TOGAF_9_1_Quickstart_(V0_9)

TOGAF 9.1 Quick Start Guide for IT Enterprise Architects Wolfgang Keller

© 2009 Wolfgang W. Keller – all rights reserved

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Copyright and License Copyright©2009-2012byWolfgangW.Keller.Allrightsreserved The content of this book is protected under “AttributionNonCommercial NonCommercial-NoDeriv -NoDerivs3.0Unported”license s3.0Unported”license.Forthefulltextsee .Forthefulltextsee http://creativecommons.org/licenses/by-nc-nd/3.0/legalcode .

Disclaimer Whil While e the the auth author or used used his his best best effo effort rts s in prepa prepari ring ng this this book, book, he makesnorepresentat makesnorepresentationsorwarrant ionsorwarrantieswithresp ieswithrespecttotheaccur ecttotheaccuracy acy or compl complet eten eness ess of the the conte content nts s of this this book book and speci specifi fical cally ly disdisclai claims ms any impl implie ied d warr warrant antie ies s of merch merchan anta tabi bili lity ty or fitn fitness ess for for a particularpurpose.Theadviceorstrategiescontainedhereinmaynot besuitableforyoursituati besuitableforyoursituation.Youshould on.Youshouldconsultwithaprofe consultwithaprofessional ssional whereappropriate.Theauthorshallnotbeliableforanylossofprofit oranyothercommercialdamages,includingbutnotlimitedtospecial,incidental,consequentialorotherdamages.

Cover Picture By Wolfga Wolfgang ng Keller Keller © 2009 2009 – all rights rights reserve reserved. d. Locati Location: on: Berlin; Berlin; Hacke’scherMarkt;ReflectionofBerlinTVTower.

Version History D a te

State and Purpose

2012-04-19 thru 24

First Version for TOGAF 9.1 based on version for

2012-12-13

TOGAF 9.0

© 2009-2012 Wolfgang W. Keller – all rights reserved

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Preface Why Why woul would d anybo anybody dy need need a60 pagesshor pagesshort t book book on TOGAF TOGAF 9.1 9.1 if TOGA TOGAF F itse itself lf is a 690 690 page pages s arch archit itec ectu ture re fram framew ewor ork, k, writ writte ten n by renownedexpertsfrom300topITcompanieswhosureknowtheir stuffand stuffand willprovid willprovide e youwith anythin anything g you need asan enterpr enterprise ise architect? Theansweris:YES–TOGAF9.1providesyouwit Theansweris:YES–TOGAF9.1providesyouwithveryhelpf hveryhelpful,very ul,very soundand soundand extensi extensivelists velists ofWHATto doin Enterpri EnterpriseIT seIT Archite Architeccture.TheadvicefromvariouspeopleworkinginEnterpriseITArchitectureis:UseTOGAF!There’snoreasonnottouseit. But TOGAF does not yet provide you with a QuickStart and Acceleratorstha AcceleratorsthatgiveanExper tgiveanExpertafasttoreadbal tafasttoreadballpark lparkviewofwhich viewofwhich itemsof itemsof anIT enterpr enterprisearch isearchite itect’ ct’stasklistarecovere stasklistarecoveredby dby TOGAF TOGAF andwhicharenot.Andasyouwillalsosee,thereareareasofanIT EnterpriseArchitect’stasklistwhicharenotcoveredbyTOGAFatthe moment.Thismakesitarewardingtasktogivepeopleinterestedin TOGAFanideaofwhattheycanexpectandwhattheyhavetofind elsewhere.


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About the Author WolfgangKellerisafreelanc WolfgangKellerisafreelanceconsultan econsultant t who who has has Enterp Enterpri rise se IT Archi Archite tect ctur ure e as his his prof profes essi sion onal al hobb hobby. y. Unti Until l 2006 2006 he usedtoworkforoneofthetop5insurersworldwideas ersworldwideas aChiefArchite aChiefArchitectfirst ctfirst fortheirAustrianandCEEbusinessand laterfortheirGermanbusinessgeneratingaround 13BillionEuro 13BillionEuro ininsurance ininsurance premiums. Wolfganghasdoneworkinthefield of softwar software e archite architectu cture re since since the term term wascoined wascoined bythe CMU SEI inthe early early 1990ti 1990ties. es. Besides Besides softwar software e archite architectu cture re he was was alwa always ys in larg large e scal scale e soft softwa ware re project project managem management ent.. Atthe momenthe momenthe worksas worksas aprojectmanage aprojectmanagerdoing“honrdoing“honest est work work” ” ;-) ;-) whic which h has has noth nothin ing g to do withmethodsbuteverythingwithdelivery. Wolf Wo lfga gang ng hold holds s a Dipl Diplom om (M.S (M.S.) .) in compu compute ter r scien science ce from from Tech Technic nical al UniUnivers versit ity y Munic unich h (Ger (Germa many ny). ). He is the auth author or of numer numerou ous s arti articl cles es in Engli English sh andGermanlanguagetradejournalsand hasauthoredtwoGermanbooks:Oneon Enterpri Enterprise se Applicat Application ion Integra Integratio tion n and another another one on Enterpr Enterprise ise IT Archite ArchitecctureManagement. Website: http://www.objectarchitects.biz/  E-Mail:[email protected] E-Mail:[email protected]


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Table of Contents 1

Introduction

1

1.1

What is TOGAF 9.1?

1

1.2

This Book is most useful for two Groups of Readers

2

1.3

Your Feedback Welcome

3

2 2.1

What is Enterprise IT Architecture?

4

ThePragmaticBusinessApproachtoEnterpriseIT Architecture

5

2.2

WorkBre WorkBreakd akdown ownSt Struc ructur turef efor orEnte Enterpri rpriseI seITA TArchi rchitec tectur ture e

7

2.3

The TOGAF 9.1 Approach

9

3

TOGAF and IT Strategy

12

3.1

What is an IT Strategy?

12

3.2

What needs to be described

13

3.3

How do you get there?

15

3.3.1 Strategic Dialog

15

3.3.2 IT Maxims from Business Maxims

16

3.3.3 Reengineering the Business Strategy

17

3.4

What support will you find in TOGAF?

18

3.5

Further Reading

18

4

TOGAF and IT Portfolio Management

20

4.1

What is IT Portfolio Management

20

4.2

What is Application Portfolio Management?

21

4.3

Putting it together: From Chaos to a Master Plan

24

4.4

WhatdoyoufindaboutApplicationPortfolioManagementin TOGAF? 26

4.5

Infrastructure Portfolio Management

4.6

WhatdoyoufindaboutInfrastructurePortfolioManagementin TOGAF? 27

4.7

Further Reading

5

TOGAF and Developing Architectures

26

28 30

5.1

Part II: TOGAF ADM

31

5.2

Part III: ADM Guidelines and Techniques

32

5.3

Further Reading

32


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6

TOGAF and Architecture Governance

33

6.1

What do you find about it in TOGAF?

34

6.2

Further Reading

35

7

TOGAF and Basic Tasks

36

7.1

TOGAFandfindingtherightMeta-ModelforyourNeeds

36

7.2

TOGAF and finding Tool Support

37

7.3

TOGAFandImmersionPathsforEnterpriseITArchitectures 38

8

What else will you find in TOGAF?

40

8.1

FoundationArchitecture/TechnicalReferenceModel(TRM)40

8.2

TheIntegratedInformationInfrastructureReferenceModel (III-RM) 41

9

Wrap Up: TOGAF for You

42

9.1

A Collection of Useful Stuff

42

9.2

The Two Strongest Points

42

9.3

TOGAF Certification

43

9.4

Future

44

10

References

45


1 Introduction

1

1.1

1

Introduction

What is TOGAF 9.1?

AtthepresenttimeTOGAF,theOpenGroupArchitectureFramework is a very popular framework for Enterprise IT Architecture (EITA) worldwide. Version9.1–theVersionreleasedinlate2011–isamaintenance Releaseofversion9.Version9,whichisaroundsince2009constitutedmajorreworkofVersion8.1.1.TOGAFVersion8.1.1wasthelatest update of the version 8 family which has been around since 2002, when the extensions for Enterprise IT Architecture were added to version7intheformofthesocalledenterprisecontinuum. LikemanyotherframeworksintheITarchitectureandmanagementarenaTOGAF9.1isnota“useitrightoutoftheboxitem”.Ithas some690pagesandisfirstofallamajorchallengetoread. Also,likemanyotherIT frameworks, TOGAF will tell you more aboutWHATtodothanHOWtodoit.Hence,whenyoustarte.g.a newjobasanEnterpriseArchitectandsomebodypassesyouacopy ofTOGAF9.1youmightnotreallyknowwhattodo,unlessyouhave hadsomeotherworkexperiencebesidesTOGAFandhavereadafew otherbooks. ThereisalsothecriticismthatTOGAFdoesnotprovideyouwith working examples, document templates and other quickstart tools. Providing such material would indeed be very tough,as processes, documentsand other material will differ depending on the kind of enterpriseforwhichyouhavetodevelopanarchitecture.Thegood newsisthatTOGAFprovidesyouwithveryusefulchecklistsandvery extensivemetamodels.Thebadnewsis,thatTOGAFwillnotprovide you with an idiot’s guide to Enterprise IT Architecture. Even with TOGAF you are still allowed and required to think. Such an idiot’s guidedoesnotyetexistanditisveryunlikelythatitwilleverexist. Anyapproximationtoitwouldconsistofthousandsofpages,would not be manageable and would be outdated by the time it was published. © 2009-2012 Wolfgang W. Keller – all rights reserved

