Category Archives: Certifications

Brand Marketing of Standards

By Allen Brown, President and CEO, The Open Group

Today everyone is familiar with the power of brands. Managed well, they can develop strong biases amongst customers for the product or service, resulting in greatly increased revenues and profits. Managed badly, they can destroy a product or an organization.

I was sitting in San Francisco International Airport one day. A very loud couple was looking for somewhere to get coffee. The wife said, “There’s a Peet’s right here.” Angrily the husband replied, “I don’t want Peet’s, I want Starbucks!”

A jewelry retailer in the UK had grown, in six years, from having 150 stores to more than 2,000, with 25,000 staff and annual sales of £1.2 billion. Then at the Institute of Directors conference at the Royal Albert Hall in 1991, he told an audience of 5,000 business leaders the secret of his success. Describing his company’s products, he said: ‘We also do cut-glass sherry decanters complete with six glasses on a silver-plated tray that your butler can serve you drinks on, for £4.95. People say “How can you sell this for such a low price?”  I say, because it’s total crap.’  As if that were not enough, he added that his stores’ earrings were ‘cheaper than a prawn sandwich, but probably wouldn’t last as long’.

It was a joke that he had told before but this time it got into the press. Hordes of people queued at his stores, immediately that word got out, to return everything from earrings to engagement rings. The company was destroyed.

The identity of a brand emerges through communication backed up by a promise to customers. That promise can be a promise of quality or service or innovation or style. Or it can be much less tangible: “people like you buy this product”, for example.

Early in my career, I worked for a company that was in the business of manufacturing and marketing edible oils and fats – margarines, cooking oils and cooking fat.   When first developed, margarine was simply a substitute for the butter that was in short supply in the UK during wartime. But when butter once again became plentiful, the product needed to offer other advantages to the consumer. Research focused on methods to improve the quality of margarine–such as making it easier to spread, more flavorful and more nutritious.

At the time there were many brands all focused on a specific niche which together amounted to something like a 95% market share. Stork Margarine was promoted as a low cost butter substitute for working class households, Blue Band Margarine was positioned slightly up-market, Tomor Margarine for the kosher community, Flora Margarine was marketed as recommended by doctors as being good for the heart and so on. Today, Unilever continues to market these brands, amongst many others, successfully although the positioning may be a little different.

Creating, managing and communicating brands is not inexpensive but the rewards can be significant. There are three critical activities that must be done well. The brand must be protected, policed and promoted.

Protection starts with ensuring that the brand is trademarked but it does not end there. Consistent and correct usage of the brand is essential – without that, a trademark can be challenged and the value of the brand and all that has been invested in it can be lost.

Policing is about identifying and preventing unauthorized or incorrect usage of the mark by others. Unauthorized usage can range from organizations using the brand to market their own products or services, all the way up to counterfeit copies of the branded products. Cellophane is a registered trademark in the UK and other countries, and the property of Innovia Films. However, in many countries “cellophane” has become a generic term, often used informally to refer to a wide variety of plastic film products, even those not made of cellulose,such as plastic wrap, thereby diminishing the value of the brand to its owner. There are several other well-known and valuable marks that have been lost through becoming generic – mostly due to the brand owner not insisting on correct usage.

Promotion begins with identifying the target market, articulating the brand promise and the key purchase factors and benefits. The target market can be consumers or organizations but at the end of the day, people buy products or services or vote for candidates seeking election and it is important to segment and profile the target customers sufficiently and develop key messages for each segment.

Profiling has been around for a long time: the margarine example shows how it was used in the past.   But today consumers, organization buyers and voters have a plethora of messages targeted at them and through a broader than ever variety of media, so it is critical to be as precise as possible. Some of the best examples of profiling, such as soccer moms and NASCAR dads have been popularized as a result of their usage in US presidential election campaigns.

In the mid-1990’s X/Open (now part of The Open Group) started using branding to promote the market adoption of open standards. The members of X/Open had developed a set of specifications aimed at enabling portability of applications between the UNIX® systems of competing vendors, which was called the X/Open Portability Guide, or XPG for short.

The target market was the buyers of UNIX systems. The brand promise was that any product that was supplied by the vendors that carried the X/Open brand conformed to the specification, would always conform and, in the event of any non-conformance being found, the vendor would, at their own cost, rectify the non-conformance for the customer within a prescribed period of time. To this day, there has only ever been one report of non-conformance, an obscure mathematical result, reported by an academic. The vendor concerned quickly rectified the issue, even though it was extremely unlikely that any customer would ever be affected by it.

The trademark license agreement signed by all vendors who used the X/Open brand carried the words “warrant and represent” in support of the brand promise. It was a significant commitment on the part of the vendors as it also carried with it significant risk and potential liability.   For these reasons, the vendors pooled their resources to fund the development of test suite software, so they could better understand the commitment they had entered into. These test suites were developed in stages and, over time, their coverage of the set of specifications grew.

It was only later that products had to be tested and certified before they could carry the X/Open brand.

The trademark was, of course protected, policed and promoted. Procurements that could be identified, which were mostly government procurements, were recorded and totaled in excess of $50bn in a short period of time. Procurements by commerce and industry were more difficult to track, but were clearly significant.

The XPG brand program was enormously successful and has evolved to become the UNIX® brand program and, in spite of challenges from open source software, continues to deliver revenues for the vendors in excess of $30bn per annum.

When new brand programs are contemplated, an early concern of both vendors and customers is the cost. Customers worry that the vendors will pass the cost on to them; vendors worry that they will have to absorb the cost. In the case of XPG and UNIX, both sides looked not at the cost but at the benefits. For customers, even if the vendors had passed on the cost, the savings that could be achieved as a result of portability in a heterogeneous environment were orders of magnitude greater. For vendors, in a competitive environment, the price that they can charge customers, for their products, is dictated by the market, so their ability to pass on the costs of the branding program, directly to the customer, is limited. However, the reality is that the cost of the branding program pales into insignificance when spread over the revenue of related products. For one vendor we estimate the cost to be less than 100th of 1% of related revenue. Combine that with a preference from customers for branded products and everybody wins.

So the big question for vendors is: Do you see certification as a necessary cost to be kept as low as possible or do you see brand marketing of open standards, of which certification is a part, as a means to grow the market and your share of that market?

The big question for customers is: Do you want to negotiate and enforce a warranty with every vendor and in every contract or do you want the industry to do that for you and spread the cost over billions of dollars of procurements?

brown-smallAllen Brown is President and CEO of The Open Group – a global consortium that enables the achievement of business objectives through IT standards.  For over 15 years, Allen has been responsible for driving The Open Group’s strategic plan and day-to-day operations, including extending its reach into new global markets, such as China, the Middle East, South Africa and India. In addition, he was instrumental in the creation of the Association of Enterprise Architects (AEA)., which was formed to increase job opportunities for all of its members and elevate their market value by advancing professional excellence.

 

 

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Filed under Brand Marketing, Certifications, Standards, Uncategorized, UNIX

ArchiMate® Users Group Meeting

By The Open Group

During a special ArchiMate® users group meeting on Wednesday, May 14 in Amsterdam, Andrew Josey, Director of Standards within The Open Group, presented on the ArchiMate certification program and adoption of the language. Andrew is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF® 9.1, ArchiMate 2.1, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4.

ArchiMate®, a standard of The Open Group, is an open and independent modeling language for Enterprise Architecture that is supported by different vendors and consulting firms. ArchiMate provides instruments to enable Enterprise Architects to describe, analyze and visualize the relationships among business domains in an unambiguous way. ArchiMate is not an isolated development. The relationships with existing methods and techniques, like modeling languages such as UML and BPMN, and methods and frameworks like TOGAF and Zachman, are well-described.

In this talk, Andrew provided an overview of the ArchiMate 2 certification program, including information on the adoption of the ArchiMate modeling language. He gave an overview of the major milestones in the development of Archimate and referred to the Dutch origins of the language. The Dutch Telematica Institute created the Archimate language in the period 2002-2004 and the language is now widespread. There have been over 41,000 downloads of different versions of the ArchiMate specification from more than 150 countries. At 52%, The Netherlands is leading the “Top 10 Certifications by country”. However, the “Top 20 Downloads by country” is dominated by the USA (19%), followed by the UK (14%) and The Netherlands (12%). One of the tools developed to support ArchiMate is Archi, a free open-source tool created by Phil Beauvoir at the University of Bolton in the UK. Since its development, Archi also has grown from a relatively small, home-grown tool to become a widely used open-source resource that averages 3,000 downloads per month and whose community ranges from independent practitioners to Fortune 500 companies. It is no surprise that again, Archi is mostly downloaded in The Netherlands (17.67%), the United States (12.42%) and the United Kingdom (8.81%).

After these noteworthy facts and figures, Henk Jonkers took a deep dive into modeling risk and security. Henk Jonkers is a senior research consultant, involved in BiZZdesign’s innovations in the areas of Enterprise Architecture and engineering. He was one of the main developers of the ArchiMate language, an author of the ArchiMate 1.0 and 2.0 Specifications, and is actively involved in the activities of the ArchiMate Forum of The Open Group. In this talk, Henk showed several examples of how risk and security aspects can be incorporated in Enterprise Architecture models using the ArchiMate language. He also explained how the resulting models could be used to analyze risks and vulnerabilities in the different architectural layers, and to visualize the business impact that they have.

First Henk described the limitations of current approaches – existing information security and risk management methods do not systematically identify potential attacks. They are based on checklists, heuristics and experience. Security controls are applied in a bottom-up way and are not based on a thorough analysis of risks and vulnerabilities. There is no explicit definition of security principles and requirements. Existing systems only focus on IT security. They have difficulties in dealing with complex attacks on socio-technical systems, combining physical and digital access, and social engineering. Current approaches focus on preventive security controls, and corrective and curative controls are not considered. Security by Design is a must, and there is always a trade-off between the risk factor versus process criticality. Henk gave some arguments as to why ArchiMate provides the right building blocks for a solid risk and security architecture. ArchiMate is widely accepted as an open standard for modeling Enterprise Architecture and support is widely available. ArchiMate is also suitable as a basis for qualitative and quantitative analysis. And last but not least: there is a good fit with other Enterprise Architecture and security frameworks (TOGAF, Zachman, SABSA).

