E-business and IS solutions : an architectural approach to business problems and opportunities

Title:

Personal Author:

Buffam, William J.

Publication Information:

Boston : Addison - Wesley, 2000

ISBN:

9780201708479

Subject Term:

Electronic commerce -- Management

Industrial management -- Data processing

Management information systems

Available:*

Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010049442	HF5548.32 B83 2000	Open Access Book	Book	Searching... Unknown

With the emergence of e-business and other fast-moving business technologies, the efficient and successful development of information systems that support e-business has become increasingly critical. An architectural approach to building these systems can greatly increase the chances of success. E-Business and IS Solutions provides a high-level introduction and understanding of an architectural approach to building IT solutions, in particular those that support e-business. Written for IS professionals with a wide range of experience, as well as technical managers, the book delineates a seven-stage building process and offers experience-based guidance on issues critical to the success of e-business systems in the real world. Featured is an overview of the essentials of e-business, IT architecture, and the relationship between architectural solution building and object-oriented design methods. Buffam explores the trade-offs and considerations of project scope for both large-scale and smaller projects. After reviewing fundamental architectural principles, the author details the seven-stage process: business modeling, IS modeling, current IS analysis, IS architecture planning, implemen

Author Notes

William J. Buffam is currently Director of the Unisys Architectural Center of Excellence, an organization that promotes the effective application of technology as business solutions. He has spent thirty years in software development, much of that time as a manager and software architect at Unisys and its predecessor company Burroughs, where he was a key architect for the Burroughs Network Architecture (BNA).

