Reference list
REFERENCE1. [Jonathan Adams, et al, 2001] Jonathan Adams, Srinivasa Koushik, Guru Vasudeva, George Galambos Patterns for e-business
2. [Ambler S. 2003 ] Scott W. Ambler, It’s all about people: Agile Enterprise Architecture, Cutter IT Journal, Vol. 16, No7, July 2003
3. [Ambler S.] Scott W. Ambler, Agile Modeling: Best Practices for the Unified Process and Extreme Process and Extreme Programming.
4. [Bolton P. ] Patrick Bolton, Governing Enterprise Architecture: Lessons Learned from implementing Federal Government Eas; , Cutter IT Journal, Vol. 16, No7, July 2003
5. [Chris Curran] , EA governance doesn’t just happen, you gotta design it ! , Cutter IT Journal, Vol. 16, No7, July 2003
6. [CIO council] A practical guide to Federal Enterprise Architecture.
7. [Grotevant S.] Susan M. Grotevant , Business Engineering and Process Redesign in Higher Education : Art of Science ? CAUSE 98 Seattle, Washington December 8, 1998.
8. [Knox, 2001] Mary Knox, Logical Architecture: What it is and Why FSPs Should Care, Garter Group, TU-123-7110
9. [FEAPMO] Federal Enterprise Architecture Program Management Office, http://www.feapmo.gov/
10. [GAO} GAO-04-40 Leadership Remains Key to Agencies Making progress on Enterprise Architecture Efforts , November 2003
11. [Liu , 2002] Simon Liu, A Practical Framework for Discussing IT infrastructure . IT Pro 1520-5202/02 @2002 IEEE.
[Mitre, 2004] Guide to the (Evolving) Enterprise Architecture Body of Knowledge
12. [Morrow, 1996 ] Ira Morrow, New Approach to Enterprise Architecture: The “City Plan “ Gartner Group, SPA-1200-066, 1996,
13. [ McGovern, 2003] James McGovern, Scott Ambler, Michael Stevens, James Linn, Vikas Sharan and Elias Jo, Practical Guide To Enterprise Architecture, Prentice Hall, 2003
14. [McComb , 2003] Craig McComb The Good, the Bad, and the FEA: Establishing EA governance in a Federal Agency.
15. [NIST] NIST special publication 500-167, information management directions, the integration challenge, September, 1989 [Reed, 2002] Refernce Architecture: The best of best practice.
16. [Schulte, 2002] Roy Schulte, Enterprise Architecture and IT ‘City Planning’ . Gartner Group, COM-17-2304, 2002
17. [Westerman, G, ] EA Governance : From Platitudes to Progress. Cutter IT Journal, Vol. 16, No. 7, July 2003
18. [Wu, J} John Chi-zong Wu, Practical Enterprise Architecture: The Civil Engineering of IT, Cutter consortium, Enterprise Advisory Services Executive Update Vol. 7, No. 5.
19. [ Zachman, J.] John Zachman, Enterprise Architecture artifacts Vs Application Development Artifacts. Zachman International, 2000
20. [ Zachman, J] John Zachman, The framework for enterprise architecture : Background, description and utility, Zachman International., 1996
A review of enterprise agility: Concepts, frameworks, and attributes Bohdana Sherehiy, Waldemar Karwowski, John K. Layer Department of Industrial Engineering, Center for Industrial Ergonomics, University of Louisville.
[Bohdana Sherehly, Waldemar Karwowski, John K Layer] A review of enterprise agility: Concept, Frameworks, and attribute
Generalised Enterprise Reference Architecture and Methodology http://en.wikipedia.org/wiki/Generalised_Enterprise_Reference_Architecture_and_Methodology
[ ] Scott W. Ambler, Enterprise Architecture: Reality over Rhetoric, Dr. Dobbs , www.drdobbs.com.
