Tag Archives: standards

Enterprise Architecture: A Practitioner View

By Prasad Palli and Dr. Gopala Krishna Behara, Wipro

Overview of Enterprise Architecture

IT organizations as usual are always ready to take challenges and start the journey in defining/refining their IT strategies and aligning with business strategies. During this journey, enterprises adopt a framework / methodology / best-practice / pattern / process called “Enterprise Architecture” which will help them to structure their processes and address growth together.

The effective management and exploitation of information through IT is a key factor to business success, and an indispensable means to achieving competitive advantage. Enterprise Architecture addresses this need, by providing a strategic context for the evolution of the IT system in response to the constantly changing needs of the business environment.

Without Enterprise Architecture

Based on our experience in Enterprise Architecture consulting, we highlight the common mistakes/frequent issues faced by the organizations in the absence of Enterprise Architecture.

Strategy

  • No link to business strategic planning and budget process
  • Slow and ineffective decision-making
  • Inability to rapidly respond to changes driven by business challenges
  • Lack of focus on enterprise requirements
  • Lack of common direction and synergies
  • Focusing on the art or language of EA rather than outcomes
  • Incomplete visibility of the current and future target Enterprise Architecture vision

Governance

  • Inability to predict impacts of future changes
  • Confusing “IT Architecture” With “Enterprise Architecture”
  • Lack of governance
  • Strict following of EA frameworks
  • “Ivory Tower” approach
  • Lack of communication and feedback
  • Limiting the EA team to IT resources
  • Lack of performance measures
  • No measurement criteria for EA metrics
  • Picking a tool before understanding your business needs

Technology

  • Increased gaps and architecture conflicts
  • Lack of commonality and consistency due to the absence of standards
  • Dilution and dissipation of critical information and knowledge of the deployed solutions
  • Rigidity, redundancy and lack of scalability and flexibility in the deployed solutions
  • Over-standardization
  • Non-adoption of Next Generation Technologies
  • Lack of integration, compatibility and interoperability between applications
  • Complex, fragile and costly interfaces between incongruent application

Enterprise Architecture Perspective

The main drivers of Enterprise Architecture of the enterprise are:

  • Highly optimized and flexible processes (Business & IT)
  • Ability to integrate seamlessly with systems within the enterprise and partners
  • Highly optimized and shared IT infrastructure
  • Loosely coupled systems to quickly respond to new processes or new product or new channel – Business value generation
  • Well mapping of business processes to application to information to technology
  • Strict adherence to regulatory and compliance factors

This article highlights our framework of Enterprise Architecture and its roadmap for the development and management of various components. It depicts how these components work together, what are the various measures of business units, enterprise and their outcome. The framework includes putting in place the proper organizational structure and hybrid business/IT roles, consolidating and standardizing information and data stores, and integrating applications and infrastructure to support the right business processes across the enterprise.

The key Components of Enterprise Architecture are depicted below.

EA1

EA – Practical Experience

Enterprise Architecture is not a one-time event, nor limited to specific projects or business units. EA is an on-going, iterative process that provides:

  • A common vision of the future shared by business and IT; business aware of IT and vice-versa
  • Guidance in the selection, creation and implementation of solutions driven by business requirements
  • Support for the various enterprise business lines through improved information sharing – provides plan for the integration of information and services at the design level across business lines
  • A means to control growing complexities of technology by setting enterprise-wide, leverageable standards for information technology
  • Defines an approach for the evaluation, consideration and assimilation of new and emerging technology innovations to meet business requirements

Some of the key aspects that teams will come across during EA execution:

  • EA is NOT a project: This is one of common mistake that most enterprises do. Enterprise Architecture is NOT a project, which can be delivered within specified timeframe. Enterprise Architecture is more of a culture that enterprises must adopt like SDLC process.
  • EA is NOT about review : Generally, people tend to think that EA is always for review and do policing team/individual performance and provide review reports to higher management. Instead EA is of bringing standards and making enterprise flexible to address changes as needed for business growth.
  • EA is NOT a one-time activity: The success of EA is possible only when enterprises will adopt it as part of their culture. For this to happen, Enterprise Architecture should execute as an iterative and on-going process and educate all stakeholders (business, portfolio managers, architects, program/project managers, designers, developers, operations, partners etc.) about the initiative and make them responsible for EA success.
  • EA is NOT for IT: Most of the times Enterprise Architecture initiative is driven by IT organizations without much involvement from Business. This is the first step towards a big failure. Depending upon the approach (whether it is top-down or bottom-up), business should be aware of what’s happening in the Enterprise Architecture initiative and be actively participating in the program when needed. Business is as equally responsible as IT for the success of an EA initiative.
  • EA is NOT a strategy: There is a common view across organizations that Enterprise Architecture is more of a strategy and teams like solution architecture, portfolio management and design & development and operations streams doesn’t have a role to play. In fact, the aforementioned teams are key contributors to Enterprise Architecture definition and its success by inculcating EA standards and best practices in their day-to-day activities.
  • EA is NOT all about cost-reduction: Most of the enterprises will look at EA from cost savings perspective that puts lot of pressure on IT to show some immediate benefits in terms of savings. With this kind of pressure, EA will get off track and be seen as more of a tactical initiative rather than strategic. Enterprises should start looking at EA more from Business-IT alignment, agility, innovation etc. which are strategic in nature along with cost savings.
  • EA is NOT one-man show: Enterprise Architecture is neither a CIO job or CFO or any CXO. It’s everybody’s job within an enterprise. During the EA strategy definition phase, probably more leadership involvement is needed and at EA implementation stage all the stakeholders will have a role to play and contribute one way or another.
  • EA is all about communication: One of the common mistakes that most enterprises do during the EA program is the team will work in silos and build huge pile of documents without having proper communication sessions within enterprise. At a minimum, the EA team should spend 50% of efforts towards communicating EA artifacts with the team and successful medium is through meetings rather than sending over emails or website.
  • Measure EA: During the initial stages of an EA program, the team should define measuring criteria/factors of EA (for ex: customer satisfaction, time to market, agility, cost savings, standardization, resources skills, trainings/certification etc.). Without these factors defined, EA will end up in ad-hoc planning which leads to chaos and frustrates leadership.
  • Adoption of Latest Technology Trends on EA: Traditional EA is more of the “Ivory Tower” approach which is modeled as framework-centered and tool-driven. Most of the EA function is technology-centric and defined as a one-time initiative. Application built on Traditional EA principles are business-constraint before they are completed. The Next Generation Enterprise Architecture (NGEA) is business-centric, global, agile, continuous and social digital network. Also, the organizations adopt latest digital capabilities like social web, SOA, big data analytics, omni channel customer management, cloud computing, virtualization, Internet of Things and so on. These technologies are interrelated and fit together to define Next Generation Enterprise Architecture for an organization.

