Enterprise Architecture - Strategy and Governance - MyAssignmenthelp

Question: Discuss about theEnterprise Architecture,Strategy and Governance. Answer: Assumptions - This is a statement which is believed to be true even though it has not been proven or verified. It is imperative the assumption are modelled in order to attempt to do verification to them as they may be potential and can be proved to false, thus signifies the change of the definition of the problem and the solution. They make statements on things are currently done or they can be done in future solutions. The assumption is related to risks and they could be managed the same way as the. Efforts should be made to validate them in early stages in the requirements development phase Bailey (2006). The assumption of Windows Operating System is used where there is the graphical representation (icon) of toolbox where the user can use them to navigate to other installed applications in the compute Stefan (2012). According to this assumptions may skip designing such kinds of icons and assumption can be modelled in the enterprise architect using such constraints elements which are available on the common tool box dialogue box Priorities- They are requirements which are authoritative to the success of the project which ensure that analysis, developments, testing, and implementation resources which focus on most critical aspects of the systems. It is also a decision process which allocates priorities of every requirement and the categorization of business value Bailey (2006). Constraints- these are the restrictions on the choices that are made by the architecture, implementation, setting out of the solutions. They can either start with the principles described in the enterprise architecture which restrict the most type of plats forms such as programming language or decision to purchase building materials on the solutions Ken (2013). They could be as well be the restriction on the type of the protocols that solution must comply with in order to implement. Files sizes and formats can also limit the solutions choices. There is those nonfunctional and analyst must be careful to separate them. Constraints can be modelled in enterprise architect by the use of constraints elements which are available on the common toolbox on the stereo typed requirements elements such model can be used in dependency relationship Morgan (2007). Technical approaches of enterprise architecture framework Zachman Framework Enterprise Architecture This framework was printed by John Zachman in the year 1987 and was considered to be major key player parts in this area. According to its assumptions distinguish that, depending on the increased scope of the design and the level of the difficulty of the information systems implementation are being forced to use some logical architecture Bernard (2012). This framework is based on the principal of classical architecture which is used to elaborate the use of difficult enterprise structures. Zachman enterprise has six views that are the planner, owner, designer, builder, subcontractor and users. The next perception of this context answer six basic questions on where, when, how, where, why, what hence the frame work does not provide with guide on processing, guidance or either implementation but it only focus on ensuring that sights are clearly recognized ensuring that is complete regardless of the order which is established. Even though passivity are assumed is used in completeness with the relationship rules which are followed Stefan (2012). Department of Defense Architecture Framework (DoDAF) It is basically built on triple collections of views that are operational views, system and technical views. The other views provide a linkage to other views by the means of the dictionary in defining them such as providing them with framework, summary and outline level information. The framework gives final explanations of the final products as well as rules and consistency. This gives a common denomination by comparing systems while interoperating and interacting architectures Jeanne and Ross (2006). Federal Enterprise Architecture Framework (FEAF) It was established and published by United State of America chief information officer council. The government was following the market trends in defining an architectural framework to conduct the development of big and compound systems developments Lankhorst (2012). This was the response of Clinger-Cohen act which requested the Federal to change, conserve, and facilitate assimilated systems. The core goal was to organize while promoting and sharing of information on the entire federal government. On this architectural segments are generated specifically on a structured guidelines with every segment considered to be its own enterprise within the enterprise. Federal enterprise architecture facilitates flexibility in terms of using methods, work products and vital tools used by the individual agencies Hausman (2012). The Open Group Architectural Framework (TOGAF) It was established in the year 1995 grounded on the department of defense with technical architecture framework information management. It emphases on one main mission in the critics on the commercial applications which are designed to use open system blocks. It also explains rules in generating best principals unlike providing the set of style principles. The three levels major provision decision making process cutting across the complete enterprise. The open group architectural also provides guidance on IT resource and support principle of architecture in development and implementation Peter (2012). Failures of Enterprise Architecture Poor Communication Enterprise Architecture en composes of a huge number of people who are using the systems from high management to lowest level employee, in order to manage constant communication which is the key issue to the organization. Communication helps the project to grow since there is sharing of ideas and opinion towards the project. Corporate management use meetings, blogs and group discussion for successful enterprise architecture implementation in order for stakeholders to have a platform where they