Phases Developing the Framework


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People, Product And Processes

Applying Iteration to the ADM. A key step following from evaluation of business models, or artifacts that clarify priorities of a business strategy, is to identify the required business capabilities the enterprise must possess to act on the strategic priorities. The detailed assessment of business capability gaps belongs in Phase B as a core aspect of the Business Architecture, where the architect can help the enterprise understand gaps throughout the business, of many types, that need to be addressed in later phases of the architecture.

In the Architecture Vision phase, however, the architect should consider the capability of the enterprise to develop the Enterprise Architecture itself, as required in the specific initiative or project underway. Gaps in the ability to progress through the ADM, whether deriving from skill shortages, information required, process weakness, or systems and tools, are a serious consideration in the vision of whether the architecture effort should continue.

The architect can find guidance in 6. Gaps, or limitations, identified in the enterprise's capability to execute on change will inform the architect on the description of the Target Architecture and on the Implementation and Migration Plan see Part IV , This step seeks to understand the capabilities and desires of the enterprise at an appropriate level of abstraction see Consideration of the gap between the baseline and target capability of the enterprise is critical. Showing the baseline and target capabilities within the context of the overall enterprise can be supported by creating Value Chain diagrams that show the linkage of related capabilities.

A Business Transformation Readiness Assessment can be used to evaluate and quantify the organization's readiness to undergo a change. Business Transformation Readiness Assessment. The results of the readiness assessment should be added to the Capability Assessment see Part IV , These results are then used to shape the scope of the architecture, to identify activities required within the architecture project, and to identify risk areas to be addressed. Define what is inside and what is outside the scope of the Baseline Architecture and Target Architecture efforts, understanding that the baseline and target need not be described at the same level of detail.

In many cases, the baseline is described at a higher level of abstraction, so more time is available to specify the target in sufficient detail. The issues involved in this are discussed in 4. In particular, define:. Review the principles under which the architecture is to be developed. Architecture Principles are normally based on the principles developed as part of the Preliminary Phase.

They are explained, and an example set given, in Part III , Architecture Principles. Ensure that the existing definitions are current, and clarify any areas of ambiguity. Otherwise, go back to the body responsible for Architecture Governance and work with them to define these essential items for the first time and secure their endorsement by corporate management. An understanding of the required artifacts will enable the stakeholders to start to scope out their decision-making which will guide subsequent phases.

These decisions need to be reflected in the stakeholder map. Policy development and strategic decisions need to be captured in this phase to enable the subsequent work to be quantified; for example, rationalization decisions and metrics, revenue generation, and targets which meet the business strategy. There are also other areas which need to be addressed; for example, Digital Transformation and IT strategy where decisions on the Architecture Vision will provide leadership and direction for the organization in subsequent phases.

For the Architecture Vision it is recommended that first an overall architecture be decided upon showing how all of the various architecture domain deliverables will fit together based upon the selected course of action. Based on the stakeholder concerns, business capability requirements, scope, constraints, and principles, create a high-level view of the Baseline and Target Architectures.

The Architecture Vision typically covers the breadth of scope identified for the project, at a high level. Informal techniques are often employed. A common practice is to draw a simple solution concept diagram that illustrates concisely the major components of the solution and how the solution will result in benefit for the enterprise. Business scenarios are an appropriate and useful technique to discover and document business requirements, and to articulate an Architecture Vision that responds to those requirements.

Business scenarios may also be used at more detailed levels of the architecture work e. This step generates the first, very high-level definitions of the baseline and target environments, from a business, information systems, and technology perspective, as described in 6. Richards, University of Frankfurt Ian G. Roberts, University of Cambridge Bridget Samuels, University of Southern California Yosuke Sato, National University of Singapore Daniel Seely, Eastern Michigan University Juan Uriagereka, University of Maryland.

SDLC (Software Development Life Cycle) Phases, Methodologies, Process, and Models

The discussion throughout is crisp. This volume would be an excellent text in an advanced graduate seminar because of the clear nature of the argumentation and the historic context provided in the earlier chapters. Its availability in paperback means that its use within the classroom is much more reasonable.

