REVIEW: "Enterprise Architecture Using the Zachman Framework", Carol O'Rourke/Neal Fishman/Warren Selkow
- View SourceBKEAUTZF.RVW 20091107
"Enterprise Architecture Using the Zachman Framework", Carol
O'Rourke/Neal Fishman/Warren Selkow, 2003, 0-619-06446-3
%A Carol O'Rourke carol@...
%A Neal Fishman neal@...
%A Warren Selkow warren@...
%C 25 Thomson Place, Boston, MA 02210
%I Thomson Learning Inc.
%O Audience i Tech 1 Writing 1 (see revfaq.htm for explanation)
%P 716 p. + CD-ROM
%T "Enterprise Architecture Using the Zachman Framework"
The preface states that this is a text for various courses in business
management and information systems, and a guide for business and
education professionals. There is also a quick and dirty introduction
to the framework, mentioning the perspectives (rows of the framework)
and aspects (columns), but not describing what they are. (For those
who want to understand the framework itself, the book does provide, as
an appendix, Zachman's original paper from the "IBM Systems Journal."
It is clearer and gives a much better idea of the intent and use of
the framework. For those who have not used it before, the framework
is a two-dimensional breakdown model, with the stages of project
management as the vertical axis, and the W5+H interrogatives [what,
how, where, who, when, and why] as the columns, also labelled data,
function, network, people, time, and motivation.)
Part one of the book, consisting only of chapter one, supposedly
provides the reasons for the framework. This consists of another
brief outline, and a great deal of promotional material. "Examples,"
ranging from the alphabet to religion purport to illustrate the
structure, but are, instead, confusing and distracting. The sporadic
outbursts of humour also divert attention from the central themes,
rather than supporting them.
Part two outlines the organization of the Zachman Framework's rows, or
perspectives. Chapter two examines the concept (which may also be
referred to in different versions of the Zachman model as scope or
context) or planning stage, and the six examples follow the
interrogative aspects. The owner (aka business model/concept) or
requirements phase is dealt with in chapter three, but the generic
material on business, and shorter case studies on the topic, are not
as clear in terms of the framework. Things become even more confusing
in chapter four, where the idea of the design phase (system
model/logical) is surrounded by miscellaneous examples seemingly
related to psychology. Stories that appear to be even more randomly
chosen comprise the content on the builder (technology model/physical)
or implementation stage, in chapter five. Chapter six is entitled
"Systems Development," which deals with the subcontractor (detailed
representations/out-of-context) or implementation stage. Although
there are interesting points about management, the material is, again,
unstructured and confusing.
Chapter seven finally attempts to describe the framework in detail and
context, and to provide a rationale for using it.
Part three consists of chapter eight, ostensibly about implementing (I
suppose this means using) the framework. There are lots of management
tips and points, but no real structure, or indication of how the
framework is to be applied. (There is also an apparent attempt to add
a third dimension to the Zachman grid, but this is not defined.)
If you want to get a good idea of the Zachman framework, you are
probably best to go to Zachman's original paper. The intent and
structure of the Zachman's article, and the explanation of the model,
is much clearer than this mass of verbiage and examples. As noted,
the paper is available as appendix E, but it is also available on the
Internet, such as at
copyright Robert M. Slade, 2009 BKEAUTZF.RVW 20091107
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