Kotusev

Question 1

General EA practices

Answer 1

• Should be seen as many activities with their own artefacts and purposes to understand value and challenges
• Not good as they promise a ‘one size fits all’
• Driven by kommercial interests, and not best practice

Question 2

TOGAF

Answer 2

• Framework for EA
• Used to align IT and business
• Widely used, but overcomplicated and unusable in practice

Question 3

EA & business strategy

Answer 3

• Many EA frameworks (fx TOGAF) claim that EA should be based in business strategy (strategies, etc.)

It should not because:
* Business strategy is often vague, unprecise or is missing entirely
* In reality, EA frameworks are built upon BU’s goals and plans

EA processes in reality:
* Input/Plans from BU’s
* Cooporation between enterprise architects and leaders about IT-needs
* Output as roadmaps and prioritzed investements
* Global optimization happens bottom-up

Question 4

Business and IT alignment

Answer 4

• Not only communication but also clear decision making processes

Five phases:
* Positioning = Determine IT’s role in the business resulting in governance etc.
* Focusing = Choosing business areas for IT-investements
* Prioritizing = Concrete IT initiatives based on investment priorities (roadmaps)
* Assessing = Evaluating and choosing best IT solutions
* Implementing

Question 5

CSVLOD

Answer 5

• Realistic evidensbased overview of the artifacts actually used in EA
• Used for planning and communication
• Not a guideline for use, but presents what is typically used in EA

Considerations = policies, principles
Standards = technical and operational guardlines
Visions = Roadmaps, business capability models
Landscapes = overview of established IT and business (IT roadmaps)
Outlines = conceptual solution overviews
Designs = detailed specifications for implementation (solution designs)

Question 6

The process view

Answer 6

• Efficient EA practice is not linear, but combines three parallel decision making processes with different purposes that influence each other in feedback loops

Strategic planning
* Purpose: react on changes in environment
* Artefacts: Considerations and Visions
* Actors: C-level and architects

Initiative delivery
* Purpose: deliver optimal IT-solutions
* Artefacts: Outlines and Designs
* Actors: Business, architects, project teams

Technology optimization
* Purpose: optimize IT-landscape
* Artefacts: Standards and Landscapes
* Actors: Architects and tech-specialists

Question 7

EA artifacts as boundary objects

Answer 7

• Artifacts are boundary objects because they bridge different units in a business (IT, business, project teams)
• They enable communication despite different purposes and focuses in the units = alignment

Question 8

JPMC’s EA

Answer 8

• Scalable and robust EA
• Not linear process (like TOGAF) but data-driven and pragmatic
• Enables fast innovation and GenAI implementation

Specific measures:
* Data mesh enables scalable AI infrastructure with governance
* Global LLM Suite enables innovation and scalability without bottle necks
* Integrated governance (risk assessments and control processes like human-in-the-loop and audits/loggings)

Question 9

CSVLOD in JPMC

Answer 9

Considerations:
* Guardrails
* Risk and governance processes

Standards:
* Internal platform (LLM Suite) with API’s

Visions:
* Scaling PB advise through Coach
* Remove ‘no-joy’ work

Landscapes:
* LLM Suite
* Data mesh
* Cloud hosted data, data centers

Outlines:
* PlanningGPT
* Coach
* Patterns are identified to then build standard solutions across teams

Designs:
* LLM Suite plug-in structure
* Orchestrator in Coach
* Prompt libraries