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TOGAF - Architecture Governance

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Patrice Kerremans

on 4 January 2013

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Transcript of TOGAF - Architecture Governance

Governance The way in which decisions are made

Who is responsible?
Who is involved?
Who is accountable? Governance is the practice by which Enterprise Architectures are managed and controlled

controls the creation and monitoring of components and activities -- ensuring introduction, implementation and evolution of architectures
ensuring compliance with internal and external standards and regulatory obligations
supporting management of the above
ensuring accountability to external and internal stakeholders Governance is established in the Preliminary Phase Architecture Board must ensure correct application of the ADM Governance plays a key role in Phases G and H Governance ensures business is conducted properly
It is about effective and equitable usage of resources Basic principles of Corporate Governance:
focus on the rights, roles and equitable treatment of shareholders
Disclosure and transparency
Accountability of the Board to the shareholders
Reviewing and guiding corporate strategy
Setting and monitoring management's performance objectives Implementation Governance (Phase G) is about the realization of architecture through change projects

Architecture Governance is about managing and controlling of all aspects of the development and evolution of Enterprise Architectures. Levels of Governance:
Corporate Governance
Technology Governance
IT Governance
Architecture Governance Each of these domains of governance may exist at multiple geographic levels
Local Conceptually, architecture governance is an approach, a series of processes, a cultural orientation, and set of owned responsibilities that ensure the integrity and effectiveness of the organization’s architectures. This model can be used during Preliminary phase to decide what and how we'll govern the architecture during the ADM Cycle The split of process, content, and context are key to the support of the architecture governance initiative, by allowing the introduction of new governance material (legal, regulatory, standards- based, or legislative) without unduly impacting the processes. This content-agnostic approach ensures that the framework is flexible. The Architecture Governance Framework is integral to the Enterprise Continuum, and manages all content relevant both to the architecture itself and to architecture governance processes. The Conceptual Structure The Organizational Structure To ensure effective control, it is necessary to have the correct organizational structures to support all governance activities
Effective implementation requires IT governance processes, organizational structures, and capabilities including a.o.:
global governance board
local governance board
design authorities
working parties Benefits of Architecture Governance:
Links IT processes, resources, and information to organizational strategies and objectives
Integrates and institutionalizes IT best practices
Aligns with industry frameworks such as COBIT (planning and organizing, acquiring and implementing, delivering and supporting, and monitoring IT performance)
Enables the organization to take full advantage of its information, infrastructure, and hardware and software assets
Protects the underlying digital assets of the organization
Supports regulatory and best practice requirements such as auditability, security, responsibility, and accountability
Promotes visible risk management Key success factors:
Best practices for submission, adoption, reuse, reporting and retirement of architecture policies, procedures, roles, skills, organizational structures, and support services
Organizational responsibilities and structures to support the architecture governance processes and reporting requirements
Integration of tools and processes to facilitate the take-up of the processes, both procedurally and culturally
Criteria for the control of the architecture governance processes, dispensations, compliance assessments, SLAs, and OLAs
Internal and external requirements for the effectiveness, efficiency, confidentiality, integrity, availability, compliance, and reliability of all architecture governance-related information, services, and processes The architecture board oversees the implementation of the governance strategy
board comprises of representative stakeholders responsible for review and maintenance of architecture typically at 2 levels:
local: domain experts, line responsibility
global: organization-wide responsibility
Board has identifiable and articulated:
responsibilities and decision-making capabilities
remit and authority limits The Architecture board Advantages of having a board: preventing one-off solutions and unconstrained developments that:
high costs
lower quality
higher risk
higher maintenance
Architecture Contracts:
Joint agreements between development partners and sponsors on the deliverables of an architecture. Use of Architecture Contracts ensures:
Continuous monitoring of Architecture Development
Adherence to the principles, standards and requirements of the existing or developing architectures
identification of risks
processes and practices exist that ensure accountability, diligence, responsibility...
a formal understanding of the governance Architecture Contracts and the ADM
Statement of Architecture Work during Phase A is a contract between Architecting Organization and Sponsor of EA
The development of one or more architecture domains (business, data, application, technology), and in some cases the oversight of the overall enterprise architecture, may be contracted out to systems integrators, applications providers, and/or service providers. Each of these arrangements will normally be governed by an Architecture Contract that defines the deliverables, quality, and fitness-for-purpose of the developed architecture, and the processes by which the partners in the architecture development will work together.
At the beginning of Phase G (Implementation Governance), between the architecture function and the function responsible for implementing the enterprise architecture defined in the preceding ADM phases. Typically, this will be either the in-house systems development function, or a major contractor to whom the work is outsourced.
When the enterprise architecture has been implemented (at the end of Phase G), an Architecture Contract will normally be drawn up between the architecting function and the business users who will subsequently be building and deploying application systems in the architected environment. Architecture Compliance:
Irrelevant: the implementation has nothing in common with the architecture specification
Consistent: the implementation implements some parts of the specification, implements some more unspecified things and doesn't implement some specifications.
Compliant: some specs are not implemented, but all implemented is according to specs
Conformant: it implements the entire specs set, and implements more.
Fully-conformant: full correspondance between specs set and implementation
Non-conformant: some specs have not been correctly implemented. Two processes to ensure compliance of projects with the EA:
Prepare Project Impact Assessments
Perform Architecture Compliance Review TOGAF guidelines to establish an EA capability:
Use the ADM
Treat as an on-going practice
Address the four business domain architectures:
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