Architecture Implementation

Support Techniques
Module 14
Module Objectives
• Obtain an understanding of the following techniques
provided by TOGAF to assist in Architecture
Development
• Managing Interoperability Requirements
• Business Transformation
• Risk Assessment
• Capability Planning
Interoperability
• Interoperability is “the ability to share information
and services”
• TOGAF provides techniques for
• Defining interoperability
• Refining interoperability
• Determining interoperability requirements
• The determination of interoperability occurs
throughout the ADM cycle
Interoperability and the ADM
The determination of interoperability occurs throughout ADM
• Architecture Vision: the nature and security considerations of
information and service exchanges are found using business
scenarios
• Business Architecture: information and service exchanges are
defined in business terms
• Data Architecture: the content of information exchanges is detailed
using the corporate data and/or information exchange model
• Application Architecture: the way applications are to share
information and services is specified
• Technology Architecture: appropriate technical mechanisms to
permit information and service exchanges are specified
• Opportunities & Solutions: actual solutions are selected
• Migration Planning: interoperability is implemented logically
Examples
Interoperability requirements and solutions

• The architect must ensure that there are no

interoperability conflicts, especially if re-using existing
SBBs or using COTS which have their own business
processes and information architectures
• Changes to the business processes will be the most
difficult
• The workflow between the various systems must also be
taken into account
• The enterprise architect must also ensure that any
changes to the business interoperability requirements is
agreed by the business architects and sponsors in a
revised Statement of Architecture Work
Interoperability requirements and solutions

To find interoperability constraints consider

• the Architecture Vision
• the Target Architecture
• The Implementation Factor Assessment and
Deduction matrix
• The Consolidated Gaps, Solutions and Dependencies
matrix
Business Transformation Readiness Assessment
• EA often involves considerable change
• Understanding the readiness of an organization to
accept change, identifying the issues, and dealing
with them in the Implementation and Migration Plans
is key to successful architecture transformation in
Phases E and F. An initial assessment is carried out in
Phase A
• This is a joint effort between corporate staff, lines of
business and IT planners
Business Transformation Readiness Assessment
Recommended activities when assessing readiness
1. Determine the readiness factors
2. Present the readiness factors using maturity models
3. Assess the readiness factors and determine the
readiness factor ratings
4. Assess the risks for each readiness factor and
identify mitigating risks
Work these actions into Phase E and F Implementation
and Migration Plan
Readiness Factors
• Vision
• Desire, Willingness and Resolve
• Need, Business Case, Funding
• Sponsorships and Leadership
• Governance, Accountability
• Workable Approach and Execution Model
• IT/Enterprise Capacity to Execute
• Enterprise Ability to Implement and Operate
Assess the Readiness Factors
Readiness Factor Rating
Readiness Factor Risks & Actions
• Assess each factor using Risk Management techniques
• Identify a series of improvement actions
• Incorporate into the Implementation and Migration
Plan
Risk Management
• A technique used to mitigate risk when
implementing an architecture project
• It is important to identify, classify, and mitigate
these risks before starting so that they can be tracked
throughout the transformation effort
Risk Management in the ADM
There are two levels of risk that should be considered
1. Initial Level of Risk: Risk categorization prior to
determining and implementing mitigating actions
2. Residual Level of Risk: Risk categorization after
implementation of mitigating actions
The process for risk management is
• Risk classification & identification
• Initial risk assessment
• Risk mitigation and residual risk assessment
• Risk monitoring
Risk Management in the ADM
• Risks are identified in Phase A as part of the initial
Business Transformation Readiness Assessment
• The risk identification and mitigation assessment
worksheets are maintained as governance artifacts
and are kept up-to-date in Phase G where risk
monitoring is conducted
• Implementation governance can identify critical risks
that are not being mitigated and might require
another full or partial ADM cycle
Initial Risk Assessment - Effect
• The initial risk assessment is done by classifying risks
with respect to effect and frequency
• Effect can be assessed as
• Catastrophic: critical financial loss that could result in
bankruptcy
• Critical: serious financial loss in more than one line of
business leading to a loss in productivity and no ROI
• Marginal: minor financial loss in a line of business and
a reduced ROI on the IT investment
• Negligible: minimal impact on services and/or
products
Initial Risk Assessment - Frequency
Frequency can be assessed as
• Frequent: Likely to occur very often and/or continuously
• Likely: Occurs several times over the course of a
transformation cycle
• Occasional: Occurs sporadically
• Seldom: Remotely possible and would probably occur
not more than once in the course of a transformation
cycle
• Unlikely: Will probably not occur during the course of a
transformation cycle
Initial Risk Assessment
The assessments of effect and frequency can then be
combined
• Extremely High Risk (E): the transformation will most
likely fail with severe consequences
• High Risk (H): Significant failure of parts of the
transformation resulting in certain goals not being
achieved
• Moderate Risk (M): Noticeable failure of parts of the
transformation, threatening the success of some
goals
• Low Risk (L): Some goals won’t be wholly successful
Risk Classification Scheme
Risk Identification and Mitigation Worksheet
Capability Based Planning
• Capability-based planning is a technique that focuses
on the planning, engineering and delivery of
strategic business capabilities
• It frames all phases of the architecture development
in the context of business outcomes, clearly linking
the IT vision, architectures (ABBs and SBBs), and the
Implementation and Migration Plans with corporate
strategic, business and line of business plans
Capabilities
Capability Based Planning
• Capabilities are directly derived from the corporate
strategic plan. They must satisfy the enterprise goals,
objectives and strategies. Most organizations will also
have an annual business plan
• All of the architectures will be expressed in terms of
business outcomes and value
• Phase A: the corporate strategic direction must drive
this
• Phases B, C and D: specific capabilities must be
targeted for completion
• Phase E: the capability increments must drive this
Capability Based Planning
Summary
This module has explained how to apply different
techniques to help with the implementation of the
architectures defined in the ADM phases, including
• Interoperability requirements
• Business transformation readiness factors
• How to perform an initial risk assessment
• How capability based planning can be applied