alternate text alternate text alternate text alternate text

IFEAD

People -- Process -- Business -- Technology
IFEAD is an independent research and information exchange organization working on the future state of Enterprise Architecture.






Enterprise Enterprise Architecture Methods, Tools, Frameworks, Approach

-

Enterprise Architecture Definition

 

'Enterprise Architecture is about understanding all of the different elements

that go to make up the enterprise and how those elements interrelate'.

 

A good definition of "enterprise" in this context is any collection of organizations that has a common set of goals/principles and/or single bottom line. In that sense, an enterprise can be a whole corporation, a division of a corporation, a government organization, a single department, or a network of geographically distant organizations linked together by common objectives.

A good definition of "elements" in this context is all the elements that enclose the areas of People, Processes, Business and Technology. In that sense, examples of elements are: strategies, business drivers, principles, stakeholders, units, locations, budgets, domains, functions, activities, processes, services, products, information, communications, applications, systems, infrastructure, etc


Another View at Extended Enterprise Architecture Viewpoints

This article is trying to explain the important role of Extended Enterprise Architecture Viewpoints in the context of today's social-economic circumstances.

It describes and shows another view at Extended Enterprise Architecture Viewpoints and how to deal with the (extended) enterprise stakeholders concerns. Based on the ideas described in IEEE 1471-2000 about views and viewpoints, a transformation of these concepts into the Enterprise architecture domain delivers another view at viewpoints and views.

Looking from the outside world to an Enterprise, several groups of (extended) enterprise stakeholders are influencing the goals, objectives and behavior of the Enterprise. Even so these groups of Enterprise stakeholders have different concerns and therefore different sets of viewpoints when we analyze these extended enterprise stakeholders.

Clustering their concerns in four generic categories is showing the drivers of the Enterprise and delivers the understanding of what motivates your (extended) enterprise stakeholders.

Download this article 370KB PDF

 

How Differentiate Enterprise Architects from Engineers

Architecture in the world of Enterprise Architects is addressing 3 major areas in a holistic way: The area of construction, the area of function and the area of style. Style is reflecting the culture, values, norms and principles of an organization. Most of the time, the term architecture is dealing with construction and function, without any attention of the style aspect, while the style aspect reflects the cultural behavior, values, norms and principles of that organization in such a way that it reflects the corporate values of that organization. So my statement is that Architecture differentiate from Engineering and Design by the fact of explicitly incorporating and reflecting the style characteristics in the results of the work of an Architect. So don't call every designer or engineer, architect, because it are different roles with different capabilities.


The Extended Enterprise

Within the decade, we will see highly intelligent enterprises come to dominate their space. As noted, they will capitalize on the technology to withstand shocks and to maximize fit with the environment. They will utilize their adaptiveness to shape and execute real-time strategic options. Make no mistake - these will not be simply “learning organizations” - but instead action-based entities that attack open space, defend instinctively, and anticipate possibilities. For organizations who do not upgrade their capabilities to competitively adaptive levels, difficulties will multiply rapidly.  Costs will appear out of control vis-ŕ-vis the best-evolving players and historical knowledge of customers will quickly decay in value.  In defense, the smarter of these players will elect to outsource large pieces of their core businesses to superior firms and then recombine the pieces imaginatively to suit specific opportunities - thus creating a modular or plug-and-play capability that is both strong and flexible and that extends their original boundaries.

 

Enterprise Architecture Program

Enterprise Architecture provides a mechanism that enables communication about the essential elements and functioning of the enterprise.

It yields centralized, stable, and consistent information about the enterprise environment. In a financial organisation, for example, an EA program would help executives pinpoint the organisations more lucrative markets, understand how well the organisations current resources are meeting customer needs in those locations, and determine what kind of systems might be needed to improve services.

The precise, high-quality information an EA program provides also make it much easier for the organization to respond to the forces of change and make better decisions. And finally, because an EA program enables organizations to reduce duplication and inconsistencies in information, they can dramatically improve ROI for future IT implementations common enterprise architecture information and building a repository to store it.

Enterprise Architecture Program View

This EA program view addresses at a holistic way the elements of strategy, frameworks, the overall EA process, methods & techniques, standards and tools.

Measurement techniques in terms of risk, costs and benefits have to be added to all elements of the enterprise architecture program to validate their contribution to the overall result.

 


'Extended Enterprise Architecture' SM the Holistic Perspective

The Extended Enterprise Architecture (E2A) in the world of organizations and Technology is addressing 3 major elements at a holistic way: The element of construction, the element of function and the element of style. Style is reflecting the culture, values, norms and principles of an organization. Most of the time, the term enterprise architecture is dealing with construction and function, without any attention of the style aspect, while the style aspect reflects the cultural behavior, values, norms and principles of that organization in such a way that it reflects the corporate values of that organization. At the same time, the Enterprise Architecture addresses the aspects of Business, Information, Information-Systems and Technology Infrastructure in a holistic way covering the organization and its environment at zoning plan and city plan level.

Integrating the business as well as information aspects at a holistic way, guarantees a natural alignment of Business and Technology.

So, my statement is that you can't speak about Enterprise Architecture, when the Business and Information aspects are not incorporated in the approach at a holistic way, aligning the needs of the Business with the possibilities of the Technology.

There are a lot of organization today speaking and writing about Enterprise Architecture, however most of the time they only address the Technological aspects of the Enterprise. Enterprise Architects who are able to address all the aspects of the Enterprise at a holistic way, will get the trust of the top management for supporting change of the organization by reducing and managing the complexity and creating an atlas for change in all aspect areas.

