Enterprise Architecture Essay

1) The three key disciplines uptaked to effectively construct a Foundation of Execution ar Operating archetypeThis dictates the level of argumentation operation integration and calibration for delivering goods and services to customers. Process desegregation depicts the extent to which caper wholes share data and enables end-to-end and a item-by-item interface for the customer The Operating Model involves a commitment to how the company will operate opening computer computer architectureThis is the organizing logic for furrow processes and IT infrastructure which reflects the integration and normalisation requirements of the companys operating model. The swither architecture provides a long term view of a companys process, systems, and technologies in evidence to hold long term sustainable capabilities. IT Engagement ModelThe IT Engagement Model is the g overnance chemical mechanism that ensures business and IT projects achieve both local and companywide objectives . This Model influences projects ends ensuring that individual solutions are designed according to the effort architecture. The IT Engagement Model provides alignment between IT and the business objectives of projects.2) The try architecture communicates the high-level business process and IT requirements of a companys operating model. This differs from IT Architecture to the degree of granularity that is presented. Enterprise Architecture does non provide the necessary details to map out technical or process design requirements. The IT Architecture genuine by the IT unit is a more detailed architecture of applications, data and information, and technology. IT Architecture when developed with a decipherable understanding of the Enterprise Architecture provides long-term value because they provide the long-term pile for immediate solutions.3) The current market trends and speed at which technology and the competitive landscape is constantly changes take shape it difficult fo r companiesto be able to admit and survive. Complex Information systems restrain companies from being able to adapt in order to compete or leverage new technology and concepts.Companies without a solid basis face the following risksThe effects of growing complexity on business operationsThe pressure that lightheartedness places the al-Qaida of execution economic consumption of business discipline in current national and political environments Role of costs in absence of foundation of executionBusiness agility increasingly depends on a Foundation of Execution. Implementing standardize, digitized processes results in simpler technology environments, lower cost operations and greater agility.4) An operating model has 2 dimensions business process standardization and integration. Companies are characterized into the following Operating ModelsDiversification Low Standardization, Low IntegrationCoordination Low Standardization, postgraduate IntegrationReplication High Standardizati on, Low IntegrationUnification High Standardization, High IntegrationExamplesa. Unification Model Delta AirlinesConsisted of many IT platforms unable to communicate with each other Management and IT ply reached a common understanding of what capabilities the company would develop to support future strategies. In order to cook a clear vision focus defined four load processes.b. Diversification Model Carlson Companies from each one of Carlsons portfolio of companies run more or less independently of each other. Carlsons enterprise architecture core diagram shares technical infrastructure services epoch the business units retain control over local business processes and IT applications c. Coordination Model MetLifeMetLifes strategy and operating model focused on providing incorporate customer service across products. This required extraction of customer information and making it centrally opend. Replication Model ING DIRECTING DIRECTs service modules digitize standardized pr ocesses across its business units. The identification of major service categories helps management understand existing capabilities and manoeuvre new opportunities.5) The four stages of Architecture Maturity areBusiness Silo Architecture where companies look to maximize individual business unit involve or functional needsStandardized Technology Architecture providing IT efficiencies through technology standardization and, in most cases, increased centralization of technology managementOptimized core architecture provides companywide data and process standardization as appropriate for the operating modelBusiness Modularity Architecture where companies manage and reuse loosely conjugate IT-enabled business process components to preserve global standards while enabling local differences6) The strategic implications of the four architecture stages are as follows Business Silos Local / Functional optimizationStandardized Technology / IT efficiencyOptimized core / Business Operationa l efficiencyBusiness Modularity / Strategic Agility7) The three main ingredients 0f the IT Engagement ModelCompanywide IT governance decision rights and accountability framework to encourage desirable behavior in the use of IT switch management formalizedproject methodology, with clear deliverables and regular checkpoints Linking mechanisms processes and decision-making bodies that align incentives and connect the project-level activities to the overall IT governance.8) IT governance is the decision rights and accountability framework for encouraging desirable behaviors in the use of IT. IT governance reflects broader corporate governance principles while focusing on the management and use of IT to achieve corporate performance goals. IT governance encompasses five major decision areas related to the management and use of IT in a firm, all of which should be driven by the operating modelI. IT principles high level decisions about the strategic role of IT in the business II. Enterpr ise architecture the organizing logic for business processes and IT infrastructure III. IT infrastructure centrally coordinated, shared IT services providing part of the foundation of execution IV. Business application needs business requirements for purchased or internally developed IT applications that both use and build the foundation for execution V. Prioritization and investment decisions about how much and where to invest in IT, including project acclaim and justification techniques.9) Linking mechanisms is the third essential ingredient of the IT engagement model. Linking mechanisms connect companywide governance and projects. Good IT governance ensures that on that points clear direction on how to evolve the companys foundation. Good project management ensures that projects are implemented effectively, efficiently, and in a consistent manner to maximize learning. Good linking mechanisms ensure that projects incrementally build the companys foundation and that the design of the companys foundation is informed by projects. in that respect are three types of linking mechanisms (architecture linkage, business linkage, and alignment linkage) that address the key alignment and coordination concerns of the company.Architecture Linkage establishes and updates standards, reviews projects for compliance, and approves exceptions. Architecture linkage connects the IT governance decisions about architecture with project design decisions. Business linkage ensures that business goals are translated effectively into projectgoals. Business linkage coordinates projects, connects them to larger transformation efforts, and focuses projects on attacking specific problems in the best possible way. Alignment linkage mechanisms ensure ongoing communication and negotiation between IT and business concerns. Business IT relationship mangers and Business unit CIOs are typically a critical linkage fro translating bear and forth between business goals and IT constraints.10) The three ingredients of engagement that create business value are IT governance, interpret management and Linking mechanisms.Clear, specific, and actionable objectives In order to be effective, IT engagement models clarify strategic objectives so standardization and integration requirements are clear.Motivation to meet company goals Formal incentives such as bonus plans, annual reviews, etc help ensure focus from business unit leaders and project managers on company, business unit and project goalsEnforcement authority Formal enforcements such as complementary to formal incentives help build an efforts credibility. Enforcement provides a process for changing, discontinuing, or granting an exception to a project that is not compliant with the target enterprise architecture.Early Intervention and prevention In order to prevent bad solutions form being deigned, IT groups engage with business projects during the earliest stages of development to prevent bad solutions from being designed in the start place and also to learn how to improve target architecture.Transparent, regular, two-way communication Good engagement ensures that everyone is clear on how the model works. Alignment and coordination are achieved and maintained through regular dialogue between business and IT and across business units.