“The nice thing about standards is that there are so many to choose from”, emeritus professor Andrew Stuart Tanenbaum once said. Using this quote as a starting point, Gerben Wierda focused his speech on the relationship between the ArchiMate language and Business Process Model and Notation (BPMN). In particular he discussed Bruce Silver’s BPMN Method and Style. He stated that ArchiMate and BPMN can exist side by side. Why would you link BPMN and Archimate? According to Gerben there is a fundamental vision behind all of this. “There are unavoidably many ‘models’ of the enterprise that are used. We cannot reduce that to one single model because of fundamentally different uses. We even cannot reduce that to a single meta-model (or pattern/structure) because of fundamentally different requirements. Therefore, what we need to do is look at the documentation of the enterprise as a collection of models with different structures. And what we thus need to do is make this collection coherent.”

Gerben is Lead Enterprise Architect of APG Asset Management, one of the largest Fiduciary Managers (± €330 billion Assets under Management) in the world, with offices in Heerlen, Amsterdam, New York, Hong Kong and Brussels. He has overseen the construction of one of the largest single ArchiMate models in the world to date and is the author of the book “Mastering ArchiMate”, based on his experience in large scale ArchiMate modeling. In his speech, Gerben showed how the leading standards ArchiMate and BPMN (Business Process Modeling Notation, an OMG standard) can be used together, creating one structured logically coherent and automatically synchronized description that combines architecture and process details.

Marc Lankhorst, Managing Consultant and Service Line Manager Enterprise Architecture at BiZZdesign, presented on the topic of capability modeling in ArchiMate. As an internationally recognized thought leader on Enterprise Architecture, he guides the development of BiZZdesign’s portfolio of services, methods, techniques and tools in this field. Marc is also active as a consultant in government and finance. In the past, he has managed the development of the ArchiMate language for Enterprise Architecture modeling, now a standard of The Open Group. Marc is a certified TOGAF9 Enterprise Architect and holds an MSc in Computer Science from the University of Twente and a PhD from the University of Groningen in the Netherlands. In his speech, Marc discussed different notions of “capability” and outlined the ways in which these might be modeled in ArchiMate. In short, a business capability is something an enterprise does or can do, given the various resources it possesses. Marc described the use of capability-based planning as a way of translating enterprise strategy to architectural choices and look ahead at potential extensions of ArchiMate for capability modeling. Business capabilities provide a high-level view of current and desired abilities of the organization, in relation to strategy and environment. Enterprise Architecture practitioners design extensive models of the enterprise, but these are often difficult to communicate with business leaders. Capabilities form a bridge between the business leaders and the Enterprise Architecture practitioners. They are very helpful in business transformation and are the ratio behind capability based planning, he concluded.

For more information on ArchiMate, please visit:

http://www.opengroup.org/subjectareas/enterprise/archimate

For information on the Archi tool, please visit: http://www.archimatetool.com/

For information on joining the ArchiMate Forum, please visit: http://www.opengroup.org/getinvolved/forums/archimate

 

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The Open Group Summit Amsterdam 2014 – Day Three Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

May 14, day three of The Open Group Summit Amsterdam, was another busy day for our attendees and presenters.  Tracks included ArchiMate®The Open Group Open Platform 3.0™-Big Data, Open CITS, TOGAF®, Architecture Methods and Professional Development.

Mark Skilton, Professor of Practice, Information Systems Management, Warwick Business School, UK presented “Creating Value in the Digital Economy”. Skilton discussed how the digital media in social, networks, mobile devices, sensors and the explosion of big data and cloud computing networks is interconnecting potentially everything everywhere – amounting to a new digital ecosystem.  These trends have significantly enhanced the importance of IT in its role and impact on business and market value locally, regionally and globally.

Other notable speakers included Thomas Obitz, Principal Advisor, KPMG, LLK, UK, and Paul Bonnie, Head of Architecture Office, ING, The Netherlands, who shared how standards, such as TOGAF®, an Open Group standard, are necessary and effective in the financial services industry.

During a special users group meeting in the evening, Andrew Josey, Director of Standards within The Open Group, presented the ArchiMate certification program and adoption of the language. . Andrew is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF® 9.1, ArchiMate 2.1, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4.

Andrew provided an overview of the ArchiMate 2 certification program, including information on the adoption of the ArchiMate modeling language. He discussed the major milestones in the development of ArchiMate and referred to the Dutch origins of the language. The ArchiMate language was developed beginning in 2002 and is now widespread.  There have been over 41,000 downloads of ArchiMate specifications from more than 150 countries.

Henk Jonkers, senior research consultant involved in BiZZdesign’s innovations in Enterprise Architecture (EA) and one of the main developers of the ArchiMate language, took a deep dive into modeling risk and security.

Henk JonkersHenk Jonkers, BiZZdesign

As a final farewell from Amsterdam, a special thanks goes to our sponsors and exhibitors during this dynamic summit:  BiZZdesign, MEGA, ARCA Strategic Group, Good e-Learning, Orbus Software, Corso, Van Haren, Metaplexity, Architecting the Enterprise, Biner and the Association of Enterprise Architects (AEA).

For those of you who attended the Summit, please give us your feedback! https://www.surveymonkey.com/s/AMST2014

Stay tuned for Summit proceedings to be posted soon!  See you at our event in Boston, Massachusetts July 21-22!

 

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The Open Group Summit Amsterdam 2014 – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

On Tuesday, May 13, day two of The Open Group Summit Amsterdam, the morning plenary began with a welcome from The Open Group President and CEO Allen Brown. He presented an overview of the Forums and the corresponding Roadmaps. He described the process of standardization, from the initial work to a preliminary standard, including review documents, whitepapers and snapshots, culminating in the final publication of an open standard. Brown also announced that Capgemini is again a Platinum member of The Open Group and contributes to the realization of the organization’s objectives in various ways.

Charles Betz, Chief Architect, Signature Client Group, AT&T and Karel van Zeeland, Lead IT4IT Architect, Shell IT International, presented the second keynote of the morning, ‘A Reference Architecture For the Business of IT’.  When the IT Value Chain and IT4IT Reference Architecture is articulated, instituted and automated, the business can experience huge cost savings in IT and significantly improved response times for IT service delivery, as well as increasing customer satisfaction.

AmsterdamPlenaryKarel van Zeeland, Charles Betz and Allen Brown

In 1998, Shell Information Technology started to restructure the IT Management and the chaos was complete. There were too many tools, too many vendors, a lack of integration, no common data model, a variety of user interfaces and no standards to support rapid implementation. With more than 28 different solutions for incident management and more than 160 repositories of configuration data, the complexity was immense. An unclear relationship with Enterprise Architecture and other architectural issues made the case even worse.

Restructuring the IT Management turned out to be a long journey for the Shell managers. How to manage 1,700 locations in 90 countries, 8,000 applications, 25,000 servers, dozens of global and regional datacenters,125,000 PCs and laptops, when at the same time you are confronted with trends like BYOD, mobility, cloud computing, security, big data and the Internet of Things (IoT).  According to Betz and van Zeeland, IT4IT is a promising platform for evolution of the IT profession. IT4IT however has the potential to become a full open standard for managing the business of IT.

Jeroen Tas, CEO of Healthcare Informatics Solutions and Services within Philips Healthcare, explained in his keynote speech, “Philips is becoming a software company”. Digital solutions connect and streamline workflow across the continuum of care to improve patient outcomes. Today, big data is supporting adaptive therapies. Smart algorithms are used for early warning and active monitoring of patients in remote locations. Tas has a dream, he wants to make a valuable contribution to a connected healthcare world for everyone.

In January 2014, Royal Philips announced the formation of Healthcare Informatics Solutions and Services, a new business group within Philips’ Healthcare sector that offers hospitals and health systems the customized clinical programs, advanced data analytics and interoperable, cloud-based platforms necessary to implement new models of care. Tas, who previously served as the Chief Information Officer of Philips, leads the group.

In January of this year, The Open Group launched The Open Group Healthcare Forum whichfocuses on bringing Boundaryless Information Flow™ to the healthcare industry enabling data to flow more easily throughout the complete healthcare ecosystem.

Ed Reynolds, HP Fellow and responsible for the HP Enterprise Security Services in the US, described the role of information risk in a new technology landscape. How do C-level executives think about risk? This is a relevant and urgent question because it can take more than 243 days before a data breach is detected. Last year, the average cost associated with a data breach increased 78% to 11.9 million dollars. Critical data assets may be of strategic national importance, have massive corporate value or have huge significance to an employee or citizen, be it the secret recipe of Coca Cola or the medical records of a patient. “Protect your crown jewels” is the motto.

Bart Seghers, Cyber Security Manager, Thales Security and Henk Jonkers, Senior Research Consultant of BiZZdesign, visualized the Business Impact of Technical Cyber Risks. Attacks on information systems are becoming increasingly sophisticated. Organizations are increasingly networked and thus more complex. Attacks use digital, physical and social engineering and the departments responsible for each of these domains within an organization operate in silos. Current risk management methods cannot handle the resulting complexity. Therefore they are using ArchiMate® as a risk and security architecture. ArchiMate is a widely accepted open standard for modeling Enterprise Architecture. There is also a good fit with other EA and security frameworks, such as TOGAF®. A pentest-based Business Impact Assessment (BIA) is a powerful management dashboard that increases the return on investment for your Enterprise Architecture effort, they concluded.

Risk Management was also a hot topic during several sessions in the afternoon. Moderator Jim Hietala, Vice President, Security at The Open Group, hosted a panel discussion on Risk Management.

In the afternoon several international speakers covered topics including Enterprise Architecture & Business Value, Business & Data Architecture and Open Platform 3.0™. In relation to social networks, Andy Jones, Technical Director, EMEA, SOA Software, UK, presented “What Facebook, Twitter and Netflix Didn’t Tell You”.

The Open Group veteran Dr. Chris Harding, Director for Interoperability at The Open Group, and panelists discussed and emphasized the importance of The Open Group Open Platform 3.0™. The session also featured a live Q&A via Twitter #ogchat, #ogop3.

The podcast is now live. Here are the links:

Briefings Direct Podcast Home Page: http://www.briefingsdirect.com/

PODCAST STREAM: http://traffic.libsyn.com/interarbor/BriefingsDirect-The_Open_Group_Amsterdam_Conference_Panel_Delves_into_How_to_Best_Gain_Business_Value_From_Platform_3.mp3

PODCAST SUMMARY: http://briefingsdirect.com/the-open-group-amsterdam-panel-delves-into-how-to-best-gain-business-value-from-platform-30

In the evening, The Open Group hosted a tour and dinner experience at the world-famous Heineken Brewery.

