I would venture to argue that with the advent of computers, the problems of business owners have not fundamentally changed. Computer technology has simply become new tools for solving problems. Over its long history, the business has seen many new tools and technologies and successfully used them for their own purposes: writing, mathematics, double entry in accounting, division of labor and much more.

Faced with technological innovations, the business represented by the owner solves two problems:

• What can a technological innovation give to a business?
• How and when (under what conditions) should it be used?

In practice, these tasks relate to the innovative direction of the enterprise, and their solution is distributed among business owners, managers of various directions and specialists in relevant technological innovations. In our case, we are talking about the IT department of the enterprise.

Each category of top managers has different competencies, goals, powers and the amount of information that they manage to master. Business owners are the most interesting audience. On the one hand, the greatest powers, on the other, IT is just one of the many topics that the owners pay attention to. Moreover, business owners delegate many decisions about the selection, implementation and support of IT solutions. Therefore, of particular importance is what they cannot delegate either due to the high cost of the project, or because it affects several areas of the enterprise's activities at once. Such a topic seems to me to describe enterprise architecture(AP).

The concept of systems architecture is simple. Architecture is the interconnection of structures that describe an object. The structure, in turn, is the interconnection of homogeneous elements that make up an object. So every enterprise has architecture. In other words, AP is written and unwritten rules for the appearance, change, removal and interaction of the constituent elements of the enterprise. It turns out that almost every enterprise has a description of the AP. Except, of course, for the "unwritten rules." What then is the special interest in using IT to describe AP right now? I will name three features:

1) Computer technologies themselves have become elements of AP. There are many of them and there are many connections between them;

2) Computer technologies are associated with many other elements of the AP;

3) Computer technologies are changing very quickly, therefore, AP is also changing rapidly.

The AP description is just information about how the business is organized and how it works. While no one uses the information - it does not give anything to anyone. This fact should not discourage anyone. Even if the software systems have loud attractive names like "Project Management" or "Personnel Management" - they do not manage any projects and, moreover, no one will allow them to manage personnel. All that such systems give to specialists is information about the subject of their employment and the automation of individual operations for the preparation and processing of this information.

The situation is exactly the same with the description of the AP. Information only provides opportunities. But in order for them to be implemented with benefit, it is necessary to have such specialists, whose qualifications allow you to see these opportunities, and the authority to implement the discovered opportunities. The AP description is a complete, but static picture of the enterprise. It is not needed by employees who are engaged in operational activities, regular day-to-day operations. Such a description is necessary for those employees whose competence includes the tasks of developing or reorganizing a business. They need a description of the AP so that the decisions made in one of the areas of the enterprise's activity do not create big problems in other areas and do not become a brake on its further development.

As the business becomes more complex, more and more managers fall under the definition of AP users, and their decisions and mistakes become more and more expensive.

How to form an enterprise architecture description

Short answer: gradually and constantly. The AP description is a process. It is completely impossible to automate it, because the AP is constantly changing, not only quantitatively (the staff grows, new equipment appears), but also qualitatively (new goals, technologies, products, and lines of business appear).

In simple terms, the process of describing enterprise architecture can be divided into five stages:

• Initiate work on the description of the AP: appoint a responsible executor or create a subdivision. Open a project, set a timeline, allocate resources, choose a toolkit (software).
• Determine the elements, their characteristics and relationships for inclusion in the description of the AP.
• Define data sources for describing architectural elements and the rules for their provision.
• Upload, clean and aggregate the selected data to the storage.
• Visualize a description of the architecture.

Stages 2-5 are repeated regularly.

Cycles of formation of the description of the architecture of the enterprise

The key in this process is stage 1, at which a general model for describing the AP is created and revised. That is, the elements, their characteristics and connections are highlighted, the data on which will be collected, and the rules are formed by which they can be identified, as they say, in "real life."

It is impossible to describe all the elements of the AP, and it is not necessary. In each cycle, you should first of all select those elements of the AP, information about which you consider insufficient. Familiarity with the numerous models and methodologies for building an enterprise architecture can be of great help in choosing the elements: TOGAF, Zachman's Model, DoDAF and others.

1) Do not try to describe complex architectural elements in full at once. The chosen model of presentation of the UA should allow recording the incompleteness of the description. For example, it is best not to leave the values ​​of the described elements empty. If any of the characteristics are missing - just indicate "N / A" (not applicable). If you need to find out the value of the characteristic - write "TBD" (to be defined). You can expand this classification with your own categories: "it will be revealed at stage X", "it does not matter at the moment", "see the full description in system Y", etc. When you understand what information you do not have, and even more so why - this is also information for making decisions.

2) Separate the description of the AP from its design (development). Description of the AP is the documentation of all the changes made in the enterprise in accordance with the decisions underlying the model. AP design - preparation of any changes to the enterprise. These two activities use different methods. The only thing they have in common is documentation. Technically, it is possible to combine in the general description of the AP and the description "as is" (as is) and descriptions "as it will be" (to be). But it must be borne in mind that these are different tasks, different competencies, different projects.

3) Do not assign the "chief architect" responsible for the description of the AP. And in general, do not look for the chief architect. There are many architects: a business process architect, a data architect, an information security architect, and some others. Anyone who is empowered to make decisions on the formation or change of any structures or processes in the enterprise are architects. And all of them are responsible for the corresponding elements of the AP. The hierarchy of architects is naturally led by the business owner. The task of the description is to prepare the data consolidation. The person responsible for the description of the AP should not design the implementation of any changes in the enterprise or in IT. The only requirement for his professional abilities is the development of the AP model and the organization of work on its filling.

4) Take your time to automate new technologies. An IT solution does not automate the entire technology. That is, you are not replacing a workflow with a fully automated IT solution. Automation does not mean an automatic process, but only the automation of individual data operations in this process. Whether staff can prepare this data in a timely manner and use it for the benefit of the enterprise is the responsibility of the business. Therefore, it is recommended to first deploy the required process in the enterprise using available funds. Then, when you are convinced that the technology is workable and expedient, you can raise the question of a wider use of IT in it. In this case, you can count on IT specialists to determine exactly where and how to apply IT in the best possible way.

