Evolutionary Systems Architectures in The Enterprise
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Define success clearly, then show results early and often
The success of an enterprise-level integration framework relies on its ability to enable the
business value of IT projects using such a framework. Results have to be shown early and often
to maintain the interest and support from both management and other stakeholders. Sometimes,
direct short-term benefits from the framework can be difficult to quantify and must prove out at
the enterprise level over a longer timeframe, which is acceptable as long as the organization is an
“informed consumer.” In this case, the more projects that use the framework, the better overall
effect on TCO, time to market and other indicators of success.
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Keep the momentum going
One of the pitfalls of any such integration framework is its inherent obsolescence. There has to
be a team and a process in place to maintain and evolve the framework. Given today’s business
and technology environments, any good framework will lose its value to an enterprise rather
quickly without such processes and commitment in place.
Enterprise Integration Architecture Framework
The enterprise integration architecture framework for utilities facing deregulation has its basis in
the principles discussed previously. The framework is divided into three architectural categories:
business, technical and organizational architecture. Each category will have its own unique
design. Consideration is also given to the touch points between each category.
Business Architecture
Business architecture defines the foundation and design principles of the framework relative to
business considerations. Here we consider three conceptual layers of architecture. The first layer
deals with understanding the business domains and drivers as well as corporate business vision
and goals. The second layer deals with developing integrated business processes that will enable
the organization to achieve those goals. The third layer deals with understanding the touch points
between systems and business events inside or outside of the organization that are significant to
process integration. Figure 1 shows the conceptual model of this architecture. The centerpiece of
this architecture is the integrated business process model. It is extremely important for an
organization to invest the right resources and time to develop such models in a flexible,
maintainable and expandable format. Tools and consulting services are often available to assist
in such an endeavor. Look for consulting companies with specific utility knowledge and systems
integration experience.
Figure 1: Business architecture for integration