can discuss a particular issue concerning new system being deployed in the organization Grigoriu (2006). Underestimating the Impact of Change Leaders of the project such as managers, technicians, and other working personnel they should a positive force and motivation towards constantly promoting the vision and aspect of the introduction of the new system. If the employee is not included in the project implementation and shown the advantages sides of having such kind of change can result in the killing of the project implementation. Employees if they have a positive attitude towards the leaders and the project then it will be easier to implement the system. Management should always be concerned with addressing issues about changes which can bring more advantages edge on the business while implementing the enterprise architecture Martin (2007). Trying to do it for Peanuts Corporate desires everything they invest should have returns, resources such as time and money invested should be in accounts for better profit maximization should. In terms of implementation of projects majority of companies are stuck while implementing the project due to lack of finances. Due to lack of funds, most of the projects are completed in a scenario time is not efficient and they are late for deadlines. In other cases, they over budgeted the project them over budget hence missing many important features which affect the quality of the business process. Doing things cheaply in a project can easily cost the corporate a lot of finance in long term run Reese (2010). Lack of Sponsorship In order for the enterprise to do the job, they require to interact with the stakeholders and negotiate on issues to do with such major issues like the interaction with the stakeholders, access to the latest technology for testing ability and also access to the exclusive information as needed in order to complete initiatives. They also need authority to stop any unfavorable working com Saha (2012). Hiring the Wrong Person Most of the employees and support people hired in most corporate are competent even if they do not have skills which involve skills to deal with the ability to translate technical documents into a simple corporate strategy and the same time knowledge about the business and such ability either to communicate or acknowledge other technologies. Factors which Architects Fail to Understand Resulting in Initiatives to Fails Enterprise mission and plans-They luck clear understanding of corporate mission and vision statement and the basic information such as organization infrastructure and plans of the enterprise Sweeney (2010). Enterprise strategic initiatives- They are the features or the traits of the enterprise which includes (SWOT) that is strengths, opportunities, and threats weaknesses. On the same, there is the gap between of the current enterprise initiatives which drive improvement and quality management Theuerkorn (2010). Present systems and technology- These are the sets of the information resources in change in the entire enterprise such as machines, certification systems and equipments inventories, networking configured diagrams and other policies and the procedures. Without having such kind of information to the architects may result in the failure of implementation of enterprise architects Longp (2003). Computer industry trends- They involves the new technologies predictions of about the usage, availability, and cost of computer and communication infrastructure and other modern technologies which are acknowledges from reliable sources along with related best follows now in use Roel (2005 ). Relationship Aspects Between Stakeholders Enterprise Architecture stakeholders are people representing the organization who are exaggerated most by Eservices. They are responsible for providing inputs of data into the decision makers and they have to adapt to EA products. Stakeholders are composed of senior managers, project and program managers, software architects and lastly initiative architects. At any level, they are based on operating with the focus on their specific roles. EA stakeholders actively tail specific objectives which at the time they are conflicting hence they may fail to meet business objectives and goals. Due to characteristics of products and services in EA functions every stakeholders guesses that they will help them to achieve their goals and objectives Peter (2010). At the enterprise level, General Manager is one who is accountable for enterprise architecture verdict making concerning the enterprise structure. It may creation of strategy in the aspect of the stakeholders responsibility. Board members in enterprise businesses strategies consist of Chief executives Officers, Chief finance officer, Chief Operation and Chief information officer who are responsible in business and information Technology arrangement, Chief information officer is accountable in both evidence and information systems areas. The chief technology officer is one who makes decisions on issues concerning technology requirements and platforms Cretu (2016). The domain level in Enterprise Architecture stakeholders they are like the owners who control, manage, coordinate and change of programs within the domain. Business Division mandate is to overseas operations and performance of his or her domain. Division information officer DIO is accountable for all operation performances of platforms of the structure domain Zaigham (2011). The project level is stake holders answerable in running of projects which are to be implementing on great impact which changes into high operation environment. The corporate project manager is more accountable in delivering within a given time of the budget with the best resolution that fits the business requirements Niemann (2007). The corporate designer is answerable for determining necessities while on the same designing solutions. Information analysts are responsible for determining the design and the requirements of the given project. Project managers are responsible for management of information systems while developing software applications components. The operational level stakeholders their responsibility is to