Enterprise Architecture Firm of the Year 2018

We are delighted to announce that, for the second year running, EAS has won top place in Corporate Live Wires’ Innovation & Excellence Awards.  Following on from receiving the award for Innovation in Enterprise Architecture 2017, this year we have been named as Enterprise Architecture Firm of the Year 2018 based on Essential and our consulting work around it.

The Innovation & Excellence Awards are judged by a panel of industry experts following nominations from the wider community.  The Essential Project, the world’s most popular open-source EA Tool, is now available as SaaS through Essential Cloud.  EAS, Essential’s founders, are all practising architects and we continue to extend and improve Essential by listening to our clients and our community and reacting to their needs.  We were first to exploit the connection between the information required for EA and GDPR and launch a GDPR support pack, bringing massive benefits to both the Compliance and EA Teams within an organisation.

We are continuing to develop Essential to support our customers and our community; look out for our innovative data capture and maintenance solution which will ease the burden of data management and revolutionise EA!

The EUs Gift to Enterprise Architects

Interesting article from John – ‘The EUs gift to Enterprise Architects‘ – discusses how EAs can make best use of the data that GDPR is forcing organisations to collect and keep updated, to increase credibility and value to the business.  Essential’s GDPR Monitoring pack uses this information to provide GDPR support, but also harnesses this data to allow analysis of more traditional EA fare, such as APM, Data Management and so on.  See a demo here, and our ‘5 Steps to Effective GDPR Monitoring‘ blog here.

 

Essential Version 6.1.1 Released

Essential v6.1.1 is now available from the downloads section of the website.

We’ve promoted some of the views that we’ve been trying out in the labs, including the NIST mapping and a couple of Business Capability to Technology views.  We’ve also enhanced some of the OOtB views, such as the Business Process Model, the Business Capability Model and the Technology Platform Model.  Meta Model extensions include a new class of ‘Business Process Family’ to make it easier to model and analyse standard and non-standard processes.

Full details of all the changes can be found in the release notes.

EA Tools vs Modelling Tools

We’ve had a few questions recently about why Essential doesn’t provide a greater ability to draw pictures, which is part of the broader question regarding the difference between EA tools and Modelling tools.  Essential is primarily an EA tool and so is focused on supporting the objectives of CxOs and EAs/Chief Architects, with some support for Solution Architects; Diagram-driven, solution modelling tools, however, are focused on supporting Solution Architects in their design work, but do not provide visualisations that can support the key requirements of the EAs/Chief Architects or the CxO’s objectives.  Beyond an overall all systems wiring diagram to show complexity (and used for effect), it’s difficult to think of many more Visio-type diagrams you’d put in front of an CxO.

We’ve drawn up a slide that explains the objectives of the different roles and how Essential can support each, and we’ve also taken the opportunity to update the demo viewer to show the support for the different roles, so there is now a CxO portal, an EA portal and a Solution Architects portal*.

EA Tools vs Modelling Tools

We are aware that many organisations want a tool that supports all three roles and so we are working on the ability to import and export from Visio, which will extend Essential’s reach.  Added to this is Essential’s ability to support an organisation beyond the scope of just IT, for example with our GDPR or Strategic Resource Optimisation pack, and Essential provides an organisational support tool that is unique in its field.

Just one final point, we noted Mega’s press release on 3/10/2017, ‘MEGA is First EA Vendor with Unique GDPR Solution’.  That’s not strictly true, as the Essential GDPR Solution was launched on 28/7/2017!  And to be honest we’ve had clients using our PII solution, the foundation for GDPR, since 2013, something none of the other EA tools did.  If you want to see a proven GDPR tool, give us a call or drop us an e-mail.

*The Essential Viewer can be configured directly in Essential, so organisations can easily create and configure multiple portals to suit their needs.  Essential Cloud also gives the ability to control access to views, and even redact specific data in views, by role or individual.

 

Essential GDPR Launched

Our GDPR pack is now ready for use.  Unique in the marketplace, it supports business questions such as ‘do I have a legal basis for using this data?’ and ‘have I captured the client’s consent?’ as well as technical access and security questions, such as ‘where is my data most at risk?’.  Most other tools are focused on one or other end of this spectrum.  High level dashboards show where the GDPR compliance issues exist, and drill down capabilities allow you to hone in on the exact process, application or technology that is the cause of the risk.

We have partnered with UST to, optionally, incorporate the use of their ground-breaking data discovery tool which can identify structured and unstructured GDPR data in databases and document stores across the organisation. This not only eases the burden of data capture but also provides an invaluable cross-check of information provided through more traditional means.

A sample of the dashboards are shown below, or you can read further information, access the GDPR demo viewer, or sign up  here.

Data Lens

You may have noticed from our site that the Data Lens is in beta.  It’s a lens that we’ve developed because we’ve been continually told that people don’t have control of their data.

