Enterprise Architecture


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Historically, little thought has been given to creating or maintaining strategic architectures for businesses. Because the competitive landscape continues to put pressure on organizations to be more effective, the process of implementing unified Enterprise Architecture will become an essential part of any business. This paper covers the definition of Enterprise Architecture, provides a description of methods it ought to be employed to tightly couple business processes and goals to information systems, and how to create an architecture that is capable of being supported.

Enterprise Architecture:

Enterprise Architecture is a tool that aids businesses by permitting managers to see and think about smaller functions within the whole from the business. A common phrase accustomed to describe an Enterprise Architecture is really a set of "living documents" that are short, simple, and easy to know. Enterprise Architecture is a relationship between processes and goals that permit businesses to arrange, assess, and implement changes based on a group of "blueprints." These blueprints vary based on what is needed. For example, a company setting up a company Architecture could have three, four, or five different teams of blueprints for a number of reasons, such as one for product assessment, one for consumer reports, and so forth. Not only is Enterprise Architecture a set of blueprints, it is the actual work behind those plans. Implementation is needed for the architecture to become built and maintained, as all the plans and actions should be integrated to ensure that proper managers can observe needed material in its relationship to other factors.

After building upon the blueprints and integrating all of the processes and goals, the proper questions may be asked. These questions are what produce change that could improve and maintain a business.

An Architecture Cycle:

When establishing an Enterprise Architecture, every aspect need to be integrated into one place. It is primarily the assimilation that enables managers to start questioning. Often, this process is a cycle with four phases. First, an architect receives input about new strategies, goals, and processes that may not be performing properly. Next, the architect must look at any further implications and fasten the crooks to the received input. Third, the architect makes alterations based on the input and wider implications. Lastly, the process starts once again. Overall, this cycle provides the architect the chance to assess every area of the business, including some that could happen to be overlooked, and make changes that will be perfect for the organization.

Organizing Business Processes and Informational Systems:

Once organized, a designer will assess the alignment of business processes to informational systems. To put it simply, an architect translates the data that is transferring from process to applications and the other way around. The architect determines if the answers are in-line with goals, and so on. Proper organization allows the architect to translate as well as determine where translation is required.

Creating a company Architecture:

Enterprise Architectures aren't coded in a day, as well as in order to setup an Enterprise Architecture, a company must set up a series of steps.

The more knowledge about the person Enterprise Architecture will differ among businesses. However, listed below are six general steps for creating an Enterprise Architecture:

1. Assess Current State & Agree on Deficiency:

To create an Enterprise Architecture, it requires a number of persons to look for the requirement for such an architecture. The Enterprise Architect, normally the one who suggests the architecture and eventually builds it, assesses the various variables that demonstrate an excuse for change.

2. Select a Framework, Platform and Methodology:

The selected framework should fit the person needs from the business, the goals and desired results of the organization, as well as a course of action that meets both architect and managers.

3. Select Tools:

Monitoring the combination of the processes and documentations may need the utilization of various tools. Appropriate tools will store all the information in a repository that will permit managers to gain access to the needed materials.

4. Organize, Organize,

Whichever kind of organization a designer chooses, it is important to keep in mind that this is actually the most time-consuming and important step. One suggestion for any type of organization is Business Functional Domains & Sub Domains over a unified architecture. Another method for organization is to build the models of the existing system as they are improved

5. Utilize the Architecture:

Although the architecture may not be complete, the business must start to use it. It's designed to fit the organization; therefore, the architect must ensure that the managers start to utilize its benefits as soon as possible.

6. Maintain & Build Upon the Architecture:
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Once the reason for architecture is done, the company should maintain and make upon the architecture, as well as in order to do so, a methodology ought to be selected. A methodology allows managers and workers to operate with similar goals in your mind, improving results. In addition to maintaining results, the right methodology allows a company to grow the architecture's uses to fit the organization's needs.

Initiating and Supporting a company Architecture:

When initiating a company Architecture, one must survey the existing environment, talk to representative users, read existing documentation, and focus current systems. It is critical to seek inherent problems the enterprise has in accomplishing the duties it needs to perform to become successful. This is accomplished by boiling on the potentially considerable amounts data gathered and abstract the findings into the conceptual diagrams. One must aggregate important policies and standards right into a cohesive and broadly applicable guidance document. Applying some well-known patterns and some of the favorite concepts will evolve working documents into drafts and finally into the proposed architecture. Educated and armed, one is able to lobby superiors, peers, and subordinates to aid in implementing the architecture.

To support an Enterprise Architecture, certain tools are relied upon to help within the integration and execution of the architecture. These power tools should provide the chance to view all diagrams, documentations, and processes. Although analyzing and designing processes are still left to be done, assembling and tracking the different relationships is going to be managed using a tool.

About Patrick A. Spencer:

Patrick A. Spencer is a Delivery Manager in the IT Solutions group at ITX Corp. Mr. Spencer plays a vital role in the analysis, architecture, design and deployment of major applications for clients in a number of industries.