[ ] Ian Rowland, “ Why Isn’t Enterprise Architecture In The Big Time? “, Enterprise Information management Institute Volume 2, Issue 5 - August 2008 Edition
[ ] Charles Edward, “ What do Enterprise Architecture principles require of configuration management “ , CM Crossroads, www.cmcrossroads.com
[ ] Richards, C.E. “ A Strategy to Avoid Information Overload. Central Issues in Anthropology, 7(1), 9-12.” The information overload bibliography from Humboldt state university library , 1987
[ .] John Zachman, Enterprise Architecture artifacts Vs Application Development Artifacts. Zachman International, 2000
[ ] John H. Holland, Murray Gell-Mann and others,
“Complex Adaptive Systems (CAS)”, the term was coined at the interdisciplinary Santa Fe Institute (SFI),
[ ] Dave Snowden ” Cynefin framework” ,
[ ] Brian Burke “Architecting the Emergent Enterprise: New Game, New Rules “, Gartner Group, 2008
[ ] Stephen H. Spewak, Enterprise Architecture Planning: Developing a Blueprint for Data, Applications, and Technology. With S. C. Hill. Boston, QED Pub. Group. 1993
[ ] US OMB FEAPMO, “Consolidated Reference Model Version 2.3” , 2007
[ ] CIO council, “A practical guide to Federal Enterprise Architecture”. 2001
[ ] US Government Accountability Office Guide for Evaluating Federal Agencies' IT Investment Decision-making
[ ] “The book of change” China, 1000 BC
[ ] Laozi, “Tao Te Ching” China,. 400 BC
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The EA stakeholders
Who need Light EA?The EA community have spent significant time to debate on what EA is. As a matter of fact, every one is right because EA is something that every one can benefit from, and every one have a different view on the holistic, Agile and Coherent architecture design. HACEA offers the different view of Enterprise Architecture in harmony to every one where Business leader view HACEA as for Business strategic planning, the IT manager view HACEA for IT strategic planning. The IT subject matter experts view HACEA for agile and simple solution, the security manager utilizes it to secure the Enterprise as shown in the following table:
2.0 EA is not only for large organization
EA is not only for large organization, it is particularly critical for small organizations. Many small organizations have the ideal that only a large organization can afford EA because the traditional EA approach requires significant investment of time and resources. They do not have the luxury to deal with the noble ideal of EA. The suggestion that EA to provide the infrastructure rather than architecting enterprise will allow small organizations to benefit from EA.
CEA is the engineering of reuse and sharing. Small organizations which have limited resource can leverage on the solution patterns from the same line of business. An Enterprise Architect, who is trained to know the pattern of business and solution, can facilitate small organization to adopt established building blocks from the similar line of business, and tailor the solution base their need.
CEA has learned that COTS products and turkey solution do not serve well to provide one size fit all solution. A principle in information age is that business drives the technology instead of other way around. In a Chinese expression, Trimming your feet for new shoes is not worth of it. Business processes subject to local business process reengineering based on geographical location, timing and culture. There are fundamental business process and also there are subtle difference EA establish the common infrastructure and building blocks rather provide a COTS product and key system. It enable the agility of automation solution but not dictate the business processes as ERP products do.
1.1 New staff Orientation
In the information age, workforce become very transient particular in a organization which relies contractor support. EA maps work very well for the new staff orientation. New staff member use the EA topology for orientation. Usually, it will take a long time for a new staff to know the enterprise environment and become productive. Walking through the EA maps enable the new staff member to know the enterprise environment in a short time. It pass the knowledge from many experience staff to the new staff with minimum effort. EA map contributes to significant cost saving in Enterprise workforce consider the time which new staff member spent to know the enterprise environment.
1.2 Exiting staff utilize HACEA to open up their vision.
Average of staff in an enterprise have focus to work in their own area and have not get a chance to see the Enterprise Big picture. Gradually they become the from under the well which is used to describe a situation or individual who cannot or refuses to see the big picture because of being sheltered and/or closed minded. In many cases, during the years of developing the EA map, there are some people come to tell me that they did not realize this is how the organization works. The EA map render the Enterprise big picture and enable the existing staff to understand what others are doing.
