1 Academic Program Director California State UniversityManaging Organizational Complexity: Enterprise Architecture and Architecture Frameworks with An Overview of their Products, Artifacts and Models Beryl Bellman, PhD FEAC Institute Academic Program Director California State University Professor

2 What we will Cover Complexity in Organizations and Emergent BehaviorOrganizations as complex adaptive systems A framework for agent models – The Zachman Framework as a Periodic Table of Elements Enterprise Architecture and other major frameworks Architecture models, products and artifacts Emergent behavior and EA viewpoints A case study showing the use of architectural models

3 The Need for Enterprise ArchitectureThe effective organization is “garrulous, clumsy, superstitious, hypocritical, monstrous, octopoid, wandering and grouchy" Karl Weick On Re-Punctuating the Problem in New Perspectives on Organizational Effectiveness; Jossey Bass 1977

4 Making Sense of OrganizationsThis is because organizations organically emerge out of the communication patterns that develop in the course of doing business and in response to the host of environmental variables in dynamically changing business landscapes. Enterprises are instances of complex adaptive systems having many interacting subcomponents whose interactions yield complex behaviors Enterprise Architecture is a way of understanding and managing such complexity

5 Dealing with Organizational Messes rather than ProblemsIn a real sense, problems do not exist. They are distractions from real situations. The real situations from which they are abstracted are messes. A mess is a system of interrelated problems. We should be concerned with messes, not problems. The solution to a mess is not equal to the sum of the solution to its parts. The solution to its parts should be derived from the solution of the whole; not vice versa. Science has provided powerful methods, techniques and tools for solving problems, but it has provided little that can help in solving messes. The lack of mess-solving capability is the most important challenge facing us.” Russ Ackoff, University of Pennsylvania

6 An Order to the Mess Hidden Order (John Holland) Complexity and ChaosStrange Attractors Complex Adaptive Systems Emergence of new organizational forms

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8 EA and Agent Based ModelsIn this discussion we consider how architects develop models that integrate into enterprise architecture allowing queries to determine impacts on some proposed or actual technological or business process change in the complex organizational environments.

9 Conceptual model of architecture description: systems and architecturesISO/IEC WD

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11 Zachman Framework Instantiations What (data) How (function) Where(network) Who (people) When (time) Why (motive) Scope (planner) List of things important to the business List of business processes List of operational locations List of relevant organizations List of relevant events & cycles List of business goals & strategies Business Model (owner) e.g. Semantic Model e.g.Business Process Model e.g. Business Logistics Model e.g.Workflow Model e.g. Master Schedule e.g. Business Plan System Model (designer) e.g. Logical Data Model e.g. Application Architecture e.g. Distributed System Architecture e.g.Human Interface Aarchitecture e.g. Business Events & Cycles e.g. Business Rule Model Technology Model (builder) e.g. Physical Data Model e.g. System Design e.g. Technology Architecture e.g. Presentation Architecture e.g. Control Structure e.g. Rule Design Detailed Representations (subcontractor) e.g. Data Definition e.g. Program Specification e.g. Network Architecture e.g.Security Architecture e.g. System Events & Triggers e.g. Rule Specification Functioning Enterprise Instantiations

12 What is enterprise architecture versus a segment or a solution architecture in terms of Scope, Detail, Impact, and Audience? Key Points: Enterprise architects often define a set of high-level decisions that will strongly influence the integrity and structure of the system, but is not itself the structure of the system Solution Architecture is where the system structures are created, taking into account system priorities and constraints, and ensuring that the system will achieve the system objectives and architectural requirements. This work is informed and constrained by the decisions made in the EA Architecture Guidelines and Policies help maintain system integrity or by guiding or constraining lower-level design. This is typically the domain of I/T Specialists and Software Programmers Source: OMB (FINAL_FEA_Practice_Guidance_ pdf) 12

13 TOGAF

14 TOGAF and EA There are four types of architecture that are commonly accepted as subsets of an overall enterprise architecture A Business (or Business Process) Architecture - this defines the business strategy, governance, organization, and key business processes. A Data Architecture - this describes the structure of an organization's logical and physical data assets and data management resources. An Applications Architecture - this kind of architecture provides a blueprint for the individual application systems to be deployed, their interactions, and their relationships to the core business processes of the organization. A Technology Architecture - this describes the logical software and hardware capabilities that are required to support the deployment of business, data, and application services. This includes IT infrastructure, middleware, networks, communications, processing, standards, etc.

