Tag Archives: Open Platform 3.0

A New Year’s Message from Steve Nunn

As we begin 2016, I want to extend my warmest greetings to everyone in The Open Group community! I hope each of you had a wonderful holiday filled with family and friends.

2016 promises to be an exciting year for The Open Group and everyone involved. With everything that is going on across the organization and with our Forums and Work Groups, I am also pleased to report that this is a leap year, so we’ll all have one extra day to fit in everything we need to do! With everything we have planned, we will need it!

Joking aside, there are a great many things to look forward to this year. Our latest Forum, The Open Group IT4IT™ Forum, is quickly gaining traction and plans to launch its first certification program later this spring. Interest for the Forum has been coming from all over the globe, so it has been very exciting to see their vision of IT management take off so quickly. The Open Platform 3.0™ Forum continues to pave the way in determining how new technologies will fit into the IT infrastructure of the future. We can look forward to new work from them in the areas of Digital Strategy and Customer Experience, as well as in Big Data and Data Management in the form of new work around Data Lakes.

This year will also bring new efforts in terms of most well-known Open Group standards. In January, we will be hosting our first ever TOGAF® User Group Meeting during the San Francisco event. We’ve been thinking about this event for quite some time, so it’s something that I am really looking forward to. Having just surpassed 50,000 certifications worldwide for TOGAF® 9, we expect it to be a lively and exciting meeting, and we hope to gain valuable insights into what TOGAF users are looking for from the standard and how they use it. In addition, we just celebrated the 20th anniversary of the Single UNIX® Specification. And new developments are also underway for the next version of the ArchiMate® standard.

As I continue to wrap my arms around my new role as President and CEO and all the various activities our members and staff are involved in, I’m personally excited about all the opportunities The Open Group has before it. We continue to look to the areas where The Open Group can bring expertise to the industry and help make a difference in how new technologies are used in an open, secure manner.

As technology and digitalization continue to change how businesses and industries operate, there are more opportunities than ever for The Open Group to get involved, provide guidance and develop new standards to help companies and verticals navigate the constant waves of technological change. With the work we are seeing in both the IT4IT and Open Platform 3.0 Forums, as well as our work with industry verticals, there is tremendous opportunity for The Open Group to continue to help shape the future of the industry, and I look forward to leading us toward this new future.

Best wishes for a Happy New Year!

President and CEO of The Open GroupSteve Nunn is President and CEO of The Open Group – a global consortium that enables the achievement of business objectives through IT standards. He is also President of the Association of Enterprise Architects (AEA).

Steve joined The Open Group in 1993, spending the majority of his time as Chief Operating Officer and General Counsel.   He was also CEO of the AEA from 2010 until 2015.

Steve is a lawyer by training, has an L.L.B. (Hons) in Law with French and retains a current legal practicing certificate.  Having spent most of his life in the UK, Steve has lived in the San Francisco Bay Area since 2007. He enjoys spending time with his family, walking, playing golf, 80s music, and is a lifelong West Ham United fan.

 

 

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Filed under ArchiMate, The Open Group, The Open Group San Franscisco 2016, Uncategorized, UNIX

The Open Group Edinburgh 2015 Highlights

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

On Monday October 19, Allen Brown, President and CEO of The Open Group, welcomed over 230 attendees from 26 countries to the Edinburgh International Conference Center located in the heart of historic Edinburgh, Scotland.

Allen kicked off the morning with an overview of company achievements and third quarter activities. The Open Group has over 500 member organizations in 42 countries, with the newest members coming from Peru and Zambia. Allen provided highlights of the many activities of our Forums and Work Groups. Too many to list, but white papers, guides, snapshots and standards have been published and continue to be in development. The newest Work Group is Digital Business Strategy and Customer Experience. The UDEF Work Group is now named O-DEF (Open – Data Element Framework) Work Group. The Real Time and Embedded Systems Forum is becoming more focused on critical systems and high assurance. Our members and staff have been very productive as always!

The morning plenary featured the theme “Architecting Business Transformation” with BAES Submarines. Speakers were Stephen Cole, CIO, BAE Systems Maritime Submarines; John Wilcock, Head of Operations Transformation, BAE Systems Submarine Solutions; Matthew Heard, Senior Operations Engineer, BAE Systems Maritime Submarines; and Paul Homan, Enterprise Architect, IBM. The presentation included a history of BAES Submarines and a ‘case study’ on using TOGAF® to help define BAE’s strategy for transforming their operations and production functions. The gentlemen all advocated the need to continue to drive change and transformation through the TOGAF principles. TOGAF has provided a structured, standardized approach to solving functional problems. TOGAF also ultimately allows organizations to document and measure their success along the way for meeting business objectives.

Following the keynotes, all presenters joined Allen for a panel consisting of an engaging Q&A with the audience.

By Loren K. Baynes, Director, Global Marketing CommunicationsPaul Homan, John Wilcock, Matthew Heard, Stephen Cole, Allen Brown

In the afternoon, the agenda offered several tracks on Risk, Dependability and Trusted Technology; EA and Business Transformation and Open Platform 3.0™.

One of the many sessions was “Building the Digital Enterprise – from Digital Disruption to Digital Experience” with Mark Skilton, Digital Expert, and Rob Mettler, Director of Digital Business, both with PA Consulting. The speakers discussed the new Work Group of The Open Group – Digital Business and Customer Experience, which is in the early stage of researching and developing a framework for the digital boom and new kind of ecosystem. The group examines how the channels from 15 years ago compare to today’s multi-device/channel work requiring a new thinking and process, while “always keeping in mind, customer behavior is key”.

The evening concluded with a networking Partner Pavilion (IT4IT™, The Open Group Open Platform™ and Enterprise Architecture) and a whisky tasting by the Scotch Whisky Heritage Centre.

Tuesday, October 20th began with another warm Open Group welcome by Allen Brown.

Allen and Ron Ashkenas, Senior Partner, Schaffer Consulting presented “A 20-year Perspective on the Boundaryless Organization and Boundaryless Information Flow™. The More Things Change, the More They Stay the Same”.

Ron shared his vision of how the book “The Boundaryless Organization” came to light and was published in 1995. He discussed his experiences working with Jack Welch to progress GE (General Electric). Their pondering included “can staff/teams be more nimble without boundaries and layers?”. After much discussion, the concept of ‘boundaryless’ was born. The book showed companies how to sweep away the artificial obstacles – such as hierarchy, turf, and geography – that get in the way of outstanding business performance. The presentation was a great retrospective of boundaryless and The Open Group. But they also explored the theme of ‘How does boundaryless fit today in light of the changing world?’. The vision of The Open Group is Boundaryless Information Flow.

Allen emphasized that “then standards were following the industry, now their leading the industry”. Boundaryless Information Flow does not mean no boundaries exist. Boundaryless means aspects are permeable to boundaries to enable business, yet not prohibit it.

During the next session, Allen announced the launch of the IT4IT™ Reference Architecture v2.0 Standard. Chris Davis, University of South Florida and Chair of The Open Group IT4IT™ Forum, provided a brief overview of IT4IT and the standard. The Open Group IT4IT Reference Architecture is a standard reference architecture and value chain-based operating model for managing the business of IT.

After the announcement, Mary Jarrett, IT4IT Manager, Shell, presented “Rationale for Adopting an Open Standard for Managing IT”. In her opening, she stated her presentation was an accountant’s view of IT4IT and the Shell journey. Mary’s soundbites included: “IT adds value to businesses and increases revenue and profits; ideas of IT are changing and we need to adapt; protect cyber back door as well as physical front door.”

The afternoon tracks consisted of IT4IT™, EA Practice & Professional Development, Open Platform 3.0™, and Architecture Methods and Techniques.

The evening concluded with a fantastic private function at the historic Edinburgh Castle. Bagpipes, local culinary offerings including haggis, and dancing were enjoyed by all!

By Loren K. Baynes, Director, Global Marketing Communications

Edinburgh Castle

On Wednesday and Thursday, work sessions and member meetings were held.

A special ‘thank you’ goes to our sponsors and exhibitors: BiZZdesign; Good e-Learning, HP, Scape, Van Haren Publishing and AEA.

Other content, photos and highlights can be found via #ogEDI on Twitter.  Select videos are on The Open Group YouTube channel. For full agenda and speakers, please visit The Open Group Edinburgh 2015.

