1st Edition
Enterprise Architecture for Digital Business Integrated Transformation Strategies
Enterprise Architecture (EA) is an essential part of the fabric of a business; however, EA also transcends and transforms technology and moves it into the business space. Therefore, EA needs to be discussed in an integrated, holistic, and comprehensive manner. Only such an integrated approach to EA can provide the foundation for a transformation that readies the business for the myriad enterprise-wide challenges it will face. Highly disruptive technologies such as Big Data, Machine Learning, and Mobile and Cloud Computing require a fine balance between their business and technical aspects as an organization moves forward with its digital transformation. This book focuses on preparing all organizations – large and small – and those wishing to move into them for the impact of leveraging these emerging, disruptive, and innovative technologies within the EA framework.
Part A – Digital Business - Setting the Context (What and Why of DEA or Digital Enterprise Architecture)
CHAPTER 1: DIGITAL BUSINESS, ENTERPRISE ARCHITECTURE AND THE TRANSFORMATION IMPERATIVE
What is Digital Business?
Digitization Landscape and Opportunities
Contemporary digital technologies and their impact of Digital Transformation
Evolution of Architectures in Organizations
Digital Transformation Imperative
Challenges and Risks in Digital Transformation
Architecture and Business Organizations
Big Data and Artificial Intelligence
Data Friction
Enterprise Architecture (EA) in Digital Transformation
EA as a Transformational Framework
Internet of Things (IoT), Internet of Everything (IoE) and Digital Business
Enterprise Architecture and Business Architecture
CHAPTER 2: ENTERPRISE ARCHITECTURE & SERVICES ORIENTATION IN DIGITAL TRANSFORMATION
Enterprise Architecture (EA) as a Transformational Framework
Enterprise Architecture in Digital Transformation
Enterprise architecture elements and digital transformation
Capturing the technology baseline.
Exploring the constraints and risks upfront.
Influencing the business objectives.
Automating the broken or disparate business processes.
Embracing emerging technologies.
Capitalizing on the operating model of the business.
TOGAF and Zachmann EA Frameworks
Enterprise Architecture’s Technology Stack
Layers of the Enterprise Technology Stack
Layer 1: Communications (Networks and Infrastructure)
Layer 2: Data Storage (SQL and NoSQL)
Layer 3: Analytics & Services Machine Learning
Layer 4: Business Processes & Applications
Layer 5: Presentations and Visualization (User Interfaces) and IoT Devices
Security Architecture (All Layers)
Services Oriented Architecture
"Service" in SOA
Services Landscape
Shared Services
Operational Services
Customer Service
Knowledge Worker Services
Synchronization of Services
Service-Orientation and Business
Business Driven SOA
Agility in Digital Business
Change Management in Digital Transformation
CHAPTER 3: STRATEGIC PLANNING FOR DIGITAL BUSINESS
Planning for a Data-Driven Digital Business
Digital Business Strategies
Inputs to Strategic Planning for Digital Business
Strategy for Digital Transformation – focus is on Customer Experience
Objectivity in Developing Digital Strategies
Elements of Digital Business Strategies
Strategies Relate Projects to Capabilities to Goals
Business Capabilities
Business Strategies and Enterprise Architecture
Architectures and Digital Strategies
Sources and Digital Strategies
Knowledge Customer
Knowledge Worker Services
Big Data
Sensors (IoT)
Analytics
Machine Learning
Social Media
Mobile Application
Making Digital Strategy Work
Digital Business Strategy and Planning
Enterprise Architecture Resources and Constraints
Capabilities and Services
Project Implementation
CHAPTER 4: COLLABORATIVE DIGITAL BUSINESS
Digital Business is Collaborative Business
Physical collaboration
Electronic collaboration
Mobile collaboration
Complexities of Collaborative Digital Business
Business processes
Enterprise IT governance
Collaborative technologies
Communication networks
Evolving Technology Trends and EA
Collaborative EA
Key Elements of Collaborative EA
Strategies for Collaborative EA
Challenges and Issues with Collaborative EA
Deploying a Collaborative EA
Portals and Collaborative EA
Practical Steps and Models for Collaborative Enterprise Architectures with MDA
Charting a Road Map for Collaborative EA Deployment
Observations from the Trenches
Managing User Expectations
Formulating effective use of federated portals
Achieving consensus on Web services standards
Incorporating value propositions from grid computing concepts
Part B – Strategizing [Creating, Planning and Realizing] Digital Enterprise Architecture - How to go about it? [lifecycle of DEA] How and When should DEA be done?
