Compliance with the law implies that IT management should not contradict the applicable law and the adopted regulations. However, this is not an obstacle to the improvement of business processes, leading to changes in these regulations.
• Responsibility of IT services implies that IT service is a liable owner of IT resources and the executor of processes to meet the business requirements.
• Intellectual property protection implies that ensuring the protection of an organization’s intellectual property should be implemented at the architecture level, IT operation and management.
• Data in IT system is an asset and have a certain value. They must be appropriately managed, shared and accessible to users depending on their access rights.
• Quality Assurance implies that the quality of every data element must be managed.
• Metadata must be consistent within the enterprise and accessible to all users.
• Data Security ensures data protection from unauthorized use and distribution.
• Technological independence implies that applications should not depend on specific models of equipment and system software.
• Simplicity of use implies that applications allow focusing on the implementation of business objectives through a single interface, minimizing the specifics of work, integrating systems, reducing the likelihood of misuse.
• Soundness and promptness of changes implies that changes in the information system and applications are made only in accordance with the business demands and duly.
• Interaction implies that the hardware and software must integrate with one another in accordance with common standards.
• Minimizing Diversity refers to reducing the number of different options for the platforms, products and versions applied.
TOGAF Architectural Practice Management
Architectural practice is the practice of implementing an architectural project within organization. Architectural practice consists of four key elements:
• People are the foundation of any company’s activity. If people cannot do, do not know how, do not use, do not participate, do not want to or do not do something, everything else is useless. If you have forgotten about people, you have to forget about the results.
• Artifacts. Working people must achieve predetermined results. They also create artifacts enabling to share information, discuss objectives and issues, save ideas for later implementation, monitor the achievement of results, etc.
• Processes. In order to achieve results, people must do the right things in the right sequence. All people make mistakes, but if they follow predetermined processes, the likelihood of errors decreases, and their consequences can be easily eliminated. Processes help turn good ideas into results. So, one cannot just shrug off them lightly.
• Management. Architectural practice is doomed to failure without proper management. One should determine the framework and rules of practice beforehand, taking the standard processes, artifacts, roles, etc. as a foundation. It is very dangerous to make up the rules as the game is on. People will be disoriented, processes will fail, the results will be wrong and at the wrong time.
Figure: Architectural Practice Management using “TOGAF”
Architectural practice management is required to exclude the common mistakes made by people working on a task or project. People are unlikely to achieve results if they:
• go too deep in the theory and research;
• do useless work;
• make long preparations before commencing the work;
• re-invent the wheel;
• “optimize” their work instead of doing it;
• theorize too much;
• Search for someone to blame;
• find themselves the smartest ones;
• avoid unpleasant work.
The approach to the architectural practice management consists of six main elements:
• Methodology is the main element of the approach. It defines the company’s processes for developing, updating, and implementing the Enterprise Architecture, their roles and responsibilities.
• Artifacts include a set, templates and rules for filling in the documents, tables, diagrams, used for description of the Enterprise Architecture.
• Standards are the standards, laws and rules of business and IT used by the company. These can be international standards, Russian standards, standards of the industry, region, and company.
• Best practices and ready-made models are proven ways to implement solutions, tested in your or in other companies.
• Regulations and rules are the documents describing the goals, objectives, organizational structure, rules of work and the boundaries of architectural practice. They contain the rules of work with other subdivisions, and architects’ authorities. The regulations should be integrated with other company regulations, especially those of the IT department.
• Managerial impact by practice managers are aimed to ensure practical results in the company. One needs to plan, get people to follow processes, start architectural projects, resolve conflicts, monitor intermediate results, etc. No elements will work being unmanaged.
First, the order of implementation of architectural practice includes development of all these company’s elements from scratch – that is a very difficult task to do. Therefore, one needs to take the existing methodologies and adapt them according to the company’s needs. Secondly, the practices should be introduced gradually, as a part of the practice development. The introduction of each element should be a real value for the practice. Third, one should keep a balance between bureaucracy and personal initiative. Finally, do not be afraid to experiment and try new approaches. If they are valuable, describe them in the regulations and use them in your next projects.
TOGAF Key Documents and Templates
To implement the TOGAF methodology, the question arises: what is the minimum set of documents required to maintain an architectural project? Extra documents mean extra time and funds. From my own experience and theory (during preparation for certification), the minimum set can consist of eight documents:
• The Main Methodologies are Templates, Business Principles, Goals, Drivers, required to understand the company’s mission, goals, and strategy and register the business principles. See Template “TOGAF 9 Templates, Business Principles, Goals, Drivers.doc”
• Architecture Principles are the rules to guide the work on architecture. Architectural decisions are made based on these principles. Principles need to be formulated based on TOGAF examples. Using principles when working on architecture has proven its effectiveness. See Template “TOGAF 9 Template Architecture Principles.doc”
• Architecture Vision is a high-level description of the desired end product of an architectural project. So, these are the results to achieve. Description of the solution of the problems and tasks to start the project for. This document is important for interaction with the project sponsor and other stakeholders. See Template “TOGAF 9 Template Architecture Vision.doc”
• Statement of Architecture Work is an agreement between the sponsor and the project team on the implementation of the work. It includes all the frameworks, restrictions, assumptions, terms, budget, and project rules. It designates the project manager and states his/her rights and responsibilities. Addendum includes the architecture vision as a description of the project framework. See Template “TOGAF 9 Template Statement of Architecture Work.doc”
•