Strategic Modeling for Rapid Business Change

Section 1
Strategic Modeling for
Enterprise Architecture
This Section is based on the Preface and Chapters 1, 2 and 5 of:
“Enterprise Architecture for Integration: Rapid Delivery Methods and
Technologies” by Clive Finkelstein, Artech House, Norwood MA
(2006)
Module 1: Enterprise Architecture
For Managers and IT

1-01.1
© Copyright 1990-2009 Information Engineering Services Pty Ltd
cfink@ies.aust.com • www.ies.aust.com
RAPID DELIVERY WORKSHOP
FOR
ENTERPRISE ARCHITECTURE
SEGMENT 1-01: THE NEED FOR
BUSINESS TRANSFORMATION
SECTION 1: STRATEGIC
MODELING FOR ENTERPRISE
ARCHITECTURE
MODULE 1: ENTERPRISE ARCHITECTURE
FOR MANAGERS AND IT
SECTION 1: STRATEGIC MODELING
FOR ENTERPRISE ARCHITECTURE
n  SEGMENT 1-01: THE NEED FOR
n  The factors that inhibit rapid change
n  How can enterprises transform by
removing these inhibitors?
n  What are the benefits of doing so?
n  What organizations does this apply to?
n  Textbook Reference: Preface of “Enterprise
Architecture for Integration: Rapid Delivery
Methods and Technologies”, Clive Finkelstein,
Artech House, Norwood MA (2006)
ENTERPRISE EVOLUTION
n  Major Problem due to lack of
Enterprise Integration
n  Success in Integration is
dependent not only on
Technology
n  It also requires a Coherent,
Integrated Enterprise through
Business Integration

1-01.2
n  How did Enterprises evolve in
the Industrial Age?
n  Answer found in Process
Engineering Bible:
n  Who was the Author?
n  What is the Book Title?
n  When was it Published?
WHERE DID THIS APPEAR?
“To take an example, therefore, from
a very trifling manufacture; but one in
which the division of labour has been
very often taken notice of, the trade of
the pin-maker … a workman … could
scarce … make one pin in a day, and
certainly could not make twenty…” (in
today’s terminology: referring to serial
operation)
“… But in the way in which this
business is now carried on, not only
the whole work is a peculiar trade, but
it is divided into a number of branches,
of which the greater part are likewise
peculiar trades…” (in today’s
terminology: object-oriented methods)

1-01.3
“… One man draws out the wire,
another straights it, a third cuts it, a
fourth points it, a fifth grinds it at the
top for receiving the head; to make
the head requires two or three distinct
operations…” (object-oriented
encapsulation)
“… To put it on is a peculiar business,
to whiten the pins is another; it is even
a trade by itself to put them into the
paper; and the important business of
making a pin is … divided into about
eighteen distinct
operations ...” (object-oriented
methods)
“… I have seen a small manufactory of
this kind where ten men only were
employed … they could, when they
exerted themselves, make among
them about twelve pounds of pins in a
day … upwards of forty-eight thousand
pins in a day. Each person, therefore
… might be considered as making four
thousand eight hundred pins in a
day...” (object-oriented reusability)

1-01.4
“… But if they had all wrought
separately and independently… they
certainly could not each of them have
made twenty, perhaps not one pin in a
day…” (serial operation)
“… that is, certainly, not … the four
thousand eight hundredth part of what
they are at present capable of
performing, in consequence of a
proper division and combination of
their different operations.” (object-
oriented reusability)
n  What was the Book Title?
n  Who was the Author?
n  When was it Published?

1-01.5
n  Adam Smith, “Wealth of Nations”,
published in 1776
n  Evolution through the
Industrial Age
n  Evolution in late
18th Century
n  For Manufacture of
Physical Products
n  Evolution through the Industrial Age
n  Evolution through the 19th Century
n  With Information Products,
such as:
n  Bank Loan Applications or …
n  Insurance Policy Applications
n  Evolution in first half of 20th Century
n  Henry Ford’s Assembly Line
n  Body and Engine assembled in Parallel
n  By mid 20th Century manual processes
were operating in State of Manual
Chaos!!!

1-01.6
n  Evolution through Industrial Age
n  Advent of Computer in mid 20th
Century
n  We automated Redundant Manual
Ledgers as Redundant Databases
n  Also automated data changes on
Paper to keep all data versions up-to-
date
n  We automated manual processes as
automated processes
n  The computer had an impact …
n  We went from Manual Chaos
instead to automated Chaos!!!
n  We locked Chaos in Back Office
n  We presented a calm, in-control
impression from the Front Office
n  Like the graceful swan …
n  Like Graceful Swan … gliding
effortlessly across glass-like lake

1-01.7
n  The Result?
n  Today we have 21st
Century Enterprises
n  With …?
18th Century
Processes
n  The Result?
n  Today we have 21st
Century Enterprises
n  With …?
n  Focus on Business Transformation in 1990s
through Business Process Reengineering:
n  Based on Article by Michael Hammer,
“Don’t Automate, Obliterate”, Harvard
Business Review, July-August 1990,
pp104-112
n  Success in Business Transformation:
n  Not just processes, but also Enterprise
Architecture
n  See Segment 1-04: “Introduction to
Enterprise Architecture”
Business Transformation

