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- Herausgeber: Packt Publishing
- Kategorie: Wissenschaft und neue Technologien
- Sprache: Englisch
In Detail
Is it possible to actually measure the contribution IT makes to business? Are there ways to communicate complex IT topics to business leaders in ways they understand? This unique book uses the Troux Transformation Platform to show IT leaders how to reach their business partners.This book covers how to generate tremendous business value from aligning business strategy with IT strategy. It uses a leading product as the example of applying best practices to produce the aligned business.Best practices are explained in a clear language with a number of graphics.
When IT delivers solutions that are aligned with business goals, real value is created. This book is written in a unique style that uses the Troux Transformation Platform as the hallmark of how to create the aligned business. The book introduces topics spanning IT portfolio management, strategic alignment, application optimization, IT governance, visualization, generating value, and more. Each chapter contains a context of best practices followed by useful examples taken right out of the Troux product. The book also covers topics such as modern architecture modeling and supports the TOGAF methodology with the Troux product. There is even a chapter devoted to the topic of visualization. Most topics are introduced and discussed independently of the underlying product used for the examples. Thus, this book is a must read for anyone interested in business and IT strategic alignment.
A guide of best practices targeting business and strategic IT alignment, use of TOGAFTM, and metric based value generation, all through using the Troux EA Repository.
Approach
The book introduces topics in a broad context using a "best practices" model. Then the Troux Transformation Platform is used to provide concrete examples for the concepts. The book reads more like a novel than a manual, but provides insight and background to topics. In addition to clear language, many illustrations and graphics are included to enhance concepts. The book is not intended to be a user manual nor does it take the place of online content best managed by websites.
Who this book is for
This book is for the IT professional interested in using the rich content available in IT management systems to drive business value. Anyone involved in managing IT systems, defining IT architectures, managing IT standards, responsible for Enterprise Architecture, or the Enterprise Program Management Office, will enjoy reading this book. In addition, users of the Troux Transformation Platform or IT professionals implementing the TOGAFTM methodology will find this book a useful reference tool.
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Seitenzahl: 298
Veröffentlichungsjahr: 2010
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Table of Contents
Troux Enterprise Architecture Solutions
Troux Enterprise Architecture Solutions
Copyright © 2010 Packt Publishing
All rights reserved. No part of this book may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, without the prior written permission of the publisher, except in the case of brief quotations embedded in critical articles or reviews.
Every effort has been made in the preparation of this book to ensure the accuracy of the information presented. However, the information contained in this book is sold without warranty, either express or implied. Neither the author, nor Packt Publishing, and its dealers and distributors will be held liable for any damages caused or alleged to be caused directly or indirectly by this book.
Packt Publishing has endeavored to provide trademark information about all of the companies and products mentioned in this book by the appropriate use of capitals. However, Packt Publishing cannot guarantee the accuracy of this information.
First published: August 2010
Production Reference: 1060810
Published by Packt Publishing Ltd.
32 Lincoln Road
Olton
Birmingham, B27 6PA, UK.
ISBN 978-1-849681-20-9
www.packtpub.com
Cover Image by Vinayak Chittar (<[email protected]>)
Credits
Author
Richard J. Reese
Reviewers
Mark Bodman
Bill Cason
David Dillon
Acquisition Editor
James Lumsden
Development Editor
Wilson D'souza
Technical Editors
Ishita Dhabalia
Vinodhan Nair
Indexer
Rekha Nair
Editorial Team Leader
Gagandeep Singh
Project Team Leader
Lata Basantani
Project Coordinator
Poorvi Nair
Proofreader
Sandra Hopper
Graphics
Nilesh Mohite
Production Coordinators
Kruthika Bangera
Alwin Roy
Cover Work
Kruthika Bangera
About the Author
Richard J. Reese has 30 years experience working as an Enterprise Systems Architect for some of the largest companies in the world, including Discover Financial Services, IBM (Certified IT Architect), United Airlines, and W.W. Grainger, Inc. Richard led these organizations in major technology transformations resulting in long-term improvements in business process flexibility. He developed a number of technology strategies and led conversion in the use of massively scalable transaction processing, distributed databases, web-based processing, Service Oriented Architecture, Mobile Banking, and large volume decision support. He also published a book about EA titled I/T Architecture in Action in 2008 and is an experienced speaker.