1 Introduction

1.2

2

This Book is most useful for two Groups of Readers

Experienced EA Professionals who are not yet “deep into TOGAF”:WillgetaquickoverviewonwheretofindwhatinTOGAF 9.1 andwhereTOGAF 9.1 hasstillgapsifcomparedtoa tasklistof dailyEnterpriseITArchitecturework.Peoplefromthisgroupshould beabletoreadthebookinacursorystyleinsomethinglikeanhour. Whereveryouneeddetails,youcandiveintothemandifthisbookis notenoughyouwillgetapointerintotherespectiveTOGAFcontent. Tomakealongstoryshortforsuchreaders:TOGAFissoldtoyouasa framework for Enterprise IT Architecture or even Enterprise Architecture.Itisvery strongondevelopingarchitecturesbutitcan still be improvedif it comes to Enterprise IT Architecture Management (EAM). If you are an EAM expert and you know e.g. TOGAF 8.1.1 in detail, you are done here. TOGAF 9.1 is not much betterat ITEAManagamentthanTOGAF8.1.1usedto be–butitis stronger onEA Development than 8.1.1 used to be. You can goon flipping through the book in order to draw some hints from the checklistsandfurtherreadingsectionsthatyoumightnothavecome acrossbefore. People new to Enterprise IT Architecture and interested in TOGAF:WillgetaballparkviewofwhattoexpectfromTOGAFand whatnottoexpectfromTOGAF.Youwillbeguidedthroughaprocess frameworkfordaytodayarchitecturalworkprovidingyouwithan overview of architectural work as a whole and you will get informationonwhichoftheseprocessesaresupportedbyTOGAF9.1. Thebenefitforbothoftheabovegroupsofreadersisthattheyshould getanideaofhowtheycan profitfromTOGAFwayfasterthanby reading the full original text. But they will still not get real world examples and all the supporting materials that would pile up to anotherthousandormorepages. IfyouareanexperiencedTOGAFexpert thenyouwillfindthat this bookisnotwrittenwithyouasthetargetaudience inmind. A short note on TOGAF certification: Havingworkedthroughthis short book you will have learned that TOGAF certification can be useful toprove thatyoudid work throughTOGAFandthatyouunderstood the documents. TOGAF certification does not certify that youareaprofessionalEnterpriseITArchitect.EventhoughsomeHR departmentsmaybemadetobelievethisandeventhoughtheremay © 2009-2012 Wolfgang W. Keller – all rights reserved

1 Introduction

3

bevendorsforTOGAFcoursesouttherewhotellyouthis.Henceyou canalsousethisbooktofindoutquicklywhatTOGAFcouldgiveyou andwhetherornotyouthinkthatitworthtakingtheexam.

1.3

Your Feedback Welcome

Theauthoracknowledgesthatthisbookmightattractsomecritique fromexperiencedTOGAFacolytesandalsofrompeoplewhohavea marketingpitchthatsellsTOGAFasthe“onesizefitsall”solutionfor EnterpriseITArchitecture. AlsosomelessexperiencedEnterpriseITArchitectureprofessionals mightbelookingforthe“thousandpagestart-upmaterial”. Yourfeedbacktoimprovethisbookisverywelcome.Theversion youarecurrentlyreadinghasbeenwrittenwiththeintentionofsavingalotofpeoplealotofreadingtimeandalsotoconfirmforthem thattheystillhaveanappropriatenotionofEnterpriseITArchitecture Management even though they have the feeling that there is somethingmissingfromTOGAF. This book will be distributed free of charge over the Internet whileitisplannedthatthebookwilllaterbeusedaspartofaregular book.Feelfreetocontactmewithyoursuggestionsforimprovement.


2 What is Enterprise IT Architecture?

2

4

What is Enterprise IT Architecture?

As with building architecture there are many many defintions of EnterpriseITArchitecture.Inthischapteryouwilllearntorecognise afewaccesspathstoEnterpriseITArchitectureandwewillgivea deeperexplanationofapragmaticaccesspaththatseesanEnterprise Architect as a very important aide to the CIO who is in charge, amongst other things, of strategic planning for the enterprise’s IT assets.We will call this the Pragmatic Business Approach. It will becomeclearer,onceweoutlinethetasksofanEnterpriseArchitect astopaidetotheCIO. Theothertwoapproachesare: TheIT-ArchitectureApproach:Thisapproachmainlyhasitsroots inITsystemsarchitecture.Thesystemsarchitectsoftengettobein chargeofasystemclusterorevenofawholeITlandscapeandhave triedtoevolvetheirsystemsarchitects’methodsforuseattheenterprise level. You will learn that both the Zachman Framework and TOGAFhavebeengreatlyinfluencedbythisapproach. TheAcademicApproach: Thisapproachfirstasks“whatisarchitecture of an enterprise” and then looks formethods for modeling an enterprise, constructing meta-models for an arbitrary enterprise, evolutionofmeta-modelsandsimilarquestions.Suchquestionsfocus onhowtomodelanenterprisefromtoptobottom. Inthischapterwewillexplainthethreeapproachesandwillposition TOGAF 9.1 with respect to their viewpoints. In the section on the PragmaticBusinessApproachyouwillbecomefamiliarwithalistof topleveltaskswhichwillbeusedlatertogiveyouanideaofwhich tasksaresupportedbyTOGAF9.1–andwhichareNOTsupportedby TOGAF9.



2.1

5

The Pragmatic Business Approach to Enterprise IT Architecture

The Pragmatic Business Approach to Enterprise IT Architecture startsbyasking“whatneedstobedonetomakethemostoftheenterprise resource IT”. In more educated circles this is called “IT / BusinessAlignment”.IT/Businessalignmentisnotafullydeterministictask.Thewayyoutrytopursueitdependsonthematuritylevel ofyourorganization.

Figure1:LevelsofIT/BusinessAlignment.

ThereisapredictablesetoftasksinaCIOofficethatservetogovern theexpensiveresourceITinanenterprise.Thedegreetowhichsuch aCIOofficehasimplementedthesedependsontheimportanceofthe productionfactorITfortheenterprise n

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Anenterprise whichdeals with commoditygoodsand does not seeITassomekindoffactorrelevantforitsstrategicpositioning incompetitionwillseldom ever have a complex CIO office. Ifit evenhasaCIO. Amulti-billionbusinessrunninganITbudgetofseveralhundred millionEurosa yearwillhave all the functionsthat willbe outlinedhere–maybeevenmore.

InatypicalCIOofficeyouwillfindmoreorlesstheblocksoftasks outlinedin Figure 2. Only two ofthesehavesomething todo with EnterpriseITArchitecture.



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Figure2:TaskblocksforaCIOOffice.Darkshadedtopicsarenotsub jectofEAMandwillhencenotbediscussedinthisbook

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ITStrategy:Somebodyhastodefineastrategyforthemanagementoftheenterprise’sresourceIT. Project Portfolio Management: Budgets for IT have been aroundmuchlongerthanITprojectarchitectureorevenEnterprise IT Architecture.That’s why a manager like a CIOused to have somebody incharge ofhis ITbudget and the balancingof budgetanddemandsthatresultsinthelistofdemandswhichare tobeimplementedeachyear. EnterpriseITArchitecture: WewillexplainthetasksanEnterpriseITArchitecthastoperforminsection2.2. IT Audit: Asthe ITfunctionis crucial tothe success and sheer existenceofmostenterprisestoday,ITissubjecttoauditsinmost organizations.HencethereisatasktoauditITfunctions.Today’s defactostandardforauditingITisCOBIT.Wewillnotdrillinto thisanydeeperasitwillnothelpyoutoomuchinunderstanding TOGAF.



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IT Security: is crucial today for the reputation, integrity and security of your enterprise. Hence a CIO will have people in chargeof ITsecurity. There’s also a broad arrayof frameworks thatwillhelp youmanageIT security.Wewillalsoskip thisaspectforthetimebeing Provider Management: Most ITorganizations todayoutsource orouttaskalotoftheirwork.Thiscanapplytoalmostalltasksan IT organization performs, except the core management tasks. Thesecoretasksare,bytheway,describedhereforaCIOoffice.

IntheremainderofthisbookwewillbedealingwiththeITStrategy andtheEnterpriseITArchitectureblocks.VeryoftentheEnterprise ITArchitect,asaCIO’stopaide,willhelphimdefinetheenterprise’s ITStrategy.Inanycase,EnterpriseStrategyandhenceITStrategyare the most important influences for you as an Enterprise Architect, evenifyourCIOdoesnotconsultyouaboutformulatingthem. This and the elements of EnterpriseArchitectural work will be described in section2.2. The structure explained here will be used laterin chapters3 thru 7 toexplain what isin TOGAFto help you accomplishyourtasksasanEnterpriseArchitect.

2.2

Work Breakdown Structure for Enterprise IT Architecture

ThetasksofEnterpriseITArchitecturecanbesplitintothreemain blocksasoutlinedinFigure Figure3 . n

StrategicTasks:OftentheEnterpriseITArchitectsarethepeople who help a CIO develop his IT Strategy . But besides this therearemorestrategictasks–meaningtasksthathaveaplanninghorizonof more than3-5years. ITPortfolioManagement willdeliverthebasicdataneededfor Strategic Planning, which brings together the goals from strategy and the as-is situation fromportfoliomanagementinordertodevelopato-besituation. Thiswillbeunderpinnedbyastrategicroadmapthatisacoarse programplanforamajorpartoftheprojectportfolio.



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Figure3:EnterpriseArchitectsProcessMap n

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OperationalTasks: formthedaytodayworkofEnterpriseIT Architects. Strategies are nice – but you need to communicate themand you also haveto makesurethatthey are appliedand implemented.Thisisthefieldof Architecture Governance .First ofallyouwill need tofind critical projects– the ones thathave thepotentialtochangeyourarchitecture.Thisis donebyMonitoringtheProjectPortfolio .Onceyouhaveidentifiedthe10%or so interesting strategic projects, you will set up an architects teamto accompanythem . As they run through the enterprises normalITProjectProcess . BasicTasks: In orderto get Enterprise ITArchitecture upand runningyouwillneedtocreateafewfoundations.Inmanycases itwillbeusefulto runanEAtool inordertohaveachanceto trackwhatyouhaveinyourapplicationandinfrastructureportfolios. Inorder to do thisyou will need to findor develop the right metamodel f orthepurposesandin ordertoreduce complexity by standardization you willfirst haveto developstandardsthatwillbevalidinthescopeofyourenterprise.Thereare morebasictasks–butthesearethemostprominentones.

Thefollowingwillexplaineachofthetaskslistedaboveandinchapters3thru7youcanfindwhatmaterialisavailableinTOGAFtohelp youperformthem.



