Defining and Enforcing Architecture in .NET framework

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Defining and Enforcing Architecture
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Regardless of the type of organization, this part of the process should also capture the outlook on probability for changes in direction of the organization as well as the existing values of what is often referred to as organizational culture. In every organization there are those informal, undocumented bits of information that employees believe to be true about how the company runs, operates, or makes decisions. These are things that everybody knows and are often shared among employees, such as Everybody knows purchasing will not approve a contract with X, Y, or Z companies. Sometimes these statements are correct and sometimes they aren t. The IT architecture team profits by knowing when those statements are true because it aids in making choices that will be in tune with the company s management. Architecture teams often propose what might be considered drastic changes in systems design, so the collective management s propensity to accept change is also a very good thing for the information technology architecture team to know and understand. Values directly relevant to the information technology development and operations within the organization must also be discovered and documented in detail. The chief information officers, the chief security officer, and others closely tied to the operational processes, applications, and systems are prime sources for discovering the relative importance placed on qualitative design elements. This aspect of the guiding principles aids the design team when it is necessary to make trade-offs affecting the design elements. For example, if reliability is most important, losing ease of maintenance may be the trade-off. It is helpful to put some associative structure around these statements by grouping them logically. That will help show the relationship of guiding principles to the decisions that impact the design criteria one way or another. Here s a list of some example methods you can use to group your statements: 1. Base on organization s mission, vision, and values statements. 2. Relate to architectural model. 3. Base on organization charts and responsibilities. 4. Base on business processes. 5. Collect them all first, then sort into unique logical categories. 6. Categorize based on a connection to desired outcomes. 7. List and do not categorize. 8. Connect to policy domains. This list is not necessarily all-inclusive, but it is a starting point. A combination can work best; numbers 1, 6, and 8 may be the best grouping of guiding principles for larger organizations, for instance.
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Substantiating Policies
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IT policies are the precursor statements that begin to bring form and shape to the architecture and establish and control the boundaries necessary to achieve the vision of the information technology architects. Policy is at least inferred, if not directly derived, from the set of guiding principles. In any case, statements of enforceable policy cannot conflict in any way with guiding principles. There may not always be a direct relationship between a needed information technology policy and any one guiding principle. Policies are high-level statements that are directive in nature. They begin to define desired behaviors of management and staff, the supporting technology, and how operational processes arrive at similar outcomes from variable inputs. Policies are broad statements of general conditions rather than gritty details, and once decreed are rarely modified. A policy statement for wireless network access, for example, could contain the line Wireless networks access points at all locations will require a username centralized management model for granting access rights or Only the network support group will install and maintain building-to-building wireless connections. Both of these sentences are broad, short on details of how, and, barring a drastic change in the organization, may not warrant any change for a number of years. Policies require evaluation soon after implementation to determine if they are achieving the results expected. You also want to ensure that they are not causing any unintended harmful or undesirable consequences. Policy documents should also be reviewed sometime between two to five years after publication to make certain they are still relevant and needed.
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