Enterprise Architecture Tool Selection Guide Editorial - Free Essay Example

Enterprise Architecture Tool Selection Guide Editorial Writer: J. Schekkerman Version 5. 0 2009 Enterprise Architecture Tool Selection Guide Preface Preface An enterprise architecture (EA) establishes the organization-wide roadmap to achieve an organization‘s mission through optimal performance of its core business processes within an efficient information technology (IT) environment. Simply stated, enterprise architectures are ? blueprints? or systematically and completely defining an organization‘s current (baseline) or desired (target) environment. Enterprise architectures are essential for evolving information systems and developing new systems that optimize their mission value. This is accomplished in logical or business terms (e. g. , mission, business functions, information flows, and systems environments) and technical terms (e. g. , software, hardware, communications), and includes a transition plan for transitioning from the baseline environment to the target en vironment. If defined, maintained, and implemented effectively, these blueprints assist in optimizing the interdependencies and interrelationships among the business operations of the enterprise and the underlying IT that support these operations. It has shown that without a complete and enforced EA (Strategic) Business Units of the enterprise run the risk of buying and building systems that are duplicative, incompatible, and unnecessarily costly to maintain and interface. For EAs to be useful and provide business value, their development, maintenance, and implementation should be managed effectively and supported by tools. This step-bystep process guide is intended to assist in defining, maintaining, and implementing EAs by providing a disciplined and rigorous approach to EA life cycle management. It describes major EA program management areas, beginning with: 1. suggested organizational structure and management controls 2. a process for development of a baseline and target a rchitecture, 3. development of a transition plan. The guide is especially focusing on EA tool selection requirements, as well as showing an oversight over existing products today on the market Conclusion The items described in this guide presents fundamental requirements for good EA tool selections. An electronic version of this guide can be ordered at the following Internet address: https://www/enterprise-architecture. info If you have questions or comments about this guide, please contact Jaap Schekkerman at +31(0)627557467, by email at [emailprotected] info Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 i May 2009 Enterprise Architecture Tool Selection Guide Preface The Institute For Enterprise Architecture Developments intended not to use any copyrighted material for this publication or, if not possible, to indicate the copyright or source of the respective object. The Institute For Enterpri se Architecture Developments has thoroughly checked all the references however could not trace out in all situations the original copyright owner; however it is never our intention to infringe anyone‘s copyrights. 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IPR? means intellectual property rights, including patents, trademarks, design rights, copyrights, database rights, trade secrets and all rights of an equivalent nature anywhere in the world.  © Copyrights Institute For Enterprise Architecture Developments (IFEAD), 2001 – 2009, All Rights Reserved Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 ii May 2009 Table of Contents Preface 1. Intro duction 1 1. 1. EA Tools Review Framework . 1 1. 2. Functionality Dimension . 2 1. 2. 1. Methodologies and Models 2 1. 2. 2. Model Development Interface . 1. 2. 3. Tool Automation .. . 3 1. 2. 4. Extendibility and Customization . 3 1. 2. 5. Analysis and Manipulation 4 1. 2. 6. Repository .. 4 1. 2. 7. Deployment Architecture .. 1. 2. 8. Costs and Vendor Support 5 1. 2. 9. Architecture Results 5 1. 3. Different Professionals Dimension . 6 1. 3. 1. Enterprise Architects .. 6 1. 3. 2. Solution Architects .. 1. 3. 3. Strategic Planners / Management . 6 1. 3. 4. Enterprise Program Managers . 7 1. 3. 5. Software Architects / Engineers 7 1. 3. 6. External Partners . 7 2. Enterprise Architecture Modelling TOGAF 8 2. 1. The ArchiMate Modelling Language 9 2. 2. TOGAF 9 . 10 3. Overview of Enterprise Architecture Tools(2) . 11 3. 1. Overview of vendors Tools. (3). 11 4. Candidate Tool Requirements Checklist . 12 4. . Candidate list of EA Tool Requirements Specifications 12 4. 2. The purpose of adopting an EA Tool? . 20 Appendix A: References . 21 Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 iii May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 1. Introduction Enterprise Architectures are an emerging approach for capturing complex knowledge about organizations and technology. Enterprise Architectural approaches range from broad, enterprise focused approaches, through to approaches aimed at specific domains. The focus of enterprise architecture efforts is now shifting to become more holistic, thereby necessitating the use of comprehensive modeling tools to analyze and optimize the portfolio of business strategies, organizational structures, business processes / tasks and activities, information flows, applications, and technology infrastructure. Important to adoption of an enterprise architectural approach is the availability of tools to support th e development, storage, presentation and enhancement of enterprise architecture representations. As with enterprise architecture methodologies, enterprise architecture tools to support the architectural development process are still emerging. High value is derived from consolidating this portfolio of business artifacts into a single repository in a standardized manner to support enterprise analysis and optimization. 