Enterprise Architecture for Digital Business Integrated Transformation Strategies

Enterprise Architecture (EA) is an essential part of the fabric of a business; however, EA also transcends and transforms technology and moves it into the business space. Therefore, EA needs to be discussed in an integrated, holistic, and comprehensive manner. Only such an integrated approach to EA can provide the foundation for a transformation that readies the business for the myriad enterprise-wide challenges it will face. Highly disruptive technologies such as Big Data, Machine Learning, and Mobile and Cloud Computing require a fine balance between their business and technical aspects as an organization moves forward with its digital transformation. This book focuses on preparing all organizations – large and small – and those wishing to move into them for the impact of leveraging these emerging, disruptive, and innovative technologies within the EA framework.

Part A Digital Business - Setting the Context (What and Why of DEA or Digital Enterprise Architecture) CHAPTER 1: DIGITAL BUSINESS, ENTERPRISE ARCHITECTURE AND THE TRANSFORMATION IMPERATIVE What is Digital Business? Digitization Landscape and Opportunities Contemporary digital technologies and their impact of Digital Transformation Evolution of Architectures in Organizations Digital Transformation Imperative Challenges and Risks in Digital Transformation Architecture and Business Organizations Big Data and Artificial Intelligence Data Friction Enterprise Architecture (EA) in Digital Transformation EA as a Transformational Framework Internet of Things (IoT), Internet of Everything (IoE) and Digital Business Enterprise Architecture and Business Architecture CHAPTER 2: ENTERPRISE ARCHITECTURE & SERVICES ORIENTATION IN DIGITAL TRANSFORMATION Enterprise Architecture (EA) as a Transformational Framework Enterprise Architecture in Digital Transformation Enterprise architecture elements and digital transformation Capturing the technology baseline. Exploring the constraints and risks upfront. Influencing the business objectives. Automating the broken or disparate business processes. Embracing emerging technologies. Capitalizing on the operating model of the business. TOGAF and Zachmann EA Frameworks Enterprise Architectures Technology Stack Layers of the Enterprise Technology Stack Layer 1: Communications (Networks and Infrastructure) Layer 2: Data Storage (SQL and NoSQL) Layer 3: Analytics & Services Machine Learning Layer 4: Business Processes & Applications Layer 5: Presentations and Visualization (User Interfaces) and IoT Devices Security Architecture (All Layers) Services Oriented Architecture "Service" in SOA Services Landscape Shared Services Operational Services Customer Service Knowledge Worker Services Synchronization of Services Service-Orientation and Business Business Driven SOA Agility in Digital Business Change Management in Digital Transformation CHAPTER 3: STRATEGIC PLANNING FOR DIGITAL BUSINESS Planning for a Data-Driven Digital Business Digital Business Strategies Inputs to Strategic Planning for Digital Business Strategy for Digital Transformation focus is on Customer Experience Objectivity in Developing Digital Strategies Elements of Digital Business Strategies Strategies Relate Projects to Capabilities to Goals Business Capabilities Business Strategies and Enterprise Architecture Architectures and Digital Strategies Sources and Digital Strategies Knowledge Customer Knowledge Worker Services Big Data Sensors (IoT) Analytics Machine Learning Social Media Mobile Application Making Digital Strategy Work Digital Business Strategy and Planning Enterprise Architecture Resources and Constraints Capabilities and Services Project Implementation CHAPTER 4: COLLABORATIVE DIGITAL BUSINESS Digital Business is Collaborative Business Physical collaboration Electronic collaboration Mobile collaboration Complexities of Collaborative Digital Business Business processes Enterprise IT governance Collaborative technologies Communication networks Evolving Technology Trends and EA Collaborative EA Key Elements of Collaborative EA Strategies for Collaborative EA Challenges and Issues with Collaborative EA Deploying a Collaborative EA Portals and Collaborative EA Practical Steps and Models for Collaborative Enterprise Architectures with MDA Charting a Road Map for Collaborative EA Deployment Observations from the Trenches Managing User Expectations Formulating effective use of federated portals Achieving consensus on Web services standards Incorporating value propositions from grid computing concepts Part B Strategizing [Creating, Planning and Realizing] Digital Enterprise Architecture - How to go about it? [lifecycle of DEA] How and When should DEA be done? Chapter 5: Cloud Capabilities in Digital Transformation Cloud and the Enterprise Architecture (EA) Cloud Characteristics for Digital Business Four phases of Cloud Adoption through Enablement and Corresponding business value Cloud Adoption Cloud Transition Cloud Deployment Cloud Enablement Three Synergistic Areas of EA and Cloud EA governance and the Cloud EA measurement and maturity for the Cloud From strategy formulation to solution deployment. Embedding Analytics in Cloud-based Digital Processes Lessons learnt in Practice Challenges in Using Cloud-based Architecture Scalability User interfaces Shifting Enterprise computing to the Cloud Open source development Control and ownership Privacy and confidentiality CHAPTER 6: BUSINESS PROCESS DIGITIZATION & CUSTOMER VALUE Business Processes and Digital Transformation Business process reengineering (BPR) Business process automation (BPA) Business process analysis (BPAn) Business process integration (BPI) Business process improvement (BPIm) Business performance management (BPrM) Business process management (BPM) Business process outsourcing (BPO) Business process optimization (BPOp) BPIm scenarios Business Process Digitization Holistic Approach to Business Process Transformation The Principles of Digitizing Business Processes Maintaining transformation. Monitoring Progress Evaluating Industry Trends Capability assessment and development Organizational change Governance and management Competition Preparing for Process Transformation Commercial Vendors & Tools CHAPTER 7: DIGITAL TRANSFORMATION & BUSINESS AGILITY Agility in Digital Business Agile as a Business Value Advantages of Agility and Big Data for a Digital Business Envisioning an Agile Organization Functioning Agile Business with Embedded Big Data Analytics Holistic, Fine Granular and Sensitive Business Big Data Enables Agility in Business Dimensions External Influencing Factors Internal factors and responses CAMS: Balancing Agility with Formality in Big Data adoption Agile Principles in Practice Collaborations and Intelligence as Functioning Agile Reaching Collaborative Intelligence in Agile Business Reaching Collaborative Business Process Ongoing Knowledge Synchronization in a Learning Agile Organization Holistic Customer the ultimate goal of Business Agility Part C Leveraging the value of DEA for Internal Organization(Organize, Socialize and Institutionalize) CHAPTER 8: EA AS A PRACTICE IN DIGITAL TRANSFORMATION Why to consider EA as a Practice in Digital Business? The Realities of EA Practice Seven Principles of EA as a Practice A Life Cycle of a consistent EA practice The EA Practice Lifecycle Four Focus Areas Actions by EA Practice in Digital Transformation Managing EA as a Practice System Integration Lifecycle Roadmap Major Challenges in EA as a Practice EA Practice Maturity Five Simplified Levels of EA Practice Maturity Empowering the Practice seven essential steps CHAPTER 9:MEASURING EA in DIGITAL TRANSFORMATION: METRICS, KPIs AND RISKS Establishing Enterprise Architecture Metrics Making a Case for EA metrics in Digital Transformation Identifying EA Metrics Parameters Relevance of EA metrics to Digital Transformation Getting the EA Metrics Right What should an EA metrics have? Formulating the EA Metrics Model for Establishing the EA Metrics Circumstances surrounding EA metrics formulation Active Matrix Monitoring Model Governance of EA Metrics Who the EA team What quantitative & qualitative measures When to perform governance activities How capture the metrics Challenges in applying EA Metrics in Practice Establishing the Right EA Metrics Discussion Topics CHAPTER 10 EA GOVERNANCE IN DIGITAL TRANSFORMATION EA Governance and DT The Business Situation Advantages of GRC in EA and DT 251 Key Factors in EA and Governance Organizational Structure Charter for EA Governance Roles and Responsibilities Principles, Guidelines and Standards for EA governance Enterprise Architecture Framework & Governance Function Navigation Elements Navigation Element Definitions The Navigation Repository Pragmatic EA Governance Structure Architecture Review & Governance Boards CHAPTER 11: Bu