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They are explained, and an example set given, in Part III , Architecture Principles. Ensure that the existing definitions are current, and clarify any areas of ambiguity. Otherwise, go back to the body responsible for Architecture Governance and work with them to define these essential items for the first time and secure their endorsement by corporate management.

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An understanding of the required artifacts will enable the stakeholders to start to scope out their decision-making which will guide subsequent phases. These decisions need to be reflected in the stakeholder map.

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Policy development and strategic decisions need to be captured in this phase to enable the subsequent work to be quantified; for example, rationalization decisions and metrics, revenue generation, and targets which meet the business strategy. There are also other areas which need to be addressed; for example, Digital Transformation and IT strategy where decisions on the Architecture Vision will provide leadership and direction for the organization in subsequent phases. For the Architecture Vision it is recommended that first an overall architecture be decided upon showing how all of the various architecture domain deliverables will fit together based upon the selected course of action.

Based on the stakeholder concerns, business capability requirements, scope, constraints, and principles, create a high-level view of the Baseline and Target Architectures. The Architecture Vision typically covers the breadth of scope identified for the project, at a high level. Informal techniques are often employed. A common practice is to draw a simple solution concept diagram that illustrates concisely the major components of the solution and how the solution will result in benefit for the enterprise.

Business scenarios are an appropriate and useful technique to discover and document business requirements, and to articulate an Architecture Vision that responds to those requirements. Business scenarios may also be used at more detailed levels of the architecture work e. This step generates the first, very high-level definitions of the baseline and target environments, from a business, information systems, and technology perspective, as described in 6. These initial versions of the architecture should be stored in the Architecture Repository, organized according to the standards and guidelines established in the architecture framework.


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The outputs from this activity should be incorporated within the Statement of Architecture Work to allow performance to be tracked accordingly. Identify the risks associated with the Architecture Vision and assess the initial level of risk e. Assign a mitigation strategy for each risk. A risk management framework is described in Part III , Risk Management.

Risk mitigation activities should be considered for inclusion within the Statement of Architecture Work. Assess the work products that are required to be produced and by when against the set of business performance requirements.

This will involve ensuring that:. Phase A starts with receipt of a Request for Architecture Work from the sponsoring organization to the architecture organization. The issues involved in ensuring proper recognition and endorsement from corporate management, and the support and commitment of line management, are discussed in Part VI , Phase A also defines what is in and what is outside the scope of the architecture effort and the constraints that must be dealt with.

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Phases - Research database - University of Groningen

Scoping decisions need to be made on the basis of a practical assessment of resource and competence availability, and the value that can realistically be expected to accrue to the enterprise from the chosen scope of architecture work. Scoping issues addressed in the Architecture Vision phase will be restricted to the specific objectives for this ADM cycle and will be constrained within the overall scope definition for architecture activity as established within the Preliminary Phase and embodied within the architecture framework.

In situations where the architecture framework in place is not appropriate to achieve the desired Architecture Vision, revisit the Preliminary Phase and extend the overall architecture framework for the enterprise.

Product - Development Stages

The constraints will normally be informed by the business principles and Architecture Principles, developed as part of the Preliminary Phase see 5. Preliminary Phase. Normally, the business principles, business goals, and strategic drivers of the organization are already defined elsewhere in the enterprise. If so, the activity in Phase A is involved with ensuring that existing definitions are current, and clarifying any areas of ambiguity. Otherwise, it involves defining these essential items for the first time.

Phases Developing the Framework Phases Developing the Framework
Phases Developing the Framework Phases Developing the Framework
Phases Developing the Framework Phases Developing the Framework
Phases Developing the Framework Phases Developing the Framework
Phases Developing the Framework Phases Developing the Framework
Phases Developing the Framework Phases Developing the Framework
Phases Developing the Framework Phases Developing the Framework

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