How to use Enterprise Architecture to leverage Information System Strategic Planning?
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1 1 How to use Enterprise Architecture to leverage Information System Strategic Planning? Pr. Bouchaïb BOUNABAT Full Professor at ENSIAS, ALQUALSADI R&D Team International Expert in National ICT Strategies and e-government Mouhsine LAKHDISSI PHD Student at ENSIAS, ALQUALSADI R&D Team CTO and Architecture Consultant, NEOXIA Final ENSIAS DSV Mena Networking Project Event November 24-25, 2011 Rabat
2 Plan 2 Background Motivation State of the art IS Strategic Planning Enterprise Architecture Methodology Content Framework Metamodel Case Study Implementation Research contribution Perspectives
3 Background 3 No possible future vision without present visibility Continuous Increase in IT budget Increase of IT projects failure rate Information systems more complex with less overall visibility Increasing gap between IT and strategy The percentage of deployed ISSP projects
4 Motivation 4 Weak reference methods and models in ISSP Most methods are originated from Business Strategic Planning More techniques and methodological tools than methodologies No structured and rigorous gap analyssis Weak impact analyssis No tooling for ISSP
5 Objectifs 5 Elaboration d une nouvelle méthodologie pour les schémas directeurs et la planification stratégique des SI avec définition des phases/acteurs/livrables Elaborer une nouveau framework de contenu pour l architecture d entreprise Elaboration d un méta-modèle et d un outillage pour supporter la méthodologie Adresser les insuffisances présentées par les méthodologies actuelles S inspirer des frameworks d Architecture d Entreprise
6 Background 6 Method a way, technique or process of or for doing something Merriam 2010 Methodology a body of methods, rules, and postulates employed by a discipline Merriam 2010 "A documented approach for performing activities in a coherent, consistent, accountable, and repeatable manner.". TEAF 2000 Framework "A logical structure for classifying and organizing complex information FEAF 1999
7 Background: Comparison 7 Method Methodology Framework Scope Specific General General Abstraction Concrete Abstract Abstract Nature Prescriptive Prescriptive Descriptive Composition Simple Composite Composite Process Optional Mandatory Optional Product description Poor Average Detailed
8 Strategic Planning 8 ISSP focuses on three main questions : Where we are? Where we want to go? How to get there? Method classification Impact methods : trying to make It help create a positive impact and drive the change of the business Alignment methods : where the main focus is on aligning IT to respond to business needs and to help achieve strategic goals
9 Taxonomie 9
10 Existing methods RACINES Critical Success Factors (CSF), Business Systems Planning (BSP), Competitive Forces Model (1980), Porter s Value Chain CCTA Strategic Systems Planning (SSP) 10
11 Taxonomie Impact methods CSF Value Chain Analysis Alignement methods BSP SSP IE 11
12 Focus of ISSP Methods Methodologies ISSP Research IT Infrastructure Broadbent & Weill 1999 Business Alignment 1979 Competitive Advantage 1984 = evolved = influenced = incorporates Post-Net Era Strategy Gupta et al 2004 IS Capability Peppard & Ward 2004 CSF 1979 Competitive Forces 1980 Value Chain 1985 BSP 1988 BPR 1990 Scenarios 1994 Sense-and -respond 1999 P r o p r i e t a r y CCTA 1988 Info Engineering 1989 CCTA 1999 ISSP for SMEs 2000 Boar 2001 Methods and Approaches: Galliers (1987) Lederer & Sethi (1988) Flynn & Goleniwska (1993) Earl (1993) Segars & Grover (1999) Min et al (1999) Doherty et al (1999) Levy & Powell (2000) Salmela & Spil (2002) ISSP Theory and Assessment: Chan & Huff (1992) Lederer & Sethi (1992) Doukidis et al (1996) Lederer & Salmela (1996) Chan et al (1997b) Dufner et al (2002) Newkirk et al (2003) Wang & Tai (2003) ISSP Success: Galliers (1991) Fitzgerald (1993) Segars & Grover (1998) Automated Support for ISSP: Wagner (2004)
13 Synthesis 13 Méthodes de planification stratégique existante datant des années 70 et 80 Pas de méthodologie formelle rigoureuse et standard Plutôt des méthodes séparées Pas de métamodèle structurant Pas d outils de structuration et d industrialisation Démarches linéaires (effet tunnel) Manque de visibilité sur la cible Etude d impact et de dépendances insuffisante Pas de feuille de route Peu de profondeur par rapport à la partie technique
14 What is architecture? The structure of components, their inter-relationships, and the principles and guidelines governing their design and evolution over time Architecture tries to establish a harmonious and balanced combinbation between three contradictory elements : Beauty (venustas), Form Robustness (firmitas), Structure Usefulness (utilitas). Function If we map it to ISO 9126 : Usefulness could be mapped to functionality et usability, Robustness could be mapped to reliability et efficiency, Beauty could be mapped to s maintainability et portability.
