Page 242 - DCAP307_PLANNING_AND_MANAGING_IT_INFRASTRUCTURE

Planning and Managing IT Infrastructure

Notes processes, and production applications. “Organizations come and go, and programs come
and go but the process owners are still left to manage those capabilities and that asset
base,” Gass explains.
Enterprise architects are not typically asked to define or optimize business processes, but
they do need to be equipped to understand those processes in relation to the organization’s
overall business strategy. This knowledge helps to ensure that each department conforms
to consistent business practices, processes and standards. EAs maintain a cross-domain
perspective that represents the vision and requirements of the organization as a whole.
Similarly, while Enterprise Architecture does not necessarily include business process
optimization and design, it has a clear role to play in the governance and monitoring of
these processes, especially when they involve cross-domain IT capabilities. Enterprise
architects are typically not process analysts. They define how a process interacts with
other core processes, and how a process impacts the organization. To do this well they
must understand the external and internal factors that influence the organization. External
factors include things like compliance, which are imposed from without. Internal factors
include specific IT standards and operational business requirements. Having solid
governance practices in place makes it easier to anticipate business and IT risks and ensures
compliance with corporate strategies, policies, and statutory regulations.
Dell’s transformative journey, guided by its internal Enterprise Architecture team, echoes
the approach that Oracle recommends to many other large companies. Oracle enterprise
architects offer a deep understanding of how technology—including Oracle’s vast product
portfolio—impacts enterprise-wide alignment, governance, and business processes.
Oracle’s proven principles, roadmaps, and reference architectures, drawn from many
successful engagements, allow companies to enforce best practices and adhere to
architectural principles as they move from one tactical project to another, always
considering the overall needs of the enterprise.

Question
According to you, what challenges Oracle faced in implementing Enterprise Architecture?

Source: www.oracle.com/technetwork/oea-dell-case-study-1521201.pdf

14.4 Summary

 Enterprise Architecture (EA) is a conceptual blueprint that defines the structure and
operation of an organisation.

 Enterprise architecture is the name given to this process of leadership and control.
 Software architecture is the representation of a software system at the highest possible
level of abstraction.

 Architectural style implies a set of design rules that identify the kinds of components and
connectors that may be used to compose a system or subsystem, together with local or
global constraints that are implemented.
 Software architects use a number of commonly recognised styles to develop the architecture
of a system.

 Pipeline style is suitable for applications that require a defined series of independent
computations to be performed on ordered data.

 Layered architectural style is suitable for applications that involve distinct classes of
services that can be arranged hierarchically.

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