15 Correspondence with the The Federal EA Framework (FEAF)The Federal EA Framework, Version 1.1, September 1999

16 Enterprise Architectures in Perspective using ZachmanData Architecture Business Architecture Technical Architecture Organization Structure Program Management Strategic Planning Application Architecture FEAC Institute – Where Do These Architectures Fit?

17 Contrasting PerspectivesPicking up the poker – Wittgenstein versus Popper Does philosophy center on the resolution of puzzles posed by language or are there genuine problems to be resolved? When we speak of solutions – do they pertain to puzzles or problems? Dave Edmonds & John Eidinow

18 Contrasting Perspectives  “All art — symphonies, architecture, novels — it’s all puzzles. The fitting together of notes, the fitting together of words have by their very nature a puzzle aspect. It’s the creation of form out of chaos. And I believe in form.” (Stephen Sondheim )

19 Puzzles and Enterprise Architecture“One of the things I’m passionate about ...  is having an Enterprise Architecture and making sure that everything we do fits the puzzle." One of the questions I got at my pre-presentation is does HP do this? Do HP consultants perform EA consulting? YES! – HP hot only has an internal EA program, but has leveraged its own EA program to assist its customers. HP has been on the leading edge as an IT company for over 40 years. It has seen IT go from a market stove pipes, to a strategic enterprise tool. HP has been a leader in EA for over 10 years, from Melissa Cooks work, to numerous engagements, including our own merger. In the HP & Compaq merger, not only two large organizations merged by the EA programs from both organizations merged. - YES EA in action : HP’s enterprise architecture framework was used for planning the IT merger and adopted as a go-forward strategy for the enterprise architecture program by the “clean room” team. It provides the taxonomy for the architectural knowledge by dividing it into meaningful subject areas or domains. These efforts helped the new HP Compaq’s CSAM and HP’s methodologies merged into the HP Global Method for IT Strategy and Architecture (HPGM for ITSA), from which many service offerings where formed including the Agility Assessment Service (AAS) Bob Napier, HP EVP & CIO

20 Resolving Puzzles Modeling human communications from each of the three DoDAF perspectives and/or FEAF levels Accounting for human communications from the top Zachman rows Linking to infrastructures used to support them at every layer of relevant depth Resolving conflicts as putting together pieces of a complex puzzle

21 FROM DIFFERENT ARCHITECTURE FRAMEWORK PERSPECTIVESArchitecture Views and Viewpoints FROM DIFFERENT ARCHITECTURE FRAMEWORK PERSPECTIVES

22 Conceptual model of architecture description: content model

23 Views and Viewpoints A viewpoint is a way of looking at a system; a view is what you see (IEEE) A viewpoint is the definition of the perspective from which a view is taken. It is a specification of the conventions for constructing and using a view. A view is what you see; a view is where you are looking from – the vantage point or perspective that determines what you see (TOGAF 9)

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25 Global Information GridDODAF VIEWS Overview and Summary All Views Information Integrated Dictionary Operational Systems Technical System Interface Description Systems Communications Description Systems to System Matrix Systems Functionality Technical Architecture Description Profile Operational Activity to System Function Traceability Matrix Standards Technology Forecast System Information Exchange Matrix System Performance Parameters Matrix System Evolution Description System Technology Forecast Systems Rules Model Systems State Transition Description High-level Operational Systems Event/Trace Activity Model Concept Graphic Description Operational Rules Model Operational Node Physical Data Model Connectivity Description Operational State Encompassed in the Global Information Grid Operational Information Transition Description Exchange Matrix Operational Event/Trace Command Relationships Description Chart Logical Data Model Formerly known as the C4ISR EA Framework, C4ISR stands for “Command, Control, Computers, Communications, Intelligence, Surveillance, and Reconnaissance”. FEAC Institute – DoD Architecture Framework (DODAF)

26 Operational Systems Technical Standards ViewThe Operational View describes and interrelates the operational elements, tasks and activities, and information flows required to accomplish mission operations. Systems View describes and existing or postulated technologies, systems, and other resources intended to support the operational requirements. Technical Standards View describes the profile of rules, standards, and conventions governing systems implementation. Systems FEAC Institute – The DODAF Architecture Views