The vision of an enterprise is shifting from Traditional EA to Digital Architecture which addresses Networked Community Capabilities (interacting with users through social media), globalization (Borderless Enterprise), innovation of products and services (open, closed & virtual innovation), collaboration (enable employees in decision-making, location flexibility, schedule flexibility), flexibility (flexibility to choose the technologies, infrastructure, applications).

The following diagram shows the Next Generation EA Model.

EA2

  • Network-centric enterprise: Online communities, workforce (network/social collaboration), business partners, customers and the marketplace
  • Enterprise resources: Teams, project-centric, process-based work conducted by communities
  • Business partners: Strategic partners and suppliers can be engaged together in operations
  • Customers: Customer care communities
  • Outside enterprise: Regulators, influencers, crowdsourcing participants, software developers and other interested parties
  • Third party vendors: Packaged vendors like SAP, Oracle ERP etc.
  • New channels: Web, mobile devices, Social business environments (communities of all functional types and audiences) and CRM

Conclusions

This article attempts to demonstrate practical views of an Enterprise Architect in improving the success rate of EA across the organizations. There is no hard and fast rule that enterprises should adopt to one particular framework or standard or approach. They can choose to adopt any industry specific framework, however it can be customized as per the needs of the enterprise. It does not force fit EA programs to any industry framework. The deliverables of EA should integrate with business planning, focus on business architecture and defining/streamlining business outcome metrics.

EA program definition should not span for years. It should deliver business value in months or weeks. Also, the program output should be actionable. Always measure impact but not activity.

Apart from these steps, enterprise should think about following other key aspects like:

  • Should have strong leadership commitments
  • Not always as-Is instead it can start with defining future state
  • Start with the highest-priority business outcomes

Use the right diagnostic tools — EAs must have a broad set of tools to choose from:

  • Ensure the program outputs are actionable
  • Measure impact, not activity
  • Adopt Next Generation Enterprise Architecture patterns
  • Socialize, listen, crowd source and be transparent
  • Do not re-architect legacy systems for the sake of re-architecting: most old systems should be wrapped, then replaced
  • Prepare to measure degree of success before starting on with the new architecture initiative
  • Do not over-design your systems of innovation or under-design the systems of differentiation or record

References

1.http://www.opengroup.org/architecture/togaf7-doc/arch/p4/comp/comp.htm

Acknowledgements

The authors would like to thank Hari Kishan Burle, Raju Alluri of Architecture Group of Wipro Technologies for giving us the required time and support in many ways in bringing this article as part of Enterprise Architecture Practice efforts.

Authors

PalliPrasad Palli is a Practice Partner in the Enterprise Architecture division of Wipro. He has a total of 17 years of IT experience. He can be reached at prasad.palli@wipro.com

 

BeharaDr. Gopala Krishna Behara is a Senior Enterprise Architect in the Enterprise Architecture division of Wipro. He has a total of 18 years of IT experience. He can be reached at gopalkrishna.behra@wipro.com

 

Disclaimer

The views expressed in this article/presentation are that of authors and Wipro does not subscribe to the substance, veracity or truthfulness of the said opinion.

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Now is the Time for Third Generation Enterprise Architecture Methods

By Erwin Oord, Principal Consultant Enterprise Architecture and Managing Partner at Netherlands-based ArchiXL Consultancy

Common methods for Enterprise Architecture used at present have been around for ages already. Although these methods have made a strong contribution to the development of the architecture discipline, they have reached the limits of their abilities. It is time to make a leap forward and for that we need a new generation of architecture methods. What characterizes architecture methods of this new generation?

Architects currently working with methods like TOGAF®, an Open Group standard, DYA or IAF might not realize it, but these methods stem from the early days of the architecture discipline. DYA originated in 2001 and the first version of TOGAF dates back to even 1995! Of course, these architecture methods are not dinosaurs that forgot to extinct. TOGAF produces new versions that are the result of lively discussion at The Open Group.

But an architecture method is like a car model. With annual facelifts you can adjust to the latest fashion, but you cannot hide the fact that the basic product reflects the spirit of the time in which it was developed. Car models, including those of the better car brands, reach their end after a decade or so. The automotive industry is used to this and knows that this cycle requires high investments, but also brings new opportunities. Enterprise Architecture is no different!

Let’s take a look back in history. The notion of Enterprise Architecture emerged in the mid-eighties. In that period, people like Zachman discovered that systems development models together create a coherent view on the enterprise. Thus arose the first architectural frameworks. This is the first generation of architecture methods, although a “method” was barely recognized.

The need for a repeatable process to develop and use architecture models emerged in the nineties. This is the time when the famous TOGAF Architecture Development Method came about, later followed by the concept of the strategic dialogue in DYA. This process-oriented approach to Enterprise Architecture was a great leap forward. We can therefore speak of a second generation of architecture methods.

A shocking discovery is that since then not much more has happened. Of course, methods have evolved with the addition of reference models and techniques for creating models. The underlying content frames have improved, now including architectural principles and implementation aspects. But all this is merely facelifting. We are still working with basic designs dating back more than a decade.

