TOGAF DeepDive

Slide # 1
Copyright QR Systems Inc. 1999 to 2007
Lean Enterprise Solutions On Demand
QRS
www.quickresponse.ca
The Open Group Architecture Framework & Architecture Development p Methods
TOGAF ADM
Jason Uppal, P.Eng. Chief Architect Director: Integrated Enterprise Architecture Program research, education, training and consulting Anshu Kak Executive IT Architect IBM
#1:TOGAF,TOGAF.
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QRS
Problem Statement: CEOs expectations of IT Organization Operational Excellence: help optimize the cost of doing business Align Investment in IT with Business Needs and Deliver Pragmatic and Cost Effective Solutions Exploit Current Technology Assets Capabilities Results: Standish Group CHAOS Survey 2002: 1/3 IT Project are delivered on time and on budget with debateable quality Major Cause:
IT Project Wicked Wicked Problem Problem

Social Complexity
Technology Complexity
Wicked Problem IT, .
Slide # 3
QRS
A Agenda: d Enterprise Architecture Business Motivation Methods M th d to t Develop D l Enterprise E t i Architecture: A hit t TOGAF TOGAF Implementation Approach
: : TOGAF TOGAF
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QRS
What is Enterprise p Architecture ? Organization Strategic Intent and Business Strategy Business Outcome Organization Assets Business Architecture Data Architecture Application Architecture Infrastructure Architecture People Process Technology Environment for Desired Outcome effective and efficient business process stakeholders understand the rationale for change and process of change stakeholders are educated and trained with appropriate tools and resources learning environment Recognize that: Enterprise Architecture is a process that requires engagement of the entire organization Enterprise Architect is a trained professional who accepts the RESPONSIBILITY for Environment for Desired Outcome Enterprise Architecture Value: Direct Value of the Investment, i.e. did the investment achieve desired business outcome? Organization Learning, i.e. did we learn anything and what is the value of the learning? Framework for Asset Exploitation
(, )
Slide # 5
QRS
Scope of Architecture Work
Enterprise Architecture Inter Organization Organization Division Process Business Data Application Infrastructure Business Outcome/ Business Strategy
Enterprise Wide Architecture Business Architecture Data Architecture Application Architecture Infrastructure Architecture This approach promotes SOA from Business point of view Architecture p Reference Architecture Business Outcome/ / Business Strategy
Slide # 6
QRS
Quick Summary: Enterprise Architecture Enterprise Wide Architecture Enterprise Architecture is a complete solution to the Business Problem
Next Topic TOGAF ADM (TOGAF )
Slide # 7
QRS
What is TOGAF ADM?

TOGAF Architecture Development Method (ADM) enables you to design design, evaluate and build the right architecture Use it in conjunction with Zachman or any other framework Focuses on four types of architectures: business, application, data and technology TOGAF Contains: C i Architecture Development Methods (ADM) Enterprise Continuum TOGAF Foundation Architecture Integrated Information Infrastructure Reference Model TOGAF Resource Base It is available free of charge at The Open Groups public website or purchase as a 500 page p book with color pictures As a training organization, QRS membership to The Open Group enables us to use and distribute the ADM as required.
TOGAF.
Slide # 8
QRS
ADM Base Structure Need for Change (Business Strategy) Model is described in Phases and Steps The key point is that ADM is iterative both within the phases and steps The breadth and the depth at each phase and step will will depend on resources, , competence p and value. This is one place where architecture experience and/or help of senior architect comes into play
Iterative Nature Implies:

Contextual: Why Conceptual: What Logical: How Physical : with what?
TOGAF. .
Slide # 9
QRS
Considerations for ADM