For those of you who attended the summit, please give us your feedback! https://www.surveymonkey.com/s/AMST2014

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Filed under ArchiMate®, Boundaryless Information Flow™, Certifications, Enterprise Architecture, Enterprise Transformation, Healthcare, Open Platform 3.0, RISK Management, Standards, TOGAF®, Uncategorized

ArchiMate® Q&A with Phil Beauvoir

By The Open Group

The Open Group’s upcoming Amsterdam Summit in May will feature a full day on May 14 dedicated to ArchiMate®, an open and independent modeling language for Enterprise Architecture, supported by tools that allow Enterprise Architects to describe, analyze and visualize relationships among business domains in an unambiguous way.

One of the tools developed to support ArchiMate is Archi, a free, open-source tool created by Phil Beauvoir at the University of Bolton in the UK as part of a Jisc-funded Enterprise Architecture project that ran from 2009-2012. Since its development, Archi has grown from a relatively small, home-grown tool to become a widely used open-source resource that averages 3000 downloads per month and whose community ranges from independent practitioners to Fortune 500 companies. Here we talk with Beauvoir about how Archi was developed, the problems inherent in sustaining an open source product, its latest features and whether it was named after the Archie comic strip.

Beauvoir will be a featured speaker during the ArchiMate Day in Amsterdam.

Tell us about the impetus for creating the Archi tool and how it was created…
My involvement with the ArchiMate language has mainly been through the development of the software tool, Archi. Archi has, I believe, acted as a driver and as a hub for activity around the ArchiMate language and Enterprise Architecture since it was first created.

I’ll tell you the story of how Archi came about. Let’s go back to the end of 2009. At that point, I think ArchiMate and Enterprise Architecture were probably being used quite extensively in the commercial sector, especially in The Netherlands. The ArchiMate language had been around for a while at that point but was a relatively new thing to many people, at least here in the UK. If you weren’t part of the EA scene, it would have been a new thing to you. In the UK, it was certainly new for many in higher education and universities, which is where I come in.

Jisc, the UK funding body, funded a number of programs in higher education exploring digital technologies and other initiatives. One of the programs being funded was to look at how to improve systems using Enterprise Architecture within the university sector. Some of the universities had already been led to ArchiMate and Enterprise Architecture and were trying it out for themselves – they were new to it and, of course, one of the first things they needed were tools. At that time, and I think it’s still true today, a lot of the tools were quite expensive. If you’re a big commercial organization, you might be able to afford the licensing costs for tools and support, but for a small university project it can be prohibitive, especially if you’re just dipping your toe into something like this. So some colleagues within Jisc and the university I worked at said, ‘well, what about creating a small, open source project tool which isn’t over-complicated but does enough to get people started in ArchiMate? And we can fund six months of money to do this as a proof of concept tool’.

That takes us into 2010, when I was working for the university that was approached to do this work. After six months, by June 2010, I had created the first 1.0 version of Archi and it was (and still is) free, open source and cross-platform. Some of the UK universities said ‘well, that’s great, because now the barrier to entry has been lowered, we can use this tool to start exploring the ArchiMate language and getting on board with Enterprise Architecture’. That’s really where it all started.

So some of the UK universities that were exploring ArchiMate and Enterprise Architecture had a look at this first version of Archi, version 1.0, and said ‘it’s good because it means that we can engage with it without committing at this stage to the bigger tooling solutions.’ You have to remember, of course, that universities were (and still are) a bit strapped for cash, so that’s a big issue for them. At the time, and even now, there really aren’t any other open-source or free tools doing this. That takes us to June 2010. At this point we got some more funding from the Jisc, and kept on developing the tool and adding more features to it. That takes us through 2011 and then up to the end of 2012, when my contract came to an end.

Since the official funding ended and my contract finished, I’ve continued to develop Archi and support the community that’s built up around it. I had to think about the sustainability of the software beyond the project, and sometimes this can be difficult, but I took it upon myself to continue to support and develop it and to engage with the Archi/ArchiMate community.

How did you get involved with The Open Group and bringing the tool to them?
I think it was inevitable really due to where Archi originated, and because the funding came from the Jisc, and they are involved with The Open Group. So, I guess The Open Group became aware of Archi through the Jisc program and then I became involved with the whole ArchiMate initiative and The Open Group. I think The Open Group is in favor of Archi, because it’s an open source tool that provides a neutral reference implementation of the ArchiMate language. When you have an open standard like ArchiMate, it’s good to have a neutral reference model implementation.

How is this tool different from other tools out there and what does it enable people to do?
Well, firstly Archi is a tool for modeling Enterprise Architecture using the ArchiMate language and notation, but what really makes it stand out from the other tools is its accessibility and the fact that it is free, open source and cross-platform. It can do a lot of, if not all of, the things that the bigger tools provide without any financial or other commitment. However, free is not much use if there’s no quality. One thing I’ve always strived for in developing Archi is to ensure that even if it only does a few things compared with the bigger tools, it does those things well. I think with a tool that is free and open-source, you have a lot of support and good-will from users who provide positive encouragement and feedback, and you end up with an interesting open development process.

I suppose you might regard Archi’s relationship to the bigger ArchiMate tools in the same way as you’d compare Notepad to Microsoft Word. Notepad provides the essential writing features, but if you want to go for the full McCoy then you go and buy Microsoft Word. The funny thing is, this is where Archi was originally targeted – at beginners, getting people to start to use the ArchiMate language. But then I started to get emails — even just a few months after its first release — from big companies, insurance companies and the like saying things like ‘hey, we’re using this tool and it’s great, and ‘thanks for this, when are we going to add this or that feature?’ or ‘how many more features are you going to add?’ This surprised me somewhat since I wondered why they hadn’t invested in one of the available commercial tools. Perhaps ArchiMate, and even Enterprise Architecture itself, was new to these organizations and they were using Archi as their first software tool before moving on to something else. Having said that, there are some large organizations out there that do use Archi exclusively.

Which leads to an interesting dilemma — if something is free, how do you continue developing and sustaining it? This is an issue that I’m contending with right now. There is a PayPal donation button on the front page of the website, but the software is open source and, in its present form, will remain open source; but how do you sustain something like this? I don’t have the complete answer right now.

Given that it’s a community product, it helps that the community contributes ideas and develops code, but at the same time you still need someone to give their time to coordinate all of the activity and support. I suppose the classic model is one of sponsorship, but we don’t have that right now, so at the moment I’m dealing with issues around sustainability.

How much has the community contributed to the tool thus far?
The community has contributed a lot in many different ways. Sometimes a user might find a bug and report it or they might offer a suggestion on how a feature can be improved. In fact, some of the better features have been suggested by users. Overall, community contributions seem to have really taken off more in the last few months than in the whole lifespan of Archi. I think this may be due to the new Archi website and a lot more renewed activity. Lately there have been more code contributions, corrections to the documentation and user engagement in the future of Archi. And then there are users who are happy to ask ‘when is Archi going to implement this big feature, and when is it going to have full support for repositories?’ and of course they want this for free. Sometimes that’s quite hard to accommodate, because you think ‘sure, but who’s going to do all this work and contribute the effort.’ That’s certainly an interesting issue for me.

How many downloads of the tool are you getting per month? Where is it being used?
At the moment we’re seeing around 3,000 downloads a month of the tool — I think that’s a lot actually. Also, I understand that some EA training organizations use Archi for their ArchiMate training, so there are quite a few users there, as well.

The number one country for downloading the app and visiting the website is the Netherlands, followed by the UK and the United States. In the past three months, the UK and The Netherlands have been about equal in numbers in their visits to the website and downloads, followed by the United States, France, Germany, Canada, then Australia, Belgium, and Norway. We have some interest from Russia too. Sometimes it depends on whether ArchiMate or Archi is in the news at any given time. I’ve noticed that when there’s a blog post about ArchiMate, for example, you’ll see a spike in the download figures and the number of people visiting the website.

How does the tool fit into the overall schema of the modeling language?
It supports all of the ArchiMate language concepts, and I think it offers the core functionality of you’d want from an ArchiMate modeling tool — the ability to create diagrams, viewpoints, analysis of model objects, reporting, color schemes and so on. Of course, the bigger ArchiMate tools will let you manipulate the model in more sophisticated ways and create more detailed reports and outputs. This is an area that we are trying to improve, and the people who are now actively contributing to Archi are full-time Enterprise Architects who are able to contribute to these areas. For example, we have a user and contributor from France, and he and his team use Archi, and so they are able to see first-hand where Archi falls short and they are able to say ‘well, OK, we would like it to do this, or that could be improved,’ so now they’re working towards strengthening any weak areas.

How did you come up with the name?
What happens is you have pet names for projects and I think it just came about that we started calling it “Archie,” like the guy’s name. When it was ready to be released I said, ‘OK, what should we really call the app?’ and by that point everyone had started to refer to it as “Archie.” Then somebody said ‘well, everybody’s calling it by that name so why don’t we just drop the “e” from the name and go with that?’ – so it became “Archi.” I suppose we could have spent more time coming up with a different name, but by then the name had stuck and everybody was calling it that. Funnily enough, there’s a comic strip called ‘Archie’ and an insurance company that was using the software at the time told me that they’d written a counterpart tool called ‘Veronica,’ named after a character in the comic strip.

What are you currently working on with the tool?
For the last few months, I’ve been adding new features – tweaks, improvements, tightening things up, engaging with the user community, listening to what’s needed and trying to implement these requests. I’ve also been adding new resources to the Archi website and participating on social media like Twitter, spreading the word. I think the use of social media is really important. Twitter, the User Forums and the Wikis are all points where people can provide feedback and engage with me and other Archi developers and users. On the development side of things, we host the code at GitHub, and again that’s an open resource that users and potential developers can go to. I think the key words are ‘open’ and ‘community driven.’ These social media tools, GitHub and the forums all contribute to that. In this way everyone, from developer to user, becomes a stakeholder – everyone can play their part in the development of Archi and its future. It’s a community product and my role is to try and manage it all.

What will you be speaking about in Amsterdam?
I think the angle I’m interested in is what can be achieved by a small number of people taking the open source approach to developing software and building and engaging with the community around it. For me, the interesting part of the Archi story is not so much about the software itself and what it does, but rather the strong community that’s grown around it, the extent of the uptake of the tool and the way in which it has enabled people to get on board with Enterprise Architecture and ArchiMate. It’s the accessibility and agility of this whole approach that I like and also the activity and buzz around the software and from the community – that for me is the interesting thing about this process.

