EA life cycle
The LEA practice guidance, instead of reinventing wheel, leverage on many US goverment effort in particular from theA practicle guide to Federal Enterprsie Architecture by US Federal Goverment Chief Information Officers Council.
2.4. Architecture Principles
Principles establish the basis for a set of rules and behaviors for an organization. There are principles that govern the EA process and principles that govern the implementation of the architecture. Architectural principles for the EA process affect development, maintenance, and use of the EA. Architectural principles for EA implementation establish the first tenets and related decision-making guidance for designing and developing information systems.
The Chief Architect, in conjunction with the CIO and select Agency business managers, defines the architectural principles that map to the organization’s IT vision and strategic plans. As shown in Figure 1, architectural principles should represent fundamental requirements and practices believed to be good for the organization. These principles should be refined to meet Agency business needs. It should be possible to map specific actions, such as EA development, systems acquisitions, and implementation, to the architectural principles. Deliberate and explicit standards-oriented policies and guidelines for the EA development and implementation are generated in compliance with the principles. Each and every phase of the Systems Life Cycle is supported by the actions necessitated by the architecture principles. CPIC actions are governed by the implications within the principles.
2.5. The Enterprise Life Cycle
The enterprise life cycle is the dynamic, iterative process of changing the enterprise over time by incorporating new business processes, new technology, and new capabilities, as well as maintenance and disposition of existing elements of the enterprise.
Although the EA process is the primary topic of this guide, it cannot be discussed without consideration of other closely related processes. These include the enterprise engineering and program management cycle (more commonly known as the system development/acquisition life cycle) that aids in the implementation of an EA, and the CPIC process that selects, controls, and evaluates investments. Overlying these processes are human capital management and information security management. When these processes work together effectively, the enterprise can effectively manage IT as a strategic resource and business process enabler. When these processes are properly synchronized, systems migrate efficiently from legacy technology environments through
Read More → ^ TOP
Complance to earn agility and simplicity
The LEA Practice Guide suggest that EA governance is not a burden as perceived by the community. Light Enterprise Architecture, to overcome the complexity of traditional EA, is the effort to enable agile and simple approach to take advantage of technology evolution. It build up the enterprise common foundation and building blocks via establish architecture standards to reuse and consolidation to share.Although it appears to be a limitation that the community have to follow standards and subject to consolidation, but consider the benefit of reuse and consolidation, governance and compliance is not really a burden, it is a remedy to overcome the challenge of stovepipe system.
The level of agility and simplicity increase with the level of common foundation and reuse as shown in the following figure. With the build up of common foundation and building blocks, business owner can optimize their local architecture solution based on their business without special resources and in time of use.
Governance and compliance are the mechanism to establish the common foundation and building blocks. The continue operation of governance and compliance serve as the engine to build up the common foundation and building blocks. An enterprise must optimize their governance structure and processes properly to establish common foundation and building blocks efficiently in avoidance of unnecessary burden to the stakeholders. For example : Standardization on the common use items instead of a blanket standardization effort.
^ TOP