27 Architecture Products“Core” Products

28 Architecture Products“Core” Products

29 Architecture Products“Core” Products

30 DoDAF 2.0 extensive set of ViewsCapability View Articulate the capability requirement, delivery timing, and deployed capability Operational View Articulate operational scenarios, processes, activities & requirements System Engineering View Articulate activities to design and implement solution based on operational and capability requirements Data and Information View Articulate the data relationships and alignment structures in the architecture content Standards View Articulate applicable Operational, Business, Technical, and Industry policy, standards, guidance, constraints, and forecasts All View Overarching aspects of architecture context that relate to all views Project View Describes the relationships between operational and capability requirements and the various projects being implemented; Details dependencies between capability management and the Defense Acquisition System process. Services View Articulate the performers, activities, services, and their exchanges providing for, or supporting, DoD functions Systems View Articulate the legacy systems, their composition, interconnectivity, and context providing for, or supporting, DoD functions 30 From presentation by John V. Tieso

31 Organizations and NodesOrganizations can be considered as a set of interconnected nodes Each node receives a defined input either coming from another internal node or the external environment Each node processes inputs and emits outputs to other nodes See Miller and Page, Complex Adaptive Systems, pp 202

32 Understanding NetworksConnectedness in organizations characterizes social networks within them. The study of social networks has led to a field known as communication network theory, which analyzes relationships according to nodes The study of networks in organizations or organizational network analysis offers an approach to understand complexity within the internal workings of an organization.

33 Valdis Krebs pointed out how "organization charts prescribe that work and information flow in a hierarchy, but network mapping reveals [they] actually flow through a vast web of informal channels." These informal channels points to significant differences between the formal organizational structural view and what is actually occurring in the daily life of the enterprise. These differences have important impacts on how work gets done and allows analysis of emergent bottlenecks, inefficiencies and gaps in business processes. These are represented in EA for determining how the information, data and technical architectures relate to the business. From McIntire School of Commerce

34 Some Surprises in Analyzing NetworksIn some organizations a few individuals may be in a highly interactive role connecting different sub-groups together. In a close examination of what is occurring sometimes we find these individuals function more as bottlenecks than enablers. Once their functions within the organization are shared with other positions, information and work flow is made more efficient. However, in some instances such boundary spanning positions are relevant, allowing close management of projects. What is important in network analysis is to uncover whether the structure is intentional and functional, or if they are emergent structures that impede the work and communication flows within the enterprise.

35 Business Nodes as an EA Product – OV-2 Example

36 OV-2 Integrated Response

37 The Emergence of EnterpriseAn enterprise arises from local interaction of often independent units that exist within a common environment Each unit or entity interacts with its immediate environment according to a set of low order rules The combined effects of these lower order interactions within an environment gives rise to higher order organizational phenomenon such as organizational culture Culture emerges from localized interactions As culture is grounded at the local level, culture is highly resistant to change Changing culture entails re-specifying local level rules rather than simply imposing change from the top EA necessitates an enterprise-wide ethnography taking into account multiple perspectives Creating an enterprise architecture proffers a mechanism to initiate positive change

38 Growing Societies from the Bottom UpWe have briefly discussed how agent modeling can be described as sets of rules These sets comprise different types of strategic interaction games, as exemplified in the classic example of the prisoner’s dilemma. However in game theory focus has been on one game at a time. Using evolving automata cognitive behavior is modeled across multiple games. This points to a games-theoretic model of enterprises as simultaneously playing out a series of games as constituting ensembles that impacts the strategy for any particular game. EA is an approach for locating the underlying rule schema that underlie socially contextualized behaviors as systems In this way we can run computational models that allow the traceability we suggested earlier between business process proposals and cultural assumptions that are entailed.

39 Computational Modeling of Social LifeThis recommends a new type of explanation for social and cultural phenomena As Epstein and Axtell argue we should reinterpret the question of explanation by asking “can we grow it?” They maintain that modeling “allows us to ‘grow’ social structures … demonstrating that certain sets of microspecifications are sufficient to generate the macrophenomena of interest.” With this in mind social scientists “are presented with ‘already emerged’ collective phenomena and …seek microrules that can generate them This is one way of conceptualizing the promise of enterprise architecture

40 Complexity in Organizations“One of the strengths of this type of simulation modeling is that it enables researchers to subject trial explanations for sociocultural phenomena to a rigorous test. What is new about the adaptive agent approach is their ability to capture nonlinear effects that would otherwise be out of reach. A more important development is the revelation, foreshadowed by theoretical work on complex adaptive systems, that social institutions can emerge from the bottom up as a result of feedback processes linking social actors to their environments”. J. Stephen Lansing, Complex Adaptive Systems, Annual Review of Anthropology, 2003

