Enterprise Architecture Essay

1) The three key disciplines used to effectively construct a Foundation of Execution ar direct object littleonThis dictates the level of problem offset consolidation and standardization for delivering goods and services to customers. Process consolidation depicts the period to which transmission line units share data and en competents end-to-end and a single porthole for the customer The Operating Model involves a commitment to how the gild result operateEnterprise computer computer architectureThis is the organizing logic for occupancy turnes and IT fundament which reflects the integration and standardization requirements of the beau mondes operate fashion model. The Enterprise architecture leave behinds a long term view of a companys process, systems, and technologies in recount to induce long term sustainable capabilities. IT Engagement ModelThe IT Engagement Model is the government mechanism that ensures business and IT projects achieve some(prenominal) lo cal and companywide objectives. This Model influences projects decisions ensuring that individual solutions are designed according to the opening architecture. The IT Engagement Model provides connective amid IT and the business objectives of projects.2) The Enterprise Architecture communicates the high-level business process and IT requirements of a companys operating(a) model. This differs from IT Architecture to the degree of granularity that is presented. Enterprise Architecture does not provide the necessary details to map out technical or process design requirements. The IT Architecture actual by the IT unit is a more than detailed architecture of applications, data and information, and engineering science. IT Architecture when developed with a lite understanding of the Enterprise Architecture provides long-term value because they provide the long-term vision for immediate solutions.3) The current market trends and speed at which engineering science and the competitiv e landscape is constantly changes make it difficult for companiesto be able to conciliate and survive. Complex Information systems restrain companies from being able to adapt in order to compete or leverage new technology and concepts.Companies without a solid stern face the following risksThe effects of ripening complexity on business operationsThe pressure that agility places the tush of act Role of business discipline in current interior(a) and political environments Role of costs in absence of foundation of functioning parentage agility increasingly depends on a Foundation of Execution. Implementing standardize, changed processes results in simpler technology environments, lower cost operations and greater agility.4) An operating model has two dimensions business process standardization and integration. Companies are characterized into the following Operating Modelsvariegation Low Standardization, Low IntegrationCoordination Low Standardization, steep IntegrationReplica tion High Standardization, Low IntegrationUnification High Standardization, High IntegrationExamplesa. Unification Model Delta AirlinesConsisted of many IT platforms unable to communicate with distributively other Management and IT staff reached a common understanding of what capabilities the company would develop to support future strategies. In order to create a clear vision heed defined four core processes.b. Diversification Model Carlson CompaniesEach of Carlsons portfolio of companies run more or less independently of each other. Carlsons enterprise architecture core plot shares technical infrastructure services while the business units retain assert over local business processes and IT applications c. Coordination Model MetLifeMetLifes strategy and operating model focused on providing integrated customer service crosswise products. This required extraction of customer information and making it centrally purchasabled. Replication Model ING DIRECTING DIRECTs service mod ules digitize standardized processes across its business units. The identification of major service categories dishs prudence understand existing capabilities and target new opportunities.5) The four stages of Architecture due date areBusiness Silo Architecture where companies look to maximize individual business unit needs or functional needs convertible applied science Architecture providing IT efficiencies through technology standardization and, in most cases, increase 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 coupled IT-enabled business process components to economise 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 brass section decision rights and accountability exemplar to encourage desirable behavior in the use of IT stray management formalizedproject methodology, with clear deliverables and steady checkpoints Linking mechanisms processes and decision-making bodies that align incentives and connect the project-level activities to the overall IT brass instrument.8) IT governance is the decision rights and accountability framework for encouraging desirable behaviors in the use of IT. IT governance reflects broader incarnate 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 modelI. IT principles high level decisions almost the strategic federal agency 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 approval and justification techniques.9) Linking mechanisms is the trinity essential ingredient of the IT engagement model. Linking mechanisms connect companywide governance and projects. Good IT governance ensures that theres 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 linking mechanisms ensure that projects incrementally build th e companys foundation and that the design of the companys foundation is informed by projects. There are three types of linking mechanisms (architecture gene gene 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 bigger transformation efforts, and focuses projects on attacking specific problems in the best practicable way. Alignment linkage mechanisms ensure ongoing parley and negotiation between IT and business concerns. Business IT relationship mangers and Business unit CIOs are typically a critical linkage fro translating back and forth between b usiness goals and IT constraints.10) The three ingredients of engagement that create business value are IT governance, Project management and Linking mechanisms.Clear, specific, and actionable objectives In order to be effective, IT engagement models get through strategic objectives so standardization and integration requirements are clear.Motivation to march company goals Formal incentives such as bonus plans, annual 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 willing with the target enterprise architecture.Early Intervention and prevention In order to prevent bad solutions form being deigned, IT groups engage with business projects during the earliest stages of development t o prevent bad solutions from being designed in the basic 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.