5) Information about the elements of the AP should be provided by those employees who are responsible for these elements. Management can expect from those responsible for the EA elements that they are competent in their specialties and are ready to demonstrate the necessary knowledge at any time. That is, to submit a report on the state of their area of ​​responsibility "in writing." And this is not an additional burden, but the direct responsibilities of responsible persons. Especially if you do not impose any special requirements on the form of providing this information. Let the information be provided in the form in which the responsible persons keep their operational records. However, this form of provision should be fixed in internal regulations. All the necessary conversions of the received data to a unified format for describing the AP can be done after collecting the data.

An important consequence follows from the principle proposed above: if no one is responsible for any element of the AP, then it should not be included in the description of the AP before a specific employee is identified who is responsible for creating, changing and destroying (excluding) the element.

6) Do not seek to collect the entire description of the AP in one information system. Make the most of the data on the AM elements that are already maintained in the systems available at the enterprise.

7) Start thinking about describing the PA when you feel unsure about the correct prioritization of your tasks.

In essence, the AP description is a business map. Since the operating business is alive, it changes and grows, and accordingly, its architecture also changes. Once again, the AP description is not one of the tasks that can be completed and closed. This is a regular, moreover, a systemic process. The more attentive you are to the regular updating of the AP description, the more accurate the map will be and the more useful it will be. Including in relation to the definition of IT policy. But this is only a special case. Architecture describes all the activities of a business, and its scope is limited only by the goals set by the owner.

Off-core TSF software consists of trusted applications that are used to implement security features. Note that shared libraries, including PAM modules, are in some cases used by trusted applications. However, there is no instance where the shared library itself is considered a trusted object. Trusted commands can be grouped as follows.

• System initialization
• Identification and Authentication
• Network applications
• Batch processing
• System management
• User level audit
• Cryptographic support
• Virtual machine support

Kernel execution components can be divided into three constituent parts: the main kernel, kernel threads, and kernel modules, depending on how they will be executed.

• The main core includes code that is executed to provide a service, such as servicing a user syscall or servicing an exception event, or an interrupt. Most compiled kernel code falls into this category.
• Kernel threads. The kernel creates internal processes or threads to perform certain common tasks, such as clearing disk caches or freeing memory by unloading unused page blocks. Threads are scheduled just like normal processes, but they have no context in non-privileged mode. Kernel threads perform certain functions of the C kernel language. Kernel threads are located in kernel space and only run in privileged mode.
• Kernel Module and Device Driver Kernel Module are pieces of code that can be loaded and unloaded into and from the kernel as needed. They extend the functionality of the kernel without having to reboot the system. Once loaded, the kernel module object code can access other kernel code and data in the same way as statically linked kernel object code.

A device driver is a special type of kernel module that allows the kernel to access hardware connected to the system. These devices can be hard drives, monitors, or network interfaces. The driver communicates with the rest of the kernel through a defined interface that allows the kernel to deal with all devices in a uniform way, regardless of their underlying implementations.

The kernel consists of logical subsystems that provide various functionalities. Even though the kernel is the only executable program, the various services it provides can be separated and combined into different logical components. These components interact to provide specific functionality. The kernel consists of the following logical subsystems:

• File subsystem and I / O subsystem: This subsystem implements functions related to filesystem objects. Implemented functions include those that allow a process to create, maintain, interact with, and delete filesystem objects. These objects include regular files, directories, symbolic links, hard links, device-specific files, named pipes, and sockets.
• Process subsystem: This subsystem implements functions related to process control and thread control. The implemented functions allow you to create, schedule, execute, and delete processes and thread principals.
• Memory subsystem: This subsystem implements functions related to the management of system memory resources. The implemented functions include those that create and manage virtual memory, including the management of paging algorithms and paging tables.
• Network subsystem: This subsystem implements UNIX and Internet domain sockets and algorithms used to schedule network packets.
• IPC subsystem: This subsystem implements functions related to IPC mechanisms. The implemented features include those that facilitate the controlled exchange of information between processes by allowing them to share data and synchronize their execution when interacting with a shared resource.
• Kernel modules subsystem: This subsystem implements the infrastructure to support loadable modules. Functions implemented include loading, initializing, and unloading kernel modules.
• Linux security extensions: Linux Security Extensions implement various aspects of security that are provided for the entire kernel, including the Linux Security Module (LSM) framework. The LSM framework serves as a framework for modules to enable various security policies, including SELinux, to be implemented. SELinux is an important logical subsystem. This subsystem implements mandatory access control functions to achieve access between all objects and objects.
• Device driver subsystem: This subsystem implements support for various hardware and software devices through a common device-independent interface.
• Audit subsystem: This subsystem implements functions related to the recording of safety-critical events in the system. Functions implemented include those that capture each system call to capture security-critical events and those that implement the collection and recording of audit trails.
• KVM subsystem: This subsystem implements the maintenance of the life cycle of the virtual machine. It performs instruction completion, used for instructions that require only small checks. For any other completion of the statement, KVM calls the QEMU user-space component.
• Crypto API: This subsystem provides a cryptographic library internal to the kernel for all kernel components. It provides cryptographic primitives for callers.

The kernel is the main part of the operating system. It interacts directly with hardware, implements resource sharing, provides common services for applications, and prevents applications from directly accessing hardware-dependent functions. The services provided by the kernel include:

1. Management of the execution of processes, including the operations of their creation, termination or suspension, and interprocess communication. They include:

• Equivalent scheduling of processes to run on the CPU.
• Splitting processes in the CPU using time-split mode.
• Process execution in the CPU.
• Suspension of the core after the expiration of the time quantum allocated to it.
• Allocating kernel time to run another process.
• Rescheduling kernel time to run a suspended process.
• Manage process security related metadata such as UIDs, GIDs, SELinux labels, feature identifiers.

2. Allocation of RAM for the executable process. This operation includes:

• Kernel permission for processes to share part of their address space under certain conditions; however, the kernel protects the process's own address space from outside interference.
• If the system runs out of free memory, the kernel frees memory by writing the process temporarily to second-level memory or swap space.
• Coordinated interaction with the hardware of the machine to establish a mapping of virtual addresses to physical addresses, which maps compiler-generated addresses to physical addresses.

3. Maintenance of the life cycle of virtual machines, which includes:

• Set limits on the resources configured by the emulation application for a given virtual machine.
• Launching the program code of the virtual machine for execution.
• Handle the shutdown of virtual machines by either completing an instruction or delaying the completion of an instruction to emulate user space.

