Tag Archives: EA
Just exactly how do your move from a “Just a Bunch of Data” (JBOD) architecture to a coherent enterprise data architecture?
The white paper, “The Great Rethink: Building a Highly Responsive and Evolving Data Integration Architecture” by Claudia Imhoff and Joe McKendrick provides an interesting view of what such an architecture might look like. The paper describes how to move from ad hoc Data Integration to an Enterprise Data Architecture. The paper also describes an approach towards building architectural maturity and a next-generation enterprise data architecture that helps organizations to be more competitive.
Organizations that look to compete based on their data are searching for ways to design an architecture that:
- On-boards new data quickly
- Delivers clean and trustworthy data
- Delivers data at the speed required of the business
- Ensures that data is handled in secure way
- Is flexible enough to incorporate new data types and new technology
- Enables end user self-service
- Speeds up the speed of business value delivery for an organization
In my previous blog, Digital Strategy and Architecture, we discussed the demands that digital strategies are putting on enterprise data architecture in particular. Add to that the additional stress from business initiatives such as:
- Supporting new mobile applications
- Moving IT applications to the cloud – which significantly increases data management complexity
- Dealing with external data. One recent study estimates that a full 25% of the data being managed by the average organization is external data.
- Next-generation analytics and predictive analytics with Hadoop and No SQL
- Integrating analytics with applications
- Event-driven architectures and projects
- The list goes on…
The point here is that most people are unlikely to be funded to build an enterprise data architecture from scratch that can meet all these needs. A pragmatic approach would be to build out your future state architecture in each new strategic business initiative that is implemented. The real challenge of being an enterprise architect is ensuring that all of the new work does indeed add up to a coherent architecture as it gets implemented.
The “Great Rethink” white paper describes a practical approach to achieving an agile and responsive future state enterprise data architecture that will support your strategic business initiatives. It also describes a high level data integration architecture and the building blocks to achieving that architecture. This is highly recommended reading.
Also, you might recall that Informatica sponsored the Informatica Architect’s Challenge this year to design an enterprise-wide data architecture of the future. The contest has closed and we have a winner. See the site for details, Informatica Architect Challenge .
If you build an IT Architecture, it will be a constant up-hill battle to get business users and executives engaged and take ownership of data governance and data quality. In short you will struggle to maximize the information potential in your enterprise. But if you develop and Enterprise Architecture that starts with a business and operational view, the dynamics change dramatically. To make this point, let’s take a look at a case study from Cisco. (more…)
I was recently speaking to a colleague at one of my former clients, and he reminded me of the internal company battles we fought five years ago to establish a framework for an enterprise business architecture. We received a lot of resistance at the time from the not-invented-here syndrome and the anti-standardization sentiment. But we persevered and in the end received funding to acquire and establish a framework that we called the Common Business Language. So my question to my friend was, did you stick with the strategy and did it pay off? (more…)
One of the debates that comes up every year among EA professionals is whether you can, or even should, create a financial justification for an EA program. Opponents of a quantified ROI say that the benefits of EA are intuitively obvious but nonetheless intangible and difficult or impossible to measure – so a financial ROI is not necessary or practical. Proponents say that any business function, including EA, must be able to articulate the business value of what it does in financial terms or risk being marginalized or eliminated. Here is one example of an EA program that added measurable enterprise value. (more…)