In our EA consulting, we have seen:

  • Organisations that were unwittingly reporting incorrect MI figures because data was inaccurate or incomplete
  • Projects that intended to master and duplicate data that already existed in the organisation
  • Inconsistency in what people thought certain data was
  • Differing views on where data was sourced from
  • Projects repeating the same data collection work, asking the same questions again

The Data Lens looks to address this by bringing transparency and coherence to your data estate.  It is aimed at supporting the demands of people wanting to use data, such as:

  • Data Lake or Analytics efforts, which need to know information such as where data is sourced from, what terms are used for the same data, e.g. client and customer, how good the data is in terms of quality and completeness, etc.
  • Platform projects need to know where data masters exist, where data flows, how data is transformed, etc.
  • Any data rationalisation project needs to know where master sources of data exist, where duplication exists and how data is used.
  • Plus, Data Scientists need to understand the sources of data available for their analysis

The lens addresses these needs by providing a number of views and tools.

The Data Definition views provide data definitions, summaries and dynamically produced data models.

The Data Architecture Analysis views are geared towards you understanding sources of data, data flows, where duplication exists, etc.

Data Management is where the lens excels.  You are able to understand data quality across a number of criteria and see sources of data.  The Quality Dashboard shows the quality of the key data required to support your strategic objectives and business capabilities, and also the initiatives impacting that data.  This allows you to identify where your data initiatives may need to be focused to improve your business data output and enable your strategy.  The Data Quality Analysis page lets you pick the data you need and it then shows you where to source it from, plus the quality, completeness and accuracy of that data. This is really useful if you are using the data for other purposes, e.g. MI reporting or analytics. The data dashboard provides and summary view of your data which you can drill down into.

We see the Data Lens acting as the bridge between the tools that are more focused on the physical data layer, and which typically meet the needs of the technical teams but not the business users or the data scientists.  Equally, where you have conceptual data in a tool, the lens can act as the bridge to the physical data, removing the gap between the conceptual and physical layers, bringing context and meaning to the data.

The lens is currently in beta but we are allowing organisations to register an interest and we would love to get any feedback on the lens.

IRM UK EA Conference – Outsourcing and EA

I presented a session on Outsourcing and EA at the IRM EA conference last week; specifically how, as Enterprise Architects, we are in a prime position to ensure that outsourcing deals are both created and run effectively as we are in the unique position of having the knowledge and understanding of both the business and IT across the entire enterprise.  We likened EA’s to the Spartans in the battle of Thermopylae who held off an army of (allegedly) a million men for seven days with only 300 warriors – primarily because they understood and had a map of the landscape.  (Unfortunately they were betrayed and slaughtered after a week – hopefully the analogy doesn’t stretch that far!).

Research by both Gartner and AT Kearney suggests that around 1/3rd of outsource initiatives fail.  We discussed how use of our architecture knowledge and artefacts can mitigate the risks of failure and how EA can be used to bring greater success.  We touched on our work to help organisations use EA and Essential together to reduce the outsource transition time (from idea to completed transition to a new provider) from a typical 18-24 months to 6-9 months, which addresses a key concern raised by the FCA.  We showed some examples of how Essential has been used to support such initiatives across a number of organisations.

The conference itself was very interesting and it seems to me that EA is really coming of age – there were many talks showing how EA is used in organisations to provide real and concrete benefit to senior managers.

If you would like a copy of the presentation then drop me an e-mail at the info at e-asolutions.com address.

Surf’s up! Essential catches the Forrester Wave™

Enterprise Architecture Solutions Ltd (EAS), sole sponsor of the Essential Project and developer of the Essential Architecture Manager software, has been identified by Forrester Research as one of the ten most significant providers of enterprise architecture management suites (EAMS).  In this year’s Forrester Wave™ covering EAMS, the research firm has reported extensively on those selected software providers based on their breadth of EA coverage (business/technology orientation and strategy/projects focus), as well as on their ability to serve four common EA objectives:

  • Manage cost and complexity
  • Ensure high-quality and efficient business solutions
  • Set technology strategy, innovate and govern
  • Business/IT planning and alignment

Based on a thorough evaluation of the Essential Architecture Manager Version 4, Forrester rated EAS as a “strong performer”, which they define as being able to demonstrate strong functionality in supporting most or all EA objectives.

For further information please contact Forrester Research Inc., and request the report entitled “The Forrester Wave™: EA Management Suites”, Q2 2013.

The Essential Project team are thrilled to be included in the latest Forrester Wave™. We have long believed that the Essential Architecture Manager offers a compelling EA solution for all sizes and types of organisation, but inclusion in the Forrester Wave™ is a great reflection on the maturity of our offering. We have some powerful innovations planned for 2013, so rest assured that we are not resting on our laurels.

Finally, we would like to say thank you to the international Essential Community for helping us to evolve and shape the Essential software platform.

The Clash between Enterprise Architecture and Project Management

Most organisations experience tensions between the central enterprise architecture team and the solution architects assigned to projects. While the enterprise architects are keen to assure the integrity of the overall business operating model and its IT support, project managers and architects are motivated by the need to deliver local solutions in line with agreed project budgets and schedules. When these interests conflict, the project managers often win the day. This is because change projects draw upon strong business support, while the enterprise architects are seen as serving a worthy but less tangible cause. The predictable result is a proliferation of incompatible solutions.

