Enterprise ArchitectureTJTSE25 2009

Yrityksen kokonaisarkkitehtuuri

J u k k a ( J u p s ) H e i k k i l äP r o f e s s o r , I S ( e B u s i n e s s )

F a c u l t y o f I n f o r m a t i o n T e c h n o l o g y

U n i v e r s i t y o f J y v ä s k y l ä

e - m a i l : j u p s @ c c . j y u . f i

t e l : + 3 5 8 5 0 5 8 1 8 3 6 1

h t t p : / / w w w . c s . j y u . f i / e l

1

Minimum functionalities (Gartner, 2006)

”The minimum requirements of an EA tool are:

A repository.

A metamodel that supports the business, information and technology viewpoints, as well as solution architectures. The repository should also support relationships among and between objects in these viewpoints or architectures.

Ability to create or import models and artifacts.

The ability to present repository information to support stakeholder needs, including in graphical, text and executable forms.” (Gartner, 2008, p. 2)

2

Meta architectureConcentration is on high-level decisions that influence the

structure of the system. Selection and Tradeoffs occur here.

ArchitectureDefinition of the structure, relationships, views,

assumptions and rationale are created for the system. Decomposition and separation of concerns occur here.

GuidelinesCreation of models, guides, templates and usage of design patterns for the system. At this stage, frameworks are used

and standards are employed. Providing guidance to engineers so the integrity of the architecture is maintained

occurs here.

Construction

Arc

hite

ctur

e

Enterprise architecture fwk/model (McGovern et al., 2004)

3

EA-Tools magic quadrant (Gartner, 2006; 2008)

200820064

The Gartner axis (Gartner, 2008)

3vendors was finalized on 29 November 2007, the vendor musthave derived at least $2 million in license and maintenancerevenue during the previous reporting year from products that areused for enterprise architecture or have exhibited an innovativeapproach to addressing the market’s needs.

Added• IBM acquired Telelogic in April 2008, and Metastorm acquired

Proforma in July 2007. As a result, IBM/Telelogic andMetastorm have been added to the Magic Quadrant.

• A Dutch company, BiZZdesign, and a U.K. company,Salamander, have been added to this analysis, because theyhave both begun to establish a presence in the EA tool market.

Dropped• Proforma does not appear on this Magic Quadrant, because it

was acquired by Metastorm in July 2007.• Telelogic does not appear on this Magic Quadrant, because it

was acquired by IBM in April 2008.• Agilense has not been included in this Magic Quadrant,

because it did not satisfy the inclusion criteria.

Evaluation Criteria

Ability to ExecuteVendors are evaluated on their ability to be competitive, efficientand effective, and to positively impact revenue, retention andreputation. Ultimately, technology providers are judged on theirability and success in capitalizing on their vision:• Product/Service: This includes the core products offered by

the vendors that compete in this market. We looked at fiveaspects of the vendor’s EA product suite:• Ways to structure information meaningfully through the

supplied metamodel, architecture frameworks andrepository, as well as the ability to customize thesestructures

• Information presentation, including variety, ease of use andpublishing capabilities

• Analytical capabilities related to EA, including gap analysis,impact analysis and the ability to apply businessintelligence analysis to repository information

• The ability to import information from relevant sources, suchas design tools of various kinds, IT management tools andpackaged applications, or to create that information withinthe tool, as well as to export information to facilitatestakeholder use

• Tool administration, including configuration management,security and features to support the management ofarchitecture, such as tracking of the use of future-state-architecture principles and models, workflow, and discussionthreads

• Overall Viability: An assessment of the vendor’s financialhealth, the strength of its customer base and its presence inthe market; for a large vendor, we also evaluated the relevantbusiness unit and the likelihood that the vendor will continue toinvest in and sell the product.

• Sales Execution/Pricing: The vendor’s presales activities andthe structure that supports them, including pricing, presalessupport and the overall effectiveness of the sales channel.

• Market Responsiveness and Track Record: Ability torespond to changes in the market as customer needs evolveand market dynamics change.

• Marketing Execution: The effectiveness of programscommunicating the organization’s message to the market toincrease awareness of its products and establish a positiveidentification with the product or brand and organization amongbuyers. We removed this criterion because these factors havebeen included in marketing strategy, market responsivenessand track record.