1. 1. EA Tools Review Framework To consistently review enterprise architecture tools a review framework is defined. The review framework consists of two dimensions: the basic functionality of the tool, and the utility of the tool to different professionals. When reviewing an EA tool‘s basic functionality, the reviewer has to describe how well the tool performed the different functions needed for the enterprise architecture development activity. The tools basic functionality was examined in the following areas: Methodologies and Models; Model Development Interfac e; Tool Automation; Extendibility and Customization; Analysis and Manipulation; Repository; Deployment Architecture; Costs and Vendor Support; Architecture Results. The second dimension, the tool‘s utility to different professionals, captures the fitness for purpose of the tool, and describes how useful the tool would be to particular professionals. The types of professionals considered were: Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 1 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection Enterprise Architects; Solution Architects Strategic Planners / Management; Enterprise Program Managers Software Architects / engineers External Partners. EA Tools Review Framework Methodologies and Models Model Development Interface Tool Automation Enterprise Architects Solution Architects Strategic Planners / Management Requirements Enterprise Program Managers Requirements Softwar e Architects / Engineers Requirements External Partners Overall Requirements List = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Extendibility Customization Analysis and Manipulation Repository Deployment Architecture Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. = †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Costs and Vendor Support Ar chitecture Results Weigh Factors Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements 1. 2. Functionality Dimension This dimension of the EA Tools review framework attempts to capture how well the tool performs the core functions needed to support the enterprise architecture development activity. This dimension breaks the functionality of an enterprise architecture tool into eight key areas. 1. 2. 1. Methodologies and Models The most important feature of an enterprise architecture tool the methodologies and modeling the approaches it supports. The approaches the tool supports dictate the types of enterprise architectures the tool is capable of supporting, and to an extent, the type of analysis and manipulation functions the tool is capable of performing. As well as reviewing the methodologies and modeling approaches, this functional area also reviews how well, or how complete ly, the tool implements the methodologies and modeling approaches it claims to support. For tools that are capable of supporting multiple methodologies and modeling approaches, this functional area also examines how well the different approaches are integrated. For example, when complementary methodologies and modeling approaches (for example process modeling and data modeling) are used, how well can the different approaches be used together in an overall enterprise architectural approach? Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 2 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection When a tool supports competing approaches (for example two approaches to data modeling) how well can the data being modeled be moved between the different perspectives offered by the competing approaches? 1. 2. 2. Model Development Interface The model development interface is the most obviou s part of an enterprise architecture development tool. It is the interface used to design, build, maintain and often manipulate, the models that make up the architecture. Generally, models are built and maintained graphically, by manipulating cons and the connections between them. The tool‘s model development interface may also use textual interfaces to allow additional information to be appended to the graphical models. The overall quality of the model development interface is an important characteristic of any enterprise architecture development tool. The interface must support the modeling activity well, for example by automating some of the drawing functions, by automatically laying out models, or by providing pick lists of alternative values at the appropriate places during the modeling activity. The model development interface must also be intelligently structured, make good use of limited screen space, be logical and consistent to use and navigate. The tool should id eally follow the graphical user interface conventions and guidelines that apply to its host operating system. 1. 2. 3. Tool Automation Developing and populating enterprise architecture models is often the most time consuming part of the enterprise architecture development activity. By providing support for automating parts of the enterprise architecture development processes, a tool can help speed up the overall development activity. A tool may support the creation of macros or scripts, to automate common functions or actions, or to group several functions together into one action. These may be used to automate parts of the model development activity. This feature is closely related to the tool‘s ability to be customized, which is described in the next section. The tool may also provide the ability to automatically generate enterprise architecture models based on data held within the tool‘s repository, or have the ability to generate enterprise architecture models as a result of data manipulation functions. . 