Enterprise Architecture as Strategy Essay Example for Free

Enterprise Architecture as Strategy Essay Technology is shifting at a faster rate resulting in development of new methods that assist in completion of certain technological demand. This has given birth to different enterprise architecture frameworks that fulfill the requirements of day-to-day activities. Architecture is a framework of guidelines, principles, models, standards and strategies that directs, construction and development of business process, design and information and resources through enterprise. Hence, enterprise architecture is a blueprint, which defines the structure and operation of a given organization (Fowler Rice 2003). Thus, a foundation in which an organization can determine how to achieve current and future aims. There are many types of EA frameworks with specified capabilities. Some of these frameworks include ToGAF, Zachman, FEAF, DoDAF and EAP. The aim of this paper is to analyze ToGAF, and analyze how it compares with other EA frameworks. The Open Group Architecture Framework (TOGAF) is an enterprise architecture framework, which approaches the development of enterprise information architecture through design, planning, governance and implementation. This EA framework employs four pillars to achieve its goals: Application, Business, Technology and Data. Before the architect plans for current and future aims of the organization, they are provided with foundation architectures that form the basis that they will use for the new development. The four pillars play a crucial role in ensuring that the process is successful. Business architecture allows the definition of governance, business strategy, the organization and any other important processes of the given organization. Applications architecture allows the provision of the blueprint for the specific application to enable the interaction, deployment and create relationships between the important business processes of a given organization. Data architecture describes the structure of the given organization and defines physical and logical data assets that are in the given organization. Technical architecture defines the software, hardware and network infrastructure that is in place and the required technical resources to accomplish the mission in question. The original aim of the TOGAF was to design and develop technology architecture for a given business entity. However, the framework has evolved becoming a methodology that is used to analyze overall business architecture. This resulted into splitting of the enterprise methodology into two parts: Architecture Development Method (ADM) and Enterprise continuum. The ADM ensures that the enterprise architecture meets the requirements of the organization in terms of business needs and information technology needs. Its ability to be tailored ensures that organizational needs are factored in each of the different execution steps of the architecture planning process. The process is usually cyclic and iterative because the entire process is split into phases. The ADM supports nine phases; the first is the preliminary and the second to the ninth ranges from Phase A to Phase H. Each phase requirements are checked and ensured that it fulfills its basic needs. For example, Phase C combines Application and Data architecture and phase B and C ensure that the clarity of the information architecture is achieved (Lankhorst 2005). For the ADM to be successful, Enterprise Continuum comes handy. Generally, the Enterprise Continuum can be seen as a ‘virtual repository’ of all the assets of the architecture that is in an organization. These assets may include architectural patterns, architectural models, architecture descriptions and other important artifacts. Enterprise Continuum brings together Solutions and Architecture Continuum. The Architecture Continuum structures the re-usable architecture assets, which brings together representations, rules, relationships of information systems that are available to the enterprise. The Solutions Continuum defines the blocks that are used by the Architecture Continuum. This then allows the architectural building models and blocks that assists building the architecture design and eliminates ambiguity during analysis and implementation of the process. Usually there is a relationship between the different EA frameworks in terms of how it operates and ways that enables it to accomplish its duties. Zachman Framework and TOGAF ADM part share some common features. ADM mapping in relation to the Zachman Framework supports a correlation. The Zachman Framework has a well established and comprehensive taxonomy that supports various models, viewpoints and other important artifacts, which an enterprise may consider developing as a phase of the EA (White 2007). The Zachman Framework covers the 30 cells, but the TOGAF does not cover all the cells. However, it is possible for the TOGAF to develop viewpoints to accomplish aspects of Zachman Framework. Nevertheless, there are some viewpoints that are supported by TOGAF, which are not included in the Zachman Framework. For example, the missing viewpoints include manageability and security. The purpose of the architecture is to define viewpoints, an aspect that is supported by the TOGAF ADM but lacks in Zachman Framework. Zachman Framework vertical axis provides a source of potential viewpoints while the horizontal may provide generic taxonomy concerns. Thus, the Zachman Framework does not have means for processes for conformant views or developing viewpoints. Hence, it does not employ a perspective that is shown by TOGAF’s ADM. FEAF structure resembles with TOGAF because it is portioned into Data, Business, Technology and Applications Architectures. Thus, it contains guidance that is analogous to TOGAF architecture and its architectural viewpoints and perspectives. However, the rows that are in the FEAF matrix do not directly map to TOGAF structure. However, the mapping of ADM to Zachman Framework has some correlation between TOGAF and FEAF. Hence, the columns that are in the FEAF matrix correspond to the three architecture domains that are