Richard has a Masters of Business Administration degree from Loyola University of Chicago and a Bachelor's Degree in Quantitative Information Science from Western Illinois University. You can reach him directly at <[email protected]>.
Acknowledgement
For Alla, the light of my life. She brings the sun in the day and the moon and stars at night. I am truly blessed!
Of course, many thanks to the team at Troux. They are a team of professionals who "get it." Their work is advancing the art of Enterprise Architecture, turning it into a professional discipline that delivers measurable value to businesses and agencies alike. I especially want to thank Bill Cason for his technical assistance and constructive input during the project. Also, thanks to Mark Bodman for his valuable consultative input.
Many thanks to the team at Packt Publishing, especially James Lumsden for having faith in my writing abilities, Wilson D'souza for his editorial insight, and Ishita Dhabalia for her exceptional attention to detail. Thanks to Jason Williamson of Oracle who co-authored the Packt book, Oracle Modernization Solutions. It was he who introduced me to the team at Packt.
I extend much gratitude to the Enterprise Architecture team at Discover. They are a great group of Enterprise Architects who have helped me in more ways than I can say here. I especially want to thank Dave Dillon who never faltered in his conviction towards the profession. He saw the value in metadata long before others even knew it existed. A final "thanks" goes to Glenn Schneider and Diane Offereins at Discover. They believe in the business benefits of Enterprise Architecture and especially in my approach to the discipline. Without their support, I would not have had the opportunity to write this book.
About the Reviewers
Mark Bodman, Practice Director at Troux Technologies, Inc., is responsible for strategic IT planning and best practice consultation for clients, and manages Troux's Optimization product. With more than 20 years experience in IT, Mark has led numerous enterprise-wide IT initiatives. He spent 10 years at Dell Computers in various positions—from Development Manager to Enterprise Architect. While there, he also led legacy infrastructure migration efforts, application portfolio management, standards management, SOA adoption, and other critical rationalization efforts. In addition, Mark implemented new systems for Dell Financial Services and led the integration of its key business applications, including credit processing, account management, fraud, Intervoice, web self-service, and collection systems. Before Dell, Mark worked for Keyfile Corp., a workflow and document management vendor, where he served in leadership positions in both engineering and services at Imaging Technologies and Benchmark Industries. He is a four-year veteran of the US Army and holds a Computer Programming Engineering Technology degree from New Hampshire Technical Institute. You can reach him at <[email protected]>.
Bill Cason, Chief Technology Officer at Troux Technologies, Inc., has more than 25 years of experience in the computer industry with broad operational experience, including product development, business development, marketing, and professional services. Previously, he was Vice President of Engineering at Tonic Software. He was one of the co-founders of InStreamTV and served as the Chief Operating Officer of the company. Bill was formerly Senior Vice President of Technology for Deja.com. Prior to Deja.com, he held a number of executive positions with PSW Technologies where he was a senior member of the executive team that led the company to a successful IPO in 1997. Prior to that, Bill was a member of the executive team at Soft Switch, a leading enterprise software company that was acquired by Lotus Development Corporation. Bill began his career at Texas Instruments and was employed by the IBM Corporation as a Senior Engineer.
Bill received a BSEE with Honors from the University of Texas and holds ten US patents. You can contact him at <[email protected]>.
David Dillon, Senior IT Architect at Discover Financial Services, has over 30 years experience with Sears and Discover Financial Services. He led a number of applications development projects for Sears and Discover, including the introduction of credit card acquisition systems, customer service systems, and financial management applications. As a member of the Discover Enterprise Architecture team, Dave leads efforts to manage business and IT alignment. He is responsible for the Enterprise Architecture Repository for Discover and assists management with IT strategy planning. Dave implemented Troux Architect, Metaverse, Alignment, Optimization, Standards, and developed the data integration strategy for metadata at Discover. He graduated from DePaul University with a Bachelor's degree in Mathematics. You can get in touch with him at <[email protected]>.
Preface
Everyone struggles with change. Various forces are working at an ever increasing pace to drive change in businesses of all sizes in all industries. Some people enjoy and embrace change, while others resist change, and yet others deny that things are changing at all. The more things change, the more they stay the same is the old saying. However, is that old axiom really true? Today, more than ever, how people and businesses interact is defined by changes going on at government level through regulation; at the business level by market forces; and at a personal level by electronic media.
