The previous set of views-within-views give an overall framework that takes very little effort to translate it into practice. Its consistency and symmetry make it easy to apply across the full scope of the enterprise.
This provides the skeleton of the framework: one section for each of the five focus-types, each with five short chapters emphasizing specific aspects of effectiveness in relation to enterprise architecture.
Each view is named with a label into two-letter codes as follows:
Table 2: Set of views-within-views.
The following sections explain each group.
D Group: Purpose – Direction
Table 3: Purpose (Direction) group
This is about the far future focus of business direction and strategy, typically the preserve of management.
- DA: The aims of architecture
It explores the business drivers and the need to reduce cost and complexity, indentifies the overall purpose of the organizacion’s enterprise architect and delivers a list of core requirements and key success criteria.
- DN: Architecture of the enterprise
It reviews the development of Enterprise Architecture from its roots in IT, identifies the scope for the enterprise architecture and assesses the maturity level of the present architecture.
- DR: The Architecture of the everyday
It illustrates the need for Enterprise Architecture to be relevant to everyday practice, assisting in the day-to-day decisions and identifies the purpose of the day-to day architecture activities and the interaction and impacts these will have with other activities within and beyond the organization.
- DE: Architecture on purpose
It explores the audit-trail of visión, role, missions and goals which provide the anchor for business motivation and establishes foundation for enterprise business motivation model and framework for motivation audit-trail processes.
- DL: Architecture is a feeling
It reminds us that an Enterprise is made up of people and identifies values to be expressed and embedded in the enterprise architecture and to be used as a bridge with customers, partners and other stakeholders.
P Group – People
Table 4: People group.
- PL: The Architecture team
It addresses the nature of the EA team itself and identifies the make-up of the enterprise architecture team, the required collective and individual skill-set and performance criteria.
- PA: The politics of purpose
It reminds us that everything in an Enterprise is underpinned by the complex politics of change and identifies change management strategy required to address likey challenges to development and roll-out of whole of organization enterprise architecture.
It tackles the subtle balance of power and responsibility upon which the successful implementation of the EA will depend and establishes a framework to monitor the ability to do work across the enterprise and to guide responses to issues identified in such monitoring.
- PN: The role of the generalist
It identifies both the difficulties faced by those often unnoticed work provides the bridges between organisational silos and any additional cross-functional generalist roles required to implement enterprise architecture, the requird skill sets and recommended performance criteria.
It focuses on the narrative knowledge shared by and between people and identifies the scope and support for non IT based knowledge and key players within the narrative knowledge network.
K Group: Preparation – Knowledge
Table 5: Preparation (Knowledge) group.
- KE: Dimensions of Architecture
It takes a more in-depth look at the business dimensions that underpin the framework and establishes a framework for whole of organization integration.
- KN: An emphasis on effectiveness
It expands on those views for assessing effectiveness: efficient, reliable, elegant, apropiate, integrated and establishes frameworks for assessment, review and meauserement of cross functional effectiveness.
- KA: Architecture as a way of thinking
It introduces the strange realms of system-theory and their inmediate practical Applications and identifies the key frameworks and theorical models that will be used to guide enterprise architecture principles and practice.
- KL: A question of responsibility
It addressess the importance of responsibility-based ownership for the non-tangible assets (projects, business data, business rules) and establishes framework for responsibility-based ownership of core non-tangible assets.
- KR: The centrality of services
It expands the core concept of service in a Service Oriented Architecture. Establish framework for a high level service oriented architecture.
T Group: Process – Tasks
Table 6: Process (Tasks) group.
- TE: Requirements for agility
IT Surveys some of the agile methodologies such as XP and DSDM and establishes a methodology and cross-functional repository for business-system requirements.
It describes the role of complementary frameworks such as ITIL, TQM and COBIT, and the Integration into a broader EA and establishes framework for management and governance of high level service oriented architecture.
- TR: The practice of architecture
It goes into more detail on the iterative, recursive process of creating and managing compliance to an EA and establishes and use methodology for operation, management and governance of whole of enterprise architecture, including toolsets.
- TL: The art of integration
It looks at how to use a unifying theme: privacy, quality, trust or waste-reduction, and identifies and establish frameworks to use one or more unifying themes for integration.
It introduces a strategic tool to assess potential impacts on overall efectiveness and establish framework for strategic and architectural assessment of cross-functional effectiveness.
M Group: Performance – Metrics, artefacts and outcomes
Table 7: Performance (Metrics) group.
- MR: Real-time scoreboards
It investigates sources for key information in a balance scorecard to track Enterprise performance and establishes framework and metrics to track integration and performance in real time.
It explore the mechanisms needed for feedback from other áreas into the EA and establishes framework for feedback into enterprise architecture.
- ML: People and performance
It describes a method to identify the ability to do work across the Enterprise, and how to use that information and establishes framework for monitoring cross-functional ability to work.
Is about the capability of the EA itself, and what needs to be done at each stage to expand its potential. It establishes framework and metrics to monitor performance and maturity for enterprise architecture.
- MN: Monitoring Integration
It summarizes the frameworks and metrics needed to monitor impact of EA and establishes framework and metrics to monitor impact of enterprise architecture on the organization integration.