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E-grāmata: Enterprise Architecture for Digital Business: Integrated Transformation Strategies

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(Consultant, Wahroonga, Australia), (EpitomiOne, Ellicot City, Maryland, USA)
  • Formāts: 312 pages
  • Izdošanas datums: 14-Oct-2020
  • Izdevniecība: Auerbach Publishers Inc.
  • ISBN-13: 9781498727907
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Enterprise Architecture for Digital Business: Integrated Transformation StrategiesPalielināt
  • Formāts: 312 pages
  • Izdošanas datums: 14-Oct-2020
  • Izdevniecība: Auerbach Publishers Inc.
  • ISBN-13: 9781498727907
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Enterprise Architecture (EA) is an essential part of the fabric of a business; however, EA also transcends and transforms technology and moves it into the business space. Therefore, EA needs to be discussed in an integrated, holistic, and comprehensive manner. Only such an integrated approach to EA can provide the foundation for a transformation that readies the business for the myriad enterprise-wide challenges it will face. Highly disruptive technologies such as Big Data, Machine Learning, and Mobile and Cloud Computing require a fine balance between their business and technical aspects as an organization moves forward with its digital transformation. This book focuses on preparing all organizations large and small and those wishing to move into them for the impact of leveraging these emerging, disruptive, and innovative technologies within the EA framework.

Recenzijas

"From the Board and the executive, through operations, to out-sourced functions, technologies like artificial intelligence, machine-to-machine learning, and Big Data Analytics along with cloud services are transforming business. Knowledge worker services are being automated, increased information dependencies are seen, risk profiles revised, markets changing, and cost savings to be had. To make these integrated changes, a strategic but pragmatic incremental approach with the necessary governance, organizational change, and architecture is used. It is in the pragmatics of architecture against strategy in which this book brings an integrated approach to transformation."