2.3

9

The TOGAF 9.1 Approach

Let’shave a look athow TOGAF sees its approach toEnterprise IT Architecture.BestletTOGAFspeakforitself: TOGAF as an EAM Framework (From TOGAF 8.1. (Enterprise Edition) TOGAF in its Enterprise Edit ion remains what it has always been, namely an architecture framework - a set of methods and tools for developing a broad range of different IT architectures. It enables IT users to design, evaluate, and build the right architecture for their organization, and reduces the costs of planning, designing, and implementing architectures based on open systems solutions. The key to TOGAF remains a reliable, prac tical method - the TOGAF Archit ecture Development Method (ADM) - for defining business needs and developing an architecture that meets those needs, utilizing the elements of TOGAF and other architectural assets available to the organization. Source TOGAF 8.1. [TOGAF8.1.1] (Also valid for TOGAF 9.x)

SowhatdoesthistelluswithregardstoEnterpriseITArchitecture tasks as described in section 2.2? The emphasis of TOGAF is on developingconcreteITarchitectures :Beitforasystem,beitfora clusterofsystemsandmaybealsobeitforato-bearchitectureofan enterpriseasawhole.Hencetheemphasisisontheconcretetaskof developingarchitecture.



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Figure4:EvolutionofTOGAFfromVersion7toVersion9.Source:Own Research.

TheemphasisofTOGAFisnotontaskssuchas n

DevelopinganITStrategybasedonaBusinessStrategy

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Application Portfolio Management: Dealing with thousands of existingapplicationsandjudgingwhichhaveafuture,whichneed changeandwhichneedtobereplaced ArchitectureGovernance:Thisismentionedbutnottreatedasa mainitem

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The ADM (Architecture Development Method) is still the kernel of TOGAFandisTOGAF’sbiggestasset.Youcanalsoseethisconcentrationon the ADMyourselfif you studytheevolution ofTOGAF from e.g.Version7(publishedinDec.2001)thruvariousversionsofTOGAF8(whichwasintroducedasthe“EnterpriseVersionofTOGAF7” andfirstfeaturedthe“EnterpriseContinuum”)toTOGAF9whichwas publishedinFebruary2009. © 2009-2012 Wolfgang W. Keller – all rights reserved


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Figure4 canbereadsothatPartII–theADM–hasbeenratherstable throughouttheevolutionshowninFigure4.Themajornewfeatures ofVersion9.xoverVersion8.xaretheArchitectureContentFramework and the material added in Part III: The ADM Guidelines and Techniques.Version9.1asamaintenancereleasehasachapterstructureidenticaltoTOGAF9. Soitcanclearlybeseenfromthis,thatTOGAFworkeditswayup from a framework for project architecture and major development projectstotheenterpriselevel.TOGAFwillcontinuetogrowtowards theenterpriselevelbutithasnotbeendesignedfromthebeginning withtheEnterpriseLeveloraPragmaticBusinessOrientedApproach inmind.ButletTOGAF(again8.1.)speakforitselfagain: A number of Enterprise Architecture frameworks already exist and are widely recognized, each of which has its particular advantages and disadvantages and relevance - for Enterprise Architecture. They are discussed in Part IV (of TOGAF 8): Resource Base, Other Architectures and Framewor ks. Although a number of enterprise frameworks exist, there is no accepted industry standard method for developing Enterprise Architecture. The goal of The Open Group with TOGAF is to work towards making the TOGAF ADM just such an industry standard method, which is neutral towards tools and technologies, and can be used for developing the products associated with any recognized enterprise framework - such as the Zachman Framework, Federal Enterprise IT Architecture Framework (FEAF), Treasury Enterprise Architecture Framework (TEAF), and C4ISR/DoD Framework - that the architect feels is appropriate for a particular architecture. …. With the migration of TOGAF to an Enterprise Architecture framework, this flexibility becomes even more important. TOGAF is not intended to compete with these other frameworks; rather, it is intended to perform a unique role, in distilling what these other frameworks have to offer, and providing a generic ADM that can be adapted for use with any of these other frameworks. The Open Group's vision for TOGAF is as a vehicle and repository for pract ical, experience-based information on how to go about the process of Enterprise Architecture, providing a generic method with which specific sets of deliverables, specific reference models, and other relevant architectural assets, can be integrated. Source TOGAF 8.1. [TOGAF8.1.1]


3 TOGAF and IT Strategy

3

12

TOGAF and IT Strategy

IntheearlyreactionstoTOGAF9.0bloggerscommentingonthenew releasehavecriticizedTOGAFforfallingshortofprovidinghelpfor thestrategicplanningtasksinITmanagement.Thethreemainstrategictaskshavealreadybeenoutlinedinsection2.1andITstrategyis thefirstoneofthem. A first check is quite simple: Just take the TOGAF 9.1 pdf file, whichisavailableatamodestchargefromtheOpenGroupandhave theoccurrencesoftheterm“ITstrategy”countedinit.Youwillfind the termthree timesin the textandthismakes itclearthatTOGAF doesnotprovideyouwithamethod,todevelopone. Ifyoujustwantedtoknow,whetherTOGAFprovidesyouwitha closedsetoftoolsandmethodstodevelopanITstrategy,you’redone forthemoment.SkipthischapterandGOTOchapter4onpage20in ordertoseewhatTOGAFhastoofferyouforportfoliomanagement. IfyouwanttoknowwheretofindmaterialonhowtowriteanIT strategy and what TOGAF still has to offer besides obvious spots markedwithITstrategy,hangon.

3.1

What is an IT Strategy?

In order totalk aboutIT strategy itis first necessary totalk about strategy in general. In order toavoidcopyright problems weuse a Wikipediadefinition A strategy is a plan of action designed to achieve a particular goal.

You could also use the more militaristic version by Clausewitz [Clausewitz98]butthere’snorealdifference. Firstofallyouneedagoal.Thenyouneedmorethanonepossible waytogetthereandformulatingyourstrategyisaboutchoosingone ofthepossiblewaystogoandturningitintoaplan. Youmightask,whetheroneway(oroptionforattainingtheobjective) isn’tenough? Manystrategiesdo not pass thetrivialitytest where you ask whether the opposite of the way you chooseis still © 2009-2012 Wolfgang W. Keller – all rights reserved


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somethingthatmakessense.E.g.ifyoudonotholdamonopoly(you areinacompetitivemarket)andyoustate“CustomerOrientation”as your strategy, then the contrary “being non-customer oriented” would lead straight into bankruptcy. Hence for this example enterprise“CustomerOrientation”asastrategywouldnotpassthetrivialitytestbecausethere’snoalternativetoit. Youshouldfindsomeindicationsofthestrategyofyourenterprisein its business strategy. We will also deal with the case where your enterprise doesn’t have one. But let’s postpone that one for a moment.Thatcasewillbecoveredinsection3.3.Youalsoneedtoknow somethingaboutthematurityofyourITorganization.IfITistreated asapurenon-strategiccost-centerinyourorganization(remember Figure 1 forthe different steps of IT/ Business alignmentof anIT organization) then you will have a tougher time influencing your enterprise’sstrategy.WhenITisseenasanenablerincompetition, youshouldhavelesstroubleenteringintoatruestrategicdialog.

3.2

What needs to be described

NomatteratwhatlevelyourITorganizationfindsitself–thebasics thatneedtobedescribed(strategyelements)arealwaysthesame.

Figure5:MainPillarsofanITStrategy Theabovefigurecanuseabitofexplanation.Itisalsoreflectedinthe strategy matrix (see Figure 6) to follow. No matter what else you haveinanITstrategy.Youwillalwaysneedtomakedecisionsabout thefollowing:



n

n

n

n

n

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Application Strategy:NomatterwhatelseyouplaninyourIT strategy,youneedanapplicationstrategy–astrategythatcontainsguidelinesonhowyouwanttodealwiththeITapplications in your company and how you want to support your business strategiesusingITapplications. IntegrationStrategy:Inmostcasesyoudon’thaveoneperfectly integrated applicationbut youhave a major set of applications thatneedtobeintegratedwitheachotherinordertobeableto perform business processes. These apps also might need to be connectedtotheoutsideworld.SOAorEAIstrategiesareforms ofintegrationstrategies.Buttherearealsomoreprimitiveones. InfrastructureStrategy: Youalsocannotevadehavinganinfrastructure strategy. Even if you outsource your complete infrastructure,youstillhaveastrategyhowtodealwithit:inthiscase “Outsourcing”. Other factors that determine your infrastructure strategyisyourglobalscope,yourneedsforsecurityandspecial solutionsandmanyotherfactorsthatyouwouldcheckifyouuse amatrixliketheoneinFigure6. Service Strategy: If you want to beperceived asa provider of services, you will end up having a service strategy, that determineshowyourcustomerswillgetwhichservicesatwhichservicelevels. SourcingStrategy:EvenifyoushoulddecidethatyouwillproduceallyourITassetsverticallyintegratedstartingwithdevelopingyourownoperatingsystem:youstillhaveasourcingstrategy. Normallyyouwillmakedecisionshereonwhattooutsource,and whattoproduceyourself.Youwillalsodecidewhetheryouwant to work together with a single provider, multiple providers, whetheryouwanttosourceinanopportunisticfashionorrelying ona few strategicpartnersto name a few ofthe decisions that needtobemadehere.

Ifyoudefinewhatyouwanttodoandachieveinthose5fieldsandif youcanexplainwhythisenablesyourbusinesstopursueitsBusiness Strategy,youarewelloff.Inordertohelpyouthinkaboutyourdecisions systematically and even deeper than that, you can apply key questions to each pillar the likes of “how do I govern that specific area?”; “how do I finance it?”, and a few more. As an example see Figure 6 below. This will force you to reflect onwhat you will do aboutcertain general concerns, such asthe regional distribution of yourbusiness.



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Figure6:SampleITStrategyMatrix Thismatrixislikeachecklist.Ifyouareabletoanswerthequestions inthematrixthenyoucanbesuretoacertaindegreethatyoudidnot missamajorissuethatyoushouldhavetakenintoconsideration. Youcanthenwritedownyourfivestrategyelements.Ifyou’regood atit,youshouldhaveashortdocumentofmaybelessthan20pages that informs your IT people about the strategic directions in each columnandfield.