By Loren K. Baynes, Director, Global Marketing CommunicationsLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

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Filed under boundaryless information flow, Enterprise Architecture, IT, IT4IT, Open Platform 3.0, The Open Group, The Open Group Ediburgh 2015, TOGAF

Balancing Complexity and Continuous Improvements – A Case Study from the Automotive Industry

By The Open Group

Background

The automotive industry is currently facing massive challenges. For the past 30-40 years, automakers have faced stiff competition in the marketplace, as well as constant pressure to make more innovative and efficient vehicles while reducing the costs to manufacture them.

At the same time, current technological advances are making the industry—and the technology inside automobiles—increasingly complex. Digitalization is also affecting not only how automobiles work but is forcing changes in the manufacturing process and in how automakers run their businesses. With technology now touching nearly every part of the business and how it functions, the IT landscape for automakers is becoming a web of interconnected systems running both inside and outside of the business.

In addition, with computing systems becoming a more integral part of the systems that run vehicles, the lines between traditional IT functions and IT within cars themselves are beginning to blur. With trends such as Big Data and analytics, the Internet of Things and The Open Group Open Platform 3.0™ making cars, manufacturers, dealers and owners increasingly interconnected, automotive company IT departments are being forced to get involved in areas of the business, such as product development and maintenance, in ways they’ve never been before.

Between economic forces and technological change, automakers, like many businesses today, are facing massive upheaval and the need for major transformation in order to deal with levels of business complexity they’ve never seen before.

Company

These challenges are very real for the automotive company in this case study. In addition to general economic and technological change, the company has gone through a number of transitions that have created additional infrastructure issues for the company. Over the past two decades, the company was bought then sold and bought again, bringing in two new owners and technological systems. Between the company’s original legacy IT systems and the systems brought in by its subsequent owners, the company’s IT landscape had become extremely complicated. In addition, the company is in the process of extending its footprint in the burgeoning Chinese market, a step that requires the company to invest in additional infrastructure in order to take advantage of China’s growing economic wealth to speed sales.

Between the company’s existing systems, the need to grow into emerging markets and increased digitalization across the company and its products, the company was in need of new approach to its overall architecture.

Problem

Although the company started early on to utilize IT to make the information flows across the company value chain as effective as possible, the existing IT environment had grown organically as the company had changed owners. In order to prepare themselves for an increasingly digital business environment, the company needed to address the increasing complexity of its systems without adding more complexity and while designing systems that could scale and run for the long haul.

Previously, the company had begun to consider using an Enterprise Architecture approach to address its growing complexity. Although the company had a number of solutions architects on staff, they soon realized that they needed a more holistic approach that could address the entire enterprise, not just the individual solutions that made up that IT landscape.

In an industry where time to market is of outmost importance there will always be challenges in balancing short-term solutions with strategic investments. As such, the company initially decided to invest in an Enterprise Architecture capability with the objective of addressing internal complexities to better understand and eventually deal with them. Because TOGAF®, an Open Group standard was seen as the de-facto industry standard for Enterprise Architecture it was the natural choice for the company to create its architecture framework. The majority of the Enterprise and solution Architects at the company were then trained and certified in TOGAF 9. Subsequently, TOGAF was adopted by the architecture community in the IT organization.

Within the IT department, TOGAF provided an ontology for discussing IT issues, and it also provided a foundation for the Enterprise Architecture repository. However, it was seen within the organization primarily as an IT architecture concern, not a framework for transformational change. The EA team decided that in order to really benefit from TOGAF and address the complexity challenges throughout the enterprise, they would need to prove that TOGAF could be used to add value throughout the entire organization and influence how changes were delivered to the IT landscape, as well as prove the value of a structured approach to addressing internal issues.

In order to prove that TOGAF could help with its overall transformation, the team decided to put together a couple of pilot projects within different business areas to showcase the benefits of using a structured approach to change. Due to a need to fix how the company sourced product components, the team decided to first pilot a TOGAF-based approach for its procurement process, since it was widely viewed as one of the most complex areas of the business.

A New Procurement Platform

The initial pilot project was aimed at modernizing the company’s procurement landscape. Although procurement is normally a fairly straightforward process, in the automotive business the intricacies and variations within the product structure, combined with a desire to control logistic costs and material flows, represented a major challenge for the company. In short, to save costs, the company only wanted to buy things they would actually use in the vehicle manufacturing process—no more, no less.

Over the years the IT supporting the company’s procurement process had become very fragmented due to investments in various point solutions and different partnerships that had been established over time. In addition, some parts of the system had been closed down, all of which made the information flow, including all the systems integrations that had occurred along the way, very difficult to map. There were also several significant gaps in the IT support of the procurement process that severely limited the transparency and integrity of the process.

Solution

Using TOGAF as an architecture framework and method in conjunction with ArchiMate®, an Open Group standard, for modelling notations and Sparx Enterprise Architect (EA) as a modelling tool, the team set out to establish a roadmap for implementing a new procurement platform. The TOGAF Architecture Development Method (ADM) was used to establish the architecture vision, and the architecture development phases were completed outlining a target architecture and a subsequent roadmap. No major adaptions were made to the ADM but the sourcing process for the platform was run in parallel to putting together the ADM, requiring an iterative approach to be used

As part of the roadmap, the following ArchiMate views were developed:

  • Motivation views
  • Information structure views
  • Baseline and target business process views
  • Baseline and target business function views
  • Baseline and target application function views
  • Baseline and target application landscape views
  • Baseline and target application usage views
  • Baseline and target infrastructure landscape views
  • Baseline and target infrastructure usage views

Each view was created using Sparx EA configured to facilitate the ADM process and acting as the architecture repository.

The TOGAF ADM provided a structured approach for developing a roadmap whose results could be traced back to the original vision. Having a well-defined methodology with clear deliverables and an artifacts meta-model made the work focused, and both TOGAF and ArchiMate were relatively easy to get buy in for.

The challenges for the project were mainly in one area—aligning the architecture development with the IT solution sourcing process. Because the company wanted to identify sourcing solutions early to assess costs and initiate negotiation, that emphasis pushed the project into identifying solutions building blocks very early on. In most cases, the output from the ADM process could directly be used as input for sourcing commercial of solutions; however, in this case, sourcing soon took precedence over the architecture development process. Usually moving through the ADM phases A to E can be done within a couple of months but evaluating solutions and securing funding within this company proved to be much more difficult and time consuming.

Results

With a new procurement process roadmap in hand, the company has now begun to use the ADM to engage with and get Requests for Information (RFIs) from new suppliers. In addition, using TOGAF and ArchiMate to map the company’s procurement process and design an infrastructure roadmap helped to demystify what had been seen as an extremely complex procurement process. The project allowed the IT team to identify where the real complexities were in the process, many of which are at the component level rather than within the system itself. In addition, the company has been able to identify the areas that they need to prioritize as they begin their implementation process.

Observations

Initially TOGAF was seen as a silver bullet within the organization. However, companies must realize that the TOGAF methodology represents best practices, and there is still a need within any organization to have skilled, knowledgeable Enterprise Architects available and with the mandate to do the work.

As part of the project, the following benefits were provided by TOGAF:

  • Provided structure to the analysis
  • Ensured a holistic perspective for all domains
  • Kept the team focused on the outcome, definition, roadmap, etc.
  • Provided a good view into current and future data for the roadmap
  • Provided proven credibility for the analysis

ArchiMate added additional support by providing well-defined viewpoints, and Sparx EA is a cost effective modelling tool and repository that can easily be deployed to all stakeholder in an initiative.

However, within this particular organization, there were a number of challenges that need to be overcome, many of which can hinder the adoption of TOGAF. These challenges included:

  • Competing processes, methodologies and capabilities
  • Strong focus on solution design rather than architecture
  • Strong focus on project delivery tradition rather than managing programs and outcomes
  • Governance for solutions rather than architecture

Adopting Archimate proved to be more straightforward internally at this organization because it could be used to address immediate modelling needs but without requiring a coordinated approach around methodology and governance.

In cases such as this, it is probably best to sell the TOGAF and ArchiMate methodologies into the business organization as common sense solutions rather than as specific technology architecture methodologies. Although they may be presented as such to the EA community within the organization, it makes the decision process simpler not to oversell the technical solution, as it were, to the business, instead selling them the business benefits of the process.

