Managing Enterprise Architecture
Planning
Enterprise
Modeling for Business, Data, Applications and
Technology
by Dr. Steven
Spewak
Washington,
DC, September 10-12, 1997
Chicago, October 7-9, 1997
Enterprise
Architecture Planning is a process for defining
the top two layers of John Zachman’s Information
Systems Architecture Framework. EAP results
in a high-level blueprint of data, applications,
and technology that will be a cost-effective
long-term solution, not merely a quick-fix. EAP
is complementary to Business Process Improvement
and Re-Engineering, indeed one company
conducted both EAP and BPI at the same time with
the same team! Widespread management
participation and representation provides a
business perspective, credibility, and
demystifies the systems planning processes. EAP
is truly a business-driven approach because:
A stable business
model is defined independent of
organizational and geographical
boundaries, systems, and
procedures
Data is defined
based on the business model,
before applications are defined
The migration
sequence is a balance of data
evolution, mandatory, and
measurable business
considerations
One
way in which EAP differs from a conventional
systems plan, is that instead of a few mammoth
systems projects, an architected plan is like a
jig-saw puzzle. Lots of little pieces, each one
unique (no redundancy), and each fitting
(integrating) just one way with the surrounding
pieces to form a complete picture. And the simple
logical process for assembling a jig-saw puzzle
is like the one used to determine the
implementation sequence for EAP.
Automated
documentation and analysis products are an
absolute necessity for creating enterprise-wide
architectures and plans. In this seminar,
examples will be shown of the powerful
capabilities that the best-of-breed PC-based
products that can facilitate the EAP team.
Two
factors common to all successful EAP efforts are solid
management commitment and strong project
leadership. Therefore, the focus of the
seminar is on interpersonal skills and
techniques for organizing and directing an
EAP project, obtaining commitment (funding,
people, and time), presenting the plan for
acceptance, and leading the transition from
planning to implementation. In other words,
successfully handling the politics of
planning business systems.
The
emphasis of this course is on managing every
aspect of the enterprise architecture planning
effort from the perspective of an expert who has
guided dozens of such projects in virtually every
industry. The common sense approach presented is
completely flexible and adaptable to different
corporate cultures. Examples of architectures,
procedures, checklists, and useful guidelines
will be provided for each and every step as we
proceed through the EAP process. Sample reports
and presentation outlines are included. Dr.
Spewak "wrote the book" on EAP and no
other source provides such comprehensive and
practical information. Issues and experiences of
attendees and their firms will be discussed.
Attendees will leave the seminar knowing what
must be done to lead and direct a successful EAP
project for their company.
Techniques for guiding
every phase and step of EAP
Obtaining acceptance of
the results
Handling the political
aspects of change
Separating pragmatism
from theory
Why most business and
data models are useless
Four criteria for
measuring the quality of
architectures
Techniques for gathering
business knowledge
Balancing scope vs.
detail vs. time vs. resources
Adapting EAP to suit
your particular situation
Plus, more than 1,300
pages of supplementary readings!
This
in-depth training is for the architects,
planners, business analysts, and others who
will participate on an EAP project team and make
the tough architectural decisions that will
transform the IT function into one that is
accessible, integrated, and responsive.
As a
prerequisite, attendees should have a basic
knowledge of EAP gained by reading the EAP book,
attending the executive overview, or practical
experience.
1.
Planning Initiation
a.
Defining “Enterprise”
b. Strategic visioning
c. Change readiness assessment
d. EAP methods, products, and tools
e. 10 roles and responsibilities
f. Team member qualifications
g. Creating a detailed workplan
h. Obtaining commitment
2.
Principles of IT Management
a.
Formulating principles
b. Good vs. Poor principles
c. The principles document
d. Ratification process
e. Amending principles
3.
Business Modeling
a.
Strategic business planning
b. Organization structure and locations
c. Rules and guidelines for functional
decomposition
d. Zachman principle of separation
e. Function relationships
f. Presenting the business model
g. Brief exercises
4.
Enterprise Survey
a.
Interview schedule
b. Forms and procedures
c. Techniques for interviewing
d. The data entry bottleneck
e. Presenting the business model
5.
Current Systems and Technology Architecture
a.
The information resource catalog
b. Benefits of an IRC
c. Methodology to compile an IRC
d. Evaluating current systems
e. Presenting the IRC
6.
The Data Architecture
a.
Components of an entity
b. Identifying/defining entities
c. Entity to function relationship
d. Business implications of common
identifiers and definitions
e. Presenting the data architecture
7.
The Applications Architecture
a.
Components of an application
b. Defining applications
c. Relating applications to functions,
existing systems and data
d. Implications of cross-organizational
applications
e. Presenting the applications arch
8.
The Technology Architecture
a.
Components of platforms
b. Technology platform decisions
c. Relating platforms to applications
d. Data/systems distribution
e. System migration decisions
f. Presenting the technology arch
9.
Implementation/Migration Plan
a.
Assumption & parameters
b. Natural data-driven sequence
c. Business priorities
d. Effort/resource estimation
e. The migration schedule
f. Cost/benefit analysis
g. Business implications
h. Recommendations and CSF’s
10.
Planning Conclusion
a.
Preparing the final report
b. The final presentation
11.
The Transition to Implementation
a.
Transition steps
b. Development methodologies
c. Acquisition of technologies
d. Refining the architectures
e. Standards and procedures
f. Maintaining the architectures
12.
Successful EAP
a.
Many obstacles to overcome
b. 10 Criteria for success
13.
Wrap-up
a.
Hundreds of references
b. Review of EAP success factors
Digital
Consulting, Inc. is pleased to offer Dr.
Spewak’s textbook Enterprise Architecture
Planning at a discounted price for seminar
attendees. In addition, the massive book of
supplementary readings, a veritable library of
EAP related materials, is provided free to each
attendee. Dr. Spewak is available these three
days to privately discuss your individual
situation.
Dr.
Steven Spewak is President of Enterprise
Architects, Inc. a Princeton, NJ firm providing
services in EAP, data warehouse, IS
restructuring, and business re-engineering for
corporations and government agencies. His
experience spans more than twenty-five years as a
roll-up-the-sleeves hands-on consultant for
enterprise architecture planning, information
engineering, and data administration. He is the
author of the acclaimed textbook Enterprise
Architecture Planning published by John Wiley
& Sons (more than 15,000 in print), and was
the chief technical editor for the Data
Resource Management journal and Data Base
Management information service published by
Auerbach.
Washington,
DC, September 10-12, 1997
Washington Renaissance
(202)898-9000
Chicago,
October 7-9, 1997
The Wyndham Hotel
(630)773-4000
Managing
Enterprise Architecture Planning
$1195
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