2. 4. Extendibility and Customization This functional group captures how well an enterprise architecture tool can be modified to meet the unique enterprise architectural requirements of a unique organization. Enterprise Architecture tools may support customization by allowing users to add new modeling approaches or to modify the modeling approaches already supported by the tool. A tool may also support modification by providing a programming interface, allowing the functions of the tool to be modified, or allowing the tool to be integrated with other software products. Most enterprise architecture tools that support high levels of customization allow the underlying meta-models of the tool to be modified, and new meta-models added. Metamodels are literally models about models. They describe what entities can exist Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2 009 3 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection within particular models, the legal relationships between the different entities, and their properties. By modifying the existing meta-models, or adding completely new meta-models, a tool can be customized to support new modeling approaches. The ability to modify the tool via a programming interface allows the functionality and behavior of the tool to be customized to meet the unique requirements of the organization. Programming customization may be achieved though the use of an application scripting language, for example Visual Basics for Applications (VBA), or through support for adding external components, for example, Active X/DCOM components. Enterprise Architecture tools may be extended by integrating them with other software products. This may be achieved via direct integration through an exposed API within the tool, or via a middleware layer, for example ActiveX/DCOM, CORBA, and so on. Integr ation may also be supported via importing and exporting data into and out of the tool via standard file types; for example, character delimited or fixed width delimited text files, HTML, or SYLK files and so on. 1. 2. 5. Analysis and Manipulation As well as supporting the development of enterprise architecture models, an enterprise architecture tool may also provide support for analysis and manipulation of the developed models. The type of analysis and manipulation support provided by the tool is often tied to the particular modeling approaches supported by the tool. For example, Flow Analysis is often tied to process/workflow modeling. Analysis support provided by a tool may simply examine how correct or complete the model is, relative to a particular modeling approach used. More sophisticated analysis support may allow the model to be interrogated in some way, or be subjected to particular analysis methods. Analysis support may include the ability to compare different versions of models, allowing current and to-be enterprise architectures to be compared. Manipulation functions capture a tool‘s ability to change the way the models are represented and viewed. This may include the ability to view models from particular perspectives, for example showing only particular classes of entities, or the ability to amalgamate separate models into a single model. 1. 2. 6. Repository Most of the tools on the market make use of some kind of data repository to hold the developed models. The functions provided by the tool‘s repository have a significant impact on the overall functionality, scalability and extendibility of an enterprise architecture tool. Some tools make use of commercial relational database management systems, or commercial Object Orientated or Object/Relational database systems, while others use proprietary repository systems. A tool‘s repository often dictates the way users can collaborate. A repository may provide support for co llaboration by supporting multiple, concurrent, users on the one repository, or by providing the ability to combine models developed by different modelers into one model. Enterprise Architecture Tool Selection Guide v5.  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 4 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection The repository may also provide many different data management functions, including the ability to support model versioning, the ability to roll back to previous versions, the ability to lock parts of the model against change, and the ability to control access to part or the entire model. 1. 2. 7. Deployment Architecture A tool‘s deployment architecture describes the tool‘s software structure and software implementation. Generally, enterprise architecture tools tend to adopt one of two deployment architectures: either a single user/single client structure, or a simple two-tier client/server structure. Single user/single client structured tools are designed to operate on one workstation, and can generally only be used by one user at a time. Tools that implement this style of deployment architecture generally have a very tight coupling between the tool and its repository. In this type of deployment architecture, only one modeler can have access to the repository at any one time. The second common deployment architecture found within the enterprise architecture tool domain is a simple two tier client/server structure. Tools that implement this style of deployment architecture generally have looser coupling between the tool and the repository. Generally, the repository is stored on a network server, and can often be accessed by multiple concurrent users. This deployment architecture allows multiple modelers to work on the same models concurrently. 1. 2. 