0201708477AB04062001

Preface	p. xv
Acknowledgments	p. xxi
Part I Setting the Scene for Architectural Solution Building	p. 1
Chapter 1 Characteristics of E-Business	p. 3
1.1 What do we mean by "e-business"?	p. 3
1.2 What are the effects of e-business on architectural IS solution building?	p. 6
Chapter 2 The Essence of "Architecture"	p. 7
2.1 The evolution of information systems	p. 7
2.1.1 The legacy of isolated systems	p. 7
2.1.2 The emergence of standards	p. 8
2.1.3 The need for IS architectures	p. 12
2.2 "Architecture" and the original architects	p. 12
2.3 Why do we need architecture in information systems?	p. 14
2.3.1 Fundamental requirements	p. 14
2.3.2 Enabling requirements	p. 16
2.4 "Architecture" in information systems--what is it?	p. 19
2.4.1 The common-component sense of "architecture"	p. 20
2.4.2 The design sense of "architecture"	p. 22
2.4.3 The blueprinting sense of "architecture"	p. 26
2.4.4 The framework sense of "architecture"	p. 27
2.5 Summary of the "architectural way"	p. 28
Chapter 3 Object-Oriented Methods and Architectural Solution Building	p. 31
3.1 What is object orientation all about?	p. 31
3.1.1 Object orientation compared with functional decomposition	p. 32
3.1.2 Models for architectural solution building	p. 34
3.1.3 Modeling and requirements gathering	p. 36
3.1.4 Object-oriented development environments	p. 38
3.2 Object orientation and the "architectural way"	p. 38
3.3 Benefits of an object-oriented approach	p. 41
3.3.1 Narrowing the semantic gap	p. 41
3.3.2 Object orientation and good design	p. 42
3.3.3 Object orientation at the source code level	p. 43
3.4 Objects and components	p. 44
3.5 Pitfalls of an object-oriented approach	p. 44
3.5.1 Large, complex enterprises	p. 44
3.5.2 Inappropriate mindset	p. 45
3.6 OO benefits without OO tools	p. 46
3.7 Where to find more information	p. 47
Chapter 4 Project Scope Considerations	p. 49
4.1 Large-scale projects	p. 50
4.1.1 Characteristics of large-scale projects	p. 51
4.1.2 Critical success factors for large-scale projects	p. 51
4.2 Narrow-scope projects	p. 53
4.2.1 Characteristics of narrow-scope projects	p. 53
4.2.2 Narrowing the scope to produce repeatable solutions	p. 54
4.3 Trade-offs in project scope	p. 54
4.3.1 A scope trade-off illustration	p. 56
4.3.2 Scope, commitment, and risk	p. 57
4.4 Impact of varying scope on architecture stages	p. 58
4.4.1 The e-business paradigm	p. 58
4.4.2 The reengineering paradigm	p. 59
4.4.3 The incremental improvement paradigm	p. 60
4.4.4 Summary of project paradigms	p. 60
4.5 Where to find more information	p. 61
Part II The Seven-Stage Solution-Building Process	p. 63
Chapter 5 Introduction	p. 65
5.1 Overview of the architectural solution-building process	p. 65
5.2 Architectural solution-building team	p. 67
5.2.1 Stages and participants	p. 68
5.2.2 Team roles	p. 68
5.2.3 Team size and dynamics	p. 70
5.3 Global architectural principles	p. 70
Chapter 6 Business Modeling	p. 75
6.1 Business modeling in the context of the total process	p. 78
6.1.1 Relation to other stages	p. 78
6.1.2 Relation to the OO model set	p. 80
6.1.3 Participants	p. 80
6.2 Information sources for the business modeling stage	p. 81
6.2.1 Existing written material	p. 82
6.2.2 Team experience and expertise	p. 82
6.2.3 Interviews	p. 82
6.2.4 Brainstorming workshops	p. 83
6.3 Business strategy	p. 83
6.3.1 Enterprise mission and objectives	p. 83
6.3.2 Business environment	p. 85
6.4 The business model	p. 86
6.4.1 Content of the business model	p. 86
6.4.2 Tools for developing the business model	p. 88
6.4.3 Adjusting the focus--setting the scope	p. 89
6.4.4 Where we've been, and where we're going	p. 90
6.4.5 Reuse and the business model	p. 91
6.4.6 Models for reengineering	p. 92
6.4.7 Models for e-business	p. 94
6.4.8 Models for incremental improvement	p. 95
6.5 Applying the business model	p. 97
6.5.1 Alignment of the IS solution with business objectives	p. 97
6.5.2 Organizational impact of the business model	p. 98
6.5.3 Models as monitors of scope creep	p. 98
6.6 Where was the "architecture"?	p. 99
Chapter 7 IS Modeling	p. 101
7.1 IS modeling in the context of the total process	p. 102
7.1.1 Relation to other stages	p. 102
7.1.2 Relation to the OO model set	p. 104
7.1.3 Participants	p. 104
7.2 IS Strategy	p. 106
7.2.1 Five-Era View	p. 106
7.3 Developing the IS Strategy	p. 108
7.3.1 Guidelines for business-driven IS strategy	p. 108
7.3.2 Guidelines for technology-driven IS strategy	p. 109
7.3.3 Content of the IS strategy	p. 109
7.4 The IS Model	p. 113
7.4.1 The IS model for large-scope projects	p. 114
7.4.2 The reuse principle and the IS model	p. 116
7.4.3 Content of the IS model	p. 118
7.4.4 The IS model for narrow-scope projects	p. 121
7.4.5 Forks in the road: solution alternatives	p. 124
7.5 The IS real-object model	p. 124
7.6 Where was the "architecture"?	p. 125
Chapter 8 Current IS Analysis	p. 127
8.1 Overview	p. 127
8.2 Current IS analysis in the context of the total process	p. 128
8.2.1 Relation to other stages	p. 128
8.2.2 Participants	p. 130
8.3 Introducing the architectural framework	p. 130
