Kevin Lee Smith
Question number 1
Currently organizations have demands that would be easily
resolved if they had already developed and shared their
Enterprise Architecture. But to build this architecture,
there needs to be: political will, clear vision of goals,
definition of benefits to be achieved, and several cultural
change and management processes.
When starting a project from AE? What is the best motivator?
The only reason
to model anything is in order to use it. Or more
specifically to answer a question.
motivator therefore is a business question.
A question that
currently cannot be answered or that can currently be
answered but the organisation cannot rely on the answer
because of a lack of data integrity.
Someone who knows
what they are talking about regarding EA.
Question number 2
There are several methodologies related to the frameworks of
the market. We know: Zachman Framework, PEAF, TOGAF,
ArchiMate and TEAF - which are represented and will be
discussed here in the AE Rio 2011 Conference, and many
Since 1987, when
Zachman introduced the first version of the Zachman
framework, the market has matured and released many
important proposals, coming from personal experiences of
How to choose the framework that should be used? This is
also an evolutionary process? The choice of framework
depends on the level of maturity or the company's culture?
question you need to answer is “What do we/you mean by
For me, a
framework is much much more than just an ontology, taxonomy,
question you need to answer is “What do we mean by EA. EA or
question you have to ask is: “How mature are we in our
understanding/maturity with respect to EA?”
For me, the
biggest hurdle to overcome is to take the first step - and
so if that is your position you would need to choose a
framework that allows you to take those first steps in the
most pragmatic way possible.
Question number 3
Currently, the main software development methodologies have
already indicated to the modeling of business processes as a
method for requirements elicitation and systematic
understanding of the environment.
In Brazil, companies
which are beginning to practice the business architecture,
in most cases, they are getting from IT.
With the modeling of
processes starting in IT, business architecture is made with
isolated initiatives within the context of each development
How to motivate the organization to ensure the measures of
model construction business started in IT, get the coverage
needed to be a corporate model?
Strategic, cross project, cross business unit questions.
lead to the information required to answer them.
Once people see
their questions answered (enabling them to make more
informed decisions) they will chase you down.
Question number 4
architecture can be considered a resource to
support strategic management, when the process of strategic
decision making, using models as the basis for the business
scenarios. May be a tactical resource, when the models are
consulted to analyze the impact of corporate
changes or the design of projects.
do the resources of the Enterprise Architecture are
more easily absorbed and used? Strategic
management or the tactical level of organization?
EA is systemic
and pervades the organisation, from strategy to execution.
Indeed EA could be said to be the glue between strategy (the
intent) and execution (the projects that change the
Management use it to formulate strategy and plan the project
(projects) use it to provide the context for what they do to
identiy when they begin to stray from the strategic intent.
contributes to a centralized EA model. Everyone benefits
from seeing their information in the context of others. It
is this context that architecture in general provides and EA
provides it to the organisation which is operating within
Question number 5
Before starting the construction of architectural models, it
is necessary to define the standards of technology, knowing
the information structures, knowledge systems and their
components and to identify correlations between them.
It is also necessary
to select and define a method and a language to represent
the organization, its macro-processes, business processes
and value chains. Undoubtedly it is a big job that takes
time and effort to be performed.
All this must be
combined with all the future users of the system of
management that is the Enterprise Architecture. But the
benefits are enormous and, with this work company will be
given a great leap forward in enterprise management.
Do you think this volume of work and the effort to keep the
models are the main factors that cause such resistance in
the implementation of an Enterprise Architecture in the
company? Or this resistance occurs because of a doubt about
this leap in quality?
Yes. This is one
of the main risks with EA.
when modeling the
correct process must be followed.
adding information to an EA model is effectively a data
migration exercise with all the attendant risks and problems
related to quality etc.
In addition the
process should include the “integration” of the Datasources
- either to replace them and give whatever was using it
access to the repository or to build an automated updated
Question number 6
The companies have both in their various departments,
different levels of maturity, which are characterized by the
practice, discipline and the institution of rules and
standards in implementing their internal processes. The
model-driven management requires a minimum level of maturity
among users and maintainers of the information models to be
effectively consulted and considered in decisions for
adjustments, improvements, modernization and new
How to deal with the heterogeneity of levels of maturity
within the company when the Enterprise Architecture system
depends on these departments to stay current and up to date?