Change happens whether we want it to or not. The collective "we" in this case means all of us—business leaders, customers, suppliers, workers, and anyone connected to the global economy. Change is most apparent in industries driven by technology and innovation. These are industries like healthcare, transportation, finance and banking, insurance, manufacturing, retail, aerospace, police and military, and yes, of course, IT.
Change is especially apparent in IT. Within the last thirty years alone (which for most people represents their entire career in IT), we have seen technology advance from data entry using punch cards to the iPhone. Visionary business leaders are not afraid of change. In fact, they seek out new ways to conduct business that reduce cost, increase revenue, and streamline operations. They are on top of the new and untried and know that value, and wealth, is created during times where change is most disruptive and unavoidable.
As IT professionals, it is our responsibility to stay on top of what is changing in our discipline. It is our job to understand changes taking place in the various vertical markets in our business. These markets include application software, development tools, data networks, voice and cellular networks, database, hardware, security, storage, and methodology. Business professionals do not know a great deal about these various IT verticals. However, those who are unafraid believe that advancements in technology can help them meet their goals, grow their businesses, extend their products to new markets, or improve their operations.
The fact that each technical domain is actually driven by market forces shaping that particular segment of IT creates an opportunity for IT professionals. Those IT professionals working on Enterprise Architecture (EA) are in the perfect position to pull together these disparate advancements into a cohesive strategy–a strategy based on IT capabilities aimed squarely at business imperatives. As EA has a cross-functional view into what's going on within a business, as well as what's going on in IT, EA can add tremendous value to businesses of all kinds.
This book is written precisely for those brave individuals who believe that IT is the catalyst for change in the modern enterprise. Working with a comprehensive tool set provided by a visionary company, Troux Technologies Inc., EA professionals have a reasonable chance at realizing their dream of driving value to the business. Each chapter provides a brief use case derived from Troux customers who used the Troux Transformation Platform to generate real business value. Once a case is described, the reader is presented with the technology and methods necessary to achieve similar results in their own situations.
The intent here is not to present a user manual or technical treatment of the Troux offerings, but to educate about what is possible when combining the tools offered by Troux with various author-recommended best practices in the EA discipline. There are references provided where more in-depth information can be obtained. These are best delivered in online form, as the underlying technical details will change over time. The authors invite you to take your time, sit back, read, reflect, and ultimately enjoy what amounts to be the fruits of their labor over many years in this difficult business of IT.
What this book covers
Chapter 1, Managing the IT Portfolio, introduces the concept of managing the assets of IT like an investment portfolio. Establishing a single-source-of-truth for all IT-related information provides a basis for planning and analysis. The chapter also introduces the Troux Transformation Platform as a market-leading EA repository tool. Key product features are explained, setting the stage for the remainder of the book.
Chapter 2, Strategic Alignment, focuses on how IT can be a leader of business strategy planning. By collecting data about business strategies, business goals, and programs/projects, IT can provide new insights to business leaders. A model is introduced that measures the contribution IT makes to the business bottom line. Critical success factors of what it means to be an aligned business,areprovided, and the Troux Alignment meta-model is presented.
Chapter 3, Application Optimization, describes that over the years, IT has created a legacy of overlapping and outdated applications. Since applications are what make IT come to life for a business, much data can be captured about them. The Troux meta-model of applications is presented, effectively showing how metadata is a useful tool in optimizing the application portfolio.
Chapter 4, IT Governance, introduces a model to manage compliance to the strategic and tactical direction set by management. Without a methodology to measure and manage compliance, it is difficult to achieve the benefits identified through strategic alignment and portfolio optimization. This chapter describes how the Architecture Review Board (ARB) is a key element in managing compliance. A governance model is defined linking the ARB, which is composed of IT architects from various domains, with an EA Steering Committee composed of senior management. The Troux Standards solution is introduced to illustrate the role standards play in IT governance. A meta-model identifying the types of information needed to effectively manage standards across the enterprise is described.