For more information on ArchiMate, please visit:
http://www.opengroup.org/subjectareas/enterprise/archimate

For information on the Archi tool, please visit: http://www.archimatetool.com/

For information on joining the ArchiMate Forum, please visit: http://www.opengroup.org/getinvolved/forums/archimate

philbeauvoirPhil Beauvoir has been developing, writing, and speaking about software tools and development for over 25 years. He was Senior Researcher and Developer at Bangor University, and, later, the Institute for Educational Cybernetics at Bolton University, both in the UK. During this time he co-developed a peer-to-peer learning management and groupware system, a suite of software tools for authoring and delivery of standards-compliant learning objects and meta-data, and tooling to create IMS Learning Design compliant units of learning.  In 2010, working with the Institute for Educational Cybernetics, Phil created the open source ArchiMate Modelling Tool, Archi. Since 2013 he has been curating the development of Archi independently. Phil holds a degree in Medieval English and Anglo-Saxon Literature.

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The Open Group and APMG Work Together to Promote TOGAF® and ArchiMate®

The APM Group (APMG) and The Open Group have announced a new partnership whereby APMG will support the accreditation services of The Open Group’s products. The arrangement will initially focus on TOGAF® and ArchiMate®, both standards of The Open Group.

APMG’s team of global assessors will be supporting The Open Group’s internal accreditation team in conducting their assessment activities. The scope of the assessments will focus on organizations, materials and training delivery.

“A significant value to The Open Group in this new venture is the ability to utilize APMG’s team of experienced multi-lingual assessors who are based throughout the world.  This will help The Open Group establish new markets and ensure quality support of existing markets, “ said James de Raeve, Vice President of Certification at The Open Group.

Richard Pharro, CEO of APMG said, “This agreement presents an excellent opportunity to APMG Accredited Training Organizations which are interested in training in The Open Group’s products, as their existing APMG accredited status will be recognized by The Open Group. We believe our global network will significantly enhance the awareness and take up of TOGAF and ArchiMate.”

About The Open Group

The Open Group is an international vendor- and technology-neutral consortium upon which organizations rely to lead the development of IT standards and certifications, and to provide them with access to key industry peers, suppliers and best practices. The Open Group provides guidance and an open environment in order to ensure interoperability and vendor neutrality. Further information on The Open Group can be found at http://opengroup.org.

About APM Group

The APM Group is one of the world’s largest certification bodies for knowledge based workers. As well as the certifications mentioned above, we offer competency-based assessments for specialist roles in the security and aerospace industries. We work with government agencies to help develop people who can achieve great things for the organizations they work for.

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The ArchiMate® Certification for People Program 2014 Updates

By Andrew Josey, The Open Group

Following on from the news in December of the 1000th certification in the ArchiMate certification program, The Open Group has made some changes to the program that will make the certification program more accessible. As of January 2014, it is now possible to self study for both certification levels.  Previously to achieve the Level 2 certification, known as ArchiMate 2 Certified, attendance at a course was mandatory.

To accommodate this, a revised examination structure has been introduced as shown in the diagram below:ArchiMate_2_exam

There are two levels of certification:

  • ArchiMate Foundation: Knowledge of the notation, terminology, structure, and concepts of the ArchiMate modeling language.
  • ArchiMate Certified: In addition to Knowledge and comprehension, the ability to analyze and apply the ArchiMate modeling language.

Candidates are able to choose whether they wish to become certified in a stepwise manner by starting with ArchiMate 2 Foundation and then at a later date ArchiMate 2 Certified, or bypass ArchiMate 2 Foundation and go directly to ArchiMate 2 Certified.

For those going directly to ArchiMate 2 Certified there is a choice of taking the two examinations separately or a Combined examination. The advantage of taking the two examinations over the single Combined examination is that if you pass Part 1 but fail Part 2 you can still qualify for ArchiMate 2 Foundation.

The ArchiMate 2 Part 1 examination comprises 40 questions in simple multiple choice format. The ArchiMate 2 Part 2 examination comprises 8 question using a gradient scored, scenario based format. Practice examinations are included as part of an Accredited ArchiMate Training course and available with the Study Guide.

The examinations are delivered either at Prometric test centers or by Accredited Training Course Providers through The Open Group Internet Based Testing portal.

You can find an available accredited training course either by viewing the public Calendar of Accredited Training Courses or by contacting a provider using the Register of Accredited Training Courses.

The ArchiMate 2 Certification Self-Study Pack is available at http://www.opengroup.org/bookstore/catalog/b132.htm.

The hardcopy of the ArchiMate 2 Certification Study Guide is available to order from Van Haren Publishing at http://www.vanharen.net/9789401800020

ArchiMate is a registered trademark of The Open Group.

 Andrew Josey is Director of Standards within The Open Group. He is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF 9.1, ArchiMate 2.1, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4. Previously, he has led the development and operation of many of The Open Group certification development projects, including industry-wide certification programs for the UNIX system, the Linux Standard Base, TOGAF, and IEEE POSIX. He is a member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects.

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ArchiMate® 2 Certification reaches the 1000th certification milestone

By Andrew Josey, The Open Group

We’re pleased to announce that the ArchiMate Certification for People program has reached the significant milestone of 1,000 individual certifications and there are individuals certified in 30 different countries as shown in the world map below.

ArchiMate 1000

The top 10 countries are:

Netherlands 458 45.8%
UK 104 10.4%
Belgium 76 7.6%
Australia 35 3.5%
Germany 32 3.2%
Norway 30 3%
Sweden 30 3%
USA 27 2.7%
Poland 16 1.6%
Slovakia 13 1.3%
 

The vision for the ArchiMate 2 Certification Program is to define and promote a market-driven education and certification program to support the ArchiMate modeling language Standard.

More information on the program is available at the ArchiMate 2 Certification site at http://www.opengroup.org/certifications/archimate/

Details of the ArchiMate 2 Examinations are available at: http://www.opengroup.org/certifications/archimate/docs/exam

The calendar of Accredited ArchiMate 2 Training courses is available at: http://www.opengroup.org/archimate/training-calendar/

The ArchiMate 2 Certification register can be found at https://archimate-cert.opengroup.org/certified-individuals

ArchiMate is a registered trademark of The Open Group.

 Andrew Josey is Director of Standards within The Open Group. He is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF 9.1, ArchiMate 2.0, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4. Previously, he has led the development and operation of many of The Open Group certification development projects, including industry-wide certification programs for the UNIX system, the Linux Standard Base, TOGAF, and IEEE POSIX. He is a member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects.

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The Open Group London 2013 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications

On Monday October 21st, The Open Group kicked off the first day of our Business Transformation conference in London!  Over 275 guests attended many engaging presentations by subject matter experts in finance, healthcare and government.  Attendees from around the globe represented 28 countries including those from as far away as Columbia, Philippines, Australia, Japan and South Africa.

Allen Brown, President and CEO of The Open Group, welcomed the prestigious group.  Allen announced that The Open Group has 67 new member organizations so far this year!

The plenary launched with “Just Exactly What is Going On in Business and Technology?” by Andy Mulholland, Former Global CTO of Capgemini, who was named one of the top 25 influential CTOs by InfoWorld.  Andy’s key topics regarding digital disruption included real drivers of change, some big and fundamental implications, business model innovation, TOGAF® and the Open Platform 3.0™ initiative.

Next up was Judith Jones, CEO, Architecting the Enterprise Ltd., with a presentation entitled “One World EA Framework for Governments – The Way Forward”.  Judith shared findings from the World Economic Forum, posing the question “what keeps 1000 global leaders awake at night”? Many stats were presented with over 50 global risks – economical, societal, environmental, geopolitical and technological.

Jim Hietala, VP, Security of The Open Group announced the launch of the Open FAIR Certification for People Program.  The new program brings a much-needed certification to the market which focuses on risk analysis. Key partners include CXOWARE, Architecting the Enterprise, SNA Technologies and The Unit bv.

Richard Shreeve, Consultancy Director, IPL and Angela Parratt, Head of Transformation and joint CIO, Bath and North East Somerset Council presented “Using EA to Inform Business Transformation”.  Their case study addressed the challenges of modeling complexity in diverse organizations and the EA-led approach to driving out cost and complexity while maintaining the quality of service delivery.

Allen Brown announced that the Jericho Forum® leaders together with The Open Group management have concluded that the Jericho Forum has achieved its original mission – to establish “de-perimeterization” that touches all areas of modern business.  In declaring this mission achieved, we are now in the happy position to celebrate a decade of success and move to ensuring that the legacy of the Jericho Forum is both maintained within The Open Group and continues to be built upon.  (See photo below.)

Following the plenary, the sessions were divided into tracks – Finance/Commerce, Healthcare and Tutorials/Workshops.

During the Healthcare track, one of the presenters, Larry Schmidt, Chief Technologist with HP, discussed “Challenges and Opportunities for Big Data in Healthcare”. Larry elaborated on the 4 Vs of Big Data – value, velocity, variety and voracity.

Among the many presenters in the Finance/Commerce track, Omkhar Arasaratnam, Chief Security Architect, TD Bank Group, Canada, featured “Enterprise Architecture – We Do That?: How (not) to do Enterprise Architecture at a Bank”.  Omkhar provided insight as to how he took traditional, top down, center-based architectural methodologies and applied it to a highly federated environment.

Tutorials/workshops consisted of EA Practice and Architecture Methods and Techniques.

You can view all of the plenary and many of the track presentations at livestream.com.  For those who attended, please stay tuned for the full conference proceedings.

The evening concluded with a networking reception at the beautiful and historic and Central Hall Westminster.  What an interesting, insightful, collaborative day it was!

IMG_1311

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Talking Points on Rationale for Vendors Participation in Standards Efforts

By Terence Blevins, Portfolio Manager, The MITRE Corporation

The following are simple communication messages responding to two high level questions; what messages are useful when trying to get a company to decide on engaging in a standards effort, and next, what type of people should get engaged?

Regarding what messages are useful when trying to get a company to decide on engaging in a standards effort? I have used 5 key points:

  1. Marketing – if a company has openness and/or interoperability as part of its messaging, it is important to be seen as participating in open standards consortia. It demonstrates corporate commitment – without participation customers will not really believe the company is walking the talk
  2. Cost of selling – if a company does not support industry standards they are constantly asked to rationalize why they do not support industry standards, which increases the time and cost to sell. Sometimes you don’t even get on the short list. When you have products that are certified and have the label this becomes less an issue.
  3. Cost of developing interface standards – interface standards are just plain expensive to develop; if you become involved with an industry group, like The Open Group, you are leveraging others to get a standard done that is likely to have a long healthy shelf life at a lower cost than developing it yourself.
  4. Cost of developing solutions – again by implementing a standard, it is cheaper than developing and testing an interface on your own.
  5. Ability to set the standard – if one already has a product suite that is connected with sound interface specifications; a Platinum member of The Open Group can submit that as the standard in the fast track and actually be seen as setting the standard. This promotes the company in the leadership position and commitment to the interoperability message.