In order to make a leap forward again, we must escape the current process orientation. Instead of focusing on a fixed process to develop and use architecture, we must focus on the results of architecture. But that is only possible when we realize architecture is not a process in itself but an aspect of the overall change process in an organization. After all, governments and companies are constantly changing. An architecture method should therefore not be self-contained, but should be fully integrated in the change process.

A third generation architecture method has no fixed processes but focuses on essential architecture tasks, and integrates these tasks in the change methodology used by the organization. It provides a limited set of clearly defined architectural products that can be used directly in the change process. And it recognizes clearly defined roles that, depending on the situation, can be assigned to the right stakeholders. And that is certainly not always the Enterprise Architect. The key of a third generation Enterprise Architecture method is not the method itself but the way it is integrated into the organization.

OordErwin Oord, Principal Consultant Enterprise Architecture and Managing Partner at Netherlands based ArchiXL consultancy, has a rich experience in applying and customising Enterprise Architecture methods in both public sector and business organisations. Being co-author of a successful (Dutch) guide on selecting appropriate architecture methods, he is frequently asked for setting up an architecture practice or advancing architecture maturity stages in organisations. In his assignments, he focuses on effective integration of architecture with business and organisation change management.

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Using The Open Group Standards – O-ISM3 with TOGAF®

By Jose Salamanca, UST Global, and Vicente Aceituno, Inovement

In order to prevent duplication of work and maximize the value provided by the Enterprise Architecture and Information Security discipline, it is necessary to find ways to communicate and take advantage from each other’s work. We have been examining the relationship between O-ISM3 and TOGAF®, both Open Group standards, and have found that, terminology differences aside, there are quite a number of ways to use these two standards together. We’d like to share our findings with The Open Group’s audience of Enterprise Architects, IT professionals, and Security Architects in this article.

Any ISMS manager needs to understand what the Security needs of the business are, how IT can cater for these needs, and how Information Security can contribute the most with the least amount of resources possible. Conversely, Enterprise Architects are challenged to build Security into the architectures deployed in the business in such a way that Security operations may be managed effectively.

There are parts of Enterprise Architecture that make the process of understanding the dependencies between the business and IT pretty straightforward. For example:

  • The TOGAF® 9 document “Business Principles – Goals – Drivers” will help inform the O-ISM3 practitioner what the business is about, in other words, what needs to be protected.
  • The TOGAF 9 document – Architecture Definition contains the Application, Technology and Data Domains, and the Business Domain. As a TOGAF service is a subdivision of an application used by one or several business functions, the O-ISM3 practitioner will be able to understand the needs of the business, developed and expressed as O-ISM3 Security objectives and Security targets, by interviewing the business process owners (found in the TOGAF Architecture Definition).
  • To determine how prepared applications are to meet those Security objectives and Security targets the O-ISM3 practitioner can interview the owner (found in the TOGAF Application Portfolio Catalog) of each application.
  • To check the location of the Components (parts of the application from the point of view of IT), which can have licensing and privacy protection implications, the O-ISM3 practitioner can interview the data owners (found in the TOGAF Architecture Definition) of each application.
  • To check the different Roles of use of an application, which will direct how access control is designed and operated, the O-ISM3 practitioner can interview the business process owners (found in the TOGAF Architecture Definition).
  • To understand how Components depend on each other, which has broad reaching implications in Security and business continuity, the O-ISM3 practitioner can examine the TOGAF Logical Application Components Map.

TOGAF practitioners can find Security constraints, which are equivalent to O-ISM3 Security Objectives (documented in “TOGAF 9 Architecture Vision” and “Data Landscape”) in the documents TSP-031 Information Security Targets and TSP-032 Information Requirements and Classification.

The Application Portfolio artifact in TOGAF is especially suitable to document the way applications are categorized from the point of view of security. The categorization enables prioritizing how they are protected.

The Security requirements which are created in O-ISM3, namely Security objectives and Security targets, should be included in the document “Requirements TOGAF 9 Template – Architecture Requirements Specification”, which contains all the requirements, constraints, and assumptions.

What are your views and experiences of aligning your ISMS + Enterprise Architecture methods? We’d love to hear your thoughts.

 

JMSalamanca photoJosé Salamanca is Regional Head of Solutions & Services at UST Global Spain. Certified in TOGAF9®, Project Management Professional (PMP®), and EFQM®. Jose also holds a MBA Executive by the Business European School (Spain) and achieved his BSc. at Universidad Complutense of Madrid. He is Vice President of the Association of Enterprise Architects Spanish chapter and Master Teacher at Universidad de Antonio de Nebrija of Madrid. José has built his professional career with repeated successes in Europe and the Middle East.

 

 

JulioVicente Aceituno is Principal author of O-ISM3, an experienced Information Security Manager and Consultant with broad experience in outsourcing of security services and research. His focus is information security outsourcing, management and related fields like metrics and certification of ISMS. Vicente is President of the Spanish chapter of the Information Security Systems Association; Member of The Open Group Security Forum Steering Committee; Secretary of the Spanish Chapter of the Association of Enterprise Architects; ISMS Forum Member.

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Case Study – ArchiMate®, An Open Group Standard: Public Research Centre Henri Tudor and Centre Hospitalier de Luxembourg

By The Open Group

The Public Research Centre Henri Tudor is an institute of applied research aimed at reinforcing the innovation capacity at organizations and companies and providing support for national policies and international recognition of Luxembourg’s scientific community. Its activities include applied and experimental research; doctoral research; the development of tools, methods, labels, certifications and standards; technological assistance; consulting and watch services; and knowledge and competency transfer. Its main technological domains are advanced materials, environmental, Healthcare, information and communication technologies as well as business organization and management. The Centre utilizes its competencies across a number of industries including Healthcare, industrial manufacturing, mobile, transportation and financial services among others.

In 2012, the Centre Hospitalier de Luxembourg allowed Tudor to experiment with an access rights management system modeled using ArchiMate®, an Open Group standard. This model was tested by CRP Tudor to confirm the approach used by the hospital’s management to grant employees, nurses and doctors permission to access patient records.