41 New Capability Enterprise Architecture for Eagle Eye Golf ClubFEAC Certification Program Winter 09

42 New Capability Enterprise Architecture for EEGC by Team ACISProducts Operational Activity Mode – Activity Decomposition Models (OV-5) Operational Event Trace Description (OV-6c) Systems Interface Description (SV-1) Systems Communications Description (SV-2) Operational Activities to Systems Traceability Matrix (SV-5b) Technical Standards Profile (TV-1) Integrated Dictionary (AV-2) - Excerpt Conclusion Overview and Summary (AV-1) - Excerpt High Level Operational Graphic (OV-1) Operational Activity Model – Activity Tree Node (OV-5) Operational Node Connectivity (OV-2) Organizational Relationships Chart (OV-4) Operational Information Exchange (OV-3) - Excerpt Operational Activity Model – Context Diagram (OV-5) March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

43 Overview and Summary (AV-1) ExcerptThe Professional Golf Association (PGA) has offered Mr. Chipitin, owner/operator of Eagle Eye Golf Course, an opportunity to host a celebrity charity golf event in April 2012. Purpose: To create a To-Be enterprise architecture that provides information on the activities, organizations, and systems necessary to support a new capability (e.g. host a celebrity charity golf event). In doing so, the architecture also identifies new as well as existing primitives (e.g. op nodes, system nodes, etc.) that remain functional as they are today or that may need to be modified in support of the To-Be scenario. This enterprise architecture is the first in a series of tasks that need to be performed as part of the overall decision making process for accepting or rejecting the PGA’s proposal to host the celebrity charity golf event at EEGC in April of 2012. Viewpoint: Owner/Operator EEGC Timeframes: To-Be Timeframe for making decision to host or not is 6 months Timeframe for event is April 2012 March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

44 High Level Operational Graphic (OV-1)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

45 Operational Activity Model (OV-5) Activity Tree NodeMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

46 Operational Node Connectivity (OV-2) Excerpt - EEGC CentralMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

47 New Capability Enterprise Architecture for EEGC by Team ACISOperational Node Connectivity (OV-2) Excerpt - Course and Landscape Management March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

48 New Capability Enterprise Architecture for EEGC by Team ACISOperational Node Connectivity (OV-2) Excerpt - Marketing & Media Relations March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

49 Organizational Relationships Chart (OV-4)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

50 Operational Information Exchange (OV-3) - ExcerptMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

51 Operational Activity Model (OV-5) Context DiagramMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

52 Operational Activity Model (OV-5) Activity Decomposition Model (A0)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

53 Operational Activity Model (OV-5) Activity Decomposition Model (A1)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

54 Operational Activity Model (OV-5) Activity Decomposition Model (A2)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

55 Operational Activity Model (OV-5) Activity Decomposition Model (A3)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

56 Operational Activity Model (OV-5) Activity Decomposition Model (A4)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

57 Operational Event Trace Description (OV-6c)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

58 Systems Interface Description (SV-1) Excerpt - EEGC ClubhouseMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

59 Systems Interface Description (SV-1) Excerpt - Superintendent StationMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

60 New Capability Enterprise Architecture for EEGC by Team ACISSystems Interface Description (SV-1) Excerpt - Public Information & Media Relations Village March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

61 New Capability Enterprise Architecture for EEGC by Team ACISSystems Communications Description (SV-2) Excerpt - EEGC Central (1 of 2) March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

62 New Capability Enterprise Architecture for EEGC by Team ACISSystems Communications Description (SV-2) Excerpt - EEGC Central (2 of 2) March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

63 New Capability Enterprise Architecture for EEGC by Team ACISSystems Communications Description (SV-2) Excerpt - Superintendent Station March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

64 New Capability Enterprise Architecture for EEGC by Team ACISSystems Communications Description (SV-2) Excerpt - Public Information & Media Relations Village March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

65 Operational Activities to Systems Traceability Matrix (SV-5b)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

66 Technical Standards Profile (TV-1)March 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

67 Integrated Dictionary (AV-2) ExcerptMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

68 Integrated Dictionary (AV-2) – cont’d ExcerptMarch 16, 2009 New Capability Enterprise Architecture for EEGC by Team ACIS

69 Considerations about Modeling Complex SystemsMaking sure models contain just enough elements and no more Models are like stone carving – “the art is removing what you don’t need.” It is easy to recognize a well formulated model after the fact because it has intuitive appeal Getting to this point is a combination of skill, practice, effort, revision and art The first step in acquiring this skills is appreciating the elegance of seminal models Great artist study the masters; so too must great modelers See Miller and Page, Complex Adaptive Systems

70 The Enterprise Architecture of the IRS