Enterprise Architecture Using TOGAF

This framework is the process guidance model for all projects that guarantees the success of the project, which includes innovation practices, digital transformation drivers, enterprise architecture practices, engineering and management standards, and incremental improvement processes during the execution of the project.

Enterprise Architecture Model

The enterprise architecture model for conducting digital transformation in order to achieve the objectives can be briefly in the opposite mode:

1. EA model mode, using the TOGAF principles and practices, which will focus on the following areas:

Business architecture
Data architecture
Application architecture
Technology architecture
Building capabilities model
Building Principles model

2. Digital transformation drivers, which guide the value adding to the solution, to meet digital transformation objectives.

3. Scaled-Agile model, to guarantee sustainable delivery for the values

4. Software development model, which guarantee the engineering and quality of the implementation.

During the project:

1. Management team take the business direction from customer management

2. Business team and PO Reform business vision, and align it with BDAT approach using TOGAF

3. Business team and PO form the cubic model that translates the vision into digital transformation drivers

4. All team members work in harmony to deliver sustainable solutions incrementally according to agreed release and sprint time boxes

What is the Enterprise architecture?

Simply: How do you architect your enterprise, what you need, why, when, and how?

So, Enterprise architecture is an analytical discipline that provides methods to comprehensively:

Define
Organize
Standardize
and document an organization’s structure and interrelationships in terms of certain critical business domains characterizing the entity under analysis.

It transforms the organization for scattered islands, with inconsistent objectives, to integrated landscape.

So, EA Value proposition: The ability to move business strategy into navigable/valid roadmap that move strategy to reality.

Absence of EA leads to ad-hoc development of the enterprise, and potential for failure.

The purpose of EA

Set the roadmap to achieve enterprise vision using IT
Moving from traditional operations, to those managed by IT.
Critical to business survival
Managed integrity
Strategy accelerator
Reduce time to market
Optimization across enterprise
Support delivery of business strategy
Increase organization agility(reusable building blocks, reusable HR functions, reusable e-payment, reusable cloud)
Integrity: The Optimization and improvement comes across all the enterprise units, in all areas, infrastructure, business, solutions, business process, tools.

TOGAF EA Methodology and Related Terms

What is TOGAF?
The open group architecture framework.
Used in 60% of top enterprises like apple, NASA, oracle and IBM
There are multiple frameworks like ZACHMAN, DODAF, and Gartner, TOGAF was the latest one published by 1998.
According to the evolution of the model, it will act as strategic enabler for the vision.
What is architecture?
Formal description of system that guide information building blocks and interrelationships
What is enterprise?
Enterprise is any unit, starting from the group to the level of department.
There is strong relationship between the enterprise level and the impact of enterprise architecture.
What is EA?
Business logic and process organization reflected in IT and organization operational model.
Another definition, the conceptual blue print to define structure and operation of the organization.
The deliverables of EA is capabilities not systems, after taking the vision as an input.

Key Elements of TOGAF

1. ADM architecture development method

2 . Architecture content framework: the database for architecture outputs

3 . Enterprise continuum tools: is the repository, contains both ABB & SBB: architecture building blocks and solution building blocks

4. TOGAF reference model

5. Architecture capability framework: represent the ability of organization , process and persons, required knowledge, resources, and assets.

6. ADM guidelines and tools

ADM: Architecture Development Method

ADM is the lifecycle of enterprise architecture, which should be followed by the architecture team.

We can briefly determine the key processes as following:

01-Priliminary Phase

02-Architecture Vision

03-Business Architecture

04-Information systems architecture

05-Technology architecture

6-Opportunitites and solutions

7-Migration Planning

8-Implementation governance

9-Architecture change management

The below diagram show the context of the architecture, and kep pillars to take place:

01-Preliminary Phase

This phase is the project kick-off phase, which includes the following activities:

1. Establish/Customize the Architecture Framework

Select or customize an architecture framework (e.g., TOGAF, Zachman).
Define the scope, boundaries, and governance of the architecture.

2. Define the Architecture Principles

Set guiding principles that will shape decision-making throughout the EA process.
Ensure principles align with the business goals, strategies, and IT standards.

3. Define the Enterprise Architecture Vision

Clarify the purpose and objectives of the EA initiative, which is different the business architecture vision
Align the vision with the overall business strategy and stakeholder expectations.
Architecture Scope: What will be subject for the enterprise architecture activities:

All enterprise
Sector
Department
Cross-functional related achievement

4. Identify Key Stakeholders and Their Concerns

Identify all relevant stakeholders, including business and IT leaders.
Understand and document their concerns, needs, and expectations.

5. Define Architecture Governance

Set up governance frameworks to ensure compliance, accountability, and oversight.
Determine decision-making roles and responsibilities, approval processes, and governance structures.
Includes commitments to:

Activities
Meetings
Decision making

6. Create an Architecture Capability Maturity Assessment

Assess the organization’s current capabilities and maturity level in managing enterprise architecture.
Identify gaps and areas of improvement needed to support the EA initiative.

7. Establish Architecture Tools and Repository

Define the tools and systems that will support architecture development, including repositories for storing artifacts and models.
Set up systems for collaboration, communication, and documentation.