1-01.8
n  Business Managers are
responsible for Business
Transformation
n  Business Managers are
Architects of Enterprise
n  What is Missing?
n  What Action is Needed?
n  How can you ensure Success?
Responsibility for
Transformation?
SUMMARY
n  We discussed:
n  Evolution of Enterprises through
Industrial Age and key lessons learned
n  Redundant data versions and problems
of a lack of Enterprise Integration
n  We now have 21st Century enterprises
with automated processes still using
technologies from manual processes
SUMMARY
n  Must transform to innovative processes
based on 21st Century technologies
n  Business Process Reengineering in 90s
focused only on processes
n  Enterprise Architecture achieves
fundamental business Transformation
and management of business change
within enterprise
n  Responsibility of Senior Management
to set strategic direction
n  Senior Management provide guidance
for enterprise transformation

1-02.1
FOR
SEGMENT 1-02: SYSTEMS SUPPORT
FOR RAPID BUSINESS CHANGE
FOR MANAGERS AND IT
SEGMENT 1-02: SYSTEMS SUPPORT
FOR RAPID BUSINESS CHANGE
§  What are problems using operational
business processes to design systems for
future?
§  What approach should we take, so our
design of systems for the future can
accommodate rapid business change?
n  Textbook Reference: Preface of “Enterprise Architecture
for Integration: Rapid Delivery Methods and Technologies”,
Clive Finkelstein, Artech House, Norwood MA (2006)
SYSTEMS DEVELOPMENT
n  Current Systems Development
Methods used in IT:
n  Have served us well developing
Information Systems, Data Bases
and Data Warehouses in period of
managed change until 1990s

1-02.2
SYSTEMS DEVELOPMENT
n  But systems now are difficult
to change
n  Need to build flexible systems
for the future that can change
easily, rapidly, and often
n  Methods need to take different
focus for future
TYPICAL IT STARTING POINT
n  Systems requirements are
defined by having IT staff
interview users
n  Based on operational
business process needs
n  Systems Design is based
on available Technology
n  Technology is then used to
deliver required business
benefits

1-02.3
n  Systems are then implemented
for performance
n  To meet required business needs
n  Systems are very Technology-
Dependent
n  As a result:
n  It is very costly for a business to
move to new technologies
TYPICAL PROBLEMS ...
n  Business needs are
difficult to determine
n  Result: Designed systems
may not address real
business needs
n  Most systems are not aligned
with corporate goals of
business
n  This is one of main problems
with today’s systems
development methods

1-02.4
n  But strategic directions are
not clear ...
n  They must be understood if
we are to design flexible
systems that can change
easily to support strategic
business directions
PROBLEMS ARE GREATER …
n  Business needs have been
decided mainly by reviewing
existing operational business
processes
n  These processes were based on
strategic plans typically defined
many years (or decades) ago
PROBLEMS ARE GREATER …
n  Businesses must change, to
compete
n  Competition today demands
systems that can change
easily to support rapid
business change

1-02.5
COMMUNICATION VIA
INTERNET
n  Today we communicate instantly
anywhere in the world, through
the Internet
n  Environment that we accept
today was way beyond our
wildest imagination when our
processes were first defined
BUSINESS CHANGE PROBLEMS …
n  Most business changes need
redevelopment of systems
n  Existing systems may require
massive change to support
essential business changes
n  Often faster to start over
again, but still very slow and
extremely costly
BUSINESS CHANGE PROBLEMS
n  In 1990s we never expected that
today, organizations would
communicate in seconds
n  We assumed communication would
be by mail – or later by fax – with
responses days or weeks later
n  Rapid business response was, at
best, in hours
n  Business processes were never
designed to respond in seconds

1-02.6
SO WHAT IS SOLUTION ???
n  Only thing Constant today
… is Change itself !
n  Our systems must support
corporate business goals
n  This is one of most common
development problems today
PRINCIPLES FOR CHANGE …
There are three key principles:
1.  Must design for tomorrow not
based on processes still used
today, which reflect yesterday
•  Must design for tomorrow with
processes based on Strategic
Plans defined for tomorrow
2. We must tailor our future
systems for Internet:
•  Which now represents both
our present and our future
•  Must respond in seconds or
minutes, not in weeks or
days as before

1-02.7
3.  Systems must be designed for
change, to support rapid pace of
business change:
•  Using systems built with “logic leggo
building blocks” that can be assembled
by point and click methods
•  With process or workflow models to
generate code automatically using
Service Oriented Architecture (SOA)
principles
•  So process changes are made rapidly
to accommodate business changes
WHAT IS SOLUTION ???
n  IT must be aware of strategic
business directions:
n  But IT Departments typically
do not participate in Strategic
Business Planning
n  Need to build future systems
based on strategic plans
n  So future business needs are
well-known
n  So systems can be aligned
with corporate business goals
n  So systems are much easier
to change to support business

1-02.8
n  We can utilize technology
to achieve strategic plans
n  Technology can also offer
competitive advantage for
business competition
SUMMARY
Discussed three key principles:
1. Must design using processes
based on Plans for tomorrow
2. Must tailor systems for the
Internet so they can respond
in seconds or minutes
3.  Systems should be built with
“logic leggo building blocks” as
Web Services assembled by
point and click methods:
n  With process or workflow models
to generate code automatically
by using Business Process
Management (BPM) languages …
SUMMARY

1-02.9
SUMMARY
n  Using Service Oriented Architecture
(SOA) Business Process Management
(BPM) languages such as:
n  BPEL: Business Process Execution
Language
n  BPML: Business Process Modeling
Language or
n  BPSS (for ebXML): Business
Process Specification Schema