To the other question what type of people should get engaged? I typically emphasize the following:

  • There are 2 roles – the high level participation at the board and then the standards detail role.
  • The high level role needs to be filled by someone with the strategic view of the company, and the participant needs to be promoting true interoperability and demonstrating a willingness to cooperate with others.
  • The standards detail role needs to be filled by someone close to the architecture and engineering side of the house and should be someone that can contribute to the standards process – whether standards development or establishing the certification program.

©2013-The MITRE Corporation. All rights reserved.

blevins_1 Mr. Blevins is a department head at MITRE. He is a Board Member of The Open Group, representing the Customer Council.

He has been involved with the architecture discipline since the 80s, much of which was done while he was Director of Strategic Architecture at NCR Corporation. He has been involved with The Open Group since 1996 when he first was introduced to the Architecture Forum. He was co-chair of the Architecture Forum and frequent contributor of content to TOGAF including the Business Scenario Method.

Mr. Blevins was Vice President and CIO of The Open Group where he contributed to The Open Group Vision of Boundaryless Information Flow™

He holds undergraduate and Masters degrees in Mathematics from Youngstown State University. He is TOGAF 8 certified.

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TOGAF® 9 Certification Reaches 25,000 Milestone

By Andrew Josey, The Open Group

Last Wednesday represented a significant milestone for The Open Group’s TOGAF® 9 certification program. In case you hadn’t already seen it on our homepage, Twitter, or LinkedIn,  the number of TOGAF® 9 certified individuals has now surpassed the 25,000 mark, an increase of nearly 8,500 new certifications in the equivalent twelve month period!

For those of you who might be unfamiliar with the name, TOGAF®, an Open Group Standard, is a proven enterprise architecture methodology and framework used by the world’s leading organizations to improve business efficiency.

Certification is available to individuals who wish to demonstrate they have attained the required knowledge and understanding of the current standard, and reaching the 25,000 mark is of course an incredible milestone for TOGAF®.

However, Wednesday’s milestone isn’t the only positive reflection of TOGAF adoption in recent times. Just weeks ago, the latest Foote report placed TOGAF® skills and Open CA certification (an Open Group Certification) top of the 340 highest paying non-certified and 289 highest paying certified IT skills, respectively.

The report, based on US and Canadian data, stated that: “vendor independent organizations such as The Open Group have far fewer resources for promoting their programs but what they do have are superb architecture certifications that employers need and highly value and we see their certifications holding their value if not gaining ground.”

There is no doubt that the success of both can be partially attributed to a huge surge in the popularity of open standards over the last few years – including TOGAF® and Open CA.

The economic downturn has its role to play here of course. Since the financial crisis began, open standards have helped by providing a framework that allows Enterprise Architects to save their companies money, maintain and increase profitability and drive business efficiencies. And, on a professional level, certification has helped Enterprise Architects to differentiate themselves, delivering better job security and employment prospects through testing times.

However, with the worst of the financial crisis hopefully behind us, the rate of certifications shows little signs of slowing. The below graph outlines the rise in the number of TOGAF® 9 certifications since March 2009:

TOGAF certs v2
As you can see from the graph, there are two levels defined for TOGAF 9 “people certification”, and these are known as TOGAF 9 Foundation and TOGAF 9 Certified, respectively.

To provide you with a brief background on these, certification to TOGAF 9 Foundation demonstrates that the candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9, and also understands the core principles of enterprise architecture and the TOGAF standard. Certification to TOGAF 9 Certified provides validation that in addition to the knowledge and comprehension of TOGAF 9 Foundation, the candidate is able to analyze and apply this knowledge.

However, while there are now fifty TOGAF 9 training partners across the globe and fifty-eight accredited TOGAF 9 courses to choose from, more and more of these certifications are self taught. At the last count we had sold over 7700 electronic self study packs for TOGAF 9 certification, making it the number one best-seller in our electronic commerce store. These have proved particularly popular in smaller global markets where face-to-face training courses may be less accessible or costly.

Of course, as we celebrate a great milestone in its evolution, credit must go out to the many people who have helped develop and continue to help develop the TOGAF® standard, in particular the members of The Open Group Architecture Forum. Today’s milestone is not only a testament to the value placed in trusted, globally accepted standards supported through certification, but to their endeavours.

It was not so long ago we announced on this very blog that TOGAF® had become a globally recognized, registered brand trademark. Now, just a few months later, we celebrate another significant milestone in the evolution of TOGAF®. Long may this evolution (and the milestones) continue!

More information on TOGAF 9 Certification, including the directory of Certified professionals and the official accredited training course calendar, can be obtained from The Open Group website here: http://www.opengroup.org/togaf9/cert/

See our TOGAF 9 infographic for the latest statistics:

TOGAFInfograph-full-450

Andrew Josey is Director of Standards within The Open Group. He is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF 9.1, ArchiMate 2.0, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4. Previously, he has led the development and operation of many of The Open Group certification development projects, including industry-wide certification programs for the UNIX system, the Linux Standard Base, TOGAF, and IEEE POSIX. He is a member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects.

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Philips Becomes a Platinum Member of The Open Group

The Open Group, has announced that Royal Philips (NYSE: PHG, AEX: PHIA), has become a Platinum Member of The Open Group, joining other multinational companies and IT industry leaders such as HP, IBM, and Oracle. Philips has been a member of The Open Group since April 2006 and in 2009 implemented The Open Group Certified IT Specialist (Open CITS) Program framework as part of a competency based IT transformation initiative.

Philips partnered with The Open Group to create career development plans for over 1,000 employees and has changed its IT operation from a distributed to a centrally run function with specific domains for each IT discipline. With over 100 employees now Open CITS certified, Philips is meeting its objective of improving employee engagement and retention, attracting the best IT talent and generating significant cost savings.

“We are very pleased to see Philips upgrade to become a Platinum Member of The Open Group,” said Allen Brown, President and CEO of The Open Group. “We highly value the company’s efforts and determination to help establish our Open CA and Open CITS certification programs as the best way to assess the skills, strengths and development opportunities for their IT workforce and to benchmark them against an industry standard.

“Our membership and on-going partnership with The Open Group enables us to further the development of our employee engagement and competence development programs, as well as getting involved in other new important initiatives,” said Charel van Hoof, Head of IT Delivery at Philips. “We look forward to deepening the partnership we already have and participating with other members to drive the further development of global IT standards.”

As a Platinum Member, Philips will have a seat on The Open Group’s Governing Board and will continue to participate in the Architecture and Security Forums. The group will also continue to promote Open CITS, TOGAF® 9 and The Open Group Certified Architect (Open CA) programs as globally recognized IT certification standards. Philips has also applied to become an Accredited Certification Program (ACP) provider for Open CITS and Open CA, which means the company will be able to operate both programs internally. There will be an inaugural Philips and Open Group co-hosted event for IT Specialists at the High Tech Campus in Eindhoven, The Netherlands on November 20, 2013.     

For more information on The Open Group, please visit: http://www.opengroup.org.

About The Open Group

The Open Group is a vendor-neutral and technology-neutral consortium, which drives the creation of Boundaryless Information Flow™ that will enable access to integrated information within and between enterprises based on open standards and global interoperability. The Open Group works with customers, suppliers, consortia and other standard bodies. Its role is to capture, understand and address current and emerging requirements, establish policies and share best practices; to facilitate interoperability, develop consensus, and evolve and integrate specifications and open source technologies; to offer a comprehensive set of services to enhance the operational efficiency of consortia; and to operate the industry’s premier certification service.

ArchiMate, DirecNet, Jericho Forum, Making Standards Work, OpenPegasus, The Open Group, TOGAF and UNIX are registered trademarks and Boundaryless Information Flow, Dependability through Assuredness, FACE, Open Platform 3.0, and The Open Group Certification Mark are trademarks of The Open Group.

About Philips

Royal Philips (NYSE: PHG, AEX: PHIA) is a diversified health and well-being company, focused on improving people’s lives through meaningful innovation in the areas of Healthcare, Consumer Lifestyle and Lighting. Headquartered in the Netherlands, Philips posted 2012 sales of EUR 24.8 billion and employs approximately 115,000 employees with sales and services in more than 100 countries. The company is a leader in cardiac care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as well as male shaving and grooming and oral healthcare. News from Philips is located at www.philips.com/newscenter.

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Speaking the Language of Business with TOGAF®

By Glenn Evans, Senior Consultant at Enterprise Architects

TOGAF-A-personal-journey

I remember as a young child coming from a ‘non-sports obsessed’ family, I didn’t know what a yorker was, didn’t know what ‘LBW’ meant, or why Dennis Lillee or Geoffrey Boycott were such legends. I was ill equipped to join in on those all-important schoolboy conversations – the Monday morning autopsy of the weekend’s sporting events. Similarly, 30 years later, enterprise architecture presented me with the same dilemma. 

I remember as a junior IT engineer, I’d hear the technology choice made by the customer was for ‘business reasons’, not what was logical in my technical view of the world. I now see ‘Architecture’ was influencing the project decisions, it was the source of the ‘business reasons’.

In my early days as an Architect, it was like being back at primary school; I struggled with the conversation. There was a level of assumed knowledge with respect to the conversation and the process that was not readily accessible to me. So, I learnt the long and hard way.

Fast forward a decade or so… As a mandatory requirement of my new role with Enterprise Architects I recently attended our TOGAF® training. To be honest, I anticipated another dry, idealistic framework that, whilst relevant to the work that I do, would probably not be all that practical and would be difficult to apply to a real world situation. How wrong was I?

Don’t misunderstand! The TOGAF® manual is dry! Yes it is “another framework” and yes you do need to tailor it to the situation you are in, but this is one of its greatest strengths, this is what makes it so flexible and therefore relevant and applicable to real world situations. But it’s not the framework itself that has me excited. It’s what it enables.

To me TOGAF®:

  • Is a common language, linking the discovery from each of the domains together and to the business requirements, across different levels of the business in an iterative process.
  • Provides a toolset to articulate the complex, simply. 
  • Provides a backstop, giving traceable, auditable decision support for those difficult conversations.
  • Allows the development of focused visual models of complex and disparate sets of data.