8. Develop the Architecture Team and Skills

Identify the roles, responsibilities, and skills required for the architecture team.
Organize training and skill development programs to ensure the team has the necessary capabilities.

9. Develop Tailored Architecture Content

Customize the architecture content frameworks (such as deliverables, artifacts, and building blocks) to fit the organization’s context.
Establish the level of detail and abstraction needed for the architecture documentation.

10. Obtain Commitment from Stakeholders

Secure buy-in from key stakeholders to ensure alignment and support for the architecture initiative.
Communicate the value proposition of EA to key decision-makers.

02-Architecture Vision

It includes the architecture vision, and its target, that we are looking for at higher levels, which may include:

1. Define Scope and Objectives

Establish the scope of the architecture work.
Define the project's business goals, drivers, and high-level objectives.
Align architecture efforts with the organization’s strategic vision.

2. Create the Architecture Vision

Initiate the architecture vision document
Document the business context, project scope, constraints, and assumptions.
Develop a high-level vision for the architecture that outlines the desired future state.
Outline the proposed solution, key benefits, and high-level architecture roadmap.
Provide a high-level outline of the architecture for Business, Data, Application, and Technology domains.
Identify key building blocks and how they interact to support the business goals.
Identify the key business and IT capabilities required to achieve the target state.
Present the architecture vision to stakeholders for validation and approval.

3. Identify Stakeholders, GO In Depth

Identify key stakeholders who will be impacted by or involved in the architecture initiative.
Document stakeholder concerns, needs, and expectations.
Plan stakeholder engagement and communication strategies

4. Conduct Business Case Development

A business case in the Enterprise Architecture (EA) context is a structured document that justifies the need for an architecture initiative or project. It outlines the expected benefits, costs, risks, and alignment with the organization’s strategic objectives. The business case helps decision-makers understand the value and impact of the architecture work, supporting informed decision-making on whether to proceed with the investment.
Build a business case that justifies the architecture initiative, including cost-benefit analysis, which Includes:

Rationale behind each architecture decision selection, like why We move to cloud-based architecture and the benefits of that
Expected cost/Expected revenue/ROI
Impact on value proposition
Timelines and Milestones
Impact on organization

Highlight the anticipated value, cost savings, and benefits of implementing the architecture vision.

5. Create a Statement of Work

Define the high-level work packages, deliverables, timelines, and resources needed for the architecture development.
Develop an initial project plan with milestones and success criteria.

6. Risk Assessment

Identify potential risks related to the architecture project

Management Support
Stakeholder resistance
Business Capabilities
Technical Capabilities

Develop mitigation strategies to manage identified risks.
Tracking mechanisms for risks

7. Establish the Architecture Governance Framework

Set up governance structures to oversee architecture development and ensure compliance with the established vision and principles.
Define roles, responsibilities, and decision-making processes.
Lifecycle management
Define Policies and processes
Define Architecture Review Board
Performance metrics
Escalation mechanism
Change Management (Change Control Board)

8. Gain Stakeholders Commitments/Approvals

Present the architecture vision, business case, and scope to key stakeholders for approval.
Ensure alignment with business objectives and secure commitment for the next phases.

Business case benefits

03- Business Architecture

Determine the detailed business objectives, by the business team.

Business Vision and Goals:

- The overarching vision and strategic goals of the organization, outlining the long-term direction and objectives.
- Example: The Organization's vision is to move forward to digital transformation in the education sector

Business Strategy:

- The high-level approach and plan that the organization adopts to achieve its goals. This includes strategies for growth, market positioning, and competitive advantage.
- Example: Create an ecosystem (Web/Mobile) solution that meets the objectives

Value Streams:

- The sequences of activities that create value for customers. Value streams map the path from initial customer need to product or service delivery which is a high-level business process that focuses on the detailed activities for the production
- Will help to find:

Missing Roles/Responsibilities
Duplicate Roles/Responsibilities
Incomplete processes
New policies

Business Processes:

- The end-to-end activities that the organization performs to achieve its objectives. Business processes are often documented using techniques such as process maps or flowcharts.
- Business processes can be classified as following:

Management processes: for the strategy
Core processes: Related to the main value chain and process
Support processes: Which support both, like HR and administration

- Example: In Digital learning solution: Create content, Create Application, Attach content to application, Deploy application, Monitor application performance

Capabilities:

- The unique abilities and competencies that allow the organization to perform its business processes and achieve its goals. Capabilities include both human and technological aspects.
- Example: In software company: Software analysis, Software design, Software development

Organization Structure:

- The organizational hierarchy, roles, responsibilities, and reporting lines within the company. This includes both formal and informal structures.
- Organization structure is a result of the business architecture, and strategy, as all required processes will be classified, and have their related team structure.
- Example: HR department, Software development department, Content development department, Marketing department, Commercial department

Business Model:

- The description of how the organization creates, delivers, and captures value. It outlines the revenue streams, cost structure, and key business processes.
- Assess Pricing strategy:

Free
Premium
Freemium

- Here, You will have the engagement of digital transformation visioning and approach, that makes you disrupt your operation, the following video help you understanding the difference between digital transformation and enterprise architecture.
- Example: Free content, and premium content

Performance Metrics:

- Key performance indicators (KPIs) and metrics that measure the effectiveness and efficiency of business processes and the overall performance of the organization.

Stakeholders:

- Identification and analysis of internal and external stakeholders who have an interest in or are affected by the organization's activities.
- Internal stakeholders that will be subject for gathering information, and will be part of the internal process, like:

CEO
CFO
CTO
Departments managers

- External stakeholders:

Vendors
Customers
Partners

Risk and Compliance:

- Identification and management of risks associated with business operations, as well as adherence to regulatory and compliance requirements.
- Example:

Digital resistance
Org chart reforming resistance

Example: In order to achieve the previously mentioned vision, We should:

Develop eco-system that consists of web/mobile solution
Target the 5-12 age group, to build the new mindset of born digital
Develop digital content related to the target mentioned age group, according to VARK matrix

Sample value stream (E2E journey)

Business Model Canvas In Depth

The business model canvas is a strategic tool that models in high-level way the organization's business.

business model canvas contains the key 9 pillars for kicking of your business:

Customers Segments: You are targeting, which you should have a persona for each to identify the values and characteristics for each to provide the proper solution
- Example: Students, teachers, parents
  - Male/Female behavior
  - Different learning style
Value proposition: What makes you different
- - Price
  - Content
  - Availability zone
  - Fast response
  - After sales
  - Mobility
Distribution Channel: How will you distribute your product
- - Online access
  - Application downloads
Relationship: How the business interacts with them
- - Ads on social media
  - Direct access using data
  - On-ground marketing
Revenue: Expected revenues
Key resources: Who will develop/produce/Operate/Support
Key activities: This will help to identify required resources, and it includes also the supportive functions that should support the key value chain activities
Partners: Who will help me to kick-off
Cost: expected cost according to its type

CX: Customer Experience involvement

Customer experience refers to the overall perception of the customer during the overall process their interaction across touchpoints.

In includes:

Product discovery
Purchasing/Service process
Quality of the service

The key components of CX:

Usability & Accessibility – Ease of navigating digital platforms.
Performance of the service
Personalization – Tailored experiences based on customer preferences.
Omnichannel Engagement – Seamless interaction across web, mobile, chat, and in-person.
Speed & Efficiency – Fast response times and frictionless transactions.
Customer Support & Service – Availability and quality of help provided
Customer feedback process

some service providers just see one thing: the product, price, but they lose a lot of customers, and they still asking: Why We lose customers?!

Interaction with EA business architecture model:

Business architecture: touch the overall model, channels, solutions, roles required and the value proposition
Data architecture & application architecture:

Improve solution performance and provide assessments
Implement questionnaires for the customers
Implement a recommendation model for the products

Technology architecture:

Implement VOIP technology
Provide enterprise caching model

Architecture Analysis Tools:

A. SWOT analysis: Way forward Tools from As-Is to To-Be Architecture

In this practice, you have to study four different perspectives, from strategic perspectives at the enterprise level, not at individuals of the enterprise, and perceptions, so it should be aligned across the committee from the different points of view.

As We have mentioned in the previous phases, We have to:

Discuss the gap between As-Is and to be model
Find Missing processes and Policies
Assess current capabilities
Find the missing capabilities

One of the tools to support the new vision is to discover ourselves using this model.

SWOT analysis includes:

Your strengths to utilize and capitalize
- - Business: Strong Brand, and loyal customers, Strategic partners
  - Data: We have the latest version for a large-scale database with containerization
  - Application: All-in-one solution, with tons of customized features, We built our solution on the latest Java technologies and cloud design patterns
  - Tech: We have a qualified/certified team in the Azure cloud
Your weaknesses to reduce and resolve
- - Business: High cost for the solution, new to the market
  - Data: Low data accuracy due to using a non-relational database
  - Application: We have limited features
  - Tech: We have a qualified/certified team in the Azure cloud
Your opportunities: for growth, to take it as initiatives
- - Business: Potential customer growth in our domain
  - Data: sellable data
  - Application: Increase of mobile usage in education
  - Tech: We have a qualified/certified team in the Azure cloud
Your threats, will support you in detecting new markets, or new business lines, which We will t
- - Business: Market saturation, Big names come to market
  - Data: Data quality issues
  - Application: Rapid technology change
  - Tech: We have a qualified/certified team in the Azure cloud

B. Competition analysis Tools

Competition analysis has direct impact on the business model,

In this practice, you study the completion within the market from different perspectives, in order to be used for enhancing your business model.

First step is to identify your competitors from the following perspectives:

Domain
Benchmarking criteria
Rank for each

The comparison should includes:

Competitor
Products and services related to the context (Feature)
Value proposition
Market share
Technologies and innovation
Channels
Rank for each feature
Business model including Pricing model

All these insights will gives you clear understanding about what to do, and taking the proper corrective decisions.

How it helps?

Find your weaknesses
Find missing products/Features
Finding missing capabilities
Finding business model gaps
Improve the overall model

C. KPIs & OKRs

OKR : Objectives and Key results

Effective tool for mapping between key objectives and reflecting on quantitative measurements that quantify the goals, keeping your eyes open on the target.

The key benefit on the OKR is setting quantitative goal, so that each section and department in the enterprise, can set its strategy to achieve the objective from their point of view.

The key pillars of the OKR are:

Objectives:
- - which is clear statement, understood by all stakeholders
Key results:
- - The quantitative measurements used to formulate the objectives

Example:

Objective: Establish a mobile solution by the end of September

Key Result 1: Complete product development by Aug 30.
Key Result 2: Achieve 95% customer satisfaction in beta testing.
Key Result 3: Generate $50,000 in revenue from the product within the first quarter

KPI: Key Performance Indicators

KPIs are measurable values demonstrating how effectively an organization, team, or individual is achieving specific objectives. KPIs help monitor performance and assess whether goals are being met over time

The key Characteristics of KPIs:

Measurable: KPIs are quantifiable metrics, making performance tracking straightforward.
Specific: They are closely tied to particular objectives or outcomes.
Actionable: KPIs provide data that can be used to make decisions or take corrective actions.
Time-bound: They are measured over a specific period, such as monthly, quarterly, or yearly.
Relevant to the context
Variety: Has different point of view to attain

Example:

Objective: Improve customer service satisfaction.

KPI: Achieve a customer satisfaction score (CSAT) of 90% or higher within 6 months.

KPIs are essential tools in performance management, allowing organizations to track and improve their effectiveness.

OKR and KPI Operation model

In order to have a successful model in enterprise architecture, you should have the following:

OKR as-is Model: current objectives and initial achievements should be clear, to be the baseline for the model, to have a clear assessment of the impact you have conducted
OKR to-be Model: determination of the achievable targets, as mentioned before
Collaborative Strategy Model
- - Determine the involvement matrix of organization sectors and departments
  - Determine strategy for each to achieve the goals
  - Have consolidated strategy
KPIs as-is model: determination of the current KPIs, should be clear, to be the baseline for the model, to have a clear assessment of the impact you have conducted, in addition, to be related directly to improve the objectives
KPI to-be model: determination of the KPI targets, as mentioned before
Operational Strategy Model
- - Have more focus on operation detailed plans
  - Determine the involvement matrix of organization sectors and departments
  - Determine a strategy for each to achieve the KPI
Example:
- - Objective: Revenue Increase
  - OKR: Increase revenue by 25% by the end of the quarter
    - - Sales team: Increase the number of leads by 50% than current
      - Software team: Reduce the number of critical issues by 75% by the End of September
      - Marketing team: conduct 2 marketing campaigns on social media before the season
RGY assessment approach:
- - With each OKR/KPI, you should define the following:
    - - Review interval period to guarantee that you are on track
      - Red values (Not accepted values) and the strategy for handling
      - Yellow values (Mid accepted values) and the strategy for handling
      - Red values (Accepted values) and the strategy for handling

RGY Assessment and monitoring Approach

04-Data Architecture

Introduction

A data architecture describes how data is managed during its journey, from collection through to transformation, distribution, and consumption. It sets the blueprint for data and the way it flows through data storage systems. It is foundational to data processing operations and (AI) applications.

In includes the following:

Data Mesh

Conceptual data models: Database level:

They are also referred to as domain models and offer a big-picture view of what the system will contain, how it will be organized, and which business rules are involved

Logical data models: Schema and relations level:

They are less abstract and provide greater detail about the concepts and relationships in the domain under consideration.
Integration between different data models

Physical data models: Entities level:

They are less abstract and provide greater detail about the concepts and relationships in the domain under consideration. One of several formal data modeling notation systems is followed. These indicate data attributes, such as data types and their corresponding lengths, and show the relationships among entities. Logical data models don’t specify any technical system requirements.

What Is a Data Pipeline?

Data has use case, since it represent a solution that have specific objectives, which pass through the following lifecycle:

Data Collection: Collect : How to We collect data?

User inputs
Integration landscape
Content Crawling

Date refinement: How do We refine data?

Anti-Corruption Layer

In order to keep smooth running between different co-worker independent databases, anti-corruption layer should take place
Integration consideration should take place

Data healthy checker

How do you incrementally check the integrity beween your data
How do you report it
How do you resolve it
Business rules
Validation rules
Consistency check
Data quality techniques

Data engine: How data is stored?

Data format:
- Relational: like Postgresql, Oracle, SQL Server, and MySQL
- Non-Relational: like Mongodb, DynamoDB, and Oracle Nosql
- Hybrid model
Location
- Cloud
- On prime
- Hybrid mode
Architecture Model
- Single database
- Multiple distributed database
- Containerized DB

Data Analysis: How data analyzed?

Data analysis:
- What are expected tools, reports and analytics types
- Or Will design built-in business components in application architecture phase
- How to support the decision making using these data
ML/DL Models
Analysis types:
- Realtime: so it will need different tools
- Periodic: to consider the data warehouse design

Data delivery: How data is accessed/delivered?

In order to access data models, We have different approaches:

Create views on the database levels, what ever the technical methodology, using views, functions, procedures, or synonyms
APIs: Which provide communication layer over the database, in order to be exposed to the external parties.
Exported Format: like tab and comma delimiter
Web services

Data Security Model : How data is secured?

Data access and security model from both application layer and database layer
Encryption for sensitive data
Connection security
API Security
Crawling prevention

Data Versioning: Backup and restore strategy

How do We keep versions of data considering the growth over time?
How do We test it
Do We use only backup and restore
Or keep historical changes for the data within the logs database

Data architecture model

Database types

8. Open data consideration

Open data governance
Open data execution approach
Open data format

9. Data democratization

Means, how to enable the access for smooth and easy access for different personas, to meet business objectives.

So: it needs, self-service analytics tools, education about the data by enabling different data dictionaries for the model, and building data over business objectives, not to present the complexity of the data models.

09. Data documentation

Well-defined objects
Well-defined data models details:
- Object type
- Attributes
- Data types
- Domain models
- Sample

09. Data Quality

Data model attributes:
Business Rules Management:
Anti-Corruption Layer:
Data Quality practices:
- Completeness
  - - For text values
    - For numeric
    - For dates
- Correctness
  - - Domains
    - Anomaly detection
- Consistency
  - - Cross models validation
    - Cross Modules validation

Data Democratization

05-Application Architecture

At this stage, We are formalizing the expected solution(s) that meet the business architecture.

Phase 01: Architecture Landscape

At enterprise level there will be:

Application architecture mapped to capabilities, in technology landscape model
As-Is Model Vs To Be Model
Gap Analysis:
- - Find Missing applications
  - Find missing features
  - Responsibility Matrix
Enterprise continuum: Classification for the solution from the following perspective, to have the proper architecture:
- - Foundation architecture: Foundation solutions and infra structure, like networking
  - Common system architecture: Common systems and solutions, like CRM solutions that server all infrastructure.
  - Industry Architecture: Includes industry standards, regulations, and best practices, like:
    - - SWIFT in banking solutions
      - HL7 standard for data exchange in EHS(Electronic health record)
  - Organization Specific architecture: Specific systems for the industry, like:
    - - e-Commerce Solutions
      - Education platforms
      - ERP solutions

Phase 02: Technology roadmap

What do We mean by Technology roadmap in Application Architecture in EA Model?

As Application architecture represents the required solutions and it's architecture, from solution level to detailed level, that achieve the business strategy.

Technology roadmap represents the determination of:

Technologies
Approaches & Methodologies & Standards
Best practices this phase, the enterprise digests all requirements for business, application, and data architecture, and determine the technology roadmap, as following:

- Mobile first: Go for mobile technologies to enable mobility

- Data performance: Go for Oracle technologies to enable data growth and performance

- Micro-Services architecture: to enable: deplorability, fast response to customers feedback, single responsibility, and distributed teams

- Cloud Solutions: with Multi-Zone enablement, in order to prevent disasters, and increase scalability and growth of the solution adoption.

- API First approach: in order to encapsulate the business, and govern the implementation across different front ends and channels.

The detailed roadmap can be determined according to the EA/DX drivers, that should be determined and developed in early stages.

Model-driven architecture: in order to have a single repository of models
- SAFE management approach: In order to meet time to market, and reserve our position in the community

Phase 03: Application Roadmap(Product Management)

We should have the following practices:

Mapping model: between Architecture building blocks and capabilities, and required application building blocks

- Phased Implementation: Break down the development and deployment into phases, starting with the most critical components.
- Timeline and Resources: Define a realistic timeline for the development, testing, and deployment of the application, and allocate necessary resources.
- Consideration of time-to-market
- Consideration for the importance and ROI

Phase 04: Application Engineering

Determine business requirements
Identification of Application(s)

which can be:

As per type: Web/Mobile/Kiosk
As per source: Buy or make strategy, according to organization strategy, for example:
- - Do We have a development department that can develop these solutions
  - How that can comply with the cost
  - How that can comply with time-to-market strategy.

Identification of Integration between applications
Architecture and Design
Identification of Integration service providers

As your solution at the scale most probably will integrate with external parties, they should be identified, in as they will be part of your EA model.

It can be:

Payment gateways
SMS gateway
Mail service gateway
Governmental entities
Another solution, provided to the enterprise by another service provider

Develop application security architecture

Tools
- - SAST: Static analysis security testing, Tools like SonarQube, SonarCloud, Fortify, Checkmarx
  - DAST: Dynamic analysis security testing, Example Tools: OWASP ZAP, Burp Suite, AppSpider.
  - WAF: Web application firewall
  - Pentation testing:

Implementation

Testing and Validation

Functional Testing: Verify that the application functions as intended and meets all business requirements.
Performance Testing: Ensure the application performs under expected workloads and handles peak traffic effectively.
Security Testing: Conduct vulnerability assessments and penetration testing to identify and resolve security weaknesses.

9. Deployment and Integration

Deploy in Stages: Roll out the application in phases (e.g., pilot, full-scale deployment) to mitigate risk.
Integration with Enterprise Systems: Connect the new application with other systems in the enterprise environment (e.g., CRM, ERP, etc.).
Monitor Performance: Implement monitoring tools to track application performance and detect issues post-deployment.

10. Maintenance and Optimization

Ongoing Support: Provide regular updates and patches to ensure the application remains secure and operational.
Continuous Improvement: Gather user feedback and make iterative improvements to enhance application functionality over time.