Flexible: Adapt ADM to meet organization needs, for example architecture vision supported by the business architecture may be required to gain active participation of stake holders and on the other hand a broad inventory and baseline may be done first. Architecture Governance: an architecture board that ensures that all the methods are being applied consistently and correctly and right level of information is developed for the right purpose. Useful U f lA Artifacts tif t : Architecture A hit t artifacts tif t and d related l t d processes must t be b governed d by b a managed environment and directly consumable by subsequent SDLC process Iterative Nature : enables Financial Risk Management Strategies Enables Trade off between : Cost, Value, Risk
TOGAF ADM.
Slide # 10
QRS
Considerations for ADM . . . Contd

Scoping the Architecture Activity Enterprise Scope: Conventional develop baseline, target and migration plans, Segment Approach major business area the issue is what scope is too wide and what is too narrow Architecture Domains business, , data, , application pp and infrastructure Vertical how deep shall it be defined demarcation between architecture and design, system engineering, system development etc. Time Horizon how many intermediate target architectures shall be defined and what are their time horizon. Integration of individuals architectures that fit overall Vision: Zachman Repository: The purpose is to make sure individual architectures fit into the overall, focus on enterprise capabilities and model for maximum leverage, reuse. Key is how to define the scope of architecture effort complete, horizontally and vertically integrated and full (required vs value add) population of Zachman framework
, , . .
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QRS
This section focuses on how we do the architecture? framework: in defining scope of federated architectures like business, data, application and infrastructure and how to bring them together, or p framework to suite the enterprise p adapt architecture principles define policy on reuse. Could possibly restate business principles, business goals, strategic business drivers etc. business principles may include mission, vision, strategies t t i and d goals l Inputs: ADM, Other Frameworks, Frameworks Business Strategy, Goals, Drivers etc, IT Governance, Architecture Governance - Architecture Principles Standards Principles, Standards, Review Board etc etc. Project Work Collect input artifacts and produce outputs Motivation for the Architecture Work Governance. Outputs: Framework Definition Architecture Principles Re-instatement of business principles, goals and drivers
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QRS
A hit t Architecture Principles: P i i l

General rules or guidelines, intended to be enduring, seldom amended, that inform and support the way in which an organization sets about fulfilling its mission. Could have enterprise, IT or Architecture principles. principles Four components of a principle: Name, Statement, Rationale, Implications Principles must be understandable, robust, complete, consistent, stable and while they may compete, Each principles must be considered while all other things being equal
Example: Set of Architecture Principles

Primacy of Principles p Maximize the benefit to the enterprise Information management is everybody's business Business continuity Common use applications Compliance C li with ith l law IT Responsibility: TCO Protection of IP Data is an Asset Data is shared Data is accessible Data Trustee Common vocabulary and data definitions Data security Technology independence Ease of use Requirements based change Responsive change Control technical diversity Interoperability
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QRS
Architecture Vision What problem do you want to solve, not what system do you want to build? If this problem is solved then what will it mean t the to th Organization? O i ti ?
? ?
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QRS
Motivation for Architecture Vision

How does the proposed Concept for Improvement or an Idea link to The Enterprise p Goal? Envision what will it take and what will have to be managed to make the vision real. Clear understanding of: if the vision is achieved what would it mean to the Enterprise? remember: the enterprise includes all stakeholders
Architect must get his head around the Opportunity?

before he is in position to advise the organization.
, litmus
Slide # 15
QRS
Enterprise Strategic Intent: describes the essence of winning

It is not a strategy!
Current Stage
Future Stage
Deliverables: Frame the Problem, SMART Objectives, Statement of Architecture Work (how much work is to develop a Architecture Blue Print
: 200867%87%, .
Slide # 16
QRS
Business Architecture Improved Business Process Consider People and Organization changes to realize the improved business process
()
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QRS
Focus of Business Architecture

Current Business Architecture Target Business Architecture (consider all relevant enterprise environment parameters) Analyze the Gaps between Current and Target Select relevant Architectural Viewpoints that demonstrate how the enterprise stakeholder concerns are addresses Architect and the Leadership
environment parameters include products/services strategy, organizational, functional, processes, information, geographic aspects as well ll as b business i principles, i i l b business i goals l and d strategic t t i d drivers i
, , , .
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QRS
Elements of Business Architecture