Future

Currently the company is beginning to move through the implementation phase of their roadmap. In addition, individuals throughout the organization have begun to regularly use ArchiMate as a tool for modeling different business areas within the organization. In addition the tools and concepts of TOGAF have been put into use successfully in several initiatives. The timeframe however for formally implementing a more comprehensive Enterprise Architecture Framework throughout other parts of the organization has been slowed down due to the company’s current focus on the release of new models. This is cyclical within the company and once the immediate focus on product delivery weakens, the need for consolidation and simplification will become a priority once again.

As with most companies, the key to a implementing a successful Enterprise Architecture capability within this company will come down to establishing a more effective partnership between the IT organization and the business organizations that IT is supporting. As such, for projects such as this, early engagement is key, and the IT organization must position itself not only as a delivery organization but a business partner that provides investment advice and helps minimize business risk through improved processes and technology based business transformation (as is prescribed by methodologies such as TOGAF and ArchiMate). This requires a unified view of the company mission and its business objectives and associated approaches from IT. Project managers, business analysts and Enterprise Architects must have a common view as to how to approach engagements for them to succeed. Without buy-in throughout the organization, the tools will only be useful techniques used by individuals and their real potential may not be realized.

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Filed under ArchiMate®, big data, digital technologies, EA, IoT, Open Platform 3.0, The Open Group, TOGAF

The Open Group Baltimore 2015 Highlights

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

The Open Group Baltimore 2015, Enabling Boundaryless Information Flow™, July 20-23, was held at the beautiful Hyatt Regency Inner Harbor. Over 300 attendees from 16 countries, including China, Japan, Netherlands and Brazil, attended this agenda-packed event.

The event kicked off on July 20th with a warm Open Group welcome by Allen Brown, President and CEO of The Open Group. The first plenary speaker was Bruce McConnell, Senior VP, East West Institute, whose presentation “Global Cooperation in Cyberspace”, gave a behind-the-scenes look at global cybersecurity issues. Bruce focused on US – China cyber cooperation, major threats and what the US is doing about them.

Allen then welcomed Christopher Davis, Professor of Information Systems, University of South Florida, to The Open Group Governing Board as an Elected Customer Member Representative. Chris also serves as Chair of The Open Group IT4IT™ Forum.

The plenary continued with a joint presentation “Can Cyber Insurance Be Linked to Assurance” by Larry Clinton, President & CEO, Internet Security Alliance and Dan Reddy, Adjunct Faculty, Quinsigamond Community College MA. The speakers emphasized that cybersecurity is not a simply an IT issue. They stated there are currently 15 billion mobile devices and there will be 50 billion within 5 years. Organizations and governments need to prepare for new vulnerabilities and the explosion of the Internet of Things (IoT).

The plenary culminated with a panel “US Government Initiatives for Securing the Global Supply Chain”. Panelists were Donald Davidson, Chief, Lifecycle Risk Management, DoD CIO for Cybersecurity, Angela Smith, Senior Technical Advisor, General Services Administration (GSA) and Matthew Scholl, Deputy Division Chief, NIST. The panel was moderated by Dave Lounsbury, CTO and VP, Services, The Open Group. They discussed the importance and benefits of ensuring product integrity of hardware, software and services being incorporated into government enterprise capabilities and critical infrastructure. Government and industry must look at supply chain, processes, best practices, standards and people.

All sessions concluded with Q&A moderated by Allen Brown and Jim Hietala, VP, Business Development and Security, The Open Group.

Afternoon tracks (11 presentations) consisted of various topics including Information & Data Architecture and EA & Business Transformation. The Risk, Dependability and Trusted Technology theme also continued. Jack Daniel, Strategist, Tenable Network Security shared “The Evolution of Vulnerability Management”. Michele Goetz, Principal Analyst at Forrester Research, presented “Harness the Composable Data Layer to Survive the Digital Tsunami”. This session was aimed at helping data professionals understand how Composable Data Layers set digital and the Internet of Things up for success.

The evening featured a Partner Pavilion and Networking Reception. The Open Group Forums and Partners hosted short presentations and demonstrations while guests also enjoyed the reception. Areas focused on were Enterprise Architecture, Healthcare, Security, Future Airborne Capability Environment (FACE™), IT4IT™ and Open Platform™.

Exhibitors in attendance were Esteral Technologies, Wind River, RTI and SimVentions.

By Loren K. Baynes, Director, Global Marketing CommunicationsPartner Pavilion – The Open Group Open Platform 3.0™

On July 21, Allen Brown began the plenary with the great news that Huawei has become a Platinum Member of The Open Group. Huawei joins our other Platinum Members Capgemini, HP, IBM, Philips and Oracle.

By Loren K Baynes, Director, Global Marketing CommunicationsAllen Brown, Trevor Cheung, Chris Forde

Trevor Cheung, VP Strategy & Architecture Practice, Huawei Global Services, will be joining The Open Group Governing Board. Trevor posed the question, “what can we do to combine The Open Group and IT aspects to make a customer experience transformation?” His presentation entitled “The Value of Industry Standardization in Promoting ICT Innovation”, addressed the “ROADS Experience”. ROADS is an acronym for Real Time, On-Demand, All Online, DIY, Social, which need to be defined across all industries. Trevor also discussed bridging the gap; the importance of combining Customer Experience (customer needs, strategy, business needs) and Enterprise Architecture (business outcome, strategies, systems, processes innovation). EA plays a key role in the digital transformation.

Allen then presented The Open Group Forum updates. He shared roadmaps which include schedules of snapshots, reviews, standards, and publications/white papers.

Allen also provided a sneak peek of results from our recent survey on TOGAF®, an Open Group standard. TOGAF® 9 is currently available in 15 different languages.

Next speaker was Jason Uppal, Chief Architecture and CEO, iCareQuality, on “Enterprise Architecture Practice Beyond Models”. Jason emphasized the goal is “Zero Patient Harm” and stressed the importance of Open CA Certification. He also stated that there are many roles of Enterprise Architects and they are always changing.

Joanne MacGregor, IT Trainer and Psychologist, Real IRM Solutions, gave a very interesting presentation entitled “You can Lead a Horse to Water… Managing the Human Aspects of Change in EA Implementations”. Joanne discussed managing, implementing, maintaining change and shared an in-depth analysis of the psychology of change.

“Outcome Driven Government and the Movement Towards Agility in Architecture” was presented by David Chesebrough, President, Association for Enterprise Information (AFEI). “IT Transformation reshapes business models, lean startups, web business challenges and even traditional organizations”, stated David.

Questions from attendees were addressed after each session.

In parallel with the plenary was the Healthcare Interoperability Day. Speakers from a wide range of Healthcare industry organizations, such as ONC, AMIA and Healthway shared their views and vision on how IT can improve the quality and efficiency of the Healthcare enterprise.

Before the plenary ended, Allen made another announcement. Allen is stepping down in April 2016 as President and CEO after more than 20 years with The Open Group, including the last 17 as CEO. After conducting a process to choose his successor, The Open Group Governing Board has selected Steve Nunn as his replacement who will assume the role with effect from November of this year. Steve is the current COO of The Open Group and CEO of the Association of Enterprise Architects. Please see press release here.By Loren K. Baynes, Director, Global Marketing Communications

Steve Nunn, Allen Brown

Afternoon track topics were comprised of EA Practice & Professional Development and Open Platform 3.0™.

After a very informative and productive day of sessions, workshops and presentations, event guests were treated to a dinner aboard the USS Constellation just a few minutes walk from the hotel. The USS Constellation constructed in 1854, is a sloop-of-war, the second US Navy ship to carry the name and is designated a National Historic Landmark.

By Loren K. Baynes, Director, Global Marketing CommunicationsUSS Constellation

On Wednesday, July 22, tracks continued: TOGAF® 9 Case Studies and Standard, EA & Capability Training, Knowledge Architecture and IT4IT™ – Managing the Business of IT.

Thursday consisted of members-only meetings which are closed sessions.

A special “thank you” goes to our sponsors and exhibitors: Avolution, SNA Technologies, BiZZdesign, Van Haren Publishing, AFEI and AEA.

Check out all the Twitter conversation about the event – @theopengroup #ogBWI

Event proceedings for all members and event attendees can be found here.

Hope to see you at The Open Group Edinburgh 2015 October 19-22! Please register here.

