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Enterprise Context and Integration

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01

Enterprise Architecture

The level above a single system: what business–IT alignment means, the shared structure of enterprise architecture frameworks and where it falls short, modeling business processes and drawing the automation boundary, and building traceability from a business capability to the system that covers it.

  1. 01 The Enterprise Architecture Concept The level that steps outside a single system: turning the enterprise's systems, owners, budgets, and business capabilities into a data structure, and tying business–IT alignment to three numbers — a capability no system covers, a capability more than one system covers, and a system that cannot be tied to any capability.
  2. 02 Frameworks The shared structure of enterprise architecture frameworks — layer separation, view set, governance cycle, and maturity level — and documenting the same enterprise model in a detailed-layered and a lightweight format: how many questions each format answers, how many items it carries, how many items are touched per change, and the questions no format answers at all.
  3. 03 Business Process Modeling Modeling a business process step by step and sorting every step into three classes — fully automatic, requiring human judgment, outside the system: deriving the automation boundary from the model, the number of actors and owners the process passes through, and the number of wrong decisions and rollbacks produced by automating a step that requires human judgment by forcing the boundary.
  4. 04 Capability Mapping Building a traceability chain that runs from a business capability to the system that covers it and the data that system writes: the number of systems and owners touched when a capability changes, the difference between the short chain and the full chain, and the points where the chain breaks — untraceable capability, orphan system, ownerless data, unread data.

02

Integration

Connecting the systems inside an enterprise to each other: the per-edge cost of file transfer, shared database, remote call, and messaging; the benefits and bottleneck risk of a central integration point; master data management with a system of record and a golden record; transformation pipelines that separate the resolution load from the operating load; replacing legacy systems that cannot be changed by wrapping them in stages; and the build-or-buy decision weighing total cost of ownership against dependency risk.

  1. 01 Integration Patterns Building and comparing the same edge with four patterns: round trips and requests to the source system per query, the freshness window, records moved per refresh, the number of physical schema names leaking into consumer code, and the edges broken and owners to coordinate with when the source renames a single column.
  2. 02 The Enterprise Service Bus Building and comparing the same flow set with point-to-point edges and with a central hub: the number of translators and adapters written, how many places a rule appears, the number of messages the hub processes, the share of flows that break when the hub goes down, the number of owners touched by adding a new system, and the ownership of the business logic that piles up at the hub.
  3. 03 Master Data Management Measuring the same member record held in three systems: how many systems write it, the number of conflicting field pairs, the fields corrected and the inconsistency left after a reconciliation round, how these numbers change when a golden record is chosen, and the write-step and availability cost the choice imposes on the write path.
  4. 04 The Data Warehouse and Transformation Pipelines Separating analytical load from operational load: five reports imposing 163 queries and 5,354,308 records read per day on the operational system, the warehouse taking on that load in exchange for a freshness lag, an eight-step transformation pipeline moving 523,341 records in one cycle, and a single field change in the source schema breaking one step and stopping four more, dropping all five of the five reports.
  5. 05 Working With Legacy Systems Wrapping a record system whose source code is unreachable, and the phased handoff of its ownership: reading the system's surface from a 60,000-call trace rather than from code, a wrapper that fully closes the interface closing 71.8 percent of calls while leaving seven call pairs and four owners outside, the coordination steps in the ownership handoff dropping from 24 to 13, and the co-written window never getting shorter than the slowest owner's release cycle.
  6. 06 The Buy-or-Build Decision Comparing a capability's two options by total cost of ownership: adding up the adaptation, integration edge, training, release upgrade, and exit line items separately, buying coming to 402 hours plus 114 a year against building's 606 hours plus 54 a year, the winner changing at a 3.40-year horizon, the breakeven horizon falling to 1.79 years once the cut risk of the eight points with an outside owner is added, and that same bound rising to 12.00 years as the product's built-in scope grows.

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