Taking_Enterprise_Architecture_to_the_Next_Level

© Copyright 2003, Jeannine Menefee & David Rudawitz
All rights reserved.
Page 1
ANTEVORTE CONSULTING, LLC
Taking Enterprise Architecture to the Next Level
Jeannine Menefee
David Rudawitz, PMP
November 2003
Abstract
For years companies have been using Enterprise Architecture (EA) to align Information
Technology with the business. The promise of EA is that it will manage a company’s technology,
transforming it into a driver for revenue growth and production efficiencies. Although
successful in defining the business and IT linkages, these efforts frequently fail to fully deliver on
this promise. Companies with forward thinking leadership are looking to take EA to the next
level. This next level of EA is a tool-enabled architecture methodology. This white paper defines
and discusses tool-enabled architecture that takes EA to the next level.

Page 2
An Introduction
The Argument for Taking Enterprise Architecture to the Next Level
For years, companies have been using Enterprise Architecture (EA) to build the necessary links
between business and the Information Technologies (IT) intended to support the business. The
promise of EA is that it will manage a company’s technology, transforming it into a driver for
revenue growth and production efficiencies. The architecture acts as a blueprint that specifies
the direction for IT to take in order to enable the organization to meet its goals and objectives in
an efficient and cost-effective manner. Although successful in defining the business and IT
linkages, these efforts frequently fall short of achieving the full potential that EA offers. There
are many reasons for this shortfall. The EA usually consists of manually maintained repositories
of related but separate items and documents. It is often not universally available to and
understandable by all the stakeholders both within the IT department and the business. Because
it is comprised of static documentation, it is hard to update and difficult to use for decision
making. Companies with forward thinking leadership are looking for enterprise architectures
that are dynamic, adaptable, and which facilitate information sharing and enhance decision-
making. These companies are fine-tuning their EA effort through the use of tools so that the
architecture delivers all that it promises. These companies are looking to take EA to the next
level.
As we have stated, most companies with an active enterprise architecture process typically have
artifacts1
of that architecture that are comprised of an assortment of intellectually related but
physically separate items. These are usually in various formats of electronic files such as word
processing, spreadsheet, presentation, diagrams, Adobe Acrobat (PDF) files, databases, etc.
Some teams may store these artifacts on company intranets with HTML navigation and indexing
pages to provide users with a framework to locate and retrieve the artifacts. The common thread
here is that these artifact repository systems are basically manually maintained collections with
simplistic indexing and devoid of metadata to help manage, organize and retrieve the
information.
Enterprise architecture teams work hard and long to build their architectures and collect these
artifacts. Yet, these collections hold static information about dynamically, changing enterprises.
In the typical robust evolving environment of today’s fast paced, IT intensive companies, much
of this information is merely a snapshot in time becoming out of date rather quickly. Manually
maintaining artifacts to keep them current is a challenge, at best. It is very expensive, taking
significant labor resources to stay abreast with the changes. Such an enterprise architecture is
typically devoid of any physical links between the intellectually related information that it
contains. The documentation for the EA may not be easily accessed or readily understood by the
various stakeholders. Relation to the business strategy and goals is not explicit. This makes
using the EA for decision making marginal at best.
1
The term artifact used in the context of enterprise architecture was introduced by John Zachman. Artifacts, in the context of an enterprise
architecture, are items of documentation or information relevant to the architecture.

