Journal of Enterprise Architecture - February 2008


Journal of Enterprise Architecture February 2008 \| Volume 4, Number 1


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Feature:
	Architect's Spotlight: Mike Lowe

Articles:
	Framework Standards - What's it all about?
		Two years ago, some of my friends pressed me intensely to be more definitive about the Framework concepts. Even though, I had written "The Book," the were specifically asking me for definitions of the entities that comprise the meta model of Row 2 of the Enterprise Framework. It has taken me and a team of dedicated folks two years, however we have progressed far beyond the original requirement. We have produced definitions, not only of the meta entities of Row 2 of the Enterprise Framework, but also we have dictionary definitions, of the meta entities of Row 1, Row 2, Row 3, Row 4, Row 5, and Row 6 of the Enterprise Framework plus dictionary definitions for the Product Framework (where I learned about the Framework classification in the first place), for the Profession Framework (that I used to call the I/S Framework, the "meta Framework" relative to the Enterprise Framework ) and for the Zachman Classification Framework (the Framework classification for all Frameworks). This work is particularly significant at this point in time for several reasons.
	The Organization's Compass - Enterprise Architecture
		This article seeks to establish Enterprise Architecture (EA) as a discipline to achieve an organization's operating model and position it beyond its current perceived value as a framework for standardization and documentation. This is analogous to using a compass, not just to establish the magnetic north but also to chart the direction to go. It describes our operating models, problem space, and the work that has been done to advance the maturity of EA. This is in the form of a foundation layer in the common integrated operating environment that is enabled by our IT governance process. This incremental approach enables projects to incorporate enterprise requirements and collectively build up capabilities to achieve our desired operating model. In this aspect, EA can enable the Ministry of Defense and the Singapore Armed Forces to achieve their operating models - and in the process become their organizational compass.
	A Goal-Oriented Way to Define Metrics for an Enterprise Architecture Program
		Metrics are becoming more and more important in the development of enterprise architecture (EA) programs. Therefore, guidelines and support to define metrics for EA programs are needed. A goal-oriented approach for defining metrics for EA program and the measurement aspects for EA program are presented in this article. This approach was developed and tested during the development of proposals of EA program metrics for two companies.
	Integrating Enterprise Architecture and IT Portfolio Management Processes
		Information Technology Portfolio Management (ITPfM) greatly improves the value and contribution that IT makes to the business by aligning IT investments with business needs. ITPfM provides information on the likely return on investment, areas for reducing risk, setting priorities, and scheduling projects. Enterprise Architecture (EA) is a comprehensive framework for the management and alignment of an organization's IT assets, people, operations, and projects with organizational goals. The ultimate aim of the EA and ITPfM integration is to replace the IT portfolio with a business performance improvement portfolio. The most profound outcome of an integrated approach is a structured process to balance demand for projects with supply of IT resources. This article addresses the twin models, financial and IT portfolio models and what approach the EA should adopt to support the development of business cases for investments in ongoing IT programs and new development projects. The most common mistake EAs make in supporting business case preparation, is adopting a financial portfolio model approach, which does not support their efforts. This article advances the argument that EAs would position themselves best by adopting the ITPfM model. The premise for this argument is that most IT projects cannot easily match high yielding projects which easily pass the formal-rationale appraisal hurdle.
	Enterprise Architecture and IT Governance Considerations for Mergers & Acquisitions in Integrating Sarbanes-Oxley
		This article examines the impact of information technology (IT) governance and enterprise architecture (EA) on the integration of Sarbanes-Oxley Act - Section 404 compliance programs during mergers and acquisitions (M&A). The interrelation between these topics was identified based on a review of current literature within the respective fields. Based on this review, the author proposes that the implementation of a centralized governance structure has a significant impact on the success of Sarbanes-Oxley Act - Section 404 compliance during M&A transactions. This hypothesis is tested using a case study approach, in which a suitable information governance structure is identified, and an EA implementation methodology is defined for integration of compliance programs of the acquiring and target companies. The finding was that centralized IT governance is more likely to achieve or maintain Sarbanes-Oxley 404 compliance during M&A activity, and that EA is useful to establish this type of governance.



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