By Loren K. Baynes, Director, Global Marketing CommunicationsLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

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Filed under Accreditations, Boundaryless Information Flow™, Cybersecurity, Enterprise Architecture, Enterprise Transformation, Healthcare, Internet of Things, Interoperability, Open CA, Open Platform 3.0, Security, Security Architecture, The Open Group Baltimore 2015, TOGAF®

A Tale of Two IT Departments, or How Governance is Essential in the Hybrid Cloud and Bimodal IT Era

Transcript of an Open Group discussion/podcast on the role of Cloud Governance and Enterprise Architecture and how they work together in the era of increasingly fragmented IT.

Listen to the podcast. Find it on iTunes. Get the mobile app for iOS or Android. Sponsor: The Open Group

Dana Gardner: Hello, and welcome to a special Thought Leadership Panel Discussion, coming to you in conjunction with The Open Group’s upcoming conference on July 20, 2015 in Baltimore.

I’m Dana Gardner, Principal Analyst at Interarbor Solutions, and I’ll be your host and moderator as we examine the role that Cloud Governance and Enterprise Architecture play in an era of increasingly fragmented IT.

Not only are IT organizations dealing with so-called shadow IT and myriad proof-of-concept affairs, there is now a strong rationale for fostering what Gartner calls Bimodal IT. There’s a strong case to be made for exploiting the strengths of several different flavors of IT, except that — at the same time — businesses are asking IT in total to be faster, better, and cheaper.

The topic before us today is how to allow for the benefits of Bimodal IT or even Multimodal IT, but without IT fragmentation leading to a fractured and even broken business.

Here to update us on the work of The Open Group Cloud Governance initiatives and working groups and to further explore the ways that companies can better manage and thrive with hybrid IT are our guests. We’re here today with Dr. Chris Harding, Director for Interoperability and Cloud Computing Forum Director at The Open Group. Welcome, Chris.

Dr. Chris Harding: Thank you, Dana. It’s great to be here.

Gardner: We’re also here with David Janson, Executive IT Architect and Business Solutions Professional with the IBM Industry Solutions Team for Central and Eastern Europe and a leading contributor to The Open Group Cloud Governance Project. Welcome, David.

David Janson: Thank you. Glad to be here.

Gardner: Lastly, we here with Nadhan, HP Distinguished Technologist and Cloud Advisor and Co-Chairman of The Open Group Cloud Governance Project. Welcome, Nadhan.

Nadhan: Thank you, Dana. It’s a pleasure to be here.

IT trends

Gardner: Before we get into an update on The Open Group Cloud Governance Initiatives, in many ways over the past decades IT has always been somewhat fragmented. Very few companies have been able to keep all their IT oars rowing in the same direction, if you will. But today things seem to be changing so rapidly that we seem to acknowledge that some degree of disparate IT methods are necessary. We might even think of old IT and new IT, and this may even be desirable.

But what are the trends that are driving this need for a Multimodal IT? What’s accelerating the need for different types of IT, and how can we think about retaining a common governance, and even a frameworks-driven enterprise architecture umbrella, over these IT elements?

Nadhan: Basically, the change that we’re going through is really driven by the business. Business today has much more rapid access to the services that IT has traditionally provided. Business has a need to react to its own customers in a much more agile manner than they were traditionally used to.

We now have to react to demands where we’re talking days and weeks instead of months and years. Businesses today have a choice. Business units are no longer dependent on the traditional IT to avail themselves of the services provided. Instead, they can go out and use the services that are available external to the enterprise.

To a great extent, the advent of social media has also resulted in direct customer feedback on the sentiment from the external customer that businesses need to react to. That is actually changing the timelines. It is requiring IT to be delivered at the pace of business. And the very definition of IT is undergoing a change, where we need to have the right paradigm, the right technology, and the right solution for the right business function and therefore the right application.

Since the choices have increased with the new style of IT, the manner in which you pair them up, the solutions with the problems, also has significantly changed. With more choices, come more such pairs on which solution is right for which problem. That’s really what has caused the change that we’re going through.

A change of this magnitude requires governance that goes across building up on the traditional governance that was always in play, requiring elements like cloud to have governance that is more specific to solutions that are in the cloud across the whole lifecycle of cloud solutions deployment.

Gardner: David, do you agree that this seems to be a natural evolution, based on business requirements, that we basically spin out different types of IT within the same organization to address some of these issues around agility? Or is this perhaps a bad thing, something that’s unnatural and should be avoided?

Janson: In many ways, this follows a repeating pattern we’ve seen with other kinds of transformations in business and IT. Not to diminish the specifics about what we’re looking at today, but I think there are some repeating patterns here.

There are new disruptive events that compete with the status quo. Those things that have been optimized, proven, and settled into sort of a consistent groove can compete with each other. Excitement about the new value that can be produced by new approaches generates momentum, and so far this actually sounds like a healthy state of vitality.

Good governance

However, one of the challenges is that the excitement potentially can lead to overlooking other important factors, and that’s where I think good governance practices can help.

For example, governance helps remind people about important durable principles that should be guiding their decisions, important considerations that we don’t want to forget or under-appreciate as we roll through stages of change and transformation.

At the same time, governance practices need to evolve so that it can adapt to new things that fit into the governance framework. What are those things and how do we govern those? So governance needs to evolve at the same time.

There is a pattern here with some specific things that are new today, but there is a repeating pattern as well, something we can learn from.

Gardner: Chris Harding, is there a built-in capability with cloud governance that anticipates some of these issues around different styles or flavors or even velocity of IT innovation that can then allow for that innovation and experimentation, but then keep it all under the same umbrella with a common management and visibility?

Harding: There are a number of forces at play here, and there are three separate trends that we’ve seen, or at least that I have observed, in discussions with members within The Open Group that relate to this.

The first is one that Nadhan mentioned, the possibility of outsourcing IT. I remember a member’s meeting a few years ago, when one of our members who worked for a company that was starting a cloud brokerage activity happened to mention that two major clients were going to do away with their IT departments completely and just go for cloud brokerage. You could see the jaws drop around the table, particularly with the representatives who were from company corporate IT departments.

Of course, cloud brokers haven’t taken over from corporate IT, but there has been that trend towards things moving out of the enterprise to bring in IT services from elsewhere.

That’s all very well to do that, but from a governance perspective, you may have an easy life if you outsource all of your IT to a broker somewhere, but if you fail to comply with regulations, the broker won’t go to jail; you will go to jail.

So you need to make sure that you retain control at the governance level over what is happening from the point of view of compliance. You probably also want to make sure that your architecture principles are followed and retain governance control to enable that to happen. That’s the first trend and the governance implication of it.

In response to that, a second trend that we see is that IT departments have reacted often by becoming quite like brokers themselves — providing services, maybe providing hybrid cloud services or private cloud services within the enterprise, or maybe sourcing cloud services from outside. So that’s a way that IT has moved in the past and maybe still is moving.

Third trend

The third trend that we’re seeing in some cases is that multi-discipline teams within line of business divisions, including both business people and technical people, address the business problems. This is the way that some companies are addressing the need to be on top of the technology in order to innovate at a business level. That is an interesting and, I think, a very healthy development.

So maybe, yes, we are seeing a bimodal splitting in IT between the traditional IT and the more flexible and agile IT, but maybe you could say that that second part belongs really in the line of business departments, rather than in the IT departments. That’s at least how I see it.

Nadhan: I’d like to build on a point that David made earlier about repeating patterns. I can relate to that very well within The Open Group, speaking about the Cloud Governance Project. Truth be told, as we continue to evolve the content in cloud governance, some of the seeding content actually came from the SOA Governance Project that The Open Group worked on a few years back. So the point David made about the repeating patterns resonates very well with that particular case in mind.

Gardner: So we’ve been through this before. When there is change and disruption, sometimes it’s required for a new version of methodologies and best practices to emerge, perhaps even associated with specific technologies. Then, over time, we see that folded back in to IT in general, or maybe it’s pushed back out into the business, as Chris alluded to.

My question, though, is how we make sure that these don’t become disruptive and negative influences over time. Maybe governance and enterprise architecture principles can prevent that. So is there something about the cloud governance, which I think really anticipates a hybrid model, particularly a cloud hybrid model, that would be germane and appropriate for a hybrid IT environment?

David Janson, is there a cloud governance benefit in managing hybrid IT?

Janson: There most definitely is. I tend to think that hybrid IT is probably where we’re headed. I don’t think this is avoidable. My editorial comment upon that is that’s an unavoidable direction we’re going in. Part of the reason I say that is I think there’s a repeating pattern here of new approaches, new ways of doing things, coming into the picture.