4. File system maintenance. It includes:

• Allocation of secondary memory for efficient storage and retrieval of user data.
• Allocation of external memory for user files.
• Recycle unused storage space.
• Organization of the file system structure (using clear structuring principles).
• Protecting user files from unauthorized access.
• Provide controlled process access to peripheral devices such as terminals, tape drives, disk drives, and network devices.
• Organization of mutual access to data for subjects and objects, providing controlled access based on the DAC policy and any other policy implemented by the loaded LSM.

The Linux kernel is a type of OS kernel that implements preemptive scheduling. In kernels that do not have this capability, the execution of the kernel code continues until completion, i.e. the scheduler is not capable of rescheduling a task while it is in the kernel. In addition, kernel code execution is scheduled jointly, without preemptive scheduling, and execution of this code continues until it finishes and returns to user space, or until it is explicitly blocked. In preemptive kernels, it is possible to unload a task at any point while the kernel is in a state in which it is safe to reschedule.

1. Architectural description of the enterprise: how to make the organization of work visible

Enterprise architecture is how it is organized. How is it organized (architecture) is who is working on what, and who needs this work. An enterprise is always somehow organized, good or bad. The organization (architecture) of an enterprise is invisible, but a completely visible architectural description can be made. If there is an architectural description, then it can be used to discuss the organization of the enterprise by all interested parties in the organization (including those competent in the organization of people) - and then there is a chance that the organization can be improved. If there is no architectural description documented on some form of information alienated from the head, then everyone has some (don't ask which) description in some (don't ask which) form in their own head, and even in the course of one conversation this description can change three to four times for one person. When discussing the organization of the enterprise's work, everyone is guaranteed to have different ideas about the agreements, and the result of work on such agreements is described in Krylov's fable about the swan, crayfish and pike.

An architectural description consists of a series of diagrams that people drag their fingers through to understand the organization and then agree on what needs to be changed in the organization. The architectural description is primarily a tool for contracting important people (stakeholders) about important aspects of the organization of work. Organizational regulations (which contain both important and not very important, and generally a lot of words) should not be confused with an architectural description, which contains only the most important, but expressed as formally as possible in order to avoid mistakes.

A special language Archimeit is used to describe the architecture of the enterprise. This language allows you to write down the most important thing in the organization of the enterprise - and ignore the small details.

Let's make a reservation right away that in Archimeyte it is possible to describe only the organization of work for office plankton. It is impossible to describe any objects of real material production in Archimete, only information about these objects is described. No boiling potatoes, no transferring ingots from one machine to another - only and exclusively information about all this. Archimeyt is ideal for banks and insurance companies, headquarters (of which no real workshops are visible), design bureaus (where heavy beams are found only in computer models and paper printouts) and even construction headquarters (where they distribute orders and take into account what has been done, but themselves do nothing with their hands). But those parts of the enterprise that do not take into account the tightening of the nuts, but really tighten the rusty nuts, having received them from the warehouse, cannot be described by Archimeate. But to depict warehouse accounting, or design and accounting of work - please.

An architect is someone who comes up with an architecture that will satisfy all stakeholders. He invents this architecture, describes it in the form of Archimate diagrams, and coordinates it with various important people. The very moment of describing the architecture on Archimeite is unimportant. Those who simply write in Archimeite (Spanish, Swahili) under dictation cannot be called architects, they are just scribes (scribes). Well, all right, archpisari (archipists).

For many people appointed as architects, it comes as a complete surprise to the inevitable transition from depicting the results of various interviews on Archimete as an "architectural description as is" to composing an "architectural description to be" and immediately following close communication with the authorities about the transformation of freshly composed Archimeite diagrams into an organizational one. the reality of the enterprise. Archimeyte will help you in your business no more than a Vord spell checker in receiving the Nobel Prize in Literature.

You are warned.

2. People, programs, equipment

The most important thing in the enterprise Archimeit considers the presence of three levels of work, on each of which the human principle decreases: of people, programs and equipment... People without software are helpless, software without equipment is dead. Hardware without the work of programs is a useless piece of iron, programs without the work of people are also unnecessary. So in the architecture of the enterprise, all three levels of work performance must be represented in their relationship.

Each level has its own work performers and their objects of work work. Actually, the work consists in the fact that the performers somehow change the objects of work. Workers and work objects are usually represented by nouns, works by verbs and verbal nouns. It is important that the objects of work themselves do not know how to do anything, they are passive. But the performers are active, it is they who work on objects and using objects.

The level of people is meaningful. People behind information see those objects of the surrounding world, which this information represents. They look at the weather forecast and see tomorrow's weather (and not a description of the weather), look at the construction report and see the number of real floors (and not the actual report), look at the profit and loss statement and see that very profit. People have goals, authority (they can give some other people assignments to do work) and responsibility (they must promise that they will fulfill the assignments of some other people). There is purposeful activity only at this level.

The program layer is the processing of the information contained in the data. Programs make other data from some data, differing in both format and content. No one promises anything to anyone (programs cannot promise, only people can) and does not give instructions (only people can instruct), does not pursue any goals (only people have goals). At this level, we know what data means in the real world: after all, it is dangerous to add kilometers to kilograms. The main task of the program level is to ensure that the processed data in the right way is at the right time with the right people.

The equipment level is a soulless world in which there is no data processing anymore, but only data storage and transmission. Of course, there are programs at the hardware level too, but they are of a different kind - no one here already knows what this data means in the real world. The task of the equipment is to store bytes addressed somehow, without going into their meaning, to send these bytes at the request of programs, as well as to store the programs themselves and enable them to be executed.

3. Elements and relationships
An enterprise in Archimete is described in the form of elements (depicted by different figures) that are in some kind of relationship with each other (relations are depicted as connecting lines between the figures of the elements). Archimeyt is valuable in that it offers everything to describe the work of the enterprise
- 16 types of elements for the people level,
- 7 types of elements for the program level,
- 9 types of items for the equipment level,
- 11 types of relationships in which elements can be with each other, and showing the forks for these relationships.

If you are going to somehow change the architecture of the enterprise in real life (otherwise why did you start drawing Archimeite diagrams at all?), Then for this you can also use:
- 7 types of elements for setting goals and justifying changes in the organization
- 4 types of elements to design the transition to a new architecture

There is also a comment and a relation of linking the comment with some other elements, as well as a frame for grouping elements.

That's the whole Archimeate. But one should not delude oneself with its simplicity. The Great and Mighty also has only 33 letters.

