Modelling the Enterprise Solution Architecture

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The subject of enterprise architecture is of critical importance for the future of businesses. While no one is quite sure how to deploy it effectively, the framework established by John Zachman (ZF = model + methodology) represents the oldest and best known enterprise understanding framework. After 15 years of existence, the Zachman framework is covered in more then 20 books on the subject -- yet it seems that this conceptual model is not yet widely used in the practice. [1,2]

So why do we need enterprise models? In its most fundamental form, modelling aims to simplify the real world's complexity into a reduced, yet accurate form. While the objectives of modelling may vary, isomorphism is the most common modelling requirement. It implies as-good-as-possible correspondence between the model and modelled reality. In this case, models should understand how to align business objectives with necessary changes and transformations of IT/IS infrastructure. Results of better alignment are seen as cost reduction, improved enterprise dynamics and better overall performance.

The problem may lie in the complexity of contemporary enterprises for which a suitable working transformation paradigm is difficult to find. Moreover, it is not clear how to transform a conceptual model into the necessary enterprise engineering rigor and sound enterprise software development practice.

A Way Out?

The ultimate question is how to make these three large enterprise layers cooperate smoothly and talk to each other? How to propagate, for example, a high-level business decision into a cluster of decisions in supporting layers below (technology-tools, data-information sets)? The first step might be to use one of the available enterprise architecture frameworks such as ZF, TOGAF or TAFIM to better understand what's necessary for standardization, integration and interoperability.

The most common situation today is that the enterprise has self-grown architecture that works, but is difficult or impossible to change. There is no common big plan. Solutions and practices are typically undocumented. To transform this situation into an "engineered enterprise solution," I envision the following transformation plan:

a) Use tools to make an x-ray of the enterprise situation "as is."

b) Observe findings, find trouble spots and bottlenecks, and create a "to be" transformation plan.

c) Execute transformation plan.

d) Repeat steps until you achieve the "to be" plan. This should align business objectives with the transformation of IT/IS fabrics.

This big transformation plan may require engagement of a community of architects responsible for specific objectives -- chief architect, enterprise architect, solution architect and product architect. The conceptual model or enterprise framework will create vision, articulate strategy and enable mapping of this strategy into critical choices (engineering decisions for large-scale systems). Choice of data and information modelling practice and software development methods should align with technology choices and top enterprise architecture goals.

A sign of good enterprise architecture would be apparent simplicity covering enterprise complexity, giving the impression of natural elegance and beauty in the form of simple diagrams, low chart complexity, logical flow of data, information, elegant algorithms, etc. In the current business climate, more then ever, enterprise architecting is an essential tool for creation of customized solutions from standard components to reduce costs and create profit.

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