Strategic Intent: Captures the essence of winning, i.e. The Apollo Program: landing man on the moon before the Soviets, Komatsu vs Caterpillar etc. (stretch targets forces to compete in innovative ways, they are not unfettered ambitions) Business Strategy typically defines: What to Achieve? Like Goals, Drivers and Metrics for Success etc. but not How to? Business Architecture: it confirms what and why of the Strategic Intent and the Business Strategy as well as describes How to achieve the predefined goals (stakeholder concerns) at necessary level of detail
Reference: Hamel Gary and C.K. Prahalad, The High Performance Organizations, HBR, 1989
, . .
Slide # 19
QRS
Information Systems Architecture

Data Architecture
what data is required to support the b i business process Core Process Data? BI Question Data? Data Ownership and Data Quality Management
Application Architecture
get the right data to the right user in get right format when and where needed
, , , .
Slide # 20
QRS
Information Architecture
The purpose of this phase is to cover both the data and the application architecture. There is no set sequence to complete this phase, data and application or vice versa, it depends on your needs. (1) Top Down Design and Bottom Up Implementation: Green Field Solution Design: Business architecture Define Business Services Data architecture design and application architecture design Technical architecture design Implementation: Technical architecture implementation Application architecture implementation and Data architecture implementation Business architecture implementation (2) A Data Driven Sequence: (after business architecture ) first design application system that creates the data, second process the data, archive the data. Example a sequential automation
(3) Technology Driven : (after business architecture) first design technology infrastructure (COTS), TCO is #1 driver, then data and application .
Slide # 21
QRS
Data Architecture: Some considerations
Conceptual Data Model describe important entities and their relationships, No attribute, No primary keys At this thi level, l l the th data d t modeler d l attempts tt t to t identify id tif the th highest-level hi h t l l relationships l ti hi among the different entities. Logical Data Model Includes all entities and relationships among them. All attributes for each entity are specified. The primary key for each entity specified. Foreign keys (keys identifying the relationship between different entities) are specified. Normalization occurs at this level. Physical Data Model Specification all tables and columns. Foreign keys are used to identify relationships between tables. Denormalization may occur based on user requirements. Physical considerations may cause the physical data model to be quite different from the logical data model. platform specific considerations (DBA Domain), table Spaces, Indexes
. .
Slide # 22
QRS
Application Architecture
The objective is to define major kinds of application systems necessary to process the data and support the business process. The effort is not concerned with application design. But decide what type of application (desktop, web, MF) and how will the data be managed and interfaced with the human or computer actors for optimum efficiency. Application functionalities (from business architecture) are logically grouped and are defined independent p of technology gy Approach Explore relevant application architecture sources, i.e. existing applications, industry verticals etc. For example: p Tele Management g forum has Telecommunications applications pp and OMG has healthcare, finance, transportation etc. ebXML is xml based data interchange to support eBusiness O Open G Groups Reference f model d lf for Integrated d Information f i Infrastructure f
Gap Analysis: what did we forget to include, deliberately excluded, did include?
, , , , ,
Slide # 23
QRS
III-RM High Level Reference Model

The III-RM is a model of the major components categorized for Developing, Managing and Operating an Integrated Information Infrastructure
Components of the HighLevel III-RM Business Applications: Yellow Infrastructure Applications: Brown Application Platform Green Interfaces: Red Qualities: Brown
III RM.
Slide # 24
QRS
Technology Architecture Available, Required, Standards, Tactical and Strategic Balancing Act
. .
Slide # 25
QRS
Technology Architecture Considerations

Architecture Consideration: Business Architecture : SLA, Security, Privacy, Access Control, Right information at right place Data Architecture: Data elements, need and speed, space, DLCM . . . Application Architecture: information in right format (language constraints)
Enterprise Considerations Technology Consolidation Strategy Skills Technology Direction
TCO Considerations Cost of getting in Cost of getting out Life Expectancy Life of Application Life of Technology
. TCO.
Slide # 26
QRS
Opportunities and Solutions

