Introduction to Enterprise
Architecture
Charu Naithani
Information Technology and Systems
Indian Institute of Management Lucknow
What is IT?
Hardware
Operating System
Database
Application
User Interface
Can you map them to the organization resources?
Why are they layered?
Indian Institute of Management Lucknow 2
Application Software – ERP
C S
u U
Sales
s P
Force Back-
t P
& Office
o L
Customer and
m I
Service Workers
e E
Rep
r R
s S
Indian Institute of Management Lucknow 3
Upgrade Challenges
I would love that functionality but I can’t justify the upgrade!
‘Read my lips: No new software! We have far too much already!’
‘I don’t need a new ERP system, I need to choose one that I already have and
consolidate on it’
‘Functionality? We only use 50% of what we have bought and the function
we really need is not available’
‘Don’t touch that ERP system! Who knows what will happen! Let’s wrap it in
a portal and BW and try to integrate it with EAI !’
Unfortunately, many companies are frustrated by the cost, complexity and
return of their ERP landscapes
Indian Institute of Management Lucknow 4
One Organization – Multiple Architecture
The Distinction Between Enterprise
Architecture and Application
Architecture Makes a Difference to
Business Outcomes.
https://www.gartner.com/document/
3738048?ref=solrAll&refval=1972494
92&qid=9ce5722ec68108d6788a4898
c357f237
Indian Institute of Management Lucknow 5
From strategy to business requirements – IT Blueprint
Indian Institute of Management Lucknow 6
Costly Infrastructural Spaghetti
Can go wrong in three ways: Strategy may not be clear enough, Each initiative may
result in separate IT solution, IT is always reactive and hence constant bottleneck
◦ Include the plans for how an organization will build, deploy, use and share its data, processes
and IT assets.
IT costs that exceed the benefit they deliver
Rising IT costs without increasing benefits
Long delays in the delivery of new systems
System disasters
Difficulty recruiting and retaining top IT talent
Fractious relationships between IT and business leaders
Unified EA will standardize enterprise wide hardware and software systems with
tighter links to the business strategy
Indian Institute of Management Lucknow 7
Desired Result
Indian Institute of Management Lucknow 8
Stability vs Agility
Service Oriented Architecture (SOA) is an application framework that takes
everyday business applications and breaks them down into individual
business functions and processes, called services.
◦ An SOA lets you build, deploy, and integrate these services independent of applications
and the computing platforms on which they run
Indian Institute of Management Lucknow 9
Business Processes
A set of related tasks or
activities that cut across
traditional business
functions and create
value for the customer
A process perspective
implies a strong
emphasis on how work
is done within an
organization, in contrast
to a product focus
emphasis on what
Indian Institute of Management Lucknow 10
What is a Business Process
Business Process defined by Davenport (1993):
“a structured set of activities designed to produce a specific output for a
particular customer or market. ...A specific ordering of work with a
beginning, an end, and clearly identified inputs and outputs”
Indian Institute of Management Lucknow 11
Enterprise Architecture ?
SOA => ESA (SAP)
“Enterprise Services Architecture (ESA) is SAP's blueprint (set of standards/
principles/ values) for how enterprise software should be constructed to
provide maximum business value.”
Enterprise architecture is the organizing logic for business processes and IT
infrastructure reflecting the integration and standardization requirements of
the company’s operating model.
◦ Process Architecture: Business processes and their relationship.
◦ Data Architecture: Data models and access protocol
◦ Application Architecture: Individual applications and their interfaces
◦ Technology Architecture: Infrastructure services and the technology standard they are
developed on.
Indian Institute of Management Lucknow 12
Key Concepts
Operating Model
◦ The desired level of business process integration and business process standardization
for delivering goods and services to customers.
IT Engagement Model
◦ System of governance mechanism that ensure business and IT projects achieve both
local and companywide objectives
◦ Managers are typically not involved much with application architecture or technology
architecture.
Indian Institute of Management Lucknow 13
Enterprise Architecture as Strategy
Indian Institute of Management Lucknow 14
What is Architecture ?