Background

The Centre Hospitalier de Luxembourg is a public hospital that focuses on severe pathologies, medical and surgical emergencies and palliative care. The hospital also has an academic research arm. The hospital employs a staff of approximately 2,000, including physicians and specialized employees, medical specialists, nurses and administrative staff. On average the hospital performs more than 450,000 outpatient services, 30,000 inpatient services and more than 60,000 adult and pediatric emergency services, respectively, per year.

Unlike many hospitals throughout the world, the Centre Hospitalier de Luxembourg is open and accessible 24 hours a day, seven days a week. Accessing patient records is required at the hospital at any time, no matter the time of day or weekend. In addition, the Grand Duchy of Luxembourg has a system where medical emergencies are allocated to one hospital each weekend across each of the country’s three regions. In other words, every two weeks, one hospital within a given region is responsible for all of the incoming medical emergencies on its assigned weekend, affecting patient volume and activity.

Access rights management

As organizations have become not only increasingly global but also increasingly digital, access rights management has become a critical component of keeping institutional information secure so that it does not fall into the wrong hands. Managing access to internal information is a critical component of every company’s security strategy, but it is particularly important for organizations that deal with sensitive information about consumers, or in the case of the Centre Hospitalier de Luxembourg, patients.

Modeling an access rights management system was important for the hospital for a number of reasons. First, European privacy laws dictate that only the people who require information regarding patient medical files should be allowed access to those files. Although privacy laws may restrict access to patient records, a rights management system must be flexible enough to grant access to the correct individuals when necessary.

In the case of a hospital such as the Centre Hospitalier de Luxembourg, access to information may be critical for the life of the patient. For instance, if a patient was admitted to the emergency room, the emergency room physician will be able to better treat the patient if he or she can access the patient’s records, even if they are not the patient’s primary care physician. Admitting personnel may also need access to records at the time of admittance. Therefore, a successful access rights management system must combine a balance between restricting information and providing flexible access as necessary, giving the right access at the right time without placing an administrative burden on the doctors or staff.

The project

Prior to the experiment in which the Public Research Centre Henri Tudor tested this access rights management model, the Centre Hospitalier de Luxembourg had not experienced any problems in regard to its information sharing system. However, its access rights were still being managed by a primarily paper-based system. As part of the scope of the project, the hospital was also looking to become compliant with existing privacy laws. Developing an access rights management model was intended to close the gap within the hospital between restricting access to patient information overall and providing new rights, as necessary, to employees that would allow them to do their work without endangering patient lives. From a technical perspective, the access rights management system also needed not only to work in conjunction with existing applications, such as the ERP system, used within the hospital but also support rights management at the business layer.

Most current access rights managements systems provide information access to individuals based on a combination of the functional requirements necessary for employees to do their jobs and governance rights, which provide the protections that will keep the organization and its information safe and secure. What many existing models have failed to take into account is that most access control models and rights engineering methods don’t adequately represent both sides of this equation. As such, determining the correct level of access for different employees within organizations can be difficult.

Modeling access rights management

Within the Centre Hospitalier de Luxembourg, employee access rights were defined based on individual job responsibilities and job descriptions. To best determine how to grant access rights across an hospital, the Public Research Centre Henri Tudor needed to create a system that could take these responsibilities into account, rather than just rely on functional or governance requirements.

To create an access rights management model that would work with the hospital’s existing processes and ERP software, the Public Research Centre Henri Tudor first needed to come up with a way to model responsibility requirements instead of just functional or governance requirements. According to Christophe Feltus, Research Engineer at the Public Research Centre, defining a new approach based on actor or employee responsibilities was the first step in creating a new model for the hospital.

Although existing architecture modeling languages provide views for many different types of stakeholders within organizations—from executives to IT and project managers—no modeling language had previously been used to develop a view dedicated to access rights management, Feltus says. As such, that view needed to be created and modeled anew for this project.

To develop this new view, the Public Research Centre needed to find an architecture modeling language that was flexible enough to accommodate such an extension. After evaluating three separate modeling languages, they chose ArchiMate®, an Open Group Standard and open and independent modeling language, to help them visualize the relationships among the hospital’s various employees in an unambiguous way.

Much like architectural drawings are used in building architecture to describe the various aspects of construction and building use, ArchiMate provides a common language for describing how to construct business processes, organizational structures, information flows, IT systems and technical infrastructures. By providing a common language and visual representation of systems, ArchiMate helps stakeholders within organizations design, assess and communicate how decisions and changes within business domains will affect the organization.

According to Feltus, Archimate provided a well-formalized language for the Public Research Centre to portray the architecture needed to model the access rights management system they wanted to propose for Centre Hospitalier. Because ArchiMate is a flexible and open language, it also provided an extension mechanism that could accommodate the responsibility modeling language (ReMMo) that the engineering team had developed for the hospital.

In addition to providing the tools and extensions necessary for the engineering team to properly model the hospital’s access rights system, the Public Research Centre also chose ArchiMate because it is an open and vendor-neutral modeling language. As a publically funded institution, it was important that the Public Research Centre avoided using vendor-specific tools that would lock them in to a potentially costly cycle of constant version upgrades.

“What was very interesting [about ArchiMate] was that it was an open and independent solution. This is very important for us. As a public company, it’s preferable not to use private solutions. This was something very important,” said Feltus.

Feltus notes that using ArchiMate to model the access rights project was also a relatively easy and intuitive process. “It was rather easy,” Feltus said. “The concepts are clear and recommendations are well done, so it was easy to explore the framework.” The most challenging part of the project was selecting which extension mechanism would best portray the design and model they wanted to use.