8. Costs and Vendor Support The final functional group considered is the cost of the tool and after sales support provided by the vendor. The cost of enterprise architecture tool licenses can range anywhere from â‚ ¬ 1,500 to â‚ ¬ 7,000 per license, and optional extras are often available for an additional cost. Given the high costs of this type of tool, the types of licensing agreements offered by the vendor, and how they may lower the overall cost, is important. For example, does the vendor support floating licenses, allowing expensive licenses to be shared among a large group of users? Does the vendor offer discounts for bulk purchases, or site licenses? Does the vendor offer discounts to government or non-profit organizations? Also important in the overall cost of adopting an enterprise architecture tool, are the cost and type of maintenance and/or after sales support contracts offered by the vendor. Is the vendor able to offer comprehensive, in-house training? If the vendor is a foreign company, do they have an Australian representative available to provide training? Does the vendor offer fre e technical support? Is the vendor able to offer free or heavily discounted upgrades? How does the vendor address software faults discovered by the user? What is the yearly maintenance costs associated with the tool? 1. 2. 9. Architecture Results Essential results are those required for all enterprise architectures, while supporting results may be necessary to fulfill specific informational needs. Only those supporting results that portray the desired characteristics should be created. The required results should help formulate the selection of a framework and associated toolset. Enterprise Architecture Tool Selection Guide v5.  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 5 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection It is essential that the Chief Enterprise Essential results — the graphics, models, and/or narratives that every Architect guide the development of the enterprise architecture description must EA vi ews and landscapes to meet the include, to support the scope and needs of the Business IT, characteristics of the EA. especially in the desired level of detail Supporting results — the graphics, needed in the EA results. If the content models, and /or narratives that may be is at too high level of abstraction, it may needed to further elaborate on essential not be sufficiently useful to guide products or to address particular domain decision-making. If the content is too or scope extensions (e. g. outsourcing or transformation considerations). detailed, it may be difficult to oversee the impact and the risks. Define and select your own visualization / modelling techniques to visualise the context, landscape models and diagrams to meet your stakeholder‘s demands. Our experience is that visualizing the EA results in the format of large photographic / picturized posters that are coloured in line with the organizations house style is very effective. So define upfront what kind of models, languages and visualizations do you expect from the support of a tool. 1. 3. Different Professionals Dimension The evaluation of the tools considered their suitability for use by different professionals. The needs of other groups, such as software architects, are not considered in this EA tools selection framework. . 3. 1. Enterprise Architects Enterprise Architects investigate all aspects of enterprise architectural approaches and methodologies. This can involve researching different representations and enterprise architectural structures, including the development and investigation of alternative modeling approaches. As such, the requirements for a tool to support enterprise architectural research are quite challenging. The over-arching requirement is flexibility in defining and adapting modeling approaches. However, a robust tool is also required to develop large-scale demonstrators to investigate, and promote these alternative approaches. 1. 3. 2. Soluti on Architects Solution Architects are focused at the Solution level and working with the developing vendor to design and implement the Solution. Solution Architects report frequently to Project Managers, but have a dotted-line responsibility to the Enterprise Architects in order to maintain consistency and interoperability across Business IT. Therefore their needs for tooling support are different from the Enterprise Architect. 1. 3. 3. Strategic Planners / Management Strategic planners, including executive management and innovating staff, use the enterprise architectures results for strategic decision making. They need to be assembled and modified quickly, and should be based on current (or planned) future capability. Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 6 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection Strategic planners need a tool that is easy to use. It is hi ghly desirable that local support is available when required. The tool should have strong drawing and reuse facilities including support for multiple, related, configurations within a single architecture. Quick, automated, analysis and consistency checking is highly desirable. Integration with existing data sources is essential, particularly when implementing planning facilities. 1. 3. 4. Enterprise Program Managers Enterprise Program Managers as well as domain program managers and often project managers supports the enterprise architecture program in order to support the implementation and transformation phase. The enterprise architecture tools should be able to capture current and future resources (such as platforms, assets and components), organizations, people, information exchanges, tasks or activities, and processes and their relationships as well as program planning facilities. Enterprise Program managers need a tool that is easy to use, with support available when requ ired. Local support is desirable, but probably not essential providing it is very responsive. The tool should have a strong planning and analysis capability and allow reuse between enterprise architectures for different activities undertaken at different times. . 