Assessment 3 – Assignment
In this unit, we have discussed the significance of EA as an enabler for senior executives to communicate with architects so they can formulate IT initiatives for the organisation to undertake. Additionally, these are aimed at delivering strategic competitive advantage through information technology which is implemented by the IT project team. The actors involved in this process are clearly identified and the processes, standards and artefacts associated with this effort can be easily determined. Additionally, the CSVLOD model has been discussed in the detail since week 5 to week 9. Concepts from the CSVLOD model will be examined in-depth in this third assessment through the use of a case study.
Timelines and Expectations
Total Percentage Value of Task: 20%
Students are expected to attempt the five questions that are provided in this section and provide relevant examples to support their answers.
Minimum time expectation: 20 hrs
Learning Outcomes Assessed
The following course learning outcomes are assessed by completing this assessment task: LO1. define enterprise architecture as a capability in organisations;
LO2. restate business architecture and how to support the business to deliver strategic business outcomes;
LO4. define the capabilities required to establish an enterprise architecture practice and explore tools required to support the team;
LO6. evaluate and investigate key trends impacting organisations today and how enterprise architects respond to these trends.
Assessment Details – Case Study
Damien Mask founded Mask in 1984 in Melbourne, Australia, with $1,000 and a unique vision of how technology should be designed, manufactured and sold. More than 4.4 million customers later and with an annual IT budget of approximately $500 million per year, Mask has made an indelible mark on the computer industry—and the world. The company ships more than 1,000 systems every day to customers in 120 countries and employs 50,000 people worldwide.
Long known as one of the world’s largest manufacturers of personal computers and laptops, Mask has grown into a multi-national hardware and infrastructure provider. It also provides
IT services and solutions across its branches. Rapid growth led to regionally specific expansion from country to country. Mask ended up with unique manufacturing facilities, regional order management systems, and different operating processes and systems throughout the world.
Lynda Smith, Mask’s Vice President of IT Strategy, Technology & Governance, is charged with mapping out a future direction for the IT giant, with a three-year roadmap driven by Mask’s Enterprise Architecture (EA) team. At an enterprise level this roadmap includes five major programs, each of which involves investments in the tens of millions of dollars—and, in some cases, hundreds of millions of dollars. Some examples of these programs include: Global Quote to Cash, Global Service Delivery, Solution Selling, Global Manufacturing Execution, and Recurring and Usage based transactions.
SAP is providing executive guidance for this transformative journey, working closely with Smith and her enterprise architects to establish a long-term view of the requisite processes, systems and technologies. Individual projects are undertaken to build general-purpose capabilities, not merely to fulfill immediate needs.
The Melbourne Branch has been operating with a legacy Customer Relationship Management (CRM) system and the system is not integrated with its Billing System. Currently, customer representatives must manually input customer information into the Billing System so that customers can be sent an Electronic bill. The CRM and Billing Systems are connected to a legacy database management system that runs on a Legacy Server.
The EA team is responsible for designing the future data, application, and infrastructure components of Enterprise. The current application and data architecture for Mask is shown below.
All reports must use Harvard referencing style.
A passing grade will be awarded to assignments adequately addressing all assessment criteria. Higher grades require better quality and more effort. For example, a minimum is set on the wider reading required. A student reading vastly more than this minimum will be better prepared to discuss the issues in depth and consequently their report is likely to be of a higher quality. So before submitting, please read through the assessment criteria very carefully.
Enterprise Architecture ( EA) is the practice of analyzing, implementing, preparing and trying to execute enterprise analysis to effectively implement business goals. EA enables businesses to integrate IT programmers and strategies to improve overall business results and to keep abreast of industry changes and disruptions using architectural principles and guidelines, also recognized as enterprise design and construction. The Australian robotics industry is diverse, operating within large organizations as either service companies or small-medium-sized businesses that meet niche consumer needs. The industry is funded by technical resources from across the academic sector (such as the Australian Center for Robotic perception) and the Commonwealth Science and Industrial Research Organisation (CSIRO), an autonomous agency of the federal government. Much of the industrial robotic activity in Australia is beyond plain sight, but its role is essential.