Chapter 5, Managing the Function, describes an aspect of EA not normally found in technical books. It provides examples of best practices for how to manage EA. The chapter includes a brief introduction to using metrics to measure the effectiveness of EA. The chapter also describes a typical staffing model for EA and includes sample job descriptions for typical EA roles.
Chapter 6, Architecture Models, describes modern EA modeling. A brief history of modeling and model development provides background for where the state-of-the-art is regarding modeling at the enterprise level. Two model notation styles are presented. These are the Universal Modeling Language (UML) sponsored by the Object Management Group and ArchimateTM sponsored by The Open Group. In addition, a standard for defining the contents of data schemas is also presented, called the Universal Data Element FrameworkTM (UDEF).
The chapter then describes how the Troux Architect solution supports modern EA modeling. Using Troux's architecture modeling tool, drill-down type analysis is possible from architecture models to the detailed metadata stored about the model objects. The chapter closes with a description of business architecture and how EA can use the business architecture to become a strategic partner with business leaders.
Chapter 7, Transformation Platform Architecture, is presented to give the reader a deeper understanding of the Troux solution. This chapter provides an overview into the inner workings of the platform. It describes the various components and functions provided by Troux, making the system an integrated meta-repository for IT and business information of all types.
Chapter 8, Metadata Management, provides an overview of best practices for collecting, loading, and maintaining metadata from across the enterprise. Three models are described for managing metadata. These are the centralized model, federated model, and the hybrid model. The chapter then describes the data collector architecture available with the Troux platform. An example data collector is provided and a process for collecting data for the Troux Metaverse database is described. A detailed view into the data collector architecture is described showing the flexibility of the collection architecture.
Chapter 9, Visualization, is about using the power of pictures (visualization) to reach business and IT leaders. In this chapter, the reader is provided with a number of new ways in which to show others what information is available from the EA repository. Troux provides a number of unique ways to visualize the current and future states of the Enterprise Architecture. In addition, a number of summarized reports are available online, which show correlations between IT and business objects of metadata content.
Chapter 10, Troux for TOGAFTM, covers one of the most important topics for Enterprise Architecture: the use of a formal methodology to manage the day-to-day activities of the EA group. The Open Group Architecture Framework (TOGAF) as established by The Open Group is introduced. The TOGAF method is vendor-product independent and can be tailored to the needs of companies and organizations. The chapter provides a mapping between TOGAF and the Troux platform, meeting the basic requirements of a TOGAF-compliant EA repository.
Chapter 11, Generating Business Value, is really what Enterprise Architecture is all about. The contents of the previous chapters lead to the reason behind building the EA repository. This chapter shows that using accurate, rich content collected as the IT source-of-truth, Enterprise Architecture can ensure alignment between business and IT strategies.
Chapter 12, Final Thoughts, is about the future of the Enterprise Architecture function. The author comments on where the discipline of EA is today and where it is likely to go in the next few years. This is where the author provides insight based on experience as a Certified IT Architect and leader of the architecture function of large corporations.
Who this book is for
The primary audience for the book is IT professionals engaged in managing large and complex IT environments. In particular, customers and potential customers of the Troux Transformation Platform would gain the most by reading this book. However, much of the content is applicable to anyone interested in understanding what best practices exist to manage IT capabilities towards business objectives.
Conventions
In this book, you will find a number of styles of text that distinguish between different kinds of information. Here are some examples of these styles, and an explanation of their meaning.
A block of code is set as follows:
New terms and important words are shown in bold. Words that you see on the screen, in menus or dialog boxes for example, appear in the text like this: "Troux Standards enables the use of IT standards in real time, thereby streamlining the process of IT governance."
Note
Warnings or important notes appear in a box like this.
Tip
Tips and tricks appear like this.
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If there is a topic that you have expertise in and you are interested in either writing or contributing to a book, see our author guide on www.packtpub.com/authors.
Customer support
Now that you are the proud owner of a Packt book, we have a number of things to help you to get the most from your purchase.
Tip
Sample graphics included in this book can be downloaded from the following website: www.packtpub.com/sites/default/files/graphics.zip.