3. 5. Software Architects / Engineers A Software Architecture relates requirements, fixed system hardware, and infrastructure (i. e. , COTS or GOTS) to software structures in order to demonstrate software effectiveness, therefore their needs for tooling support are different from the Enterprise and Solution Architect. 1. 3. 6. External Partners As earlier mentioned Solution Architects and Software Architects are often working together with Vendors / Partners. Sometimes these partners have different demands from results supported by tools. Therefore it is interesting to know their specific needs / demands. Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Development s, 2001-2009 7 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 2. Enterprise Architecture Modelling TOGAF A coherent description of enterprise architectures provides insight, enables communication among different stakeholders and guides complicated (business and IT) change processes. Unfortunately, so far no enterprise architecture description language exists that fully enables integrated enterprise modelling. In this chapter the focus is on the requirements and design of such a language. This language defines generic, organization-independent concepts that can be specialized or composed to obtain more specific concepts to be used within a particular organization. It is not the intention to re-invent the wheel for each enterprise architectural domain: wherever possible there will be a conformation to existing languages or standards such as UML. Then these standards will be complemented with missing concepts, for example focusing on concepts to model the r elationships among enterprise architectural domains. The concepts should also make it possible to define links between models in other languages. The relationship between enterprise architecture descriptions at the business layer and at the application layer (business-IT alignment) plays a central role. Changes in an organizations strategy and business goals have significant consequences for the organization structure, processes, software systems, data management and technical infrastructures. Organizations have to adjust processes to their environment, open up internal systems and make them transparent to both internal and external parties. Enterprise architectures are a way to chart the complexity involved. Many enterprises have recognized the value of architectures and to some extent make use of them during system evolution and development. Depending on the type of enterprise or maturity of the architecture practice, in most cases a number of separate enterprise architectur al domains are distinguished such as business, information, application and technology infrastructure domain. For each enterprise architectural domain architects have their own concepts, modelling techniques, tool support, visualization techniques and so on. Clearly, this way of working does not necessarily lead to a coherent view on the enterprise. Enterprises want to have insight into complex change processes. The development of coherent views of an enterprise and a disciplined enterprise architectural working practice significantly contribute to the solution of this complex puzzle. Coherent views provide insight and overview, enable communication among different stakeholders and guide complicated change processes. Unfortunately there is a downside to this euphoria. So far no enterprise architecture description language exists that fully enables integrated enterprise modelling. There is a need for an enterprise architecture language that enables coherent enterprise modelling . Enterprise architects need proper instruments to constructs architectures in a uniform way. The next figure illustrates the scope of such an integrated set of enterprise architecture results. Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 8 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection Contextual Reflection Aspect Reflection Business Reflection Model based Enterprise (Concepts) Reflection Transformation Reflection Technological Reflection Model Based Domain Reflection Overview of possible Enterprise Architecture Results Relations Scope of Enterprise Architecture Results Important elements of such an approach include: o The development of a coherent enterprise modelling language. o Development of specialized views and visualization techniques in order to provide insight for different stakeholders. o Development of analysis techniques that aid in understanding the complex models. By using a uniform modelling language enterprise architects can avoid a Babellike confusion. At the same time an architectural modelling language should allow the development of specialized visualization techniques for different stakeholders, such as business managers, end-users, project managers, system developers, etc. After all, enterprise architectures are the means by which enterprise architects communicate with the different stakeholders, and this communication works best if it is tailored towards the specific concerns and information needs that they have. Additionally, analysis techniques, for example, impact-of- change analysis, provide ways to study the properties of an integrated model in more detail. In this way enterprise architecture provides the desired insight and overview, which allows a well-organized change process. 2. 