ITM 706 Study Guide - Midterm Guide: Enterprise Architecture Framework, Business Process Model And Notation, Ieee Computer Society
30 May 2018
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ITM706 MIDTERM NOTES
CHAPTER 1
Architecture: fundamental concepts or properties of a system in its environment,
embodied in its elements, relationships, and in the principles of its design and
evolution.
Stakeholder: an individual, team, or organization (or classes thereof) with
interests in, or concerns relative to, a system.
Enterprise: any collection of organizations that has a common set of goals and/or
a single bottom line.
Enterprise architecture: a coherent whole of principles, methods, and models
that are used in the design and realization of an enterprise’s organizational
structure, business processes, information systems, and infrastructure. The most
important characteristic of enterprise architecture is that it provides a holistic view
of the enterprise.
5 Typical Domains of EA: Business Architecture (BA), Information Architecture
(IA), Application Architecture (AA), Technology Architecture (TA), Security
Architecture (SA). Other domains (Methodology, Privacy).
Communicating EA to Stakeholders: Different types of stakeholders will have
their own view-points on the architecture. This requires an integrated set of
methods and techniques for the specification, analysis, and communication of
enterprise architectures that fulfills the needs of the different types of stakeholders
involved. (models, view, analysis, presentation)
The Architecture Process: Architecture is a process as well as a product. The
product serves to guide managers in designing business processes and system
developers in building applications in a way that is in line with business objectives
and policies.
(Architecture
Discription Life
Cycle)
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Drivers for Enterprise Architecture
Internal Drivers: The Strategic
Alignment Model. Vertical alignment
describes the relation between the top
strategy and the people at the bottom,
whereas horizontal alignment describes
the relation between internal processes
and external customers. Obviously, the
world of business–IT alignment is as
diverse as it is complex.
Operating Model: architecture is a
strategic instrument in guiding an
organization through a planned course of
development. Successful enterprises
employ an ‘operating model’ with clear
choices on the levels of integration and
standardization of business processes
across the enterprise. This operating
model should fit both their area of
business and their stage of development.
External Drivers: Next to the internal drive to execute effectively an
organization’s strategy and optimize its operations, there are also external
pressures that push organizations towards adopting enterprise architecture
practice. The regulatory framework increasingly demands that companies and
governmental institutions can prove that they have a clear insight into their
operations and that they comply with the applicable laws on, say, financial
transactions.
CHAPTER 2
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Strategic Management (Balance Scorecard): The BSC suggests viewing an
enterprise from four perspectives.
Customer perspective - asks how the enterprise should appear to its customers,
with measures like customer satisfaction.
Financial perspective - is focused on the business value created by the enterprise,
entailing measures such as shareholder value.
Internal Business Processes perspective - looks at the effectiveness and efficiency
of a company’s internal operations, paying special attention to the primary,
mission-oriented processes.
Learning and Growth perspective - addresses the corporate and individual ability
to change and improve, which is critical to any knowledge-intensive organization.
For each of the four perspectives the BSC proposes a three-layered structure:
Mission (e.g., to become the customers’ preferred supplier)
Objectives (e.g., to provide the customers with new products)
Measures (e.g., percentage of turnover generated by new products)
Business Model Development (Business Model Canvas): Is a template to create
high-level descriptions of new or existing business models. It is conceptually
rooted in the business model ontology. The Business Model Canvas consists of 9
parts.
Customer segments: the typical customer groups the organization distinguishes
Value proposition: the center of the canvas, describing what products and services
an organization has to offer to its different customers
Channels: how the organization gets in touch with its customers.
Customer relationships: the kind of links the organization has with its customers
Revenue streams: the way the organization makes money from various revenue
flows from its customer segments
Key resources: the resources needed for these activities
Key activities: what the organization needs to do to provide its value propositions
Key partners: others with which the organization cooperates in delivering value to
its customers
Cost structure: the financial view of the means employed by the organization
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Document Summary
Architecture: fundamental concepts or properties of a system in its environment, embodied in its elements, relationships, and in the principles of its design and evolution. Stakeholder: an individual, team, or organization (or classes thereof) with interests in, or concerns relative to, a system. Enterprise: any collection of organizations that has a common set of goals and/or a single bottom line. Enterprise architecture: a coherent whole of principles, methods, and models that are used in the design and realization of an enterprise"s organizational structure, business processes, information systems, and infrastructure. The most important characteristic of enterprise architecture is that it provides a holistic view of the enterprise. 5 typical domains of ea: business architecture (ba), information architecture (ia), application architecture (aa), technology architecture (ta), security. Communicating ea to stakeholders: different types of stakeholders will have their own view-points on the architecture.
