EA Modeling 2: An Introduction To Enterprise Architecture

Ea Modeling 2 An Introduction To Enterprise Architecturesection 1 Ch

Choose a real-world medium/large sized enterprise (profit or non-profit) and determine the following based on the EA3 Framework: a. The phases and steps of an appropriate EA implementation methodology. b. The way that EA stakeholder support should be obtained. c. A recommended schedule for updating the EA. d. List examples of documentation from the enterprise that would be appropriate at each of the five functional levels. e. List examples of documentation from the enterprise that would be appropriate for the three common planning threads. f. List examples of documentation from the enterprise that would illustrate Lines of Business. g. List examples of documentation from the enterprise that would illustrate crosscutting and vertical EA components. h. List several hypothetical EA components at each level of the EA3 Framework for a large enterprise: i. Compare and contrast the use of the term “component” in the context of how it is used in this chapter with the use of the term in the software and application development industry. ii. Obtain the Annual Report list potential EA components at each level of the EA3 Framework. i. Identify current strategic goals, initiatives, and outcome measures. j. Identify current LOB’s business services, and associated activity/flow diagrams. k. Identify current information flows and data documentation in each LOB. l. Identify the current IT systems and applications that support information flows for each LOB. m. Identify the current IT infrastructure and networks that host IT systems and applications. n. How far into the future should the EA future views attempt to provide documentation? o. Develop a future scenario for an enterprise that describes changes in processes, human factors, and technology. Identify the panning assumptions that underlie these changes. p. Develop a Roles and Responsibility Matrix for the enterprise.

Paper For Above instruction

Enterprise Architecture (EA) is a strategic planning framework that enables organizations to align their IT infrastructure and business processes effectively. For this analysis, we select a large nonprofit healthcare organization, "Global Health Systems" (GHS), to examine the application of the EA3 framework in developing and managing enterprise architecture.

a. The phases and steps of an appropriate EA implementation methodology for GHS involve several stages, starting with initiation, where organizational vision and scope are defined. This is followed by current state assessment, including documentation of existing processes and systems; future state planning, where target architectures are designed; implementation planning, with prioritized initiatives; and finally, governance and continuous refinement. Each phase requires stakeholder engagement through workshops, interviews, and feedback sessions to ensure buy-in and alignment.

b. Obtaining EA stakeholder support at GHS involves identifying key stakeholders across business units, IT, and executive leadership early in the process. Support is fostered through transparent communication of EA benefits, regular updates on progress, and involving stakeholders in decision-making. Creating a stakeholder matrix that delineates roles and influence helps tailor engagement strategies, encouraging ownership and sustained commitment.

c. A recommended schedule for updating the EA at GHS ranges from every 2 to 3 years, aligning updates with strategic planning cycles. Continuous monitoring and incremental updates are advised to accommodate shifts in organizational priorities, technological advancements, and regulatory requirements, ensuring the EA remains relevant and actionable.

d. Documentation examples at each of the five functional levels include: strategic level—organization’s vision, mission, and key strategic initiatives; business process level—process maps, activity diagrams, and service catalogs; information level—data models, data dictionaries, and data flow diagrams; applications level—application architecture diagrams, system specifications, and interfaces; infrastructure level—network topologies, hardware inventories, and security policies.

e. For the three common planning threads—business, technology, and implementation—documentation includes business capability models, technology roadmaps, and project portfolios. Business planning may involve roadmap documents; technology planning includes technology standards and transition plans; implementation planning entails project timelines, resource allocations, and risk assessments.

f. Lines of Business (LOB) documentation at GHS encompasses service catalogs, activity flow diagrams, and operational procedures that define departmental functions such as patient management, billing, and supply chain management.

g. Crosscutting and vertical EA components are illustrated through enterprise security policies, compliance frameworks, and service oriented architecture (SOA) standards that span multiple business units, ensuring consistency and interoperability across the organization.

h. Hypothetical EA components at each level include:

• Strategic: enterprise vision document, strategic goals
• Business: process models for patient admission, billing systems
• Information: master patient index, clinical data repositories
• Applications: Electronic Health Record (EHR) system, billing applications
• Infrastructure: data centers, network security infrastructure

In the context of this chapter, the term “component” refers to distinct elements within the architecture that can be combined, analyzed, or reconfigured, contrasting with software industry usage where components usually refer specifically to self-contained software modules. In enterprise architecture, components are broader, including processes, data, and technology standards.

Using the latest annual report of GHS, potential EA components could include: at the strategic level—organizational mission statement; at the business level—service catalogs; at the information level—clinical data warehouses; at the application level—EHR systems; at the infrastructure level—network security systems.

Current strategic goals focus on improving patient care quality, expanding access, and reducing costs. Initiatives include adopting telemedicine, implementing integrated electronic health records, and upgrading telecommunication infrastructure. Outcome measures track patient satisfaction, readmission rates, and treatment efficiency.

LOB’s business services include patient scheduling, billing services, and pharmacy management. Activity/flow diagrams depict the steps involved in patient intake, billing process, and medication management, providing clarity on operational workflows.

Information flow documentation illustrates how data moves between systems—such as from clinical data repositories to billing applications—and includes data dictionaries defining data elements like patient ID, medication codes, and billing codes.

Current IT systems at GHS include EHR systems, billing platforms, and supply chain management applications supported by a network infrastructure comprising data centers, local area networks (LAN), and secure remote access points.

The future architecture views should aim to extend at least 3-5 years into the future, considering rapid technological evolution. These future scenarios may involve increased use of cloud computing, AI-driven diagnostics, and enhanced telehealth capabilities. Planning assumptions include continued technological advancements, regulatory changes favoring digital health, and evolving patient expectations.

A future scenario for GHS envisions integrating AI-based diagnostic tools to streamline patient assessments, expanding telehealth services to underserved areas, and deploying interoperable data platforms across regional health networks. These changes would require investments in new IT systems, staff training, and updated data governance policies.

Roles and Responsibility Matrix for GHS delineates responsibilities across various roles—CIO, IT managers, clinicians, process owners, and external vendors—defining who is responsible for maintaining components, managing updates, and ensuring organizational adherence to the enterprise architecture policies.