1-03.1
FOR
SEGMENT 1-03: BALANCED
SCORECARD AND STRATEGY MAPS
FOR MANAGERS AND IT
SEGMENT 1-03: BALANCED SCORECARD
AND STRATEGY MAPS
§  What are concepts of Balanced
Scorecard and Strategy Maps?
§  How do these help management
during Strategic Business Planning?
n  Textbook Reference: Chapter 2 of “Enterprise
REFERENCE BOOKS FOR BALANCED
SCORECARD AND STRATEGY MAPS
n  Books by Robert S. Kaplan and David P. Norton:
n  “The Balanced Scorecard: Translating Strategy into
Action”, (Boston: Harvard Business School Press, 1996)
n  “The Strategy-Focused Organization: How Balanced
Scorecard Companies thrive in the New Business
Environment”, (Boston: Harvard Business School Press,
2001)
n  “Strategy Maps: Converting Intangible Assets into
Tangible Outcomes”, (Boston: Harvard Business School
Press, 2004)

1-03.2
BALANCED SCORECARD PERSPECTIVES
1.  Financial: Strategy for growth,
profitability and risk viewed from the
perspective of the shareholder
2.  Customer: Strategy for creating value
and differentiation from the perspective
of the customer
3.  Internal Business Processes: Strategic
priorities for various business processes,
which create customer and shareholder
satisfaction
4.  Learning and Growth: Priorities to
create climate supportING organizational
change, innovation and growth
Build,ReadandUse
Build,ReadandUse
Source: “The Strategy-Focused Organization”
STRATEGY MAPS: PRIVATE SECTOR
“If we succeed, how
will we look to our
shareholders?”
Financial Perspective
“To achieve our vision,
how must we look to
our customers?”
Customer Perspective
“To satisfy our customers,
which processes must
we excel at?”
Internal Perspective
how must our organization
learn and improve?”
Learning and Growth
Perspective
The Strategy
ReadandUse
Source: “Strategy Maps” Fig. 1-2
Strategy Maps: Public Sector
and Nonprofit Organizations
how must our organization
learn and improve?”
Learning and Growth
Perspective
The Mission
ReadandUse
“To satisfy our customers
and financial donors, which
business processes must
we excel at?”
Internal Perspective
“If we succeed, how will
we look to our taxpayers
(or donors)?”
Fiduciary Perspective
how must we look to
our customers?”
Customer Perspective

1-03.3
VALUE CREATION VIA STRATEGY MAPS
Long-Term
Shareholder Value
Improve Cost
Structure
Increase Asset
Utilization
Expand Revenue
Opportunities
Enhance
Customer Value
Financial
PRODUCTIVITY STRATEGY GROWTH STRATEGY
Perspective
Operations Mgt
Processes
• Supply
• Production
• Distribution
• Risk Mgt
Customer Mgt
Processes
• Selection
• Acquisition
• Retention
• Growth
Innovation
Processes
• Opportunity
Identification
• R&D Portfolio
• Design/Develop
Regulatory and
Social Processes
• Supply
• Production
• Distribution
• Risk Mgt
Internal
Perspective
ORGANIZATION CAPITAL
CULTURE LEADERSHIP ALIGNMENT TEAMWORK
INFORMATION CAPITAL
HUMAN CAPITALLearning /
Growth
Perspective
CUSTOMER VALUE PROPOSITION
Price Quality Availability Selection Functionality Service Partnership Brand
PRODUCT/SERVICE ATTRIBUTES RELATIONSHIP IMAGE
Perspective
Customer
MOBIL’S BALANCED SCORECARD
Strategic
Themes
Strategic Objectives Strategic Measures
Financial Financial Growth F1 Return on Capital Employed
F2 Existing Asset Utilization
F3 Profitability
F4 Industry Cost Leader
F5 Profitable Growth
n  ROCE
n  Cash Flow
n  Net Margin Rank (Vs Competition)
n  Full Cost Peer Gallon Delivered (Vs
Competition)
n  Volume Growth Rate Vs Industry
n  Premium Ratio
n  Non-gasoline Revenue and Margin
Customer Delight the Customer
Win-Win Dealer
Relations
C1 Continually Delight the Target
Customer
C2 Build Win-Win Relations with Dealer
n  Share of Segment in Key Markets
n  Mystery Shopper Rating
n  Dealer Gross Profit Growth
n  Dealer Survey
Internal Build the Franchise
Safe and Reliable
I1 Innovative Products and Service
I2 Best in Class Franchise Teams
I3 Refinery Performance
I4 Inventory Management
I5 Industry Cost Leader
I6 On Spec, on Time
n  New Product ROI
n  New Product Acceptance Rate
n  Dealer Quality Score
n  Yield Gap
n  Unplanned Downtime
n  Inventory Levels
n  Run-out Rate
n  Activity Cost Vs Competition
n  Perfect Orders
Learning
and
Growth
Motivated and
Prepared Workforce
L1 Climate for Action
L2 Core Competencies and Skills
L3 Access to Strategic Information
n  Employee Survey
n  Personal Balanced Scorecard (%)
n  Strategic Competency Availability
n  Strategic Information Availability
Source: “The Strategy-Focused Organization”, Fig. 2-5
MOBIL: LEARNING & GROWTH PERSPECTIVE
FINANCIAL PERSPECTIVE
LEARNING AND GROWTH PERSPECTIVE
•  Aligned
•  Personal Growth
•  Functional Excellence
•  Leadership Skills
•  Integrated View
•  Process Improvement
•  Y2K
•  Personal Scorecard
•  Employee Feedback
•  Strategic Skill
Coverage Ratio
•  Systems
Milestones
Climate for Action Competencies Technology
A Motivated and Prepared Workforce
CUSTOMER PERSPECTIVE
INTERNAL PERSPECTIVE