Errata
Although we have taken every care to ensure the accuracy of our content, mistakes do happen. If you find a mistake in one of our books—maybe a mistake in the text or the code—we would be grateful if you would report this to us. By doing so, you can save other readers from frustration and help us improve subsequent versions of this book. If you find any errata, please report them by visiting http://www.packtpub.com/support, selecting your book, clicking on the let us know link, and entering the details of your errata. Once your errata are verified, your submission will be accepted and the errata will be uploaded on our web site, or added to any list of existing errata, under the Errata section of that title. Any existing errata can be viewed by selecting your title from http://www.packtpub.com/support.
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Questions
You can contact us at <[email protected]> if you are having a problem with any aspect of the book, and we will do our best to address it.
Chapter 1. Managing the IT Portfolio
Almost every company today is totally dependent on IT for day-to-day operations. Large companies literally spend billions on IT-related personnel, software, equipment, and facilities. However, do business leaders really know what they get in return for these investments? Upper management knows that a successful business model depends on information technology. Whether the company is focused on delivery of services or development of products, management depends on its IT team to deliver solutions that meet or exceed customer expectations.
However, even though companies continue to invest heavily in various technologies, for most companies, knowing the return-on-investment in technology is difficult or impossible. When upper management asks where the revenues are for the huge investments in software, servers, networks, and databases, few IT professionals are able to answer. There are questions that are almost impossible to answer without guessing, such as:
Which IT projects in the portfolio of projects will actually generate revenue?
What are we getting for spending millions on vendor software?
When will our data center run out of capacity?
This chapter will explore how IT professionals can be prepared when management asks the difficult questions. By being prepared, IT professionals can turn conversations with management about IT costs into discussions about the value IT provides. Using consolidated information about the majority of the IT portfolio, IT professionals can work with business leaders to select revenue-generating projects, decrease IT expenses, and develop realistic IT plans. The following sections will describe what IT professionals can do to be ready with accurate information in response to the most challenging questions business leaders might ask.
Management repositories
IT has done a fine job of delivering solutions for years. However, pressure to deliver business projects quickly has created a mentality in most IT organizations of "just put it in and we will go back and do the clean up later." This has led to a layering effect where older "legacy" technology remains in place, while new technology is adopted. With this complex mix of legacy solutions and emerging technology, business leaders have a hard time understanding how everything fits together and what value is provided from IT investments. Gone are the days when the Chief Information Officer (CIO) could say "just trust me" when business people asked questions about IT spending.
In addition, new requirements for corporate compliance combined with the expanding use of web-based solutions makes managing technology more difficult than ever. With the advent of Software-as-a-Service (SaaS) or cloudcomputing, the technical footprint, or ecosystem, of IT has extended beyond the enterprise itself. Virtualization of platforms and service-orientation adds to the mind-numbing mix of technologies available to IT.
However, there are many systems available to help companies manage their technological portfolio. Unfortunately, multiple teams within the business and within IT see the problem of managing the IT portfolio differently. In many companies, there is no centralized effort to gather and store IT portfolio information. Teams with a need for IT asset information tend to purchase or build a repository specific to their area of responsibility. Some examples of these include:
While each of these repositories provides valuable information about IT portfolios, they are each optimized to meet a specific set of requirements. The following table shows the main types of information stored in each of these repositories along with a brief statement about its functional purpose:
Repository
Main content
Main purpose
Business goals
Goal statements and assignments
Documents business goals and who is responsible
Change management database
Change request tickets and application owners
Captures change requests and specifies who can authorize change
Configuration management database
Identifies actual hardware and software in use across the enterprise
Supports Information Technology Infrastructure Library (ITIL) processes
Business process management database
Business processes, information flows, and process owners
Used to develop applications and document business processes
Fixed assets database
Asset identifiers for hardware and software, asset life, purchase cost, and depreciation amounts
Documents cost and depreciable life of IT assets
Metadata repository
Data about the company databases and files
Documents the names, definitions, data types, and locations of the company data
Project portfolio management database
Project names, classifications, assignments, business value and scope
Used to manage IT workload and assess value of IT projects to the business
Service catalog
Defines hardware and compatible software available for project use
Used to manage hardware and software implementations assigned to the IT department
Service registry
Names and details of reusable software services
Used to manage, control, and report on reusable software
It is easy to see that while each of these repositories serves a specific purpose, none supports an overarching view across the others. For example, one might ask:
How many SQL Server databases do we have installed and what hardware do they run on?
