application portfolio
and architecture is required for performing business operations.
The application architecture identifies the logical applications
required for optimizing business operations and the logical
locations of those enabling applications. An enterprise application
architecture consists of a portfolio of applications that enable
the value streams and associated workflow scenarios. The
application architecture addresses the combination of functional
software applications that must be integrated to enable the
business process value streams and the workflow scenarios outlined
in the business architecture. The integrated application portfolio
should empower the information-based employees within the company
to manage the day-to-day operations of the enterprise, and allow
management and business analysts to concentrate on analyzing and
operating the business. A corporation's enterprise application
architecture will be characterized by the required application
components for enabling the enterprise value streams, a
geo-structural view for relating the application architectural
components to their corresponding logical and physical locations
and organizational structures, and integration requirements for
applications.
[0262] Identification of business enabling applications can be
derived from the value stream process architecture and workflow
scenario models that comprise the enterprise business architecture.
In addition these models highlight the cross functional
relationships with other applications and consequently identify the
applications that must be integrated as well as the information and
data that is passed between them as inputs and outputs. FIG. 23
provides an example of the application architecture 2300 for order
to cash. This view correlates the required logical application
inputs and outputs to the value streams they support. Based on the
required logical applications, an enterprise application software
portfolio table is formulated to show the applications that must be
integrated.
[0263] The enterprise application portfolio is then summarized into
a geo-structural view. FIGS. 24A-24B provide an example of
geo-structural view 2400 for a generic manufacturing company. This
geo-structural view shows the logical location of the logical
application portfolio components that must be integrated through a
technical infrastructure in order to form the required, integrated,
corporate enterprise business system.
[0264] FIGS. 24A-24B, applications for an enterprise are supervised
by an enterprise server farm 2402. Enterprise server farm 2402
includes servers for service management 2404, sales and marketing
2406, financial accounting 2408, product planning 2410, material
management 2412, asset management 2414, logistics and distribution
management 2416, QA/QC/QM management 2418, human resources 2420,
complaint management 2422, legal and safety 2424, corporate
management 2426, office automation 2428, web 2430 and others 2432.
An external request processor 2434 handles server access to
internal corporate data stores through enterprise data warehouse
2002, regional data mart 2036, and internal databases 2022.
External request processor 2434 may also provide server access to
external databases 2024 and external client workstations 2436. An
internal request processor 2438 provides server access to client
work stations at large regional/sales offices 2034, mobile/small
users and offices 2032, and corporate headquarters 2030 either
directly or through an office application server 2440. Office
application server 2440 may include print 2442, file 2444, post
office 2446, and office automation 2448 functions. Client
workstations may include workflow/collaboration replication 2450,
application presentation 2452, and web applications 2454
capabilities.
[0265] FIG. 25 provides an example of a template 2500 for capturing
an enterprise application portfolio. This matrix is derived from
the business process architectures and workflow scenarios. This
matrix will also be found in the information architecture and
enterprise IT systems management architecture because there is the
possibility of cross functionality integration requirements. If
this should occur, using the same matrix will make it evident. In
support of the enabling applications portfolio, a corresponding
application portfolio "best practices" recommendations table can be
developed that highlights "best of breed" products. PIPE or a
similar process is the logical extension of making integrated
technology recommendations.
[0266] FIG. 26 provides an example of a recommendations table 2600
that could be derived that highlights the "best of breed" products
for enabling business processes.
[0267] Technology Infrastructure Architecture
[0268] Definition:
[0269] A Technology Infrastructure Architecture enables access to
information and provides support for the execution of activities.
This plane contains the standards and policies or "building codes"
for infrastructure construction. This plane also contains the
logical location software deployment schemas as well as a
characterization of the infrastructure environment to provide the
base line for the target environment. It also provides
identification and views of the future geo-structural layouts with
IT platform operating requirements and characteristics that will
provide the basis for engineering blueprints and deployment.
[0270] Purpose:
[0271] The enterprise technology infrastructure architecture
provides the technology structure to support the information,
application, and enterprise IT systems management architectures.
The infrastructure architecture describes the underlying systems
and associated platforms to integrate the business intelligence and
business application portfolios into an enterprise information
system.
[0272] Elements:
[0273] Standards, Policies, and Governance
[0274] Logical Location Software Deployment Schemas
[0275] Operating and Systems Requirements and Characteristics
[0276] Technology Infrastructure Architecture--Geo-structural
Component View (with Linkages to Lower Level Technical Component
Architectures)
[0277] Dependencies:
[0278] Business Goals and Objectives
[0279] Critical Success Factors
[0280] Business Performance Metrics
[0281] Business Information Management Precepts
[0282] Business Intelligence Precepts
[0283] Science and Technology Modernization Drivers
[0284] Business Operating Principles
[0285] Logical Location Models
[0286] Business Architecture
[0287] Enterprise Operating Environment Characterization
[0288] Information/Data Architecture
[0289] Application Architecture
[0290] Rationale:
[0291] The Technology Infrastructure Architecture provides the
supporting platforms and technology structure for
information-empowered employees (e.g. business analysts,
knowledge-based marketing and sales agents, operations and support
system managers, and corporate executives) within an enterprise.
The Technology Infrastructure Architecture also produces the
technical structure for a seamless flow of information throughout
the business enterprise to support enabling business processes,
helps leverage economies-of-scale for IT procurement, improves the
quality and efficiency of IT support, and eases integration efforts
through technical consistency.
[0292] Discussion:
[0293] In support of the information and application architectures,
and IT system management framework, an underlying technical
infrastructure architecture must be defined. The infrastructure
architecture addresses the systems and networking structures that
support the application portfolios that enable the value streams
and workflow scenarios outlined in the business architecture. The
infrastructure framework allows common and consistent operating
environments to be established. The infrastructure architecture
identifies and graphically depicts the underlying networking
structures and associated platforms, operating systems, and
protocols that enable the information, application and
systems-management systems. The technical infrastructure
architecture is characterized by highlighting in the corporation's
enterprise infrastructure view the required system components for
enabling the value streams and ensuring effective and efficient
performance of these systems, establishing a common operating
environment that will standardize operating practices throughout
the enterprise and allow for ease-of-use and ease-of-training of
end users, and developing a supporting Technical Infrastructure
"Best Practices" Recommendations table or process that highlights
the "best of breed" products for integrating the firm's enterprise
information systems that allow for optimizing and controlling
costs.
[0294] A technology policy, based on The Open Group Architectural
Framework (TOGAF) model, (see the technical reference model 2700 in
FIG. 27) is a vehicle to articulate consensus and provide a basis
so that those involved in making decisions concerning acquisition
and application of various technologies will have adequate and
appropriate information on which to base their decisions.
Technology policies provide guidelines on which technologies to use
and which to avoid and recommends specific tools, vendors, or
systems when appropriate, and establish a common operating
environment that will standardize operating practices throughout
the enterprise and allow for ease-of-use and ease-of-training of
end users.
