Category Archives: Foundation Architecture

Summer School (Week 31, 2012)

I have been fortunate to participate in the Enterprise Architecture summer school that took place in week 31 in year 2012 at the IT University of Copenhagen. There where a lot of interesting presenters, academics and practitioners. One of the more notable presenters where Martin van den Berg who happens to be one of the authors to the book “Dynamic Architecture: How to make it work” and “Establishing an enterprise architecture practice”.

Furthermore came a lot of presenters from Finland who had researched the concept of Enterprise Architecture and a chief architect from a major Finnish/German Corporation.

This particular blog post was written in order to give you some insight in what happened with one of the presentations and I plan to release more blog posts dealing with the thoughts I have had during and after the summer school.

Innovation for Enterprise Architecture

The presenter, Mr. Kim Peiter Joergensen, argued that the enterprise architecture program has had little impact on the business. One of the reasons for this was the way that the enterprise architects usually developed their business artifacts. That triggered reactions from most of the practitioners who attended the summer school and as a consequence the keynote turned from being a presentation to a debate.

I was not particular impressed by the rather true, but rather stereotypical ideas of how enterprise architecture has impacted the organizations ability to invent and produce new products. From my perspective it really depends on how the organization and the chief architect approaches the concept of innovation and for that matter the concept of inventing.  Mr. Kim Peiter Joergensen should have worked with his preliminary (definitions and principles) for what invention and innovation is in an enterprise architecture context and that could have improved his presentation quite dramatically.

I believe that innovation is about identifying inventions (e.g. software, concepts, methodologies etc.) and identifying their fitness for adaption in the enterprise and its business, application and technological architecture. One example of this could be an enterprise architecture function that handles and develops the technology strategy.

In despite of the rather alternative way of defining enterprise architecture and invention or innovation, Mr. Kim Peiter Joergensen’s presentation did develop some ideas of how to approach this particular issue. First of all an exploration of the topic would have to be dealt with through defining the perspectives and how innovation and the concept of inventing.

Observations

The Enterprise Architecture function can enable the time to implementation (and essentially market) by developing and maintaining a technology strategy where the architects identifies new technologies and concepts that can be implemented in the organization.

The Enterprise Architecture function can enable standardization that makes it possible for the various applications to communicate with one another and as a consequence ensure a faster implementation rate of processes, software and concepts.

The Enterprise Architecture function can identify needs for reengineering of the structure of the organization’s structure.

Architecture Capabilities through Business Models

For some time I have been working with adapting the business model canvas for explaining how an enterprise architecture program delivers value to the it-department. The scope of the model has been on the foundation architecture where the outcome of the enterprise architecture program is mainly used by the IT department.

I am aware of that Tom Graves has done something similar, though he has made a completely different model, and as such his model is fine, but the audience that I intend to communicate with would be more likely that they will understand the value proposition of enterprise architecture through a model designed upon the business model canvas compared to a model based upon Graves’ model.

As you might have guessed then I had to adjust the business model canvas in order to expose the data on how the enterprise architecture program delivers value in the best way possible.

The first seven phases have been renamed in order to adapt the model for how a department or function within an IT department delivers values.

The first phase is about key partners needed in order to produce any form of value by the enterprise architecture program.

The second phase is about how the key activities that are needed in order to produce value. The needed activities would have to be organized around on handling the resources.

The third phase is about the key resources needed to produce the services or products needed by the segments of the it department.

The fourth phase is about the value proposition. In other words its about the initiatives at hand.

The fifth phase is about team relations and they are usually essential for both implementing and producing the services. Especially if we assume that enterprise architecture is about creating value through others.

The sixth phase is about channels. How does the enterprise architecture program deliver resources

The seventh phase is about the segments of the IT department that receives the services from the Enterprise Architecture program.

The eight phase is about the Enterprise IT Investment structure. This particular section of the business model deals with the identification of how the current situation of the IT Architecture the IT organization processes.

The ninth phase is about scenario planning, that deals with planning for a better IT Investments for the IT department.

The tenth phase is about the Improved Enterprise IT Investment Structure that deals with multiple actionable plans for changing and optimizing the total architecture.

All together these phases can present the necessary data to the decision-makers in order to give them an insight on how enterprise architecture delivers value to them. Value is key in situations where organization have limited access to resources.

The Architecture Business Model
The Architecture Business Model.


The foundation architecture is as earlier mentioned scoped on delivering value to the IT department and through to the IT department to the rest of the enterprise. The model is published under the Creative Commons license (share alike).