Technically Feasible Options Business Needs d tactical l and/strategic Sponsor and Architect has a shared vision not only on t h l technology migration/deployment i ti /d l t but enterprise risks of making change Ideal Set of Solutions versus Pragmatic Set of Solutions
Slide # 27
QRS
Objectives: This is the first phase that is directly concerned with implementation. The task is either: identify major work packages and projects and/or (value reasons) considers enterprise proposed initiatives and maps them to technology/business reference architecture (help firm the business case)
As Is : Architecture Domains Business Data Application Infrastructure SWOTS Help identify initiatives that will meet immediate business needs and migrate technology towards To Be state Initiatives that will help migrate As Is to To Be
To Be : Architecture Domains: Business Data Application Infrastructure Realize Categorized Value: Ops Excellence Core Value Strategic Intent
SWOT .
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QRS
Other Considerations Buy, Build, Buy and Extend, Re-use, Outsource Solution, Outsource Business Process Evaluate only candidate options, minimum one candidate Option
, .
Slide # 29
QRS
Responsible (as per RACI model)

Defines the Roadmap for the Enterprise from Concept to Value Realization
Practical: can be actioned by the project team professionals. Pragmatic: balances the cost, benefits, risks, organization development etc. Timely: the solutions can be implemented in timely fashion
an Enterprise implies any collection of entities that share common set of goals.
a Concept is defined as a very high level motivation that would lead the Enterprise towards their Strategic Intent
a Value Realization is defined as measurable progress towards the Enterprises Strategic Intent
The Challenge
Project Concept Black Box The Technology Challenges Value the Wickedness of the Challenge
The Approach
The Blue Print Architecture Blue Print shall handle all of these forces
The e Audience ud e ce Solution Overview Sponsor PD CIO Chief Architect
the Social Complexity
Exec Summary Cluster Chiefs Enterprise E i S Strategy Management Office
Solution Architecture Project Team
: , , (), .
Slide # 30
QRS
Phase F: Migration Planning

Plan to make the TO BE Architecture a Reality!
Objectives of this phase is to develop a list of projects and their order that will help the organization realize the To Be Stage.
(Portfolio). .
Slide # 31to Define Enterprise Architecture Methods

QRS
Project Portfolio Management IT Portfolio Includes considerations for:

Bottom Up (Projects submitted by lines of business) Top Down (Enterprise Architecture )
Suite of Current Investments Suite of New Initiatives Externally Mandated Initiatives Infrastructure Initiatives
Through balanced portfolio management approach (?), select number of projects that will go forward in a given year Develop Transition Architecture
AS IS Architecture @ t0
transition Architecture @ t1
transition Architecture @ t2
Final Architecture @ tf
. IT.
Slide # 32
QRS
Ph Phase G: G Implementation I l t ti Governance G
Realization of TO BE Architecture through Change Initiatives
. /.
Slide # 33
QRS
Implementation Governance
Our focus is on Implementation Governance, which concerns itself with the realization of the TO BE Architecture through Change Projects. Note: the Implementation p Governance is j just an aspect p of the Architecture Governance which deals with: management and control of all aspects of the development and evolution of EA as well as other architectures within the enterprise.
This is the most important component of an architects job
= C*Q
Furthermore, it ensures that business responsibilities associated with the architecture governance can be elucidated, communicated and managed effectively.
Governance in General
In a typical large organization, the hierarchy of governance structure may look like: Corporate Governance Technology Governance Information Technology Governance Architecture Governance Implementation Governance Architecture Contracts: (Governance).
The Governance is less about overt control and strict adherence to rules but more about guidance and effective as well as equitable usage of resources to ensure sustainability.
Slide # 34
QRS
EA Governance Organization g Structure
Context: right thing to do?
Context: right way t do? to d ?
Context: was it done right? g
Slide # 35
QRS
Phase H: Architecture Change Management