1-03.4
MOBIL: INTERNAL PERSPECTIVE
Source: “Strategy-Focused Organization”, Figure 2-6
“Be a Good
Neighbour”
Create Non-
Gasoline
Products and
Service
•  New Product
ROI
•  New Product
Acceptance
Rate
•  Share of Target
Segments
•  Environmental
Incidents
•  Safety
Incidents
Understand
Consumer
Segments
Improve
Environmental
Health and
Safety
•  Dealer Quality
Rating
Best in Class
Franchise
Teams
•  Yield Gap
•  Unplanned
Downtime
Improve
Hardware
Performance
•  Perfect Orders
On Spec
On Time
•  Inventory Levels
•  Run-out Rate
Improve
Inventory
Management
•  Activity Cost Vs
Competition
Industry Cost
Leader
“Build Franchise”
“Increase
Consumer Value”
“Achieve Operational
Excellence”
MOBIL: CUSTOMER PERSPECTIVE
Speedy
Purchase
Friendly
Helpful
Employees
Recognize
Loyalty
More
Consumer
Products
Help
Develop
Business
Skills
“Delight the Consumer”
Differentiators
“Win-Win Dealer Relations”
Basic
•  Clean
•  Safe
•  Quality
Product
•  Trusted
Brand
•  Dealer Profit Growth
•  Dealer Satisfaction
•  Mystery Shopper Rating
•  Share of Segment
MOBIL: FINANCIAL PERSPECTIVE
New Sources of
Non-gasoline
Revenue
Increase Customer
Profitability
through Premium
Brands
Become Industry
Cents Leader
Maximize Use of
Existing Assets
•  Non-gasoline Revenue
and Margin
•  Volume Vs Industry
•  Premium Ratio
•  Cash Expense (Cost per
Gallon) Vs Industry
•  Cash Flow
Revenue Growth Strategy Productivity Strategy•  ROCE
•  Net Margin
(Vs Industry)
Increase ROCE to 12%

1-03.5
MOBIL: CUSTOMER + FINANCIAL PERSPECTIVES
New Sources of
Non-gasoline
Revenue
Increase Customer
Profitability
through Premium
Brands
Become Industry
Cents Leader
Maximize Use of
Existing Assets
•  Non-gasoline
Revenue and
Margin
•  Volume Vs Industry
•  Premium Ratio
•  Cash Expense
(Cost per Gallon)
Vs Industry
•  Cash Flow
Revenue Growth Strategy Productivity Strategy•  ROCE
•  Net Margin
(Vs Industry)
Increase ROCE to 12%
Speedy
Purchase
Friendly
Helpful
Employees
Recognize
Loyalty
More
Consumer
Products
Help
Develop
Business
Skills
“Delight the Consumer”
Differentiators
“Win-Win Dealer Relations”
Basic
•  Clean
•  Safe
•  Quality
Product
•  Trusted
Brand
•  Dealer Profit Growth
•  Dealer Satisfaction
•  Mystery Shopper Rating
•  Share of Segment
LEARNING AND GROWTH PERSPECTIVE AND INTERNAL PERSPECTIVE
Customer
Perspective
Financial
Perspective
ReadandUse
MOBIL: LEARNING AND GROWTH PERSPECTIVE
+ INTERNAL PERSPECTIVE
•  Aligned
•  Y2K
•  Strategic Skill Coverage
Ratio
•  Systems Milestones
Create Non-
Gasoline
Products and
Service
•  New Product
ROI
•  New Product
Acceptance
Rate
Segments
Incidents
•  Safety
Incidents
Understand
Consumer
Segments
Improve
Environmental
Health and
Safety
Rating
Best in Class
Franchise
Teams
•  Yield Gap
•  Unplanned
Downtime
Improve
Hardware
Performance
On Spec
On Time
•  Inventory
Levels
•  Run-out Rate
Improve
Inventory
Management
Competition
Industry Cost
Leader
“Build
Franchise”
“Increase
Consumer Value”
Excellence”
“Be a Good
Neighbour
Customer Perspective; and Financial Perspective
MOBIL: LEARNING AND GROWTH PERSPECTIVE
+ INTERNAL PERSPECTIVE
•  Aligned
•  Y2K
•  Strategic Skill Coverage
Ratio
•  Systems Milestones
Create Non-
Gasoline
Products and
Service
•  New Product
ROI
•  New Product
Acceptance
Rate
Segments
Incidents
•  Safety
Incidents
Understand
Consumer
Segments
Improve
Environmental
Health and
Safety
Rating
Best in Class
Franchise
Teams
•  Yield Gap
•  Unplanned
Downtime
Improve
Hardware
Performance
On Spec
On Time
•  Inventory
Levels
•  Run-out Rate
Improve
Inventory
Management
Competition
Industry Cost
Leader
“Build
Franchise”
“Increase
Consumer Value”
Excellence”
“Be a Good
Neighbour
Customer Perspective; and Financial Perspective
Learning
and Growth
Perspective
Internal
Perspective
ReadandUse

1-03.6
SUMMARY OF KEY POINTS
n  We discussed principles of Balanced
Scorecard and Strategy Maps
n  We saw that Strategy Maps provide
clear visual relationships between
strategies
n  We could easily see strategies that
other strategies are dependent upon

