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the area of (enterprise) architecture in the virtual
digital world will become more and more full-grown.
So the focus is changing to the quality of the work
of enterprise architects. How can we review the
results of the work of (enterprise) architects and
how can we review their process. Can we define quality
criteria to validate the products and results from
document describes the main line of a methodology
/ approach in use by several organizations to review
the activities and results of enterprise architects.
document is version 2.1 of this approach and will
be continuously refined based on practical experience.
effect of knowing that the results will be reviewed
is that enterprise architects are taking more time
and effort to implement and manage their enterprise
architecture processes effectively as well as the
take more attention to the quality of their results
approach developed by Jaap Schekkerman is called
the "Enterprise Architecture Score Card "
attention for the quality of architecture work is
growing, by the fact that the impact of enterprise
architecture on organizations and technology is
how to measure that an enterprise architecture is
'good' given a certain situation and supporting
well described goals and objectives.
So the question
is when is an Enterprise Architecture Good Enough?
of the major principles in Enterprise architecture
Enterprise Architect knows he has achieved the perfect
solution not when there is nothing left to add,
but when there is, nothing left to take away. [Saint-Exupery]
we can review an enterprise architecture, we have
to define the Criteria how to review the enterprise
architecture. These Criteria have a strong dependency
of the goals and objectives of what has to be achieved
with that enterprise architecture. So the first
activity before starting an enterprise architecture
study is to define these criteria.
term enterprise architecture products used in the
context of this document means all results produced
by enterprise architects as a result of their activities,
supporting the goals and objectives of that architecture
and objectives of the Enterprise Architecture
support an organizations goals and objectives, the
EA program model can help us to understand the relations
and elements that influence the decision-making
about the adoption of enterprise architecture concepts
in several ways.
Enterprise Architecture provides a mechanism that
enables communication about the essential elements
and functioning of the enterprise.
yields centralized, stable, and consistent information
about the enterprise environment. In an insurance
company, for example, an EA would help executives
pinpoint the companies more lucrative markets, understand
how well the company's current resources are meeting
customer needs in those locations, and determine
what kind of systems might be needed to improve
This EA program addresses at a holistic way the
elements of strategy, frameworks, the overall EA
process, methods & techniques, standards and
model is focused on the goals & objectives and
shows the influencing elements of an enterprise
in such a way that the mission of an organization
is the major driving force and the environment and
the stakeholders are the influencing variables of
the system. The enterprise architecture lifecycle
show the different elements compassing the life
are tremendous rewards for organizations that are
able to harness the vast array of available options
into a holistic EA framework of flexible domains
and supportive technology that meet the rapidly
evolving needs of their stakeholder communities.
Enterprise Architecture process and framework must
effectively align business & IT resources and
processes that they enable.
a system based on the EA results is asking modelling
methods that comply with the system development
environment. Supporting decision-making is asking
other type of modelling methods and techniques.
besides the choices for an EA framework at the same
time choices for supporting methods and techniques
has to be made.
decisions related to strategy, business goals, information
needs, data mapping, selection of product- independent
systems, and selection of specific hardware and
software need to be guided by this framework to
ensure maximal effectiveness and efficiency.
while most Enterprise Architecture frameworks and
processes are able to generate reasonably good descriptive
enterprise architecture models, they do not create
actionable, extended enterprise architectures that
address today's rapidly evolving complex collaborative
Architecture Framework & Score Card
Enterprise Architecture Score Card is based on a
methodological approach for the different enterprise
architecture results of different enterprise architecture
on predefined criteria for all aspect areas, the
process steps and results can be reviewed. Before
explaining more in detail the Enterprise Architecture
Score Card approach, the enterprise architecture
approach will be explained.
Extended Enterprise Architecture Framework (E2A)
is a clear concept with powerful implications. By
understanding any particular aspect of an organisation
at any point in its evolution, enterprise architects
construct results that can be very useful in making
decisions about changes or extensions.
framework contains 4 rows and 6 columns yielding
24 unique cells or aspect levels.
Enterprise Architecture Framework (E2AF)
'Separation of concerns' allow us to deal with conflict
of interest between these concerns. We distinguish
six main levels of concern within extended enterprise
architecture studies often called levels of abstraction:
The Contextual level, describing the extended
context of the organization and the scope of the
enterprise architecture study. Why; Describes the
motivations of the enterprise. This reveals the
enterprise mission, vision and scope and the business
& technology strategy / drivers.