Question 1 Business Problem
Enterprise Architecture is an instrument that, through EA models, coincides organizational business processes with application and information technology. One such EA system allows the company to decrease excessive IT costs and to assess future and current IT needs and to increase the effectiveness of the organisation. Enterprise architecture may be used in any firm where the entity or department needs adjustments between information technology and business functions. The entire study describes the effect of digital transformation in medical groups but instead recommends the reasonable EA framework for knowledge-based diagnostic imaging system for EA data analysis by comparing the two most commonly used EA implementations (White, 2020). The comparison results found that the proposed EA has a stronger structure for a patient monitoring method based on expertise.
EA is driven by the business requirements of the company, helping to map out how information, business and technology flow combined. This is becoming a challenge for companies trying to keep up with new technologies such as the Internet, IoT, artificial intelligence and other technological advancements that will cause digital transformation..
Enterprise Architecture" produces a wide CIOs, corporate executives, General Architects, and company function leaders all have a welcoming range of responses from "architects wanted that" to "we tried something and it doesn't work", terrible or unfavorable view of EA based on that information..
The point I would make, regardless of their opinions of EA, is that their corporate models must be strategically looked at by every medium to large enterprise. This is essentially Enterprise modern architecture goal: to provide an architectural strategy focused on activating your marketing objectives.
As Microsoft's leader of the customer-facing Enterprise Architecture department, I talk to CIOs and corporate executives every day who need to make sense of their technology master plan. In certain cases, they need to mix "keeping the company running" with drastically altering their main architectural foundation to fulfil the requirements of their market segments.
Question 2 Explain the CSVLOD Model
It defines broad logical laws and basic factors that lead to business and appropriate to all of it. They both are objects of the EA that are important to both architects and business executives. Decisions do not generally concentrate on particular points in time or concentrate on the long-term expectations. They are usually articulated, often as brief written statements, in plain, intuitive structures (Rose et al., 2010). The following articulated subtypes include unique EA artefacts relevant to considerations used in effective EA practises, but are not restricted to them.
Standards represent, for the most part, verdict planning for how all IT structures can be applied and some information about new techniques and technologies. Architects and specialists in technical subjects jointly create them and use them to shape the architecture of all IT interventions. Standards are developed on an as-needed basis as permanent EA objects and modified per the continuing development in technology (White, 2020). It is possible to accept standards as validated disposable means for the implementation of IT systems.
Visions also reflect development actions on what a company will give IT in the long run. Recently retired corporate executives and developers jointly generate them and then use them to direct IT investments, define goals and release new IT goals measures. Visions are created once and then revised as permanent EA objects according to the continuing shifts in strategic business priorities. Visions can be interpreted by business and IT as common views of a company and the future agreed upon. The ultimate goal of both Visions is to help achieve harmony between long-term market results and IT investments (Angeion Group, 2020). The effective use of Perspectives tends to improve strategic cohesion and IT cause consumption.
Landscapes mainly reflect facts about the existing IT climate and some planning decisions about its future growth. Architects create and sustain them and use them to rationalize the IT environment, control the IT property life cycle and coordinate new IT programs. Landscapes are developed on a day by day-necessary basis as perpetual EA objects and updated according to the continuing evolution of the IT landscape (Angeion Group, 2020). Landscapes can be used as an knowledge base in the IT ecosystem for research materials. All landscapes have the general objective of helping to clarify, analyse and alter the processes of IT creation.
Renderings reflect planning assessments on how to implement particular IT programmers in an approximate way. Interior designers and business executives collaboratively build them and then use them to test, authorise and finance unique IT development projects. In the early stages of IT programmes to promote decision-making, outlines are set up as provisional EA artefacts and then archived (Fowler, 2012). Outlines may be discrete words, such as gain, for planned IT programmes, time and price labels. The general purpose of all outlines is to assist in estimating the overall market impact and profit of the proposed IT initiatives. The appropriate use of Maps contributes to improved IT speculation efficiency and ROI.
Findings validate planning recommendations about how to carry out specific IT projects correctly. Developers, teams for IT projects and elected officials of companies collaboratively create them and then use them to execute project teams' IT projects. At the later stages of IT projects, designers as transient EA objects to facilitate implementation and then archived.
Question 3 Demonstrate CSVLOD model
The model of CSVLOD is a novel the conceptualization of the architecture of company from start to finish:
|Global semantic rules and basic factors that are important to business and relevant to IT||High-level conceptual interpretations of an organisation from the perspective of business||High-level descriptions of completely distinct IT campaigns entirely rational to business leaders|
|Global technical regulations, requirements, trends and best practices relevant to IT systems||The organizational IT landscape of high-level technical definitions||Comprehensive technical and functional descriptions for software projects of separate IT projects running|
It is possible to view designs as interfaces of communication between architects and work groups. In compliance with business and architectural standards, all designs have the general function of helping to implement approved IT projects. The efficient use of prototypes contributes to an increased degree of IT entire project.