3.3

How do you get there?

The next question is:Whatis the processin whichyou need toinvolveBusinessthatleadsyoutosuchastrategydocument?

3.3.1

StrategicDialog

ThebestwaywouldbeifyourCIOandafewkeyITpeoplemeetwith key Business people in order to discuss and decide on a Business StrategythatalsoincludestheITStrategy. This stateof affairs issomewhatrare.Analystsstate that about 90% of enterprises do not have a written business strategy. Often CxOsdo not spent the time for a proper strategic dialog orfind it annoyingtotalktoITunderlingsaboutbusinessstrategies.Insuch casesyouwillneedtofindotherwaystoextracttheinformationyou needinordertoformulateaproperITstrategy,whichwillleadyou totheMaximProcess. © 2009-2012 Wolfgang W. Keller – all rights reserved


3.3.2

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ITMaximsfromBusinessMaxims

The Maxim Process is described by Broadbent and Kitzis in [Broadbent+05] as a pragmatic way to extract enough information foragoodenoughITstrategywhilenotinvestingmorethanaday’s workshopwithsenior management. The CIO willorganize aworkshopwithCxOs,whichwillleadtodocumenting2kindsofso-called Maxims: n n

BusinessMaxims, AndasaresultITMaxims

Maximsarea few conciseprinciplesthatareusedto document the strategic direction of an enterprise.A Maxim workshop willusually notproducemorethanaround5businessmaxims.Foreachofthose, managementwillderive4-5maximsfortheITfunctionthatwillhelp tosupportthem.

Figure7:MaximProcessbyBroadbent[ Broadbent+05 ]

AtypicalMaximWorkshopwillbesplitupintotwoparts: n n

Part1:FindingtheBusinessMaxims, Part2:DerivingtheITMaxims

An external facilitatorshould moderate theworkshop day and process. Togiveexamplesimagineanoldeconomyfinancialserviceprovider likeabiginsurancecompanythatrunsmorethanonebrandnameon themarket.Forsuchanenterpriseyoucouldfindthefollowingbusinessmaxim: Create synergies in back office and service functions wherever brand identity is not compromised

IT maxims that could be deducted from such a business strategy couldbe: (1) Define standard architectures and platforms used by all of the group’s companies in order to leverage synergies and to reduce IT cost (2) Harmonize the IT application systems for the group’s companies wherever there is a business case for this. © 2009-2012 Wolfgang W. Keller – all rights reserved


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(3) Support the business by providing harmonized business processes for all brands of the group.

Suchasynergisticstrategy(oranyotherstrategy)willhaveimplicationsonone’sITgovernanceprinciples.YoursetofITmaximsdefines the ITobjectives and the chosenways for reaching them. (See also Figure 7 )  You will need to install a system of IT governance that matchesyourITmaxims. Youmightsay:Easyandstraightforwardprocess.Thereshouldbeno problem tohold a meeting, define a few IT maximsand off you go withausableITstrategy.Lifeisnotalwaysthateasy.Therearemore thanafewthingsthatcangowronghere: n

n

Onewementionedalreadyabove:IftheCxOsseeITasabunchof underlingsandnotasanimportantproviderofbusinessopportunities,theywillnoteveninvestthetimeinsuchaworkshop. Anotherpotentialthreatislessevident.IftheboardofCxOshasa cultureofhidingconflictsandiftheydonotagreeonacommon strategytheywillnotbetoointerestedthattheirinternalbrawl becomes known throughout the enterprise. In such a case you willnevergetthemaximworkshopforwhateverreasons.

Thiswillleadyoutothenextlevel.YouwillneedtoreengineeranIT strategyfromthebehaviorsyouobserveindailybusiness.Whichwill bringustothenextsection.

3.3.3

ReengineeringtheBusinessStrategy

IfyourmanagementdoesnotwanttospendthetimetodiscussBusinessStrategyandITstrategywithyou,itstimeforyoutoreengineer thestrategyfromwhatyouexperience.Thereareenterprisesaround whoareverysuccessfulandhaveastrategyorcallitaverysuccessful way ofoperating: But it’s neither written down norcould anybody explainitexplicitly. Insuchacaseyouneedtoreengineerorfindthebusinessmaxims by applying analogies withknown strategy patterns. Literature willprovideyouwithanamplebodyofknowledgeonBusinessStrategy and will enable you to identify the patterns comprising your enterprise’sstrategy. HereagainamatrixliketheonepresentedinFigure6isuseful. Youcanaskquestionslike“whatisthegeographicdistributionofmy enterprise”and“whatarebestpracticepatternstodealwithjustthat kind of geographic distributionwhen it comes to services, applications,infrastructuresorsourcing.Thatwayyoucanagaingothrough thematrix(Figure6). © 2009-2012 Wolfgang W. Keller – all rights reserved


3.4

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What support will you find in TOGAF?

As you can see from the TOGAF summary picture 1, TOGAF treats BusinessStrategyandalsoITStrategyasanitemoutsideofthescope ofTOGAF. PhaseA(ArchitectureVision)oftheADM[TOGAF9.1,Chapter7]tells youthatyoushouldgetholdofthebusinessdriversbeforeyoustart anarchitectureprojectofsomekind.TOGAFalsoproposesacapabilityanalysis.StillthecombinationofBusinessStrategyandITStrategy seemstobeconsideredassomethingoutsidethescopeofatleastthe TOGAFADM.

3.5

Further Reading

GartnerMaterialonITStrategies Gartner usually has some interesting material on IT strategies. We cannotcite the stuff here because theirIntellectual Property policy prohibitscitationsofmaterialolderthanoneyear.Havealookatthe Gartner Research databases if you happen to have a relation with them. MarianneBroadbentused tobe a Senior Vice Presidentat Gartner, andalsoservedasaprofessoratMelbourneBusinessSchool.Shehas consulted and interviewed a four-digit number of CIOs for various panels by Gartner. Her book “New CIO Leader: Setting the Agenda andDeliveringResults”[Broadbent+05]isstillaclassiconITstrategy; MITSloanSchoolMaterialonITStrategies GartnerisalsoconnectedtotheMIT’sCenterforInformationSystems Research(CISR)headedbyPeterWeill.Averyinterestingbookis “EnterpriseITArchitectureasStrategy:CreatingaFoundationfor BusinessExecution”[ Ross+06]byJeanneRossandPeterWeill.The bookwillalsopointyoutofurtherMITresourcesorchecktheMIT websiteathttp://mitsloan.mit.edu/cisr/.

FortherespectiveTOGAFpicturesee http://www.opengroup.org/architecture/togaf9-doc/arch/Figures/01_structure.png Theauthorhastoaskforpermissionbeforereprintingthematerial. 1



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ConsultingTools Ifyoudevelopstrategiesitveryhelpfultohaveaworkingknowledge ofmethodsandtoolsthatweredevelopedbythelikesofBCG,McKinseyandotherwellrenownedconsultingfirms.Aconvenientwayto getsuchinformationistogetyourselfbooksonconsultingtoolkits, strategyconsultingorjustacompactMBAbookforstarters.There’s toomuchsuchliteraturearoundtobecounted.


4 TOGAF and IT Portfolio Management

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4 TOGAF and IT Portfolio Manag ement

TOGAF has almost nothing to offer for IT portfolio management. HencewewillgiveashortsummaryofApplicationandInfrastructure Portfolio Management andwill set pointers tothefew spots inTOGAF,whichareofsomehelpforthesetasks.

4.1

What is IT Portfolio Management

ITPortfolioManagementcomesinatleastthreeflavors.Twoofthem are relevant for Enterprise Architects. And the third flavor is also present ina CIOoffice and henceEnterprise Architects willat least haveaninterfacetoit.Theflavorsare: n

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Project Portfolio Management: Of all the flavors of portfolio management,thisisthemostwidespreadone.Evenifcompanies don’tcareaboutarchitecturetheyusuallycareabout,howtheir moneyisspent.Itisquiteacommonsituationthatacompanyhas twoorthreetimesmorebudgetproposalsforprojectsthanithas moneytospendonprojects.Thisexplainswhyamechanismfor project prioritization is installed in almost any enterprise. As stated above, Project Portfolio Management has an interfaceto EnterpriseITArchitecturebutisusuallynotseenapartofit.This iswhythissubjectisnottreatedanydeeperinthisbook. Application Portfolio Management: Most Enterprises have a considerablenumberofapplicationsthatsupporttheirbusiness processes.Belowyouwilllearnwhyitisimportanttohaveaninventoryofapplicationsandwhatgoals“managing”thempursue. Application Portfolio Management is usually seen as a part of strategic Enterprise IT Architecture Management. Therefore it willbetreatedbelowinsomemoredetail. InfrastructurePortfolioManagement: OftenEnterprisesdonot haveaproperITinventory.Neverthelesssomeofthosewhodo not have a 99% accurate IT inventory still manage their Infra© 2009-2012 Wolfgang W. Keller – all rights reserved


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structurePortfolio.Thereasonbehindthisisinmostcasescost savingsbystandardization.Whichcanbetranslatedto:Theless technologiesyou own, the lower your maintenance andadministrationcosts.FormostcompaniesITinfrastructureisnotamatterofcompetitiveadvantage.Thereforetheycanaffordtomanageitasacommoditywherethecheapersolutions(fewertechnologies,fewerlocations)areoftenthebettersolutions. TherestofthischapterwillexplainApplicationPortfolioandInfrastructurePortfolioManagement.WewillstartwithApplicationPortfolios,justbecausethisishandiertoexplain.InfrastructurePortfolio canoftenbeevenmorerewardingasEnterprisesusuallyspendmuch moremoneyonITinfrastructuresthantheyspendonapplications.

4.2

What is Application Portfolio Management?