And then some balancing acts goes on, where people look at more traditional ways versus the new approaches people are talking about, and eventually they look at the strengths and weaknesses of both.

There’s going to be some disruption, but that’s not necessarily bad. That’s how we drive change and transformation. What we’re really talking about is making sure the amount of disruption is not so counterproductive that it actually moves things backward instead of forward.

I don’t mind a little bit of disruption. The governance processes that we’re talking about, good governance practices, have an overall life cycle that things move through. If there is a way to apply governance, as you work through that life cycle, at each point, you’re looking at the particular decision points and actions that are going to happen, and make sure that those decisions and actions are well-informed.

We sometimes say that governance helps us do the right things right. So governance helps people know what the right things are, and then the right way to do those things..

Bimodal IT

Also, we can measure how well people are actually adapting to those “right things” to do. What’s “right” can vary over time, because we have disruptive change. Things like we are talking about with Bimodal IT is one example.

Within a narrower time frame in the process lifecycle,, there are points that evolve across that time frame that have particular decisions and actions. Governance makes sure that people are well informed as they’re rolling through that about important things they shouldn’t forget. It’s very easy to forget key things and optimize for only one factor, and governance helps people remember that.

Also, just check to see whether we’re getting the benefits that people expected out of it. Coming back around and looking afterward to see if we accomplish what we thought we would or did we get off in the wrong direction. So it’s a bit like a steering mechanism or a feedback mechanism, in it that helps keep the car on the road, rather than going off in the soft shoulder. Did we overlook something important? Governance is key to making this all successful.

Gardner: Let’s return to The Open Group’s upcoming conference on July 20 in Baltimore and also learn a bit more about what the Cloud Governance Project has been up to. I think that will help us better understand how cloud governance relates to these hybrid IT issues that we’ve been discussing.

Nadhan, you are the co-chairman of the Cloud Governance Project. Tell us about what to expect in Baltimore with the concepts of Boundaryless Information Flow™, and then also perhaps an update on what the Cloud Governance Project has been up to.

Nadhan: Absolutely, Dana. When the Cloud Governance Project started, the first question we challenged ourselves with was, what is it and why do we need it, especially given that SOA governance, architecture governance, IT governance, enterprise governance, in general are all out there with frameworks? We actually detailed out the landscape with different standards and then identified the niche or the domain that cloud governance addresses.

After that, we went through and identified the top five principles that matter for cloud governance to be done right. Some of the obvious ones being that cloud is a business decision, and the governance exercise should keep in mind whether it is the right business decision to go to the cloud rather than just jumping on the bandwagon. Those are just some examples of the foundational principles that drive how cloud governance must be established and exercised.

Subsequent to that, we have a lifecycle for cloud governance defined and then we have gone through the process of detailing it out by identifying and decoupling the governance process and the process that is actually governed.

So there is this concept of process pairs that we have going, where we’ve identified key processes, key process pairs, whether it be the planning, the architecture, reusing cloud service, subscribing to it, unsubscribing, retiring, and so on. These are some of the defining milestones in the life cycle.

We’ve actually put together a template for identifying and detailing these process pairs, and the template has an outline of the process that is being governed, the key phases that the governance goes through, the desirable business outcomes that we would expect because of the cloud governance, as well as the associated metrics and the key roles.

Real-life solution

The Cloud Governance Framework is actually detailing each one. Where we are right now is looking at a real-life solution. The hypothetical could be an actual business scenario, but the idea is to help the reader digest the concepts outlined in the context of a scenario where such governance is exercised. That’s where we are on the Cloud Governance Project.

Let me take the opportunity to invite everyone to be part of the project to continue it by subscribing to the right mailing list for cloud governance within The Open Group.

Gardner: Thank you. Chris Harding, just for the benefit of our readers and listeners who might not be that familiar with The Open Group, perhaps you could give us a very quick overview of The Open Group — its mission, its charter, what we could expect at the Baltimore conference, and why people should get involved, either directly by attending, or following it on social media or the other avenues that The Open Group provides on its website?

Harding: Thank you, Dana. The Open Group is a vendor-neutral consortium whose vision is Boundaryless Information Flow. That is to say the idea that information should be available to people within an enterprise, or indeed within an ecosystem of enterprises, as and when needed, not locked away into silos.

We hold main conferences, quarterly conferences, four times a year and also regional conferences in various parts of the world in between those, and we discuss a variety of topics.

In fact, the main topics for the conference that we will be holding in July in Baltimore are enterprise architecture and risk and security. Architecture and security are two of the key things for which The Open Group is known, Enterprise Architecture, particularly with its TOGAF® Framework, is perhaps what The Open Group is best known for.

We’ve been active in a number of other areas, and risk and security is one. We also have started a new vertical activity on healthcare, and there will be a track on that at the Baltimore conference.

There will be tracks on other topics too, including four sessions on Open Platform 3.0™. Open Platform 3.0 is The Open Group initiative to address how enterprises can gain value from new technologies, including cloud computing, social computing, mobile computing, big data analysis, and the Internet of Things.

We’ll have a number of presentations related to that. These will include, in fact, a perspective on cloud governance, although that will not necessarily reflect what is happening in the Cloud Governance Project. Until an Open Group standard is published, there is no official Open Group position on the topic, and members will present their views at conferences. So we’re including a presentation on that.

Lifecycle governance

There is also a presentation on another interesting governance topic, which is on Information Lifecycle Governance. We have a panel session on the business context for Open Platform 3.0 and a number of other presentations on particular topics, for example, relating to the new technologies that Open Platform 3.0 will help enterprises to use.

There’s always a lot going on at Open Group conferences, and that’s a brief flavor of what will happen at this one.

Gardner: Thank you. And I’d just add that there is more available at The Open Group website, opengroup.org.

Going to one thing you mentioned about a standard and publishing that standard — and I’ll throw this out to any of our guests today — is there a roadmap that we could look to in order to anticipate the next steps or milestones in the Cloud Governance Project? When would such a standard emerge and when might we expect it?

Nadhan: As I said earlier, the next step is to identify the business scenario and apply it. I’m expecting, with the right level of participation, that it will take another quarter, after which it would go through the internal review with The Open Group and the company reviews for the publication of the standard. Assuming we have that in another quarter, Chris, could you please weigh in on what it usually takes, on average, for those reviews before it gets published.

Harding: You could add on another quarter. It shouldn’t actually take that long, but we do have a thorough review process. All members of The Open Group are invited to participate. The document is posted for comment for, I would think, four weeks, after which we review the comments and decide what actually needs to be taken.

Certainly, it could take only two months to complete the overall publication of the standard from the draft being completed, but it’s safer to say about a quarter.

Gardner: So a real important working document could be available in the second half of 2015. Let’s now go back to why a cloud governance document and approach is important when we consider the implications of Bimodal or Multimodal IT.

One of things that Gartner says is that Bimodal IT projects require new project management styles. They didn’t say project management products. They didn’t say, downloads or services from a cloud provider. We’re talking about styles.

So it seems to me that, in order to prevent the good aspects of Bimodal IT to be overridden by negative impacts of chaos and the lack of coordination that we’re talking about, not about a product or a download, we’re talking about something that a working group and a standards approach like the Cloud Governance Project can accommodate.

David, why is it that you can’t buy this in a box or download it as a product? What is it that we need to look at in terms of governance across Bimodal IT and why is that appropriate for a style? Maybe the IT people need to think differently about accomplishing this through technology alone?

First question

Janson: When I think of anything like a tool or a piece of software, the first question I tend to have is what is that helping me do, because the tool itself generally is not the be-all and end-all of this. What process is this going to help me carry out?

So, before I would think about tools, I want to step back and think about what are the changes to project-related processes that new approaches require. Then secondly, think about how can tools help me speed up, automate, or make those a little bit more reliable?

It’s an easy thing to think about a tool that may have some process-related aspects embedded in it as sort of some kind of a magic wand that’s going to automatically make everything work well, but it’s the processes that the tool could enable that are really the important decision. Then, the tools simply help to carry that out more effectively, more reliably, and more consistently.

We’ve always seen an evolution about the processes we use in developing solutions, as well as tools. Technology requires tools to adapt. As to the processes we use, as they get more agile, we want to be more incremental, and see rapid turnarounds in how we’re developing things. Tools need to evolve with that.