Results

After developing the access rights model using ArchiMate, the responsibility metamodel was presented to the hospital’s IT staff by the Public Research Centre Henri Tudor. The Public Research Centre team believes that the responsibility model created using ArchiMate allows for better alignment between the hospital’s business processes defined at the business layer with their IT applications being run at the application layer. The team also believes the model could both enhance provisioning of access rights to employees and improve the hospital’s performance. For example, using the proposed responsibility model, the team found that some employees in the reception department had been assigned more permissions than they required in practice. Comparing the research findings with the reality on the ground at the hospital has shown the Public Research Centre team that ArchiMate is an effective tool for modeling and determining both responsibilities and access rights within organizations.

Due to the ease of use and success the Public Research Centre Henri Tudor experienced in using ArchiMate to create the responsibility model and the access rights management system for the hospital, Tudor also intends to continue to use ArchiMate for other public and private research projects as appropriate.

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The Open Group Boston 2014 – Day Two Highlights

By Loren K. Bayes, Director, Global Marketing Communications

Enabling Boundaryless Information Flow™  continued in Boston on Tuesday, July 22Allen Brown, CEO and President of The Open Group welcomed attendees with an overview of the company’s second quarter results.

The Open Group membership is at 459 organizations in 39 countries, including 16 new membership agreements in 2Q 2014.

Membership value is highlighted by the collaboration Open Group members experience. For example, over 4,000 individuals attended Open Group events (physically and virtually whether at member meetings, webinars, podcasts, tweet jams). The Open Group website had more than 1 million page views and over 105,000 publication items were downloaded by members in 80 countries.

Brown also shared highlights from The Open Group Forums which featured status on many upcoming white papers, snapshots, reference models and standards, as well as individiual Forum Roadmaps. The Forums are busy developing and reviewing projects such as the Next Version of TOGAF®, an Open Group standard, an ArchiMate® white paper, The Open Group Healthcare Forum charter and treatise, Standard Mils™ APIs and Open Fair. Many publications are translated into multiple languages including Chinese and Portuguese. Also, a new Forum will be announced in the third quarter at The Open Group London 2014 so stay tuned for that launch news!

Our first keynote of the day was Making Health Addictive by Joseph Kvedar, MD, Partners HealthCare, Center for Connected Health.

Dr. Kvedar described how Healthcare delivery is changing, with mobile technology being a big part. Other factors pushing changes are reimbursement paradigms and caregivers being paid to be more efficient and interested in keeping people healthy and out of hospitals. The goal of Healthcare providers is to integrate care into the day-to-day lives of patients. Healthcare also aims for better technologies and architecture.

Mobile is a game-changer in Healthcare because people are “always on and connected”. Mobile technology allows for in-the-moment messaging, ability to capture health data (GPS, accelerator, etc.) and display information in real time as needed. Bottom-line, smartphones are addictive so they are excellent tools for communication and engagement.

But there is a need to understand and address the implications of automating Healthcare: security, privacy, accountability, economics.

The plenary continued with Proteus Duxbury, CTO, Connect for Health Colorado, who presented From Build to Run at the Colorado Health Insurance Exchange – Achieving Long-term Sustainability through Better Architecture.

Duxbury stated the keys to successes of his organization are the leadership and team’s shared vision, a flexible vendor being agile with rapidly changing regulatory requirements, and COTS solution which provided minimal customization and custom development, resilient architecture and security. Connect for Health experiences many challenges including budget restraints, regulation and operating in a “fish bowl”. Yet, they are on-track with their three-year ‘build to run’ roadmap, stabilizing their foundation and gaining efficiencies.

During the Q&A with Allen Brown following each presentation, both speakers emphasized the need for standards, architecture and data security.

Brown and DuxburyAllen Brown and Proteus Duxbury

During the afternoon, track sessions consisted of Healthcare, Enterprise Architecture (EA) & Business Value, Service-Oriented Architecture (SOA), Security & Risk Management, Professional Development and ArchiMate Tutorials. Chris Armstrong, President, Armstrong Process Group, Inc. discussed Architecture Value Chain and Capability Model. Laura Heritage, Principal Solution Architect / Enterprise API Platform, SOA Software, presented Protecting your APIs from Threats and Hacks.

The evening culminated with a reception at the historic Old South Meeting House, where the Boston Tea Party began in 1773.

photo2

IMG_2814Networking Reception at Old South Meeting House

A special thank you to our sponsors and exhibitors at The Open Group Boston 2014: BiZZdesign, Black Duck, Corso, Good e-Learning, Orbus and AEA.

Join the conversation #ogBOS!

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. 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™, Business Architecture, COTS, Data management, Enterprise Architecture, Enterprise Transformation, Healthcare, Information security, Open FAIR Certification, OTTF, RISK Management, Service Oriented Architecture, Standards, Uncategorized

The Open Group Boston 2014 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications

The Open Group kicked off Enabling Boundaryless Information Flow™  July 21 at the spectacular setting of the Hyatt Boston Harbor. Allen Brown, CEO and President of The Open Group, welcomed over 150 people from 20 countries, including as far away as Australia, Japan, Saudi Arabia and India.

The first keynote speaker was Marshall Van Alstyne, Professor at Boston University School of Management & Researcher at MIT Center for Digital Business, known as a leading expert in business models. His presentation entitled Platform Shift – How New Open Business Models are Changing the Shape of Industry posed the questions “What does ‘openness’ mean? Why do platforms beat products every time?”.

Van AlstyneMarshall Van Alstyne

According to “InterBrand: 2014 Best Global Brands”, 13 of the top 31 companies are “platform companies”. To be a ‘platform’, a company needs embeddable functions or service and allow 3rd party access. Alystyne noted, “products have features, platforms have communities”. Great standalone products are not sufficient. Positive changes experienced by a platform company include pricing/profitability, supply chains, internal organization, innovation, decreased industry bottlenecks and strategy.

Platforms benefit from broad contributions, as long as there is control of the top several complements. Alstyne commented, “If you believe in the power of community, you need to embrace the platform.”

The next presentation was Open Platform 3.0™ – An Integrated Approach to the Convergence of Technology Platforms, by Dr. Chris Harding, Director for Interoperability, The Open Group. Dr. Harding discussed how society has developed a digital society.