[0295] A technology policy will be characterized by providing an
overview of each technology, making statements of policy concerning
the specified technologies and provides details on the components
involved, providing a time frame for the deployment of recommended
technologies, providing guidelines for decisions or recommendations
of specific tools, and documenting current views on technology and
communicating a consistent technology direction.
[0296] In FIG. 27, Technical reference model 2700 includes
application software 2702 that executes on application platform
services 2704 through an application programming interface 2706.
Application platform services 2704 encompasses items such as data
interchange 2708, data management 2710, distributed computing 2712,
graphics and imaging 2714, international operation 2716, network
2718, operating system 2720, transaction processing 2722, user
interface 2724, security 2726, and system and network management
2728. Access to applications platform services 2704 is provided to
communications 2730, information exchange 2732, and users 2734 of
an external environment through an external environment interface
2736.
[0297] A Primary Integrated Platform Environment (PIPE) framework
2740 includes PIPE applications for desktop 2742, workstation 2744,
workgroup/campus server 2746, enterprise server 2748, and mainframe
server 2750. Structures for the PIPE framework 2740 include
applications development 2752, systems management 2754, and network
management 2756.
[0298] When possible, standards are listed in addition to specific
products that comply with the stated standards. The technology
policy is meant to provide technology direction. The focus is on
core standards that can be used as the foundation for information
technology implementations. A PIPE type process should work in hand
with the technology policies. The PIPE process and strategy of
selecting, refreshing, testing and certifying IT products and
platforms will insure a validated, consistent, and integrated
compute environment.
[0299] In order to arrive at the consolidated technology
infrastructure architecture a series of models are derived from the
models created in the business architecture. The logical location
connectivity model, depicted in FIG. 28 connects the logical
locations identified in the business architecture with the input
media for each event found in the value stream event model to the
logical application software identified in the application
architecture.
[0300] In FIG. 28, connectivity model 2800 is separated into
logical locations 2802, event medium 2804, application portfolio
2806, and technology infrastructure 2808. Logical locations include
mobile users 2810, customers 2812, customer service 2814, corporate
headquarters 2816, regional offices 2818, field sites 2820,
warehouses 2822, manufacturing plants 2824, and
partners/providers/suppliers 2826. Event medium 2804 includes
laptop computers 2830 to allow mobile users access to application
portfolio 2806 through a public switched network 2832. Customers
2812 gain access to application portfolio 2804 via public switched
network 2832 using telephones 2834 and by fax 2836. Customers 2812
may also be given access via an internet network 2838 using a
workstation 2840. Access to application portfolio 2806 for other
logical locations 2802 may be through workstations 2842 or an
extranet connection 2844.
[0301] Logical locations 2802 access specific applications in the
application portfolio 2806 dependent upon the triggering event in
the value stream. Applications within application portfolio 2806
may include enable service management 2850, enable call management
2852, enable fax management 2854, enable web management 2856,
enable product configuration 2858, enable enterprise corporate
management 2860, enable order entry 2862, enable logistics 2864,
enable scheduling 2866, enable manufacturing 2868, and enable
accounts receivables 2870. Content and supervision of application
portfolio 2806 is performed by corporate networks 2872 in
conjunction with a security component 2874 and enterprise
departments 2876 in technology infrastructure 2808.
[0302] The logical location connectivity model is created for each
value stream. Aggregation of these models is accomplished by
mapping the logical applications identified for each logical
location into the matrix 2900 in FIG. 29. The logical applications
are grouped into logical software components equivalent to software
that can be readily obtained as commercial off the shelf. These
logical software components set the initial basis for the software
deployment over a geographical or logical area. By taking the
individual logical location entries found in FIG. 29 and modeling
each instance, as shown in FIG. 30, the engineering premise begins
to emerge that upon consolidation gives the technology
infrastructure geo-structural component view.
[0303] In FIG. 30, modeling of a simplified logical software
deployment 3000 for a mobile user 2810 is shown. Mobile user 2810
may interface with customers 2812, which would require access to
specific software applications within the enterprise. Mobile user
2810 gains access to logical software components through laptop
computer 2830 or other workstation and corporate networks 2872.
Logical software components may include security 2874, enterprise
information technology management 3002, office automation 3004,
enterprise customer management 3006, human resources 3008, sales
force automation 3010, and other enterprise components 3012.
[0304] FIGS. 31 and 31A-31D provide an example of a technical
infrastructure logical/physical view 3100. This view correlates the
required system components and infrastructure requirements of the
enterprise for enabling the value streams and workflow scenarios to
the logical location maps and templates from the business
architecture plane. From the logical infrastructure depictions in
FIGS. 31 and 31A-31D coupled with the logical location deployment
schemas, the lower level technology component architectures (e.g.
internet) can be identified and consequently engineered. The
logical location software models and the consolidated technology
infrastructure architectures identify the logical applications that
need to integrate and operate together, portray the enabling
operational elements, processes and technology components for
achieving the desired operating results based on the organization's
business goals, objectives, critical success factors, and
performance metrics, and highlight the system integration
requirements in support of the information, application, systems
management, and infrastructure architectures.
[0305] In support of the underlying technical infrastructure
architecture, a corresponding "best practices" recommendations
table 3200 highlights the "best of breed" products for integrating
the firm's enterprise applications and information systems. FIG. 32
provides an example and might be derived from a process like PIPE
and directed by the technology policy. The product recommendations
are not considered to be part of the Tower but are depicted here to
illustrate how they might be derived for a particular
enterprise.
[0306] Enterprise IT Management Framework
[0307] Definition:
[0308] The Enterprise IT Management Framework outlines the
operational and business management of providing IT resources. The
Framework consists of guidelines to manage the client
relationships, the management of services, establishing an
application selection and development process, and identifying
approaches for systems and network management, and systems element
management.
[0309] Purpose:
[0310] An enterprise IT management framework provides for the
exchange of IT systems management information with information
technology systems and services within a corporation's enterprise.
Additionally it provides the structure to define optimum value to
the client by defining demand, products and services, fulfillment
of demand, and the planning and managing of all aspects of IT. The
IT systems management framework ensures the reliability,
availability and serviceability of information services and
systems. This architecture allows a corporation to plan, monitor,
and manage enterprise information technology resources in a
consistent manner. These resources include people, heterogeneous
networks, communications systems, servers, desktops, applications,
and databases.
[0311] Elements:
[0312] IT System Management Framework
[0313] ITU-T System Management Business Model
[0314] IT Systems Management Workflow scenarios
[0315] IT Systems Management Technology
Architecture--Geo-structural Component View
[0316] IT Systems Management Software Portfolio (Systems
Integration Matrix)
[0317] Enterprise IT Management Organization Model
[0318] Dependencies:
[0319] Business Goals and Objectives
[0320] Critical Success Factors
[0321] Business Performance Metrics
[0322] Business Information Management Precepts
[0323] Business Intelligence Precepts
[0324] Science and Technology Modernization Drivers
[0325] Business Operating Principles
[0326] Logical Location Models
[0327] Business Architecture
[0328] Information/Data Architecture
[0329] Application Architecture
[0330] Technology Infrastructure Architecture
[0331] Rationale:
[0332] The Enterprise IT Management Framework helps to manage the
resources of the IT business relationships with the client and
external service suppliers or operating partners and monitors,
manages, and addresses the actual delivery of the enabling IT
services to the client and any partners. The Enterprise IT
Management Framework ensures high availability of information
technology services. The Enterprise IT Management Framework
provides the IT network and system management capability to
monitor, manage, and maintain the efficient and effective
performance of the enterprise information system and its supporting
communications networks. The Enterprise IT Management Framework
also monitors and manages the availability and operational status
of critical elements, components, and devices within the enterprise
information system in a consistent, continuous and constant
manner.