supported by TOGAF; the fourth TOGAF domain covers business architecture that lacks in the FEAF structure. Enterprise Architecture Planning (EAP) is a framework that brings together Applications, Information and Technology Architectures in fulfilling the requirements of architecture. Thus, it shares many concepts with TOGAF because the aim of EAP is to form blueprints for architectures to solve business problems. Moreover, EAP supports the nine phases that are supported by the TOGAF (White 2007). The first three phases in the EAP (Business Architecture) maps to the Phase B of TOGAF ADM. Baseline Description, which is the step 4 in EAP maps to Phases C and D of TOGAF ADM. These are some of the basic features that both frameworks share. However, EAP does not support taxonomy of various views and viewpoints when compared to the TOGAF architecture. Department of Defense Architecture Framework (DoDAF) defines the architecture systems into consistent and complementary views. It defines a structure and mechanisms that help in understanding, visualizing and assimilating the complexities and broad scope of a given architecture design through tabular, graphic and textual means. Thus, it shares minimal aspect with TOGAF. In fact, TOGAF focus on the methodology of architecture in terms of â€Å"how to† without bringing into consideration architecture description constructs. This perspective is different when it comes to the DODAF architecture. DoDAF main functionality focus on the architecture through a given set of views without any specified methodology, a perspective that is different from TOGAF, which has a specific methodology (Bernus Fox 2005). ADM guides the way that TOGAF operates, an aspect that is less exhibited in the DoDAF. This is because the purpose of architecture determines description of use and supports a well tailored process to fulfill the requirements of the EA (McGovern Ambler 2003). DODAF requires that all information, analysis and products to build should be put forefront before building the architecture. However, TOGAF specify certain requirements that should be in place and grouped into the four pillars. DoDAF supports three â€Å"views† System, Operational and Technical while the TOGAF support four views. However, â€Å"views† in DoDAF differs from the view that is seen in the TOGAF. Deliverables and artifacts that are defined in the DoDAF have no corresponding parts in the TOGAF ADM. This is because DoDAF goes deeper in determining details of the specific architecture. Thus, DoDAF are at the system design level rather than in TOGAF, which is in the architecture level. Nevertheless, the level of detail can be included in the ADM especially at Phase B, C and D of the TOGAF. Enterprise Architecture plays an important role in ensuring that the business strategy and the requirements of a certain process are achieved. TOGAF approach is useful in achieving a business-oriented process through a well defined methodology. TOGAF have common features and minor differences with other EA such as the Zachman, FEAF, DoDAF and EAP. The view and viewpoint that is incorporated by the TOGAF ensures that the requirements of the organization are achieved. Thus, TOGAF plays an important role, which is envisaged by other Enterprise Architecture Framework. It fulfills the requirements that it is assigned, however, fulfills it different from the other EA frameworks. References Bernus, P. Fox, M. (2005). Knowledge Sharing in the Integrated Enterprise: Interoperability Strategies for the Enterprise Architect. London: Birkhauser. The book addresses Enterprise Architectures and Enterprise Integration in a way that makes it easy to utilize Enterprise Models and other Modeling Tools. It brings together the different models and forms of a framework into fulfilling a requirement. Thus, it develops interchange models between the given modeling tools, maintain its interdependencies and knowledge on the re-use of enterprise models. The authors also provide means towards the achievement of the ISO9001:2000. The book brings into consideration Design of Information Infrastructure Systems for Manufacturing (DIISM’04) and International Conference on Enterprise Integration and Modeling Technology (ICEIMT’04). Fowler, M. Rice, D. (2003). Patterns of Enterprise Application Architecture. New York: Addison-Wesley Publishers. The book provides proven solutions to the problems that are experienced by information system developers. The book utilizes code example in terms of C+ and Java. The book turns the problems that are associated with enterprise applications developers into a new strategy that eliminates these problems and ensures that the developers are in an environment that they can easily embrace. The authors’ helps professionals to understand complex issues associated with architecture. The book shows that architecture is crucial in completion of application development and multi-user environment. In addition, the book provides patterns and context in EA that enables the reader to have proper means to make the right decisions. Lankhorst, M. (2005). Enterprise Architecture at Work: Modeling, Communication, and Analysis. New York: Springer. The authors bring clearly the complexities that are associated with architectural domains. It brings into consideration description of the enterprise architecture and fulfillment into an organization in terms of processes, structure, systems, applications and techniques. The book brings into consideration description of components and unambiguous specification to allow for a logical modeling language. They utilize their skills in ensuring that the architects have concrete skills that fulfill the architectural practice. It also gives means that allows communication between stakeholders that are involved in these architectures. The authors also provide means to assess both qualitative impact and quantitative aspects of the given architectures. Modeling language that is utilized has been used in real-life cases. McGovern, J. Ambler, S. (2003). A practical Guide to Enterprise Architecture. New York: Prentice Hall PTR. The authors of the book have hands-on experience in solving real-world problems for major corporations. The book contains guidelines that assist the architects to make sense of the systems, data, services, software, methodologies, and product lines. The book also provides explanation of the theory and its application to the real world business needs. Perks, C. Beveridge, T. (2003). Guide to Enterprise IT Architecture. New York: Springer Publishers. The book brings into consideration different Enterprise Architecture frameworks. The authors’ clearly explains development of a modeling concept through various technical architecture, e-business and gap analysis. Moreover, the book brings into consideration operating systems and software engineering principles. Moreover, the book relates EA with service instances, distributed computing, application software and enterprise application integration. Ross, J. Weill, P. (2006). Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. Chicago: Harvard Business Press. The aim of EA is to define the requirements of an organization in terms of job roles, standardized tasks, infrastructure, system and data. Moreover, the book also gives guidelines in the way that organizations will compete in a digitalized world providing managers with means to make decisions and realize visions that they had planned. Thus, the book explains EA vital role in fulfilling the execution of a given business strategy. The book provides thoughtful case examples, clear frameworks, and a proven and effective way of achieving EA. Scheer, A. Kruppke, H. (2006). Agility by ARIS Business Process Management. New York: Springer Publishers. The authors’ brings into consideration the benefits that are associated with utilizing of varies EA frameworks. It brings into consideration the various differences that are seen in each EA framework. Moreover, the authors explores the benefits that will result if a given framework is utilized in a given business strategy. Thus, the book is business oriented with EA playing an important role. Schekkerman, J. (2003). How to Survive in the Jungle of Enterprise Architecture Frameworks, 2nd Ed. New York: Trafford Publishers. This book defines the role that is played by enterprise Architecture Frameworks bringing clearly the main difference between the common Enterprise Architecture Frameworks. This book provides the right procedures and means that can allow selection of the right Enterprise Architecture Framework. The book further gives the history and overview of various Enterprise Architecture Frameworks and the capabilities that the specified Enterprise Architecture. Some common features of EA that the book explores are principles, purpose, scope, structure, and compliance and guidance to ensure that the right EA is chosen. Wagter, R. Steenbergen, M. (2005). Dynamic Enterprise Architecture: How to Make it work. New York: John Wiley and Sons Publications. The authors of the book present a way towards EA that enables organizations to achieve the objectives of their business. The book focuses on governance of the IT organization, advice and strategies provide tangible tools that assist in the achievement of the goals of the organization. If all the directives are followed the organization will achieve its goals at a faster speed. White, J. (2007). Managing Information in the Public Sector. New York: M. E. Sharpe. The book covers the basis of information technology, political and managerial issues that revolve the EA. This book is specifically written for the public and it covers all problems that are related to IT and the public.

Tuscany & Siena Essay example -- History Historical Tuscany Europe Pap

Tuscany & Siena The central region of Tuscany includes the following provinces:? Arezzo, Grosseto, Florence, Leghorn, Lucca, Mass-Carrara, Pisa, Pistoia, and Siena.? The total area of this region is 8.877 square miles. A Chorological History of Tuscany The word Tuscany comes from the Tusci, Tuscans or Etruscans.? Etruria (their country) at one time comprised Tuscany and the northern part of Lazio.? Charlemagne occupied northern Italy in the 8th century AD, at which time the name of Tuscia or Toscana became restricted to the area.? The counts of Lucca then utilized the region as a frontier district.1 In the 10th century, the House of the Attoni of Canossa rose to power.? After this period, prosperous towns began to assert their independence; the rise of communes in Italy had begun.? In Tuscany, the first communes were Pisa, Lucca, and Pistoia, as well as Siena, Florence, and Arezzo.? After Matilda of Tuscany (a decendant of the House of the Attoni of Canossa) died in 1115, a struggle over the region ensued between the popes and the emperors.? As a result, the Tuscan cities further confirmed their independence.2 In the 12th and 13th centuries, Pisa, backed by Siena and Pistoia, was contested by Florence, Lucca, and Genoa.? After being defeated by Genoa, Florence rose to be the leading city of Tuscany.? In Florence, the standard form of Italian was being developed through the Tuscan dialect of that region.3 The Medici dynasty then ruled Florence for most of the later medieval history.? The Medici?s were the most powerful family in Italy, and had gained their wealth in banking.4? Most famous of the Medici?s is Loreno il Magnifico, or Lorenzo the Magnificent.? During his rule, he continued to support the atmospher... ...d.? p. 33. 8 Ibid.? p. 34. 9-10 Italy:? Tuscany. The New Encyclopaedia Britannica.? 15th edition.? 1992.? p. 253. 11-13 ?Ibid.? p. 253. 14-15 ?Ibid.? p. 254. 16 Jepson, Tim.? The National Geographic Traveler:? Florence & Tuscany.? Willard, Ohio:? R.R. Donnelley & Sons.? 2001.? p. 194. 17-18 Ibid.? p. 196. 19 Ibid.? p. 204. 20 Ibid.? p. 194-195. 21 Ibid.? p. 204. 22? Ibid.? p. 10. 23-24 Ibid.? p. 227. 25 Ibid.? p. 232. 26-27 Ibid.? p. 266. 28-29 Ibid.? p. 274. 30 Ibid.? p. 275. 31 Ibid.? p. 49. Additional sources of note: Bethemont, Jacques, and Jean Pelletier.? Italy:? A geographical introduction.? New York:? Longman.? 1983. Hook, Judith.? Siena:? A City and its History.? London:? Hamish Hamilton.? 1979. Schevill, Ferdinand.? Siena:? The History of a Medieval Commune.? New York, New York:? Harper.? 1937.