1970 was considered the dawn of an epoch which saw the First RAM chip, IBM introduction of System/370 and a new operating system – UNIX®. Examples of digital progress since that era include driverless cars and Smart Cities (management of traffic, energy, water, communication).

Digital society enablers are digital structural change and corporate social media. The benefits are open innovation, open access, open culture, open government and delivering more business value.

Dr. Harding also noted, standards are essential to innovation and enable markets based on integration. The Open Group Open Platform 3.0™ is using ArchiMate®, an Open Group standard, to analyze the 30+ business use cases produced by the Forum. The development cycle is understanding, analysis, specification, iteration.

Dr. Harding emphasized the importance of Boundaryless Information Flow™, as an enabler of business objectives and efficiency through IT standards in the era of digital technology, and designed for today’s agile enterprise with direct involvement of business users.

Both sessions concluded with an interactive audience Q&A hosted by Allen Brown.

The last session of the morning’s plenary was a panel: The Internet of Things and Interoperability. Dana Gardner, Principal Analyst at Interarbor Solutions, moderated the panel. Participating in the panel were Said Tabet, CTO for Governance, Risk and Compliance Strategy, EMC; Penelope Gordon, Emerging Technology Strategist, 1Plug Corporation; Jean-Francois Barsoum, Senior Managing Consultant, Smarter Cities, Water & Transportation, IBM; and Dave Lounsbury, CTO, The Open Group.

IoT PanelIoT Panel – Gardner, Barsoum, Tabet, Lounsbury, Gordon

The panel explored the practical limits and opportunities of Internet of Things (IoT). The different areas discussed include obstacles to decision-making as big data becomes more prolific, openness, governance and connectivity of things, data and people which pertain to many industries such as smart cities, manufacturing and healthcare.

How do industries, organizations and individuals deal with IoT? This is not necessarily a new problem, but an accelerated one. There are new areas of interoperability but where does the data go and who owns the data? Openness is important and governance is essential.

What needs to change most to see the benefits of the IoT? The panel agreed there needs to be a push for innovation, increased education, move beyond models of humans managing the interface (i.e. machine-to-machine) and determine what data is most important, not always collecting all the data.

A podcast and transcript of the Internet of Things and Interoperability panel will be posted soon.

The afternoon was divided into several tracks: Boundaryless Information Flow™, Open Platform 3.0™ and Enterprise Architecture (EA) & Enterprise Transformation. Best Practices for Enabling Boundaryless Information Flow across the Government was presented by Syed Husain, Consultant Enterprise Architecture, Saudi Arabia E-government Authority. Robert K. Pucci, CTO, Communications Practice, Cognizant Technology Solutions discussed Business Transformation Justification Leveraging Business and Enterprise Architecture.

The evening concluded with a lively networking reception at the hotel.

Join the conversation #ogBOS!

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. 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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New Health Data Deluges Require Secure Information Flow Enablement Via Standards, Says The Open Group’s New Healthcare Director

By The Open Group

Below is the transcript of The Open Group podcast on how new devices and practices have the potential to expand the information available to Healthcare providers and facilities.

Listen to the podcast here.

Dana Gardner: Hello, and welcome to a special BriefingsDirect Thought Leadership Interview coming to you in conjunction with The Open Group’s upcoming event, Enabling Boundaryless Information Flow™ July 21-22, 2014 in Boston.

GardnerI’m Dana Gardner, Principal Analyst at Interarbor Solutions and I’ll be your host and moderator for the series of discussions from the conference on Boundaryless Information Flow, Open Platform 3.0™, Healthcare, and Security issues.

One area of special interest is the Healthcare arena, and Boston is a hotbed of innovation and adaption for how technology, Enterprise Architecture, and standards can improve the communication and collaboration among Healthcare ecosystem players.

And so, we’re joined by a new Forum Director at The Open Group to learn how an expected continued deluge of data and information about patients, providers, outcomes, and efficiencies is pushing the Healthcare industry to rapid change.

WJason Lee headshotith that, please join me now in welcoming our guest. We’re here with Jason Lee, Healthcare and Security Forums Director at The Open Group. Welcome, Jason.

Jason Lee: Thank you so much, Dana. Good to be here.

Gardner: Great to have you. I’m looking forward to the Boston conference and want to remind our listeners and readers that it’s not too late to sign up. You can learn more at http://www.opengroup.org.

Jason, let’s start by talking about the relationship between Boundaryless Information Flow, which is a major theme of the conference, and healthcare. Healthcare perhaps is the killer application for Boundaryless Information Flow.

Lee: Interesting, I haven’t heard it referred to that way, but healthcare is 17 percent of the US economy. It’s upwards of $3 trillion. The costs of healthcare are a problem, not just in the United States, but all over the world, and there are a great number of inefficiencies in the way we practice healthcare.

We don’t necessarily intend to be inefficient, but there are so many places and people involved in healthcare, it’s very difficult to get them to speak the same language. It’s almost as if you’re in a large house with lots of different rooms, and every room you walk into they speak a different language. To get information to flow from one room to the other requires some active efforts and that’s what we’re undertaking here at The Open Group.

Gardner: What is it about the current collaboration approaches that don’t work? Obviously, healthcare has been around for a long time and there have been different players involved. What’s the hurdle? What prevents a nice, seamless, easy flow and collaboration in information that gets better outcomes? What’s the holdup?

Lee: There are many ways to answer that question, because there are many barriers. Perhaps the simplest is the transformation of healthcare from a paper-based industry to a digital industry. Everyone has walked into an office, looked behind the people at the front desk, and seen file upon file and row upon row of folders, information that’s kept in a written format.

When there’s been movement toward digitizing that information, not everyone has used the same system. It’s almost like trains running on a different gauge track. Obviously if the track going east to west is a different gauge than going north to south, then trains aren’t going to be able to travel on those same tracks. In the same way, healthcare information does not flow easily from one office to another or from one provider to another.