1-04.1
FOR
SEGMENT 1-04: INTRODUCTION
TO ENTERPRISE ARCHITECTURE
FOR MANAGERS AND IT
SEGMENT 1-04: INTRODUCTION
TO ENTERPRISE ARCHITECTURE
§  What are Principles of Enterprise
Architecture?
§  Version 1.0 of Zachman Framework
for Enterprise Architecture
ARCHITECTURE BASICS …
Buildings Airplanes Enterprise
OWNER
Architect’s Work Breakdown Model of
Drawings Structure Business
DESIGNER
Architect’s Engineering Model of
Plans Design Info System
BUILDER
Contractor’s Manufacturing Technology
Plans Engineering Model
Design
DIFFERENT PERSPECTIVES

1-04.2
WHAT HOW WHERE
Material Function Location
Bill of Functional Drawings
Materials Specifications
Data Functional Network
Models Models Models
DIFFERENT ABSTRACTIONS
What How Where
Planner
Owner
Designer
Builder
Subcontractor
Final Structure

1-04.3
VERSION 1.0 OF ZACHMAN FRAMEWORK FOR
ZACHMAN_framework.wmv [1m58s]
n  Artifacts defined by independent
variables, as Columns based on
Primitive Interrogatives:
n  What, How, Where,
Who, When, Why
n  Rows are Views of Enterprise:
n  Perspective of : Planner, Owner,
Designer, Builder, Subcontractor
(or Out-of-Context specification)
Strategy
Why
Schedule
When
OrganizationNetworkFunctionDataFUNCTIONING
ENTERPRISE
SUBCONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
WhoWhereHowWhat
John Zachman
JOHN ZACHMAN: COLUMNS ARE
PRIMITIVE BUILDING BLOCKS
n  Primitive Interrogatives
are used to Build Complex
Enterprise Composites,
such as Systems
n  Six Interrogatives are:
n  What
n  How
n  Where
n  Who
n  When
n  Why
Zachman0957_Primative versus composite.wmv [1m22s]
John Zachman
John A. Zachman, Zachman International
ZACHMAN FRAMEWORK VERSION
1.0 - CURRENT IT DESIGN FOCUS
Builder
OBJECTIVES/
SCOPE
(CONTEXTUAL)
MODEL
(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEM
MODEL
(LOGICAL)
TECHNOLOGY
MODEL
(PHYSICAL)
DETAILED
REPRESEN-
TATIONS
(OUT-OF-
CONTEXT)
Sub-
Contractor
FUNCTIONING
ENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent. = Field
Reln. = Address
e.g. DATA
e.g. Physical Data Model
Ent. = Table/Segment, etc.
Reln. = Key/Pointer, etc.
e.g. Logical Data Model
Ent. = Data Entity
Reln. = Data Relationship
e.g. Semantic Model
Ent. = Business Entity
Reln. = Business Relationship
List of Things Important to the
Business
Entity = Class of Business
Thing
List of Processes the Business
Performs
Function = Class of Business
Process
e.g. Application Architecture
I/O = User Views
Proc. = Application Function
e.g. System Design
I/O = Data Elements/Sets
Proc. = Computer Function
e.g. Program
I/O = Control Block
Proc. = Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business Process
I/O = Business Resources
List of Locations in Which the
Business Operates
Node = Major Business
Location
e.g. Logistics Network
Node = Business Location
Link = Business Linkage
e.g. Distributed System
Node = I/S Function
(Processor, Storage, etc.)
Link = Line Characteristics
e.g.Technology Architecture
Node = Hardware/System
Software
Link = Line Specifications
e.g. Network Architecture
Node = Addresses
Link = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISE
MODEL
(CONCEPTUAL)
Designer
SYSTEM
MODEL
(LOGICAL)
TECHNOLOGY
CONSTRAINED
MODEL
(PHYSICAL)
DETAILED
REPRESEN-
TATIONS
(OUT-OF
CONTEXT)
Sub-
Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = Condition
Means = Action
e.g. Business Rule Model
End = Structural Assertion
Means = Action Assertion
End = Business Objective
Means = Business Strategy
List of Business Goals/Strat.
Ends/Means = Major Bus. Goal/
Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing Cycle
Time = System Event
e.g. Control Structure
Cycle = Component Cycle
Time = Execute
e.g. Timing Definition
Cycle = Machine Cycle
Time = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business Event
Cycle = Business Cycle
List of Organizations Important
People = Class of Agent
e.g. Work Flow Model
People = Organization Unit
Work = Work Product
e.g. Human Interface
People = Role
Work = Deliverable
e.g. Presentation Architecture
People = User
Work = Screen Format
e.g. Security Architecture
People = Identity
Work = Job
e.g. ORGANIZATION
ENTERPRISE
e.g. STRATEGY
Planner
Owner
to the Businessto the Business
E1
E1.1
E2
A1
E1.2
E1.3
E1
E1.1
E2
A1
E1.2
E1.3
E1
E1.1
E2
A1
E1.2
E1.3
What How Where Who When Why
e.g. Business Plan
OBJECTIVES/
SCOPE
(CONTEXTUAL)
Architecture
To
Build
these
…
Using
Today’
s
Design
Focus?
We Need
Strategic
Focus