In order to understand why you would like to deal with portfolio management,itissomewhathelpfultoexplaintheterms Let’sstartwiththetermportfolio.Aportfolioisacollectionofinvestmentsheldbyaninstitutionoraprivateindividual. This means,in a “normal”enterprise you have anIT infrastructureportfolioandalsoanITapplicationportfolio,becauseyousimply possessasetofinfrastructurecomponentsandalsoasetofITapplications.Andusuallyyouhaveheavilyinvestedinthem. Nextlet’shavealookatportfoliomanagementinfinance.Aportfoliomanagerwill(intheory)optimizehisportfoliosothatityieldsa maximumreturnatagivenlevelofrisk.Usually:Thehighertherisk thehigherthepotentialgain.Andthisisabouttheendoftheanalogy forseveralreasons: n

MeasuringReturns: Forfinancialassetsitiscomparativelyeasy tomeasureamonetaryreturn.Yougetdividends,interestorother forms of payments and also the value of your asset may change.ForanITapplicationitistoughtomeasurethereturn, because itis tough todetermine which part of your company’s successcanbeattributedtotheITapplicationandwhichtoother factors.

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NoExchange:UsuallythereisnostockexchangeforITapplications.Investmentsin a financialportfolio canusuallybe traded onastockexchangeorsomeotherexchange.Therearebrokers whodealinusedITinfrastructure.Butforindividualusedapplicationsthereisnothingsimilartoastockexchangeorothermarkets.CustommadeITapplications,whichoftenmakeupthelion’s © 2009-2012 Wolfgang W. Keller – all rights reserved


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shareofyourITinvestmentinapplicationsystems,tendtohavea low(ifnotzero)fungibility. Covariance:HaveyouevertriedtoselltheAustrianITapplication forthecadastral land register tolet’s saytheChinese government? You will experience problems that stem from use of otherapplicationsthatyourcadastrallandregisterapplicationis interfacedwithorisbasedon.Forexample,maybe,thelocalauthority’s register of residents. Often an enterprise application needsawholeecosystemofotherapplicationsitworkswith.In aninvestmentportfolioyoucansellXYstockandreplacebyYZ stock.Inanapplicationportfoliosuchaswitchusuallyresultsin expensiveandlong-termprojects.

Thenwhywouldpeoplestillcallmanagingtheirapplications“Application Portfolio Management” if the analogies are limited? The answer is becausea lot of the techniques used toanalyze application portfolios use 4-quadrant matrices in the style of the famous BCG matrix.

Figure 8: BCG-style Matrix used to analyze Application Portfolios – SimilarmatricescanbefoundinWard/Peppard[ Ward+02 ] © 2009-2012 Wolfgang W. Keller – all rights reserved


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Thecategoriesgivenby Figure8 arejustoneofmanymanywaysto look at your collection of applications –though it is a particularly commonandpopularone.Theapplicationsyoufindineachquadrant requireadistincttreatmentthatiscommonforalltheapplicationsin aquadrant. Dogs (a.k.a. Support Applications): These are those applications thathaveacomparablylowcontributiontotoday’sbusinessresults andalsoalowcontributiontofuturebusinessresults.E.g.ageneral ledgersystemisnotacriticalsuccessfactorformostcompaniesand itwillneverbeone.Henceitisacommonstrategytoidentifysuch systems and make an analysis whether the company gets a better dealifyououtsourcesuchsystemscompletely.Notonlydevelopment butalsooperations. Cows(a.k.a.KeyOperationalApplications): Thesearetheprocesses your current bottom line relies upon. In many companies these wouldbe largeindividualsoftwaresystemswithaheavyinvestment bound in them and very conservative procedures to change them. Downtimeinsuchsystemsusuallyhasadirecteffectonthebottom line. The company usually could not afford that and hence has to concentratealotofattentiononkeepingthesesystemsupandrunning.Outsourcingthewholesystemisseldomanoption. QuestionMarks(a.k.a.HighPotentialApplications): Typicallyyou have a research department (or a similar organization) that takes careofyouproductinnovations.Ifyouinventnewproducts,thesystems that come along with them need not be extra stable but only needtobedemonstratorsthatallowyourmanagementorcustomers toassessthepossibilitiesinaproductorsystem.Usuallyyouwould havemanysuchtestsystems,asmaybe1outof10innovationreally makesittothemarket. Stars(a.k.a.StrategicApplication): Thesearetheapplicationsthat belong to products that have been selected to be the future cash cows.Suchproductsshould bein a heavygrowth phasewithsmall absolutenumberssoldbuthighgrowthrates,ofteninverycompetitive and also growing markets. The emphasis here is typically on speed and features and less on an absolutely minimal number of production problems. In many cases you would want to keep the systemsthatsupportsuchproductsapartfromthesystemsthatsupportthecashcows.ButtherearealsoindustrieslikeTelecomswhere youhavetotest-driveyourinnovationswiththebigironsystems,as thereisonlyonesystemthatallowsyoutodobilling–forallkindsof products. Usingsuchanalysesleadstosomeinterestingotherviewsonaportfolioe.g.whichquadrantsdoesyourprojectmoneygoto?Theanti© 2009-2012 Wolfgang W. Keller – all rights reserved


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patternsaresoinstructivethatmostanalysishereisstraightforward. E.g.ifyouspend60%ofyourwholeprojectbudgetinthe“question marks”quadranton three hugeprojects, experienceshould tellyou thatsomethingiswrong,asspendingintheQuestionMarkquadrant shouldberelativelymoderate.Orifyouhaveamajornumberofprojectsin the Dogs quadrantthenyoushould ask yourself,whetherit makessensetonurturethe“poordogs”byadditionalprojectsinstead ofoutsourcingthem.

4.3

Putting it together: From Chaos to a Master Plan

Ifyougetassignedtothenewjobof“ChiefEnterpriseArchitect”,you willoften find noinventoryandno analysis.Thequestioninsucha situationis:HowdoIconstructaproperTo-Bestateofmyapplication landscapeand how doI produce the masterplanthatgets me from my As-Is state toa properTo-Bestate. Figure 9 gives you an overviewoftheanalysiselementsthatareoftenapplied.

Figure9:ElementsofanApplicationPortfolioAnalysis n

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Application Handbook:Inmostcasesyoustartbycreatingan inventoryofallyourapplications.Oftenyouwillalsodraw processsupportmapsthatshowyouhowyourbusinessprocesses aresupportedbyapplications.Thiswillgiveyouanoverviewof whatyouhave.Butitdoesnotyetreallyhelpyoutoassesswhat isgoodandwhatisbadwithrespecttoyourbusiness’goals. HeatMapping:Afurtherstepisoftenaso-calledHeatMapping. This is also availableas a serviceoffering called “Motion” from Microsoftforamajorityofindustries.Anexpertwillbringalistof potentialcapabilitiesforyourindustryand,togetherwithateam ofexperts,youmirrorpotentialcapabilitiesagainstyourbusiness strategiesandyouwillfindoutwhicharethecriticalcapabilities © 2009-2012 Wolfgang W. Keller – all rights reserved


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thatyouneedtospeciallylookafterinordertoimplementyour strategy.Youcanthenassesstheactualqualityofthecapabilities asprovidedbyyourapplicationportfolioandwillgetapercapabilityheatmapthatissuitedtodemonstratetheareasforpotentialactionquiteintuitively. ReferenceModels:Oftenitisveryinstructivetomapyourapplicationlandscapeagainstdomainspecificreferencemodels.Often youwillfindabunchofareasforimprovement Portfolio Analysis: And you can also use PortfolioAnalysis to cluster yourapplications intoclasses thatusuallydeserve some kind of standard treatment like “outsource”, “stabilize”, “renovate”andothertreatments.

Ifyoucombinetheresultsfromthosefourstreamsofanalysisitisin mostcasesstraightforwardtocomeupwithideasforaction,like n

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Youfindthatforacriticalcapabilityyouhave5differentsystems in9locationsthatsupportit.Insuchacaseyoumightwantto consolidatetheappsandreplacethemwiththeonethatbestor bettersupportsyourcriticalcapability. Youfindthatarelativelyhugesystemsupports8capabilities,3of themcriticaland5ofthemnon-criticalcommodities.Youmight wantto comeup withideasonhow toseparate the commodity part from the critical part and construct better-suited system supportatlowercosts.

Theadvicehereisrathergeneric.Thereasonforthisisthatyoucan describeagenericmethodlikeheatmappingoruseofprocesssupportmaps–butitisdifficulttoforeseetheoutcomeforeachpossible enterpriseanddescribeadeterministiccookbookthatshowshowto attackanyproblemtheworldofapplicationplanninghastooffer. Your“To-Be”architecturewillbeanarrayoftransformationsapplied toyour“As-Is”architecture.Thechoiceandquantityisdeterminedby your total budget and also priorities. The selection process can be copiedfromordinaryprojectportfoliomanagement. Figure10showsrepresentativesforthetwoadditionalartifactsthat yourmasterplanwillcontain: n

n

You willhave“To-Be” application maps (e.g.againprocesssupportmaps)ofyourtargetapplicationlandscape Andyouwillhaveamasterplanshowingthe“operations”ofthe applicationlandscapee.g.asprojectplansorintervalmapsthat showwhichsystemistobereplacedbywhichothersystemand when. © 2009-2012 Wolfgang W. Keller – all rights reserved


26

Youcouldalsoaddtheplannedstateofyourheatmapsyourto-be stateortheplannedstateofyourportfolios.

Figure10:ElementsoftheMasterPlan

4.4

What do you find about Application Portfolio Management in TOGAF?

TheansweristhatApplicationPortfolioManagement,asatermdoes notappearatallinTOGAF.Asmentionedabove,TOGAFisnotreally intended to help you with strategic IT management and therefore TOGAFisnottheprimesourcetouseifyouneedtolearnsomething aboutstrategicITmanagement.