• Customer Experience: This evaluates the customer’sexperience with the vendor and its products.

• Operations: The organization’s ability to meet its goals andcommitments, including the vendor’s technical support, trainingand consulting operations.

Completeness of VisionVendors are evaluated on their ability to convincingly articulatelogical statements about current and future market direction,innovation, customer needs, and competitive forces and how wellthey map to the Gartner position. Ultimately, vendors are rated ontheir understanding of how market forces can be exploited tocreate opportunity for the provider:• Market Understanding: Ability to understand and accurately

forecast buyers’ needs, and to translate these needs intoproducts and services.

• Marketing Strategy: A clear, differentiated set of messagescommunicated consistently throughout the organization andexternalized through the Web site, advertising, customerprograms and positioning statements.

Table 1. Ability to Execute Evaluation Criteria

Evaluation Criteria

Product/Service

Overall Viability (Business Unit, Financial,Strategy, Organization)

Sales Execution/Pricing

Market Responsiveness and Track Record

Marketing Execution

Customer Experience

Operations

Weighting

high

standard

standard

standard

no rating

standard

standard

Source: Gartner (June 2008)

4

• Sales Strategy: The strategy that uses the appropriatenetwork of direct and indirect sales channels, coupled withmarketing, service and communication affiliates that extend thescope and depth of market reach for selling products.

• Offering (Product) Strategy: A vendor’s approach to productdevelopment and delivery that emphasizes differentiation,functionality, methodology and features as they map to users’requirements.

• Business Model: The soundness and logic of a vendor’sunderlying business proposition.

• Vertical/Industry Strategy: The vendor’s strategy to directresources, skills and offerings to meet the specific needs ofindividual market segments, including vertical industries.

• Innovation: Direct, related, complementary and synergisticallocation of resources, expertise or capital for investment,consolidation, defensive or pre-emptive purposes. We removedthis criterion because innovation has been included in themarket understanding and product strategy criteria.

• Geographic Strategy: The vendor’s strategy to directresources, skills and offerings to meet the specific needs ofgeographies outside the “home” or native region directly orthrough partners, channels and subsidiaries, as appropriate forthat geography and market.

LeadersLeaders have a broad range of capabilities to support EA,combined with the ability to deliver this to a diverse group ofstakeholders. All four leaders in this market have demonstratedinnovation, with a growing focus on architecture implementationsupport.

ChallengersBoth challengers have good modeling capabilities – particularlywith business process analysis (BPA). Although they are

strengthening their links to projects and their ability to bettersupport the implementation of the future-state architecture, thesecapabilities have not been a differentiator for them. However, bothare well-established in this market and are executing well.

VisionariesThese vendors have demonstrated innovation in this market, butthey have yet to exhibit the mix of overall viability, functionalbreadth, sales execution and track record that would place them inthe Leaders quadrant. Casewise is the only vendor in theVisionaries quadrant.

Niche PlayersVendors in the Niche Players quadrant tend to have strengths innumerous aspects of EA without providing broader support.Alternatively, they tend to have more-limited experience with EAgeographically, focus on a specific industry, lack a specific focuson this market or are new to the market.

Vendor Strengths and Cautions

alfabetStrengths• In January 2007, alfabet opened an office in the U.S., which

rapidly generated interest, culminating in sales. Although itscustomers are still predominantly in Germany and neighboringcountries, alfabet has established a North Americanbeachhead. It continues to enhance its product in an innovativefashion and to maintain satisfaction with its existing customers,which include several large multinational corporations.

• Alfabet’s planningIT solution is well-suited to organizations thatwant to track and manage the rollout and use of EA byprojects. One attractive feature is the product’s ability tomonitor and compare the solutions that projects propose andimplement with the agreed-on future-state architecture. Forexample, planningIT has the ability to compare operationalplans with architecture master maps and to calculatearchitecture adherence indicators.

• Alfabet’s planningIT contains a rich metamodel out of the box,with coverage of business, information, technology and solutionarchitectures, as well as business strategy. This provides a firmfoundation on which to structure and relate the variety ofinformation that is of interest to enterprise architects and thento track its use by projects.

