While architecture in the context of IT systems usually understands the software and system architecture of individual IT systems, in recent years the cross-system view has been considered
entire system landscapes of an organization have become enormously important. One speaks of it
Corporate Architecture or Enterprise Architecture.
The mastery of over time grown IT landscapes, the embedding of new systems in one
such landscape, the replacement of existing systems with new and not least business mergers require not inconsiderable planning and monitoring efforts
IT projects that often go hand-in-hand with organizational changes.
So if you compare the classic IT architect with the architect of buildings, then the
Corporate architect can be seen as a city planner.
This lecture gives an overview of the discipline “Enterprise Architecture” and shows practical
Examples of how complex and interesting Enterprise Architecture is and how it deals with the “classic”
IT architecture plays together.
All IT organizations in medium-sized and large companies are dealing with the challenges of a rapidly and heterogeneously grown IT or are looking for methods / approaches to further optimize the existing IT structures. IT must be aligned with business to ensure optimal support of business goals through ICT.
- They know how to optimally interlock IT architecture plans with the business strategy and to develop and implement a target IT architecture together with the departments.
- You will get a comprehensive overview of international standards (e.g., TOGAF) and how to use them profitably.
- You can develop cross-domain domains and roadmaps.
- You will learn the essential steps to develop an IT development plan and ensure its systematic implementation.
- You benefit from concrete implementation examples from companies.
- Senior and responsible employees in the fields of IT architecture,
- IT system integration, IT consulting, IT project management, IT service management, application development and operation, infrastructure development and operations.
BUILDING PLAN FOR IT LANDSCAPES
Dependence on information technology is becoming increasingly important for companies in almost every sector. The negative consequences of this development, for example, were recently illustrated by the collapse of US electricity supply, when computer malfunctions caused power outages in much of the country. The same applies to the sluggish introduction of the toll introduction, which was also due to insufficiently coordinated IT processes. The growing importance of IT in everyday business is complemented by the influence of external factors such as Basel II and SOX (Sarbanes-Oxley Act). Therefore, companies with a complex IT landscape should think in good time of transparent, process-oriented IT planning.
Learn from urban farmers
The IT landscape is comparable to a growing, ever-changing city. City planners have to take into account many factors: connections to sewers and electricity networks, waste disposal, connections to public transport, schools or kindergartens. As soon as a building block of this infrastructure is missing or disappears, the order quickly gets mixed up.
If a component is changed in an existing IT infrastructure, standards and interfaces must be taken into consideration, to name but two examples. And if a building block is removed from an existing IT landscape, the smooth running of the system must be guaranteed. If, for example, a software vendor fixes his solution, companies that use the product must quickly and comprehensibly check the consequences or the expense of independently developing them. Such projects can not be designed on a flipchart in companies with complex IT that connect multiple plants or branches.
A uniform development plan that maps the IT architecture is still the exception today. Not infrequently, even in large companies, both the existing IT landscape and planned projects are recorded on PowerPoint slides and Word documents. There can be no question of uniform presentation and transparent planning. The consequences of this negligence become particularly clear when, for example, a common target landscape has to be formed in the event of a merger of the existing IT landscapes of two companies. Quite often, problems with IT make merger a tough test. The managing director of a company merged with another company a year ago recently complained: “The integration of corporate cultures is practically over, and we are lagging far behind in IT. In the past, IT was often the first thing that stood. «Also a consequence of ever more complex IT landscapes.