Chapter 5: Cloud Capabilities in Digital Transformation
Cloud and the Enterprise Architecture (EA)
Cloud Characteristics for Digital Business
Four phases of Cloud Adoption through Enablement and Corresponding business value
Cloud Adoption
Cloud Transition
Cloud Deployment
Cloud Enablement
Three Synergistic Areas of EA and Cloud
EA governance and the Cloud
EA measurement and maturity for the Cloud
From strategy formulation to solution deployment.
Embedding Analytics in Cloud-based Digital Processes
Lessons learnt in Practice
Challenges in Using Cloud-based Architecture
Scalability
User interfaces
Shifting Enterprise computing to the Cloud
Open source development
Control and ownership
Privacy and confidentiality
CHAPTER 6: BUSINESS PROCESS DIGITIZATION & CUSTOMER VALUE
Business Processes and Digital Transformation
Business process reengineering (BPR)
Business process automation (BPA)
Business process analysis (BPAn)
Business process integration (BPI)
Business process improvement (BPIm)
Business performance management (BPrM)
Business process management (BPM)
Business process outsourcing (BPO)
Business process optimization (BPOp)
BPIm scenarios
Business Process Digitization
Holistic Approach to Business Process Transformation
The Principles of Digitizing Business Processes
Maintaining transformation.
Monitoring Progress
Evaluating Industry Trends
Capability assessment and development
Organizational change
Governance and management
Competition
Preparing for Process Transformation
Commercial Vendors & Tools
CHAPTER 7: DIGITAL TRANSFORMATION & BUSINESS AGILITY
Agility in Digital Business
Agile as a Business Value
Advantages of Agility and Big Data for a Digital Business
Envisioning an Agile Organization
Functioning Agile Business with Embedded Big Data Analytics
Holistic, Fine Granular and Sensitive Business
Big Data Enables Agility in Business Dimensions
External Influencing Factors
Internal factors and responses
CAMS: Balancing Agility with Formality in Big Data adoption
Agile Principles in Practice
Collaborations and Intelligence as Functioning Agile
Reaching Collaborative Intelligence in Agile Business
Reaching Collaborative Business Process
Ongoing Knowledge Synchronization in a Learning Agile Organization
Holistic Customer – the ultimate goal of Business Agility
Part C – Leveraging the value of DEA for Internal Organization(Organize, Socialize and Institutionalize)
CHAPTER 8: EA AS A PRACTICE IN DIGITAL TRANSFORMATION
Why to consider EA as a Practice in Digital Business?
The Realities of EA Practice
Seven Principles of EA as a Practice
A Life Cycle of a consistent EA practice
The EA Practice Lifecycle
Four Focus Areas
Actions by EA Practice in Digital Transformation
Managing EA as a Practice
System Integration Lifecycle Roadmap
Major Challenges in EA as a Practice
EA Practice Maturity
Five Simplified Levels of EA Practice Maturity
Empowering the Practice – seven essential steps
CHAPTER 9:–MEASURING EA in DIGITAL TRANSFORMATION: METRICS, KPIs AND RISKS
Establishing Enterprise Architecture Metrics
Making a Case for EA metrics in Digital Transformation
Identifying EA Metrics Parameters
Relevance of EA metrics to Digital Transformation
Getting the EA Metrics Right
What should an EA metrics have?