15 What is Enterprise Architecture? 15 Business Architecture Elements Value Chain Business Capabilities Business Data Business Processes Products & Services Business Organization Enterprise Architecture Business Architecture Information System (IS) Architecture Application Architecture Data Architecture Data Architecture Elements Conceptual Data Model Data Subject Areas Data Entities Data Elements Data Relationships Application Architecture Elements Application Frameworks Application Interfaces Application Owners Application Components Standard Information base Technology Architecture Building Block Information base Technology Architecture Elements Operating Platforms Technology Platforms Network components Enterprise Architecture Baseline Enterprise Architecture Business Architecture Statement of fact describing the Technology As-Is Architecture State Information System (IS) Architecture Application Architecture Data Architecture Standard Building Block Information base Information base Gap Analysis Identify issues to be addressed & development opportunities Target Enterprise Architecture Business Architecture Information System (IS) Architecture Application To-Be Architecture State Describing Data Architecture Aspirations Technology Architecture Standard Building Block Information base Information base
16 EA Frameworks 16 Enterprise architecture is typically made up of: a picture of the current state a blueprint, vision or detailed description for the future a road-map on how to get there Les frameworks d architecture d entreprise sont de différents types Taxonomie (Zachman) Méthodologie (TOGAF ADM) Pratique (comme celle de Cap Gemini ou Gartner)
17 EA use cases 17 A method to describe the enterprise as a whole with different levels and views of enterprise elements and their relationships. In this way it relates to Enterprise Modeling as was stated by (Lillehagen et al., 2005) A way to align the IS environment with the business reality and the strategic goals or to assess this alignment as described by (Bounabat 2006) (Elhari 2010) A modelling structure to define the vision for IS evolution or to describe in detail the IS to-be state A process to plan the migration between the as-is situation and the to-be state.
18 Theoretical comparison 18 IS Strategic Planning Enterprise Architecture Period of development Process Linear Iterative and incremental Nature Business oriented Business and IT oriented Main deliverables Programs, projects, budgets Architecture description (as-is and to-be) and Roadmap Strategy support High Medium to low Techniques and modeling Techniques Techniques, Modeling Repository No Yes Tool support Rare Mainstream
19 Bridging concept : Transformation 19 Architecture element As-is Transformation Architecture element To-be Project = Transformations (Architecture element)
20 Content framework 20 The content framework defines the layers, views, questions and aspects that architecture description deals with. The importance of this framework is that it organizes, classifies and links architecture elements and artifacts. It is also interesting because it ensure the coherence and exhaustively of the metamodel. The content framework is classically defined as a bidimensional grid with lines representing layers or views and columns representing concerns and classifications. The content framework defines elements of the metamodel in a high level way emphasizing the global structure rather than the detailed model.
21 Content Metamodel 21 It is similar in form to a Conceptual Data Model or a Class Diagram in UML. It is important in term of objects definition, attributes definition and relationships. Objects definition ensures the exhaustiveness and coverage of aspects as standardization and integration. Attributes provide the way to perform diagnosis and analysis on existing and future assets. Attribute can also cover aspects like security and performance necessary to the evaluation process. Relationships are very important to perform Gap Analysis inside the same layer and for alignment needs between layers.