This was clearly demonstrated to me on a recent engagement. I was deep in thought, staring at a collection of printed Architecture Models displayed on a wall. One of the admin staff with no IT or business background asked me what “it all meant”. I spent a few minutes explaining that these were models of the business and the technology used in it. Not only did they immediately understand the overall concept of what they were looking at, they were actually able to start extracting real insights from the models.

In my mind, it doesn’t get any better than that. I wish I had known about TOGAF® a decade ago, I would have been a better architect – and a lot sooner.

Glenn EvansGlenn Evans is a Senior Consultant for Enterprise Architects and is based in Melbourne, Australia.

This is an extract from Glenn’s recent blog post on the Enterprise Architects web site which you can view here.

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TOGAF® 9 Certification Growth – Number of Individuals Certified Increases in the Last 12 Months – Now Over 24,000

By Andrew Josey, The Open Group

The number of individuals certified in the TOGAF® 9 certification program as of July 1st 2013 was 23,800. This represents 9000 new certifications in the equivalent twelve month period. Today (22nd July 2013) the total number of certifications is 24,213.

TOGAF continues to be adopted globally with certified individuals from ninety-six different countries.

TOGAF cert 2013

The top five countries include UK, USA, Netherlands, Australia and India.

Individuals certified by Country – TOP 10 Countries – July 2013

Rank

# Individuals

Country

Percentage

1

3629

UK

15.32%

2

3058

USA

12.91%

3

2277

Netherlands

9.61%

4

1648

Australia

6.96%

5

1611

India

6.8%

6

1118

Canada

4.72%

7

949

South Africa

4.01%

8

819

France

3.46%

9

810

China

3.42%

10

796

Finland

3.36%

Individuals certified by Region – July 2013

cert-by-region

There are forty-eight TOGAF 9 training partners worldwide and fifty-six accredited TOGAF 9 courses.  More information on TOGAF 9 Certification, including the directory of Certified People and official accredited training course calendar, can be obtained from The Open Group website at: http://www.opengroup.org/togaf9/cert/.

Andrew Josey is Director of Standards within The Open Group. He is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF 9.1, ArchiMate 2.0, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4. Previously, he has led the development and operation of many of The Open Group certification development projects, including industry-wide certification programs for the UNIX system, the Linux Standard Base, TOGAF, and IEEE POSIX. He is a member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects.

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What is Business Architecture? Part 2

By Allen Brown, President and CEO, The Open Group

I recently wrote that I had heard and read the opinions of a number of people about what is Business Architecture, as I am sure many of us have but I wanted to understand it from the perspective of people who actually had Business Architect in their job title.  So I wrote to 183 people in Australia and New Zealand and asked them.

The initial summary (blog) of the responses I received was focused on the feedback from Business Architects who were employed by organizations I think of as consumers; this one is focused on the feedback from consultants, ranging from those who are working on their own to others who are working with some of the largest consulting firms that we know.

Why I chose the countries I did and the questions I asked are contained in that earlier blog.

Again the responses have been amazing and thank you to everyone who took the time to do so.  They included some wonderful insights into their role and into their beliefs with respect to Business Architecture.

Summarizing the feedback from the consultants is even more difficult than that of the consumers.  Understandably, each of them has their own approach.  I have found it very difficult to decide what to leave out in order to get this down to a reasonable length for a blog.

It is important to repeat that I am still in the process of seeking to understand, so I would be really pleased to hear from anyone who has such a role, to correct any misunderstandings I might have or erroneous conclusions I may have drawn.

The first point of note from the responses is that Business Architecture is still evolving and finding its place in the enterprise.  While the consumers saw it as somewhere between immature and missing in action, the consultants tended to look at the how and why of its evolution.  In one case the view was that Business Architecture is evolving in response to a demand for greater business oriented control over transformation, while another reported, disappointedly, that business architecture is often seen as Business Process Review/Improvement on steroids.  Other comments included:

  • Generally Business Architecture is seen as business process review and/or business process improvement. There is not much real Business Architecture going on at the moment.
  • It is not widely understood at this point in time.  This first initiative will be conducted in a lightweight manner to gain the business buy in and get some projects onto the roadmap.  Delivery time will be a key factor in prioritization as we will be looking for some projects with shorter duration and lower complexity so some tangible benefits can be realized
  • It is not formally recognized.  Last year I was in the supply chain team (who also deal with Lean and other operational improvement skills).  We have Business Analysts, and a People and Change Team.  We have several areas than do Operating Models.  To me various elements of these would be included under the Business Architecture banner.

In common with the consumer viewpoint, the focus of Business Architecture is on the “What”.  Some of the comments included:

  • The Business Architecture will exist with or without technology, but as soon as technology is involved, the technology exists to service the business architecture, and the business architecture should be the input to the technology and application architecture.
  • Make recommendations of what projects the business should perform, in addition to relevant and timely corrections to the governance structure, business processes, and the structure of business information
  • The business architecture I am referring to is not the traditional element of the IT based Enterprise Architecture, but a framework that is totally business oriented and in which the whole business, including IT, can commit to in order to truly understand their problems and most of all the potential to genuinely improve the business.
  • “Business Architecture is not about telling people how to do their job at a detail level. Its function is to help us all to understand how together we can achieve the business goals and objectives
  • The primary focus of the Business Architect includes the analysis of business motivations and business operations, through the use of business analysis frameworks and related networks that link these aspects of the enterprise together. The Business Architect works to develop an integrated view of the business unit, in the context of the enterprise, using a repeatable approach, cohesive framework, and available industry standard techniques.

In some cases the focus of activity was the entire enterprise: the CEO view.  In others it was at the line of business or business unit level.  In all cases the focus was very much on the business issues:

  • Strategy
  • Business goals, objectives and drivers
  • Business operating model
  • Organization structure
  • Functions, roles, actors
  • Business processes
  • Key data elements

Being able to see the big picture and have the ability to communicate with key stakeholders was emphasized time and again.

  • Make it relevant and “makes sense” to senior management, operations and IT groups.  Visualize problems; have a way to communicate with the business team
  • Be able to relate – what big decision we need to make and to package it up so that execs can make a decision
  • The only person who cares about the whole picture is the CEO.  BA provides the CEO with a one page picture of the whole enterprise in a logical fashion
  • Show the CEO where impact is on a page – give confidence – control.  Help him make decisions around priorities.
  • The secret of good architecture is taking all the complexity and presenting it in a simplistic way that anyone can understand on a ‘need to know’ basis and quickly find the right answer to the current and/or planned state of business components.
  • BA facilitates strategic consistency with the business.  Where do we need to differentiate more than others?  How do we build in once or move to one instance?
  • Drive prioritization of when to invest based on the businesses strategic goals
  • Distil, communicate and relate to a business person
  • A key purpose of this new business driven architecture is to provide the means for communicating and controlling the strategic and operational intentions of the business in a way that is easy to understand for everyone in the organization

A common feature in the feedback is that underneath the models the information is rich – enables drill down – traceability to underlying requirements linked to the requirements.

Two areas of activity stood out the most: Capabilities and Value Streams.  Both of these are focused on WHAT a company needs to be able to do to execute its business strategy and to bring a product or service to a consumer.  Comments included:

  • Capabilities – combination of people, process and technology to deliver product features
  • Logical building blocks – gather information and compare the level of maturity in each capability, compare with others, understand where could we go to
  • Define/ champion 1 common reference model / capability model / logical building blocks of the enterprise.
  • Establish Capability, Information maps, Value Streams, stages and business processes.
  • Have intimate knowledge of the Business Capability (As Is/To Be), Business Component Structure, Business Processes, Value Streams and Conceptual Business Models.
  • Have the capability picture
  • … not only the capability of each component but also the relationship between components from every appropriate perspective (purpose, technical, compliance, risk, acceptability, etc.)
  • The Business Architecture is the first stage in a broader EA initiative.  Subsequent phases will align capabilities to applications and look at the major data flows between those applications

Since value stream mapping is a lean manufacturing technique, lean techniques are also called out as being relevant to business architecture because they identify areas of waste, which often change work processes or procedures, which may or may not impact applications and technology.  Feedback included:

  • Each value steam has Inputs (that triggers the value stream) and Outputs (the value based result of completing the business activities).
  • Each value stream is designed against Critical Success Factors, founded on the strategic intentions and priorities of the business, that represent the required business performance with Time, Cost, Quality, Risk and Compliance.
    • Time – How long the process should take from a Customer Perspective
    • Cost – How much the process should cost, measured using for example TDABC (Time Driven Activity Based Costing)
    • Quality – A statement clearly describing the (fit for) purpose of the activity
    • Risk – The protected acceptable residual risk involved due to effective control within the proposed design
    • Compliance – The specific interpreted requirements placed on the activity by interpreting the obligations of associated legislation and regulations.
    • Value streams are directed or informed by policies, plans, procedures, governance, regulations, business rules and other guidance, and are enabled by roles, IT Systems and other resources that will directly or indirectly support their completion.
    • The As-Is Architecture consists of the related value streams, indicating how the business is currently performing.   Under the facilitation of the business architect, design teams investigate how these can be improved to produce the Target State version of the Value Stream.

It was argued that displaying the relationship between the guidance, the enablers and the value streams, opens up the potential to discuss many things related to the business performance; that this alignment is critical for ensuring the business functions operate as expected; and that this is the major feature of business architecture and provides answers to so many previously unanswered questions for business managers.

Incidentally, since value stream maps are often drawn by hand in pencil (to keep the mapping process real-time, simple and iterative by allowing for simple correction) this tends to reinforce the comment by one of the consumer respondents that his most useful tools are pencil and paper.

The role and relationship of Business Architects, Business Analysts and other folk that might come under the general heading of Enterprise Architecture, varied from one organization to another, often seemingly dependent upon the size of the consulting firm.  At different ends of the spectrum were:

  • To a greater or lesser extent, Business Architects are supported by Business Analysts (“the knowledge processing factory) and by people with deep skills in design and process, Lean, 6 Sigma, HR, organization design and training.  The Business Architects ensure that all of the pieces fit together in a logical manor and that the impact can be shown in dollar terms
  • The Enterprise Architect is a person who can perform as both Solution Architect (SA) and a Business Architect (as needed) and has some ability as an Information Architect. In addition, an EA can perform at an enterprise level, something that is NOT required of either an SA or BA

The feedback on the title of Enterprise Architect was as varied as the number of responses.  The comments included:

  • Enterprise Architecture seen as a bad word
  • With hindsight, referring to it as architecture was a mistake
  • Enterprise Architecture is an IT version of technical specifications and drawings and not architecture, as such, and Enterprise Architects are mainly focused on the Application and Technology areas.
  • I think the technology story wave is coming to an end.  The focus will be more on the BusArch and InfoArch as that is where, in my view, the business IP sits. In the future more Bus/Info architects will become Enterprise WIDE architects, not so much enterprise architects

In most cases but not all, there is no such job as an Enterprise Architect.  It is in instead the overall term for Business Architects, Solution Architects, Information Architects, Value architects, Journey architects and so on.

