Enterprise Architecture: Aligning IT with Business Goals Essay Example

Introduction

It is important to note that enterprise architecture is the process by which organizations, businesses, and governments organize and standardize their information technology infrastructure to align with the set goals (Sessions & deVadoss, 2014). The main purpose of any enterprise architecture is to develop and create a map of information technology assets and business processes as well as a set of guiding principles that drive an ongoing debate about business strategy and how it can be implemented through information technology. Notably, the field of enterprise architecture began in the year 1987 as a result of a publication by Zachman one of the journals (Sessions & deVadoss, 2014). In the journal, he indicated the weaknesses and the vision of enterprise architecture that was believed to direct and guide the field for more than 25 years to come.

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The main challenges that were highlighted were how to manage the complexity of the distributed system of enterprise architecture. From this period, various developments in this field have occurred. Zachman created this system with the vision that the agility and value of the business could be realized through a holistic approach to systems architecture that keenly considered all every important issue from every perspective (Sessions & deVadoss, 2014). It should be noted that Zachman influenced the attempts of the US government, the Department of Defense, to develop an enterprise architecture. The attempt was known as the Technical Architecture Framework for Information Management (TAFIM). It began to function in 1994 (Sessions & deVadoss, 2014). The aim of this paper is to discuss one of the enterprise architecture systems under the Process-Centric Approach, known as The Open Group Architecture Framework, TOGAF. A discussion on the benefits and limitations of this enterprise architecture will be made.

The advocates of process-centric approach believe that a good enterprise architecture depends on a good process. It is therefore essential to clearly define what this process should appear like (Sessions & deVadoss, 2014). As mentioned above, one of the main representative examples of this approach is The Open Group Architecture Framework, known as TOGAF. The system divides an enterprise architecture into four. The first category is the business architecture which describes the various processes that the business is using to meet its objectives (Sessions & deVadoss, 2014). The second category is the application architecture which shows how specific applications should be designed and how they interact with each other in the system. The next is the data architecture describing how the enterprise datastores are accessed and organized. The last category of TOGAF architecture is the technical architecture which describes the software and hardware infrastructure that is supporting the various applications and their interactions (Sessions & deVadoss, 2014).

An essential component of TOGAF is the Architecture Development Method, mostly known as ADM. It is important to note that the architecture development method is a requirement for developing an architecture (Sessions & deVadoss, 2014). Understandably, architecture development method is the most visible component of a TOGAF and therefore, TOGAF is categorized as an architectural process as well as architectural framework, as The Open Group describes it, or as a methodology as the ADM is described. Because TOGAF is viewed as an architectural process, it confirms the words of Zachman where the system was categorized as an architectural taxonomy (Sessions & deVadoss, 2014). TOGAF framework observes enterprise architecture as a band of architectures that are ranging from highly generic to highly specific.

Benefits of using TOGAF

As already been mentioned, this is a new discipline whose first version was released in 1994. However, although it has existed for only two decades, various businesses and organizations have made good use of it to scale their profits (Sessions & deVadoss, 2014). Over time, it cannot be denied that TOGAF has helped businesses to develop and create a clear picture of the architecture and information technology infrastructure that they already have. It has also helped in the planning process as well as establishing refined and accurate development strategies. TOGAF system provides a clear procedure for organizations and enterprises to reach from one point to another effectively. The whole process encompasses considering the requirements and needs of all the departments so that any problems and issues arising can be detected in earlier (Sessions & deVadoss, 2014).

The first benefit of TOGAF is that it increases and improves the efficiency of enterprise architecture development (Sessions & deVadoss, 2014). Undeniably, the architecture of an organization is the plan of its working, which includes many important elements like departments, IT infrastructure, stakeholders and investors. However, due to increasing competition in the marketplace, businesses need to reconsider their strategies. The changes and improvements in the existing technology can make crucial steps on how a business is structured and works. Understandably, developing a new business architecture involves expertise, time and effort. When the future success of an organization is questionable, serious steps are necessary to make quick changes (Sessions & deVadoss, 2014). For example, TOGAF professionals can be consulted to offer expert services to the business in terms of enterprise architect development. Such moves help in minimizing risks and wastage, thereby leading to major savings.

Another benefit of TOGAF is its flexibility for different businesses. The system has all the necessary tools that are needed for businesses to develop successful architectures (Sessions & deVadoss, 2014). TOGAF allow the process to flow smoothly and organically and not forcing a drastic change. The pace, therefore, allows for proper integration of business structures into the system. If the business is decentralized in a different location, then there have to be goals which differentiate the company from its competitors. The flexibility of TOGAF allows it to build a framework that is unique to the business with the help of other additional frameworks (Sessions & deVadoss, 2014). One of the essential benefits of TOGAF is that it helps in futureproofing businesses. It is no secret that most architectures under TOGAF can be recycled and used again. Once the plan of the business has been created, it can be refined and used again while making a few additional changes to the system (Sessions & deVadoss, 2014). Afterwards, the plan can be adjusted per the changes introduced, hence further enhancing the structures and capabilities of IT.

The last benefit of TOGAF is that it is continuously evolving. As had been mentioned, for an enterprise to stay ahead of its competitors, there is a need to continuously evolve, and TOGAF offers this strategy (Sessions & deVadoss, 2014). TOGAF, as an architectural framework, is continually being improved through the introduction of new techniques and tools so that the overall process can be smooth. Despite the changes, the main principles and framework of this process remain undisturbed without any substantial changes. Because of this, workers who are familiar with the older versions can still work effectively with the rest who have the current knowledge of the process (Sessions & deVadoss, 2014).

Limitations of TOGAF

Any process or system that has benefits must have some limitations as well. TOGAF is not exempted as it has been realized that it has several disadvantages. Firstly, it has been noted that it allows phases to be done incompletely, combined, reordered, skipped, or reshaped in a bid to fit the requirements of the situation (Sessions & deVadoss, 2014). Therefore, it is no surprise to see different TOGAF professionals using two different processes, even when they are both working with the same enterprise. Because of this, the final architectural framework might be bad, good or even indifferent, thereby not exactly giving the intended solution. The processes merely show how enterprise architecture is generated and not how to create good architecture (Sessions & deVadoss, 2014). The uncertainty of the outcome which depends on the experience of TOGAF consultant or expert make it sometimes undesirable, and this is a huge limitation of this process.

Another limitation of TOGAF is that the framework assumes that organizations will have their processes that will be integrated with the system (Sessions & deVadoss, 2014). However, this is false because most businesses lack appropriate processes that can be combined with the architecture leading to an ineffective system that cannot be depended upon to achieve the business goals. Also, the framework acts as a design authority in business while offering limited features for the architects to maintain the vast standards, descriptions, principles of the organization. Lastly, the fact that it is just a framework and not a modelling language or a component that could be used as a replacement for architect skill further makes it quite undesirable and limited in its application (Sessions & deVadoss, 2014).

Conclusion

In conclusion, The Open Group Architectural Framework has helped many business enterprises since its inception. The paper has comprehensively discussed what TOGAF is alongside its components. Further, a discussion of the various benefits of this framework has been made. Lastly, the paper has discussed various limitations of the use of the TOGAF framework.

References

Sessions, R., & deVadoss, J. (2014). A Comparison of the Top Four Enterprise Architecture Approaches in 2014. Microsoft Corporation, 1-55. https://architectureframework.com/frameworks/togaf