22 Existing CF and CM 22 Content Frameworks Zachman FEAF, TEAF TOGAF Archimate Metamodels TOGAF Archimate EA Tools
23 Criticism Non covered aspects Requirements Strategy Standards Program and projects Security Integration Performance 23
24 NAM: New Architecture Map Static Dynamic
25 New Architecture Map
26 New Architecture Map
27 New Architecture Map
28 New Architecture Map
29 Strategy Nouveau framework Requirements Principle Constraint Rule Standard de contenu:nam Goal Objective Indicator Business Organization Location Organisation unit Personne Actor Role Security Information Products Function Business Objects Business Flows Processes/ Services Domains/ Functions Information Systems Security Usage User Profile Data Data Objects Files, docs Data tables Data Interfaces Files, docs Messages Application Interface/presentation Workflows/ Services Modules/ Functions Data/Service Access Technology Software Security Data software Access and collaboration software Software instances Application software Software instances Hardware Network elements Security Storage elements Hardware instances Servers and workstation Hardware instances 29
30 NCM : New Content Metamodel 30
31 NCM : IS Strategic Planning package Alignment transformation : A realization of a strategic objective : this allows us to align the to-be IS situation with the strategy and to justify the strategic plan investments Requirements transformation : A consequence of an IT or business requirement (principle, standard, rule, constraint) defined by the organization Gap transformation : A result of a gap analysis: in that case the gap is observed on one or more architecture elements and the transformation is a way to fill the gap. 31
32 Metamodels comparison 32 New metamodel NCM TOGAF Archimate Zachman EA Tools metamodels Requirement Yes No No. Undergoing Partially Yes Strategy Yes Yes No Yes No IT Planning Yes No No No Yes. To some extent Link between projects and architecture Yes No No No No Standards Yes No No No Yes. (Not native) Strategy definition Business description Yes Yes No Yes Yes Detailed Detailed Detailed Average Poor IS description Detailed Poor Average Detailed Detailed (Depending on tool) Infrastructure description Detailed Poor Average Detailed Detailed (Depending on tool) Tool support No Partial Yes Partial Yes Methodology support No. Undergoing Yes Yes No No Independence Yes Yes Yes Yes No
33 Implementation 33 Objectives : To make sure the metamodel is realist and feasible To constitute a platform for a future ISSP tool (which is a much needed tool in IT Governance) Scope: Describe graphically and in term of properties all architecture elements of our metamodel Define the dependencies and links between these element based on the metamodel Store all elements and their dependencies in a repository Generate inventories, matrices and reports from the repository
34 Implementation 34 Customize the metamodel and content framerwork of an existing EA tool
35 Implementation 35 Implement a new tool based on the Eclipse Platform (Eclipse RCP, EMF and GEF).
36 Research contribution A new Content framework for EA and ISSP Enhanced EA metamodel with project support New ISSP metamodel Use of EA as a framework for ISSP A case study for a government market regulation agency A tool implementation 36 36
37 Publications 37 Lakhdissi M, Bounabat B (2011). Toward a novel methodology for IT Strategic Planning. Proceeding of ICIME 2011, p Lakhdissi M, Bounabat B (2011). A new content framework and metamodel for ISSP and EA. Proceeding of WOTIC 2011, p Lakhdissi M, Bounabat B (2011). A new content metamodel for IS Strategic Planning with a tool implementation To appear in International Jounal of Computer Science Issues(IJCSI) Volume 8 Issue 8, November 2011 Lakhdissi M, Bounabat B (2011). A new content metamodel for IS Strategic Planning : Regulation Agency Case Study " To appear in Journal of Communication and Computer, David publishing Company, Number
38 Perspectives The metamodel could be enriched to highlight crossover architecture aspects like security, performance and integration. These aspects are very important in evaluating existing IT assets and in defining their target state. Another extension is to formalize diagnosis and evaluation techniques into the metamodel to make sure the whole IS Strategic Planning process is automated. 38
39 How to use Enterprise Architecture to leverage Information System Strategic Planning? DIeGov Project Thank you Mouhsine LAKHDISSI B. Bounabat.ICT4D - DIeGov Project. November 24-25, 2011 Rabat 39
40 Méthodologie TOGAF ADM P Framework & Principes G Implementation & Gouvernance H A Vision de l Architecture Gestion du changement Métier Architecture Gestion des Exigences B Architecture C Architecture Des SI F Plan de Migration E Opportunités & Solutions D Architecture Technique
41 Cycle de vie Description de l architecture Catalogues Diagrammes Principes, standards, règles et guidelines Matrices de dépendance Analyse d écart Modèle s et Rapport Architecture actuelle Diagnostic de l existant Modèle s et Rapport Roadmap de transformation Architecture cible Matrices de dépendance Analyse d impact Description de l architecture Catalogues Diagrammes Principes, standards, règles et guidelines
42 Livrables Catalogues Inventaires simples Informations linéaires mais riche Matrices Croisement de catalogues Dépendances et liens Analyse d écart et d impact Modèles ou diagrammes Vues composites Zoom progressif Perspectives par acteurs
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