A brief follow-up to my previous posts about Progress Software’s divestment of its middleware products … The Sonic (SOA), Savvion (BPM), Actional and DataXtend products have been packaged up as Aurea; and were accompanied by Progress alumni Hub Vandervoort and MA Ketabchi.
Australian representation is via Adaptris, who operate out of Sydney (you can check the Adaptris Contact page for details).
The products are a good fit together; it’s encouraging to see them in the same place – there will hopefully be some product development now ownership is settled.
Well, I think it has improved – I prefer the treatment of governance now, and packaging a multiplicity of business capabilities into a business system (more in the “systems thinking” meaning than in the “IT system” sense) gives a clearer picture of how they string together with both end-to-end business processes (think Order to Cash or similar) as well as lower-level sub-processes contained within capabilities.
EA Metamodel – click to enlarge
As much as I’d like to, I’m not sure there’s “space” left in the diagram to display the idea of business services, which can be useful for describing boundaries for top-down vs. bottom-up process change, technical services (as in Service-Oriented Architecture), and data/process stewardship decisions. That service boundary definition exercise is much clearer on the Business Capability Model; trying to do it here may be mixing abstract and concrete concepts.
A note about the placement of governance: it’s more than just the policing of rules. Governance is about making sure that the business design delivers on the business intent, and that starts with the design constraints and framework derived from the business intent. So it’s part of the original business design exercise, as well as the ongoing monitoring and development of the design’s execution. That’s why I’ve placed it as a central plank of the model – it’s hard to deliver a business design without the ground rules embodied in a governance framework.
As a reminder: this is “standing on the shoulders of giants” – my earlier posts credit the more theoretically robust models this is derived from – this metamodel is designed to lead conversations with C-suite executives about what enterprise architecture is, and where it fits with their work at a strategic level. When it comes to actually doing this stuff, more detailed tools are more useful.
As always – comments and criticisms welcome (did I really say that?)
As I threatened, I’ve had another attempt at the enterprise architecture metamodel (model of models) that I started earlier. I think it’s an improvement, but I’m still not satisfied – I’m not completely happy with the way I’ve placed the governance … but it’ll come to me!
Hopefully I’ve made it clear that the business intent drives business design, and specifically that the business model predominantly sets the capability and people requirement and that the operating model sets the scene for business processes by determining the level of process standardisation and integration across business units.
The business intention sets the governance framework, which is then in place to monitor the execution of the business design.
As I mentioned earlier, this represents my synthesis of work done by others, specifically the Enterprise Business Motivation Model from Nick Malik, the Business Model Generation material from Osterwalder and Pigneur, and Enterprise Architecture as Strategy from Jeanne Ross, Peter Weill and David Robertson (see the foundations of the operating model idea in this PDF document, registration required).
This is a “helicopter” level view – meant as a consulting and conversation guide for senior managers to help them place enterprise architecture appropriately in their strategic thinking. When it comes to actually doing the design work involved in getting value from enterprise architecture, a framework such as Fragile to Agile’s Integrated Architecture Framework is a natural progression from this diagram, usually teamed with some consultation to help you (re-) design your business (end shameless plug!).
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