Digital Transformation. View of an Enterprise Arch...

VolkerHecht · ‎2024 Jul 19

Bildschirmfoto 2024-07-17 um 13.46.00.png

#GenerativeArt

One of the main questions in the discussion about enterprise architecture is always whether an enterprise architecture framework helps to manage the digital transformation. To answer this question, I have analyzed the extent to which an EAF supports the success factors from Part 2. I used TOGAF as the reference framework, as it is currently the best-known and most widely used framework (Hanschke, 2022, p. 32; Reselman, 2020b).

1. Clear formulation of objectives
In order to ensure that the enterprise architecture to be developed follows the corporate goals and strategy, "board strategies, business plans, business strategy, IT strategy, business principles, business goals, and business drivers" are queried as input parameters (Josey & Hornford, 2022, p. 113). These serve as the basis for planning the architecture development and thus ensure that the architecture work is in line with the business objectives. Although this does not support the creation of the target formulation itself, its results are requested as input for the architecture work.

2. Project Management
TOGAF devotes an entire chapter to the topic of project management (TOGAF® Series Guide: Architecture Project Management, 2022). However, this relates purely to the integration of existing project management methods into the TOGAF process model. TOGAF therefore does not offer its own project management methodology "[...] on how to manage an Architecture-Project and leaves that to methods that focus on Project Management" (TOGAF® Series Guide: Architecture Project Management, 2022, p. 3).

3. Consideration of all perspectives
By dividing the enterprise architecture into different architecture domains, TOGAF forces the architecture to be viewed from different perspectives. Strategy, processes, organization and information requirements are considered in the business architecture. In particular, the interests of those involved with regard to the target architecture are taken into account here. The data architecture supports the structural aspects including the type of data processing. The application architecture focuses on the definition of the systems and their interaction, and the technology architecture designs a view of the infrastructure components as the basis for the implementation phase. Changes that occur during the sometimes very long project runtimes are managed by "architecture change management" and thus also taken into account. Combining these perspectives enables a holistic view of the organization and ensures that the business objectives are achieved.
Critically, however, it should not be forgotten that TOGAF was designed for the architectural development of information systems and technologies. Organizational culture or employee engagement, for example, are not considered.

4. Availability of resources
To carry out architecture development, employees with specific skills in the field of enterprise architecture work are required. These are often not available in the companies and must first be hired or trained. In addition, there is sometimes intensive involvement of relevant people during the project phase. This can lead to bottlenecks in day-to-day tasks or reduced availability of these resources in the architecture project. In line with this, considerable costs are incurred during the development and implementation of an enterprise architecture, which must also be planned and available as a resource for the project. Through clearly structured planning and implementation of enterprise architecture development in ADM and the associated clear definition of roles and responsibilities, TOGAF reduces these resource costs as much as possible.

5. Benefits of standard software
As an independent framework, TOGAF does not consider specific standard software. However, it provides a structured framework for the planning, development and implementation of IT architectures. This can be used to support the introduction of standard software and ensure integration into the overall architecture. By defining the architecture principles, processes and tools within ADM, the advantages and disadvantages of standard software are sufficiently analyzed.

6. Communication
TOGAF is a framework that helps with the structuring and planning of IT architectures. It creates transparency about the target state of the company to be achieved and can thus eliminate misunderstandings or concerns about the direction of the company. Through holistic stakeholder management, it involves those affected at an early stage and reduces uncertainty. However, since employee uncertainty is a highly complex, organizational issue, TOGAF alone is not sufficient in the author's opinion.

7. Silo Thinking
One of the key points of TOGAF is the involvement of all persons concerned in the architecture process. This promotes a culture of collaboration and breaks down barriers between different teams and departments. The different, standardized views of the business, data, application and technology architecture are combined in an overall architecture. This approach ensures the integration of all areas, resulting in the breaking down of silos. With TOGAF, architectural elements are reused across different parts of the organization, thus avoiding redundant or isolated solutions.

8. Management support
The TOGAF standard recommends the establishment and operation of an Enterprise Architecture Board to ensure that the organization acts in accordance with the principles set out in the architecture. This board must be able to make decisions and be held accountable for them. It should therefore be made up of management representatives from various interest groups. To ensure that the enterprise architecture board is involved in all major decisions, artifacts are created during various phases of ADM that must be signed by the enterprise architecture board in the form of architecture contracts. These include, for example, the architecture contract in phase A of the ADM or the architecture principles that are defined in the preliminary phase (Josey & Hornford, 2022, p. 138). This approach ensures sustainable management support.

In summary, the question of whether TOGAF helps with the digital transformation can be answered with a clear "Jein" in German or with an "it depends". TOGAF is a very comprehensive and generic framework that supports 5 of the 8 success factors. However, it should not be forgotten that this holistic approach also leads to a high level of complexity and rigidity, which requires a lot of time and resources. Spontaneous use is therefore not possible (Hanschke, 2022, p. 36). If you come across the argument in discussions that there is tailoring for this, you must also bear in mind that individual tailoring is itself a project and can only be carried out by a resource that already has extensive experience in dealing with TOGAF.

So its use must be considered on an individual basis and makes no sense if the use of TOGAF takes up more time than the complete rest of the project.

If it is fine for you to use a Vendor-Specific Framework, I would recommend to have a look at the SAP Enterprise Architecture Framework (SAP EAF). Within SAP EAF, TOGAF forms the basis for the phases, activities and artifacts but SAP EAF extends the TOGAF metamodel with SAP-specific concepts and offers additional methods and tools that have been specially developed for SAP integration. You can find a description here.

Common thread of this blog series:

Bibliograph

Hanschke, I. (2022). Enterprise Architecture Management – einfach und effektiv: Ein praktischer Leitfaden für die Einführung von EAM. Carl Hanser Verlag GmbH Co KG.

Josey, A., & Hornford, D. (2022). The TOGAF® Standard, 10th Edition—A Pocket Guide. The Open Group.

Reselman, B. (2020b, September 14). TOGAF and the history of enterprise architecture. https://www.redhat.com/architect/togaf

Digital Transformation. View of an Enterprise Architect - Help