4.5

Infrastructure Portfolio Management

Justasyoucanmanageapplicationsyoucanalsomanageyourinfrastructurecomponents,mostlikelyconsistingof: YournetworkinfrastructureconsistingofWANs,LANsandother networkcomponents; Servers(fromPCserverclusterstomainframecomputers); n And all kinds of infrastructure services, like operating system n services (bethey virtual orreal) and many otherbasicservices likearchiving,orprinting Thereareatleasttwodifferencesheretoapplicationportfoliomanagement: n

n

You will most likely manage classes of devices and services insteadofsingleinstances(applications).ItisnotthetargetofinfrastructureportfoliomanagementtoreplaceaCMDB(configura© 2009-2012 Wolfgang W. Keller – all rights reserved


n

27

tionmanagementdatabase).YoumaythereforeworkonaclusteredextractofaCMDBandyourportfoliowillmostlikelyconsistofanumberofservicesandheterogeneousimplementations thereof.Inshort,youwillfindtoomanyimplementationsforthe sameservice,toomanyoperatingsystemsandvariants,toomany softwareproductsforthesametaskandyourjobwillmostlikely betosavemoneybyreducingheterogeneity. As most infrastructure components in most enterprises are commodities your main interest in them will be cost reduction while guaranteeing a given level of service. Hence you will in mostcasesskipalotofthedimensionsthatyouwoulddealwith inApplicationPortfolioManagementandgoprimarilyfordimensionssuchascost,homogeneityandsimplicityofaportfolio.

So the most likely form of report or architectural artifact in Infrastructure Portfolio Management is a simplelist, which lets you see how many implementationsof service X youprovideand whichallowsyoutoworkouthowtoreducethecomplexityofyourportfolio.

4.6

What do you find about Infrastructure Portfolio Management in TOGAF?

Thestraightansweris:Ifitcomestothemanagementaspectyouwill findalmostnothing.WhatyoucanuseisTOGAFterminologyoninfrastructure,as described in the Technical Reference Model. This willgiveyoutermsandtaxonomyofclassesofinfrastructureandalso infrastructureservices.Forthetoplevelofthisseee.g. Figure11 .If you say“trivial” then pleasedo not forget the last time consuming discussionsyouhadwhentryingtoagreeonsuchapictureandthe termsbehindit.So the valueofsucha de-factonormshouldnotbe underestimated.



28

Figure11:TopLevelViewoftheTOGAFTechnicalReferenceModel. Therearedeeperlevelstothisandalsotaxonomies.RelevantLayersfor InfrastructurePortfolioManagementareApplicationsPlatformsand alsoCommunicationsInfrastructure.ForthesimilarfigureinTOGAF 9.1seefigure43-1. http://www.opengroup.org/architecture/togaf9-doc/arch/Figures/43_trm.png(Link checked2012-04-24)

YoucanalsousetheTOGAFContentMetamodel 2inordertomodel yourinfrastructure.Youwillfindmetamodelsnippetsfor n n n

PlatformServices, LogicalTechnologyComponents,andalso PhysicalTechnologyComponents,

Whichwillhelpyouwithafirstcutofasetofentitiesandattributes youcanuseforyourowninfrastructureportfoliomanagement.

4.7

Further Reading

Itissomehowtoughtofindahands-onguidetoApplicationandInfrastructure Portfolio Management. What you will get is fragments butyouwillhavetointegratethemyourselfatthemoment,starting fromthequestionsyouandyourmanagementwantanswersforand thendesigningtheanalysisinstrumentstoanswerthem. TheclassicforApplicationPortfolioManagementisthebookbyWard and Peppard “Strategic Planning for Information Systems” [Ward+02] which has appeared in different editions even with changes inthe author’s team overtheyears.The book isnot easy reading but a classic and worth owningif you have concrete tasks aroundApplicationPortfolioManagement.

2

See e.g. TOGAF 9; Figure 33-3 © 2009-2012 Wolfgang W. Keller – all rights reserved


29

Kaplan’s book on Strategic IT Portfolio Management [Kaplan05] hassomekindoffocusonProjectPortfolioManagement,butisoneof thefewbooksonthemarkettodaythatdealswithITPortfolioManagementatthetitlelevel. TUMEAM Pattern Catalog: A group atthe Technical University of Munich (Germany) collects so-called EAM patterns. Here you find management procedures, viewpoints used for them and also metamodel snippets that support them. You could also start from the questions, look forrightpatterns and then integrate your personal version of a portfolio management from them. Just have a look at http://wwwmatthes.in.tum.de/wikis/sebis/eampc. Looking at the site yourselfis much faster than reading a thirdparty text like this one. GermanBooks:If youreadGermanyouwillan arrayofbooksthat emphasize the management aspect of Enterprise IT Architecture Managementlike[Dern09,Keller12].Ifyouareespeciallyinterested inapplicationportfoliomanagement,itisworthhavingalookatthe MS thesis work by Riege [Riege05]. A relatively new book by Inge HanschkeisespeciallyfocusedonapplyingZoningMapstostrategic planningofapplicationlandscapes[Hanschke10].


5 TOGAF and Developing Architectures

30


FromtimetotimeevenEnterpriseArchitectsneedtodeveloparchitectures.Thosecanhavesuchdifferentscopesas n

n

n

n

An architecture for a single system that consumes an effort of maybeonlyafewpersonyears Clustersofsystemsthatsupportasinglebusinessprocess,spanningmaybe5–7ITsystems.Suchprojectsmayconsume10to50 personyears. Architecture for the applicationlandscape of a whole company. Thiswillneverbeimplementedinasingleprojectamaytakealmostadecadetocomplete. TemplateArchitecturesandarchitecturesforapplicationframeworksthatserveasthetemplateforafamilyofapplications,like e.g. all customer facingweb applications of an enterprise. Such BluePrintsaretypicallyreused5–10times.

SuchtasksarethecorecompetenceofTOGAF–andthisisalsowhy this chapter will beshort –because wewillforwardyou toTOGAF afterashortlookatwhatTOGAFoffersyou.TheTOGAFADM(ArchitectureDevelopmentMethod). IfyouknowaTOGAFversionthelikesof7.0or8.xyou’redonehere withthischapter.HavealookathowTOGAFhasimprovedtheADM byfactoringoutafewthingsandsplittingitintotwoparts:PartIIand PartIII. IfyouhappentobeaTOGAFnewbiehangonfor2pages.



5.1

31

Part II: TOGAF ADM

TOGAFproposes a cyclicprocess for architecture development(see Figure12).Whatyouhavetodohereisquitestraightforwardforany softwarearchitectureprofessional.

Figure12:CyclicADMProcess.ForthesimilarfigureinTOGAF9.1see figure5-1. http://www.opengroup.org/architecture/togaf9-doc/arch/Figures/adm.png(Link checked2012-04-24)

Youcanseethestepsasofferingsorasachecklist.Ifyouwoulde.g. makea minoradjustmentto afewsystems within agivenBusiness ArchitectureyouwhathavealookatthechecklistforPhaseBinthe cycleandwouldskipit,ifyoucometotheconclusionthatwhatyou would have to do here isalready clear orhas beendone byother colleagues.EachofthePhasesatthetoplevelisdepictedin Figure12  Eachphaseissplitupinvariousstepsthatmakeaveritablechecklist forthephase.TOGAFprovidesinformationondocumentsthatshould gointoastepandshouldbeproducedineachstep.



5.2

32

Part III: ADM Guidelines and Techniques

With TOGAF Version 9 a lot of complementing material has been factoredoutofthecoreADMcycle.ThereforePartIIIcontainsallthe additionalmaterialthat isthere tohelpyouusing the ADM suchas informationon: n n

n

HowtousetheADMasacyclicprocess(chapter19) Applying the ADM at different levels of granularity (smaller or largerprojects)(chapter20) Andsuchaspectsasdoingsecurityengineering,usingTOGAFfor aSOA(chapter22),stakeholdermanagement(chapter24),architecture patterns(chapter25), and a few more usefulthings for architectstoknow.

PartIIIisthereforemorelikeacollectionofusefulstuffthanachecklistoraprocesslikePartII–thecoreADM

5.3

Further Reading

EventhoughTOGAFisaveryextensiveandusefulchecklistforsoftware architectsit is more ofa checklist than training material. For example,ifyouwanttoapplyrequirementsmanagement(thecentral iteminthemiddleofthecycle)youneedtohaveknowledgeofrequirementsmanagementanditshouldbemoreknowledgethancan befoundinTOGAF–asthemoreextensivebooksonRequirements Managements have their own 500+ pages – compared to the 780 pagesTOGAFhasaltogether. Ortakechapter 25on architecturepatterns.You will get a few referencestothelikesoftheIBMeBusinessPatternsorotherpattern sourcesandwillgetanideaofwhatapatternisandwhatitisuseful for. But you cannotexpect a fullcatalog ofallpatternsan architect could–orshould-know. LuckilyTOGAFhassome3pagesofreferencesandlinkstoliterature,sothatitdoesnotmakesensetociteanotherpageofreferences foreachofthechapters5thru32.Stillafewarchitecturebooksare quitehelpfulasthereferencescontainmorepointerstootherstandardsandframeworksthantogoodintroductorytext. Whichcanbetranslatedas:TheADMisnotanintroductorytext to software architecture for beginners but TOGAF is a condensed checklistforarchitectureprofessionals .


6 TOGAF and Architecture Governance

6

33

TOGAF and Architecture Governance

If you remember Figure 3: The Enterprise Architect’s Process Map thenyouwillrememberthatanEnterpriseITArchitectureGrouphas threebiggroupsoftasks: ThestrategicTaskshavebeendiscussedaboveinchapters3and 4. The architecture development tasks have been be discussed in chapter5.Whatremainsisthequestionofhowtoenforcethestrategiesandarchitecturesthatyouhavedeveloped.ThisiscalledArchitectureGovernance.Forthefurtherdiscussionwewilluseapartof Figure3 

Figure13:ArchitectureGovernanceOverview

SoinordertoexercisepracticalArchitectureGovernanceyouneedto dothefollowing: n

Firstofallyouneedanactualoverviewoftheprojectportfolioof yourenterprise.Youarenotinterestedinthoseprojectsthatperformsimplemaintenancetasksorarethefifthimplementationof astandardblueprint.Youareinterestedinthoseprojectsthatdo thingsthatchangeyouroverallarchitectureandthathaveanimpactonyourfutureITlandscape.Soyourfirsttaskis,tofindexactlythoseinterestingprojects.



n

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Thenextimportantpointistogetanideaofwhethertheteam thatisassignedtotheprojectthatyoufoundinteresting,iscapableofperformingaproperjob.Ifyoufindthataninexperienced architectwasassignedtoverydifficultjob,theprojectwillneed farmoreattentionandinvestmentfromyourside,thanitwould haveneededifyourcounterpartwereahighlyprofessionaland well-educatedarchitect. Afterscreeningtheproject,andaftergettinganideaofwhatyou havetoexpectfromtheteam,youwouldagreeonanauditplan fortheproject.Dependingonthedegreeofdifficulty,youcanset upthefrequencyofmeetingsnecessarytogoverntheproject.In thosemeetingsyouwilldiscussprogresswiththeproject’sarchitectsandyouwillalsodiscussdeviationsfromthecompanyarchitecturepolicy.