4. You are not needed, your service is needed.

It is important that no work at the enterprise is done just like that, they are all needed for some reason. Services are work useful for some other performers (more precisely, useful for the work of these performers). For consumers of services, it is absolutely unimportant how the execution of these works is organized: who works with what in order to expose the service for external consumption. For them, it is only important through which channels (e-mail, window with a girl, phone call, etc.) and interfaces (if these are programs) these services will be provided.

There are hardware services provided to software and software services provided to humans. The three levels of the enterprise are glued together by these services - from each level only services of other levels are mainly visible.

That is, you can replace all the equipment, and the programs will not notice this if the equipment services remain the same. It's the same with programs: replace them all, but if the services remain the same, then people will completely survive it. In principle, this also applies to the enterprise itself: if the services of people that the enterprise provides to the surrounding world (and the combination of such services and the contract that connects them is called product) will be performed in a completely different way by organized people who use completely different programs that run on completely different equipment, then customers will not notice this. This is what enterprise architects take advantage of by describing the enterprise and then slowly changing software and hardware to support the delivery of mission-critical services. This is called the service-oriented approach: divide (different levels of service) and dominate. So it depends on how you look at it: the enterprise is glued together with services, but for the architect it is divided by these services.

The desire to divide and rule among architects is so great that they share services and works even of the same level. For example, it is easy to imagine programs that provide services not to people, but to other programs. Or equipment, the raison d'être of which is to serve (provide a service, ie "work for") other equipment.

To provide externally visible service work needs to be done many, many from the outside invisible internal work - changes to objects of work by the performers of the work. The presence of this border of internal and external consideration (a "black box" with invisible internal performers, works and objects against a "transparent box" when they are perfectly visible) is the presence of a border systems... Archimeite models systems, dividing parts / levels of the enterprise with services (although not a word is said about "systems" in the Archimeite specification).

5. People

Let us recall point three: to describe the level of organization of the work of people, Archimeate has as many types of elements (17) as for the levels of programs and equipment combined (7 + 9) - and this is not at all accidental.

The people themselves in Archimeite are not represented by their personalities. In Archimete, it is not a person who paints a place, but a place that paints a person. In Archimeite, the executor is a living person, but only occupying an organizational place. Therefore, Archimeit calls these very places "people", whoever fills them at the moment - one person, a whole group of people from the organizational link (from a sector and department to a branch in another state or even the whole company), temporary workers, random citizen clients, partner firms. Archimeyt understands that all these organizational places are occupied by living people, but he calls these people exactly by the names of the organizational places. A handyman, deputy head of the delivery department, delivery department, a branch in Mytishchi, a client, an auditor - these are the "people", whoever the employees who happen to occupy these organizational positions are. The architect, as usual, cares about the eternal: if a handyman or the president is ill, and one person replaces another for the duration of the illness, the diagram will remain true: the organization of work will not change.

Archimeite's people are more diverse than those people who can be found in the "organizational structure" (organigram): by no means all relations between Archimeite's people are reduced to command-subordination. So, partners and clients are usually not mentioned in the organizational structure, and in Archimeyt their display is a common thing.

6. Roles

Architects are so cunning that they work with parts of people, calling them "roles". Role is called that part of people allocated in time that performs a certain series of works that require some kind of special qualifications. So, if a handyman in a theater is forced to sing and dance, he has two roles: when he sings, then the role is the singer, and when he dances, the role is the dancer.

People appointed on roles, and roles appointed to work. Of particular note is the fact that the architects of an organization are concerned with organizing work, not leadership. The assignment of people to roles and roles to work is the concern of the architect of the organization. And the leader's concern is a) the appointment of "people" of "living" people "with surnames, names and patronymics, bad and useful habits, certain skills, and b) chatting with the carrot and stick of people in the places of" people "to carry out the assigned work. So you will not see the names on the Archimeite diagrams: only positions, roles, departments, firms, "people on duty", "representatives", collegial bodies, temporary groups and associations, etc.

In life appointment the role and work is usually reflected by orders, orders, regulations and other "administrative documents". Such a system of fragmentation of people is needed not only to show the versatility of people's occupations (let me remind you: both individuals and entire divisions - when a large company of 1000 employees acts both as a supplier in relation to some firms, and in the role of a customer in relation to other firms), but also that architects change their diagrams less, and orders establishing the organization of work were issued less frequently.

A typical example: an organization begins to plant parsley, but it is not yet clear who will plant this parsley - the bosses say, "you show what needs to be done there, and then I will appoint a suitable candidate." They write "Regulations on parsley", where they introduce the role of "parsley chief" and "parsley chief" and prescribe all their works. Note that the Regulation is not yet an order, and not an order. This is a statement of the fact that some organizational places (chief and senior in parsley) need to be filled in order for the work (for planting parsley) to go. The supervisor studies the draft regulation and concludes that his planting parsley should be handled by engineers and lawyers. Further, he writes an order in which he a) approves the position and b) prescribes that the role of the chief in parsley will be occupied by an engineer, and the senior in parsley will be a lawyer. This is how it looks:

Dotted connectors are the "assignment relationship" between items. There is, of course, a relationship between people and work itself (if we omit the mention of the role). This attitude will be called derivative, but it still exists - we can say that in this case the engineer is assigned to ensure the seedlings, and the lawyer to look after the planting.

Please note that this design will work even when engineer Ivanov retires, and Sidorov will be hired in his place. In this design, it is easy to change an engineer to an agronomist, or to the Parsley Directorate (when the activity grows) - this mechanism destination roles for work (for example, by Regulations), and people in roles (for example, by orders) works even in the case when "people" are a whole crowd of people, etc. we are talking about the organizational link. All these Provisions and Orders are usually not marked on the diagram: on the diagrams they agree on how the work will be organized, and not with what documents these contracts will be drawn up.

Hint: I know several organizations where albums of architectural descriptions of an enterprise were approved by the director instead of a thick bundle of regulations. For the architectural diagrams turned out to be more accurate and expressive than the numerous textual descriptions that were then tried to draw from them.

It is clear that the liveliest Ivanov and Sidorov (or employees who are listed in the Parsley Directorate) ultimately work on planting parsley. But they will spend only part of their time and talents on the enterprise (and only this part of the time is reflected by the "people" element in the architecture of the enterprise), and the rest of the time is to sleep, eat, walk, study and have fun. They will only spend part of the time they will spend on the enterprise on their role in planting parsley - for they probably have many different roles, they do many different jobs. And a certain number of people - individuals or even several units - may well be assigned to the same role.

Both people and roles can be divided into any number of parts, if you need to show some details of the employment of people performing.

