Dynamic computing solutions entail a comprehensive approach to helping companies become

more effective, agile and resilient. In fact, as we have explained in multiple reports, they require
six interrelated capabilities:

Source: Market Strategy Report of Summit Strategies Inc, November 2003

Enterprise Architecture:
VERY
 What seems to be happening …….
Increasing need for agility, conflicting with OPEX
Business Strategy
Increasing insight in aligning strategy to processes

Business Processes Continuing need for OPEX, conflicting with agility

Well modelled relationships

Meta and Domain Data models

Data
Logical separation of data and applications

Applications EAI, componentisation (SOA), managing EOL

Separation of applications/data from TI

Generic User Services Identity- Knowledge- Workflow management

Separation for maximum flexibility, security

Technical Infrastructure Virtualisation, ITSM -> shared services, TCO

Given these complexities…
Enter Solution Architecture

Business Strategy There must be The EA is the ‘City Plan’, which is

Business Processes a consistent not built as such. The SA is the
Data and design for the constituent parts
governable that are being built, such as
Applications streets, houses, shops, schools,
way to apply offices, sewage systems, public
Generic User Services the EA in transportation, etc.
Technical Infrastructure programs and
projects

HP uses a well-proven method for SOLUTION

ARCHITECTURE to develop architecture for initiatives,
programs or projects that must be conceived, designed,
contracted, built, deployed and evolved.

EA Conference Brussels 7
The Solution Architecture Model
HP Global Method
Business sponsor
IT Strategy & Architecture (ITSA)
Business
View Stakeholders
Why?
User

Functional
View
What? Builder

Technical
View

How? Operator/
Provider
Implementation
Separation of View
concern
With?

EA Conference Brussels 8
 Model filled in
Characteristics
• Stakeholder views
• Coherence between views via
Business drivers
principles
Business goals
Business principles • Models for communication
Business • Capturing standards
View
Services to users
Principles for quality,
quantity and use

Functional Technical components

View Principles for data,
applications and
infrastructure

Technical Principles for

View technology, suppliers
organisation (development,
usage, operations)
and rollout phasing
Implementation
View

EA Conference Brussels 9
 Example: IT Consolidation
Principles for: Back Middle Front
BUSINESS DRIVERS • Data office Office Office
• Cost • Applictions
• Business Value • Infrastructure Middleware
• Business Agility Generic services
PRINCIPLES Management
• Governance Platforms, Network
GOALS (overall Business • Ownership • Separation of applications, data & infrastructure
Case), e.g.: • Financing • Separation of application domains
• Cost/transaction • Consolidation & Virtualisation of the
TECHNICAL
• Customer intimacy infrastructure
• Shipment reliability • Services based architecture
• Product time-to-market BUSINESS • ITSM Tools

FUNCTIONAL IMPLEMENTATION
• Services model
• Principles for quality,
quantity and usage Principles for:
• ITSM process & organisational
• Capacity • Pay per use improvements
• Availability • Demand forecast
• Program and project conduct
• Reliability • Access (identity, rights,
• Problem solving 24X7, mobility?)
• Migration
State-of-the-art
• User support • QoS • Rollout phasing
Service
• Changes • …… • Change Management
Provider
• Strategic sourcing
EA Conference Brussels 10
 Architectural coherence (1)
Business
Drivers Business View Functional View Technical View Implementation
View
Business Functional Technical Implementation
Goals
Principles Principles Principles Principles

Rationales Rationales Rationales Rationales

Implications Implications Implications Implications

SYSTEMS
PROCESSES
ORGANISATION
Obstacles Obstacles Obstacles Obstacles

PROJECT PLAN
ELEMENTS Actions Actions Actions Actions

EA Conference Brussels 11
Architectural coherence (2)
Business Strategy • Architects to help stakeholders use the EA
elements to shape the solution
Business Processes
• A Governing Body (Steering Group, Policy
Data Board) to manage architectural compliance
Applications
Generic User Services
Technical Infrastructure
Business
DriversBusiness ViewFunctional ViewTechnical View Implementation
View
Business Functional Technical Implementation
Goals
Principles Principles Principles Principles

Rationales Rationales Rationales Rationales

Implications Implications Implications Implications

Obstacles Obstacles Obstacles Obstacles

Actions Actions Actions Actions

EA Conference Brussels 12
 SA and EA by HP Evolve

Business Strategy Operate & Use

Business Processes Detailed design, build,
Information
integrate & test
LEARN

Demand
Supply

& RFP -> bid -> sell ->

Application Services ADAPT
contract
Infrastructure Services
ITSA Architecture Blueprint
ITSA Architecture Concept
Manage
Virtualized Resources & control
Business
sponsor
Business
Stakeholders
Infrastructure
View
Integrate & Orchestrate
Why? User
The Darwin
Reference Model Functional
View
– Builder
The ITSA Model – What?
HP’s model for
HP’s model for Technical
Enterprise
Solution View
Architecture Operator/
Architecture How?
Implementation Provider
Separation View
of concern
With?
EA Conference Brussels 13
 Value propositions
• Enterprise Architecture:
- Helps enterprises to map strategy to action and determine the key layer-
separations to manage execution
- Helps suppliers to position the portfolio of offerings against the customer’s EA
in whatever shape or form it might be
• Solution Architecture:
- Helps enterprises to consistently apply/use the EA in real projects; this makes
sure that (a) actual implementations all sing to the same tune and (b) that the
EA gets better all the time based on execution experiences
- Helps suppliers to (a) use every bit of best technology and best practice
capability and (b) have a consistent approach to the engagement and design
phases of projects resulting in higher quality/lower risk realisations.
• EA + SA together:
- Help enterprises to develop a ‘Roadmap of Continuous Improvement’ (see PS
slide)
- Help suppliers to build customer and partner collaborations based on shared
and sharable insights; this drives down solution costs and increases quality
and flexibility

EA Conference Brussels 14
Creating Business Value
Creating
Business measurable
Strategy business value
…..

Dire Business
ction Case
Lear
ning
Enterprise Business
Architecture Execution

….. by consistently
using SA derived Solution Project
from and feeding Architecture Plan
back to EA

Business
Value
A well-GOVERNED and evolutionary model creating adaptive
business/IT alignment FOR VALUE

Cost Agility

EA Conference Brussels 15
 Two ways to develop the EA
A – Adapt & Go B – Go & Adapt
Pressing
Current EA Current EA business
need
EA content &
implicit conduct
Content Conduct Full
capitalisation SA Full, but
of learning to discriminate,
improve both Concept of stakeholder
Analysis Analysis content and the need involvement
conduct of the
EA
Proposed Proposed
improvements improvements Program/ Project
selection
Approval Approval SA Blueprint for project

Project Launch
Enhanced EA Full
capitalisation
of learning to Project Realisation
Implementation in improve both
real projects content and
conduct of the Project Evolution
EA
EA Conference Brussels 16
Lessons learned
1. In practice often EA’s ‘have not a lot in it yet’ and their
‘power of law’ is not clear – leaving lots of room for
improvement, both in content and in conduct
2. Applying methodical solution architecture to projects allows
for much better transitions between phases and teams -
Think continuous teamwork, not ‘phased handoffs’
3. SA helps to put EA in its proper place, keeping it small,
manageable and communicable
4. Cost reduction pressures present opportunities to improve
the overall position and way of working with IT, as cost
must always be balanced against business value
5. Adaptivity is not achieved by just technology, it is the result
of an integral approach using architectural insight,
governance and formal change management
6. In this way architecture (EA+SA) becomes a repository of
critical business knowledge – to be carefully managed
EA Conference Brussels 17
EA Conference Brussels 18
 PS (1) Adaptive Enterprise
Roadmap

Real-time
management & control
processes
business

cture business agility

rchite • Complete
ion a infrastructure
t
Solu flexibility
Business efficiency • Dynamic, policy-
services

based management
• Automated policy-based & workload/resource
management links IT to allocation
Business stability business metrics • Enterprise-wide
• Integrated view of system- • All IT resources and integration
wide operations and SLAs processes aligned and • IT delivered as
• Infrastructure simplified and business process
consolidations
simplified to enable optimal
utilization, performance and services
resources

• Business Continuity and

Availability assured response
• Security Services validated
• Investment directly
• IT spend efficient and linked to business
• Adaptive Network Architecture
in place effective needs

discrete partitioned integrated clustered virtualized federated

Enterprise architecture
EA Conference Brussels 19
PS(2) – About the author
Rob Kruijk has been working for over 30 years in software solutions for
Digital Equipment, then Compaq and now HP, in all industries, all over the
world. In the last 8 years his consultancy work has developed into
architecture-led governance of complex IT-issues in need for business/IT
aligned solutions. This included telco’s in Holland, Hong Kong, Poland,
Germany, Sweden and Malaysia, banks in South Africa, Sweden and
Holland, utilities in Canada and Hong Kong, shipping companies in
Denmark and Hong Kong, several Government and educational institutions
as well as industrial, retail and transport companies in Holland. This diverse
experience has yielded many insights made practical for dealing with the
dynamics and challenges of today’s business/IT environment. Besides his
work with customers, Rob is HP’s Lead for the solution architect profession
in EMEA and elected chairman of the Netherlands Architecture Forum, an
association of 35 enterprises – large IT users, the main IT and SI suppliers
and academia – aimed at the advancement of architecture towards better
business solutions with IT.

EA Conference Brussels 20