In fact, the general objective of all regulations is to attain technical competence, technological conformity and compliance of legislation. The proper application of standards leads to faster introduction of new IT initiatives and reduces, in particular, the costs, inconsistencies and difficulty of the IT system (Fowler, 2012).
All layers of architecture from business to infrastructure are defined by EA artefacts, but rather as a dynamic set of concurrently occurring diverse and overlapping processes where various planning decisions are collectively made by the relevant actors at appropriate organizational levels. In other words, successful EA practises are not step-wise structures of action processes (e.g. TOGAF ADM), but rather involve decentralized structures of interaction and verdict-making that penetrate entire companies and involve numerous players from senior management to development committees.
In a company with an image, Development business strategy attempts to explain the whole business process in compatible with the demands of the manufacturer; the writer helps to build a rich picture in this case. Five actors using the application are PIC, Finance, Logistics, Sales & Marketing and Business Executives. Technologies, including company, inventory system, distribution system, financial system, financial and marketing system and reporting system related applications, will be included in the application system. The following is the FFS Company's proposed business architectural and engineering design that discusses
The CSVLOD taxonomy clearly explains the strong bilateral relation between the knowledge content of EA artefacts and t heir realistic utilization. The taxonomy describes, on the one hand, how precisely given EA objects can be used to support organizations (Rose et al., 2010). On the other hand, it also describes the required EA artefacts to achieve the stated artefacts the priorities and purposes. From this perspective, the CSVLOD categorization can help assess the “fitness for purpose” of as well as their importance to the actual planning-related organizational challenges, unique EA objects.
Question 4 Business Benefits of EA
My analysis of typical EA artefacts used in multiple organizations successfully practicing EA of different sizes and industries shows that these EA artefacts
Two orthogonal dimensions can be classified to illustrate their important characteristics in the sense of an EA procedure. Based on what these EA artefacts describe, the first dimension classifies EA artefacts. In this dimension, all EA objects can be grouped into three different classes (starting with the most common and ending with the most relevant): rules, structures, and changes. Rules EA objects define detailed global rules defining the corporation or its divisions. The primary objective of all artefacts of the Rules EA seeks to contribute to the continuity and cultural diversity of all decision making (Angeion Group (2020). Structures The high-level structures of the organisation or its components are identified by EA objects. The primary aim of all the Structures the purpose of EA artefacts is to understand what Changes and how to execute them are desirable.
The users of the system have an architectural point of view that represents their issues when communicating with the system, and the platform's architects have a different approach architectural point of view. It is unlikely that the views of architecture that are formed to address one of the two viewpoints of architecture will explain the entire system comprehensively, since each view reduces how each views the system.
The user's architectural viewpoint consists of all the ways in which the user interacts with the system without seeing any specifics, such as apps or DBMS. The developer’s perspective on architectural architecture is that of competition and instruments, and does not include elements such as strong online data and user conferences (Fowler, 2012). There are, however, common things, such as specifics of procedures permitted to be increased honestly by the system and/or communication protocols set up for users to address issues.
Question 5 Road Map
Company-value-led means that EA's overall aim is to promote the realization of business objectives and goals. If a new business model, a modular mobility strategy or an omni-channel strategy is allowed, the number one focus of EA is not so much on innovation, but on business outcomes.
Sensible resources that EA offer an executable roadmap that requires multiple years, not time. No organisation has patience to wait devices to be enabled for a year or more (Roadmunk, 2020). In certain contexts, in hopes of providing the systems they need to satisfy everyone business requirements, businesses are still behind the curve. An effective EA group should identify a "step forward" strategy that intelligently addresses the relatively recent past and problems in each organization (Roadmunk, 2020).
In most cases, webcasts are used as a key business strategy of a business or brand. Webinars are not only reserved for big businesses and firms. They can also be used effectively by tiny firms, solopreneurs, and start-ups. In this scenario, it helps you to dramatically grow your email list by requesting registration for the webinar. Users can show your product and service to an informed and active audience at the end and follow them up earlier on.