1-04.4
1
2
3
John A. Zachman, Zachman International
Builder
OBJECTIVES/
SCOPE
(CONTEXTUAL)
MODEL
(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEM
MODEL
(LOGICAL)
TECHNOLOGY
MODEL
(PHYSICAL)
DETAILED
REPRESEN-
TATIONS
(OUT-OF-
CONTEXT)
Sub-
Contractor
FUNCTIONING
ENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent. = Field
Reln. = Address
e.g. DATA
e.g. Physical Data Model
Ent. = Table/Segment, etc.
Reln. = Key/Pointer, etc.
e.g. Logical Data Model
Ent. = Data Entity
Reln. = Data Relationship
e.g. Semantic Model
Ent. = Business Entity
Reln. = Business Relationship
List of Things Important to the
Business
Entity = Class of Business
Thing
List of Processes the Business
Performs
Function = Class of Business
Process
e.g. Application Architecture
I/O = User Views
Proc. = Application Function
e.g. System Design
I/O = Data Elements/Sets
Proc. = Computer Function
e.g. Program
I/O = Control Block
Proc. = Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business Process
I/O = Business Resources
List of Locations in Which the
Business Operates
Node = Major Business
Location
e.g. Logistics Network
Node = Business Location
Link = Business Linkage
e.g. Distributed System
Node = I/S Function
(Processor, Storage, etc.)
Link = Line Characteristics
e.g.Technology Architecture
Node = Hardware/System
Software
Link = Line Specifications
e.g. Network Architecture
Node = Addresses
Link = Protocols
e.g. NETWORK
Architecture
Planner
Owner
Builder
ENTERPRISE
MODEL
(CONCEPTUAL)
Designer
SYSTEM
MODEL
(LOGICAL)
TECHNOLOGY
CONSTRAINED
MODEL
(PHYSICAL)
DETAILED
REPRESEN-
TATIONS
(OUT-OF
CONTEXT)
Sub-
Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = Condition
Means = Action
e.g. Business Rule Model
End = Structural Assertion
Means = Action Assertion
End = Business Objective
Means = Business Strategy
List of Business Goals/Strat.
Ends/Means = Major Bus. Goal/
Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing Cycle
Time = System Event
e.g. Control Structure
Cycle = Component Cycle
Time = Execute
e.g. Timing Definition
Cycle = Machine Cycle
Time = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business Event
Cycle = Business Cycle
List of Organizations Important
People = Class of Agent
e.g. Work Flow Model
People = Organization Unit
Work = Work Product
e.g. Human Interface
People = Role
Work = Deliverable
e.g. Presentation Architecture
People = User
Work = Screen Format
e.g. Security Architecture
People = Identity
Work = Job
e.g. ORGANIZATION
Planner
Owner
to the Businessto the Business
E1
E1.1
E2
A1
E1.2
E1.3
E1
E1.1
E2
A1
E1.2
E1.3
E1
E1.1
E2
A1
E1.2
E1.3
What How Where Who When Why
e.g. Business Plan
OBJECTIVES/
SCOPE
(CONTEXTUAL)
Architecture
ENTERPRISE
e.g. STRATEGY
ZACHMAN FRAMEWORK
VERSION 1.0 STRATEGIC FOCUS
From the
Strategic
Focus …
Forward
Engineer
to these…
And So
Build
these …
JOHN ZACHMAN: REUSABILITY DEPENDS
ON AN ENTERPRISE-WIDE FOCUS
n  Building Construction and
Airplane Design are based
on Reusable Components
n  From Interchangeable
Parts
n  Hard to achieve Reusability
in Enterprise if each
System is built from
scratch each time using
Primitive Components
n  Need Enterprise-Wide
Focus to identify
Reusable Components
ZACHMAN_nationalart.wmv [3m28s]
John Zachman
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
ZACHMAN CELL EXAMPLES AND
CRITICAL COLUMNS FOR FUTURE
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
1

1-04.5
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
12
13 2
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
13 2 4
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition

1-04.6
13 2 45
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
13 2 45 6
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
IMPLEMENTATION DIRECTIONS
1
Vertical
Sliver
Horizontal
Slice

1-04.7
12
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
Vertical
Sliver
Horizontal
Slice
13 2
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
Vertical
Sliver
Horizontal
Slice
13 2 45 6
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
Vertical
Sliver
Horizontal
Slice

1-04.8
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
RAPID SYSTEMS DEVELOPMENT
FOR 21ST CENTURY ENTERPRISE
Reusability Definition
Key Key KeyKeyKey Key
1 23
RAPID SYSTEMS DEVELOPMENT
FOR 21ST CENTURY ENTERPRISE
Reusability DefinitionAutomatic Generation
DBMS DDL
Generation
BPM
Generation
DB Code
Patterns
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
Key Key KeyKeyKey Key
JOHN ZACHMAN: ALTERNATIVES FOR
MANAGEMENT OF ENTERPRISE CHANGE
n  Enterprise Architecture is
used for Management of
Enterprise Change
n  If Enterprise Architecture
is not used, the three
Options for Managing
Enterprise Change are:
n  By Trial and Error …
n  By Reverse Engineering …
n  By Going Out of Business …
ZACHMAN_threeoptions.wmv [1m0s]
John Zachman

1-04.9
SUMMARY OF KEY POINTS
n  We were introduced to Version 1.0 of
the Zachman Framework for
Enterprise Architecture
n  We saw that Row 1 (Planner) and
Row 2 (Owner) establish reusability
n  We saw that Enterprise Architecture
is used to manage enterprise change

1-05.1
FOR
SEGMENT 1-05: ZACHMAN FRAMEWORK
V2.0 AND ENTERPRISE ARCHITECTURE
MATURITY
FOR MANAGERS AND IT
SEGMENT 1-05: ZACHMAN FRAMEWORK
V2.0 AND ENTERPRISE ARCHITECTURE
MATURITY
n  What has changed in Zachman Framework
Version 2.0?
n  What is Enterprise Architecture Maturity?
n  Textbook Reference: Second Edition of
“Enterprise Architecture for Integration: Rapid
Delivery Methods and Technologies”, Clive
Finkelstein, Artech House, Norwood MA (2010)
ZACHMAN FRAMEWORK – VERSION 2