We have observed several practices used by companies to address these conflicts of interest:

  • Provide strong governance mechanisms
    An organization’s enterprise architecture should be derived directly from its business and IT strategies. Governance mechanisms with executive-level support should be set up to ensure that the business change portfolio is aligned with these strategies and the architecture. Effective governance will ensure that enterprise-level architectural principles are developed and observed. It should also provide an escalation process for handling challenges to these principles.
  • Keep the enterprise architecture up to date
    Regular updating of enterprise architecture models and standards is needed to reflect changes in business strategy or in available technology options. A common criticism of enterprise architects is that they focus on the re-use of existing IT assets at the expense of new technologies or innovative uses of IT. We know of one company that counters this by linking its enterprise architects with centres of excellence in areas such as portal development. When change projects draw upon the expertise of these centres, the solutions they present already conform to the organisation’s architectural principles. In another company the enterprise architects form ‘skunkworks’ teams for evaluating new technologies, and project team staff are then co-opted into these teams. In this way, the enterprise architecture function is seen as being at the forefront of innovation.
  • Build enterprise architecture into the change management process
    A powerful way of avoiding conflicts is to integrate enterprise architecture into the project delivery process. This starts by involving enterprise architects in the formative stages of any new change project well before any decisions on solutions have been made. The enterprise architects can then guide the selection process to encourage use of standard offerings. During the course of the project they can help resolve design problems and facilitate discussions of issues concerning the operating model with the business – they will thus be seen to add value, rather than impede progress. Moving staff between development projects and the enterprise architecture team can also create greater awareness of the broader architectural context.
  • Help project teams document their solutions
    Even the best run systems development shops struggle to ensure that projects are adequately documented. By providing projects with standard ways of recording the metadata that spans business and IT capabilities, the enterprise architecture function can reinforce the necessary disciplines. Note that the Essential Architecture Manager enables such metadata to be easily recorded by non-specialist project staff in a standard way. This means that much of the routine metadata capture process can be handed off to the projects, thus providing more time for the skilled enterprise architects to concentrate on the more challenging modelling and analysis tasks.
  • Establish sanctions for non-conformance
    Some organisations have established sanctions on change projects that fail to conform to enterprise architecture standards. In one case, divergent projects are required to plan and budget for subsequent remediation remedies. In another company the financial consequences of non-conformance are notified to the corporate CFO, who then adds the resulting amounts to the contributions that business units are required to deliver on a quarterly basis. Such sanctions can be effective, but we believe that for the most part positive reinforcement measures will work best.

Finding the right approach for your particular organisation can help build credibility and success for your EA initiative. Whilst the tension between EA and Project Management is inevitable, we have shown that it is something that can be managed and even leveraged to deliver a positive outcome for your organisation.

Essential Affiliate Training Course

EAS, sponsors of the Essential project, recently held its first Essential training course for people looking to become affiliates of EAS, specialising in Essential. The delegates were from a wide range of geographical locations and so web based training seemed like the obvious format, to allow everyone to attend without incurring prohibitive travel and accommodation fees. There was some concern over the format as, although we’ve completed many different class room based courses and webinars over the years, we have not been involved in a full five day web based training course, either as presenters or delegates. We decided to split the five day course over a three week period as we had a gut feeling that five days of online training on the trot could prove difficult in terms of concentration and focus. I’m pleased to say that this format worked well and that the course was a resounding success!

Delegates commented that the web based format did not actually seem very different to being in a classroom. The sound was clear and the screen sharing not only allowed delegates to see the presenters screen for slides and demo’s, but also allowed them to share their own screen when completing exercises, if there were things they wanted to discuss or point out. They also found that it was just as easy to ask questions or have a discussion during the web training as it is in a classroom. As a trainer it did at times feel a bit odd – rather like you are talking to yourself! However, the course is designed to be interactive, with discussion points and exercises, so there wasn’t much time of just trainer talk, which is crucial in any training environment, but especially over the web!

The course covered all layers of the architecture and meta model, with the focus being on understanding the details of the meta model, our interpretation of EA and how we use Essential to support that. There is a lot of material and concepts to cover in a relatively short time, and so the delegates were pushed quite hard. They found that the split of the course over three weeks not only helped with their geographic location and availability, but it also proved extremely useful as it gave the time to fully digest the materials and contextualise the content to their own individual situations before moving on.

The feedback was very positive, both in terms of the quality of the training and also relating to the attendees views of Essential. The affiliates (as they are now) found that the course brought Essential to life and they were very impressed with its capabilities, particularly in the new information layer – which will be released shortly.

We are now advertising for our next Affiliate training course, which should take place in June/July and will again be web based. If you are interested we’d love to hear from you.

Of course training is not just for affiliates. If you are an organisation that has been using Essential, or if you’re new to it, you might find that a little training goes a long way in helping you and your team get up to speed with Essential and push your architecture efforts forward at a faster pace. If you are interested in receiving information on Essential training, please complete the Training Enquiry form.