-Keith Sherringham, EY

List of Figures
xv
List of Tables
xix
Foreword xxi
Preface xxiii
Acknowledgements xxv
Authors xxvii
PART A Setting the Context for Digital Business
Chapter 1 Digital Business, Enterprise Architecture, and the Transformation Imperative
3(22)
What is Digital Business?
3(2)
Digitization Landscape and Opportunities
5(4)
Contemporary Digital Technologies and their Impact on Digital Transformation
7(2)
Evolution of Architectures in Organizations
9(1)
Digital Transformation Imperative
9(1)
Challenges and Risks in Digital Transformation
10(2)
Architecture and Business Organizations
12(3)
Big Data and Artificial Intelligence
14(1)
Data Friction
14(1)
Enterprise Architecture in Digital Transformation
15(5)
Architecting for Business Transformation
15(3)
EA as a Transformational Framework
18(2)
Internet of Things, Internet of Everything, and Digital Business
20(1)
Enterprise Architecture and Business Architecture
20(2)
BA as a Business Function
22(1)
BA Drives Agility in Business
22(1)
Emerging BA Standards That Support Common Business Goals
22(1)
Discussion Topics
22(1)
Notes
23(2)
Chapter 2 Enterprise Architecture And Services Orientation In Digital Transformation
25(32)
Enterprise Architecture as a Transformational Framework
25(3)
Enterprise Architecture in Digital Transformation
28(5)
Enterprise Architecture Elements and Digital Transformation
29(2)
Capturing the Technology Baseline
31(1)
Exploring the Constraints and Risks Up Front
31(1)
Influencing Business Objectives
31(1)
Automating Broken or Disparate Business Processes
31(1)
Embracing Emerging Technologies
32(1)
Capitalizing on the Operating Model of the Business
32(1)
TOGAF and Zachman EA Framework
32(1)
Enterprise Architecture's Technology Stack
33(6)
Layers of the Enterprise Technology Stack
33(2)
Layer 1 Communications (Networks And Infrastructure)
35(1)
Layer 2 Data Storage (SQL and NoSQL)
35(1)
Layer 3 Analytics and Services (Machine Learning)
36(1)
Layer 4 Business Processes and Applications
37(1)
Layer 5 Presentations and Visualization (User Interfaces) and IoT Devices
37(1)
Security Architecture (All Layers)
38(1)
Services Oriented Architecture
39(2)
"Service" in SOA
40(1)
Services Landscape
41(6)
Shared Services
41(2)
Operational Services
43(1)
Customer Service
44(1)
Knowledge Worker Services
44(1)
Synchronization of Services
44(2)
Service-Orientation and Business
46(1)
Business-Driven SOA
47(3)
Agility in Digital Business
50(3)
Change Management in Digital Transformation
53(1)
Discussion Topics
54(1)
Notes
55(2)
Chapter 3 Strategic Planning For Digital Business
57(16)
Planning for a Data-Driven Digital Business
57(2)
Digital Business Strategies
59(4)
Inputs to Strategic Planning for Digital Business
60(1)
Strategy for Digital Transformation -- Focus on Customer Experience
61(1)
Objectivity in Developing Digital Strategies
62(1)
Elements of Digital Business Strategies
62(1)
Strategies Relate Projects to Capabilities to Goals
63(1)
Business Capabilities
63(2)
Business Strategies and Enterprise Architecture
65(3)
Architectures and Digital Strategies
67(1)
Enterprise Architecture
67(1)
Data Architecture
67(1)
Business Process Architecture
67(1)
Sources and Digital Strategies
68(1)
Knowledge Customer
68(1)
Knowledge Worker Services
68(1)
Big Data
68(1)
Sensors (IoT)
68(1)
Analytics
68(1)
Machine Learning
69(1)
Social Media
69(1)
Mobile Application
69(1)
Making Digital Strategy Work
69(2)
Digital Business Strategy and Planning
70(1)
Enterprise Architecture Resources and Constraints
70(1)
Capabilities and Services
70(1)
Project Implementation
71(1)
Discussion Topics
71(1)
Notes
72(1)
Chapter 4 Collaborative Digital Business
73(42)
A Digital Business is a Collaborative Business
73(2)
Physical Collaboration
74(1)
Electronic Collaboration
74(1)
Mobile Collaboration
74(1)
Complexities of Collaborative Digital Business
75(5)
Business Processes
75(1)
Enterprise IT Governance
75(1)
Collaborative Technologies
75(1)
Communication Networks
76(1)
Evolving Technology Trends and EA
76(4)
Collaborative EA
80(5)
Key Elements of a Collaborative EA
82(3)
Strategies for Collaborative EA
85(5)
Challenges and Issues with Collaborative EA
90(6)
Deploying a Collaborative EA
96(5)
Portals and Collaborative EA
98(1)
Practical Steps and Models for Collaborative EAs with MDA
99(2)
Charting a Road Map for Collaborative EA Deployment
101(9)
Observations from the Trenches
105(3)
Managing User Expectations
108(1)
Formulating Effective Use of Federated Portals
109(1)
Achieving Consensus on Web Services Standards
109(1)
Incorporating Value Propositions from Grid Computing Concepts
110(1)
Discussion Topics
110(1)
Notes
110(5)
PART B The Digital Enterprise Architecture Life Cycle
Chapter 5 Cloud Capabilities in Digital Transformation
115(14)
Cloud and the Enterprise Architecture
115(2)
Cloud Characteristics for Digital Business
117(3)
Four Phases of Cloud Adoption through Enablement and their Corresponding Business Value
120(1)
Cloud Assessment
120(1)
Cloud Transition
120(1)
Cloud Deployment
121(1)
Cloud Enablement
121(1)
Three Synergistic Areas of EA and Cloud
121(2)
EA Governance and the Cloud
121(1)
EA Measurement and Maturity for the Cloud
122(1)
From Strategy Formulation to Solution Deployment
122(1)
Embedding Analytics in Cloud-Based Digital Processes
123(2)
Lessons Learned in Practice
124(1)
Challenges in Using Cloud-Based Architecture
125(1)
Scalability
125(1)
User Interfaces
126(1)
Shifting Enterprise Computing to the Cloud
126(1)
Open Source Development
126(1)
Control and Ownership
126(1)
Privacy and Confidentiality
126(1)
Discussion Topics
126(1)
Notes
127(2)
Chapter 6 Business Process Digitization And Customer Value
129(24)