But I’d really start out from a governance standpoint, thinking about challenging the idea that if we’re going to make a change, how do we know that it’s really an appropriate one and asking some questions about how we differentiate this change from just reinventing the wheel. Is this an innovation that really makes a difference and isn’t just change for the sake of change?

Governance helps people challenge their thinking and make sure that it’s actually a worthwhile step to take to make those adaptations in project-related processes.

Once you’ve settled on some decisions about evolving those processes, then we’ll start looking for tools that help you automate, accelerate, and make consistent and more reliable what those processes are.

I tend to start with the process and think of the technology second, rather than the other way around. Where governance can help to remind people of principles we want to think about. Are you putting the cart before the horse? It helps people challenge their thinking a little bit to be sure they’re really going in the right direction.

Gardner: Of course, a lot of what you just mentioned pertains to enterprise architecture generally as well.

Nadhan, when we think about Bimodal or Multimodal IT, this to me is going to be very variable from company to company, given their legacy, given their existing style, the rate of adoption of cloud or other software as a service (SaaS), agile, or DevOps types of methods. So this isn’t something that’s going to be a cookie-cutter. It really needs to be looked at company by company and timeline by timeline.

Is this a vehicle for professional services, for management consulting more than IT and product? What is n the relationship between cloud governance, Bimodal IT, and professional services?

Delineating systems

Nadhan: It’s a great question Dana. Let me characterize Bimodal IT slightly differently, before answering the question. Another way to look at Bimodal IT, where we are today, is delineating systems of record and systems of engagement.

In traditional IT, typically, we’re looking at the systems of record, and systems of engagement with the social media and so on are in the live interaction. Those define the continuously evolving, growing-by-the-second systems of engagement, which results in the need for big data, security, and definitely the cloud and so on.

The coexistence of both of these paradigms requires the right move to the cloud for the right reason. So even though they are the systems of record, some, if not most, do need to get transformed to the cloud, but that doesn’t mean all systems of engagement eventually get transformed to the cloud.

There are good reasons why you may actually want to leave certain systems of engagement the way they are. The art really is in combining the historical data that the systems of record have with the continual influx of data that we get through the live channels of social media, and then, using the right level of predictive analytics to get information.

I said a lot in there just to characterize the Bimodal IT slightly differently, making the point that what really is at play, Dana, is a new style of thinking. It’s a new style of addressing the problems that have been around for a while.

But a new way to address the same problems, new solutions, a new way of coming up with the solution models would address the business problems at hand. That requires an external perspective. That requires service providers, consulting professionals, who have worked with multiple customers, perhaps other customers in the same industry, and other industries with a healthy dose of innovation.

That’s where this is a new opportunity for professional services to work with the CxOs, the enterprise architects, the CIOs to exercise the right business decision with the rights level of governance.

Because of the challenges with the coexistence of both systems of record and systems of engagement and harvesting the right information to make the right business decision, there is a significant opportunity for consulting services to be provided to enterprises today.

Drilling down

Gardner: Before we close off I wanted to just drill down on one thing, Nadhan, that you brought up, which is that ability to measure and know and then analyze and compare.

One of the things that we’ve seen with IT developing over the past several years as well is that the big data capabilities have been applied to all the information coming out of IT systems so that we can develop a steady state and understand those systems of record, how they are performing, and compare and contrast in ways that we couldn’t have before.

So on our last topic for today, David Janson, how important is it for that measuring capability in a governance context, and for organizations that want to pursue Bimodal IT, but keep it governed and keep it from spinning out of control? What should they be thinking about putting in place, the proper big data and analytics and measurement and visibility apparatus and capabilities?

Janson: That’s a really good question. One aspect of this is that, when I talk with people about the ideas around governance, it’s not unusual that the first idea that people have about what governance is is about the compliance or the policing aspect that governance can play. That sounds like that’s interference, sand in the gears, but it really should be the other way around.

A governance framework should actually make it very clear how people should be doing things, what’s expected as the result at the end, and how things are checked and measured across time at early stages and later stages, so that people are very clear about how things are carried out and what they are expected to do. So, if someone does use a governance-compliance process to see if things are working right, there is no surprise, there is no slowdown. They actually know how to quickly move through that.

Good governance has communicated that well enough, so that people should actually move faster rather than slower. In other words, there should be no surprises.

Measuring things is very important, because if you haven’t established the objectives that you’re after and some metrics to help you determine whether you’re meeting those, then it’s kind of an empty suit, so to speak, with governance. You express some ideas that you want to achieve, but you have no way of knowing or answering the question of how we know if this is doing what we want to do. Metrics are very important around this.

We capture metrics within processes. Then, for the end result, is it actually producing the effects people want? That’s pretty important.

One of the things that we have built into the Cloud Governance Framework is some idea about what are the outcomes and the metrics that each of these process pairs should have in mind. It helps to answer the question, how do we know? How do we know if something is doing what we expect? That’s very, very essential.

Gardner: I am afraid we’ll have to leave it there. We’ve been examining the role of cloud governance and enterprise architecture and how they work together in the era of increasingly fragmented IT. And we’ve seen how The Open Group Cloud Governance Initiatives and Working Groups can help allow for the benefits of Bimodal IT, but without necessarily IT fragmentation leading to a fractured or broken business process around technology and innovation.

This special Thought Leadership Panel Discussion comes to you in conjunction with The Open Group’s upcoming conference on July 20, 2015 in Baltimore. And it’s not too late to register on The Open Group’s website or to follow the proceedings online and via social media such as Twitter, LinkedIn and Facebook.

So, thank you to our guests today. We’ve been joined by Dr. Chris Harding, Director for Interoperability and Cloud Computing Forum Director at The Open Group; David Janson, Executive IT Architect and Business Solutions Professional with the IBM Industry Solutions Team for Central and Eastern Europe and a leading contributor to The Open Group Cloud Governance Project, and Nadhan, HP Distinguished Technologist and Cloud Advisor and Co-Chairman of The Open Group Cloud Governance Project.

And a big thank you, too, to our audience for joining this special Open Group-sponsored discussion. This is Dana Gardner, Principal Analyst at Interarbor Solutions, your host and moderator for this thought leadership panel discussion series. Thanks again for listening, and do come back next time.

Listen to the podcast. Find it on iTunes. Get the mobile app for iOS or Android.

Sponsor: The Open Group

Transcript of an Open Group discussion/podcast on the role of Cloud Governance and Enterprise Architecture and how they work together in the era of increasingly fragmented IT. Copyright The Open Group and Interarbor Solutions, LLC, 2005-2015. All rights reserved.

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Filed under Accreditations, Boundaryless Information Flow™, Cloud, Cloud Governance, Interoperability, IoT, The Open Group Baltimore 2015

The Open Group Madrid 2015 – Day Two Highlights

By The Open Group

On Tuesday, April 21, Allen Brown, President & CEO of The Open Group, began the plenary presenting highlights of the work going on in The Open Group Forums. The Open Group is approaching 500 memberships in 40 countries.

Big Data & Open Platform 3.0™ – a Big Deal for Open Standards

Ron Tolido, Senior Vice President of Capgemini’s group CTO network and Open Group Board Member, discussed the digital platform as the “fuel” of enterprise transformation today, citing a study published in the book “Leading Digital.” The DNA of companies that successfully achieve transform has the following factors:

  • There is no escaping from mastering the digital technology – this is an essential part of leading transformation. CEO leadership is a success factor.
  • You need a sustainable technology platform embraced by both the business and technical functions

Mastering digital transformation shows a payoff in financial results, both from the standpoint of efficient revenue generation and maintaining and growing market share. The building blocks of digital capability are:

  • Customer Experience
  • Operations
  • New business models

Security technology must move from being a constraint or “passion killer” to being a driver for digital transformation. Data handling must change it’s model – the old structured and siloed approach to managing data no longer works, resulting in business units bypassing or ignoring the “single souce” data repository. He recommended the “Business Data Lake” approach as a approach to overcoming this, and suggested it should be considered as an open standard as part of the work of the Open Platform 3.0 Forum.

In the Q&A session, Ron suggested establishing hands-on labs to help people embrace digital transformation, and presented the analogy of DatOps as an analogy to DevOps for business data.