Asyoumaysee,allthishasalottodowithcommunicationandthe abilitytojudgeyourcolleagues’capabilitiestocomeupwiththeright solutionsthefirsttime.

6.1

What do you find about it in TOGAF?

InTOGAFyouwillfindallthetechnicaldefinitionsforITgovernance and alsofor architecturegovernance. You willnot find the tips and tricksyouneedtodealwithyourcolleagues,thetechniquesforeffectivereviews,orwhatyouhavetodoincasesofdeviations. TOGAFhastwospotsthatdealwitharchitecturegovernance: n

First, there is a dedicated chapter, chapter 50, on architecture governance. This chapter contains mostlythe scope and definitions needed to perform architecture governance beyond what wasoutlinedabove. TOGAFalso seesenforcing compliance as a taskforarchitecturegovernanceactivities.

n

Second,phaseGoftheTOGAFADM(chapter15ofTOGAF)covers Implementation Governance. Here you find a more or less detailedrecipeonstepsneededtoperformanarchitectureaudit.

Soinadditiontoafewtricksonhowtohandlereviewsyoualsofind sufficientinformation.



6.2

35

Further Reading

Besides the more formal advice on architecturegovernance, audits, andreviews,thereisalotofusefuladviceonhowtoimprovepracticalarchitectureworkinthepatterncommunity.Youcan,forexample, usetheso-calledwriters’workshopinordertoimprovealmostany kindofdocumentationonarchitecturework.Foraguideonhowto conduct the writer’s workshop consult work by Jim Coplien [Coplien96,Coplien97].


7 TOGAF and Basic Tasks

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36

TOGAF and Basic Tasks

TOGAF offers some help, if it comes to other architecture routine tasks.Asanarchitectyouwillsoonerorlaterwanttostoretheinformationyouacquiredinsomeformofautomaticdatabase,insteadof in a bunch ofExcelsheets andPowerPoint presentations. For this youmightneedeitherasoftwaretoolorameta-model.Inmostcases youwouldneedboth.Sections7.1and7.2willdealwithhowtodesignameta-modelforuseinEnterpriseITArchitectureandalsowhat youcanexpectfromTOGAFifitcomestoselectingtherighttoolsfor EnterpriseITArchitectureManagement. Apartfromthatwewillgiveyouaquickoverviewinsection7.3of whatyoucanexpectfromTOGAFifyouwanttosetupanEnterprise ITArchitecturefunction.

7.1

TOGAF and finding the right Meta-Model for your Needs

InEnterpriseITArchitectureManagementyousoonerorlatercome toa pointwhereyou want tohavea databaseof your ITPortfolio, yourITassetsandyourapplicationlandscape(tonameafewitems) inordertoperformmanagementonthesetsofrealworlditemsyou havemodeledinyourEnterpriseITArchitectureDatabase. Youcangetreadytousemeta-modelsinsizesbetween50metaentitiesuptofarmorethan500meta-entities.Itshouldbesomewhat straightforward to see that 50 is somewhat limited andmore than 500mightbeabittoocomplexifnotcoveredbyaverywellintegrateduserinterfaceofanEAMTool. Inmanycasesyouwillnottrytoanswerallpossiblequestionsin EAMatatime.Itismorelikelythatyoumanagementhasfocusedits interestsoncertainpointslikee.g.costmanagementforyourinfrastructure,justtonameanarbitraryexample. Startsmall:Insuchcasesitisimportanttostartwithasmallsolution that is driven by the question you have to answer without havingtodealwiththefullcomplexityofa500+itemmeta-model. © 2009-2012 Wolfgang W. Keller – all rights reserved


37

Youcanstillendupbig:TOGAFarchitecturecapabilityframework offers you a meta-model, which is split or modularized into small areas of interest. If you are interested in a certain area, you needtoreadtherespectivesectionsandcandrawfromthelistsof predefinedTOGAFmeta-objects.Thetop-levelpictureoftheTOGAF ArchitectureContentFrameworkgivesyouanoverviewoftheareas forwhichyoucanexpectsupport.

Figure14:TopLeveloftheTOGAFContentMetamodel.FormoredetailsseeTOGAF9,figure33-3. http://www.opengroup.org/architecture/togaf9-doc/arch/Figures/34_contentfwk5.png (Linkchecked2012-04-24)

Thisisaboutwherewewillendwiththisbookandthistopic.Itisnot our aim toduplicateTOGAF textsinotherwords.Herewecanonly recommendreferringtoTOGAFchapters33thru37inordertogetan ideawhattheArchitectureContentFrameworkcanofferyouin case youneedaMetamodelasabasistostartstoringinformationabout yourarchitecture.

7.2

TOGAF and finding Tool Support

Mostorganizationssoonerorlaterarriveatapointwheretheywant toputallrelevantinformationfromtheirEnterpriseITArchitecture effortsintosomeformofrepositoryandwheretheywanttoeditthe viewpoints of their architectures in a single architecture tool. Let’s havealookwhatTOGAFhastoofferyou,ifyouwanttoselectatool. Therearetwochapters,whicharefocusedontherepositoryandtool matter:



n

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Chapter 41 (Architecture Repository): Here you get 7 pages (pages 559 thru 565) of information of what TOGAF thinks shouldbeinanArchitectureRepository.Therearereferencesto theTOGAFADM(ArchitectureDevelopmentMethod)which–as wehave already demonstrated– doesnot really coverstrategic ITplanning.Asaconsequence,therecommendedcontentlisted in TOGAF Chapter 41 also does not cover much of strategic IT planning. Chapter42(ToolsforArchitectureDevelopment): givesyoua 4-pagelistofevaluationcriteriaforarchitecturetools.Ifyouhave everdonea similar toolevaluation you know thatcriteriacatalogsfortoolevaluationsarewaylongerinmostpracticalcases. Andagain–thelistdoesnotcoverstrategicITplanning.

Therefore,ifyouplantoacquireanEnterpriseITArchitecturemanagementtoolhavealookattheevaluationdonebyTechnicalUniversity of Munich in 2008 (you find pointer to the material at http://wwwmatthes.in.tum.de/wikis/sebis/eamts2008). The study has a broader approach from the functional side. It also contains aspectsofstrategicITplanning.Andthelistofcriteriausedisbyfar moreextensivethantheoneprovidedbyTOGAFchapter42.

7.3

TOGAF and Immersion Paths for Enterprise IT Architectures

AnotherthingonewouldliketofindinanArchitectureFrameworkis helpwithsettingupanEnterpriseITArchitectureManagementOperation(orcallittheEAMdepartment,orprocessesifyouwanttobe moremodern). TOGAF offers you a so-called “Architecture Capability Framework”.ThisFrameworklistsasetofinstancesyouneedforasuccessfulEAMoperation.Andagain:StrategicITplanningisnotinthecenterofit–soyouwillnotreadanythingaboutITStrategyorITportfoliomanagement– butyouwillgetadviceonhowto use theTOGAF ADMtodevelope.g.thesystemssupportforthearchitecturepractice. Whatyouwillfindisadviceon: n

Establishing an Architecture Capability (Chapter 46): This tellsyou how toapply the ADM toan Information Systems and TechnologyArchitecture–nottheoneforyourcompanybutfor thearchitecturepractice.Itismoreorlessalistofactionitems.If you look atthisfrom a management perspectivethentoolsupport comes very late in establishing a successful architecture © 2009-2012 Wolfgang W. Keller – all rights reserved


n

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n

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practice.HencetheorderofthingsinTOGAFchapters45thru52 isdebatable. Architecture Board (Chapter 47):DescribeswhatanArchitectureBoarddoesandhowtosetitup(4pagesallinall). ArchitectureCompliance(Chapter48):Containsachecklistfor architecturereviews–howtoplanthemandwhattocheck. ArchitectureContracts(Chapter 49):Givesafewhintsonhow tomakeagreementsonarchitecturebetweentheenterprisethat sourcessomepieceofsoftwareandthecontractors. Architecture Governance (Chapter 50):Giveshintsonhowto enforce theenacted architecture guidelines.Has beendiscussed inmoreextentaboveinChapter6ofthisbook. ArchitectureMaturityModels(Chapter51): Appliestheideaof CMMI and other Capability Maturity Models to TOGAF. Rather briefandalreadyreferringtofutureeditions. ArchitectureSkillsFramework (Chapter52):Definesasetof rolesandskillsneededintheopinionofthecreatorsofTOGAFto fillouttheroles.

BrowsingthroughthismaterialyoumightconcludethatTOGAFhasa somewhat technology- and model-centric view ofEnterprise IT Architecture.Thechaptersstartwithestablishingtherighttoolsupport fortheEnterpriseITArchitecturePractice;yougetsomeinformation onGovernanceandArchitectureGovernanceBodies–butyoudonot getabusinessdrivenimmersionpaththatpushesyoutowardsmaximizingbusinessbenefitfromdayzero.


8 What else will you find in TOGAF?

8

40

What else will you find in TOGAF?

ThischapterwillexplainthepartsofTOGAFthathavenotyetbeen mentioned.Youwillbegivenashortsummaryforeachitem.

8.1

Foundation Architecture / Technical Reference Model (TRM)

InthiscaseitiseasiesttohaveTOGAFspeakforitself: The TOGAF Foundation Architect ure is an architectur e of generic services and functions that provides a foundation on which more speci ﬁc architectures and architectural components can be built. This Foundation Architecture is embodied within the Technical Reference Model (TRM), which provides a model and taxonomy of generic platform services. The TRM is universally applicable and, therefore , can be used to build any system architecture. Source [TOGAF9.1; Chapter 43]

BeforewewastetimeexplainingwhatthesubjectmatteroftheTRM is about, webetter use one picture ( Figure 15 ), which explains the subject area much fasterthana verbaldefinition.TRMis aboutthe servicesanytechnologystackneedstooffer.