Author Profile Tushar Hazra Tushar Hazrais an Executive level Enterprise Architect with over twenty (20+) years of experience. He is a successful and recognized thought leader actively involved in digital transformation of organizations architecting and implementing enterprise-level business solutions from facilitation of strategy, blueprint, roadmap, and strategic initiative planning to business solution delivery. As Principal of EpitomiOne, Dr. Hazrahas been actively involved in designing, developing, and delivering mission-critical, patient-centric, innovative, and cost-effective IT solutions across the US federal, state, and local government agencies as well as in private healthcare organizations (payers and providers). Tushar has a proven track record in aligning IT with business goals through planning, prioritization and implementation. During his professional career, Tushar has demonstrated C-level executive partnership, technical thought leadership, program management, P&L responsibility and health IT system engineering domain expertise. He has successfully leveraged emerging technologies such as social media, cloud computing, big data analytics, Internet of Things, and mobile computing. Dr. Bhuvan UNHELKAR Dr. Bhuvan Unhelkar Professor of Information Technology; Principal IT/Business Consultant) Dr Bhuvan Unhelkar (BE, MDBA, MSc, PhD, FACS) has extensive strategic and hands-on professional experience in the Information and CommunicationTechnologies (ICT) industry. He is a full Professor and lead faculty of IT at the University of South Florida Sarasota-Manatee (USFSM), and is the founder and Consultant at MethodScience and PlatiFi. He is also an adjunct Professor at Western Sydney University, Australia and an honorary Professor at Amity University, India . His current industrial research interests include AI and ML in Business Optimization, Big Dataand business value and Business Analysis in the context of Agile. Dr. Unhelkar holds a Certificate-IV in TAA and TAE, Professional Scrum Master I, SAFe (Scaled Agile Framework for Enterprise) Leader and is a Certified Business Analysis Professional (CBAP of the IIBA).