To perform some kind of work, different people can unite for a while (this is usually not reflected in any way in the organizational structure), and such a temporary unification is called collegial role.

7. Work of people

The works of people are as follows:

• already happened - developments... Events are usually called a verb of the perfect past tense: "the parsley is planted." These works can be performed unintentionally ("an error has occurred"), by people not from the enterprise (customers, competitors, partners), and indeed, this work could not have been performed not by people (but, for example, programs, equipment, or even the forces of nature - - "Sunset").
• aimed at achieving a result, and executed in the time base (often - one after another) - processes. They are called a verb in an indefinite form - "dig", "plant", "develop". Processes are usually are launched event, and launch events, and also trigger each other, forming a chain from the start event to the result event.
• obtained as a result of the work of a temporary team united by a collegial role - collegial processes. They are also called a verb in an indefinite form.
• selected for something other than a time base to obtain a result (for example, requiring the assignment of roles with a certain qualification or consuming some specific type of resources) - practices... Practices are not so much carried out on their own as at different moments one or another of the processes they have combined (or fragments of processes to which the matter on the diagram did not reach, therefore they were depicted without a sweep in time, choh, "in a bag" - that is indicated "what is being practiced" rather than indicated to be done at any particular time). Therefore, practices are indicated not by verbs, but by verbal nouns: "planting parsley" is precisely the practice.


• work provided to someone outside, how significant they are and how they are seen from the outside - Services... Services implemented internal work performed by internal roles, and used by during external work performed by external roles. In principle, any work of people is performed only in order to to realize some kind of service - that is, so that someone else (for example, a client, or subcontractors) can use these works.

In principle, the whole enterprise is broken down into some parts, and these parts are exposed to the outside (for other parts of the enterprise, or beyond the boundaries of the enterprise, or for another level) services to justify their existence. If there are difficulties in understanding who in what worksusescertain services, or which servicesimplementcertain works - it means that you do not know something, or have not thought about it.

To clarify what exactly the service is valuable, there is even a special element in Archimeyte:external benefit which tied with service.

* * *

In principle, it is already clear that the story in such terms is quite successful - it does not look too abstract and is abstruse exactly to the extent that Archimeite is abused. Then you can no longer write new texts from the series "Archimeate in Russian", but simply correct the previously written ones. Well, and continue localizing the program.

Theoretical aspects of enterprise architecture. Key elements of enterprise architecture. The architecture of the enterprise is the most general and comprehensive representation of the enterprise as an economic entity with short-term and long-term goals for conducting its main activities, determined by the mission in the regional and world market and the development strategy, external and internal resources necessary to fulfill the mission and achieve the set goals, as well as the established rules for conducting core activities business. Theoretical ...

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Introduction

1.3. Layers in architecture

Bibliography

Introduction

Recently, the external environment is changing very rapidly, so the requirements for the adaptability of enterprises are increasing from year to year. Various analytical studies have shown that most international companies do not have time to adapt to the ongoing changes, while the trend in this area is negative. The main problem in ensuring the agility of enterprises is the coordination and control of changes that need to be carried out within its framework. When goals change, the strategy changes, which in turn leads to a change in business processes and project priorities, as well as the organizational structure. All this indirectly affects the level of knowledge and authority at the enterprise and, as a consequence, information flows, which in turn will require changes in existing information systems.

The architecture of an enterprise is the most general and comprehensive representation of an enterprise as an economic entity that has short-term and long-term goals for conducting its main activities, determined by the mission in the regional and global market, and the development strategy, external and internal resources necessary to fulfill the mission and achieve the set goals , as well as the established rules for conducting the main activity - business.

1. Theoretical aspects of enterprise architecture

1.1. Key elements of enterprise architecture

Enterprise Architecture Management provides the foundation for synchronizing objects within the enterprise while ensuring that they are continually changing to optimize the business.

Change control and consistency across all architectural elements contribute to the agility of the enterprise, which is now an important factor in the competition. At the same time, information systems can often become a factor holding back changes, which means that special attention should be paid to the synchronization of elements of business architecture and IT architecture. To manage the architecture of the enterprise, a standard cycle is used, which consists of the following steps: describing the existing architecture, designing its target state, forming a plan for the transition from the existing to the target architecture. At the first step, it is necessary to determine which architectural elements and to what extent need to be described.

On the one hand, the detail of the created description means a deeper study, and on the other hand, unnecessary labor costs appear, both for the creation of the description itself and for keeping it up to date. As the saying goes, "the best is the enemy of the good," and therefore too detailed a description of the elements of the architecture is not helpful. At this stage, it is important to establish the key elements of the enterprise architecture from all possible and focus specifically on their description and analysis.

Practice shows that the first mismatch in enterprise architecture, as a rule, arises between goals, business processes and organizational structure. In many cases, multiple goals are not supported by the required resources and business processes. Consequently, already in the process of analyzing the architecture, it is possible to determine a work plan to optimize the activities of the enterprise in this area. If we analyze the information technologies of an enterprise, then they are also often inconsistent with its existing, and even more so with target business processes. Here, too, there is a vast field for optimization of activities.

In addition to the inconsistency between the key elements of the enterprise architecture, problems often arise within a separate element, first of all, this is duplication, as well as organizational and informational gaps, etc. However, it is not just the number of changes and the need for enterprise agility that has given rise to such a strong focus on architecture management. The complexity of technological systems is increasing, which means that their reliability decreases. In this case, formalization of the architecture becomes the basis for ensuring operational risk management procedures at the enterprise, since if its main elements are formalized, then it is no longer difficult to identify risks and analyze the effectiveness of control procedures. Consequently, architecture management is most critical in large companies using complex technologies that involve many operational and technological risks.

Despite the variety of methodologies in the field of architecture management in practice, most enterprises are limited to its following elements: business objectives; organizational structure; key performance indicators; business processes; portfolio of projects; the documents; Information Systems; knowledge of staff. This is the necessary minimum, which allows you to coordinate the main elements of the architecture with each other. However, if goals, indicators, organizational structure and business processes are often already somehow interconnected, then there is often no such interconnection between processes and information systems. In this regard, one of the primary tasks for many enterprises is the transition from models and regulations of business architecture to defining requirements for information technology and building a corresponding IT architecture.

The information gap is caused by the transfer of information from business analysts to IT professionals, and at this moment formalization of such architectural elements as requirements, IT functions, transactions, data structure, together with business processes, allows this gap to be closed. At this stage, it is important to correctly use the recommendations contained in the enterprise architecture description methodologies, for example, in TOGAF.