1-05.2
FOUR STAGES OF ENTERPRISE
ARCHITECTURE
n Enterprise Architecture Maturity Model
n Stage 1: Business Silos
n Stage 2: Standardized Technology
n Stage 3: Standardized Processes
n Stage 4: Business Modularity
n Organizations must go through all stages:
n No stage can be skipped but may move faster
through some stages
Source: CIO Magazine Feb 2007
HOW IT WORKS IN EACH
ARCHITECTURAL STAGE
Stage 1
Business
Silos
Stage 2
Standardized
Technology
Stage 3
Standardized
Processes
Stage 4
Business
Modularity
IT
Capability
Local IT
appl’ns
Standard
technology
platforms
Enterprise-
wide
standardized
processes or
data
Plug-and-
play
business
process
modules
Source MIT Sloan Center for Information Systems Research
ARCHITECTURAL STAGE
Stage 1
Business Silos
Stage 2
Standardized
Technology
Stage 3
Standardized
Processes
Stage 4
Business
Modularity
Business
Objectives
ROI of local
business
initiatives
Reduced IT
costs
Cost and
quality of
business
operations
Speed to
market;
strategic
agility

1-05.3
ARCHITECTURAL STAGE
Stage 1
Business Silos
Stage 2
Standardized
Technology
Stage 3
Standardized
Processes
Stage 4
Business
Modularity
Funding
Priorities
Individual
applications
Shared
infra-
structure
services
Enterprise
applications
Reusable
business
processes
ARCHITECTURAL STAGE
Stage 1
Business Silos
Stage 2
Standardized
Technology
Stage 3
Standardized
Processes
Stage 4
Business
Modularity
Key Mgt
Capability
Technology-
enabled
change
management
Design &
update of
standards;
funding
shared
services
Core
enterprise
process
definition &
measure-
ment
Core
enterprise
process
definition &
measure-
ment
ARCHITECTURAL STAGE
Stage 1
Business Silos
Stage 2
Standardized
Technology
Stage 3
Standardized
Processes
Stage 4
Business
Modularity
Who
Defines
Appl’ns
Local
business
leaders
IT and
business
unit
leaders
Senior
managers
and
process
leaders
IT,
business
and
industry
leaders

1-05.4
ARCHITECTURAL STAGE
Stage 1
Business
Silos
Stage 2
Standard
Technology
Stage 3
Standard
Processes
Stage 4
Business
Modularity
Key IT
Governance
Issues
Measuring and
communicating
value
Establishing
local vs.
regional vs.
global
respons-
ibilities
Aligning
project
priorities with
architecture
objectives
Defining,
sourcing and
funding
business
modules
ARCHITECTURAL STAGE
Stage 1
Business
Silos
Stage 2
Standardized
Technology
Stage 3
Standardized
Processes
Stage 4
Business
Modularity
Strategic
Implications
Local /
Functional
Optimization
IT efficiency Business
operational
efficiency
Strategic
agility
MATURITY
n  Enterprise Architecture Maturity explains EA
and SOA dilemma of organizations
n  Enterprises in Stage 1 have business silos
n  Data exists redundantly throughout enterprise
n  When data values in one version change, all
versions must be updated to synchronize that
change throughout organization
n  Redundant data also leads to redundant data
maintenance processes needed to keep data up-
to-date.
n  Data change applied by redundant data entry
steps, with associated staffing and work costs,
delays, errors and error-correction steps

1-05.5
MATURITY
n  Stage 2: Standardized Technology does not
help redundant data
n  Resolution achieved through business
Integration, with integrated data models
and integrated data bases
n  Covered in Segment 1-04: “Introduction to
Enterprise Architecture”
n  When data exists non-redundantly in one
version only, only one data maintenance
process is needed to keep it up-to-date
n  When updated, all references see same data
value
MATURITY
n  From integrated data bases are also
identified reusable processes
n  These are standardized processes needed for
Stage 3
n  Identification of reusable processes discussed in
Section 3 of this course: “Strategic Modeling for
Rapid Delivery of Enterprise Architecture”
n  Enterprise Architecture is most effective in
helping an organization evolve to Stage 3 -
with standardized processes - and then to
Stage 4: Business Modularity
SUMMARY
n  We discussed V2.0 of Zachman Framework
n  V2.0 clarifies business terminology of
Zachman Framework V1.0
n  We discussed four stages of Enterprise
Architecture maturity:
n  Stage 1 – Business Silos
n  Stage 2 – Standardized Technology
n  Stage 3 – Standardized Processes
n  Stage 4 – Business Modularity

1-06.1
FOR
SEGMENT 1-06: GOVERNANCE
ANALYSIS USING ENTERPRISE
ARCHITECTURE
FOR MANAGERS AND IT
SEGMENT 1-06: GOVERNANCE
ANALYSIS USING ENTERPRISE
ARCHITECTURE
n  How is EA used for Governance
Analysis?
n  How are EA alignment matrices used
for corporate governance?
n  How can EA address Sarbanes-Oxley
governance questions?
STRATEGIC ALIGNMENT MATRICES
[EACH COLUMN IS ALIGNED WITH OTHER COLUMNS
Enterprise
Model
Activity
Model
Business
Plan
Work FlowBusiness
Logistics
Master
Schedule
3456 2 1
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition

1-06.2
ORGANIZATION STRUCTURE (COL 4, WHO)
STRATEGIC PLANS (COL 6) ALIGNED TO
ORGANIZATION STRUCTURE (COL 4)
2 1
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition
Matrix becomes part of
Governance Analysis
Framework for Sarbanes-Oxley