Again - it’s a
question of why you populate the model and how you populate
and how you keep it up to date.
Some people you
leave with their spreadsheets and you integrate those into
the model with automatic or semi-automatic linkages.
provide them with the modelling tools.
Question number 7
An enterprise architecture model that correlates the four
main architectures must have the following components:
• An associated
methodology to guide the construction and maintenance of
systematic AE system and its reports and issues
• A database that
hosts a metamodel prepared to store and correlate all the
information the organization's appropriate to answer
questions raised in advance between the managers and users
• A tool that allows
the feeding of this information and dynamic publishing of
Are also necessary
governance processes, roles and responsibilities, so that
the various departments involved in EA feed the model with
new information and keep it updated.
In the process of Enterprise Architecture, what is the roles
for managing: the demands of projects and the corporate
changes? Where would be physically placed the maintenance
function of EA.
This idea of
“Reports” is very old and insufficient in today’s world of
complexity and the increasing speed of change.
The model and the
tool must allow dynamic creation of models and allow users
to dynamically navigate around the data both up through
levels of detal and abstraction (not there is a fundamental
difference between decomposition/composition and
The people who
“own” information are the best people to maintain the
information. HR “owns” the org structure. Finance owns the
“financial data”. PMO owns project information, etc, etc.
maintenance function of the EA model is pervasive and
The structure and
consistency of the EA model is managed by the EA team.
federate maintenance of the EA model.
Question number 8
It is not uncommon to find BPM modeling projects which,
after shaping and improving business processes, get lost or
broken. This causes some frustration among providers of
processes, which consider that the modeling process only
serves to optimize or automate business processes. Some
organizations have structured the Process Offices to
facilitate the management of these processes and
organization improvement projects.
What is the role of the Process Office in the enterprise
architecture, and as has been their performance in
Office if one exists is to populate and keep current
information in the business process models.
The point being
that people maintain their own information but they maintain
it in a centralized repository for it is only in a
centralized repository where the information can me managed
but much more importantly this is where information can be
related to other information.
The value is not
in the boxes, but in the lines.
Question number 9
One of the most significant failure of AE projects is the
organization's executives do not know how to use the
information in the AE system and not consider them in
analysis for decision making. If decision makers do not
realize the value of existing content models of the
organization, projects tend not to reach your goals.
Executives need to know to use the models to give them the
importance that will ensure the usefulness and permanent
evolution of the project EA.
How is that learning about the use of the organizational
model in more mature companies?
This comes back
to modelling things based on the questions that need
If you provide
models that can answer the questions that Executives need
answers to, then they will definitely thank you.
In terms of then
being able to use a tool - senior executives may need/prefer
canned reports or dashboards and these can be provided but
again, it comes down to the questions they need answers to.
Question number 10
In most cases, enterprise architecture projects consider the
construction and operation, without giving much attention to
the aspect of style. The style of a company reflects the
cultural behavior, values, norms and principles of the
organization so that it reflects the corporate values of the
How important aspect of style in architecture design
massively important as is communication.
This is why you
will see a separate section in some EA frameworks that
EA is a way of
thinking, a way of working.
When the culture
is right, people do things because they know why they
should do them not because they are told to do
Question number 11
The use of
models of AE as a resource for decision making on a daily
basis requires that enterprise architects have technical and
practical construction. And a lot of discipline for the
maintenance of information.
Some changes are
necessary for an AE project be successful. We may cite
mainly the change of behavior by the executive that is going
to make use of models and new tools that publish those
A model-driven management is a very difficult change to be
Yes - this comes
back again to culture.
massively important but culture is very difficult to change.
Only by constant
attention to cultural and motivation modeling and
communication can the culture be changed.
Question number 12
have not yet
enterprise architecture. They
how can you
You can survive.
But do you want
your organisation to merely survive?
Even if you do
survive, for how long?
organisations today acknowledge that the old saying of “The
Only Constant is Change” is out of date.
The saying for
today is “The only Constant is the Acceleration of Change”.
Being able to
change and adapt is becoming not a nice to have but a means
dinosaurs and Mayans, being unwilling or unable to adapt and
embrace change could kill you.