Detailed below is the template:

1 Executive Summary

CONTENTS OF THIS SECTION: This section an overview of the content of the rest of the report, giving key facts that management would like to know about its contents.  The executive summary should give the most important aspects of the report while omitting details and some supporting information.  Generally speaking, the summary should be not longer than 1 page and preferably as short as possible while conveying the required information.

1B  [Optional, for mature organizations] Strategic Capability Network

Analysis of how the strategy aligns with the organizations capabilities and resources. You can safely skip this section if you already have a defined BSM strategy and a competitive analysis document detailing the value propositions that drive the business. For details refer the patent here and my analysis with an example here.

2 Introduction

CONTENTS OF THIS SECTION: This section gives the name of the system and describes its high-level functions.  This is expanded upon by the history and stakeholders sections.

2.1 History

CONTENTS OF THIS SECTION: This section provides the historical context for the system.  It answers how the system was developed and by whom.

2.2 Stakeholders

CONTENTS OF THIS SECTION: This section provides a list of the stakeholder roles important to the system.  For each, the section lists the concerns that the stakeholder has that can be addressed by the system.

3 Architecture & Problem Background

CONTENTS OF THIS SECTION: The sub-parts of Section 3.1 explain the constraints that provided the significant influence over the architecture.

3.1 System Overview

CONTENTS OF THIS SECTION: This section describes the general function and purpose for the system or subsystem whose architecture is described in this SAD.  Include a high-level context diagram of the system and summarize major inputs and outputs.

If you don’t know how to build an accurate context diagram, look here.

3.2 Goals and Context

CONTENTS OF THIS SECTION: This section gives the name of the system and describes its high-level functions that the BSM solution is offering and more importantly how the solution would fit into the current value chain of the organization.

3.3 Significant Driving Requirements

CONTENTS OF THIS SECTION: This section describes behavioral and quality attribute requirements (original or derived) that shaped the software architecture. Included are any scenarios that express driving behavioral and quality attribute goals.

This section should only list the key driving requirements and not detailed requirements for the solution.

4 Competative Landscape

CONTENTS OF THIS SECTION: This section lists and briefly describes the major competitors of the system.  Competitors are those systems that do the same thing as the system or those systems that could otherwise be used in place of the system.  It also gives a high level overview of the strengths, weaknesses, opportunities and threats of the system explained in more detail in the following sections.

4.1 Strengths

CONTENTS OF THIS SECTION: This section describes the functions that the system does well either in comparison with its competition or in absolute terms.

4.2 Weaknesses

CONTENTS OF THIS SECTION: This section describes the functions that the system does poorly in relation to its competitors or in absolute terms.  Also included could be features that competitors have but the system does not, or features that the system should have but does not given the stakeholders and high-level requirements described in the previous section.

4.3 Opportunities

CONTENTS OF THIS SECTION: This section describes what the opportunities are for the system.  Opportunities are factors external to the system (e.g., in the overall environment) such as general trends or actions of competitors that enable the system to increase its market share or usefulness to stakeholders.

4.4 Threats

CONTENTS OF THIS SECTION: This section describes the threats that the system is likely to experience.  Threats are factors external to the system such as general trends or actions of competitors that decrease the market share of the system or its usefulness to stakeholders; in the extreme case, threats might render the system obsolete.

5 Referenced Materials

CONTENTS OF THIS SECTION: This section provides citations for each reference document.  Provide enough information so that a reader of the SAD can be reasonably expected to locate the document.

6 Directory

6.1 Glossary

CONTENTS OF THIS SECTION: This section provides a list of definitions of special terms and acronyms used in the SAD . If terms are used in the SAD that are also used in a parent solution description document and the definition is different, this section explains why.

6.2 Acronym List

If you work in telecom or finance world, you would know as i do, the TLA’s [Three letter acronyms] are annoying from organization to organization. So, don’t assume – take 10 minutes and add value to your BSM document.