[0333] Discussion:
[0334] The enterprise systems management structure will assure that
IT services will be defined accurately and delivered in a
dependable manner. The architectural framework discussed within
this section outlines an enterprise systems management capability
for ensuring the reliability, availability, and serviceability of a
corporation's enterprise information system. The successful
planning and execution of this framework will provide significant
value to the enterprise by utilizing IT to enable business
processes and allow more effective decision making.
[0335] The IT systems management framework is created to support a
corporation's information, application, and infrastructure
architectures, as well as the services the IT organization
provides. The ITU-T Systems Management Business Model shown in FIG.
33 outlines the functional areas that IT management must perform
well to effectively become a business partner with their client.
This model will help to define the processes to allow IT to become
an integral and valued component of the enterprise and a means to a
competitive advantage.
[0336] In FIG. 33, the business model 3300 includes business
management 3302, service management 3304, systems/network
management 3306, and element management 3308. The components of
business model 3300 will allow a business to interface with
customers 3310 and suppliers/providers 3312 in an effective
manner.
[0337] Based on the enterprise business models, the IT management
processes, and workflow scenarios can be identified that are
required for ensuring that system performance is achieved and
information services delivery are met based on Service Level
Agreements. Subsequently, each of the systems management scenarios
identified will have its associated IT systems management process
architectures and workflow scenario models 3400 as shown in FIG.
34. The models will show the integrating activities and their
associated operating inputs and outputs required for insuring that
the enterprise operating environment is available and functional.
The major systems management workflow scenarios are distilled into
the following major categories: Set IT Service Expectation, Monitor
IT, Respond to IT Situations, and Analyze IT Services. The
integrated application/information/systems management process
architectures and the supporting workflow scenario models will
identify the logical IT organizational functions and systems that
need to operate and integrate together, portray the enabling
operational elements, processes and technology components for
achieving the desired delivery of services results based on the
corporation's business. goals, objectives, critical success
factors, and performance metrics that have been documented in
Service Level Agreements, and highlight the system management
requirements for ensuring that system performance is achieved, the
highest reliability level of the enterprise information system is
attained, and information services delivery are met based on
Service Level Agreements. The integrated
application/information/systems management process architectures
models will then become the mechanism for ensuring a mutual
understanding of what needs to be done among the IT business
managers, process owners, and IT system administrators and
operators. These models will identify the necessary common
technological components required for managing the enterprise
information system across the entire enterprise operating
environment through employment of IT workflow management practices
and technological components.
[0338] An enterprise systems management technology architecture
3500 shown in FIGS. 35 and 35A-35C can be constructed to depict the
technology layout based on the ITU-T Systems Management Business
model 3300 and mapped to the logical location maps of the
enterprise. The geo-structural view highlights where the enabling
application architectural components of the Enterprise Systems
Management Software Portfolio are logically located within the
enterprise. The geo-structural view shows the logical location of
all the logical systems management application components that must
be integrated together through a technical infrastructure to create
the required, integrated, corporate enterprise systems management
environment.
[0339] In FIGS. 35 and 35A-35C, element management 3308 of business
model 3300 includes sales/manufacturing locations 3502, customer
service centers 3504, corporate/regional headquarters 3506, and
operations centers 3508. Each location of element management 3308
may include management information base agents 3510, enterprise
servers 3512, database servers 3514, hubs 3516, ATM switches 3518,
routers 3520, office servers 3522, gateways 3524, mainframe 3526,
and desktop computers 3528. Element management 3308 communicates
with systems/network management 3306 over a network 3530.
Systems/network management 3306 may include at an operations center
3532 having performance management 3534, event management 3536,
configuration management 3538, and systems support 3540 functions.
Event management may further include systems monitoring 3542,
network monitoring 3544, and fault management 3546. Systems support
3540 may have object management 3548, print management 3550
directory services management 3552, time management 3554
software/media management 3556, security services 3558 and web
server management 3560.
[0340] Business management component 3302 is divided into customer
relations management 3562 and supplier/services relations
management 3564. Customer relations management 3562 may include
departments such as service definition 3566, financial accounting
3568, forecasting/reporting 3570, auditing 3572, risk assessment
3574, and business continuity planning 3576. Supplier/services
relations management may include service planning 3578, technology
planning 3580, and resource planning 3582. Service management 3304
is divided into customer assistance/care 3584 and service support
3586. Customer assistance/care includes help desks 3588 and desktop
management 3590. Service support 3586 includes storage management
3592, change management 3594, problem management 3596, security
administration 3598 and workload management 3599.
[0341] Based on the identified logical systems management
applications that are required to enable the IT systems management
processes and workflow scenarios, an integration table 3600 as
shown in FIG. 36 is formulated that identifies the array of systems
management applications that must be integrated together as well as
with other applications. This matrix will also be found in the
information architecture and application architectures because
there is the possibility of cross functionality integration
requirements. If this should occur, using the same matrix will make
it evident.
[0342] The final geo-structural view 3700 as shown in FIG. 37 is of
the Enterprise IT Management Organizational framework to illustrate
the logical and physical locations of the various organizational
components that manage the IT systems and resources. In FIG. 37, a
service management center 3702 communicates with internal corporate
data stores 2022 and external operational data stores 2024 over
network administrative busses 3704. Service management center 3702
processes network administration data 3706 to and from corporate
headquarters 3708, customer service centers 3710, large sales
offices 3712, small sales offices 3714, and mobile users 3716
either directly or through regional offices 3718. Each location may
include a local area network and telephony administrator 3720 and a
desktop administrator 3722.
[0343] FIGS. 38A-38B depict the IT organizational model 3800 from
which the IT organization areas can be identified and modeled. An
executive board 3802 includes business unit partners 3804 and IT
governance 3806. Executive board 3802 provides strategic business
direction and value needs and IT governance, policy, and approvals
in response to IT leadership and innovation, strategic direction,
solutions plan, investment and opportunities and business value
results inputs from the enterprise. The enterprise performs a
manage/deliver IT value function 3808 that uses an IT supply chain
model 3810 with plan/manage information technology 3812, assess
demand 3814, develop products, services, and processes 3816, and
fulfill demand 3818 links. Manage/deliver IT value function 3808
generates IT products and IS services for stakeholders and business
clients 3820 in response to collaboration, service needs and
metrics, and business process innovations developed with them.
