Developing a Standard Enterprise Architecture Practice White ... - Intel
Developing a Standard Enterprise Architecture Practice White ... - Intel Developing a Standard Enterprise Architecture Practice White ... - Intel
IT@Intel White PaperDeveloping a Standard Enterprise Architecture PracticeAnnual Maturity Evaluation Using the Enterprise Architecture Management (EAM) Assessmentfrom the IT Capability Management Framework (IT-CMF)ArchitectureFramework200820092010ArchitectureProcessesArchitectureGovernanceArchitectureValueArchitecturePlanningStrategicPlanningOrganizationStructure and SkillsCommunication andStakeholder ManagementArchitecture Processes• Proliferation of a new version of the enterprise architecturetool set.• Inclusion of enterprise architects in several new key projects.Architecture Planning• Continued focus on separating Strategic Architecture fromProject Architecture.• Definition of unique enterprise architect roles focused onspecific business or technical areas.Strategic Planning• Continued use of the strategic frameworks to driveIT prioritization efforts.Organization Structure and Skills• Continued emphasis on enterprise architectureorganizational structure.• Increased opportunities for professional developmentincluding tools training, networking, mentoring, and theEnterprise Architecture Summit.Communication and Stakeholder Management• Stakeholder team more established and visible; increasedparticipation by stakeholder representatives.• Increased partnerships across organizations.• Increased communication through newsletter and blogging.Figure 3. Intel IT has seen continuous improvement in our enterprise architecture practice as the result of annual maturity assessments.RESULTS ANDCURRENT PROJECTSThe evolution of our enterprisearchitecture practice has resulted insignificant benefits to Intel. A standardarchitecture highlights substantialopportunities to reuse technology andprocesses across Intel IT, increasingproductivity.To encourage reuse, we initially tracked benefitsattributable to reuse across Intel IT. Forexample, we created the architecture for anauthentication mechanism that was thenreused across multiple projects. Since 2008,reuse has been considered an established partof IT culture, and we no longer need trackreuse in order to demonstrate the benefits.Examples of current architecture successesinclude service transformation architecture,IT consumerization, and enterprise customerinformation management.Service transformation architecture. IntelIT’s operations group is transforming the waywe provide services and support, using anapproach based on the Information TechnologyInfrastructure Library* (ITIL*) framework. Thisinvolves a shift away from supporting individualproducts to a strategy that delivers andsupports end-to-end services such as e-mail andconnectivity. This strategy is already achievingbenefits such as reductions in major incidentsand service calls. Enterprise architects helpedenable this transformation by mapping Intelbusiness processes to IT services, acceleratingreuse of Solution Architecture across differentservice scenarios and helping to understandtotal cost of ownership. Architecture deliverablesincluded a new service interaction model thathelps Intel IT groups understand and defineservices, the dependencies between them, andthe value they provide to users.IT consumerization. An increasing number ofIntel’s employees want to use their personallyowned handheld devices within the enterprise.This trend is known as IT consumerization.The number and variety of these devicesis increasing rapidly; today it includes smartphones, tablets, and personal PCs, and in thefuture will include new device categories thathave not yet emerged. Enterprise architectsworked with other Intel groups to create aReference Architecture that defines policyand the services we can support for devicesthat Intel IT does not manage. In 2010, Intel ITbegan letting employees use personal smartphones to access corporate e-mail and calendarservices. This initial groundwork helps Intel’sclient engineering teams more quickly supportnew devices, such as tablets, non-standard PCs,and a wider range of smart phones, as theybecome available.Enterprise customer informationmanagement. We defined a StrategicArchitecture for customer informationmanagement that provides a vision for6 www.intel.com/IT