To answer this question, IT managers would have to extract data from the metadata repository and combine it with data from the Configuration Management Database (CMDB). The question could be extended:
How much will it cost in early expense write-offs if we retire the SQL Server DB servers into a new virtual grid of servers?
To answer this question, IT managers need to determine not only how many servers host SQL Server, but how old they are, what they cost at purchase time, and how much depreciation is left on them. Now the query must span at least three systems (CMDB, fixed assets, and metadata repository). The accuracy of the answer will also depend on the relative validity of the data in each repository. There could be overlapping data in some, and outright errors in others.
Changing the conversation
When upper management asks difficult questions, they are usually interested in cost, risk management, or IT agility. Not knowing a great deal about IT, they are curious about why they need to spend millions on technology and what they get for their investments. The conversation ends up being primarily about cost and how to reduce expenses. This is not a good position to be in if you are running a support function like Enterprise Architecture. How can you explain IT investments in a way that management can understand? If you are not prepared with facts, management has no choice but to assume that costs are out of control and they can be reduced, usually by dramatic amounts.
As a good corporate citizen, it is your job to help reduce costs. Like everyone in management, getting the most out of the company's assets is your responsibility. However, as we in IT know, it's just as important to be ready for changes in technology and to be on top of technology trends. As technology leaders, it is our job to help the company stay current through investments that may pay off in the future rather than show an immediate return. The following diagram shows various management functions and technologies that are used to manage the business of IT:
The dimensions of these tools and processes span systems that run the business to change the business and from the ones using operational information to using strategic information. Various technologies that support data about IT assets are shown. These include:
The key to changing the conversation about IT is having the ability to bring the information of these disciplines into a single view. The single view provides the ability to actually discuss IT in a strategic way. Gathering data and reporting on the actual metrics of IT, in a way business leaders can understand, supports strategic planning. The strategic planning process combined with fact-based metrics establishes credibility with upper management and promotes improved decision making on a daily basis.
Troux Technologies
Solving the IT-business communication problem has been difficult until recently. Troux Technologies (www.troux.com) developed a new open-architected repository and software solution, called the Troux Transformation Platform, to help IT manage the vast array of technology deployed within the company.
Troux customers use the suite of applications and advanced integration platform within the product architecture to deliver bottom-line results. By locating where IT expenses are redundant, or out-of-step with business strategy, Troux customers experience significant cost savings. When used properly, the platform also supports improved IT efficiency, quicker response to business requirements, and IT risk reduction.
In today's globally-connected markets, where shocks and innovations happen at an unprecedented rate, antiquated approaches to Strategic IT Planning and Enterprise Architecture have become a major obstruction. The inability of IT to plan effectively has driven business leaders to seek solutions available outside the enterprise. Using SaaS or Application Service Providers (ASPs) to meet urgent business objectives can be an effective means to meet short-term goals. However, to be complete, even these solutions usually require integration with internal systems. IT finds itself dealing with unspecified service-level requirements, developing integration architectures, and cleaning up after poorly planned activities by business leaders who don't understand what capabilities exist within the software running inside the company.
A global leader in Strategic IT Planning and Enterprise Architecture software, Troux has created an Enterprise Architecture repository that IT can use to put itself at the center of strategic planning. Troux has been successful in implementing its repository at a number of companies. A partial list of Troux's customers can be found on the website. There are other enterprise-level repository vendors on the market. However, leading analysts, such as The Gartner Group and Forrester Research, have published recent studies ranking Troux as a leader in the IT strategy planning tools space.
Troux Transformation Platform
Troux's sophisticated integration and collaboration capabilities support multiple business initiatives such as handling mergers, aligning business and IT plans, and consolidating IT assets. The business-driven platform provides new levels of visibility into the complex web of IT resources, programs, and business strategy so the business can see instantly where IT spending and programs are redundant or out-of-step with business strategy. The business suite of applications helps IT to plan and execute faster with data assimilated from various trusted sources within the company.
The platform provides information necessary to relevant stakeholders such as Business Analysts, Enterprise Architects, The Program Management Office, Solutions Architects, and executives within the business and IT.
The transformation platform is not only designed to address today's urgent cost-restructuring agendas, but it also introduces an ongoing IT management discipline, allowing EA and business users to drive strategic growth initiatives. The integration platform provides visibility and control to:
