Dynamic Enterprise Architecture: How to Make It Work

259 Pages·2005·1.951 MB·English

by  Wagter, Roel(Contributor);Berg, Martin van den

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Dynamic Enterprise
Architecture
How to Make It Work
Roel Wagter
Martin van den Berg
Joost Luijpers
Marlies van Steenbergen
John Wiley & Sons, Inc.
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Dynamic Enterprise
Architecture
How to Make It Work
Roel Wagter
Martin van den Berg
Joost Luijpers
Marlies van Steenbergen
John Wiley & Sons, Inc.
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This book is printed on acid-free paper.
Copyright © 2005 by Sogeti Nederland. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Library of Congress Cataloging-in-Publication Data
Dynamic architecture : how to make enterprise architecture a success / Martin van
den Berg ... [et al.].
p. cm.
Translated from Dutch.
Includes bibliographical references and index.
ISBN 0-471-68272-1 (cloth)
1. Strategic planning. 2. Organizational change. 3. Business enterprises—
Communication systems—Management. 4. Information technology—Management.
5. Industrial organization. I. Berg, Martin van den, 1955–
HD30.28.D923 2005
658.4'038—dc22
2004018702
Printed in the United States of America
10 9 8 7 6 5 4 3 2 1
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CONTENTS
Preface vii
Introduction 1
Target Audience 3
The Structure of This Book 5
Chapter 1 Agility and Coherence: A Conflict
of Interests? 9
Potential of Information Technology 11
Using IT: A Problem in the Making? 12
Agility and Coherence 14
Increasing Tension 16
The Challenge 21
Chapter 2 Agility and Coherence Considered
Separately 23
Different Answers to Different Questions 25
Increasing Agility: New Development Methods 25
Increasing Coherence: Architectural Awareness 28
One Answer to Both Questions: Dynamic Architecture 32
Chapter 3 Dynamic Architecture 35
Wanted: Agile Architecture 37
Architecture: A Multifaceted Concept 37
Dynamic Architecture: Architecture Aimed at Agility 42
Enabling Change 44
Quickly Achieving Business Objectives: DYA 49
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Contents
Chapter 4 The DYA Model 51
Making It Work 53
Ten Principles of DYA 53
DYA: A Theoretical and Working Model 56
The Model and the Principles 63
How to Use the Model 65
Filling in the Model 68
Chapter 5 Strategic Dialogue 71
Crisis at WWW-TeleBel 73
Strategic Dialogue: Doing the Right Things 74
Determining Business Cases 74
Elaborating Business Cases 81
Strategic Dialogue: Coherence and Agility 88
Intermezzo: The Business Case for WWW-TeleBel 88
Chapter 6 Architectural Services 99
Architectural Ups and Downs at TeleBel 101
Architectural Services: Doing Things Properly 102
Maintaining an Overview with the Architectural
Framework 103
Architectural Services Supports the Strategic Dialogue 110
Architectural Services Supports the Development 119
Architectural Team 121
Architectural Services: Coherence and Agility 127
Intermezzo: WWW-TeleBel’s Project-Start Architecture 128
Chapter 7 Development with(out) Architecture 137
WWW-TeleBel One Year Later 139
Development with(out) Architecture: Doing the
Right Things the Right Way 140
Three Development Strategies 141
Anticipative Strategy 144
Offensive Strategy and Defensive Strategy 153
Project Team 157
Maintenance with(out) Architecture 159
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Contents
Development with(out) Architecture: Coherence
and Agility 161
Intermezzo I: A Building Permit for WWW-TeleBel 162
Intermezzo II: A Management Letter for
WWW-TeleBel 166
Chapter 8 Governance 171
Deadlock for TeleBel 173
Successful Processes Do Not Just Happen 174
Responsibilities and Authorities 175
Coordination of Developments 183
Monitoring 185
Processes Also Require Maintenance 187
Governance: Coherence and Agility 195
Intermezzo: Embedding Dynamic Architecture
at TeleBel 195
Conclusion 201
Appendices
Appendix A Technique for Interactive Process Design 209
Appendix B Information Economics 217
Appendix C Architecture Maturity Model and
Dynamic Architecture 223
Glossary 231
Bibliography 241
Index 245
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PREFACE
Since the publication of this book in the Netherlands in 2001, our
approach to dynamic enterprise architecture has taken off. We were the
first to address the everyday ups and downs that organizations face in
enterprise architecture. Our initial audience—organizations that had
some experience with enterprise architecture and those new to the con-
cept—benefited from that first edition. Experienced organizations dis-
covered why enterprise architecture had not yet brought them all the
expected benefits. Novice organizations learned to not make the mis-
takes that others have without the experience. This edition promises the
same: a better understanding of the processes involved in successfully
employing architectural thinking and the tools to analyze a situation and
identify the points of improvement.
How do you improve your business using information technology
(IT)? This question has obsessed us. A few years ago, we started to turn
our ideas into a model. Architecture is the leitmotifof all these ideas. We
believe it is the main tool for the effective and efficient application of
IT’s potential. This basic idea constitutes the origin of DYA® (DYnamic
Architecture for modelling and development) as a conceptual and prac-
tical model.
Over a period of two years, DYA matured and was tested, elaborated,
discussed, and communicated. This book is the end result of that pro-
cess. This vision has been detailed in a conceptual and practical model that
provides for the setup and professionalization of architectural processes
in an organization.
Writing this book was a major challenge. The concept of architecture
in the IT industry has many aspects. When you ask ten architects to
define architecture, you will get ten different answers. Nevertheless, we
engaged in discussions with other experts when writing this book—and
the result is a model that can be used in practice.
An editorial board gave us assistance as well as advice. Face-to-face
and through e-mail, we had many discussions on the relationship between
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