Thus, to close the "information gap" it is necessary to expand the description of the existing enterprise architecture and, in particular, the business architecture towards the IT architecture, taking into account the unity of the description methodology used for both business analysts and IT professionals. In this transition from describing the architecture of business processes to describing the IT architecture, it is important to formalize several additional architectural elements. First of all, you need to describe the data architecture, which is built on the basis of the information and documents that are used in business processes, after which the application architecture and IT infrastructure should be formed.

To build a data architecture, it is necessary to select the main entities and aggregate on them all the "quanta" of information collected from the description of business processes. Practice shows that to solve this problem, one should use a standard methodology for describing data - the Entity-Relationship Model (ERM), within which all information can be clearly structured. The next stage in the formalization of IT architecture is the transition from the architecture of business processes and data architecture to the creation of an application architecture. At this stage, it is important to define the classes of information systems required for automation, as well as modules for each information system. The basis for designing an application architecture and its synchronization with the business architecture is a process map (a generalized view of all business processes of an enterprise). The main types of information systems are located on the application architecture model, which are further detailed on the model of information systems modules and further down to the level of individual screen forms - transactions.

Another key architectural element in terms of the relationship between business architecture and IT architecture is the requirements for the information system. In fact, requirements models are the target functionality of an IT solution, which is structured by business process or by department. Based on these requirements and existing models of business processes, as well as taking into account the constructed data models, a new (target) application architecture is designed. At the same time, in addition to methodologies for managing enterprise architecture, industry standards must also be used to solve the assigned tasks. For example, in the case of telecommunications companies, the materials of the New Generation Operation System and Software (NGOSS) methodology, which was created in 2001 by the TeleManagement Forum and contains the following models, can be used as a basis:

1. eTOM (Enhanced Telecom Operations Map - eTOM) telecommunications company operations model;
2. information model telecommunication enterprises (Enterprise-wide Information Framework Shared Information and Data Model - SID);
3. telecommunications company application structure ( Applications Framework - Telecom Applications Map - TAM).

1.2. Application architecture models and tools

Application architecture covers a fairly broad area that starts with identifying which application systems an enterprise needs to carry out business processes, and includes aspects such as design, development (or acquisition), and integration of application systems. In the architecture of applications, as a rule, two main areas are distinguished: the formation and management of a portfolio of enterprise application systems and the development of application systems.

An enterprise application portfolio is an overall blueprint for how an enterprise's business process needs are met by a set of application systems. It defines the area of ​​responsibility and priority of each application, as well as how the required functionality will be achieved: through system development, through the purchase of ready-made applications, application rental, or integration and use of the capabilities of existing applications. The Application System Portfolio describes the applications that are designed to perform the functions of an organization and exchange information between customers, suppliers, and partners in the enterprise. At the same time, the channels of possible user interaction with applications are also described: web browsers, graphical interface of a "thick" client, mobile devices, etc.

The area of ​​application systems development describes the technologies that are used to build systems, dividing them into functional components, creating interfaces, customizing, as well as templates, manuals, etc. used for this. This area also defines the organization of the development process, the tools used for this, the system development cycle adopted in the enterprise, version control, configuration management, the middleware used, design tools. The main task of the region is to reduce the cost of creating applied systems and improve their quality by ensuring uniform approaches to development. This, in turn, leads to a reduction in the total number of various technical scenarios associated with architecture design, operational support, system integration architecture, and personnel training. This is where the involvement of application architects is required. Of course, it makes sense to highlight this area only for those organizations in which independent development or modification of applications is carried out, as opposed to the outsourcing model. Given these considerations and the two areas of application architecture — application portfolio and development — we can say that introducing some new system in an enterprise, such as billing, is part of enterprise application portfolio management. At the same time, the technologies and principles that are used in the design of the system, as well as its implementation and maintenance, belong to the field of development. In what follows, we will talk about the architecture of applications, having in mind, first of all, the portfolio of applied systems. Ideally, an enterprise application portfolio should include a current set of applications and some model to understand what applications will be required in the future to meet new business and organizational needs. The application portfolio should also define the relationships between functional and technological (operational) components of the enterprise information technology environment, i.e. explain why certain technologies were incorporated into the infrastructure for building a portfolio of enterprise application systems. This aspect is important because infrastructure investments represent a significant part of capital expenditures and need serious justification. Finally, the application portfolio should provide an idea of ​​what it will cost in terms of financial costs and how long it will take for the organization to migrate to the desired future state using these application systems. Thus, a portfolio of application systems is an integrated set of enterprise IS that meets the needs of the business and includes the following aspects:

1. Available portfolio of applied systems. It is a catalog of available applications and components that reflects their relationships with the business processes they support, interfaces with other systems, used and required information, infrastructure templates used. To be a really useful tool, it must also help identify and encourage reuse and reuse of those portfolio items that can be reused and reused throughout the enterprise.
2. Planned portfolio of applied systems. Represents the functionality required to provide the desired state of the business and information architecture of an enterprise.
3. Migration plan. The process of moving from the current to the future portfolio of applied systems in the framework of IT projects. Projects can also be combined into project portfolios. The first step in planning a portfolio of application systems is to assess the current state of the portfolio and how well it meets the needs of the organization from a strategic and technological point of view, i.e. from the point of view of tasks, business strategies and from the point of view of the technical condition and strategies for the use of technologies in the enterprise. Compliance with business strategies is assessed based on the contribution of application systems to the achievement of business results, as determined by the business architecture of the enterprise. Technology compliance is assessed based on an analysis of how the application systems comply with the principles and technology standards adopted in the technological architecture of the enterprise. There are different ways of assessing a portfolio and different classifications of enterprise application systems. One of the possible models for evaluating a portfolio of applied systems is to evaluate them according to two criteria - business value and technical condition. The portfolio assessment serves as a starting point in identifying problem areas and opportunities to better meet business needs and deciding whether to invest in new systems or upgrade existing ones. As a result of this assessment, application systems fall into one of four possible categories:
   1. systems are threatened with decommissioning (replacement) or consolidation;
   2. systems requiring reassessment or repositioning;
   3. systems requiring updating;
   4. systems requiring maintenance and development.