Manage/deliver IT value function is driven by Tower model 500 in
conjunction with the people and culture 3822 of the enterprise and
its IT partners 3824. IT partners 3824 provide products,
experience, trends, services, staff, innovation, and expertise to
assist the people and culture 3822 of the enterprise to implement
IT development and delivery. Aspects of the people and culture 3822
of the enterprise that are important both individually and to the
enterprise include identification of core competencies 3826, roles
and responsibilities 3828, traits and behaviors 3830 skills and
knowledge 3832, learning reflex 3834, incentives 3836, and
performance practices 3838. Tower model 500 provides a business
context 3840, IT change initiatives 3842, IT strategic direction
3844, IT innovation solution sets 3846, and IT industry knowledge
3848 in order to deliver the enterprise's IT value.
[0344] Building an Enterprise Strategic IT Plan
[0345] The main purpose of the Enterprise Strategic IT Planning
Framework Tower model is to identify all of the components and
elements necessary to define an enterprise IT architecture and
develop an IT plan that is strategically aligned with an
organization's business direction. In addition, the Tower contains
reference models representing each component element. Approaches
and work patterns employing the appropriate processes, and
methodologies will then work towards building, modifying,
enhancing, and appropriately consolidating the suggested content of
the models into a desired result. The result or deliverable is
wholly contingent upon what requirements are to be met by the plan.
What models are contained in the deliverable are dependent upon the
state of the existing and future environments addressed by the
planning initiative. For example, if the application architecture
has already been defined by a previous business architecture and
transformation initiative then this part of the plan will not have
to be recreated and "delivered". If the same initiative provided
the appropriate business models and requisite information required
by the Tower then those models will suffice and will not have to be
rebuilt.
[0346] To define and build a target enterprise business or IT
architecture or strategic IT plan the requisite framework
components from Tower model 500 must be identified and assembled
into a "blueprint" 3900 that will define the desired result 3902 as
illustrated in FIG. 39. Based on the blueprint, an approach and
work pattern can be developed that will incorporate the appropriate
techniques or methodologies to service a particular need or deliver
a desired result. It is a basic tenet of the framework that the
component blueprint is fundamental and static, but the approach and
consequent work pattern and processes or methodologies employed to
address the blueprint is dynamic and will vary depending on
technique(s) employed, level of client architecture maturity,
completeness, sophistication or need. For example, the blueprint
for a strategic IT plan is always the same, comprised of the same
fundamental framework components as shown in FIG. 40, but the
condition or existence of the blueprint components can vary from
client to client, organization to organization. Each situation will
have to be addressed on a case by case basis and the appropriate
work pattern developed to accomplish the desired results. The model
in FIG. 40 details the framework components needed in a
comprehensive strategic IT plan to obtain an IT transition plan
4000. The appropriate Tower components are identified and
relationships determined that will allow for the development of a
strategic IT plan.
[0347] As mentioned earlier, the condition or even existence of the
client's architectural components can vary from client to client,
organization to organization. Each situation will have to be
addressed on a case by case basis and the appropriate approach and
work pattern developed to accomplish the desired results. However
because a strategic IT planning blueprint is relatively static, the
blueprint can also be used as an assessment benchmark, by using the
technology policy and standards 4002, Tower definitions, and
reference models as the baseline. This baseline is then compared
with the actual architecture components a particular enterprise
currently has in place to determine if they need to be created or
already exist or need revision. FIG. 41 is a graphical depiction of
how a blueprint may ultimately guide the formulation of the target
model.
[0348] In some cases, the information that should be in a model
exists in multiple formats or sources that are not easily
accessible or interpretable. Most often, architecture information
is in the minds of the IT organizations and is seldom documented.
The blueprint identifies what components will be in the target
model so that it can be populated by the IT Strategic planning
effort. It is critical that the blueprint is established at the
front end to define the scope of the initiative. No matter which
approach, process, methodology, or technique is used in the
construction of deliverables from the blueprint depicted in FIG.
40, the indicated blueprint components (the "what") are all
mandatory considerations in the development of a comprehensive
strategic IT plan. The "how" and the practice of getting the
desired result is addressed in the development of the approach and
work pattern.
[0349] In order to create an effective work pattern, a strategy and
approach must first be conceived that defines and delimits what
needs to be accomplished (deliverables) and consequently what
framework components of the blueprint need to be addressed. As
dictated by the approach, a work pattern can be defined and the
elements and reference models can be selected for each of the
components that need to be addressed according to the planning
initiative requirements. For example if a high level application
architecture is all that is required, the detailed models derived
from the business architecture will most probably not need to be
developed with all of the detailed inputs and outputs as indicated
by the Tower. Therefore the framework Integrated
Application/Information/Systems Management Architecture (Value
Stream Enablement) reference model may be all that is required. But
in every case the blueprint will insure that what ever is built is
in context with the whole enterprise architecture.
[0350] A simplified example of the thought process behind
developing a blueprint of the components required for a strategic
IT plan and an approach is as follows. The business goals,
objectives, operating principles, business strategies, external
influences, and critical success factors (found in the strategic
business plan) for a chosen industry or client dictate the
functions that must be performed, and from these are derived the
business requirements to meet those needs. Processes (value
streams) are created or evolve from these requirements to
accomplish what the business or organization plans to do. The
business requirements and all of the business issues found in the
strategic business plan, the current business environment, and the
business architecture in turn drive the technology choices,
implementation staging, and integration requirements to enable the
appropriate processes.
[0351] An enterprise's overall business strategies are the drivers
of the IT organization. The IT organization then develops its own
strategies, which determine the IT organization's product, service,
and fulfillment approach. Technical specifications to accommodate
the technology requirements, products, services, and processes are
directed and governed through the technology policy which
articulates IT principles, policies, and standards that guide the
evolvement and deployment of the technology portfolio. The
technical requirements satisfying the business requirements provide
the guidelines for the development of the enterprise information,
application, and infrastructure architectures. Based on the
architectures and all of the other operating environment
characteristics the enterprise IT management framework will deal
with the business and organizational management of providing IT
services, the management of the services, IT systems and network
management, as well as asset and element management.
[0352] The blueprint components selected from the Tower must then
be evaluated depending on customer needs, pre-existing conditions,
IT and business environments, and maturity of existing client
architectures and frameworks. Upon that evaluation an approach and
work pattern can be developed to correlate components into a
unified whole for a specific purpose and result. In the case of a
strategic IT planning work pattern, the result will be a strategic
IT plan that includes the appropriate business and technology
architectures and frameworks and a roadmap on how to get from the
current environment to the target environment. FIGS. 42A-42B
graphically depict how a strategic IT planning approach is
constructed from the strategic IT plan blueprint in conjunction
with the previous description of the intent behind the IT planning
strategy.
[0353] FIG. 43 is a model that illustrates how the passing of
selected components of the framework, based on blueprints and an
approach created for a specific purpose, through work patterns
results in architectures and plans (deliverables) consistent with
the blueprint and approach. Through the implementation of the
deliverable(s), that is to say the implementation of the
recommendations and initiatives typically found in the transition
plan, the client can realize the intended target enterprise
environment. It should be reiterated that the state and existence
of different client environments and architecture components in the
current enterprise might dictate a different outcome in each case.