Page 3
Clearly, evolving EA to the next level is needed so that companies can realize the full value of
their EA efforts. The next level needs be accomplished in a way that it offers solutions to the
problems hindering current EA efforts. Bold companies are looking for solutions which include
graphical, navigable models built on database technology, with interlinks to business and IT
documentation as the path to reaching the full potential of EA.
Chance favors the prepared mind. - Louis Pasteur
What is the Next Level of EA?
The next level of EA is really about an innovative new way of implementation that realizes the
full value of the EA efforts. This next level of EA is a tool-enabled architecture methodology.
This means that the EA documentation is enabled through a software tool that takes it from the
level of individual artifacts and documents to an active document repository and reporting
system which is web publishable. It maintains and illustrates all the interconnections between
the business goals and strategy as well as all the interconnections between the components of the
EA. This disciplined approach to EA is more than just using a tool. It uses a tool in a
“combined solution,” meaning the design of the enterprise architecture is primary but is
combined with the use of a tool. By this method, the solution will overcome the shortcomings of
current EA methods.
Enterprise ArchitectureEnterprise Architecture
Process & Information
Architecture
Application
Architecture
Organization
Structure
Strategic
Intent
Program
Management
Stakeholder
Relationship
Workflow
Web Publishing
Business
Rules
Business
Object
Data
Architecture
Infrastructure
Architecture
IT Standards
and Principles
Enterprise
Capability
Communities
Of Practice
Process Management
Accelerator Business Rules
Accelerator
IT Architecture
Accelerator
Knowledge Management
Accelerator
Business LandscapeBusiness Landscape
Performance
Measures
Customers
UML
Business
Facts
Value
Delivery
Figure 1 - The tool enabled enterprise architecture enables business with technology.

Page 4
The key point to convey is that EA is a process designed to bridge the gap between forward-
looking business vision/strategy and the detailed descriptions of the portfolio of investments an
organization will make to support that strategy. This definition overcomes the “shelfware effect”
(i.e., the narrow obsession with the artifacts or documents created by EA teams), and it encourages
organizations to institutionalize the process of “architecting,” so all artifacts can be refreshed as
required. – META Group Inc. 20032
What and Why Enable With a Tool?
What is an EA Tool Anyway?
The business world today is technology-dependent and the technology systems are so large and
complex that understanding, communicating and managing them is difficult. Communicating
between technical experts and business experts then is overwhelming. When things get
complicated, visual models are a very powerful medium for understanding complexity and
seeing how things interact. An Enterprise Architecture tool must provide visual models which
illustrate all the pieces and interrelationships between the components of the architecture to
provide a holistic view of the enterprise. The tool must facilitate updating and reporting so that
decisions can be made on more complete and current information. Through a tool, the EA and
related documentation and reports can be output in HTML and distributed via the company
intranet at any time. The EA tool will maintain the EA documentation in a repository where all
the stakeholders can access and browse the EA at any time.
What to Look for in an EA Tool
Some companies have been content to simply move their EA artifacts into a website on their
intranet and then wrap them in a set of HTML pages. Although a website containing the artifacts
of an EA could be considered a rudimentary EA tool, this really only addresses one of the
features of a useful EA tool. An EA tool must address the entire EA process and support all
aspects of enterprise architecture. This is true even for those companies that are just beginning
to develop and use enterprise architecture. Selecting a tool that will not support the growth and
maturity of company’s EA will make this maturation process that much more difficult, costly
and time consuming. Conversely, having an effective EA tool when initially developing a
company’s enterprise architecture will not only facilitate the initial development but will
significantly assist the company in expanding and maturing their EA process, thus, greatly
reducing the time and effort necessary to achieve significant EA impact and support.
When evaluating an EA tool, the following features are considered desirable:
Modeling technology underlies the basic tool – The tool is far more than merely a
repository for artifacts. It must provide a framework within which the enterprise
architecture information itself is maintained - modeled. The artifacts become supportive
and additive to the EA information in the tool.
2
Buchanan, Richard, Answering Tough Questions About Enterprise Architecture, Delta 2050, March 19, 2003, The META Group Inc.