Case Study on Mutual Fund

Case study Mutual Fund Data Solution for a Bank Branch Network The Client Headquartered in Toronto, Canada, with 74,000 employees in offices around the world, our client offers a full range of financial products and services to approximately 17 million customers worldwide, managing $435 billion in assets. The bank also ranks among the world’s leading on-line financial services firms, with more than 4. 5 million on-line customers. The bank approached VAULT when it needed a new mutual fund data solution in its vast network of branches across the country. The Challenge The bank’s customer service representatives, who promoted utual fund products to their customers, traditionally relied on research and reports from many different sources, but were frustrated with the inconsistency of information they were getting and with the length of time it took to produce reports for their customers. Of course, the bank’s customers weren’t that happy either. As a company w ith web-based technical expertise that provides service to the financial-services industry, VAULT was asked to draw upon its understanding of investors’ needs, as well as its deep base of technical experience, to produce a more efficient form of customer communications for the bank.Much of the project would involve developing and implementing a plan to utilize the bank’s existing Morningstar data feeds, in a centralized web application. This application would have to adhere to the strict technical guidelines of the bank’s branch intranet environment, a variety of different printers in each branch (which had to be tested to ensure document output was consistent and properly formatted for customers), as well as an outdated, yet custom version of the Netscape browser. The Solution VAULT recommended developing a custom solution that would provide the necessary screens and functionality for the bank’s retail branches.To ensure that system and performance requi rements were met, VAULT followed a strict approach to quality assurance that was incorporated into its project plan. It also recommended creating static images for graphing components and scheduling graphs for re-creation overnight; this ensured that the graphs were up to date each workday and minimized the processing time to load and print pages. In addition, VAULT recommended that an administrative site be developed to assist with the on-going operation of the bank’s mutual fund site. The administrative site provided managers ith the business intelligence tools to generate custom reports and highlight key aspects of web-site usage. The administrative site would also increase the bank’s self-sufficiency, help ensure reliability of the application, allow operators to regularly monitor scheduled data feeds and scheduled graphing production. Early in the development process, VAULT created a working prototype of the solution to test with end users and to gain a better und erstanding of the screen/data requirements. This was a valuable exercise since it highlighted areas of concern around usability, page size, load times, data and graphing requirements.The Benefits The bank’s financial advisors, planners and branch representatives were delighted with the quality of the mutual fund information now available through the bank’s intranet site, as well as the fast load and print times. This meant they could service their customers more effectively. Of course, VAULT also paid careful attention to the design of customer reports, balancing the need to provide clear mutual fund information to customers, with the regulatory disclaimers necessary with each printed report.When the project was completed, the bank’s customer service representatives realized immediate results. They were better able to access most of the mutual fund information online, rather than refer to a multitude of hard-copy and online reference materials. In short, the new tool developed by VAULT not only helped streamline the sales process, but also allowed for more professional delivery of information since the bank’s customer service representatives now had a single online source of mutual fund information.And that meant satisfied customers for the bank. Technologies Used Language: Microsoft Internet Information Service (ASP), ChartFX charting software Database: SQL Server 2000 Web server: Microsoft IIS 5 Operating System: Windows 2000 Launch your business forward. For more information, please contact Anthony Boright, President of VAULT Solutions Inc. at [email  protected] com or call 416-361-9944.