The existing components as illustrated in FIG. 41 and those
tailored for certain industries, or clients will also vary the
outcome. For example, the Tower components passed through work
patterns will deliver different results for the telecommunications
industry as opposed to the health care industry.
[0354] The development of the detailed work pattern can begin once
the appropriate IT planning blueprint has been decided upon, the
blueprint components selected from the Tower model are evaluated
depending on customer needs, pre-existing conditions, IT and
business environments; and maturity of existing client
architectures and frameworks, and the planning strategy and
approach is determined. The detailed work pattern will correlate
the contents of the components, elements, and associated reference
models into a unified whole for a specific purpose and result or
set of deliverables. Basically the process of defining the
activities and inputs and outputs of the "population" of the Tower
reference models is begun.
[0355] There are many ways to define the activities of a work
pattern. One might be the development of a simple list of the
perceived tasks that need to be performed. Another might be the
definition of the deliverables that are desired and ad hoc
activities undertaken to fulfill the demands of the deliverables.
The most precise and accurate way of approaching the development of
a work pattern is through the use of modeling. Modeling is a
graphical technique for articulating the events that need to occur
based on an understanding of the inputs and outputs and the
relationships between those inputs, outputs and activities to
deliver desired results. The preferred modeling methodology is to
follow the business process reengineering concepts of decomposing
the business architecture into value streams, value stream
architectures, and workflow models and using Visual Design Language
(VDL) as the architecture and work flow notation. The value stream
decomposition is focused on inputs and outputs and is very
structured, and VDL, using a very rich syntax, very capably
articulates the results of the modeling effort. Although any
modeling technique or language can be used, value streams and
architectures and VDL are used in the examples.
[0356] In order for the work pattern to be of use, inputs and
outputs, processes, tasks, and the relationships between them must
be illustrated. In addition an architecture for the process must be
defined to bound the domain of the process and allow for a complete
understanding of the contents (inputs and outputs) of the process.
This also allows for a lexicon (dictionary) to be developed that
will tie directly back to the Tower model and the components,
elements, and reference models therein and allow for great clarity
in understanding what is being addressed. Value stream
decomposition also uses a layering technique or breakdown structure
to help view the information holistically at the top layer all the
way down to the detail that comprises the whole at lower layers or
levels. This allows for the diagrams or models produced to more
easily communicate complex flows and relationships. This method is
very similar to what is often referred to as work breakdown
structure.
[0357] Definition of modeling rules can be found in Appendix 1:
Modeling Rules and Guidelines. A full listing of VDL syntax can be
found in Appendix 2: Visual Design Language Syntax Summary. Some
key VDL syntax is listed below in order for the casual reader of
this document to be able to understand the Strategic IT Planning
VDL workflow model presented in FIG. 44.
[0358] Input/Output--represent patterns and nouns or objects that
either are used as information or a component that is used to
produce other components through the execution of an operation or
process. An example is raw materials or information. The result of
the acted on input by the process is the output.
[0359] Process--a set of activities that use clearly identified
input(s) to produce clearly identified output(s). A process flow is
the full description of the elements that define the process
activities. A process maybe completely described on a single
diagram or complex enough that several layered diagrams will be
required to represent it.
[0360] Operation or execution scenario--is a logically related set
of a process's activities that uses clearly identified input(s) to
produce clearly identified output(s).
[0361] Pattern--a shared set of relationships between an
aggregation of elements. Elements can be anything in any
combination--people, pieces of paper, food, character traits,
behaviors, other patterns, relationships, or anything else we can
identify.
[0362] Noun or object--a noun is more than just a person, place, or
thing. It may also be a concept, class, or category.
[0363] Attribute--describes some feature or quality about an
element. Concrete attributes are things like color, size, state,
status and other "objective" statements. Induced attributes are in
the eye of the beholder. Things like quality and a good place to
work fall into that category.
[0364] Verb--a kind of relationship between nouns or noun-like
elements that involves action. VDL has a rich set of verbs and
graphical ways to represent them. The symbol shown here is the
Create verb.
[0365] Integral to the process of delivering a strategic IT plan is
the use of a methodology that ensures the work pattern is accurate
and complete and adequately describes the approach that has been
decided upon. The preferred method for depicting the work pattern
workflow is VDL. The inherent discipline and structure that this
method requires assures completeness of the process and supports
reasonable and common graphical representations of the information
that allow for communications of the results. This particular
example of the workflow scenario assumes that the blueprint
requires all of the strategic IT planning blueprint components to
be developed during this project.
[0366] FIGS. 44A-44B depict the workflow scenario for delivering a
strategic IT framework. The following is a brief description of the
model. The first critical step defined in the workflow is to
initiate the engagement or project by defining the approach,
identifying participants including project team members, decision
makers, and information sources, establishing the duration and key
milestones, and establishing the scope and objectives. Interviews
with key participants are then conducted with typically parallel
efforts to gather existing documentation. This set of work or
activities will lead to the next major steps, which are the
development of the requisite business and technology models
inclusive of current situation analysis and future direction
understanding. The Tower reference models are fully documented and
in this case are considered to be major deliverables with
appropriate client participation and approvals for content. Key
inputs to the development of the models are knowledge of emerging
technologies, industry best practices, technology policy, and
business trends. The project management process requires that
project workbooks are created and interim milestones are met for
periodic reviews and continuous feedback. Based on the drivers,
gaps, and transition needs, a strategy to change the IT environment
is defined. The participants assess this initial view of the
Strategic IT Framework to assure business/IT alignment, estimate
resources and feasibility, and determine staging and priorities of
change initiatives. The result of this assessment is then presented
to key decision makers which are typically IT Steering committees.
The projects is then considered closed and should be viewed
objectively to assess where it was successful and determine a
process to maintain the plan and ensure its implementation.
[0367] In order to articulate and graphically depict the particular
reference models that will be used in support of delivering a
strategic IT plan, the use of a technique called "story boarding"
is used. The story board is built directly from the strategic IT
plan blueprint, planning approach, and detailed work pattern. It
has been found that the story board allows for a quick, clear, and
concise understanding and communication of the model set that will
be used to describe the enterprise both currently and in the
future. At a high level the groupings of reference models will
adhere to the Enterprise Strategic IT Planning Framework Tower and
to the typical deliverables of a strategic IT plan as depicted in
FIG. 45.
[0368] Use of the story board will help the practitioners to
precisely communicate the collection of reference models that will
be used in the planning initiative and to understand at a glance
the relationships of the framework components and the content of
deliverables.
[0369] Summary
[0370] Creating an enterprise architecture approach in which to
develop complex IT systems is a difficult task because opposing
interests must be balanced. On the one hand, the approach can
support IT development through standards, guidelines, management
policies, approved products and methods. On the other hand, a
system that completely adheres to a standard architecture may be
inflexible to the point that it cannot be optimized for a
particular task. Such is the tradeoff between standardization for
manageability and customization for functionality. The essence of
an architecture is structure, simplification, compromise, and
balance. Consider that a system is a set of disparate elements
crafted together to perform a unique function that cannot be
performed by any single element on its own. The most important
attribute of the system becomes the relationships that transforms
the dissimilar elements into an organic whole. The architecture
controls the complexity and uncertainty of the element
relationships by establishing interfaces, form, fit and function.