Gardner: So not only do we have disparate strategies for collecting and communicating health data, but we’re also seeing much larger amounts of data coming from a variety of new and different places. Some of them now even involve sensors inside of patients themselves or devices that people will wear. So is the data deluge, the volume, also an issue here?

Lee: Certainly. I heard recently that an integrated health plan, which has multiple hospitals involved, contains more elements of data than the Library of Congress. As information is collected at multiple points in time, over a relatively short period of time, you really do have a data deluge. Figuring out how to find your way through all the data and look at the most relevant for the patient is a great challenge.

Gardner: I suppose the bad news is that there is this deluge of data, but it’s also good news, because more data means more opportunity for analysis, a better ability to predict and determine best practices, and also provide overall lower costs with better patient care.

So it seems like the stakes are rather high here to get this right, to not just crumble under a volume or an avalanche of data, but to master it, because it’s perhaps the future. The solution is somewhere in there too.

Lee: No question about it. At The Open Group, our focus is on solutions. We, like others, put a great deal of effort into describing the problems, but figuring out how to bring IT technologies to bear on business problems, how to encourage different parts of organizations to speak to one another and across organizations to speak the same language, and to operate using common standards and language. That’s really what we’re all about.

And it is, in a large sense, part of the process of helping to bring healthcare into the 21st Century. A number of industries are a couple of decades ahead of healthcare in the way they use large datasets — big data, some people refer to it as. I’m talking about companies like big department stores and large online retailers. They really have stepped up to the plate and are using that deluge of data in ways that are very beneficial to them, and healthcare can do the same. We’re just not quite at the same level of evolution.

Gardner: And to your point, the stakes are so much higher. Retail is, of course, a big deal in the economy, but as you pointed out, healthcare is such a much larger segment and portion. So just making modest improvements in communication, collaboration, or data analysis can reap huge rewards.

Lee: Absolutely true. There is the cost side of things, but there is also the quality side. So there are many ways in which healthcare can improve through standardization and coordinated development, using modern technology that cannot just reduce cost, but improve quality at the same time.

Gardner: I’d like to get into a few of the hotter trends, but before we do, it seems that The Open Group has recognized the importance here by devoting the entire second day of their conference in Boston, that will be on July 22, to Healthcare.

Maybe you could give us a brief overview of what participants, and even those who come in online and view recorded sessions of the conference at http://new.livestream.com/opengroup should expect? What’s going to go on July 22nd?

Lee: We have a packed day. We’re very excited to have Dr. Joe Kvedar, a physician at Partners HealthCare and Founding Director of the Center for Connected Health, as our first plenary speaker. The title of his presentation is “Making Health Additive.” Dr. Kvedar is a widely respected expert on mobile health, which is currently the Healthcare Forum’s top work priority. As mobile medical devices become ever more available and diversified, they will enable consumers to know more about their own health and wellness. A great deal of data of potentially useful health data will be generated. How this information can be used–not just by consumers but also by the healthcare establishment that takes care of them as patients, will become a question of increasing importance. It will become an area where standards development and The Open Group can be very helpful.

Our second plenary speaker, Proteus Duxbury, Chief Technology Officer at Connect for Health Colorado,will discuss a major feature of the Affordable Care Act—the health insurance exchanges–which are designed to bring health insurance to tens of millions of people who previously did not have access to it. Mr. Duxbury is going to talk about how Enterprise Architecture–which is really about getting to solutions by helping the IT folks talk to the business folks and vice versa–has helped the State of Colorado develop their Health Insurance Exchange.

After the plenaries, we will break up into 3 tracks, one of which is Healthcare-focused. In this track there will be three presentations, all of which discuss how Enterprise Architecture and the approach to Boundaryless Information Flow can help healthcare and healthcare decision-makers become more effective and efficient.

One presentation will focus on the transformation of care delivery at the Visiting Nurse Service of New York. Another will address stewarding healthcare transformation using Enterprise Architecture, focusing on one of our Platinum members, Oracle, and a company called Intelligent Medical Objects, and how they’re working together in a productive way, bringing IT and healthcare decision-making together.

Then, the final presentation in this track will focus on the development of an Enterprise Architecture-based solution at an insurance company. The payers, or the insurers–the big companies that are responsible for paying bills and collecting premiums–have a very important role in the healthcare system that extends beyond administration of benefits. Yet, payers are not always recognized for their key responsibilities and capabilities in the area of clinical improvements and cost improvements.

With the increase in payer data brought on in large part by the adoption of a new coding system–the ICD-10–which will come online this year, there will be a huge amount of additional data, including clinical data, that become available. At The Open Group, we consider payers—health insurance companies (some of which are integrated with providers)–as very important stakeholders in the big picture..

In the afternoon, we’re going to switch gears a bit and have a speaker talk about the challenges, the barriers, the “pain points” in introducing new technology into the healthcare systems. The focus will return to remote or mobile medical devices and the predictable but challenging barriers to getting newly generated health information to flow to doctors’ offices and into patients records, electronic health records, and hospitals data keeping and data sharing systems.

We’ll have a panel of experts that responds to these pain points, these challenges, and then we’ll draw heavily from the audience, who we believe will be very, very helpful, because they bring a great deal of expertise in guiding us in our work. So we’re very much looking forward to the afternoon as well.

Gardner: It’s really interesting. A couple of these different plenaries and discussions in the afternoon come back to this user-generated data. Jason, we really seem to be on the cusp of a whole new level of information that people will be able to develop from themselves through their lifestyle, new devices that are connected.

We hear from folks like Apple, Samsung, Google, and Microsoft. They’re all pulling together information and making it easier for people to not only monitor their exercise, but their diet, and maybe even start to use sensors to keep track of blood sugar levels, for example.

In fact, a new Flurry Analytics survey showed 62 percent increase in the use of health and fitness application over the last six months on the popular mobile devices. This compares to a 33 percent increase in other applications in general. So there’s an 87 percent faster uptick in the use of health and fitness applications.