maintain stability and continuity of the operations. Managers are responsible for day to day task such as operational and writing. Business processing engineers and facts application administrator do day by day maintenance events in order to optimize continuity and stability Graves (2009). Implications for Practice or Education of the EA People Certainly, knowledge is power; as a result, having an informed individual undertaking a task is an outright advantage to the intended venture and the organization in general. It is very obvious that the main aim of the business is to record profitable results at the end of every transaction. To achieve this, it is important to have a well-laid plan Fowler (2015). It can be achieved through asserting proper efforts at the design stage. Most important having the right person for a certain job creates a room for the whole process to realize the intended outcome. It is thus clear that the expertise, knowledge and the experience levels of the enterprise architecture personnel can proportion to success Ken (2013). Enterprise architectures are directed and guided by certain canons. These form the basis of their operations and sets standards for their work. In addition to this, it culminates value and improves the profitability of the investment. It is because; enterprise architecture forms the manner through which the investment of the organization is strategically managed. Some of the guiding principles include the following; accountability, confidentiality, dependability, integrity, agility and innovation. The main goal is to place the business at an advantaged edge. It can be argued that the principles form the framework of the enterprise architecture Fowler (2015). They are very many benefits that are encountered upon having an in-depth expertise on the enterprise architectural. Some of these include; once a plan is laid it is easy to assess the required resources and infrastructure. It also assesses the efforts that will be needed to have the set goal attained. That is the proposed plan can be simulated well before the actual plan is executed Jeanne and Ross (2014). The advantage of this approach is that the level of waste is reduced and in case there is an underlying challenge the problem can be situated before the start of the project. In some sensitive cases to start up a business it requires some delicate analysis of the resources and the required physical infrastructure this saves the business and the management in particular of the possible failure at the initial stage of the business. In summary, it saves the management of the possible failure frustrations Ken (2013). Through the standards through a hindrance to some of the EA individuals and entities facilitates drastic lowering of the operating cost Jeanne and Ross (2014). For example, in the IT arena, support costs are substantially lowered. Allowing the staff to do one thing and give excellent results in contrast to having the staff undertaking a wide range of activities and not giving optimum results. That is having a proper articulated EA facilitates an enterprise to retain the talented employees, enhance training amongst other employee development plans Morgan (2002). Once the architecture is laid, the individual enterprise has a proper designed way of carrying out its activities, accordingly, the efforts of the stakeholders are properly integrated and aligned to achieve the preset goal. This ensures that the business will control the short-term crisis and also lay long term plans Hausman (2012). Conclusion Enterprise Architecture is unique and useful. It is one of the core factors in the organization which is dealing with the complexity and changes. The best benefits it solves most of the difficulties challenges which most modern enterprises face. It makes sure that senior leaders can be able to bring changes needed to the corporate and deliver them the way they promised to the stakeholders. The most skills required by Enterprise Architecture business, information and also information competence and such engineered methods are implemented to the Enterprise Architects in to address obstacles to the strategic change to the company. All business government and other non-profit organization globally are using Enterprise Architecture to adopt the need to ever increasing demand of change. In conclusion, enterprise architecture facilitates coordination and organization of the business activities and stakeholders efforts towards achieving the preset References Bailey, I., 2006. A Simple Guide to Enterprise Architecture - Model Futures. Bernard, S. A., 2012 . An Introduction to Enterprise Architecture: Third Edition. Cretu, L. G., 2016 . Designing Enterprise Architecture Frameworks. Integrating Business. Fowler, M., 2015. EnterpriseArchitecture -. p. 78. Graves, T., 2009 . Enterprise Architecture. Grigoriu, A., 2006 . An Enterprise Architecture Development Framework. Hausman, K., 2012. Sustainable Enterprise Architecture. Jeanne W. Ross, P. W. D. R., 2014. What are good books for enterprise architecture. Jeanne W. Ross, . W. . R., 2006. Enterprise Architecture As Strategy. Ken, J., 2013. Federal Enterprise Architecture Framework (FEAF). Lankhorst, M., 2012. Enterprise Architecture at Work. Modelling, Communication and Analysis. Longp, C., 2003. Fenix Theuerkorn - 2004. Martin van den Berg, . v. S., 2007. Building an Enterprise Architecture Practice. Mogan, P., 2002. Enterprise Architecture. Sparx Systems. Niemann, K. D., 2007. From Enterprise Architecture to IT Governance. Peter Bernus, . D. . F., 2010. Enterprise Architecture, Integration and Interoperability. Peter Bernus, . N. . J. S., 2012. Handbook on Enterprise Architecture. Reese, R. J., 2010 . Troux Enterprise Architecture Solutions. Roel Wagter, . v. d. B. . L., 2005 . Dynamic Enterprise Architecture. How to Make It Work. Saha, P., 2012. Enterprise Architecture for Connected E-Government. Stefan Bente, . B. . L., 2012 . Collaborative Enterprise Architecture. Sweeney, R., 2010 . Achieving Service-Oriented Architecture. Theuerkorn, F., 2010 . Lightweight Enterprise Architectures. Zaigham Mahmood, . H., 2011. Cloud Computing for Enterprise Architectures.