Business Processes and Digital Transformation
129(5)
Business Process Reengineering (BPR)
132(1)
Business Process Automation (BPA)
132(1)
Business Process Analysis (BPAn)
132(1)
Business Process Integration (BPI)
132(1)
Business Process Improvement (BPIm)
133(1)
Business Performance Management (BPrM)
133(1)
Business Process Management (BPM)
133(1)
Business Process Outsourcing (BPO)
134(1)
Business Process Optimization (BPOp)
134(1)
BPIm Scenarios
134(1)
Business Process Digitization
134(4)
Holistic Approach to Business Process Transformation
138(1)
The Principles of Digitizing Business Processes
139(4)
Maintaining Transformation
140(1)
Monitoring Progress
141(1)
Evaluating Industry Trends
142(1)
Capability Assessment and Development
142(1)
Organizational Change
142(1)
Governance and Management
142(1)
Competition
143(1)
Preparing for Process Transformation
143(5)
Sharing the Experiences of BPX
148(1)
Commercial Vendors and Tools
149(2)
Discussion Topics
151(1)
Notes
151(2)
Chapter 7 Digital Transformation And Business Agility
153(26)
Agility in Digital Business
153(4)
Agile as a Business Value
153(3)
Advantages of Agility and Big Data for a Digital Business
156(1)
Envisioning an Agile Organization
157(3)
Functioning Agile Business with Embedded Big Data Analytics
160(3)
Holistic, Fine Granular, and Sensitive Business
160(3)
Big Data Enables Agility in Business Dimensions
163(4)
External Influencing Factors
164(1)
Customer Relationships
164(1)
Business Partners
164(1)
Government Regulatory Factors & Sustainability
165(1)
Socio-Cultural Environment
165(1)
Internal Factors and Responses
165(1)
Business Structure
165(1)
Business Innovation
166(1)
Business Compliance
166(1)
Technology Management
166(1)
People Management
166(1)
Product Management
167(1)
CAMS: Balancing Agility with Formality in Big Data Adoption
167(2)
Agile Principles in Practice
168(1)
Collaborations and Intelligence as Functioning Agile
169(3)
Reaching Collaborative Intelligence in Agile Business
169(1)
Collaborative Data and Agility
170(1)
Collaborative Information and Agility
170(1)
Collaborative Process and Agility
170(1)
Collaborative Knowledge and Agility
170(1)
Collaborative Intelligence and Agility
171(1)
Reaching Collaborative Business Processes
171(1)
Broadcasting Business Processes
171(1)
Informative Business Processes
171(1)
Transactive Business Processes
172(1)
Operative Business Processes
172(1)
Collaborative Business Processes
172(1)
Ongoing Knowledge Synchronization in a Learning Agile Organization
172(1)
Holistic Customer -- The Ultimate Goal of Business Agility
172(1)
Discussion Topics
173(1)
Acknowledgement
174(1)
Notes
174(5)
PART C Leveraging The Value Of Digital Enterprise Architecture
Chapter 8 EA as a Practice in Digital Transformation
179(22)
Why Consider EA as a Practice in Digital Business?
179(1)
The Realities of EA Practice
180(3)
Seven Principles of Running EA as a Practice
183(1)
The Life Cycle of a Consistent EA Practice
183(9)
Four Focus Areas
185(1)
Actions by EA Practice in Digital Transformation
186(6)
Managing EA as a Practice
192(3)
System Integration Life Cycle Road Map
192(2)
Major Challenges in EA as a Practice
194(1)
EA Practice Maturity
195(2)
Five Simplified Levels of EA Practice Maturity
195(2)
Empowering the Practice -- Seven Essential Steps
197(1)
Discussion Topics
197(2)
Notes
199(2)
Chapter 9 Measuring Ea In Digital Transformation: Metrics, Kpis, And Risks
201(26)
Establishing Enterprise Architecture Metrics
201(3)
Making a Case for EA Metrics in Digital Transformation
204(2)
Identifying EA Metrics Parameters
205(1)
Relevance of EA Metrics to Digital Transformation
205(1)
Getting the EA Metrics Right
206(1)
What Should EA Metrics Have?
206(1)
Formulating EA Metrics
206(4)
Model for Establishing EA Metrics
207(2)
Circumstances Surrounding EA Metrics Formulation
209(1)
Active Matrix Monitoring Model
210(5)
Governance of EA Metrics
215(2)
Who -- The EA Team
215(1)
What -- Quantitative and Qualitative Measures
216(1)
When -- To Perform Governance Activities
216(1)
How -- To Capture the Metrics
217(1)
Challenges in Applying EA Metrics in Practice
217(3)
Establishing the "Right" EA Metrics
220(4)
Discussion Topics
224(1)
Notes
225(2)
Chapter 10 Ea Governance In Digital Transformation
227(22)
EA Governance and DT
227(4)
The Business Situation
231(1)
Advantages of Governance, Risk Management, and Compliance in EA and DT
231(2)
Key Factors in EA and Governance
233(1)
Organizational Structure
234(3)
Charter for EA Governance
237(2)
Roles and Responsibilities
238(1)
Principles, Guidelines, and Standards for EA Governance
238(1)
EA Framework and Governance Function
239(4)
Navigation Elements
239(1)
Navigation Element Definitions
240(1)
Business Elements
240(2)
IT Elements
242(1)
The Navigation Repository
243(1)
Pragmatic EA Governance Structure
243(2)
Architecture Review and Governance Boards
245(1)
Discussion Topics
246(1)
Notes
246(3)
Chapter 11 Business Architecture Practice: Case Study In Healthcare Domain
249(22)
Business Architecture
249(4)
The Value Proposition
251(2)
The BA Practice
253(2)
Challenges, Issues, and Concerns
255(1)
Establishing the BAP: Stage by Stage
256(6)
Stage 1 Building The Practice
256(2)
Stage 2 Enabling the Practice
258(2)
Stage 3 Managing the Practice
260(1)
Stage 4 Realizing the Practice
261(1)
Realities of the BAP: From the Trenches
262(2)
Practical Observations and Lessons Learned
262(1)
Actions Taken
263(1)
BEST Practices in BAP
264(1)
Governance, Risk Management, and Compliance
265(1)
General Comments and Recommendations
266(3)
Future Prospects of the BAP
268(1)
Notes
269(2)
Appendix A Use Cases In Ea And Digital Business 271(8)
Index 279
Author Profile Tushar Hazra