• There are also attractive capabilities for the management of EAprocesses, which will suit organizations that require moremanagement rigor. For example, assignments enable usercontributions to architecture artifacts to be tracked and havetarget dates to allow for expiration (for optional assignments) orescalation (for mandatory assignments). These contributionsinclude updating information related to an artifact, as well asreviewing and approving artifacts.

Cautions• Although having successfully created a presence in North

America, alfabet now needs to scale up its operations toconsolidate this expansion. To do this, it must strengthen its

Table 2. Completeness of Vision Evaluation Criteria

Weighting

standard

standard

standard

standard

standard

standard

no rating

low

Evaluation Criteria

Market Understanding

Marketing Strategy

Sales Strategy

Offering (Product) Strategy

Business Model

Vertical/Industry Strategy

Innovation

Geographic Strategy

Source: Gartner (June 2008)

Completeness of vision

Abi

lity

to e

xecu

te

5

Some Toolsets from major vendors

Microsoft Visio -> Oslo

M-language+IntelliPad editor+Quadrant (=visual DSL (Domain Specific Language) +relational repository)

IBM Rational + Telelogic (System Architect + Tau + DOORS)

IDS Scheer’s ARIS (SAP)

Casewise

6

Features of EA-tools 1/2

Process modelling (people, processes, technology)

Objects/Components/Patterns

Adapters

Interdependencies - affinity matrices (resources, applications, data interdependencies)

Simulator (assessing capacity constraints and flows)

Portfolio and project management

Multi-language support7

Features of EA-tools 2/2

Support for EAFs (Enterprise Architecture Frameworks), IBM/RUP, OMG, ISO/IEC, Basel/SOX, ITIL

Process definition, design, simulation

Workflows and interfaces PIPs

Exceptions, service level follow-up

Rules management

Monitoring workflows and business performance (KPI)

Collaboration tools

8

What to assess?(Schekkerman, 2007; c.f. IFEAD, 2007)

Basic functionality;

Methodologies and Models;

Model Development Interface;

Tool Automation;

Extendibility and Customization;

Analysis and Manipulation;

Repository;

Deployment Architecture;

Costs and Vendor Support.

Utility to professionals (enterprise architects, strategic planners, enterprise program managers

9

EA-Tools comparison (IFEAD, 2007)

10

e.g. casewise

11

EA-Tools comparison (IFEAD, 2007)

DOORS TauSystem Architect

12

IDS Scheer ARIS

ARIS IT Architect / Designer

ARIS IT Inventory

ARIS BSC

ARIS Business Architect / Designer

ARIS Business Optimizer

ARIS Business Publisher

(ARIS Defense Solution)

ARIS ArchiMate Modeler

13

What if there are multiple EA-tools in

use?

”An EA tool portfolio and roadmap can allow different people and material to be brought into the 'fold' and provide a basis for integration. (This is where EA metamodels start to become handy, as well as adoption of standard modelling notations such as BPMN). There are several Enterprise Architectural maturity assessments around.” (Schekkerman, 2007; c.f. IFEAD)

14

Business architecture

Information architecture

Techinical architecture

Governance

Dynamic Architecture

DYAprocesses

StrategicDialogue

ArchitecturalServices

Developmentwithout

Architecture

Developmentwith

Architecture

New developments

Business solutions

Businesssolutions

15

EA by Telelogic

EA is

Models of business processes (BPM), information, systems, and technology

Descriptions of graphical and textual artifacts that make up these models

Full traceability to the goals and objectives of the organization

Standards that underpin the content and presentation of the architecture

16

Demo: http://www.telelogic.com/autodemo/saea_auto_demo/index.cfm

17

Education & trainingfor tools and methods

Tutorials

Webcasts

Forums

CBT/WBT

Courses (role-based, topic-based, tool-based)

On-site instructors

Boot camps

Certificates

Role (c.f. Telelogic): Administrator/Advanced User

Business Process Analyst Information (Data) Architect Enterprise Architect/Business Architect Solution Architect

18

E.G EA/BA of System Architect

19

cntnd

20

cntnd

21