Page 5
Artifact repository is built on database technology – The repository technology is a true
database that can store and manipulate metadata about the artifacts and links between the
document-based artifacts and the other information in the model. The links are as
important as the more traditional components.
Unrestricted ability to interlink the EA information, artifacts and concepts in the EA –
The tool must be built around technology that exploits the interrelationships between the
EA information. The relationships are themselves objects (information) in the EA as well
as links relating the artifacts and other information.
Simple ability to update, add, replace and change EA information – The tool must be
easy to use by the members of the EA team and supporting personnel in the extended
teams to add, delete, update and change information in the EA model as required to keep
the EA current.
Ability to produce a web accessible result to the enterprise – Communicating the EA is
one of the critical factors in achieving a successful EA. The tool should facilitate this
communication by making the creating and management of web based EA information
easy to perform. Enterprises should make the most current approved version of their EA
available for all enterprise participants to see and use.
Provide graphic and textual data – Many EA concepts and information are better
communicated through the use of graphics in place of or in addition to textual
information. The tool should support the creation of diagrams as well as the use of
graphics as artifacts.
Support a powerful intuitive graphical navigation paradigm – The tool should allow the
development of a navigation scheme where navigation and EA information are tightly
integrated to the point of uncertainty between where information ends and navigation
elements (for their own sake) begin.
Serve as the focal point of top level IT management within the enterprise – Moving EA
from an annual exercise producing a large notebook on the shelf to becoming the focal
point of IT management within the enterprise takes EA to the next level.
Selection of a comprehensive EA tool is critical as a company’s EA should contain all the
elements to enable it to become the focal point of high level IT management. An inappropriate
tool will be more of a hindrance and distraction than no tool at all. The EA contains the what,
why, who, how and where of the company’s IT. Information spanning the entire path from why
we are doing a project to what is the project’s status and impact should also be in the EA. Where
the enterprise is and where it wants to go with IT (and business) should be in the EA. The EA
tool exposes this information in a way that allows EA to accept and excel in the role of IT
management focal point - much to the betterment of the enterprise.
Key Drivers for Tool Enabling Enterprise Architecture
Why would you want to enable enterprise architecture with a tool? As tempting as it might be to
answer, “because we can,” the true answer lies in better achieving and maintaining the promise
of EA in today’s ever changing business and IT environment. An EA tool leverages the EA
process and information to better achieve these goals. It should make the EA team more

Page 6
productive and communicate the EA throughout the enterprise. The use of a tool provides a
much faster track for companies to develop and establish their EA.
Key drivers to take EA to the next level by enabling it with a tool include:
Create a near real time coupling of the EA with and in support of the business –
Coupling the EA to the business is a major goal of EA and it can really only be effective
if this coupling is continuous and subject to updates. The alignment between the EA and
the business strategy and goals must remain current and dynamic.
Communicate the EA to all members and levels of the enterprise3
– If the company’s
personnel and management can not locate critical information incorporated in the EA
when they need it, they will not use it in support of business decisions. They will not find
it important to comply with EA direction, standards and guidance. Communication of the
EA is a critical success factor. This is a key aspect to making collaboration a foundation
of the EA process.4
Allow the EA to support business decision making on a continuous basis – Business
decisions in today’s leading companies are made all the time and not just once a year
with an annual plan exercise. If the EA is truly going to support business decisions, it
must be able to do so on a continuous basis throughout the year and on demand.
Enhanced ability to incorporate all EA related information in the enterprise – Although
it has been said that “a little EA is better than no EA at all,” it can also be said that the
more EA the better. The more complete and exhaustive an EA is, the better it will
support the business and IT. Having all the EA related information incorporated in one
repository facilitates maintaining the consistency of integration between all the systems
and the alignment of IT with business.
Reduced cost of maintaining the EA – Tools, by definition, reduce labor and improve
effectiveness. An EA tool will do this to the support required for the EA resulting in a
lower EA total cost of ownership (TCO).
Improve adherence and compliance to the EA – By making the EA easily and readily
available to all in the enterprise, there is little excuse or reason for IT staff to not comply
with the EA. This improves the benefit to the enterprise and establishes the value of the
EA.
Addressing the Key Drivers to Take the EA to the Next Level
Why Keep the EA Current and Dynamic?
Your business is constantly changing and growing. Customers come and go. Products are
added, changed and removed. You acquire a competitor. You sell off a division. Your chief
competitor invents that greatest widget of all time. The next big thing becomes the last big thing.
3
Success in enterprise architecture (EA) is directly correlated to the quality of communication within complex organizations. . – Buchanan,
Richard, Answering Tough Questions About Enterprise Architecture, Delta 2050, March 19, 2003, The META Group Inc.
4
Organizations that make collaboration a foundation of their EA approach will enhance their ability to make rapid decisions, improve
consistency, and lower aggregate risk. – Paras George, We Built It, They Didn’t Come, Delta 2142, April 24, 2003, META Group Inc.