Approaches & Methodologies & Standards

06-Technology Architecture :

Technology Architecture in Enterprise Architecture (EA) focuses on defining and organizing the technology infrastructure, software, and hardware components required to support an organization’s business goals and applications. It acts as the blueprint for the IT environment and includes technology standards, protocols, and technical services necessary for systems and applications to operate effectively.

Key Aspects of Technology Architecture in EA

Infrastructure Components
Specifies core components like servers, storage, networks, and cloud environments that support applications and services. This provides the foundational platform on which business applications operate.
Technology Standards and Protocols
Outlines technology standards (e.g., operating systems, network protocols) and design principles to ensure consistency, interoperability, and scalability across systems.
Application Hosting and Integration
Determines how applications will be hosted (on-premises, cloud, or hybrid) and how different applications will communicate (APIs, message brokers, etc.). Integration standards help maintain data consistency and streamline information flow.
Security and Compliance
Defines security mechanisms (e.g., encryption, access control) and compliance measures to protect data and ensure the technology environment adheres to regulatory requirements.
Technical Services and Platforms
Includes shared services such as authentication, data management, and logging, as well as technology platforms like CRM or ERP systems. These provide reusable functions that are critical for applications across the enterprise.
Scalability and Performance
Ensures that the technology environment can scale with demand and meet performance expectations, which is essential for maintaining a high-quality user experience.
Stability and resiliency of the environment
Operationalization

07-Opportunities and solution

Introduction

After final definition of the solution from the four different perspectives, you should provide the following:

Detailed architecture capabilities
Different alternatives
Selection criteria
Best-fit selection per your criteria

Activities

Discussing alternatives to the proposed solutions, for the enterprise architecture.

At this stage, We can have different opportunities to provide per each area, which the power of the enterprise architect, as he act as the consultant to provide and confirm the optimum solution that fit with organization objectives.

Per Business Architecture:
- - Make or buy strategy (software/component/Platform/Cloud/HW)
  - Best fit Marketing Strategy
  - Process improvement
Per Data Architecture
- - Best-fit data architecture model (Relational/Non-Relational)
  - Best-Fit analytics tools
Per Application Architecture
- - Best-Fit standards (CMMI/SAFe)
  - Best-Fit Software engineering tool
  - Best-Fit approaches (API first/Micro-Services)
  - Best-Fit technology Stack (.Net/Java/Python)
  - Best-Fit Data Analysis Tool
Per Technology Architecture
- - Infrastructure (Primary and DR)
  - Security Model
  - Network Model

Generally:

- - Architecture principles
  - Supportive policies

Capability-Based enterprise architecture:

What is a capability in TOGAF?

At this level of the EA project lifecycle, We agreed on the following:

Business vision and objectives
Data/Application/Technology architecture that meets this architecture

Now, We should ask:

What are the required capabilities for the enterprise that support the successful transformation to meet organization objectives?

So, Here, We will talk about capabilities, from the enterprise architecture perspective.

What is Capability?

An ability that an organization, person, or system possesses. Capabilities are typically expressed in general and high-level terms and typically require a combination of organization, people, processes, and technology to achieve.

Capability is what you can do independent of why and how which can be utilized later to serve the organization's vision.

The definition of a capability is something that a person or thing is able to do. When a person can cook, this is an example of a situation where he has the capability to cook. When a computer can open a file, this is an example of a situation where the computer has the capability to open the file.

A capability statement is a document that shows prospective clients the capabilities that one can provide, whether in terms of goods, services or both. It also shows one's differentiators or what makes you special and better than any of the other competitors.

In the opposite graph, you can see the required capability model for human resource function.

Business capabilities framework

A framework that describe the organization existing and required capabilities for enterprise architecture to deliver values to customers, achieving outcomes defined by business objectives.
It can be related to the following areas with examples:
1. Products : Develop new mobile apps
2. Services : Provide online features
3. Functional Units: Create new function for developing digital content
4. Process: Create software development process
5. Policies: Establish cloud policy, to force the transformation to cloud
6. Training programs: Give training to internal IT staff in order to be enabled to manage our cloud platform

I believe, design of organization business models, value chain, and business capability model, all collaborate in well formulation of the term

The opposite diagram should you the different capabilities level from different perspective, to reach the final business requirements.

In order to move with agility, We can build it vertically and horizontally according to the business needs.

CAPABILITY Maturity Model In SW Engineering

Capability is what you can do independent of why and how, which can be utilized later to server the organization vision

In the opposite graph, you can see the required capability model for human resource function.

Architecture Maturity

We can have staged architecture model, that increase enterprise maturity according to the following model, developed by CMMI, and managed iteratively using agile management approach:

Level 01: Initial

Level 02: Managed

Level 03: Defined

Level 04: Quantitatively Managed

Level 05: Optimized

Capability Based Planning

Capability-based planning focuses on the planning, engineering, and delivery of strategic business capabilities to the enterprise instead of focusing on individuals or systems.
It is business-driven and business-led and combines the requisite efforts of all lines of business to achieve the desired capability.
From an IT perspective, capability-based planning is particularly relevant. For example, setting up a data center is really about consolidating corporate data and providing the related services.
Capability-based planning frames all phases of the architecture development in the context of business outcomes, clearly linking the IT vision, architectures (ABBs and SBBs), and the Implementation and Migration Plans with the corporate strategic, business, and line-of-business plans.