It makes the pieces fit and facilitates the integration and
resolution of structural conflicts. The architecture defines the
whole.
[0371] The amount of information captured in the architecture is a
delicate balance between too little detail (result: system chaos)
and too much detail (result: stifled innovation). The goal is to
have enough specificity to facilitate management of the IT
environment while permitting application developers the opportunity
to tailor designs to meet business demands or technology changes.
Finally, it is important to note that an architecture is not simply
defined at a single point in time and placed on a shelf as
complete. Rather, an architecture is an evolving entity that
changes with the business environment and the technology landscape.
In fact, it's real benefit is the need for the IT organization to
continually address the architecture's validity, stimulate
discussion and gain consensus. An enterprise IT architecture and
framework is a powerful tool that needs attentive care to realize
the full power of its benefits.
[0372] The Enterprise Strategic IT Planning Framework Tower is the
starting point for determining the context and mandatory, major
components and methods needed to develop a strategic IT plan and
consequently build IT solutions for a successfully enabling an
enterprise. The Tower will help IT personnel to effectively analyze
and evaluate business and technology requirements, put them in
their proper context, and ensure that due consideration has been
given to all of the architectural components needed to support
business needs and requirements. In addition the Tower will help
achieve the goals of defining and embodying a value proposition and
intellectual capital based on experience and success, ensuring
consistency of delivery and integration of results, ensure
specificity in definition but not in a prescriptive "cookbook"
approach, and allowing tailoring to individual and unique client
requirements but building from a foundation of "best
practices".
[0373] The deliberate approach and modeling of a strategic planning
process using the Enterprise Strategic IT Planning Framework Tower,
blueprints, work pattern approaches, and graphical story boards
will insure that the development of a strategic IT plan will be
reasonable, executable, and useful. The strategic IT plan's
implementation will provide the framework and process for defining
the vision, mission and long term objectives for IT and aligning
them with the business, the strategies for achieving them, and the
architectures to enable them. The strategic IT plan's
implementation provides the context and guidance that drives the
definition of integrated business and IT systems (in support of
business processes and functions), organization structure, and IT
solution sets for products and services. The strategic IT plan also
determines the actions and parameters for the allocation of
resources to meet the objectives and allows for a deliberate,
planned, and effective utilization of an enterprise's investment in
time and resources.
[0374] Thus, it is apparent that there has been provided, in
accordance with the present invention, a structure for and a method
of modeling integrated business and IT frameworks and architecture
in support of a business that satisfies the advantages set forth
above. Although the present invention has been described in detail,
various changes, substitutions, and alterations may be readily
ascertainable by those skilled in the art and may be made herein
without departing from the spirit and scope of the present
invention as defined by the following claims.
[0375] Appendix 1: Modeling Rules and Guidelines
[0376] Rules:
[0377] There are four types of enterprise models:
[0378] Architectures--Graphically portray what are the purposes and
interrelationships of all elements of an enterprise.
[0379] Workflows--Graphically portray how inputs are transformed to
outputs for the enterprise.
[0380] Events--Graphically portray when the enterprise must react
in a preplanned way.
[0381] Function/Process--Organizes the processes of the enterprise
into similar functional areas.
[0382] Architecture, workflow, and event models are required that
are balanced and leveled with inputs and outputs. The
function/process model is optional. Typical modeling approaches
create just the workflows and a few include the event models. The
architecture models are missing, and usually the workflows are not
balanced and leveled with the inputs and outputs. The architectures
are required in order to bring the models to closure and some
reasonable state of finality. The architectures enable the
workflows initiated by the external events. It clearly defines
relationships between all components of the enterprise through the
inputs and outputs.
[0383] Decomposition of the architecture and workflow models is
required. Proper decomposition around outputs or results reduces
the complexity of the enterprise into manageable and integrated
elements. It also enables the possibility of outsourcing with
well-defined requirements and business rules for each element. The
enterprise decomposition evolves around an output or result, not an
activity or function. Sawing it in pieces never decomposes an
airplane. You do not want to fly a reassembled airplane that was
sawed in pieces. The same holds true for a Value Stream.
[0384] The use of a common language for modeling and decomposition
is required. A more graphical and richer modeling language is
preferred. Do not seek the "lowest common" denominator when
considering modeling languages. A richer modeling language enables
better communication through a more precise graphical
representations of the model. It also forces the team members to
listen and communicate better since each has to communicate through
the modeling language. This learning actually enables better
communication. Instead of listening to just words, each team member
seeks to understand the ideas and concepts represented by the
common language in the models.
[0385] Modeling Guidelines:
[0386] Architecture decomposition and transition to
workflow--Continue to decompose an architecture model until each of
its scenarios achieves some relative independence from the other
scenarios. Then, cross check the independent scenarios to see if
each is directly associated with an event external to the
enterprise or Value Stream.
[0387] Management of workflow instantiation--Enterprise models
illustrate what, how, where, who and when. While these models
represent the possible workflow variations they are not intended to
represent the schedule of a single unique workflow instantiation or
occurrence. Management of various occurrences of events is
appropriately tracked with a schedule. However, these numerous
schedules are not included in the domain of enterprise models.
[0388] Model Definitions:
[0389] Enterprise Models--defined as an ordered set of activities
linked by predefined relationships, execution of which is triggered
by some events(s) and which result in some observable or
quantifiable end result. This integrated set of abstract models
illustrate the following characteristics about the enterprise:
what, how, when, who, how much and where. Enterprise models are the
knowledge base and memory of the enterprise.
[0390] Value Streams--An end to end array of activities that
collectively integrates cross-functional processes across an
enterprise and creates value (i.e. speed, quality, service and/or
cost benefit) for both internal and external customers. The Value
Streams reconcile all the views a customer may have of the
enterprise and create the view of a single, serving enterprise
dedicated to the customer. The Value Streams satisfy the customer
wishes as fully as possible, rather than to focus on internal
procedures (or functions) such as accounting or selling or
shipping.
[0391] Architecture Models--Models of Architecture: These
illustrate the style and method of design and construction that
comprises the elements of a system and defines the purpose and
interrelationships of those elements.
[0392] Workflow Models--These illustrate the sequence of activities
necessary to transform the inputs into the required outputs.
[0393] Event Models--These illustrate the things that happen
outside the enterprise/Value Stream to which the enterprise/Value
Stream must react in a preplanned way.
[0394] Function/Process Models--Defined as a set of models
illustrating the functional groupings of an enterprise. These are
further subdivided into two groups, primary (e.g. Operations) and
supporting (e.g. Finance). Each functional group contains several
unique business processes (e.g. for Finance, Accounting and Asset
Management).