Establish an Architecture Change Management process for the new Enterprise Architecture
Slide # 36
QRS
Architecture Change Management

The objectives of this phase is: to establish a process by which TO BE Architecture (created as a result of plan implementation) will be allowed to Change. migration
Note: The TO BE architecture is Dynamic, it must change rapidly with changes in Technology and/or Business Environment
The Approach The goal of this process is to ensure that changes to The Enterprise Architecture are managed in cohesive and architected way: The change management process, once established will determine circumstances under which : EA or parts of it will be permitted to change or a new EA development process will be initiated
The change management is very closely related to the Governance and management of the architecture between the Architecture Function and Business Users of the Enterprise p (through ( g Architecture Contracts) The Key Driver: To establish transparent and business focused criteria (not power driven) by which Architecture will be allowed to change or start a new cycle cycle. The motive is not to introduce Creeping Elegance but Business Value. .
Slide # 37
QRS
Requirements Management Notion of Requirements ? C Completeness l Status of Requirement Iterative Nature
! ! .
Slide # 38
QRS
are deduced with each subsequent ADM Phase and validated against the Architecture Requirements
Architecture Requirements: Stated Requirements, TOGAF Process defines an explicit method to define Architecture Requirements. Remaining requirements
Business Requirements: Improved Business Process System Requirements: Functional and Non Functional Organization Change Requirements: People side of changes to implement i improved db business i process Deployment Requirements: Change Management, Decommissioning, Archiving etc. Exploitation Requirements: Value Realization and Value Governance
, .
Slide # 39
QRS
Requirement Management
It is a process (not a static set) whereby requirements for Enterprise Architecture are: Identified Stored d Fed into and out of relevant ADM phases The Challenge with Requirements Process: Architecture is an activity that by its very nature deals with uncertainty and change: It is grey area between Stakeholders Aspirations and what can be Specified, Engineered, Developed and Deployed. The architecture often encounters drivers and constraints that are outside of the Architects influence i.e. changing market, legislation, senior managements inability to clearly articulate and support a consistent vision over a long period. Note N t : th the requirement i t management t process does d not t dispose, di address dd or prioritize i iti any requirement, i t that is done through the relevant phase of the ADM Specified and Engineered Waiting Room Architecture Requirements
Requirements of a stakeholder Executive: progress towards strategic intent End user: use case division: change management, training staff development training, development, SLA
refine, prioritize, link to business value
, . .
Slide # 40
QRS
Quick Review: The Open Group Architecture Framework and Methods Architecture Vision Architecture Development Architecture Transformation Architecture Deployment Value Realization Major Deliverables: Architecture Vision and Statement of Architecture Work Architecture Blue Print : Business Value, Cost, Risks (Both) and Leadership Contextual Conceptual Logical Physical
.
Develop Roadmap Iteratively in support of Gates Based Risk Managed Investment Plan
Slide # 41
QRS
Approach to Implement TOGAF
Conventional: Reference Architecture Segmented : Business Driven Technology Deployment
TOGAF, IT.
Slide # 42
QRS
Enterprise p Architecture Service Model: Two Approaches pp