8.4 Conducting the current IS inventory	p. 133
8.5 Inventory of IS components	p. 135
8.5.1 Business solution applications	p. 135
8.5.2 Solution enablers	p. 136
8.5.3 Data	p. 137
8.5.4 Middleware integration software	p. 137
8.5.5 Operating systems	p. 138
8.5.6 Hardware platforms	p. 138
8.5.7 Network	p. 139
8.5.8 Development environments, tools, and methodologies	p. 139
8.5.9 Management enablers	p. 140
8.5.10 Security enablers	p. 141
8.5.11 IS organization	p. 141
8.6 Assessment of current IS environment	p. 141
8.6.1 Functionality	p. 142
8.6.2 Non-functional attributes	p. 143
8.6.3 Human-resource capabilities	p. 144
8.6.4 Outsourced services	p. 144
8.7 Where was the "architecture"?	p. 144
Chapter 9 IS Architecture Planning	p. 147
9.1 IS architecture planning in the context of the total process	p. 147
9.1.1 Relation to other stages	p. 147
9.1.2 Relation to the OO model set	p. 149
9.1.3 Participants	p. 149
9.2 Architectural principles	p. 150
9.2.1 How are principles defined?	p. 151
9.2.2 Guidelines for writing principles	p. 154
9.3 Defining architecture models	p. 157
9.3.1 Forks in the road: solution alternatives	p. 158
9.3.2 Architecture models for object-oriented development environments	p. 158
9.3.3 Architecture models for non-object-oriented development environments	p. 160
9.4 Defining supporting IT infrastructure	p. 161
9.4.1 Technology evaluation criteria and considerations	p. 163
9.4.2 Filling technology gaps	p. 164
9.4.3 Identifying hardware and software products	p. 164
9.5 IT infrastructure for e-business	p. 164
9.5.1 Environmental influences on e-business technology	p. 165
9.5.2 E-business technology: its responses to environmental demands	p. 167
9.6 Where was the "architecture"?	p. 175
9.7 Where to find more information	p. 176
Chapter 10 Implementation Planning	p. 177
10.1 Implementation planning in the context of the total process	p. 177
10.1.1 Relation to other stages	p. 177
10.1.2 Participants	p. 178
10.2 Identifying implementation options	p. 179
10.3 Preliminary analysis of implementation options	p. 180
10.4 Analyzing the implementation options	p. 180
10.4.1 Cost-benefit analysis	p. 181
10.4.2 Analyzing risks	p. 182
10.4.3 Analyzing organizational impact	p. 184
10.5 Establishing a transition strategy	p. 184
10.5.1 Using a risk-benefit matrix	p. 185
10.5.2 Selecting short- and long-term priorities	p. 185
10.5.3 Diversifying risk	p. 185
10.5.4 Determining a transition sequence	p. 186
10.5.5 Building a business case and determining a transition strategy	p. 188
10.6 Where was the "architecture"?	p. 190
10.7 Where to find more information	p. 191
Chapter 11 Deployment	p. 193
11.1 Deployment in the context of the total process	p. 193
11.1.1 Relation to other stages	p. 193
11.1.2 Participants	p. 194
11.2 Deployment activities	p. 195
11.3 Project management	p. 197
11.3.1 Management tasks	p. 197
11.3.2 Feedback loops	p. 198
11.4 Where was the "architecture"?	p. 198
Chapter 12 Review	p. 201
12.1 The review stage in the context of the total process	p. 201
12.1.1 Participants	p. 202
12.1.2 Relation to other stages	p. 203
12.2 Reviewing projects	p. 204
12.2.1 Activities in the review stage	p. 204
12.3 Maintaining the IS architecture	p. 205
12.3.1 Ongoing maintenance	p. 205
12.3.2 Ongoing maintenance: reacting to change	p. 205
12.3.3 Scheduled maintenance	p. 206
12.3.4 Benefits of proper maintenance	p. 206
Part III Let's Get Practical	p. 207
Chapter 13 Enlisting Outside Help: the Role of Consultants	p. 209
13.1 Consultants for cross-enterprise leverage	p. 209
13.2 Consultants for technology expertise	p. 211
13.3 Consultants as project managers	p. 211
13.4 The bottom line on consultants	p. 211
Chapter 14 Methodologies: Patterns for Solution Building	p. 213
14.1 What's in a methodology?	p. 214
14.2 Developing or acquiring a methodology	p. 214
14.3 Using a methodology in practice	p. 215
14.3.1 Pitfall 1: "This stuff is easy!"	p. 215
14.3.2 Pitfall 2: You can't fly a Boeing 747 just by reading the manual	p. 216
14.3.3 Pitfall 3: Methodology bloat	p. 217
Chapter 15 Practical Considerations in Conducting Solution Building	p. 219
15.1 Feedback loops and whirlpools	p. 219
15.2 Duration of solution building	p. 220
15.3 Architectural solution building and ongoing projects	p. 220
15.3.1 Allocating resources	p. 221
15.3.2 Integrating multiple projects	p. 221
Chapter 16 Issues Concerning Reuse	p. 223
16.1 Benefits of reuse	p. 223
16.2 Reuse domains	p. 224
16.2.1 Source code	p. 224
16.2.2 Middleware	p. 225
16.2.3 Business logic	p. 225
16.3 Impediments to reuse	p. 225
16.4 Essential enablers of reuse	p. 227
16.5 Environmental drivers of reuse	p. 228
16.6 Sources of reusable artifacts	p. 229
16.6.1 Reusable artifacts from ongoing development	p. 229
16.6.2 Reusable artifacts from current IS assets	p. 229
16.6.3 Reusable artifacts from packaged software	p. 229
16.6.4 Reusable artifacts from the specialty store	p. 230
16.6.5 Reusable artifacts from the specialty broker	p. 232
Epilogue: Take-Home Thoughts	p. 233
Bibliography and References	p. 237
Index	p. 243

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