Page 7
As trite as it may sound, the only constant is change5
. So, for an enterprise architecture to
continue to provide value and assist in decision making in the enterprise, it too must continue to
change and evolve with the corporate strategy. This evolution must be constant and seamless. A
periodic update or fine-tuning every six months will mean that your EA is as much as six months
out of date twice a year.
“How do you cost-justify architecture? How do you fund the development of assets that can be
reused or assembled to order to satisfy changing demand in the future?” The answer to this
question is implied in the definition of EA as an ongoing strategic planning process. META Group
Inc. 20036
IT alignment with the business is the primary driver for maintaining a current, dynamic
enterprise architecture. This alignment requirement is a major contributor to the value of
enterprise architecture and is often the main reason why a company adopts EA. Since enterprise
architecture is the means of establishing and maintaining this critical alignment, it follows that
success is directly coupled with the ability of the enterprise architecture to stay current.
Every enterprise ought to be striving for optimal IT-business alignment and elasticity – the ability to
gracefully contract, expand, and flexibly respond to changing business and technological
conditions. IT executives should develop and implement policies and technologies that enable
such alignment and elasticity, while also positioning the enterprise to take maximum business
advantage of relevant new technologies. – Michael Dortch, Robert Frances Group 2003
Improve Communication and Understanding through Visual Models
An important attribute of the next level of EA is improved communication to the entire
organization. A goal of the higher level of EA is to build a common baseline of understanding
throughout the enterprise. The aim is twofold: to empower business leaders to take charge and
communicate the business needs to the technology side of the organization and to provide a view
of the entire enterprise to all stakeholders. By thus empowering business managers through the
EA, support for the EA is strengthened.
META Trend: Through 2005, enterprise architecture (EA) success will be determined by the extent
to which corporate and line-of-business managers comprehend, support, and enforce the
architecture. EA efforts that do not gain management support will fail, regardless of the design and
engineering quality. – META Group Inc. 20037
On its Enterprise Architecture website, Microsoft calls EA a “comprehensive set of cohesive
models.8
” The key here is that architectures are models. Often though, the models representing
the architecture suffer from a combination of the following weaknesses which limit their
effectiveness.
They many be presented in formats and styles which vary from one part of the
organization to another.
They usually lack strong interconnections to other processes and models.
They may not be maintained in a central repository and updated regularly.
5
This quote first attributed to pre-Socratic philosopher Heraclitus of Ephesos (born 535 BC).
6
7
,Burke, Brian, Building the Enterprise Architecture Team: Part 2 — Talents and Skills, EPAS 178, February 28, 2003, The META Group Inc.
8
http://msdn.microsoft.com/architecture/