The technical condition is assessed according to a number of characteristics, including the accuracy and correctness of data, architecture, structure of the program code, responsiveness, downtime, level of technical support, the ability to receive reports, etc. Business value of a system refers to the ability of the system to support the core functions of an enterprise, department, or process. The next issue will show the characteristics of each category of systems in accordance with this classification.

1.3. Layers in architecture

The concept of layers is one of the common models used by software developers to separate complex systems into simpler pieces. Computer system architectures, for example, distinguish between layers of programming language code, operating system functions, device drivers, CPU instruction sets, and internal chip logic. In a networking environment, the FTP protocol works on the basis of the TCP protocol, which, in turn, operates "on top" of the IP protocol, located "above" the Ethernet protocol. So, let's consider the main reasons for interest in the layers of software systems architecture:

Layers are easy to formalize. Intuitively, if the system is split into a number of layers, then layer n is a component or set of system components that use only the components of layer n-1 and can only be used by the components of layer n + 1.

Layers have simple and intuitive semantics. Typically, in the architecture of a software system, layers represent layers of abstraction. Layer n + 1 uses layer n, therefore, the abstraction of the concepts of layer n + 1 is at least not lower than that of layer n, and ideally, if the system architecture is efficient, its level of abstraction should be higher. Accordingly, layer n hides (encapsulates) the logic of working with concepts defined on this layer, thus allowing layer n + 1 to implement work with more complex concepts, organize more complex logic using the expressive means of the underlying layer.

The layers are widespread. Indeed, a fairly large number of software systems, especially when it comes to enterprise systems, have a layered structure. Of course, quite often there is a situation when the strict layer-by-layer structure of the system is violated - as a rule, this is a consequence of architecture erosion (architectural defect) and its elimination in most cases can bring tangible benefits (these aspects are discussed below).

Alternative implementation. You can choose an alternative implementation of the base layers - the components of the upper layer are able to work without any changes in the underlying layers, provided that the interfaces are preserved.

The dependency between the layers, that is, in fact, the interfaces provided by the lower layers by the upper ones, can be minimized. This minimization of interfaces - allows you to increase the flexibility of the system.

The scheme of architectural layers also has certain disadvantages:

Cascading changes. Layers can successfully encapsulate a lot, but not all: modification of one layer is sometimes associated with the need to make cascading changes in other layers. A classic example from the realm of enterprise software applications: a field added to a database table is to be reproduced in the GUI and must find an appropriate mapping in each intermediate layer.

Drop in productivity. Excessive layers often reduce system performance. When moving from layer to layer, data is usually transformed from one view to another. Despite this, encapsulating the underlying functions often provides a very significant advantage. For example, optimizing the transaction layer usually results in improved performance for all the layers above it.

For the purposes of systems analysis, enterprise architecture can be considered in two aspects:

1. static - according to the state of the bank at a certain fixed point in time;
2. dynamic - as a process of transition (migration) of a bank from the current state to some desired state in the future.

The statically considered enterprise architecture consists of the following elements:

1. mission and strategy, strategic goals and objectives;
2. business architecture;
3. system architecture.

Viewed in dynamics, enterprise architecture is a coherent, coherent plan of actions and coordinated projects necessary to transform the existing architecture of the organization to a state defined as a long-term goal based on current and planned business purposes and business processes organizations.

Thus, enterprise architecture is generally described by the following sequentially dependent sections:

1. the formulated mission and strategy of the bank, strategic goals and objectives;
2. business architecture in the current (as is) and planned (to be) state,
3. system architecture in the current (as is) and planned (to be) state;
4. plans of activities and projects for the transition from the current state to the planned one.

Thus, the planned system architecture is “to be” architecture only at a certain stage of enterprise development.

At the same time, a return to the strategic level of the mission and strategic goals and objectives does not mean the need to revise the mission and strategy. But at the end of each cycle, an analysis of the effectiveness of the developed and implemented measures is necessarily carried out; if necessary, during the second iteration, the business architecture and system architecture are adjusted, and new migration plans are implemented. There can be several cycles at each point in time, each such cycle does not necessarily affect the entire enterprise as a whole, the cycle can affect individual areas, individual business issues and can be recorded as a separate project.

With a phased migration plan, to record the results achieved, it is possible to build intermediate (migration) one or more architectures. Mission, strategy and business goals determine the direction of the enterprise development and set long-term goals and objectives.

The following layers should be distinguished in enterprise architecture:

1. Front-Office

Front-Officeas an external accounting system (inenterprise business architectureis a collectionbusiness processes, procedures, normative documents (regulations), reference books, printed forms, organizational and staff divisions that provide direct interaction with the client from the side of the enterprise:

1. Receiving and entering for subsequent processing of primary documents,
2. Printing and provision of information and documents to the client,
3. Calling customers and sending information messages to customers,
4. Receiving incoming phone calls, inquiries and providing information.

Front-Office as an external accounting system (inenterprise system architectureis a set of information systems, including databases and reference books, aimed at automationbusiness processesinteraction with the client.

1. Middle-office

Middle office in business architecture - it is a set of business processes, procedures, normative documents (regulations), reference books, printed forms, organizational and staff units that provide preparation and decision-making.

Examples of subdivisions of the middle office:

Borrower Verification Unit in the Security Service,

Risk management division.

Middle office in system architecture -it is a collection of information systems, including databases and reference books, aimed at automating business processes related to the preparation and adoption of decisions.

Examples of middle office information systems:

Position accounting system,

Borrower verification system at the credit bureau,

A system for calculating a scoring score for a loan application.

1. Back-Office

Back-Office as an internal accounting system (inbusiness architecture) an enterprise is a set of business processes, procedures,normative documents (regulations), reference books, printed forms, organizational and staff divisions that implement journal (register) accounting of operations... Usually, register accounting is a journal of transactions with counterparties, not associated with accounting accountsis not double-sided.

Back office in system architectureenterprises are a collection of information systems, including databases and reference books, that implement journal (register) accounting of operations.

1. Accounting

Business accounting ( business architecture) is a set of business processes, procedures, regulatory documents (regulations), reference books, printed forms, organizational and staff units that implement accounting and reporting in accordance with Russian Accounting Standards (Accounting Regulations - Russian accounting standards) and IFRS (International Standards Financial statements), maintaining the balance sheet of the enterprise.

1. Information Store (DWH)
2. Reporting

Reporting in system architecture - a set of information systems, including databases and reference books that automate the construction of reports based on data from the information storage.