The key differences that were highlighted between the roles of Business Architect and Enterprise Architect was a matter of depth and potentially also of education:

  • Enterprise Architects will tend to have more depth in technology; Business Architects will tend to have more depth in business techniques
  • Enterprise Architects will tend to have a Computer Science degree, or similar; Business Architects will tend to have a business degree or experience.

It was also stated that Business Architecture is a logical growth path for an experienced Business Analyst provided they get an Enterprise level understanding of the Business and Architecture.

When I actually look at the background of the respondents, I can see experience in:

  • IT consulting
  • Operations management
  • Product management
  • Project management
  • Business Analyst
  • Aeronautical Engineering
  • Logistics
  • … and much more besides

and education backgrounds are similarly varied.

The common theme is a deep interest in the business issues and what makes organizations work.

The evolution of Business Architecture clearly has a long way to go and depends upon the ability of the practitioners to relate to the business leaders.  One respondent predicted a shift and a segmentation in these comments:

  • For business that serve the “mum and dads”. I believe you will see a grouping of the different architectures based upon the business objectives and capabilities.
  • I think the technology story wave is coming to an end.  The focus will be more on the BusArch and InfoArch as that is where, in my view, the business IP sits. Applications and Technologies are all COTS nowadays (unless you are developing them). I think in the future more Bus/Info architects will become Enterprise WIDE Architects, not so much Enterprise Architects

The last word goes to the feedback that one Business Architect reported:

“In my time with this amazing new methodology I have had two separate reactions that stand out:

The first from an Acting CEO that was one of the biggest sceptics when I started the initiative and in admitting he had been, said that he owed me a big apology that he found the Business Architecture to be both highly useful and quite remarkable.

The second was in relation to a BPO initiative for a long standing traditional finance industry organization, when the chairman of the board said it [Business Architecture] had made a major decision relatively easy, that would have otherwise been one of the most difficult in the company‘s history.”

Allen Brown

Allen Brown is President and CEO, The Open Group – a global consortium that enables the achievement of business objectives through IT standards.  For over 14 years Allen has been responsible for driving The Open Group’s strategic plan and day-to-day operations, including extending its reach into new global markets, such as China, the Middle East, South Africa and India. In addition, he was instrumental in the creation of the AEA, which was formed to increase job opportunities for all of its members and elevate their market value by advancing professional excellence.

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Filed under Business Architecture, Certifications, Enterprise Architecture, Enterprise Transformation, Professional Development, TOGAF

The Open Group Certified Architect (Open CA) Program Transformed My Career

By Bala Prasad Peddigari, Tata Consultancy Services Limited

openca

Learning has been a continuous journey for me throughout my career, but certification in TOGAF® truly benchmarked my knowledge and Open CA qualified my capability as a practitioner. Open CA not only tested my skills as a practitioner, but also gave me valuable recognition and respect as an Enterprise Architect within my organization.

When I was nominated to undergo the Open CA Certification in 2010, I didn’t realize that this certification would transform my career, improve my architecture maturity and provide me with the such wide spread peer recognition.

The Open CA certification has enabled me to gain increased recognition at my organization. Furthermore, our internal leadership recognizes my abilities and has helped me to get into elite panels of jury regarding key initiatives at the organization level and at my parent company’s organization level. The Open CA certification has helped me to improve my Architecture Maturity and drive enterprise solutions.

With recognition, comes a greater responsibility – hence my attempt to create a community of architects to within my organization and expand the Enterprise Architecture culture. I started the Architects Cool Community a year ago. Today, this community has grown to roughly 350 associates who continuously share knowledge, come together to solve architecture problems, share best practices and contribute to The Open Group Working Groups to build reference architectures.

I can without a doubt state that TOGAF and Open CA have made a difference in my career transformation: they created organization-wide visibility, helped me to get both internal and external recognition as an Enterprise Architect and helped me to achieve required growth. My Open CA certification has also been well received by customers, particularly when I meet enterprise customers from Australia and the U.S. The Open CA certification exemplifies solid practitioner knowledge and large-scale end-to-end thinking. The certification also provided me with self-confidence in architecture problem solving to drive the right rationale.

I would like to thank my leadership team, who provided the platform and offered lot of support to drive the architecture initiatives. I would like to thank The Open Group’s Open CA team and the board who interviewed me to measure and certify my skills. I strongly believe you earn the certification because you are able to support your claims to satisfy the conformance requirements and achieving it proves that you have the skills and capabilities to carry out architecture work.

You can find out if you can meet the requirements of the program by completing the Open CA Self Assessment Tool.

balaBala Prasad Peddigari (Bala) is an Enterprise Architect and Business Value Consultant with Tata Consultancy Services Limited. Bala specializes in Enterprise Architecture, IT Strategies, Business Value consulting, Cloud based technology solutions and Scalable architectures. Bala has been instrumental in delivering IT Solutions for Finance, Insurance, Telecom and HiTech verticals. Bala currently heads the HiTech Innovative Solutions Technology Excellence Group with a focus on Cloud, Microsoft, Social Computing, Java and Open source technologies. He received accolades in Microsoft Tech Ed for his cloud architectural strengths and Won the Microsoft ALM Challenge. Bala published his papers in IEEE and regular speaker in Open Group conference and Microsoft events. Bala serves on the Open CA Certification Board for The Open Group.

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The Open Group Sydney – My Conference Highlights

By Mac Lemon, MD Australia at Enterprise Architects

Sydney

Well the dust has settled now with the conclusion of The Open Group ‘Enterprise Transformation’ Conference held in Sydney, Australia for the first time on April 15-20. Enterprise Architects is proud to have been recognised at the event by The Open Group as being pivotal in the success of this event. A number of our clients including NBN, Australia Post, QGC, RIO and Westpac presented excellent papers on leading edge approaches in strategy and architecture and a number of EA’s own thought leaders in Craig Martin, Christine Stephenson and Ana Kukec also delivered widely acclaimed papers.

Attendance at the conference was impressive and demonstrated that there is substantial appetite for a dedicated event focussed on the challenges of business and technology strategy and architecture. We saw many international visitors both as delegates and presenting papers and there is no question that a 2014 Open Group Forum will be the stand out event in the calendar for business and technology strategy and architecture professionals.

My top 10 take-outs from the conference include the following:

  1. The universal maturing in understanding the criticality of Business Architecture and the total convergence upon Business Capability Modelling as a cornerstone of business architecture;
  2. The improving appreciation of techniques for understanding and expressing business strategy and motivation, such as strategy maps, business model canvass and business motivation modelling;
  3. That customer experience is emerging as a common driver for many transformation initiatives;
  4. While the process for establishing the case and roadmap for transformation appears well enough understood, the process for management of the blueprint through transformation is not and generally remains a major program risk;
  5. Then next version of TOGAF® should offer material uplift in support for security architecture which otherwise remains at low levels of maturity from a framework standardisation perspective;
  6. ArchiMate® is generating real interest as a preferred enterprise architecture modelling notation – and that stronger alignment of ArchiMate® and TOGAF® meta models in then next version of TOGAF® is highly anticipated;
  7. There is industry demand for recognised certification of architects to demonstrate learning alongside experience as the mark of a good architect. There remains an unsatisfied requirement for certification that falls in the gap between TOGAF® and the Open CA certification;
  8. Australia can be proud of its position in having the second highest per capita TOGAF® certification globally behind the Netherlands;
  9. While the topic of interoperability in government revealed many battle scarred veterans convinced of the hopelessness of the cause – there remain an equal number of campaigners willing to tackle the challenge and their free and frank exchange of views was entertaining enough to justify worth the price of a conference ticket;
  10. Unashamedly – Enterprise Architects remains in a league of its own in the concentration of strategy and architecture thought leadership in Australia – if not globally.

Mac LemonMac Lemon is the Managing Director of Enterprise Architects Pty Ltd and is based in Melbourne, Australia.

This is an extract from Mac’s recent blog post on the Enterprise Architects web site which you can view here.

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Filed under ArchiMate®, Business Architecture, Certifications, Conference, Enterprise Architecture, Enterprise Transformation, Professional Development, Security Architecture, TOGAF, TOGAF®

What is Business Architecture?

By Allen Brown, President and CEO, The Open Group

I have heard and read the opinions of a number of people about what is Business Architecture, as I am sure many of us have but I wanted to understand it from the perspective of people who actually had Business Architect in their job title.  So I wrote to 183 people in Australia and New Zealand and asked them.

I chose Australia and New Zealand because of our conference in Sydney that was coming up at the time.  It is also worth mentioning that when counting the number of individuals in each country who have achieved TOGAF®9 certification, Australia is ranked 4th in the world and New Zealand is 20th.

I explained that I had thought of constructing a survey instrument but I always think that such an approach is only really suitable when you want to measure opinion on things that you know.  Since I really wanted to have an open mind, I asked everyone for their thoughts and provided a small number of open questions that showed the sort of thing I was interested in learning.

These were:

  • What is Business Architecture in the context of your organization?
  • Do you have Enterprise Architects in your organization? If so, what is it that you do that they do not? If not, how do you see Business Architecture differently from Enterprise Architecture?
  • Who do you report to? Is your line of reporting up to the CIO, the COO if you have one, or other senior level person?
  • How is Business Architecture perceived in your organization?

 It would also help me if I knew something about your organization.
  • Which industry are you in? e.g. IT, Oil, Finance, Healthcare, National or Local Government, etc.?
  • Is your organization primarily a consumer of Business Architecture or a supplier? e.g. consultant, trainer, vendor etc.
  • What type of organization do you work in? e.g. a for-profit entity, a government department, a charity, etc.
  • How big is the organization? Some idea of revenue or budget, number of employees – doesn’t have to be precise. You could just say small, medium or large.
  • How many Business Architects, Enterprise Architects or other architects are there in your organization?

And perhaps a little about yourself.
  • Your background e.g. Operations, Business Analysis, Project Management, IT, Finance etc.
  • Were you recruited for the role or did you develop into it?
  • I don’t wish to take up too much of your time but anything you can share would be very helpful. And please feel free to add anything else that you feel is relevant.