[0395] Appendix 2: Visual Design Language Summary
[0396] The following section identifies the notations that are used
in VDL modeling diagrams. VDL was authored by Neal Goldstein, who
is a consultant on business process design, software development
methodologies, and object technology. His emphasis is on innovating
business processes, and the appropriate use of technology in
implementing the processes. He has been Director of Management
Information Systems for a Fortune 500 corporation and the primary
architect of a number of systems that have implemented redesigned
business processes. He can be reached at
[0397] Neal Goldstein
[0398] 659 Tennyson Avenue
[0399] Palo Alto, Calif. 94301
[0400] 415-327-9525 Fax
[0401] neal@nealgoldstein.com
[0402] Copyright .RTM. 1994, 1995, 1996, 1997, 1998, 1999 by Neal
Goldstein. All rights reserved.
[0403] FIGS. 46A-46K show the symbols used for noun and noun-like
notations used in VDL modeling diagrams. FIGS. 47A-47J show the
symbols used for verb notations used in VDL modeling diagrams.
FIGS. 48A-48G show the symbols used for modifier notations used in
VDL modeling diagrams. FIGS. 49A-49H show the symbols used for
preposition notations used in VDL modeling diagrams. FIGS. 50A-50F
show the symbols used for conjunction notations used in VDL
modeling diagrams.
[0404] Nouns
[0405] A noun corresponds to the noun in English. Nouns may act (be
a subject) or be acted upon (object). And just as in English, a
noun is more than just a person, place, or thing. It may also be a
concept, class, or category. What makes an element a noun is what
makes a word a noun in English, how it is used. In our case, a noun
is something that can appear on one or the other side of a noun
verb noun phrase.
[0406] Noun or Object (FIG. 46A)
[0407] Nouns are also referred to as objects. A solid disk
represents a noun.
[0408] Noun-Likes
[0409] Noun-like elements are not strictly nouns, but can act like
them, i.e. they can act as a subject or object.
[0410] Frame (FIG. 46B)
[0411] The Frame is the scope of the explanation. It can be an
extended enterprise, enterprise department, system, etc. A Frame is
represented by a rectangle with two right angle lines in the top
left corner.
[0412] Pattern (FIG. 46C)
[0413] A pattern is a shared set of relationships between an
aggregation of elements. Elements can be anything in any
combination--people, pieces of paper, food, character traits,
behaviors, other patterns, relationships, or anything else we can
identify. Patterns can be used to represent an abstraction, class,
category, or any cognitive set of properties such as a "vehicle" or
the similarities between version of a process. A pattern is a
shortcut that avoids the need to separately describe each element.
A "bowl" shape represents a pattern.
[0414] Process (FIG. 46D)
[0415] A process is set of activities that use clearly identified
input(s) to produce clearly identified output(s). A process takes
time and almost always crosses functional boundaries in most
(functional) organizations. A process may be value added, support,
or non-value added. An hourglass represents a process.
[0416] Sub Process (FIG. 46E)
[0417] A Sub process summarizes all activities in a functional
area, such as accounting or operations. Placing an "S" in the
process symbol identifies a sub process.
[0418] Operation (Execution Scenario) (FIG. 46F)
[0419] An operation or execution scenario is a logically related
set of a process's activities that uses clearly identified input(s)
to produce clearly identified output(s). It can be decomposed to
describe the components, behaviors, and their first order
relationships that result in an operation's output. An operation
should be a gestalt, a whole that is taken by the viewer as being
more than just the sum of its parts. A file folder represents an
operation. At times it is useful to organize activities
hierarchically so that a single operation as a whole is represented
as a single element in a larger operation. In this case the
operation element can represent a sub operation.
[0420] Procedure (FIG. 46G)
[0421] A procedure scenario is an activity that is measured by
result and behavior. Associated with a procedure scenario is a high
level set of instructions to perform the activity.
[0422] Content Rule (FIG. 46H)
[0423] A scenario performed by a computer may have several content
rules for performing computer operations associated with it.
[0424] Interface Rule (FIG. 46I)
[0425] A scenario performed by a person using a computer may have
several specifications for the interface or several interface rules
associated with it.
[0426] Content Elements
[0427] The content rules contain additional elements. These include
content objects and abstractions. These are directly analogous to,
respectively, nouns and patterns. We use hard angles with content
elements to identify them as technological creations used by a
computer rather than the real world or concepts.
[0428] Content Object (FIG. 46J)
[0429] A content object is a technological creation, usually inside
of a computer. A parallelogram-type solid represents a content
object.
[0430] Content Abstraction (FIG. 46K)
[0431] A content abstraction is an assertion that certain content
objects share the attributes and responsibilities listed for the
abstraction. A content abstraction is a shortcut that avoids the
need to separately describe each content object. A shallow box
represents a content abstraction.
[0432] Verbs
[0433] A verb is a kind of relationship between nouns or noun-like
elements that involves action. Some verbs require that the noun on
one or both ends of the relationship be active, i.e. able to
behave. The requirement for a active noun, or one that is capable
of behaving is represented in the Language Reference by an "A"
inside of a circle. Things like people, computers, and machines are
active, while things like information, rocks, and business reports
are not. A noun-like element that is an abstraction of an active
noun, or whose decomposition contains an active noun, also meets
this requirement. Depending on the level of detail desired, verb
symbols can either be drawn from a noun or from a specific
activity.
[0434] Create (FIG. 47A)
[0435] An active noun can create nouns and other elements. Create
is represented by a line with a plus sign (+) on the end toward the
element being create.
[0436] Create (FIG. 47B)
[0437] An active noun can destroy nouns and other elements. Destroy
is represented by a line with a minus sign () on the end toward the
element being destroyed.
[0438] Manipulate (FIG. 47C)
[0439] An active noun can manipulate nouns and other elements.
Manipulation encompasses change, modification and physical
movement. Manipulate is represented by a line with an arc on the
end toward the element being manipulated noun.
[0440] Use as Information (FIG. 47D)
[0441] An active noun can use (usually non-active) nouns as
information. As we said, what makes something information is that
it answers a question. Use as information is represented by a line
with a reverse arrow on the end toward the object that contains the
information.
[0442] Use as Input (FIG. 47E)
[0443] Active nouns can use (usually non-active) nouns as input.
This is most commonly used to represent things like raw materials
used in an activity or process. Use as input is represented by an
arrow with the arrow head on the end toward the object that uses
the input. You may also distinguish between information, which
answers questions, and data, which serves as input, by treating
data as input.
[0444] Use as a Rule (FIG. 47F)
[0445] An active noun can use (usually non-active) nouns as a rule
or constraints placed upon a process or action. Use as a rule is
represented by a line with a double reverse arrow on the end toward
the object that contains the rule.
[0446] Collaborating (FIG. 47G)
[0447] Two active nouns can be collaborating. Collaborating is a
two-way interaction. A double-headed arrow passing through a
conduit represents collaborating. Since to be able to send
information (or commands) from one noun another, there must be an
activity for the sender that sends the message and one for the
receiver that receives and acts on the message, collaboration is
more commonly shown between activities.
[0448] Command (FIG. 47H)
[0449] An active noun can command active nouns. Command is a one
way interaction. Command is represented by an arrow passing through
a conduit, with the arrowhead on the end toward the object that
receives (and performs) the command.