Strategy
Business Business IT Strategic Technology
Opportunity Strategy BluePrint Availability
Enterprise wide focus
Enterprise Architecture
Business IT
Architecture Architecture
Planning - Processes - Applications
- Information - Data Enterprise
- People - Integration Architecture
- Locations - Technology
“the city plan”
Transition Plan
Project focus
Business Operating Environment
and IT Infrastructure
Design and
Delivery
IT Solutions System Architecture
“the building design”
Architecture covers Business and IT Architectures, providing the “city plan” for “building projects”
Indian Institute of Management Lucknow 15
The move from monolith to components
Indian Institute of Management Lucknow 16
Elements of Enterprise Architecture
While architecture for a new building is captured in blueprints, EA is often
represented in terms of principle, policies and technology choices. However,
to initiate the discussion, a one page core diagram of following elements are
created.
Core Business Processes
◦ Defines the stable set of company wide capabilities needed to execute operating model
Shared data driving core processes
◦ Customer Supplier or item data that is shared across the organization
Key linking and automation technologies
◦ "Middleware" that enables integration across organization
Key customers
◦ Major customer group served (Customer Definition)
Indian Institute of Management Lucknow 17
Four Operating Models
Indian Institute of Management Lucknow 18
EA for Diversification Model
Portfolio includes
Radisson Hotels,
T.G.I. Friday,
Carlson Marketing
Group, Carlson
Wagonlit Travel,
Radisson Seven
Seas Cruises etc.
(Low on
standardization
and integration)
◦ Shared technologies
to reduce overall
cost of IT
Indian Institute of Management Lucknow 19
EA for Replication Model
Key processes are
standardised across
the company and
supported by
automating
technology allowing
rapid expansion and
business scalability
Data and customers
are business unit
specific
Indian Institute of Management Lucknow 20
EA for Coordination Model
High process integration
to present a common face
to the customer ( Key
data sharing) without
forcing process
standardisation
Because most processes
in a coordination model
are unique, it is less
important to show them
on diagram
◦ Shared data and shared
customers
Indian Institute of Management Lucknow 21
EA for Unification Model
Core Business Processes
◦ Customer experience,
Operational pipeline,
Business reflexes and
employee relationship
Shared data driving core
processes
◦ Nine database critical to
process execution
Linking Technology
◦ Delta nervous system
Key Customers
Indian Institute of Management Lucknow 22
Focus on Standardization Differs by Operating Model
Indian Institute of Management Lucknow 23
Decision Domains Across Architecture Levels
Indian Institute of Management Lucknow 24
How to get IT
Enterprise
Systems
Buy Build
Software as
Package In-house Outsource
a service
Open Open
Proprietary Proprietary
source source
Indian Institute of Management Lucknow 25
How are Software Services Priced?
Pricing Model Unit of Measure Customer Risk Provider Risk
Time & Material FTE Effort variance SLAs adherence
Schedule variance Quality
Quality
Technology change High Low
Business outcome
Incentive to Innovate
Fixed Price Project Size Schedule variance Effort variance
Scope change (CRs) SLAs adherence
Technology change Med Med
Business outcome
Incentive to Innovate
Transaction Price Transaction Schedule variance Effort variance
Technology change Low Volume variance
Med
Business outcome SLAs adherence
Incentive to Innovate
Outcome Based Business outcome Business outcome Effort variance
Volume variance
SLAs adherence
Low Schedule variance High
Technology change
Return on investment
Incentive to Innovate
Indian Institute of Management Lucknow 26
Funding IT
Method Description Why Do It? Why Not Do It?
Chargeback Charges are calculated Fairest method for IT dept must collect
based on actual usage recovering costs because details on usage. IT must
it is based on actual be prepared to defend
usage. Dept ownership the charges
Allocation Total expected IT Less book keeping for IT May charge low usage
expenditures are divided because rate is set once department more than
by login IDs/ employees per fiscal year, and well their usage
/ desktops understood
Corporate budget Corporate allocates No billing. IT exercise Competes with all other
funds to IT at annual more control over what budgeted items for
budget session projects are done. Good funds. Less end user
for new tech oriented
Indian Institute of Management Lucknow 27
Total Cost of Ownership
Looks beyond initial capital investments to include costs associated with
technical support, administration and training.
