Exploring Tasks, Roles,

and Tools

This Chapter
Discovering common tasks
Identifying enterprise architecture roles
Investigating enterprise architecture frameworks

Identifying data requirements

Classifications of data used by the organization.
Determines the appropriate security measures.

Location of the data, such as on desktop

computers, on servers, or in databases.
Iidentifies redundancy.

Users of the data, including employees,

customers, partners, or the general public.
Aids in defining security controls and mechanisms for
availability and access management.

Defining technical standards

Workstation and server configurations, including fair use and
storage limitation policies.
Approved software, from operating systems to business
productivity suites, including malware defense policies.
Network hardware components, such as routers and switches,
together with remote access and mobile access policies.
Application development methodologies, including policies for
documentation and code review.
Networking and communication protocols, in addition to VPN
(virtual private network) and RADIUS (Remote Authentication
Dial-In User Service) policies.

Knowing the Roles of Enterprise

Architecture
Chief architect
Lead architect
Technology architect
Software or application architect
Business architect
Data architect

Chief architect
Identifying and analyzing risk factors, such as the
potential of exposing protected data or creating security
vulnerabilities during transition from one solution to
another
Acting as the final arbitrator in solution negotiation for
conflicts that arise from changes
Providing leadership

Lead architect
Leading implementation teams
Establishing operational standards
Coordinating change management

Technology architect
Network components, including routers, switches, and
firewalls
Enterprise software solutions, including e-mail,
messaging, and content management
Computing platforms and operating systems
Integration of dissimilar technological components into
a single functioning architecture, such as servers with
different operating systems or a mixture of open source
and commercial enterprise applications

Software or application architect

Determining the software development process to use
Creating application deployment strategies
Integrating applications
Providing data resource management and coordination
between software development and resources managed
by the data architect role
Specifying requirements for reusable components

Business architect
Identifying the need for a customer relationship
management (CRM) solution and determining its
appropriate use
Deciding whether to extend the organizations intranet
to business partners, thereby creating an extranet
Identifying the need for a network solution to replace
standalone machines

Data architect
Analyzing the organizations data requirements and
designing appropriate data repositories (as in data
modeling)
Creating and maintaining data dictionaries
Defining and designing the flow of data internally
(between applications) and externally (to and from a
customer or partner)
Planning data migrations
Providing guidance to database administrators

The Right Tool for the Right Job

IT governance
Enterprise architecture frameworks
Project management

IT governance
Communication among the following organizational roles,
with regard to information technology:
Strategic (chief officers, vice presidents, directors)
Operational (managers, team leaders, partner representatives)
Infrastructure (technology implementers, training staff)

Technological decisions in alignment with business

requirements
Mitigation of IT risks
Proper management of technological resources
IT performance measurement

COBIT
Control Objectives for Information and related Technology
(COBIT)
Highly detailed governance model developed by the
Information Systems Audit and Control Association (ISACA)
and managed by the IT Governance Institute (ITGI).
COBIT defines control objectives (high-level requirements)
for 34 processes to assist with managing and controlling
information in order to support business objectives.
Provides guidance on using metrics to determine a
maturity model for your organizations IT processes

Cobit Framework
Plan and Organise (PO)Provides
direction to solution delivery (AI) and
service delivery (DS)
Acquire and Implement (AI)
Provides the solutions and passes
them to be turned into services
Deliver and Support (DS)
Receives the solutions and makes
them usable for end users
Monitor and Evaluate (ME)
Monitors all processes to ensure that
the direction provided is followed

ITIL
Information Technology Infrastructure Library (ITIL)
Developed by the Office of Government Commerce
(United Kingdom)
A framework of best practices covering IT services and
operations management.
Requires strong management support and commitment,
and it may take three to five years to implement fully.
Visit www.itil-officialsite.com.

ITIL Framework

ISO/IEC 38500:2008
A standard for IT governance
Published by the International Organization for Standardization (ISO)
and the International Electrotechnical Commission (IEC) in 2008
This high-level standard provides guidance to management on the
role of the governing body and the use of information technology in
the organization.
Applicable to public, private, and not-for-profit corporations, as well
as government entities, regardless of size.
Visit
www.iso.org/iso/iso_catalogue/catalogue_tc/catalogue_detail.htm?
csnumber=51639

Enterprise architecture frameworks

Zachman Framework
TOGAF
FEAF
Gartner Enterprise Architecture Framework

Zachman Framework
The Zachman Framework is a high-level model developed by the
Zachman Institute.
Contains no methodology or processes;
Focuses on views, definitions, relationships, and objects, both physical
(such as equipment or facilities) and conceptual (such as a business
unit or an enterprise).
Who, what, how, when, where, and why as they apply to concepts
such as scope, business processes, requirements, solutions
development, and deployment.
The Zachman Framework is an excellent starting point for mapping
out architecture processes and for identifying gaps.
visit www.zachmaninternational.com.

TOGAF
The Open Group Architecture Framework (TOGAF)
Developed by the Open Group, a platform-neutral, vendorneutral consortium whose members include vendors,
colleges and universities, and technology companies.
TOGAF consists of a methodology as well as a modeling
system and is compatible with other enterprise
architecture frameworks.
Its architecture development method begins with analysis
and ends with an implemented enterprise architecture.
Visit www.opengroup.org/togaf.

TOGAF
Technical
Reference
Model

TOGAF
Architectur
al
Developme
nt Model

FEAF
The Federal Enterprise Architecture Framework (FEAF)
Designed for federal agencies.
FEAF includes comprehensive modeling and methodology components that
are designed to work in highly complex environments.
Its modeling components focus on business; IT system components,
technologies, and standards; data; and performance.
Its methodology includes analysis, definition, funding, and project
management.
The FEAF may not be useful to private sector companies unless they do
business with the federal government.
Visit The Chief Information Officers Council Web site at
www.cio.gov/library_category2.cfm/structure/Enterprise
%20Architecture/category/Enterprise%20Architecture

Gartner Enterprise Architecture

Framework
Developed by Gartner Research, a well-known IT research and consulting
organization
Framework to work with both commercial and open source environments.
The framework provides a model for examination of business,
information, and technology requirements and concerns in the
overlapping context of both enterprise architecture and business.
While it may not have as many reference guides as some other
frameworks, its supported by a large body of ongoing research.
Visit www.gartner.com.
Gartner provides research and advising as a commercial, fee-based
service. It has proven to be an excellent resource for medium to large
enterprises.

Project management
Initiation
Planning
Implementation
Monitoring
Completion

Project management methodology

Project Management Institutes (PMI)
Project Management Body of Knowledge (PMBOK)

The United Kingdoms Office of Government

Commerces (OGC)
PRojects IN Controlled Environments (PRINCE2)

Project Management Body of

Knowledge
Project Management Framework