I have so far received 24 responses which is what I was hoping for but I am open to any other views people who are performing this role might have.  16 of the responses came from people employed by organizations that I think of as consumers of IT products and services (government departments, telcos, banks, accountants, energy companies, and mutuals) and 8 came from suppliers.

The responses were amazing and thank you to everyone who took the time to do so.  They included some wonderful insights into their role and into their organization, without of course divulging anything that they should not have.  But of course because I asked open questions, the responses are, at the same time both more complex and more interesting.  It’s a case of be careful of what you wish for – but I am really glad that I did.

So far I have been able to summarize the views of the consumers.  I will turn to the suppliers next.  It will be really interesting to see where the similarities and variations lay.

It is important to note that I am still in the process of seeking to understand, so I would be really pleased to hear from anyone who has such a role, to correct any misunderstandings I might have or erroneous conclusions I may have drawn.

A number of comments jumped out at me.  One example came from a Business Architect in a government department.  The reason it stood out was very simple.  Many times I am told that Business Architecture only applies to commercial business and cannot apply to governments or non-profits.  Which is strange to me, since I lead a non-profit and when I was at business school, part-time of course, a good proportion of my classmates were from the public sector.  The comment was in response to the question: who do you report to?  The answer was, “we report to the Secretary but all reporting lines are business focused”.

The first level of analysis, which should come as no surprise is that Business Architecture is a relatively new discipline for most organizations: in most cases it has been around for between 1 and 5 years.  Described by some as a growing capability, or as immature, or even as “largely missing”.  One respondent describes herself quite rightly as a pioneer.

A recurring theme was that the ability to have a company-wide or industry-wide model was critical as it provides a common terminology across the board to what the organization actually does and enables understanding of the implications of any changes.  Another was that the success or lack of it in Business Architecture really came down to the expertise of the people in the team; and another was that Business Architects acted very much, like internal consultants and often had a consulting background.

What Business Architects do is exactly that – their focus is on the “What”.  Some of the comments included:

  • Understanding strategic themes and drivers
  • Modeling value chains, value streams, configurations
  • Context modeling e.g. external interactions
  • Capabilities, including business capability, service capability (including both business and IT capabilities), capability maturity, targets and gaps
  • Calling out the interdependencies of all the business and architecture domains: strategy, governance, market, distribution, product, capability
  • Design – entities, people (organization structure, incentives), process, systems, functions, roles
  • Linking with and supporting the strategy and injecting into the investment planning cycle
  • The Business Architect provides processes, part of the input and information for the business to determine whether or not any investment will be made within their organisation

The “How” is in the domain of the Solution Architects, Application, Data and Technology Architects and the Business Analysts: business, process and data.

The crucial element is how well the Business Architects are integrated with the other architects and with the analysts.  In many cases Business Architecture was within the Enterprise Architecture function – as an aside it was pointed out by one or two respondents that they considered Enterprise Architecture as a function rather than a person – in other cases it was not.

The reporting lines for Business Architects varies from organization to organization.  Some reporting lines ultimately end up with the CIO or CTO, others to the COO and others did not.  In many cases they reported directly to a GM or Head of change management, transformation or business strategy or improvement.

In those cases where Business Architecture was not embedded within the Enterprise Architecture function the relationship was enabled via a forum or committee that brought the Business Architects together with those working on the other disciplines.   Gaining agreement on a common content framework, on business modeling standards and on governance procedures were cited as approaches that supported the collaboration.

Although in one case, Business Architecture was relegated to a sub-discipline of IT architecture to focus on the “business stuff”.  In most cases the Business Architects described a differentiated focus or role.

  • A focus on business performance, process design, organization design, strategy and planning
  • The documentation and governance of business processes, organizational elements, business requirements, regulatory requirements, business rules and risks
  • The description of what we are trying to do, what value it adds and how it can be done

The difference from the other architecture domains was often described under the general heading of technology.

  • Technical architecture and governance
  • Strategic solutioning
  • Information, application, data architecture
  • Portfolio management
  • The enterprise stack of tools
  • Innovation through new technology

Business Architecture often demands a certain amount of analysis work and in one case it was seen as glorified business analysis. I have also heard “industry experts” say that they do not understand the difference between Business Architects and Business Analysts.  But that is unfair both to the Business Architects and to the Business Analysts.  They are both important functions in their own right.  In fact it has been emphasized that you need all three disciplines: Business Analyst, Business Architect and the Solution, Information, Technology Architect.

Perhaps in smaller organizations you might get by with a Jack of all trades but the size of the organization represented by these respondents ranged from 1,500 employees to 50,000 employees and they need the benefit of the three different specializations.

While the Business Analysts are the source of the very detailed information needed, the Business Architect brings the skills needed to distil that information and discuss it with the business leaders.  The people they are talking with are the senior leaders, the strategic solutioning teams, the program directors of large change programs and others who need pragmatic, easily digestible information.  They need to understand the implications and gaps, the dependencies, the opportunities and the limitations.

As one person said, “the success gauge for Business Architecture is an organization that starts solving business problems by defining them within the organization’s context across the spectrum of change areas, minus the technology change area, and then works toward the technology, rather than starting at a technology solution that might solve the problem and playing catch-up from there.  I continue to hold to the view that investing in the Business Architecture up front saves on people, process and technology cost at the end.”

Again, I would like to thank everyone for taking the time to respond.  Everyone has a valuable story to tell and everyone is fully committed to the role and function of the Business Architect.  If I have misunderstood anything, please do not hesitate to correct me. I look forward to hearing your comments.

Allen Brown

Allen Brown is President and CEO, The Open Group – a global consortium that enables the achievement of business objectives through IT standards.  For over 14 years Allen has been responsible for driving The Open Group’s strategic plan and day-to-day operations, including extending its reach into new global markets, such as China, the Middle East, South Africa and India. In addition, he was instrumental in the creation of the AEA, which was formed to increase job opportunities for all of its members and elevate their market value by advancing professional excellence.

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Filed under Business Architecture, Certifications, Enterprise Architecture, Enterprise Transformation, Professional Development, TOGAF

ArchiMate 2.0 – Ready for the Future of Enterprise Architecture!

By Henry Franken, BIZZdesign

Models have played an important role in business for a long time. Process models, information- and data models, application landscapes, strategic models, operational models – you name it, organizations have tried it. With the rise of Enterprise Architecture (EA) as a strategic discipline for many organizations, we saw two interesting developments. First of all, organizations try to connect their models, to gain insight in the way the enterprise works from many different perspectives. Secondly, we saw the trend that models become more high-level, focusing on the essence of the organization.

These developments have led to the development of the ArchiMate® language, which allows high-level modeling within a domain, but allows modeling the relations between domains. Even more, in recognition that architecture is a communications game, a key driver for the language was to also allow for effective visualizations for key stakeholders based on solid architectural analyses.

The first edition of the ArchiMate language enabled organizations to create holistic architecture models with concepts from three domains: business, application and technology. With a handful of concepts and relations, this allowed organizations to model the relation between products and services, processes, supporting applications and information, as well as infrastructure. Having modeled this formally, organizations can do impact assessments, generate visualizations for various stakeholders and so on.

ArchiMate has recently been extended by members within the ArchiMate Forum within The Open Group), resulting in ArchiMate 2.0 – a new version of ArchiMate that is fully aligned with The Open Group Architecture Framework (TOGAF®). Two new extensions have been developed for this purpose, making sure the language now covers the entire Architecture Development Method (ADM) of TOGAF.

The new motivation extension allows organizations to graphically model the answer to the “why” question of EA: Who are key stakeholders of EA? What are their drivers? How do these drivers lead to principles and requirements that are realized in the architecture? This extension mainly aligns with the early phases of the TOGAF ADM.

The new ArchiMate 2.0 standard also has an implementation and migration extension that aligns with the later phases of the ADM. Using this extension, architects can align with project management and graphically model plateaus, projects and programs, as well as their deliverables.

One of the key strengths of ArchiMate – as well as TOGAF – is its openness – it allows practitioners worldwide to join in and help push the language forward. Indeed, we are seeing the adoption of the language, as well as certifications of practitioners grow worldwide.

The Open Group has introduced certification programs for individuals, training vendors and tool vendors, and the uptake of these programs is very successful! We are now seeing many individuals obtaining an ArchiMate 2.0 certificate, training vendors applying for training accreditation, and tool vendors implementing the ArchiMate modeling language into Enterprise Architecture modeling tools, all while  being certified by The Open Group.

With all these great developments within the last few years – fluent integration with TOGAF and a fast growing number of professionals using ArchiMate – I believe it is safe to say that with ArchiMate 2.0 you are ready for the future of Enterprise Architecture!

Henry Franken is the managing director of BiZZdesign and is chair of The Open Group ArchiMate Forum. As chair of The Open Group ArchiMate Forum, Henry led the development of the ArchiMate Version 2.o standard. Henry is a speaker at many conferences and has co-authored several international publications and Open Group White Papers. Henry is co-founder of the BPM-Forum. At BiZZdesign, Henry is responsible for research and innovation.

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Filed under ArchiMate®, Certifications, Enterprise Architecture, Enterprise Transformation, TOGAF®

Video Highlights Day 2 of Washington, D.C.

By The Open Group Conference Team

How can you use the tools of Enterprise Architecture and open standards to improve the capability of your company doing business? The Day 2 speakers of The Open Group Conference in Washington, D.C. addressed this question, focusing on Enterprise Transformation. Sessions included:

  • “Case Study: University Health Network (Toronto),” by Jason Uppal, chief enterprise architect at QR Systems, Inc. and winner of the 2012 Edison Award for Innovation
  • “Future Airborne Capability Environment (FACE™): Transforming the DoD Avionics Software Industry Through the Use of Open Standards,” by Judy Cerenzia, FACE™ program director at The Open Group, Kirk Avery, chief software architect at Lockheed Martin and Philip Minor, director at System of Systems of Engineering Directorate at the Office of Chief Systems Engineer, ASA(ALT)
  • “Using the TOGAF® Architecture Content Framework with the ArchiMate® Modeling Language,” by Henry Franken, CEO of BIZZdesign, and Iver Band, enterprise architect at Standard Insurance

David Lounsbury, CTO of The Open Group summarizes some of the day’s sessions:

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Filed under ArchiMate®, Business Architecture, Certifications, Conference, Cybersecurity, Enterprise Architecture, Enterprise Transformation, FACE™, Information security, TOGAF®, Uncategorized

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