Challengers in the Digital Era

Mariano Arnaiz, Chief Information Officer in the CESCE Group, presented the experiences of CESCE in facing challenges of:

  • Changing regulation
  • Changing consumer expectations
  • Changing technology
  • Changing competition and market entrants based on new technology

The digital era represents a new language for many businesses, which CESCE faced during the financial crisis of 2008. They chose the “path less traveled” of becoming a data-driven company, using data and analytics to improve business insight, predict behavior and act on it. CESCE receives over 8000 risk analysis requests per day; using analytics, over 85% are answered in real time, when it used to take more than 20 days. Using analytics has given them unique competitive products such as variable pricing and targeted credit risk coverage while reducing loss ratio.

To drive transformation, the CIO must move beyond IT service supporting the business to helping drive business process improvement. Aligning IT to business is no longer enough for EA – EA must also help align business to transformational technology.

In the Q&A, Mariano said that the approach of using analytics and simulation for financial risk modeling could be applied to some cybersecurity risk analysis cases.

Architecting the Internet of Things

Kary Främling,  CEO of the Finnish company ControlThings and Professor of Practice in Building Information Modeling (BIM) at Aalto University, Finland, gave a history of the Internet of Things (IoT), the standards landscape, issues on security in IoT, and real-world examples.

IoT today is characterized by an increasing number of sensors and devices each pushing large amounts of data to their own silos, with communication limited to their own network. Gaining benefit from IoT requires standards to take a systems view of IoT providing horizontal integration among IoT devices and sensors with data collected as and when needed, and two-way data flows between trusted entities within a vision of Closed-Loop Lifecycle Management. These standards are being developed in The Open Group Open Platform 3.0 Forum’s IoT work stream; published standards such as Open Messaging interface (O-MI) and Open Data Format (O-DF) that allow discovery and interoperability of sensors using open protocols, similar to the way http and html enable interoperability on the Web.

Kary addressed the issues of security and privacy in IoT, noting this is an opportunity for The Open Group to use our EA and Security work to to assess these issues at the scale IoT will bring.By The Open Group

Kary Främling

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Filed under big data, Boundaryless Information Flow™, Cybersecurity, Enterprise Architecture, Internet of Things

The Emergence of the Third Platform

By Andras Szakal, Vice President and Chief Technology Officer, IBM U.S. Federal

By 2015 there will be more than 5.6 billion personal devices in use around the world. Personal mobile computing, business systems, e-commerce, smart devices and social media are generating an astounding 2.5 billion gigabytes of data per day. Non-mobile network enabled intelligent devices, often referred to as the Internet of Things (IoT), is poised to explode to over 1 trillion devices by 2015.

Rapid innovation and astounding growth in smart devices is driving new business opportunities and enterprise solutions. Many of these new opportunities and solutions are based on deep insight gained through analysis of the vast amount of data being generated.

The expansive growth of personal and pervasive computing power continues to drive innovation that is giving rise to a new class of systems and a pivot to a new generation of computing platform. Over the last fifty years, two generations of computing platform have dominated the business and consumer landscape. The first generation was dominated by the monolithic mainframe, while distributed computing and the Internet characterized the second generation. Cloud computing, Big Data/Analytics, the Internet of Things (IoT), mobile computing and even social media are the core disruptive technologies that are now converging at the cross roads of the emergence of a third generation of computing platform.

This will require new approaches to enterprise and business integration and interoperability. Industry bodies like The Open Group must help guide customers through the transition by facilitating customer requirements, documenting best practices, establishing integration standards and transforming the current approach to Enterprise Architecture, to adapt to the change in which organizations will build, use and deploy the emerging third generation of computing platform.

Enterprise Computing Platforms

An enterprise computing platform provides the underlying infrastructure and operating environment necessary to support business interactions. Enterprise systems are often comprised of complex application interactions necessary to support business processes, customer interactions, and partner integration. These interactions coupled with the underlying operating environment define an enterprise systems architecture.

The hallmark of successful enterprise systems architecture is a standardized and stable systems platform. This is an underlying operating environment that is stable, supports interoperability, and is based on repeatable patterns.

Enterprise platforms have evolved from the monolithic mainframes of the 1960s and 1970s through the advent of the distributed systems in the 1980s. The mainframe-based architecture represented the first true enterprise operating platform, referred to henceforth as the First Platform. The middleware-based distributed systems that followed and ushered in the dawn of the Internet represented the second iteration of platform architecture, referred to as the Second Platform.

While the creation of the Internet and the advent of web-based e-commerce are of historical significance, the underlying platform was still predominantly based on distributed architectures and therefore is not recognized as a distinct change in platform architecture. However, Internet-based e-commerce and service-based computing considerably contributed to the evolution toward the next distinct version of the enterprise platform. This Third Platform will support the next iteration of enterprise systems, which will be born out of multiple simultaneous and less obvious disruptive technology shifts.

The Convergence of Disruptive Technologies

The emergence of the third generation of enterprise platforms is manifested at the crossroads of four distinct, almost simultaneous, disruptive technology shifts; cloud computing, mobile computing, big data-based analytics and the IoT. The use of applications based on these technologies, such as social media and business-driven insight systems, have contributed to both the convergence and rate of adoption.

These technologies are dramatically changing how enterprise systems are architected, how customers interact with business, and the rate and pace of development and deployment across the enterprise. This is forcing vendors, businesses, and governments to shift their systems architectures to accommodate integrated services that leverage cloud infrastructure, while integrating mobile solutions and supporting the analysis of the vast amount of data being generated by mobile solutions and social media. All this is happening while maintaining the integrity of the evolving businesses capabilities, processes, and transactions that require integration with business systems such as Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM).

Cloud computing and the continued commoditization of computer storage are key facilitating elements of this convergence. Cloud computing lowers the complexity of enterprise computing through virtualization and automated infrastructure provisioning, while solid-state and software-based Internet storage has made big data practical and affordable. Cloud computing solutions continue to evolve and offer innovative services like Platform as a Service (PaaS)-based development environments that integrate directly with big data solutions. Higher density, cloud-based and solid-state storage continue to lower the cost and complexity of storage and big data solutions.

The emergence of the smartphone and enterprise mobile computing is a key impetus for the emergence of big data solutions and an explosion of innovative storage technologies. The modern mobile platform, with all its rich applications, device sensors, and access to social networks, is almost single-handedly responsible for the explosion of data and the resulting rush to provide solutions to analyze and act on the insight contained in the vast ocean of personalized information. In turn, this phenomenon has created a big data market ecosystem based on the premise that open data is the new natural resource.

The emergence of sensor-enabled smartphones has foreshadowed the potential value of making everyday devices interconnected and intelligent by adding network-based sensors that allow devices to enhance their performance by interacting with their environment, and through collaboration with other devices and enterprise systems in the IoT. For example, equipment manufacturers are using sensors to gain insight into the condition of fielded equipment. This approach reduces both the mean time to failure and pinpoints manufacturing quality issues and potential design flaws. This system of sensors also integrates with the manufacturer’s internal supply chain systems to identify needed parts, and optimizes the distribution process. In turn, the customer benefits by avoiding equipment downtime through scheduling maintenance before a part fails.

Over time, the IoT will require an operating environment for devices that integrates with existing enterprise business systems. But this will require that smart devices effectively integrate with cloud-based enterprise business systems, the enterprise customer engagement systems, as well as the underlying big data infrastructure responsible for gleaning insight into the data this vast network of sensors will generate. While each of these disruptive technology shifts has evolved separately, they share a natural affinity for interaction, collaboration, and enterprise integration that can be used to optimize an enterprise’s business processes.

Evolving Enterprise Business Systems

Existing enterprise systems (ERP, CRM, Supply Chain, Logistics, etc.) are still essential to the foundation of a business or government and form Systems of Record (SoR) that embody core business capabilities and the authoritative processes based on master data records. The characteristics of SoR are:

  • Encompass core business functions
  • Transactional in nature
  • Based on structured databases
  • Authoritative source of information (master data records)
  • Access is regulated
  • Changes follow a rigorous governance process.

Mobile systems, social media platforms, and Enterprise Market Management (EMM) solutions form another class of systems called Systems of Engagement (SoE). Their characteristics are:

  • Interact with end-users through open collaborative interfaces (mobile, social media, etc.)
  • High percentage of unstructured information
  • Personalized to end-user preferences
  • Context-based analytical business rules and processing
  • Access is open and collaborative
  • Evolves quickly and according to the needs of the users.