Formulating the EA Metrics
Model for Establishing the EA Metrics
Circumstances surrounding EA metrics formulation
Active Matrix Monitoring Model
Governance of EA Metrics
Who – the EA team
What – quantitative & qualitative measures
When – to perform governance activities
How – capture the metrics
Challenges in applying EA Metrics in Practice
Establishing the “Right” EA Metrics
Discussion Topics
CHAPTER 10 – EA GOVERNANCE IN DIGITAL TRANSFORMATION
EA Governance and DT
The Business Situation
Advantages of GRC in EA and DT 251
Key Factors in EA and Governance
Organizational Structure
Charter for EA Governance
Roles and Responsibilities
Principles, Guidelines and Standards for EA governance
Enterprise Architecture Framework & Governance Function
Navigation Elements
Navigation Element Definitions
The Navigation Repository
Pragmatic EA Governance Structure
Architecture Review & Governance Boards
CHAPTER 11:– Business Architecture Practice: Case Study in Health domain
Business Architecture
The BA Practice
Challenges, Issues, and Concerns
Establishing the BAP: Stage by Stage
Stage 1: Building the Practice
Stage 2: Enabling the Practice
Stage 3: Managing the Practice
Stage 4: Realizing the Practice
Realities of the BAP: From the Trenches
Practical observations and lessons learned
Actions Taken
Best Practices in BAP
Governance, Risk Management and Compliance
General Comments and Recommendations
Future Prospects of the BAP
APPENDIX-A: Use cases in EA and Digital Business
INDEX
Back Matter
Biography
Author Profile – Tushar Hazra
Tushar Hazra is an Executive level Enterprise Architect with over twenty (20+) years of experience. He is a successful and recognized thought leader – actively involved in digital transformation of organizations architecting and implementing enterprise-level business solutions from facilitation of strategy, blueprint, roadmap, and strategic initiative planning to business solution delivery.
As Principal of EpitomiOne, Dr. Hazra has been actively involved in designing, developing, and delivering mission-critical, patient-centric, innovative, and cost-effective IT solutions across the US federal, state, and local government agencies as well as in private healthcare organizations (payers and providers). Tushar has a proven track record in aligning IT with business goals through planning, prioritization and implementation.
During his professional career, Tushar has demonstrated C-level executive partnership, technical thought leadership, program management, P&L responsibility and health IT system engineering domain expertise. He has successfully leveraged emerging technologies such as social media, cloud computing, big data analytics, Internet of Things, and mobile computing.
Dr. Bhuvan UNHELKAR
Dr. Bhuvan Unhelkar
Professor of Information Technology; Principal IT/Business Consultant)
Dr Bhuvan Unhelkar (BE, MDBA, MSc, PhD, FACS) has extensive strategic and hands-on professional experience in the Information and Communication Technologies (ICT) industry. He is a full Professor and lead faculty of IT at the University of South Florida Sarasota-Manatee (USFSM), and is the founder and Consultant at MethodScience and PlatiFi. He is also an adjunct Professor at Western Sydney University, Australia and an honorary Professor at Amity University, India . His current industrial research interests include AI and ML in Business Optimization, Big Data and business value and Business Analysis in the context of Agile. Dr. Unhelkar holds a Certificate-IV in TAA and TAE, Professional Scrum Master – I, SAFe (Scaled Agile Framework for Enterprise) Leader and is a Certified Business Analysis Professional® (CBAP of the IIBA).
"From the Board and the executive, through operations, to out-sourced functions, technologies like artificial intelligence, machine-to-machine learning, and Big Data Analytics along with cloud services are transforming business. Knowledge worker services are being automated, increased information dependencies are seen, risk profiles revised, markets changing, and cost savings to be had. To make these integrated changes, a strategic but pragmatic incremental approach with the necessary governance, organizational change, and architecture is used. It is in the pragmatics of architecture against strategy in which this book brings an integrated approach to transformation."
-Keith Sherringham, EY