1.3 Enterprise Leaders use HACEA for business vision and strategic planning
Enterprise topology enable critical thinking on business vision and strategic planning. . A leader or business manager who is habitually a "right-brainer" and they can connect themselves to the big picture which enable critical think in business vision and strategic planning. Critical thinking which consists of mental processes of discernment, analysis and evaluation. It includes possible processes of reflecting upon a tangible or intangible item in order to form a solid judgment that reconciles scientific evidence with common sense. The Enterprise topology support the Business leaders in enterprise wide business vision and strategic planning by:
• Render the logical and invisible Enterprise big picture with human factor consideration via visual reference
• Describe the Enterprise from the aspects of Mission, Functions, Processes, Organization, Location and Business context to the true Enterprise big picture.
• Use a one page approach in the principle of the sum is greater than the parts. A part by itself is only a part. Put the parts together on a large page, it become meaningful and leads to creative business vision and strategic planning.
1.4 Risk manager use EA map to conduct Enterprise risk management (ERM).
ERM provides a framework for risk management, which typically involves identifying particular events or circumstances relevant to the organization's objectives (risks and opportunities), assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and monitoring progress. By identifying and proactively addressing risks and opportunities, business enterprises protect and create value for their stakeholders, including owners, employees, customers, regulators, and society overall.
ERM can also be described as a risk-based approach to managing an enterprise, integrating concepts of strategic planning, operations management, and internal control. ERM is evolving to address the needs of various stakeholders, who want to understand the broad spectrum of risks facing complex organizations to ensure they are appropriately managed. Regulators and debt rating agencies have increased their scrutiny on the risk management processes of companies.
1.5 Performance mangers use EA map for Enterprise wide performance measurement.
In a performance based strategic planning and capital investment, it is essential to conduct Enterprise wide business performance measurement. Business performance management (BPM) (or Corporate performance management, Enterprise performance management, Operational performance management, Business performance optimization) consists of a set of processes that help organizations optimize their business performance. It provides a framework for organizing, automating and analyzing business methodologies, metrics, processes and systems that drive business performance. The performance managers use EA map:
• To prepare enterprise wide performance measurement plan.
• Identify key performance indicator and measurement points. Key Performance Indicators (KPI) are financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals[1].
1.6 Architects use Enterprise Maps for architecture planning.
The Enterprise Map was developed initially to support Enterprise Architecture. The EA map provide a visual reference for creative architecture effort. On the EA map, the architects can determine :.
• Identify stovepipe system
• Identify automation opportunity.
• Identify redundant automation.
• Identify common services.
• Identify obsolete technology.
• Analyze interoperability and information sharing.
1.7 Security managers utilize EA to know what they have to secure
Security or information assurance must be planned from the Enterprise big picture rather than by each project. Security is tightly couple with Enterprise Architecture to know what to secure. A tangible and visible EA map is the foundation of all security planning and architecture effort. The wikipedia suggest that :
Enterprise information security architecture (EISA) is the practice of applying a comprehensive and rigorous method for describing a current and/or future structure and behavior for an organization's security processes, information security systems, personnel and organizational sub-units, so that they align with the organization's core goals and strategic direction. Although often associated strictly with information security technology, it relates more broadly to the security practice of business optimization in that it addresses business security architecture, performance management and security process architecture as well.
In the years of developing EA map, the author have worked closely with security teams in many organization. The security team have use EA map to establish security priority and certification and discover hidden automation systems in the Enterprise.
1.8 Application developers use EA map
On the EA map, the application developers are able to comprehend the overall business and technology environment from the Enterprise Topology Map and Enterprise Baseline map. technology baseline map. Stove pipe application systems are developed due to lack Enterprise big picture. Application developers use EA map to :
• Develop application system requirements
• Develop application system interface
• Adapt the Enterprise environment
• Learn experience from the same line of business.
• Reuse application services.
1.9 Project managers use EA map for enterprise wide project management
Project managers use EA map to establish Enterprise wide project management approach where the projects are initiated and managed based on enterprise wide consideration based on business vision, strategic planning and performance gaps rather in a stove pipe approach where the projects are initiated by individual consideration.
1.10 Asset manager use EA map for Enterprise Asset management
Asset managers use the tangible and visible EA map for Enterprise asset management. From the wikipedia:
“Enterprise asset management (EAM) means the whole life optimal management of the physical assets of an organization to maximize value. It covers such things as the design, construction, commissioning, operations, maintenance and decommissioning/replacement of plant, equipment and facilities. "Enterprise" refers to the management of the assets across departments, locations, facilities and, in some cases, business units. By managing assets across the facility, organizations can improve utilization and performance, reduce capital costs, reduce asset-related operating costs, extend asset life and subsequently improve ROA (return on assets).
The functions of asset management are taking a fundamental turn where organizations are moving from historical reactive (run-to-failure) models and beginning to embrace whole life planning, life cycle costing, planned and proactive maintenance and other industry best practices”
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Organic EA Acronym
AB
BIA : Business Impact Analysis
CMM : Capability Maturity Model
EA : Enterprise Architecture
HACEA: Holistic,Agile, Coherent Enterprise Architecture
KPI : Key Performance Indicator
ROI : Return of Investment
SOA : Service Oriented Architecture
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Book Structure
The structure of LEA
The LEA book consist of two volumes. The first volume describe the Light Enterprise Architecture methodology, the second volume is the roadmap to implement the Light Enterprise Architecture method as described in the following drawing:
VOLUME I: THE LIGHT ENTERPRISE ARCHITECTURE METHOD
Part 0: EA paradigm
The value of EA is not only about architecture design but also is a disciple to know the enterprise, see the big picture, analyze business architecture, lay out the target architecture master plan, learn experiences of the others, enable agility and address business performance gap via segment architecture.
Part 1: EA Mythologies
EA industry use frameworks and Models to describe EA methodologies. This section describes several popular EA methodologies. LEA distinguishes different categories EA models, EA artifact framework and EA design framework and EA operation framework. A set of LEA framework and models are developed to describe the LEA methodologies.
Part 2 : EA Buy-in
The major challenge of EA is buy-in from the stakeholders. LEA is developed to address this concern. It is suggested to overcome this challenge via traditional political process with collaboration, communication, and building consensus on common denominator.
EA is known to be stealth due to its lack of efficient communication method. Communication does not just happen, it requires planning and engineering efforts. LEA suggests adopting the traditional architecture drawings, which serve as the container to convey EA artifact for efficient communication.
Part 3 : EA to know the enterprise and see the big picture
Stovepipe solutions are created due to the lack a big picture. EA is the effort to know the enterprise and see the big picture. LEA suggests the EA Map approach to know the enterprise and see the big picture. It also provides the value to preserve institutional knowledge.
Part 4 : Analyze Business Architecture
Business architecture is the effort to analyze the enterprise structure and relation of enterprise missions, functions, information, people, location and workload from the big picture of enterprise. It serves as the engineering requirements for solution architecture.
Part 5 : EA to Learn Experiences of Others via Reference Models
Human have the unique capability to learn experience of the others but decline to do so. EA is the discipline to awake the capability of leaning the experience of the others. Reference models such as the USA OMB FEMPMO consolidate reference models are the reference points to exchange the experiences of each other’s.
Part 6 : Engineering of Reuse
Reuse does not just happen, it is the result of engineering. Reuse is based on repeatable patterns via standardization over technical standards, application standards, data standards and process standards. The engineering of reuse is an logical architecture effort.
