What is Enterprise Architecture? Is it the collection of the business processes, information, applications and technology captured in the meta-model? Is it the list of best practises and standards that the IT organization uses? Is it the strategy analysis and resulting list of activities that the IT organization needs to execute to enable business strategy?
What I have just described is a few elements that the industry deems EA should do, therefore this is what EA is, isn't it? I believe EA is more, much more that this. In fact I believe EA needs to evolve beyond being Enterprise Architecture for IT to becoming Enterprise Architecture for the Enterprise.
This is unfortunately how most Enterprise Architecture groups are positioned. They were established by the CIO in the IT department, where the core members of the team have previously been either senior developers or system designers. The application of the methodologies of EA is limited to the IT organization, with most of the business improvements occurring on the fringes where IT and the business meet: process automation.
EA for IT is not necessarily incorrect or “bad”. It merely reflects the current sate of understanding of architecture. It adds significant business value to the organization, but from my perspective the true power of EA is the different focus and methods it can bring to the business as a whole. With IT becoming so entrenched into business’s daily operations, a business function with an IT flavour in required, as is a business function with financial, human resources, procurement, etc. experience required. All these business functions plays a part in the organization as a whole. All of these functions have a say in the strategy of the business.
According to The Open Group, Enterprise Architecture is the architecture of the enterprise. The keyword is enterprise, not the different business units, functional departments, or systems running in the organization. The focus is on how the enterprise functions, its operating model, and how to enable this.
When you look at a mining company, there may be various business units that each specializes in their own areas, e.g. the coal mining division, the platinum mining division, various processing divisions, etc. Similarly a financial company, e.g. a bank, has a credit card division, cheque division, home loans, etc. Yet, when you are an enterprise architect, the business units or divisions are not your primary concern or focus. The different divisions may be divided into the way the enterprise operates, but the focus should be one level higher, on how the enterprise functions.
Taking the mining example for instance; the enterprise focus is mine, process, sell. In the banking example could be obtain funds, manage funds, provide funds. This is the highest level of processes in the enterprise, or macro level. It reflects the enterprise, and not the business units or divisions within it necessarily.
In focussing on the enterprise, EA becomes another element in the functioning of the organization. It deals with the strategy, key programs and decisions, and impacts of business decisions within the organization as a whole. It provides another view on the organization from an IT perspective similarly to the financial function providing a financial view and the HR function providing an HR view. Forming an integral part of the organization, EA becomes more than just an enabler to the business; EA becomes a driving force within the business.
What I have just described is a few elements that the industry deems EA should do, therefore this is what EA is, isn't it? I believe EA is more, much more that this. In fact I believe EA needs to evolve beyond being Enterprise Architecture for IT to becoming Enterprise Architecture for the Enterprise.
This is unfortunately how most Enterprise Architecture groups are positioned. They were established by the CIO in the IT department, where the core members of the team have previously been either senior developers or system designers. The application of the methodologies of EA is limited to the IT organization, with most of the business improvements occurring on the fringes where IT and the business meet: process automation.
EA for IT is not necessarily incorrect or “bad”. It merely reflects the current sate of understanding of architecture. It adds significant business value to the organization, but from my perspective the true power of EA is the different focus and methods it can bring to the business as a whole. With IT becoming so entrenched into business’s daily operations, a business function with an IT flavour in required, as is a business function with financial, human resources, procurement, etc. experience required. All these business functions plays a part in the organization as a whole. All of these functions have a say in the strategy of the business.
According to The Open Group, Enterprise Architecture is the architecture of the enterprise. The keyword is enterprise, not the different business units, functional departments, or systems running in the organization. The focus is on how the enterprise functions, its operating model, and how to enable this.
When you look at a mining company, there may be various business units that each specializes in their own areas, e.g. the coal mining division, the platinum mining division, various processing divisions, etc. Similarly a financial company, e.g. a bank, has a credit card division, cheque division, home loans, etc. Yet, when you are an enterprise architect, the business units or divisions are not your primary concern or focus. The different divisions may be divided into the way the enterprise operates, but the focus should be one level higher, on how the enterprise functions.
Taking the mining example for instance; the enterprise focus is mine, process, sell. In the banking example could be obtain funds, manage funds, provide funds. This is the highest level of processes in the enterprise, or macro level. It reflects the enterprise, and not the business units or divisions within it necessarily.
In focussing on the enterprise, EA becomes another element in the functioning of the organization. It deals with the strategy, key programs and decisions, and impacts of business decisions within the organization as a whole. It provides another view on the organization from an IT perspective similarly to the financial function providing a financial view and the HR function providing an HR view. Forming an integral part of the organization, EA becomes more than just an enabler to the business; EA becomes a driving force within the business.
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