The Environmental level, describing the formal
extended business relations and the related information
flows. With Who; Represents the business & technology
relationships within the extended enterprise. The
type of collaboration. The design of the extended
enterprise organization has to do with the value
proposition in the net and the structure of governance
within the extended enterprise.
o The Conceptual level, addressing the Requirements.
What; Describes the goals and objectives and the
requirements of the enterprise entities involved
in each aspect area of the enterprise.
The Logical level, addressing the ideal logical
solutions. How; Shows the logical solutions within
each aspect area.
The Physical level, addressing the physical
solution of products & techniques. With What;
Shows physical solutions in each aspect area, including
business & communication changes, supporting
software products and tools, hardware & communication
The Transformational level, describing the
impact for the organization of the proposed solutions.
When; Represents the transformation roadmap, dependencies
within aspect areas, supported by business cases.
of the Enterprise
The 4 rows represent the different aspect areas
of the Enterprise:
Business or Organization; starting point
and expressing all business elements and structures
o Information; extracted from the business
an explicit expression of information needs, flows
and relations is necessary to identify the functions
that can be automated.
o Information - Systems; the automated support
of specific functions.
o Technology - Infrastructure; the supporting
technology environment for the information systems.
these aspect areas have to be related to each other
in such a way that a coherent set of relations can
be identified. Integration of these aspect areas
is a necessity for an Enterprise Architectural design.
Besides the aspect areas of the enterprise architecture,
specific views can be created, based on specific
viewpoints or themes. Examples of viewpoints are
'Security' and 'Governance'. The impact
of viewpoints should be incorporated in the extended
enterprise architecture results at all levels.
from the E2A framework an Extended Enterprise Architecture
approach can be defined to deal with the goals &
objectives of the organisation.
example of such an approach is reflected in the
Architecture Score Card Methodology
Enterprise Architecture Score Card is using a methodology
related to the earlier mentioned enterprise architecture
aspect areas and abstraction levels by the fact
that during an enterprise architecture process all
these elements have to be addressed and described
depending on the goals & objectives.
on these elements a methodology is developed to
get insight and overview of de status of the addressed
topics related to the quality of the enterprise
architecture in scope.
on questionnaires per aspect area and abstraction
level and over aspect areas, facts can be established
to check the quality of the enterprise architecture
the Enterprise Architecture Score Card spreadsheet
of the used criteria & terminology
the Enterprise Architecture Score Card as a measurement
instrument to check the quality of the EA efforts,
can be done by answering the questions based on
the assessed status with the goals and objectives
of the enterprise architecture program in mind.
Question has to be assesed for the Business,
Information, Information-Systems and
Technology Infrastructure areas. A special
item is focusing at the level of Alignment
/ Integration between these areas or How
Holistic was the approach and How
Holistic was this documented?
each of these areas the result of each question
can be assessed from 3 different situations.
0 = Unknown and not documented (red);
1 = Partly known and partly documented (yellow);
2 = Fully known and well documented (green).
these 3 values, the level of alignment / integrated
for each question is assessed.
the answer of each question encompasses the elements
of knowledge and documentation.
the knowledge, but this knowledge is not documented,
means maintenance cannot be done and the knowledge
is not transferable to other people.
and totals reflect the valuation for the quality
of the assessed enterprise architecture results
as well for the addressed completeness of the enterprise
architecture process phases.
more in-depth insight en overview of the quality
of the enterprise architecture effort can be derived,
based on this approach and steering can be done
in areas with to less quality.
with status 1 must be examined more in depth,
to get more information about the availability,
dependency, quality and level of documentation.
Important is to get the rationales of decisions
made during the enterprise architecture process.
the assessment of the quality, maintainability is
even so a very important issue to address during
the assessment process.
the enterprise architecture results in such a way
documented that in a later stage other enterprise
architects can easily understand and maintain that
enterprise architecture? The topic of maintainability
has to be explicitly addressed in the overall review
Enterprise Architecture Modeling & Documentation
Tools can be very helpful in maintaining Enterprise
practices within organizations will constantly update
and refine this methodology. So if you have any
experience with reviewing enterprise architecture
projects and results, please share your experiences
so that we can refine the Enterprise Architecture
within organizations show that enterprise architecture
projects that will be reviewed, are better planned,
better managed and better documented. So let your
enterprise architecture team know up front that
there processes and results will be reviewed. That
will directly influence the overall quality of the
enterprise architecture program.
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