Part 7 : Engineering of Consolidation
Consolidation is the effort to establish common services which does not consist of infrastructure services but also application services (SOA) and data resources. The engineering of consolidation is a physical architecture effort driven by workload analysis and performance requirements.
Part 8 : Earn agility and simplicity via compliance
Agility and simplicity must be earned via compliance to enterprise standards and sharing common resources. EA governance and compliance is not a burden, it is the price to pay for the convenience for agile and simple approach to leverage on technology evolution and overcome the complexity of large system architecture.
Part 9 : Target Architecture
LEA suggests that Enterprise Target Architecture is the master plan rather then the enterprise blueprint. The target architecture plan serve as the framework to guide the overall enterprise architecture development via incremental architecture development by each segment.
The enterprise carry out the target architecture plan base on their business performance gap by identifying their segment of weakness. The high level Target architecture serves as the enterprise framework rather than the enterprise blueprint. Upon which, the architect design the target segment architecture, analyze the architecture gap and plan the segment architecture transition.
VOLUME II : THE LEA PRACTICE GUIDANCE
Guidance A : LEA Road map
The EA road map lays out the stages of EA, which includes the EA initiation, EA preparation, and EA operation
Guidance B : LEA management program
After getting buy-in from senior management, LEA
Management is the key to bring out the value of technology evolution. Enterprise take advantage of IT evolution not just on acquiring the technology and conduct engineering. Only proper management on the Enterprise Architecture program can deliver the optimized result.
Guidance C : LEA management processes
LEA management processes are considered as the business processes in the IT management LOB. The management processes are the key to the success of Enterprise architecture. It must be engineered to streamline IT management operation. LEA identifies the management processes via learning the experiences from industrial effort such as ITIL and COBIT.
Guidance D : LEA management Infrastructure
LEA suggest to leverage on integrated automation solution as the LEA management infrastructure instead of just thinking about "EA tools". The LEA management infrastructure applies the EA concept to the IT management line of business and establishes the common foundation on IT management applications, information and technologies. Upon which the vendors can develop different EA tools on the common IT management infrastructure. The LEA management infrastructure learns the experience from the industrial Enterprise Resource Planning (ERP) effort.
Guidance E : EA Training and awareness
Guidance F : The initial phase of EA
Instead of jumping in to design the enterprise, the initial phase of EA is to know the enterprise and see the big picture via the EA map, analyze the business architecture to analyze the structure and relation of Enterprise mission, function, organization, location and workload. Lay out the target architecture master plan; identify the enterprise line of businesses as the reference points to learn the experience of the others.
Guidance G : Modernization
After the initial phase, EA become a continuous operation, it is not a one-time effort as application development do. In the incremental Enterprise Architecture approach, Enterprise Architecture become a continues operation to close business performance gap which always exist in the enterprise.
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LEA products
LEA is a hunman centric EA approach to serve both business and engineering community. It utilize the latest web technology to develop the LEA portal for stakeholders to drill down their enterprise architectrue from the enterprise architecture framework. It also adopt the traditional architectrure drawing approach to deliver tangible EA products. Although technology evolved rapidly, human have not biologically evoloved significantly. Architecture drawing still serve as the fundamental for architecture communication.The LEA portal
Please click on the framework to drill down.
Tangible LEA products
LEA is an explicit and Human centric EA approach via delivering tangible architecture drawing set to communicate with stakeholders:
The architecture description
The Initial EA describe the high level and holistic view of Enterprise Topology, Business Architecture and the Notional Target architecture.
. The Enterprise Topology
. The Business Architecture
. The Notional Application Architecture
. The Notional Data Architecture
The architecture standards
Agility EA is delivered via the baseline standard map which describe the pattern, standards and the consolidation for application, data and infrastructure.
. The Application baseline standards
The Data model baseline standard map
. The data technology baseline
. The infrastructure baseline standard map
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