Acknowledgements:

SEI Architecture documentation

Professor Jeff Thompson

Professor J Vayghan

Note 1: The definition of IT in TOGAF 9 is the lifecycle management of information and related technology within an organization. In-line with what we have been discussing in class that we need to take a problem and build a business solution rather than build a solution and find Business problem.

For past few years, IT has been looked at a medium of simply automating tasks to reduce cost and getting tasks accomplished by throwing requirements over the wall. TOGAF provides an approach of integrating IT with Business using the ADM as a comprehensive guideline for establishing Enterprise architecture program by step by step procedures. This is especially useful for organizations considering starting an Enterprise architecture program.

Note 2: The single biggest news about TOGAF is a new, mature, well-defined architecture content framework of 170 pages, built on the experience of major systems integrators through hundreds of architecture projects. Emphasizes on Organizational learning (also discussed in class) via meta model is an important aspects.

Developing meta-model for enterprise content across the organization and utilization of the content for strategic and operational planning is the only way Business, Operations and IT can be aligned together. Most large organizations like the one that I work for; have multiple data repositories disparately fragmented across the organization. Due to lack of catalog management of this data, the organizational learning curve is low and leads to accessibility problem for right information at the right time and for the right objective. TOGAF proposes a detailed solution to this problem with the architecture content framework; by putting emphasis on the actual information, its access, presentation, and quality, so as to provide not only transaction processing support, but analytical processing support for critical business decisions provides great edge to TOGAF. This change gives new perspective value proposition for Enterprise architecture framework.

Note 3: TOGAF 9 puts emphasis on Service Oriented Architecture and Integrated system approach – Business Perspective of SOA
The biggest implementation aspect of TOGAF 9 is the emphasis on service oriented systems and integrated system approach. This is due to involvement of system integrators; who are one of the most important stakeholders of the Enterprise architecture program. To get the best return on investment for SOA, it is important to understand from a business perspective what capability your business has and why. One thing that’s really key about TOGAF 9 is that it takes a lot of ideas and practices that exist within individual organizations or proprietary frameworks, building a consensus around it, and releasing it into a public-domain context. Once that happens, the value you can get from that approach increases exponentially. Now, you’re not talking about going to one vendor and having to deal with one particular set of concepts, and then going to a different vendor and having to deal with another set of concepts, and dealing with the interoperability between those.
Note 4: TOGAF 9 allows enterprise architecture to be molded with operations management, system design, portfolio management, service management, business planning, and the Governance Institute’s COBIT guidelines. – Compatibility

One critical aspect of adopting a framework is evaluation of compatibility of the framework in the organizational ecosystem. TOGAF is very well equipped in this aspect due to compatibility guidelines for managing operations, systems design, portfolio management, service management, business and strategic planning. In addition to this, TOGAF provides governance guidelines to ensure alignment of Business, operations and IT and providing the equilibrium to provide optimal solutions for priority business problems.
To conclude, Fred Brooks has very truly pointed out that there is no silver bullet for building the best solution and “Doing the things right!!” but using TOGAF solves four of the most critical aspects for reducing the accidental complexity which are: Organizational learning via Content model frameworks, emphasis on Business perspective of SOA, Value propositions alignment to investments and finally the guidelines for effective governance by Enterprise architecture program.
References

Name
Reference
TOGAF 9 users see benefit for SOA
http://searchsoa.techtarget.com/news/article/0,289142,sid26_gci1347340,00.html
TOGAF 9 advances IT maturity while offering more paths to architecture-level IT improvement
http://briefingsdirectblog.blogspot.com/2009/02/togaf-9-advances-it-maturity-while.html
Never Mind the Architecture Frameworks: Here’s TOGAF 9
http://rasmussenreport.wordpress.com/2009/02/06/never-mind-the-architecture-frameworks-heres-togaf-9/
TOGAF 9 Architecture Documentation
http://www.opengroup.org/architecture/togaf9-doc/arch/ ]]> http://www.robinharwani.net/2009/07/togaf-9-an-implementation-perspective-2/feed/ 0