Conventional: consider the entire organization and develop a reference architecture that is supported by: Technology and Application reference models at detail and Data and Services Model to rather a higher level. This enables the organization to define architecture principles, standards. governance by which the segmented work is controlled to ensure the TO BE state is cohesive Segmented: this architecture work is driven by specific business strategies and portfolio projects. Collectively these approached ensure the architecture work is aligned to deliver on business needs and secondly acquired information technology assets will lead to an agreed TO BE stage. Conventional Approach: Scope Organization Wide Apply TOGAF Methods (Contextual Level)
Changes in Industry
Reference Architecture Technology Enabled Opportunities Technology and Application Data and Services (course) SWOT,Principles and Standards, G Governance
Architecture Governance
Portfolio Based Architecture Changes in Business Environment Business Defined Opportunities
Apply TOGAF Methods (iteratively)
Enterprise Value Blue Print Migration Plan Expertise Based Leadership - Direct Value - Organization Learning - Centre of Excellence
Segmented Approach: Specific Business Strategy
. IT.
Slide # 43
QRS
Example: Business Strategy: Improve Supply Chain ?
Because the Wicked Nature of the Problem: the solution must balance peoples commitment and quality of technical solution Architecture Vision: Options to improve supply chain fill rate focus, just in time The Most d l delivery, increase inventory etc.
Business Architecture: improved business process and potential changes to the

organization will be different for each solution approach.
Critical Decision
Data Architecture: Application Architecture Infrastructure Architecture Opportunities and Solutions ue Print t Blue Migration Plan p Implementation Change Management Relevant Solutions System Changes
l and d Manage Change h Implement
Slide # 44
QRS
Quick Review: Enterprise Architecture is about Business Value through the use of Information Technology Th The Open O G Group - TOGAF, TOGAF ITAC ITAC, AOGEA AOGEA, Professional P f i l Ethics Professionalization of Enterprise Architect TOGAF and SOA: SOA is a pattern Questions: Architecture Development Methods: TOGAF
Slide # 45
QRS
TOGAF and TeAMethod: High Level
Component and Operational Model: Physical Architecture and Design Contextual RUP Based SDLC Conceptual Physical
Logical
Architecture Overview: Architecture Blue Print Report Design High Level Design Detail
A- D Plan phase out of which C and D are the details we go in TeAMethod, it even can be situation updates to those to increase the capacity of IT shop E Execute Phase F G and H Implement Phase
TeAMethod IBM Methodology
Slide # 46
QRS
Thank You
Prepared by:
Jason Uppal, P.Eng.

Director: Integrated Enterprise Architecture education, training and mentoring Tel: l 416 464 3329 or email l at jason.uppal@quickresponse.ca l k

TOGAF DeepDive

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Slide # 1

Copyright QR Systems Inc. 1999 to 2007

Lean Enterprise Solutions On Demand

The Open Group Architecture Framework & Architecture Development p Methods

Lean Enterprise Solutions On Demand

IT Project Wicked Wicked Problem Problem

Wicked Problem IT, .

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Scope of Architecture Work

Lean Enterprise Solutions On Demand

Next Topic TOGAF ADM (TOGAF )

Lean Enterprise Solutions On Demand

What is TOGAF ADM?

Lean Enterprise Solutions On Demand

Iterative Nature Implies:

Lean Enterprise Solutions On Demand

Considerations for ADM

Lean Enterprise Solutions On Demand

Considerations for ADM . . . Contd

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

A hit t Architecture Principles: P i i l

Example: Set of Architecture Principles

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Motivation for Architecture Vision

Architect must get his head around the Opportunity?

Lean Enterprise Solutions On Demand

Enterprise Strategic Intent: describes the essence of winning

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Focus of Business Architecture

Lean Enterprise Solutions On Demand

Elements of Business Architecture

Lean Enterprise Solutions On Demand

Information Systems Architecture

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Data Architecture: Some considerations

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

III-RM High Level Reference Model

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Technology Architecture Considerations

Enterprise Considerations Technology Consolidation Strategy Skills Technology Direction

Lean Enterprise Solutions On Demand

Opportunities and Solutions

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Lean Enterprise Solutions On Demand

Responsible (as per RACI model)

the Social Complexity

Exec Summary Cluster Chiefs Enterprise E i S Strategy Management Office

Solution Architecture Project Team

Lean Enterprise Solutions On Demand

Phase F: Migration Planning

Slide # 31to Define Enterprise Architecture Methods

Lean Enterprise Solutions On Demand

Project Portfolio Management IT Portfolio Includes considerations for: