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Enterprise Architecture Cheat Sheet by

Enterprise Archit­ecture Principles

Enterprise Archit­ecture pays off immedi­ately and always
Either Enterprise Archit­ecture gives suitable answers and guidelines to active programs or defines and organizes pragmatic ways to solve current challenges if the field is still green.
Redundancy in develo­pment will be minimized by coordi­nating several programs with similar challe­nges.
Enterprise Archit­ecture does not end in itself
Having a complete overview of an Enterprise Archit­ecture documented accord­ingly to one of the common frameworks does not help - it only consumes time.
Don't do Enterprise Archit­ecture as you go - record existing stuff as you go
Enterprise Archit­ecture addresses current actions towards strategic goals of the business. Therefore, Enterprise Archit­ecture is the missing link between goals and solutions.
Common Enterprise Archit­ecture frameworks contain a lot of recording of existing things. Consider existing solutions, infras­tru­cture and the like if needed for strategic or tactical actions.
Enterprise Archit­ecture is tangible
If a developer is asked what Enterprise Archit­ecture helps him right now - the answer must not be "­Not­hin­g".

Agile and Lean Enterprise Archit­ecture

Agile in Enterprise Archit­ecture
Commun­ication is everything - be a technical stakeh­older in programs and define crisp and clear quality requir­ements which count for everyt­hing.
Go live as soon as possible and control - to be developed software in several programs need to run as early as possible.
Connect the customers and users to the programs - or at least represent them as good as possible.
Lean in Enterprise Archit­ecture
Above all: Less is more - over engineered Enterprise Archit­ecture helps no one, it only feels good.
Identify Value - think what has to be done instead of what can be done.
Map the Value Stream - Understand how the value flows through the organi­zation.
Create the Flow - Depict the flow of programs step by step and maximize efficiency and reduce waste.
Establish Pull - Users and Customers control the flow and next iterat­ions.
Seek Perfection - Optimize the flow end to end in order to get better over time.

Focus Points

Effect­iveness (strategic actions)

Initia­tives and programs count towards enterprise strategy
- Expansion of portfolio is a strategic decision
- Programs can be priori­tized by business relevancy and already existing similar solutions

Determine ROI in order to estimate investment
- Answer the question "How many money can be spent until revenue kicks in?"
 ­ + Calculate the costs of new programs and initia­tives
 ­ + Adhere planned revenue for a productive solution
 ­ + Startup investment is the result

Cost optimi­zation
- Infras­tru­cture provides static and dynamic costs - fewer infras­tru­cture costs raise the final revenue and has a positive impact on invest­ments for running and starting programs

Efficiency (tactical actions)

Speedup of develo­pment
- Encourage aggres­sively develo­pment by bringing MVP and MSP as soon as possible into the market
- Analyze and optimize develo­pment processes

Reuse of crossc­utting concerns
- Critical aspects need to be shared among programs (like authen­tic­ation and author­iza­tion)
- Compare the effort in writing crossc­utting concerns twice versus reuse of existing solutions (avoid over-c­omm­odi­tiz­ation)
Cost orient­ation
- Demand as cheap as possible in the realiz­ation phase


Suitable KPIs for strategic and tactical actions
- E.g. monitor current static costs of the infras­tru­cture over time and record dynamic daily costs
- Progress of running programs
- Incident monitoring
- ...

Technology sustai­nab­ility
- Define a technology radar and keep technology choice modern
- Identify in the correl­ation of cost reduction the perfect time to quit previous chosen techno­logies

Spread guidelines
- Let Commun­ities of Practice define suitable guidelines in order to benefit from each other

Use an Enterprise Archit­ecture Framework
- Choose one Enterprise Archit­ecture Framework that suits your demands
- Use the framework to document and focus on what is needed - these frameworks can be used as guidelines on how to do things in Enterprise Archit­ecture

Context of Initia­tives

Context of Initia­tives - details

Business Awareness - the WHAT & WHY
Business Case (internal optimi­zation, new program, fundam­ental services, ...)
Alignment and Depend­encies with other initia­tives
Expected revenue
Timeline and Roadmap
User Orient­ation - the FOR-WHOM
Targeted users or groups
Acceptance Criteria
Realiz­ation - the HOW
Iterative approach


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