1-06.3
STRATEGIC PLANNING POLICY
STATEMENTS
n  Project Management Planning Statements
1. Project Ownership Policy Priority
Each Project must have a Project Owner,
responsible for allocating and managing
the project budget 1
2. Project Management Policy
Each Project must have a Project Manager,
responsible for completing the project by
the scheduled date, within budget. 1
3. Project Authorization Policy
Projects are only authorized that can achieve
Project Objectives by the scheduled completion
date, within budget. 2
§ Matrix relates Business Plans to People
§ Indicates “Who” is responsible for Plans
§ Shows Planning Statements as Rows
§ Shows Organization Units as Columns
§ Reading down a column gives Subset of
Planning Statements for that Unit
§ Reading across a row shows Units that
should work together for that Statement
STRATEGIC PLANS (COL 6) ALIGNED
TO STRATEGIC DATA (COL 1)
2 1
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition

1-06.4
Matrix is part of
Governance Analysis
Framework for
Sarbanes-Oxley
§ Matrix relates Business Plans to Data
§ Indicates “What” is required by Plans
§ Shows Planning Statements as Rows
§ Shows Data as Columns
§ Reading across a row shows Data that is
required for that Statement
§ Reading down a column gives Subset of
Planning Statements for that Data
2 1
STRATEGIC DATA (COL 1) ALIGNED TO
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition

1-06.5
Matrix is part of
Governance
Analysis
Framework for
Sarbanes-Oxley
(see next slide for
Legend)
§  Matrix (on previous slide) defines Ownership (for
Security) of Data, and also Shared Use of Data
§  Indicates “Who” is responsible for Data
§  Shows each Data Entity in a separate Row
§  Shows each Organization Unit as a Column
§  Reading across a Data row shows Organization
Units authorized to maintain or share that Data
§  Reading down a column shows Data authorization
for that Organization Unit
§  Security Ownership is indicated by
“CRUD” (Create, Read, Update, Delete)
§  Shared Use indicated by “R” (Read only) or
“RU” (Read and Update only)
§  “n” indicates that Security and also Ownership
and Shared Use have not yet been defined
Matrix becomes part of Governance Analysis Framework for Sarbanes-Oxley
LEGEND
BUSINESS ACTIVITIES (COL 2) ALIGNED
TO STRATEGIC PLANS (COL 6)
2 1
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition

1-06.6
Matrix also becomes
part of Governance
Analysis Framework for
Sarbanes-Oxley
§ Matrix relates Activities to Plans
§ Indicates “Why” Activity exists
§ Each Activity is shown as a Row
§ Each Planning Statement is a Column
§ Reading across a row shows Planning
Statements for that Activity, or “Why”
§ Reading down a column shows all
Activities for that Statement
Matrix also becomes part of Governance Analysis Framework
for Sarbanes-Oxley
2 1
Strategy
Why
Future
Schedule
When
Time
ENTERPRISE
SUB-
CONTRACTOR
Out-of-Context
BUILDER
Physical
DESIGNER
Logical
OWNER
Conceptual
PLANNER
Objectives/Scope
Who
People
Where
Location
How
Function
What
Data
List of
Things
Enterprise
Model
Logical
Data Model
Physical
Data Model
Data
Definition
List of
Processes
Activity
Model
Process
Model
System
Model
Program
List of
Goals/Obj
Business
Plan
Business
Rules
Rule
Design
Rule Specs
Org
Structure
Work Flow
Human
Interface
Presn
Interface
Security
Interface
List of
Locations
Business
Logistics
Distrib.
Architect.
Technol.
Architect.
Network
Architect.
List of
Events
Master
Schedule
Process
Structure
Control
Structure
Timing
Definition

1-06.7
§ Matrix relates Activities to Data
§ Indicates “What” Data is required
§ Each Activity is shown as a Row
§ Each Data Entity is a Column
§ Reading across a row shows Data
required by that Activity, or “What”
§ Reading down a column shows all
Activities that use the Data Entity
See Chapter 4 of EA textbook:
“Governance Analysis using Enterprise Architecture”
PROJECT PLAN FOR STRATEGIC MODELING AND RAPID
EA DELIVERY IN 3-MONTH INCREMENTS
Mth 3 …
N8. Commence Development and Delivery of Priority
Systems in 3-month Increments, for early ROI
N7. Commence Population of Priority GAF Matrices for
Use in Governance Internal Control Reporting
16. Review Strategic Model Analysis and Matrices to set
Priorities for GAF Matrices and early Systems
105. Derive Governance Analysis Framework (GAF)
Matrices for Review and later Matrix Population
124. Analyze, Identify and Document Potential Priorities
within Strategic Model from Facilitated Session
23. Conduct Strategic Modeling Facilitated Session
using Consolidated Responses in Plan as Catalyst
182. Distribute Strategic Modeling Questionnaire and
Consolidate All Responses under each Question
21. Establish Project Plan for Strategic Modeling and
Identify Senior Management Participants
Mth NMth 2Mth 1DaysGovernance Analysis Project Task
25 Days
25-day Project for EA Delivery in 3-month Increments
See Chapter 4 of Reference textbook for above Project Plan

1-06.8
SUMMARY
n  Alignment Matrices can be used for
corporate governance
n  Enterprise Architecture addresses
Sarbanes-Oxley governance
questions
n  Gantt Chart project plan can deliver
governance in 3-month increments

Strategic Modeling for Rapid Business Change

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