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EA Modelling GuidelinesEA Modelling Guidelines
From Capabilities to ServicesFrom Capabilities to Services
Version 2.5Version 2.5
Strategic Direction
• The HA’s strategy is to move away from purchasing “islands of technology” to the procurement of modular, loosely-coupled, managed services.
Technology model
TECHNOLOGY
Business model
BUSINESS
Historical system-based architecture
Business siloed by
ICT
Solutions impose
constraints
Inwardtechnology driven
view
Focus on docume
nt exchang
e
SNMPOracle
UNIXCORBA
Applications
NTCC
Projects
RCC
BUSINESS
TECHNOLOGY
Soft boundaries(process & services)
Processes
Services
Service Model
Business Model
Technology Model
Service-Oriented Architecture (SOA)
Outwardbusiness-
driven view
Focus on
service
Focus on
contract
The Service Model
Aligning the Business and Technology Perspectives
A Layered View (End Game)
Relationship to Enterprise Architecture
Relationship to MSPBlueprint and TOGAF Stages
MSP TOGAF Model
P Processes, business models of operations and functions, including changes to operational costs and performance levels. Business
Architecture
Business Model
O Organisational structure, staffing, roles, skills requirements and changes to organisational culture, style and personnel.
T Technology, ICT systems, standards and tools, equipment, buildings, machinery and accommodation requirements.
Technology Architecture
Technology Model
I Information and data requirements, including details of any new developments or re-developments.
Information Systems Architecture
Relationship to ITILService Management
Capability Mapping
Capability mapping is a modelling method for determining the strategic positioning of an organisation. Based on the theory of Porter, Capability Mapping is used to understand the implications of a strategy by viewing it in terms of capability systems. Capability Mapping uses activity-system maps for the visual representation of the model. Capabilities should be described by a name and quality characteristics like necessary people, technology, process, management and information.
How the Capability view differs from other Business Architecture views
• Roots of contemporary performance problems are due to organisationally based operating model
• Process models (though an improvement) are not the optimal view or management layer, and they expose “how” business is done
• Capabilities manage “what service at what service level” – which is the most stable and concise level for design and management
FromTraditional OrganisationalManagement
ToProcess Optimisation
ToCapability Management
Separation of Concerns
By separating “what” is done in an By separating “what” is done in an organisation, at both high and organisation, at both high and
detailed levels, from “how” it is detailed levels, from “how” it is done, in terms of people, done, in terms of people,
processes, ICT and other views, an processes, ICT and other views, an inherently more stable and inherently more stable and
objective view of the business and objective view of the business and the organisation is exposed.the organisation is exposed.
What is a Capability?What is a Capability?
Definition of a CapabilityDefinition of a Capability
The practical ability to realise The practical ability to realise business benefit by a business benefit by a
combination of Processes, combination of Processes, Organisation, Technology & Organisation, Technology &
Information. Information.
Capability Mapping can provide much more relevant information
Metrics – how is it measured?Metrics – how is it measured?Cost data?Cost data?Service level (like a service level agreement with Service level (like a service level agreement with outsourcing) – how it is and how it should perform?outsourcing) – how it is and how it should perform?Compliance and governance regulations?Compliance and governance regulations?Owner?Owner?Customer?Customer?Does it directly contribute to the performance of the Does it directly contribute to the performance of the parent capability or the overall organisation (core parent capability or the overall organisation (core capability)?capability)?Is this capability a key part of what external Is this capability a key part of what external organisations such as customers think of when organisations such as customers think of when they do business with the organisation they do business with the organisation (identity/brand) ?(identity/brand) ?
Capability MappingCapability Mapping
A High Level Capability Map linksInternal Capabilities with ExternalCapabilities
1. Develop the network
2. Plan and manage the network
3. Collect information
4. Disseminate information
5. Collaborate
A. Customers B. Customer Facing Channel Partners
F. Infrastructure & ComplianceGovernment: OGD’s, DfT, EU
E. Financial Providers(Treasury, PFI)
C. SuppliersD. Other Partners
Each level of the Capability Map can be decomposed down into more detail
Mapping against the EAReference Model
Example Capabilities-EARM Mapping
Capability Mapping as Capability Mapping as the Foundation for SOAthe Foundation for SOA
Capability Mapping: the idealfoundation for SOA
Services
Message ExchangePattern
describe
OperationalRequirements
enforce
State
manage
Applications
composed of
Messages
exchange
is a set ofContracts
bound by
contain Schemas define structure of
governed byPolicies
have
Business Model
Service Model
• Business Driven• Stable• Data Rich
•Business/IT Alignment•Technology Independent•Services by Design
Plan & Manage the Enterprise
TOGAFADM
Capability Mapping as the businessfoundation for SOA
BusinessProcesses
ICTApplications
BusinessCapabilities
Service-Oriented
ArchitectureUNDERPIN
SUPPORT
CREATEFORM
The Service Model
Aligning the Business and Technology Perspectives
Inputs to the Service Model
Service Service ModelModel
TOGAF TOGAF Technical Technical
ArchitectureArchitecture
TOGAF TOGAF Business Business
ArchitectureArchitecture
TOGAFIS
Architecture
10 steps to service definition10 steps to service definition
Business Model
Map As-is & To-be Business
State
Develop/Enhance Service Model
Existing InformationArchitecture
Existing Database Schema
Existing Service Model
ICT Operational
model & policies
1
Develop Use
Cases
2
Identify Require
dServices
3
DefineSolution
Architecture
6
IdentifyServices Interacti
on
4
DefineService
Contracts
7
IdentifyMessage Contract
s
5
Identify Existing Service Reuse
Opportunities
8
Evaluate impact
on Business
910
Service Model
How Capability Maps can helpService Design
Services
Message ExchangePattern
describe
OperationalRequirements
enforce
State
manage
Applications
composed of
Messages
exchange
is a set ofContracts
bound by
contain Schemas define structure of
governed byPolicies
have