The emergence of the IoT is embodied in a new class of system, Systems of Sensors (SoS), which includes pervasive computing and control. Their characteristics are:

  • Based on autonomous network-enabled devices
  • Devices that use sensors to collect information about the environment
  • Interconnected with other devices or enterprise engagement systems
  • Changing behavior based on intelligent algorithms and environmental feedback
  • Developed through formal product engineering process
  • Updates to device firmware follow a continuous lifecycle.

The Third Platform

The Third Platform is a convergence of cloud computing, big data solutions, mobile systems and the IoT integrated into the existing enterprise business systems.

The Three Classes of System

Figure 1: The Three Classes of Systems within the Third Platform

The successful implementation and deployment of enterprise SoR has been embodied in best practices, methods, frameworks, and techniques that have been distilled into enterprise architecture. The same level of rigor and pattern-based best practices will be required to ensure the success of solutions based on Third Platform technologies. Enterprise architecture methods and models need to evolve to include guidance, governance, and design patterns for implementing business solutions that span the different classes of system.

The Third Platform builds upon many of the concepts that originated with Service-Oriented Architecture (SOA) and dominated the closing stanza of the period dominated by the Second Platform technologies. The rise of the Third Platform provides the technology and environment to enable greater maturity of service integration within an enterprise.

The Open Group Service Integration Maturity Model (OSIMM) standard[1] provides a way in which an organization can assess its level of service integration maturity. Adoption of the Third Platform inherently addresses many of the attributes necessary to achieve the highest levels of service integration maturity defined by OSIMM. It will enable new types of application architecture that can support dynamically reconfigurable business and infrastructure services across a wide variety of devices (SoS), internal systems (SoR), and user engagement platforms (SoE).

Solution Development

These new architectures and the underlying technologies will require adjustments to how organizations approach enterprise IT governance, to lower the barrier of entry necessary to implement and integrate the technologies. Current adoption requires extensive expertise to implement, integrate, deploy, and maintain the systems. First market movers have shown the rest of the industry the realm of the possible, and have reaped the rewards of the early adopter.

The influence of cloud and mobile-based technologies has changed the way in which solutions will be developed, delivered, and maintained. SoE-based solutions interact directly with customers and business partners, which necessitates a continuous delivery of content and function to align with the enterprise business strategy.

Most cloud-based services employ a roll-forward test and delivery model. A roll-forward model allows an organization to address functional inadequacies and defects in almost real-time, with minimal service interruptions. The integration and automation of development and deployment tools and processes reduces the risk of human error and increases visibility into quality. In many cases, end-users are not even aware of updates and patch deployments.

This new approach to development and operations deployment and maintenance is referred to as DevOps – which combines development and operations tools, governance, and techniques into a single tool set and management practice. This allows the business to dictate, not only the requirements, but also the rate and pace of change aligned to the needs of the enterprise.

[1] The Open Group Service Integration Maturity Model (OSIMM), Open Group Standard (C117), published by The Open Group, November 2011; refer to: www.opengroup.org/bookstore/catalog/c117.htm

Andras2

Figure 2: DevOps: The Third Platform Solution Lifecycle

The characteristics of an agile DevOps approach are:

  • Harmonization of resources and practices between development and IT operations
  • Automation and integration of the development and deployment processes
  • Alignment of governance practices to holistically address development and operations with business needs
  • Optimization of the DevOps process through continuous feedback and metrics.

In contrast to SoE, SoR have a slower velocity of delivery. Such systems are typically released on fixed, pre-planned release schedules. Their inherent stability of features and capabilities necessitates a more structured and formal development approach, which traditionally equates to fewer releases over time. Furthermore, the impact changes to SoR have on core business functionality limits the magnitude and rate of change an organization is able to tolerate. But the emergence of the Third Platform will continue to put pressure on these core business systems to become more agile and flexible in order to adapt to the magnitude of events and information generated by mobile computing and the IoT.

As the technologies of the Third Platform coalesce, organizations will need to adopt hybrid development and delivery models based on agile DevOps techniques that are tuned appropriately to the class of system (SoR, SoS or SoS) and aligned with an acceptable rate of change.

DevOps is a key attribute of the Third Platform that will shift the fundamental management structure of the IT department. The Third Platform will usher in an era where one monolithic IT department is no longer necessary or even feasible. The line between business function and IT delivery will be imperceptible as this new platform evolves. The lines of business will become intertwined with the enterprise IT functions, ultimately leading to the IT department and business capability becoming synonymous. The recent emergence of the Enterprise Market Management organizations is an example where the marketing capabilities and the IT delivery systems are managed by a single executive – the Enterprise Marketing Officer.

The Challenge

The emergence of a new enterprise computing platform will usher in opportunity and challenge for businesses and governments that have invested in the previous generation of computing platforms. Organizations will be required to invest in both expertise and technologies to adopt the Third Platform. Vendors are already offering cloud-based Platform as a Service (PaaS) solutions that will provide integrated support for developing applications across the three evolving classes of systems – SoS, SoR, and SoE. These new development platforms will continue to evolve and give rise to new application architectures that were unfathomable just a few years ago. The emergence of the Third Platform is sure to spawn an entirely new class of dynamically reconfigurable intelligent applications and devices where applications reprogram their behavior based on the dynamics of their environment.

Almost certainly this shift will result in infrastructure and analytical capacity that will facilitate the emergence of cognitive computing which, in turn, will automate the very process of deep analysis and, ultimately, evolve the enterprise platform into the next generation of computing. This shift will require new approaches, standards and techniques for ensuring the integrity of an organization’s business architecture, enterprise architecture and IT systems architectures.

To effectively embrace the Third Platform, organizations will need to ensure that they have the capability to deliver boundaryless systems though integrated services that are comprised of components that span the three classes of systems. This is where communities like The Open Group can help to document architectural patterns that support agile DevOps principles and tooling as the Third Platform evolves.

Technical standardization of the Third Platform has only just begun; for example, standardization of the cloud infrastructure has only recently crystalized around OpenStack. Mobile computing platform standardization remains fragmented across many vendor offerings even with the support of rigid developer ecosystems and open sourced runtime environments. The standardization and enterprise support for SoS is still nascent but underway within groups like the Allseen Alliance and with the Open Group’s QLM workgroup.

Call to Action

The rate and pace of innovation, standardization, and adoption of Third Platform technologies is astonishing but needs the guidance and input from the practitioner community. It is incumbent upon industry communities like the Open Group to address the gaps between traditional Enterprise Architecture and an approach that scales to the Internet timescales being imposed by the adoption of the Third Platform.

The question is not whether Third Platform technologies will dominate the IT landscape, but rather how quickly this pivot will occur. Along the way, the industry must apply the open standards processes to ensure against the fragmentation into multiple incompatible technology platforms.

The Open Group has launched a new forum to address these issues. The Open Group Open Platform 3.0™ Forum is intended to provide a vendor-neutral environment where members share knowledge and collaborate to develop standards and best practices necessary to help guide the evolution of Third Platform technologies and solutions. The Open Platform 3.0 Forum will provide a place where organizations can help illuminate their challenges in adopting Third Platform technologies. The Open Platform 3.0 Forum will help coordinate standards activities that span existing Open Group Forums and ensure a coordinated approach to Third Platform standardization and development of best practices.

Innovation itself is not enough to ensure the value and viability of the emerging platform. The Open Group can play a unique role through its focus on Boundaryless Information Flow™ to facilitate the creation of best practices and integration techniques across the layers of the platform architecture.

andras-szakalAndras Szakal, VP and CTO, IBM U.S. Federal, is responsible for IBM’s industry solution technology strategy in support of the U.S. Federal customer. Andras was appointed IBM Distinguished Engineer and Director of IBM’s Federal Software Architecture team in 2005. He is an Open Group Distinguished Certified IT Architect, IBM Certified SOA Solution Designer and a Certified Secure Software Lifecycle Professional (CSSLP).  Andras holds undergraduate degrees in Biology and Computer Science and a Masters Degree in Computer Science from James Madison University. He has been a driving force behind IBM’s adoption of government IT standards as a member of the IBM Software Group Government Standards Strategy Team and the IBM Corporate Security Executive Board focused on secure development and cybersecurity. Andras represents the IBM Software Group on the Board of Directors of The Open Group and currently holds the Chair of The Open Group Certified Architect (Open CA) Work Group. More recently, he was appointed chair of The Open Group Trusted Technology Forum and leads the development of The Open Trusted Technology Provider Framework.

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