Tushar Hazra is an Executive level Enterprise Architect with over twenty (20+) years of experience. He is a successful and recognized thought leader actively involved in digital transformation of organizations architecting and implementing enterprise-level business solutions from facilitation of strategy, blueprint, roadmap, and strategic initiative planning to business solution delivery.

As Principal of EpitomiOne, Dr. Hazra has been actively involved in designing, developing, and delivering mission-critical, patient-centric, innovative, and cost-effective IT solutions across the US federal, state, and local government agencies as well as in private healthcare organizations (payers and providers). Tushar has a proven track record in aligning IT with business goals through planning, prioritization and implementation.

During his professional career, Tushar has demonstrated C-level executive partnership, technical thought leadership, program management, P&L responsibility and health IT system engineering domain expertise. He has successfully leveraged emerging technologies such as social media, cloud computing, big data analytics, Internet of Things, and mobile computing.

Dr. Bhuvan UNHELKAR

Dr. Bhuvan Unhelkar

Professor of Information Technology; Principal IT/Business Consultant)

Dr Bhuvan Unhelkar (BE, MDBA, MSc, PhD, FACS) has extensive strategic and hands-on professional experience in the Information and Communication Technologies (ICT) industry. He is a full Professor and lead faculty of IT at the University of South Florida Sarasota-Manatee (USFSM), and is the founder and Consultant at MethodScience and PlatiFi. He is also an adjunct Professor at Western Sydney University, Australia and an honorary Professor at Amity University, India . His current industrial research interests include AI and ML in Business Optimization, Big Data and business value and Business Analysis in the context of Agile. Dr. Unhelkar holds a Certificate-IV in TAA and TAE, Professional Scrum Master I, SAFe (Scaled Agile Framework for Enterprise) Leader and is a Certified Business Analysis Professional® (CBAP of the IIBA).
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