Tell me a little bit how you see this factoring in. Is this a mixed blessing? Will so much data generated from people in addition to the electronic medical records, for example, be a bad thing? Is this going to be a garbage in, garbage out, or is this something that could potentially be a game-changer in terms of how people react to their own data and then bring more data into the interactions they have with care providers?

Lee: It’s always a challenge to predict what the market is going to do, but I think that’s a remarkable statistic that you cited. My prediction is that the increased volume of person- generated data from mobile health devices is going to be a game-changer. This view also reflects how the Healthcare Forum members (which includes members from Capgemini, Philips, IBM, Oracle and HP) view the future.

The commercial demand for mobile medical devices, things that can be worn, embedded, or swallowed, as in pills, as you mentioned, is growing ever more. The software and the applications that will be developed to be used with the devices is going to grow by leaps and bounds. As you say, there are big players getting involved. Already some of the pedometer type devices that measure the number of steps taken in a day have captured the interest of many, many people. Even David Sedaris, serious guy that he is, was writing about it recently in ‘The New Yorker’.

What we will find is that many of the health indicators that we used to have to go to the doctor or nurse or lab to get information on will become available to us through these remote devices.

There will be a question, of course, as to reliability and validity of the information, to your point about garbage in, garbage out, but I think standards development will help here This, again, is where The Open Group comes in. We might also see the FDA exercising its role in ensuring safety here, as well as other organizations, in determining which devices are reliable.

The Open Group is working in the area of mobile data and information systems that are developed around them, and their ability to (a) talk to one another and (b) talk to the data devices/infrastructure used in doctors’ offices and in hospitals. This is called interoperability and it’s certainly lacking in the country.

There are already problems around interoperability and connectivity of information in the healthcare establishment as it is now. When patients and consumers start collecting their own data, and the patient is put at the center of the nexus of healthcare, then the question becomes how does that information that patients collect get back to the doctor/clinician in ways in which the data can be trusted and where the data are helpful?

After all, if a patient is wearing a medical device, there is the opportunity to collect data, about blood sugar level let’s say, throughout the day. And this is really taking healthcare outside of the four walls of the clinic and bringing information to bear that can be very, very useful to clinicians and beneficial to patients.

In short, the rapid market dynamic in mobile medical devices and in the software and hardware that facilitates interoperability begs for standards-based solutions that reduce costs and improve quality, and all of which puts the patient at the center. This is The Open Group’s Healthcare Forum’s sweet spot.

Gardner: It seems to me a real potential game-changer as well, and that something like Boundaryless Information Flow and standards will play an essential role. Because one of the big question marks with many of the ailments in a modern society has to do with lifestyle and behavior.

So often, the providers of the care only really have the patient’s responses to questions, but imagine having a trove of data at their disposal, a 360-degree view of the patient to then further the cause of understanding what’s really going on, on a day-to-day basis.

But then, it’s also having a two-way street, being able to deliver perhaps in an automated fashion reinforcements and incentives, information back to the patient in real-time about behavior and lifestyles. So it strikes me as something quite promising, and I look forward to hearing more about it at the Boston conference.

Any other thoughts on this issue about patient flow of data, not just among and between providers and payers, for example, or providers in an ecosystem of care, but with the patient as the center of it all, as you said?

Lee: As more mobile medical devices come to the market, we’ll find that consumers own multiple types of devices at least some of which collect multiple types of data. So even for the patient, being at the center of their own healthcare information collection, there can be barriers to having one device talk to the other. If a patient wants to keep their own personal health record, there may be difficulties in bringing all that information into one place.

So the interoperability issue, the need for standards, guidelines, and voluntary consensus among stakeholders about how information is represented becomes an issue, not just between patients and their providers, but for individual consumers as well.

Gardner: And also the cloud providers. There will be a variety of large organizations with cloud-modeled services, and they are going to need to be, in some fashion, brought together, so that a complete 360-degree view of the patient is available when needed. It’s going to be an interesting time.

Of course, we’ve also looked at many other industries and tried to have a cloud synergy, a cloud-of-clouds approach to data and also the transaction. So it’s interesting how what’s going on in multiple industries is common, but it strikes me that, again, the scale and the impact of the healthcare industry makes it a leader now, and perhaps a driver for some of these long overdue structured and standardized activities.

Lee: It could become a leader. There is no question about it. Moreover, there is a lot Healthcare can learn from other companies, from mistakes that other companies have made, from lessons they have learned, from best practices they have developed (both on the content and process side). And there are issues, around security in particular, where Healthcare will be at the leading edge in trying to figure out how much is enough, how much is too much, and what kinds of solutions work.

There’s a great future ahead here. It’s not going to be without bumps in the road, but organizations like The Open Group are designed and experienced to help multiple stakeholders come together and have the conversations that they need to have in order to push forward and solve some of these problems.

Gardner: Well, great. I’m sure there will be a lot more about how to actually implement some of those activities at the conference. Again, that’s going to be in Boston, beginning on July 21, 2014.

We’ll have to leave it there. We’re about out of time. We’ve been talking with a new Director at The Open Group to learn how an expected continued deluge of data and information about patients and providers, outcomes and efficiencies are all working together to push the Healthcare industry to rapid change. And, as we’ve heard, that might very well spill over into other industries as well.

So we’ve seen how innovation and adaptation around technology, Enterprise Architecture and standards can improve the communication and collaboration among Healthcare ecosystem players.

It’s not too late to register for The Open Group Boston 2014 (http://www.opengroup.org/boston2014) and join the conversation via Twitter #ogchat #ogBOS, where you will be able to learn more about Boundaryless Information Flow, Open Platform 3.0, Healthcare and other relevant topics.

So a big thank you to our guest. We’ve been joined by Jason Lee, Healthcare and Security Forums Director at The Open Group. Thanks so much, Jason.

Lee: Thank you very much.

 

 

 

 

 

 

 

 

 

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