[0450] Cause (FIG. 47I)
[0451] An element can cause something to happen. Cause is different
from create in that it is indirect. I don't make a customer
unhappy--an action on my part causes a customer to become unhappy.
This relationship can exist between any two elements. A dashed line
going through a conduit with an arrow on the end toward the element
being caused represents cause.
[0452] Cause to Change, Affect (FIG. 47J)
[0453] An element can cause something to change. Cause to change is
different from manipulate in that it is indirect. Cause to change
is represented by a dashed line with an arc on the end toward the
changed element.
[0454] Modifiers
[0455] Attribute (FIG. 48A)
[0456] An attribute describes some feature or quality about an
element. An attribute is represented by a flat oblong disk,
slightly above the plane and connected to the element. Attributes
can be concrete or induced. Concrete attributes are things like
color, size, state, status and other "objective" statements.
Induced attributes are in the eye of the beholder. Things like
quality and a good place to work fall into that category. Induced
attributes are based upon some mental model of what that attribute
means. A dash of quality cannot be added to a product during
quality assurance, it becomes an attribute when a certain set of
conditions are true.
[0457] Absence of (FIG. 48B)
[0458] The absence of an element may cause a problem and we may
want to indicate that something is not there. Absence of is
represented by a slash through the missing element. Absence of is
used extensively in Contexts to illustrate casualty and especially
useful to call attention to missing relationships.
[0459] Activities
[0460] Active nouns may have explicit activities specified. An
activity is a specific action, with a result that can be measured
and/or evaluated. Activities can be either responsibilities or
procedures.
[0461] Responsibility (FIG. 48C)
[0462] A responsibility is an activity that is measured by results
rather than behavior. A responsibility is represented by text over
a line, slightly above the plane and connected to the element.
[0463] Procedure (FIG. 48D)
[0464] A procedure is an activity that is measured by result and
behavior. Associated with a procedure is a step-by-step set of
instructions to perform the activity. A procedure is represented by
text over a line, over a document icon, slightly above the plane
and connected to the element.
[0465] Sub Operation (FIG. 48E)
[0466] At times it is useful to organize activities hierarchically
so that a single operation as a whole is represented as a single
element in a larger operation. As was shown previously, a sub
operation can be represented by an operation within an operation.
Alternatively, a sub operation is represented by text over a line,
over an operation icon, slightly above the plane and connected to
the element.
[0467] Activity with Content Rule (FIG. 48F)
[0468] An activity performed by a computer may have a business or
content rule for performing a computer operation associated with
it. A content rule is represented by text over a line, over a
computer icon, slightly above the plane and connected to the
element.
[0469] Activity with Interface Rule (FIG. 48G)
[0470] An activity performed by a person using a computer may have
specifications for the interface or an interface rule associated
with it. To indicate this, a monitor icon is placed under the
activity's text line.
[0471] Prepositions
[0472] Propositions show the relationship between elements.
[0473] Aligned (FIG. 49A)
[0474] Two elements can be aligned. Elements are aligned when both
have the same goals. Aligned is represented by a dashed line
passing through a conduit.
[0475] Consistent (FIG. 49B)
[0476] Two elements can be consistent. Elements are consistent when
they are compatible or synchronized at the operation level. A line
passing through a conduit represents Consistent.
[0477] Same (FIG. 49C)
[0478] Two elements can be the same. The same element may have
different names, for clarity or by necessity.
[0479] Implemented by, Partially Implemented by (FIG. 49D)
[0480] An element may be implement by, or partially implemented by
another element. Implemented by is used to indicate satisfaction of
some requirement and is usually a relationship between things of
different types. Implemented by is represented by a line with a
double headed arrow from the element being implemented to its
implementation, with the arrow heads on the end towards the element
that is the implementation. Partially implemented by is represented
by a dotted line with a double headed dotted arrow from the element
being implemented to its partial implementation, with the arrow
heads on the end towards the element that is the partial
implementation.
[0481] Replaced by, Partially Replaced by (FIG. 49E)
[0482] One element may be replaced by or partially replaced
replaced by another. This may occur when something becomes
obsolete. Replaced by is represented by a line with an "x" on the
end toward the element being replaced. Partially replaced by is
represented by a dotted line with an "x" on the end toward the
element being replaced.
[0483] Part of (FIG. 49F)
[0484] A noun can be part of another noun that is a grouping of
objects that combine to make up a whole. Part of is represented by
an arrow with right-angle lines coming from the top of the part
into the bottom of the whole, with the arrow-head on the end toward
the whole.
[0485] Contained in (FIG. 49G)
[0486] A noun can be contained in another noun. Contained in is
represented by a curved arrow from the element contained, into the
top of the element containing it, with the arrowhead on the end
toward the container.
[0487] Kind of, Type of (FIG. 49H)
[0488] An element can be a kind of or type of another element. This
is the case when they share properties. This relationship can exist
between any two elements, and not just an element and a pattern,
which we indicated can be used to define what the shared properties
are. In the former case, all you may want to show is that one
element is a type of another element, without describing their
shared properties. A curved arrow with right-angle lines represents
type of, coming from the element that is the type of, with the
arrow head on the end toward the element that is that type.
[0489] Conjunctions
[0490] A conjunction is used to join elements.
[0491] Time
[0492] Depending on the context, Western culture interprets left to
right and top to bottom as a time sequence. We use that automatic
interpretation to describe the time sequence of activities in
Execution Scenarios.
[0493] Time Line (FIG. 50A)
[0494] It may be useful to explicitly represent a time line. A time
line can show that time has passed. An object's activities can also
be placed along a time line at the point in time at which they
execute. A time line is represented by a alternating short and long
dashes. A time line is necessary to show time in a Context.
[0495] Delay (FIG. 50B)
[0496] There may be a delay in a time line. A delay is represented
by two 45 degree lines indicating the start and end of the delay.
An attribute may be used to explain the delay or conditions for
restart.
[0497] Repeat (FIG. 50C)
[0498] A set of activities may repeat. Two vertical lines
indicating the start and end of the segment that repeats represent
Repeat. An attribute may be attached to the right vertical line to
indicate the conditions that causes the repetition to stop. Repeats
may be nested.
[0499] Selection from Alternatives
[0500] Often things are not fixed. There may be the from
possibility of alternatives--paths in a time sequence or element
relationships, attributes, parts, and the like.
[0501] One or More (FIG. 50D)
[0502] One or more of the elements may exist. One or more is
represented by a line with a number of branches corresponding to
the number of alternatives. None may be a choice and must be
explicitly indicated. This can be used to indicate such things as
the possibility of one or more paths in a time sequence or one or
more relationships, one or more attributes, one or more things
contained, one or more parts, and the like.
[0503] Only One (FIG. 50E)
[0504] Only one of the alternatives may exist. Only one is
represented by a line with a vertical line through number of
branches corresponding to the number of alternatives.
[0505] Any Order (FIG. 50F)
[0506] Sometimes activities may be performed in any order. Braces
represent any order.
* * * * *