Capability Dimensions

Capabilities are engineered/generated taking into consideration various dimensions that straddle the corporate functional portfolios.

Every organization has a different but similar set of dimensions.

Capability Increments

A capability will take an extended time to deliver (specifics will be a function of the organization and industry vertical) and will normally involve many projects delivering numerous increments. In addition, the capability needs to provide real business value to stakeholders as soon as possible and maintain momentum to achieve the Target Architecture as well as the associated executive support and corporate funding.

Capabilities in an Enterprise Architecture Context

The capabilities are directly derived from the corporate strategic plan by the corporate strategic planners that are and/or include the Enterprise Architects and satisfy the enterprise goals, objectives, and strategies. Most organizations will also have an annual business plan that describes how the organization intends to proceed over the next fiscal period in order to meet the enterprise strategic goals.

GAPOLOGY Framework and Capabilities

Nine Evaluation Points to find the gaps, which cover 3 Core areas:

Knowledge GAP: At this stage, We ask ourselves the following questions:
- Recruitment: Do We recruit the right talent?
- Onboarding: Have I been onboarding them the right way?"
- Ongoing Training: Do I conduct ongoing train them?"
Importance GAP
- Prioritization: Do I prioritize their list correctly?
- Communication: Do I communicate that effectively?
- Expectations: Do I set clear expectations?
Action GAP
- Culture Building: Have I built a culture for them to thrive in?
- Commitment: Have I gained their commitment?
- Accountability: Do I hold them accountable?

Organization should support building this model, in order to close the gaps, which is shared responsibility between HR team, section heads, department managers, and senior management

08-Migration Plan

At Migration planning phase, We Discuss how to move from the existing as-is-architecture to the to-be model

Use the Capabilities Gap analysis to :

Migration Scope
- Finalize Capabilities Gap analysis
- Formulate Final architecture roadmap
- build acquire and develop data architecture
- Acquire and develop application architecture
- develop technology architecture
Change Development
- Maintain existing process
- Maintain existing policies
- Maintain existing organization structure
- Create training programs
Projects Management
- Create Migration projects portfolio
- Issue RFPs for the migration
- Create Management approach
- Create staged upgrade model and management approach
- Resources and budget planning
- Communication plan
Tracking
- OKR
- KPIs
- Corrective actions
- Strategy reformulation

09-Implementation Governance

In the context of the TOGAF Architecture Development Method (ADM), Implementation Governance ensures that the architecture is implemented according to the established design and meets enterprise goals. Key components of Implementation Governance include:

1. Architecture Governance Framework

These formal agreements between stakeholders (e.g., development teams and business units) define architecture deliverables, standards, principles, and compliance requirements. They are foundational to align implementations with architecture.
A formal governance structure that involves stakeholders across IT, business, and project management. It establishes accountability, roles, and decision-making criteria for architecture compliance.
Management Approach : Agile/Big Bang
RACI Matrix

2. Change Management Processes

A structured approach for managing changes in scope, requirements, or implementation details. This ensures that changes align with strategic objectives and do not compromise architecture integrity.
CCB: Change control board formulation
Approval Process: What is the approval process for the change

3. Key Performance Indicators (KPIs) and Metrics

Metrics to evaluate the success of the architecture implementation, ensuring it delivers value to the business and aligns with performance expectations set out in the architecture vision.

4. Risk and Issue Management

Identifying, analyzing, and managing risks related to the architecture implementation. This also involves mitigation plans for issues that may impact project outcomes or compliance.

5. Compliance Assessments

Regular checks to confirm that implementations align with the defined architecture standards and specifications. This may include architecture reviews and quality assurance checkpoints to detect deviations early.

6. Architecture Review Board (ARB)

A governance body responsible for evaluating architecture compliance, addressing issues, and providing final approvals on architecture changes and implementations.

7. Core Architecure Principles reforming:

Use in governance
Upgrade when change

10-Change Management

What is?

In the TOGAF Architecture Development Method (ADM), change management is crucial to ensure alignment with the enterprise's evolving needs.

Key Activities

Here are the key activities in ADM change management:

Change Request and Approval Process
- Documenting and validating change requests through formal channels. This includes categorizing changes based on their impact on architecture components and securing necessary approvals.
Impact Assessment and Analysis
- Analyzing the implications of proposed changes on the current architecture, including impacts on systems, business processes, and data. This step helps to understand dependencies and scope out potential disruptions.
Architecture Requirements Management
- Ensuring that all architecture changes align with existing requirements or modifying requirements as necessary to reflect new business needs, facilitating consistency throughout the architecture lifecycle.
Updating the Architecture Repository
- Recording approved changes in the Architecture Repository, including documentation, models, and views. This ensures that all stakeholders have access to updated, accurate information.
Stakeholder Engagement and Communication
- Keeping stakeholders informed of planned changes, timelines, and benefits through structured communication channels, thereby minimizing resistance and promoting buy-in.
Alignment with Strategic Objectives
- Validating that all changes align with the enterprise's strategic goals. This involves ensuring that any adjustments to the architecture support the overall mission and vision of the organization.
Risk and Impact Mitigation Planning
- Identifying risks associated with architecture changes and developing mitigation strategies to prevent disruption to business operations or other architectural domains.
Compliance and Quality Assurance
- Conducting reviews and assessments to ensure that the change adheres to architecture standards, guidelines, and principles. This step includes checking for compliance with industry regulations where applicable.
Architecture Governance Board Review
- Presenting changes to an Architecture Governance Board or similar body for oversight, ensuring that modifications are in line with enterprise-wide architecture policies.
Post-Implementation Evaluation
- Assessing the effectiveness of the change after implementation through feedback loops, performance monitoring, and lessons-learned reviews. This supports continuous improvement in the ADM process.

Role of Architecture Principle

What is?

General rules and guidelines, intended to be enduring and seldom amended
Inform and support the way in which an organization sets about fulfilling its mission.

Why?

Govern the project direction, implementation approach, that guaranttee the success of the project to meet expected architecture.

Characteristics

Reflect a level of consensus among the various elements of the enterprise, and form the basis for making future IT decisions.
Each Principle should be clearly related back to the business objectives and key architecture drivers.

Components

Name
Statement
Rationale

Qualities

Understandable
Robust
Complete
Consistent
Stable

Architecture Principle Implemenation strategy

Define principles per each area (Business, data, application, technology)
Create policies
Create process
Conduct training
Auditing
Continious improvement

Employees responses toward Change Management

The Shock for the Enterprise:

We need to understand the change management process, that it will be expected within the organization, and the organization should be ready for the changes, at its different levels as following:

Shock: some resources will be shocked by the change.
Denial: Some will not accept the change.
Frustration: Some will be frustrated, and make noise
Depression: some will execute and depressed
Experiment: Some will try, maybe to make you fail, and some to see the results
Decision: Some decided to change
Integration: Some with higher harmony with the change.

Change Management Models

ADKAR change management framework: speak about the mental part of he change management

Awareness : how to build the awareness in the organization for what we are looking for, like training sessions
Desire: how to build the desire for change, by using quantitative measures, and using highly motivated teams
Knowledge : How to acquire the knowledge, training courses, certificates, and on the job training.
Ability: Monitor performance and incrementally process improvement
Reinforcement: compensated model and potential for growth

Mackensy change management framework:

Talk about the core steps for change management:, so In order to build Key shared values, We should:

Hard S:
- Shared-Values
- 1. Strategy: build/align the proper one
- 2. Structure: under pre-defined suitable structure
- 3. Systems: on the right systems
Soft S:
- 2. Skills: Build the required skills
- 3. Staff: for the suitable staff
- 6. Styles: with the right fit management styles

Architecture Continumm

What is?

The Architecture Content Framework (with the Content Metamodel) informs on what content to produce at what phase of the ADM cycle, and also gives a model to structure those Architecture Deliverables. The produced content fall into three categories: Deliverables, Artifacts and Building Blocks.

Objectives of it?

The Enterprise Continuum is the classification method for organizing architecture and solution artifacts, both internal and external to the Architecture Repository. It can be considered as a virtual repository containing the Architecture Repository amongst other things.

So: We classify the content according the the continuum.

A building block represents a (potentially re-usable) component of enterprise capability that can be combined with other building blocks to deliver architectures and solutions Building blocks can be defined at various levels of detail, depending on what stage of architecture development has been reached. For instance, at an early stage, a building block can simply consist of a name or an outline description. Later on, a building block may be decomposed into multiple supporting building blocks and may be accompanied by a full specification. Building blocks can relate to "architectures" or "solutions".

Building Blocks classification?

Architecture Building Blocks (ABBs) typically describe required capability and shape the specification of Solution Building Blocks (SBBs); for example, a customer services capability may be required within an enterprise, supported by many SBBs, such as processes, data, and application software
Solution Building Blocks (SBBs) represent components that will be used to implement the required capability; for example, a network is a building block that can be described through complementary artifacts and then put to use to realize solutions for the enterprise.

The content produced during the ADM cycle is mainly to be stored in the Architecture Repository.

It defines the following:

1. Views: like business or app or infrastructure

2. View points: relevant to different personas

3. Deliverable: expected outputs for EA process

Architecture Content Framework

Architects executing the Architecture Development Method (ADM) will produce a number of outputs as a result of their efforts, The Architecture Content Framework uses the following three categories to describe the type of architectural work product within the context of use:

•A deliverable is a work product that is contractually specified and in turn formally reviewed, agreed, and signed off by the.

•An artifact is an architectural work product that describes an aspect of the architecture

A building block represents a (potentially re-usable) component of enterprise capability that can be combined with other building blocks to deliver architectures and

Content Metamodel

The content metamodel provides a definition of all the types of building blocks that may exist within an architecture, showing how these building blocks can be described and related to one another. For example, when creating an architecture, an architect will identify applications, "data entities" held within applications, and technologies that implement those applications. These applications will in turn support particular groups of business user or actor, and will be used to fulfil "business services".