Estimates annual cost per user for each potential investment choice.
Hardware, Software, Network, Data, Technical Support, Administration,
Training
Can be used to compare with industry average
Indian Institute of Management Lucknow 28
How to Measure IT ?
Leverage Infrastructure
◦ Shared services, outsourcing
◦ TCO, Operation and infrastructure cost as % of revenue, IT headcount cost as % of sales
Drive profitable growth
◦ Improve NPD speed, TTM, customer satisfaction, lifetime value using BI
◦ IT contribution to net income, New revenue stream from existing customers
Achieve proprietary advantage
◦ Differentiate product, Enter new market, Barriers to entry or switching cost (ATM)
◦ Increased market share, Brand value, market capitalization
Indian Institute of Management Lucknow 29
Gartner View – Integration of Disciplines
Strategy
IT Portfolio
Management
Project
Management Architecture
Office
Indian Institute of Management Lucknow 30
Characteristics of IT Savvy
IT Savvy refers to the planned
ongoing use of a set of
interlocking business practices
and competencies that
collectively derive superior
value from IT investments
Successful IT portfolio
techniques changes the
conversation from technical to
strategic considerations by
applying a commercial lens to
IT investments
Indian Institute of Management Lucknow 31
IT Savvy Gets Premium Returns
How?
◦ Strategic IT: Can mitigate risk
◦ Information IT: Because of the discipline required to use common sets of information
effectively
◦ Transactional IT: Process digitization enables innovative new products and services by
freeing up managers to innovate on the platform of these digitized process
◦ Infrastructure IT : Turn enabling investments into value faster
What about low IT Savvy companies
◦ Reduce IT investments to essential areas only and re-weight their portfolios towards
lower risk transactional IT assets until they have improved their overall IT savvy
Indian Institute of Management Lucknow 32
Considering IT Investments as Portfolio
Different IT asset class with
its own unique risk return
profile
Investment for any single
project can be spread over
one or more asset class
Same IT may give different
Risk Return profile
What Benefits Diversification
EA offers?
Indian Institute of Management Lucknow 33
Considering IT Investments as Portfolio
Top performers in financial
services spend 10% less on IT
than the industry average
(Portfolio heavily weighted
towards IT infrastructure)
Top performers in wholesale,
retail and transport sectors
spend 11% more on IT
(Portfolio heavily weighted
towards informational assets,
indicating there is still
competitive advantages in
effective use of information)
Indian Institute of Management Lucknow 34
Evolution of Information Technology
“Track” Business “Drive” Business
Systems Department: Dot-com
bust
Managing computers and Dot-com boom
hardware
IT Dept:
Business Value
Rationalization of
Managing IT technology adaptation
Projects Outsourcing to
outsourced to offshore IT IT Dept
service Service becomes
providers Providers strategic
division
Offshore
Business alignment
Captives
of technology
set up
Internet Wave
Advent of Enterprise Software Globalization
Cost Reduction & Increased Efficiency 2000 Increased Business Value & Greater Effectiveness
Technology Case, Technical Engineers Business Case, Business Stakeholders
Indian Institute of Management Lucknow 35
Summarizing
Strategic Initiatives
Operating model
Defines integration Enterprise architecture
and
standardization
requirements
Foundation for execution
• Core business processes
• IT infrastructure
Indian Institute of Management Lucknow 36
Enterprise Architecture will:
Help management analyze, plan and execute change faster and with
better insight.
Get IT and business stakeholders collaborating for better alignment
around requirements.
Create enterprise blueprints as a roadmap for exploiting IT architectural
building blocks and achieve business transformation.
Attain improved compliance and more predictable project outcomes.
Improve IT contribution to business returns with improved integrity and
agility.
Indian Institute of Management Lucknow 37
Thank you
Indian Institute of Management Lucknow 38