Page 8
An EA tool can eliminate these problems by pulling together all the models into a coherent
whole, graphically portraying interactions between all parts of the EA and the organization with
all the documentation properly formatted and integrated.
In a rapidly changing, highly interconnected, technology-dependent business environment,
complexity and uncertainty become natural byproducts of an organization culture. META Group
research indicates a rising demand among Global 2000 organizations for models and diagrams to
increase both the quality and speed of decision making - in effect, to combat the volatility of these
surroundings. The degree to which senior management can "see" the dependence of certain
conditions (either to achieve business value or avoid sub optimal results) is predicated on the
effectiveness of the enterprise architecture team to create the right portfolio of models, and to
select an appropriate toolkit for the creation, dissemination, and management of the models. –
META Group Inc. 20009
Human beings gain greater understanding when information is presented as a visual image,
therefore models are best understood visually. Visual models are particularly useful for
portraying complexity in an understandable manner. Large technology systems within an
organization are extremely complex. It follows that presenting the Enterprise Architecture as a
graphical model will increase the effectiveness of the EA.
Organizations that make communication and clarity of thought a centerpiece of their architecture
leadership activities will accelerate strategic integration and speed portfolio decision making. –
META Group Inc. 200310
Presenting the EA in an easy to access and understand format elevates the EA from a collection
of IT artifacts to a useable vehicle for moving a company’s strategic vision forward through its
IT. The wider audience reached by the distribution of information made possible with an EA
tool will translate into better use of the EA as a direction setting mechanism for the enterprise.
Executive Access and Enhanced Decision Making
Companies frequently undertake corporate initiatives and spending with inadequate
understanding of the supporting Enterprise Architecture. The results are seen in unaligned,
unfocused initiatives that do not contribute to the company bottom line and may even adversely
impact other existing systems and projects. Disciplined analysis and decision making requires
access to the most complete and recent information possible. Communication of the EA through
a tool allows the EA to enable business decision making with real time information. It improves
access to the information contained in the EA to all the stakeholders throughout the organization.
Improved accessibility of information provides the potential for better decision making.
In order to make decisions that optimize conflicting requirements of the various business units or
departments, executives must be able to visualize the organization in its entirety. When an EA
illustrates all the interconnections in an organization both external and internal to the IT group, a
holistic view of the enterprise emerges. This full view of an organization enhances
understanding of the implications of a decision throughout an organization. This will have a
positive impact on technology initiatives as project managers can see all affected departments.
9
Macpherson, Carole, The Business Value of Modeling: A Framework for Categorizing Modeling Tools, Practice 40, December 1, 2000, The
META Group Inc
10

Page 9
The common view of the entire organization results in decisions best for the whole enterprise
rather than those optimized for individual departments or business units.
META Trend: Through 2005, the primary justification for enterprise architecture will be the business
value derived from integration of separate business and IT planning processes into a unified
enterprise architecture planning and execution function. . – META Group Inc. 200011
An ongoing challenge for business and IT groups is defining the best12
IT projects to undertake.
Will the latest technology provide a path to reaching the strategic goals and objectives, or is the
budget better spent by allocating more to developing new avenues to customers through existing
technology? Companies are increasingly trying to apply sound financial measurements to
technology projects just as they do to other areas of their business. IT groups have in the past
focused on evaluating potential projects on technical merits. Evaluating the financial merits of a
project requires access to financial data, and the more this access is straightforward and easy, the
better the quality of the resulting analysis. A good EA modeling tool will also allow a company
to integrate the financial data required for measurements such as ROI and TCO analysis. With
the EA defining the future state for technology, the financial links improve analysis and selection
of IT projects.
An EA tool links all the organizational information pertinent to the architecture and makes
reporting on all of it easy. This increases the value of the organization by transforming its
knowledge into usable decision criteria.
Incorporate and Integrate All EA Related Information
The more complete and exhaustive an EA is, the better it will support the business and IT. By
integrating all the EA related information into one metadata driven repository, the alignment of
IT with business is made visible. This facilitates keeping the alignment current. The consistency
of integration between all systems is also improved by inclusion of the greatest possible amount
of information within one location. Presenting the information with the iterative links between
the various elements will foster unity in the organization as the interdependencies are exposed.
Reduced Cost of Maintaining the EA
A tool-enabled EA offers improved access for the stakeholders to their individual pieces of the
EA. This means they can update existing and include new documentation and information at any
point in time, providing real time access to the latest versions of EA documents. The tool
simplifies the process and includes all interconnections, so maintenance time and labor are
greatly reduced. With a tool-enabled EA, managing and tracking information is more accurate
and efficient. This in turn reduces the TCO of the EA.
Improve Adherence and Compliance to the EA
Ignorance is the most common reason why employees fail to comply with company rules.
Certainly, inaccessibility to information also provides an excuse to those few that want to “do
their own thing” anyway. Because a tool-enabled EA is easily and readily available to all in the
11
Westbrock, Tim, Justifying and Linking Enterprise Architecture with Business Strategy., Delta: 0088, June 7, 2000,: The META Group Inc.
12
Best here is defined as providing the best return on investment to the company taking into account all aspects of the project and its impact to
the enterprise.