The strategy to MVP or Minimum Viable Service means EA doesn't always fill amazing-looking artifacts with binders. There is no business value added to the creation of complex scientific reports and diagrams. The modules that really matter and so should be EA's responsibility are all being able to consider the present situation, settle on the viable vision, and establish a plan for implementation (Fowler, 2012). At Salesforce, our approach is to take an MVP solution to EA and prevent stagnation of study. The explanation for this is that trust is created by action and success.
Problems with recognizing the architecture of companies as the existing situation, future state and roadmap:
Decisions The objects of the EA represent the planning decisions taken, i.e. the agreements reached and formalized between various parties on the desired future course of action. The choices of EA artefacts also have some potential impacts and typically imply particular improvements in an organization (Rose et al., 2010). Since all future planning choices involve dialogue and find common ground between their stakeholders, all relevant stakeholders often collaboratively create or revise these EA artefacts and represent them in appropriate formats for these stakeholders. Fundamentally subjective, speculative and employee-specific in nature, EA objects are decisions. They focus only on the educated opinions of their contributors about the desirable action plan and are primarily influenced by the main interests of their investors (Angeion Group (2020).
Fundamentally, decision - making by offering the tools for efficient communication, balanced decision-making and collaborative IT preparation, EA objects play the primary role in EA practise. Their general aim is to help make optimal planning choices for all related stakeholders. All its stakeholders should be prepared to behave in compliance with the related planning decisions expressed in these EA artefacts after the development and approval of EA artefact decisions. Since any thoughts about the desirable outcome always involve collective decisions, all EA artefacts that describe the future state, as well as all leaderless EA artefacts that also have specific design implications, can be automatically regarded as EA artefact decisions from the perspective of their broad understanding in an EA practice (Rose et al., 2010).
The self-reliance of Australia due to remoteness, the need to create critical mass in niche areas and the need to solve geographic isolation issues such as logistics, automation relevance, more accurate and efficient systems working in denied GPS and harsh environments. Competitive advantage of the application of Australian understand exactly-how to other remote nations.
The Australian Centre for Mechanical Vision's web-based survey found more than 1,100 companies within Australia that broadly cover robotics activities (see Capability Map).
Advances in robotics mean that these firms, and others that are emerging, will be important to the robotics industry in Australia and will promote future growth in productivity and jobs in Australia. Statistical data shows that nearly 50,000 Australians are employed by 442 of these "robotic" firms and produce more than $AU12b in revenue per year. The companies listed cover a number of industries, including manufacturing, services, health, energy, infrastructure, agriculture, environment, space, and defense. The body of this roadmap discusses each of the related industries, their current use and the possible future applications of robotics, in more description.
The efficacy of the webinar will be variety of conservation equations will be mitigated by. As a result, the cumulative impact extension leads is evaluated feature of personality traits of the webinar, participant, accomplishment, and publication, mainly because these studies expand the existing directly opposed-based learning literature. Furthermore, these studies make it possible to make stronger inferences as to whether assessments of efficacy are an artefact of such boundary conditions or whether appropriateness is genuinely sampled through circumstances. Trying to compare measurements of statistical significance across subgroups would also add to the soundness of the latest meta-analytical research, as it helps to predictive modeling of moderating features.
There's a roadmap for a long view of where the collection of consumers goes and where you get through. But what sets it apart from the traditional business strategy of customers is that it is a significantly lower-level visualisation of the overall picture of your company. This view can be pivoted in several different ways to tell a more comprehensive storey of the business strategy for companies who want information. For example, we may pivot the roadmap by owner (as in the above roadmap), which enables higher-ups to decide if those resources are putting too much pressure on them. The end result: better employment distribution decisions.
The most significant requirements of health organizations and their programmers are integration and interoperability. They will need access to material from available departments, although they encounter information technical problem, and EA offers a solution to these problems. In order to develop a knowledge-based diagnostic medical strategy, the TOGAF is better compared to the Zach man. The TOGAF splits four-layer interface provides an important connexion in order to construct an EA prototype. Such layers represent behaviour of elements relationship connecting them. The result of the observations and interpretation that have been presented can be stated as follows:
Based on TOGAF evaluation, Enterprise Architecture at FFS Company was analysed and a roadmap of TOGAF 's key infrastructure, involving business architectural design, was created.
An enterprise architecture framework provides device configurations with a Marketplace for applications, networks and hardware. In healthcare organizations, business architecture is efficiently used to optimize the advantages of ICT rewards. As a result, these held by shareholders the convergence of resources, the connation between data from two or more entities, and cut off the needless ICTT expense.