Examples of reporting systems:

Management reporting system,

Analytical reporting system,

The system of key performance indicators of the divisions of the enterprise,

The system for generating indicators for calculating the scoring score for a loan application.

Bibliography

1. R.B. Vasiliev, G. N. Kalyanov, G. A. Levochkin, O. V. Lukinova. Strategic management of information systems; Internet University of Information Technology, Binom. Knowledge Laboratory - Moscow, 2013. - 512 p.
2. Gritsenko Yu.B. Enterprise architecture: Textbook / Gritsenko Yu.B. - 2011.256 p.
3. Danilin A.V., Slyusarenko A.I., Training course - Enterprise architecture [Electronic resource] - Access mode:http://www.intuit.ru/department/itmngt/entarc/
4. Kalyanov G.N. Modeling, analysis, reorganization and automation of business processes. Study guide: M .: Finance and statistics, 2006.

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We have already noted that there is no single correct definition of what is enterprise architecture. Various consulting companies, industry associations, professional associations use slightly different concepts and methods to describe this concept. Moreover, these concepts and methodologies are in constant flux, so trying to provide an accurate description of what enterprise architecture is, reflecting today's vision, is "shooting at a moving target."

Generally speaking, when developing and using enterprise architecture, it is of course advisable to adhere to any one methodology that would ensure consistency in approaches and corresponding toolsets for describing the architecture. We will briefly review the most famous techniques in "Techniques for describing architectures. Zachman and Gartner models, META Group and TOGAF techniques" and "NASCIO." 4 + 1 "and SAM models. Microsoft techniques and others. Selecting the" optimal "technique. Here we detail our general understanding of the concept of "enterprise architecture".

Enterprise architecture is a dynamic and powerful tool that helps organizations in the process of understanding their own structure and how to do their jobs and functions. It provides an enterprise “map” and a “road map” for change in both business and technology areas.

Typically, enterprise architecture takes the form of a fairly extensive set of models that describe the structure and functions of the enterprise. An important area of ​​using these models is to systematize the information technology planning process and provide better conditions for the process. decision making.

The individual enterprise architecture models are logically organized to collectively provide an ever-increasing level of detail information about the enterprise - its goals and objectives, implemented corporate programs and organizational structure, systems and data, technologies used and all other areas of interest.

This is a rather boring and dry definition of a tool that, in fact, can have a huge impact on solving complex problems and provide a fresh perspective on the complex and contradictory situations that are constantly encountered in the activities of any organization. Enterprise architecture is not easy to create. On the other hand, one should not exaggerate the difficulties associated with this. The key is that, once designed, enterprise architecture can bring significant benefits.

Enterprise architecture is more of a process than a static subject. We will not say that its creation is an easy fun walk. But nevertheless, it can be attractive and in a sense bewitching activity. Enterprise architecture is not a simple subject, but in the following discussion we will try to make it less "intimidating and disheartening." The existing methods of describing the architecture of an enterprise today allow you to organize the corresponding process in the presence of even a minimal amount of initial information in an intuitive and natural manner. At the same time, the completeness of the architecture description can be increased gradually, as the understanding of the object of the architecture description - the structure and functions of the enterprise, as well as the supporting information technologies - grows.

When designing an enterprise architecture, there are a lot of dimensions and relationships between them that need to be considered. Therefore, it is no coincidence that many of the techniques for describing architecture, which we will consider below, have their roots in such a discipline as systems analysis. Generally speaking, the development of an enterprise architecture is not a technical process that is exclusively related to information technology. Of course, for its development, as a rule, appropriate technological tools are used, but for the most part these are tools that allow you to create diagrams and texts, i.e. software packages familiar to most people. The use of such fairly simple tools, based on appropriate methodologies, nevertheless allows collecting basic information about the organization's activities, connecting various facts and making inferences that simplify and clarify the complex decision-making process that is repeated in business every day. More important is the creative component of this process, which will be discussed in lectures 10-12.

A good enterprise architecture provides a balanced analysis of the facts about the organization and provides management with ways to learn about their organizations and how they function, helps them formulate new strategies, and provides direction in the development planning process to ensure that organizations meet constantly changing conditions and priorities. We are talking, of course, about medium and long-term planning horizons, both from a business and technology point of view. Good enterprise architecture provides responsiveness and flexibility, which is reflected in the appropriate organizational forms, processes, systems, information, and application portfolio.

The users of the enterprise architecture are a fairly wide audience of specialists and managers:

• information systems professionals who are involved in relevant corporate projects to create business-critical applications;
• system architects, who are responsible for creating the architecture of individual information systems;
• business analysts who lead the process of designing organizational structures and business processes;
• leaders interested in a systematic, structured analysis of the problems and opportunities that open up to the business.

If you look at the goals that are pursued by a variety of approaches to describing the architecture of an enterprise, then in successful, correct methods, you can find a lot in common:

• use for the analysis of multiple points of view on the object of study (enterprise and its information systems) in order to "divide and rule" in the process of dealing with the objective complexity of the real world. It is important to understand that no single point of view is sufficient to understand the whole;
• in order to support the synthesis process, all models that are included in the architecture are linked to other models. They are either more detailed decomposition or related views. This richness of interrelationships between models directly determines the quality of the architecture.

So, before continuing, here's another definition of enterprise architecture, which is given at www.geao.org of the Global Enterprise Architecture Organization (GEAO):

"Enterprise architecture describes the ways in which the overall vision of an organization is reflected in the structure and dynamics of the enterprise. At various levels of abstraction, it provides a single set of models, principles, guidelines and policies that are used to create, evolve and ensure compliance of systems at scale and the context of the entire enterprise as a whole ".

Note that the term "system" here does not necessarily refer to a computer system - it can also refer to organizational structures, control systems, etc. But this definition itself is rather abstract, so we will try to give it an increasing degree of detail as it goes on.

In the following text, we use information from several sources and will try to compile it within the framework of some integrated concept of enterprise architecture, which includes the main elements of most of the techniques. In particular, we will follow the recommendations.

We have already noted that the driving force behind enterprise architecture is a holistic vision that cuts across organizational boundaries. Shown in Fig. 4.1 the schema proposed by GEAO illustrates the different levels of abstraction associated with an enterprise description. Note that there is only one enterprise architecture within an organization, but a large number of solution architectures can exist at the level of individual systems. Enterprise architecture covers both business and IT-related aspects, as well as development processes, architecture evolution and management structure and control over these processes (governance), which ensure the transition from the current state of architecture to the future desired state.