The Battle of the Falkland Islands - World War I

The Battle of the Falklands was fought during World War I (1914-1918).  The squadrons engaged on December 8, 1914, off the Falkland Islands in the South Atlantic.  Following his stunning victory over the British at the Battle of Coronel on November 1, 1914, Admiral Graf Maximilian von Spee turned the German East Asia Squadron for Valparaiso, Chile. Entering port, von Spee was compelled by international law to leave after twenty-four hours and first moved to Mas Afuera before heading to Bahia San Quintin. Assessing his squadrons situation, von Spee found that half his ammunition was expended and that coal was in short supply. Turning south, the East Asia Squadron set a course around Cape Horn and made for Germany. British Commanders Vice Admiral Doveton Sturdee2 battlecruisers3 armored cruisers2 light cruisers German Commanders Admiral Graf Maximilian von Spee2 armored cruisers3 light cruisers Forces in Movement Pausing at Picton Island off Tierra del Fuego, von Spee distributed coal and allowed his men to go ashore to hunt. Departing Picton with the armored cruisers SMS Scharnhorst and SMS Gneisenau, the light cruisers SMS Dresden, SMS Leipzig, and SMS Nurnburg, and three merchant ships, von Spee planned to raid the British base at Port Stanley in the Falklands as he moved north. In Britain, the defeat at Coronel led to a rapid response as First Sea Lord Sir John Fisher assembled a squadron centered on the battlecruisers HMS Invincible and HMS Inflexible to deal with von Spee. Rendezvousing at the Abrolhos Rocks, the British squadron was led by a rival of Fishers, Vice Admiral Doveton Sturdee, and consisted of the two battlecruisers, the armored cruisers HMS Carnarvon, HMS Cornwall and HMS Kent, and the light cruisers HMS Bristol and HMS Glasgow. Sailing for the Falklands, they arrived on December 7 and entered the harbor at Port Stanley. While the squadron stood down for repairs, the armed merchant cruiser Macedonia patrolled the harbor. Further support was provided by the old battleship HMS Canopus which had been grounded in the harbor for use as a gun battery. von Spee Destroyed Arriving the next morning, Spee sent Gneisenau and Nurnberg to scout the harbor. As they approached they were surprised by fire from Canopus which was largely hidden from view by a hill. Had Spee pressed his attack at this point, he may have scored a victory as Sturdees ships were cooling and ill-prepared for battle. Rather, realizing he was badly out-gunned, von Spee broke off and headed for open water around 10:00 AM. Dispatching Kent to track the Germans, Sturdee ordered his ships to raise steam and set out in pursuit. Though von Spee had a 15-mile head start, Sturdee was able to use his battlecruisers superior speed to run down the tired German ships. Around 1:00, the British opened fire on Leipzig at the end of the German line. Twenty minutes later, von Spee, realizing he could not escape, turned to engage the British with Scharnhorst and Gneisenau in the hope of giving his light cruisers time to flee. Taking advantage of the wind, which caused the funnel smoke from the British ships to obscure the Germans, von Spee succeeded in striking Invincible. Though hit several times, the damage was light due to the ships heavy armor. Turning away, von Spee again attempted to escape. Detaching three of his cruisers to pursue Nurnberg and Leipzig, Sturdee pressed the attack on Scharnhorst and Gneisenau. Firing full broadsides, the battlecruisers pummeled the two German ships. In an attempt to fight back, von Spee tried to close the range, but to no avail. Scharnhorst was put out of action and sank at 4:17, with von Spee aboard. Gneisenau followed a short time later and sank at 6:02. While the heavy ships were engaging, Kent succeeded in running down and destroying Nurnberg, while Cornwall and Glasgow finished off Leipzig. Aftermath of the Battle As the firing ceased, only Dresden succeeded in escaping from the area. The light cruiser evaded the British for three months before finally surrendering off the Juan Fernà ¡ndez Islands on March 14, 1915. For the crew of Glasgow, one of the few surviving British ships that had fought at Coronel, the victory at the Falklands was particularly sweet. With the destruction of von Spees East Asia Squadron, commerce raiding by warships of the Kaiserliche Marine was effectively ended. In the fighting, Sturdees squadron suffered ten killed and 19 wounded. For von Spee, casualties numbered 1,817 killed, including the admiral and his two sons, as well as the loss of four ships. In addition, 215 German sailors (mostly from Gneisenau) were rescued and taken prisoner. Sources World War I Naval Combat: Battle of the FalklandsFirst World War: Battle of the FalklandsHistory of War: Battle of the Falklands