So Enterprise Architects are not Techies with a blind focus on technology, but very experienced people with a broad Business and Technology vision, able to create Enterprise value by translating business opportunities and technology possibilities at a holistic way into a continously change cycle guided by the Extended Enterprise Architecture.


Planning for the Extended Enterprise

In a world populated by value creating and value exchanging entities, often the decision will come down to owning one of three fundamental value propositions.

You will either be able to own the customer, own the content that the customer seeks to acquire, or own the infrastructure that allows the content to be produced or the value to be exchanged. Each has a different business model. Each exploits a unique core competence. Each employs a different means of generating economic returns. However, in the connected economy, attempting to own all of them simultaneously will increasingly become a game of diminishing returns. When the network allows competitors to fill the gaps in their offerings at no additional cost, owning all of these competencies only increases risk without necessarily increasing returns.

As the factors that make up the economic environment change under the influence of the Internet, we can begin to anticipate how and where they will alter the cohesion and boundaries of the entities that make up the connected economy. We can estimate which industries and business models will likely become threatened and which will likely survive. In the process, we can redefine the way in which our organizations will participate and continue to create value for customers and shareholders alike. In the technology we choose the possibilities that fits best to this collaborative environment.


Enterprise Architecture Validation SM

Recent Surveys of CEO's, CIO's and other executives provide some evidence of the growing importance of Enterprise Architecture over the last few years. In one of the most recent studies of the Institute For Enterprise Architecture Developments (IFEAD), Enterprise Architecture was ranked near the top of the list of most important issues considered by top management, CEO's and CIO's.

The precise, high-quality information an EA program provides also make it much easier for the organization to respond to the forces of change and make better decisions. And finally, because an EA program enables organizations to reduce duplication and inconsistencies in information, they can dramatically improve ROI for future Business & IT implementations.

Download the full version of the 'Enterprise Architecture Validation' article (1.420 Kb PDF)


The Enterprise Architecture Implementation Guide version 2.1

Based on our best practices and earlier published implementation experiences and guides in the EA domain, IFEAD has refined and updated the Enterprise Architecture Implementation Guide v2.1. A 120 pages EA implementation guide addressing all the elements organizations has to think about when implementing EA. This guide is not available as a for free publication but is part of IFEAD's EA implementation strategy and is used by our researchers and partners, supporting organisations with the implementation of EA preventing them for the pitfalls and mistakes that unexperienced organisations often will make.


NEW 2006

Enterprise Architecture Deliverables Guide Version 2.6

The Enterprise Architecture Deliverables Guide is giving an overview of the most common used EA deliverables and models and is used in combination with the EA Implementation Guide to implement the EA function in organizations.

This guide is not available as a for free publication but is part of IFEAD's EA implementation strategy and is used by our researchers and partners, supporting organisations with the implementation of EA preventing them for the pitfalls and mistakes that unexperienced organisations often will make. Verdonck, Klooster & Associates is one of the partners of IFEAD that delivers EA implementation services based on our books & guides.


NEW 2006

Version 1.5

Extended Enterprise Architecture Framework Essentials Guide

Extended Enterprise Architecture (E2A) Framework SM

Extended Enterprise Architecture is dealing with the processes and activities of extending the Enterprise Architecture beyond its original boundaries, defining a collaborative environment for all entities involved in a collaborative process.

 

 

 

 

 

 

 

 

 

 

 

Download the A0 format full version of the E2A framework Version 1.4 (115Kb)

For more info about the Extended Enterprise Architecture Framework, read the book 'How to survive in the jungle of Enterprise Architecture Frameworks'. This book compares and explains the 14 most popular EA frameworks of today, inclusing the E2AF.


NEW 2006

Enterprise Architecture Tool Selection Guide version 3.0; 2006

The Institute For Enterprise Architecture Developments is proud to announce their updated and totally renewed Enterprise Architecture / Systems Architecture Tool Overview 2006, as well as the accompanied Enterprise Architecture Tools Selection Guidelines 2006.

The new Enterprise Architecture Tool Selection Guide version 3.0 can help you defining your organization specific EA tool selection requirements and criteria.


Enterprise Architecture Process Cycle

The Enterprise Architecture Process Cycle is describing the stakeholders Win-Win processes and the role of the Enterprise Architect in an ever challanging environment, based on the use of an Enterprise Architecture Framework. This article is written in 2001 and has to be updated, however several requests from readers forced us to publish the original article again.


NEW 2006

Extended Enterprise Architecture Viewpoints Support Guide v1.8

The Extended Enterprise Architecture Viewpoints Support Guide v1.8 is showing the external stakeholders viewpoints in modern EA trajectories.


NEW 2006

Extended Enterprise Architecture Maturity Model Support Guide SM Version 2.0

The Extended Enterprise Architecture Maturity Model is describing the different levels of maturity of an Extended Enterprise Organisation. Different viewpoints are used to describe the E2A maturity, for example: Business Technology Strategy Alignment; Extended Enterprise Involvement; Executive-Management Involvement; Business Units Involvement; Extended Enterprise Architecture Program Definition; Extended Enterprise Architecture Development; Extended Enterprise Architecture Results; Strategic Governance; Enterprise Program Management; Holistic Extended Enterprise Architecture and Enterprise budget and Procurement strategy.

Download the New Version of the Extended Enterprise Architecture Maturity Model (pdf 362Kb)


NEW 2006

Enterprise Architecture Assessment Guide

Version 2.2

Today 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 other architects?

This document describes the main line of a methodology / approach in use by several organisation to assess the activities and results of enterprise architects.

The 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 and decision-making.

Enterprise Architecture Score Card SM

Version 2.2

-
Extended Enterprise Architecture Framework / E2AF & Extended Enterprise Architecture Maturity Model / E2AMM are Service Marks (SM) registered by IFEAD