unifying all information about each Intelcustomer. Today, such information maybe held in variety of systems. The newarchitecture defines an end-to-end viewacross the customer life cycle, fromsales leads to support. This helps guideimplementation and improve data quality.CONCLUSIONOver the past decade, Intel IT hastransformed our enterprise architecturepractice into a strategic capability basedon a common set of methods and tools.Enterprise architects partner with IntelIT engineering and operations teamsto create solutions; the deliverables—Strategic, Reference, and SolutionArchitectures—are used by all majorIT projects within Intel IT.Within Intel overall, there are now more than150 enterprise architects. About 60 workin our core enterprise architecture group,and 40 are associated with specific Intelbusiness groups.We continue to work on improving our practice byapplying a structured assessment methodologyand focusing on the recommendations identifiedin each assessment. Our goal is to continue toincrease the reach and process sophisticationof our practice. This will help acceleratedevelopment timelines and reduce complexityand risk due to simplified design and reuse oftechnology and processes.FOR MORE INFORMATIONVisit www.intel.com/it to find whitepapers on related topics:• “Optimizing the Value of TechnologyInvestments with IT Strategic Planning”CONTRIBUTORSSteve BirkelDirector of Enterprise Architecture,Intel ITMartin CurleySenior Principal Engineer and Directorof Intel Labs EuropeMark KachmarekStrategic Planning Manager, Intel ITACRONYMSBDATEACEAMbusiness, data, applications,and technologyEnterprise ArchitectureCouncilEnterprise ArchitectureManagementIT-CMF IT Capability ManagementFrameworkITILInformation TechnologyInfrastructure LibraryFor more information on Intel IT best practices,visit www.intel.com/it.This paper is for informational purposes only. THIS DOCUMENT ISPROVIDED “AS IS” WITH NO WARRANTIES WHATSOEVER, INCLUDINGANY WARRANTY OF MERCHANTABILITY, NONINFRINGEMENT, FITNESSFOR ANY PARTICULAR PURPOSE, OR ANY WARRANTY OTHERWISEARISING OUT OF ANY PROPOSAL, SPECIFICATION OR SAMPLE. Inteldisclaims all liability, including liability for infringement of any proprietaryrights, relating to use of information in this specification. No license, expressor implied, by estoppel or otherwise, to any intellectual property rights isgranted herein.Intel and the Intel logo are trademarks of Intel Corporation in the U.S. andother countries.* Other names and brands may be claimed as the property of others.Copyright © 2011 Intel Corporation. All rights reserved.Printed in USA0511/IPKA/KC/PDFPlease Recycle324599-001US
- Page 4 and 5: IT@Intel White PaperDeveloping a St
unifying all information about each <strong>Intel</strong>customer. Today, such information maybe held in variety of systems. The newarchitecture defines an end-to-end viewacross the customer life cycle, fromsales leads to support. This helps guideimplementation and improve data quality.CONCLUSIONOver the past decade, <strong>Intel</strong> IT hastransformed our enterprise architecturepractice into a strategic capability basedon a common set of methods and tools.<strong>Enterprise</strong> architects partner with <strong>Intel</strong>IT engineering and operations teamsto create solutions; the deliverables—Strategic, Reference, and Solution<strong>Architecture</strong>s—are used by all majorIT projects within <strong>Intel</strong> IT.Within <strong>Intel</strong> overall, there are now more than150 enterprise architects. About 60 workin our core enterprise architecture group,and 40 are associated with specific <strong>Intel</strong>business groups.We continue to work on improving our practice byapplying a structured assessment methodologyand focusing on the recommendations identifiedin each assessment. Our goal is to continue toincrease the reach and process sophisticationof our practice. This will help acceleratedevelopment timelines and reduce complexityand risk due to simplified design and reuse oftechnology and processes.FOR MORE INFORMATIONVisit www.intel.com/it to find whitepapers on related topics:• “Optimizing the Value of TechnologyInvestments with IT Strategic Planning”CONTRIBUTORSSteve BirkelDirector of <strong>Enterprise</strong> <strong>Architecture</strong>,<strong>Intel</strong> ITMartin CurleySenior Principal Engineer and Directorof <strong>Intel</strong> Labs EuropeMark KachmarekStrategic Planning Manager, <strong>Intel</strong> ITACRONYMSBDATEACEAMbusiness, data, applications,and technology<strong>Enterprise</strong> <strong>Architecture</strong>Council<strong>Enterprise</strong> <strong>Architecture</strong>ManagementIT-CMF IT Capability ManagementFrameworkITILInformation TechnologyInfrastructure LibraryFor more information on <strong>Intel</strong> IT best practices,visit www.intel.com/it.This paper is for informational purposes only. THIS DOCUMENT ISPROVIDED “AS IS” WITH NO WARRANTIES WHATSOEVER, INCLUDINGANY WARRANTY OF MERCHANTABILITY, NONINFRINGEMENT, FITNESSFOR ANY PARTICULAR PURPOSE, OR ANY WARRANTY OTHERWISEARISING OUT OF ANY PROPOSAL, SPECIFICATION OR SAMPLE. <strong>Intel</strong>disclaims all liability, including liability for infringement of any proprietaryrights, relating to use of information in this specification. No license, expressor implied, by estoppel or otherwise, to any intellectual property rights isgranted herein.<strong>Intel</strong> and the <strong>Intel</strong> logo are trademarks of <strong>Intel</strong> Corporation in the U.S. andother countries.* Other names and brands may be claimed as the property of others.Copyright © 2011 <strong>Intel</strong> Corporation. All rights reserved.Printed in USA0511/IPKA/KC/PDFPlease Recycle324599-001US
Change language