Enterprise Architecture Essay Example for Free

endeavor computer architecture Essay1) The three key disciplines calld to effectively construct a Foundation of Execution be Operating exampleThis dictates the level of military control sector carry through integration and standardisation for delivering goods and services to customers. Process desegregation depicts the extent to which channel building blocks share data and enables end-to-end and a maven interface for the customer The Operating Model involves a commitment to how the company will operate opening computer architectureThis is the organizing logic for business processes and IT infrastructure which reflects the integration and standardisation requirements of the companys operating model. The enterprisingness architecture provides a long term view of a companys process, systems, and technologies in parliamentary law to hit long term sustainable capabilities. IT Engagement ModelThe IT Engagement Model is the goernance mechanism that ensures business and IT projects achieve both local and companywide objectives. This Model influences projects conclusions ensuring that individual solutions are designed according to the enterprisingness architecture. The IT Engagement Model provides alignment between IT and the business objectives of projects.2) The Enterprise Architecture communicates the high-level business process and IT requirements of a companys operating model. This differs from IT Architecture to the degree of granularity that is presented. Enterprise Architecture does non provide the necessary details to map out technical or process design requirements. The IT Architecture positive by the IT unit is a more detailed architecture of applications, data and information, and technology. IT Architecture when developed with a clean-cut understanding of the Enterprise Architecture provides long-term value because they provide the long-term fantasy for immediate solutions.3) The current market trends and speed at which techno logy and the competitive landscape is constantly changes determine it difficult for companiesto be able to conform and survive. Complex Information systems restrain companies from beingness able to adapt in order to compete or leverage new technology and concepts.Companies without a solid asylum face the following risksThe effects of growing complexity on business operationsThe pressure that high spirits places the prat of execution portion of business discipline in current national and political environments Role of costs in absence of foundation of executionBusiness agility increasingly depends on a Foundation of Execution. Implementing standardize, digitized processes results in simpler technology environments, lower cost operations and greater agility.4) An operating model has dickens dimensions business process standardisation and integration. Companies are characterized into the following Operating ModelsDiversification Low Standardization, Low IntegrationCoordination Low Standardization, eminent IntegrationReplication High Standardization, Low IntegrationUnification High Standardization, High IntegrationExamplesa. Unification Model Delta AirlinesConsisted of many IT platforms unable to communicate with each other Management and IT mental faculty reached a common understanding of what capabilities the company would develop to support future strategies. In order to get to a clear vision forethought defined four impression processes.b. Diversification Model Carlson Companies to each one of Carlsons portfolio of companies run more or less independently of each other. Carlsons enterprise architecture core diagram shares technical infrastructure services temporary hookup the business units retain control over local business processes and IT applications c. Coordination Model MetLifeMetLifes strategy and operating model focused on providing compound customer service across products. This required extraction of customer information and making it centrally operabled. Replication Model ING DIRECTING DIRECTs service modules digitize standardized processes across its business units. The identification of major(ip) service categories helps management understand existing capabilities and scratch new opportunities.5) The four stages of Architecture Maturity areBusiness Silo Architecture where companies look to maximize individual business unit take or functional needsStandardized Technology Architecture providing IT efficiencies through technology standardization and, in most cases, increased centralization of technology managementOptimized core architecture provides companywide data and process standardization as appropriate for the operating modelBusiness Modularity Architecture where companies manage and reuse loosely pair IT-enabled business process components to preserve global standards while enabling local differences6) The strategic implications of the four architecture stages are as follows Business Silos Local / Functional optimizationStandardized Technology / IT efficiencyOptimized core / Business Operational efficiencyBusiness Modularity / Strategic Agility7) The three main ingredients 0f the IT Engagement ModelCompanywide IT governance decision rights and accountability framework to encourage desirable behavior in the use of IT scheme management formalizedproject methodology, with clear deliverables and regular checkpoints Linking mechanisms processes and decision-making bodies that align incentives and connect the project-level activities to the overall IT governance.8) IT governance is the decision rights and accountability framework for encouraging desirable behaviors in the use of IT. IT governance reflects broader corporate governance principles while focusing on the management and use of IT to achieve corporate performance goals. IT governance encompasses five major decision areas related to the management and use of IT in a firm, all of which should be driven by the operating m odelI. IT principles high level decisions about the strategic role of IT in the business II. Enterprise architecture the organizing logic for business processes and IT infrastructure III. IT infrastructure centrally coordinated, shared IT services providing part of the foundation of execution IV. Business application needs business requirements for purchased or internally developed IT applications that both use and build the foundation for execution V. Prioritization and investment decisions about how much and where to invest in IT, including project favorable reception and justification techniques.9) Linking mechanisms is the third essential ingredient of the IT engagement model. Linking mechanisms connect companywide governance and projects. Good IT governance ensures that thithers clear direction on how to evolve the companys foundation. Good project management ensures that projects are implemented effectively, efficiently, and in a consistent manner to maximize learning. Good l inking mechanisms ensure that projects incrementally build the companys foundation and that the design of the companys foundation is informed by projects. at that place are three types of linking mechanisms (architecture linkage, business linkage, and alignment linkage) that address the key alignment and coordination concerns of the company.Architecture Linkage establishes and updates standards, reviews projects for compliance, and approves exceptions. Architecture linkage connects the IT governance decisions about architecture with project design decisions. Business linkage ensures that business goals are translated effectively into projectgoals. Business linkage coordinates projects, connects them to larger transformation runs, and focuses projects on attacking specific problems in the best possible way. Alignment linkage mechanisms ensure ongoing communication and negotiation between IT and business concerns. Business IT relationship mangers and Business unit CIOs are typically a critical linkage fro translating suffer and forth between business goals and IT constraints.10) The three ingredients of engagement that create business value are IT governance, hurtle management and Linking mechanisms.Clear, specific, and actionable objectives In order to be effective, IT engagement models clarify strategic objectives so standardization and integration requirements are clear.Motivation to meet company goals Formal incentives such as bonus plans, one-year reviews, etc help ensure focus from business unit leaders and project managers on company, business unit and project goalsEnforcement authority Formal enforcements such as complementary to formal incentives help build an efforts credibility. Enforcement provides a process for changing, discontinuing, or granting an exception to a project that is not compliant with the target enterprise architecture.Early Intervention and prevention In order to prevent bad solutions form being deigned, IT groups engage with bu siness projects during the earliest stages of development to prevent bad solutions from being designed in the introductory place and also to learn how to improve target architecture.Transparent, regular, two-way communication Good engagement ensures that everyone is clear on how the model works. Alignment and coordination are achieved and maintained through regular dialogue between business and IT and across business units.