8 What else will you find in TOGAF?

41

Figure15:SimplifiedviewupontheTOGAFTRMOverview.Forthe analogousfigureinTOGAF9.1seeFigure43-2. http://www.opengroup.org/architecture/togaf9-doc/arch/Figures/43_trm_detail.png (Linkchecked2012-04-24)

AsintheIII-RM (seenextsection) the mainuseof such areference modelisterminologyandchecklists.Youdon’targueabouttheterms and you cancheck for yourself whetheryou need the services enumerated in the reference model andwhether youhave all services youneedpresentinyourtechnologystack.

8.2

The Integrated Information Infrastructure Reference Model (III-RM)

TheIII-RMgivesyoua20pagetaxonomyforallkindsofapplication softwareinanenterprisethathasthegoalofsocalledboundary-less informationflow,meaninganenterprisewhichisintegratedwiththe outside world’s logistics chains via buying and selling circles. The benefitof the chapteris thatyou get avocabularyfor talking about enterprises integrated with the outside world via electronic data exchange. WewillnotreprintanyOpenGroupdrawingshere.Mainlyforcopyrightreasons.BesthaveashortlookatTOGAFChapter44


9 Wrap Up: TOGAF for You

42


9.1

A Collection of Useful Stuff

Throughout this book wehave demonstrated that TOGAF is a very usefulcollectionofmanymethodsandtoolsthatanenterprisearchitectmightneedforhiswork. Neverthelesswecouldalsosee,thatTOGAFismorea growncollectionofveryusefulitemsthananintegratedpieceofwork,planned inadvanceonadrawingboard.TheArchitectureDevelopmentMethodissomewhat“closedinitself”–soistheContentFramework.But manyotherthingsarecollectionsoftoolsandadditionstotheADM: Whichis NOTnegative!But aswe assumed intheintroduction and couldnowkindofprove:TOGAFisnotan“EnterpriseITArchitecture for Dummies” Cookbook. TOGAF has a clear focus on developing architectures: Be it single systems or subsystems, be it clusters of applicationssystemsorbeitablueprintforthetoplevelarchitecture ofanenterprise.Thelastofthesewillhardlyeverbedesignedona drawingboardbutwillbea resultoforganic growthpluseitheran explicitorimplicitstandardforanindustry.

9.2

The Two Strongest Points

ThetwoareasinTOGAFthatmakethekerneloftheframeworkare: n

n

ADM: TheArchitecture DevelopmentMethod is a really mature and extensivemethod,checklist and guide that you canemploy whenyouwanttodesignanypartofyourITarchitecture. Architecture Content Framework: This Framework lets you bringordertoyourarchitecturalartifactsevenifitdoesnottell youhowtocreateallofthem.Themeta-modelpartgivesyouan extensive library of meta-objects that youcan at least consider usingwhenyouhavetoconstructthespecificmeta-modelthatis abletoanswerthequestionsyourmanagementhasfortheirEnterpriseArchitectsinthecontextoftheirenterprise. © 2009-2012 Wolfgang W. Keller – all rights reserved


43

Besidesthatwealreadylistedalotofotherusefulstuffthatyoucan findinTOGAF.

9.3

TOGAF Certification

Ifyoustudyjobadverts,there’sarecenttendencytomentionTOGAF certification whenever an Enterprise Architect is wanted. In this bookwehavedemonstratedthatTOGAFisnotreallystrongatstrategicEnterpriseITArchitectureManagement.TOGAFisstrongatprojectarchitecturesofallscalesandsomeofthetasksofstrategicEnterpriseITArchitectureManagement. As withany certification, TOGAFcertification is for surebeneficialtothose who offerthecoursesandexams.If itcomestoHR departments and senior management, the ones who oftenhire Enterprise IT Architects, it can be doubted, whether they have deep knowledgeofthedifferencesbetweenStrategicITManagementand thekindofEnterpriseITArchitecturethattheTOGAFADMisgoodat. SoifyouwanttohiresomebodywhoisabletoperformEnterpriseIT Architecture Management a TOGAF certificate covers maybe 30% percent ofthe job– andto the authors regret – the less important 30% because the important part is about business strategies and businessmanagement. So for manyEnterprise Architects the TOGAFcertificate willbe justanotherdriverslicense.Thelicensesaysthatyouareentitledto drive–itdoesnotsaythatyouareagooddriver.Neverthelessyou haveto takethe testif the public (representedby the government) makesitmandatorytohavethelicense.Orifthemajorityofcompanies require a TOGAF certificate people will need one as an entry ticketforcertainjobs. 



9.4

44

Future

Predictions are hard tomakeand makingpredictionsby looking at thepastoftendoesnotmaketoomuchsense.Thefirstversionofthe TOGAFADMwasderivedfromTAFIM2.0around1995.Today’sADM hasalonghistoryandnorootsinstrategicarchitecturemanagement. In 2009 the Architecture Content Framework was added from the CapgeminiIAF(IntegratedArchitectureFramework).Thiswasmade possible because Capgeminiinvested a lot in supportingthe OpenGroup and TOGAF. In late 2011 TOGAF 9.1 has been released – no groundbreakingnewversionbutamaintenancerelease. WhetherTOGAFwillbecomeafullframeworkforthemorestrategicpartsofEnterpriseITArchitectureManagementishardtopredict–ifnotunpredictable.Inanycaseitisveryusefulfordeveloping architectures in concrete projects no matter whether they have a smalloraverylargescope.


10 References

45

10 References

[Alexander79a]ChristopherAlexander: TheTimelessWayofBuilding. OxfordUniversityPress,NewYork,1979. [Alexander79b]ChristopherAlexander:APatternLanguage.OxfordUniversityPress,NewYork,1979. [Bass+98]LenBass,PaulClements,RickKazman:SoftwareArchitecture inPractice.Addison-Wesley,1998. [Broadbent+05]MarianneBroadbent,EllenS.Kitzis:TheNewCIOLeader.HarvardBusinessSchoolPress,2005. [Brooks75]FrederickP.Brooks,Jr.:TheMythicalMan-Month.Essayson SoftwareEngineering.Rea-ding,Mass.etal.:Addison-Wesley1975. [Buschmann+96]FrankBuschmann,RegineMeunier,HansRohnert,PeterSommerlad,MichaelStal:PatternOrientedSoftwareArchitecture,ASystemofPatterns,Wiley1996. [Clausewitz98]CarlvonClaussewitz:VomKriege.UllsteinTaschenbuch 1998. [Coplien96]JimCoplien:SoftwarePatterns.SIGSPublishing,NewYorket al.1996. [Coplien97]JimCoplien:APatternLanguageforWriters’Workshops; availableathttp://www.riehle.org/community-service/hillsidegroup/europlop-1997/p2final.pdf (linkchecked2009/03/25) [Dern09]GernotDern:ManagementvonIT-Architekturen.3 rdEdition, ViewegVerlag,EditionCIO,2009. [Gamma+95]ErichGamma,RichardHelm,RalphJohnson,JohnVlissides: DesignPatterns,ElementsofReusableObject-orientedSoftware, AddisonWesley1995. [GarlanShaw96]DavidGarlan,MaryShaw:SoftwareArchitecture:PerspectivesofanEmergingDiscipline;PrenticeHall1996.


10 References

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[Hanschke10]IngeHanschke::StrategischesManagementderITLandschaft.EinpraktischerLeitfadenfürdasEnterpriseITArchitectureManagement;2.AuflageHanserVerlag2010. [ITIL02]OGC;OfficeofGovernmerntCommerce:BestPracticeforICTInfrastructureManagement.PublishedbyTSO–TheStationeryOffice, 2002. [Kaplan05]JeffreyKaplan:StrategicITPortfolioManagment;Governing EnterpriseTransformation;PittiglioRabinTodd&McGrath(PRTM) Publishing2005. [Keller12]WolfgangKeller:IT-Unternehmensarchitektur,2.Auflage, dpunktVerlag2012. [Longepe03]ChristopheLongepe:TheEnterpriseITArchitectureItProject:TheUrbanisationParadigm;KoganPageScience;2003 [Riege05]ChristianRiege:MethodenfürdasManagementvonAnwendungsportfolios–einevergleichendeUntersuchung.Diplomarbeit, UniversitätLeipzig,2005. [Ross+06]JeanneRoss,PeterWeil,DavidC.Robertson:EnterpriseITArchitectureasStrategy:CreatingaFoundationforBusinessExecution.Mcgraw-HillProfessional2006 [Schekkerman04]JaapSchekkerman:HowtoSurviveintheJungleofEnterpriseITArchitectureFrameworks.VerlagTrafford,Victoria,Canada,2004. [sebis08]sebis:EnterpriseITArchitectureManagementToolSurvey 2008.AvailablefromTechnicalUniversityMunich,ChairofFlorian Matthes;http://wwwmatthes.in.tum.de/wikis/sebis/eampc(link checked2009/03/25) [Shaw+96]MaryShaw,DavidGarlan:SoftwareArchitecture–PerspectivesonanEmergingDiscipline.PrenticeHall,1996. [Sowa+92]J.F.Sowa,J.A.Zachman:ExtendingandFormalizingthe FrameworkforInformationSystemsArchitecture.IBMSystems Journal,Volume31,No.3,1992.IBMPublicationG321-5488. [Starke05]GernotStarke:EffektiveSoftwarearchitekturen.3.Erweiterte Auflage,HanserVerlag,2008. [TOGAF8.1.1]TheOpenGroup:TOGAFEnterpriseEdition.Version8.1.1: availableathttp://www.opengroup.org/architecture/togaf8doc/arch/.TheOpenGroup,2007. [TOGAF9.1]TheOpenGroup:TOGAFVersion9.1;availableat http://www.opengroup.org/architecture/togaf9-doc/arch/;The OpenGroup,2011.


TOGAF_9_1_Quickstart_(V0_9)

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