Page 10
enterprise, compliance to the included standards and goals improves. This translates into
increased value provided to the enterprise.
The Strength of a Tool-enabled EA or EA Benefits in Action
Companies enabling their EA efforts through the use of a tool achieve significant EA impact and
benefit. Their EA efforts more fully realize the goal of better support of the business, enabling
the organization to meet its goals in an efficient and cost-effective manner. The improved
understanding provided by a tool’s visual models translates into increased use of the EA in
everyday operations and decision making. This allows the EA to become the focal point of high
level IT management. Improved accessibility allows employees to utilize the greater amount of
information integrated into the EA resulting in decisions based on more complete and current
information. Working from a common understanding of the organization and finding the design
and guidelines of the EA at their fingertips, employees look to the EA for guidance on the
impacts of projects and changes on the organization as a whole. Improvements in project
planning and analysis are also realized as department heads and project managers find access to
financial data simplified by the EA tool. Project management is facilitated by the improved
reporting capabilities provided by the EA tool. Cost savings are realized as technology standards
compliance is improved and maintenance time and labor are reduced. The benefits of a tool-
enabled EA in action are many and varied, resulting in an EA that delivers a full course of the
potential benefits of enterprise architecture.
Summary
The next level of EA is a tool-enabled architecture methodology. Tool-enabling EA adds power
and value to the EA, solving the problems affecting current EA efforts. A tool-enabled EA
creates a near real time coupling of the EA with and in support of the business to fully deliver the
value promised. Tool-enabled enterprise architectures prove to be as dynamic and adaptable as
the businesses they serve. Companies that tool-enable their EA efforts find that the improved
communication of the EA leads to increased and improved use. Information sharing is
facilitated, thereby enhancing decision-making and empowering business leaders. Companies
with tool-enabled EAs are realizing the power of EA to manage technology, transforming IT into
a driver for revenue growth and production efficiencies. These companies are using their EA as
a useable vehicle for moving their strategic vision forward through IT.
The Zachman Framework for Enterprise Architecture provides the “why” of EA. Tool
enabled methodologies characterized by that used by GoAgile provide the 'how'. – John
Zachman 2003

Page 11
Jeannine Menefee is a consultant with EITS. She is a Senior IT Management Consultant specializing in identifying
and creating business value from information technology investment. Expertise includes enterprise architecture, IT
strategic planning, cost analysis and reduction, and business re-engineering. Ms. Menefee can be contacted at
jeanninemenefee@comcast.net.
David Rudawitz, PMP, is Vice President of Antevorte Consulting, LLC. He is a senior IT management consultant
with recognized subject matter expertise in Enterprise Architecture implementation and automation. He has
practiced his craft over 30 years with companies such as IBM, Northrop Grumman, Ameron Corp., General
Dynamics and Holmes & Narver, Inc. He is a member of the Association of Computer Machinery (ACM), IEEE,
the IEEE Computer Society and the Project Management Institute. Mr. Rudawitz can be contacted at
David.Rudawitz@Antevorte.com.
ANTEVORTE CONSULTING, LLC
Suite 203
887 6th
Street
Lake Oswego, OR 97034
Phone: 503 636-7240
www.Antevorte.com

Taking_Enterprise_Architecture_to_the_Next_Level

More Related Content

What's hot (18)

Viewers also liked (18)

Similar to Taking_Enterprise_Architecture_to_the_Next_Level (20)

More from David Rudawitz (6)

Taking_Enterprise_Architecture_to_the_Next_Level