1. The ArchiMate Modelling Language1 By realizing that multiple languages and dialects will always exist, striving for one unique lan guage would be like chasing windmills. Therefore, the flexibility to use other languages is recognized, and is addressed by means of a specialization and generalization requirement of the language itself. In the view of the ArchiMate project a well-defined enterprise architecture language forms the core of such an architecture approach. In this chapter the focus is on the requirements and a first design of such a language. It is not the intention to re-invent the wheel for each architecture domain. When possible standards will be followed, such as UML, as closely as possible. The focus is on the identification of specific relationship concepts and the definition of cross-domain relations. In order to arrive at a 1 https://www. pengroup. org/archimate/ The ArchiMate Forum of The Open Group is the platform for everyone involved with the use and evolution of ArchiMate. Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developme nts, 2001-2009 9 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection coherent architectural description, several architectural domains and layers as well as their relations must be modelled. This chapter describes the first steps towards a language to support this. The relations between the business and application layer, which play a central role in this version of the language, are a first contribution to the solution of the business-ICT alignment problem that ArchiMate try to tackle. For the state of the art in enterprise modelling, languages have to consider for organisation and process modelling and languages for application and technology modelling. Although there is a trend towards considering the relationship between the organisational processes and the information systems and applications that support them (often referred to as ? business-IT alignment), modelling echniques to really express this relationship hardly exist yet. A wide variety of organis ation and process modelling languages are currently in use: there is no single standard for models in this domain. The conceptual domains that are covered differ from language to language. In many languages, the relations between domains are not clearly defined. Also, most languages are not really suitable to describe architectures: they provide concepts to model, e. g. , detailed business processes, but not the high-level relationship. Some of the most popular languages are proprietary to specific software tools. Relevant languages in this category include: o The Business Process Modeling Notation (BPMN) is a standard for business process modeling, and provides a graphical notation for specifying business processes in a Business Process Diagram (BPD), based on a flowcharting technnique very similar to activity diagrams from Unified Modeling Language (UML). The objective of BPMN is to support business process management for both technical users and business users by providing a n otation that is intuitive to business users yet able to represent complex process semantics. IDEF originating from the US Ministry of Defence is a collection of 16 (unrelated) diagramming techniques, three of which are widely used: IDEF0 (function modelling), IDEF1/IDEF1x (information and data modelling) and IDEF3 (process description). ArchiMate as an Enterprise Architecture modelling language, originally developed as an initiative of a consortium of Dutch organisations and the Telematica Institute, today ArchiMate is part of the Open Group set of Standards. o o 2. 2. TOGAF 9 TOGAF Version 9 Enterprise Edition (TOGAF 9 for short) is a detailed method and set of supporting resources for developing an Enterprise Architecture. Developed and endorsed by the membership of The Open Groups Architecture Forum, TOGAF 9 represents an industry consensus framework and method for Enterprise Architecture. As a comprehensive, open method for Enterprise Architecture, TOGAF 9 complements, and can be used in conjunction with, other frameworks that are more focused on specific aspects of architecture or for vertical sectors such as Government, Defense, and Finance, therefore the support of tools is important. Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 10 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 3. Overview of Enterprise Architecture Tools(2) 3. 1. Institute For Enterprise Architecture Developments Your, Return On Information Your, Return On Information Overview of vendors Tools. (3) Risk / Strategy / Enterprise / Solution Architecture Tools Overview 2009 Governance, Risk, Compliancy Enterprise/ITPo rtfolio Business/I management T Strategy 5. 0 (C) Copyrights IFEAD 2001 2009 Modelling Languages Support (BPMN, Archimate, UML) Not Specified Not Specified Supplier Aam tech Acceptsoftware Tool SAMU Accept 360 Adaptive EA Manager, IT Portfolio Manager, Met adata Manager, Project Portfolio Manager Program Management Enterprise Architecture Solution Architecture Software Engineering Togaf 9 Support Not Specified Not Specified Adaptive Not Specified Not Specified Agilense Altova Alfabet ASG Software Solutions Avolution EA Webmodeler Altova Enterprise Suite Planning IT ASG-Rochade Abacus BiZZdesign Architect, BiZZdesigner, Riskmanager Corporate Modeler Enterprise Edition SimProcess Not Specified Not Specified Togaf 9 Not Specified Togaf 9 Not Specified UML Not Specified Not Specified Archimate, BPMN, UML Bizzdesign Casewise CACI International Togaf 9 Togaf 9 Not Specified Not Specified Not Specified Not Specified Not Specified Not Specified Togaf 9 Togaf 9 Togaf 9 Not Specified Togaf 9 Not Specified Not Specified Togaf 9 Not Specified Not Specified Not Specified Not Specified Togaf 9 Not Specified Togaf 9 Not Specified Archimate Archimate, BPMN, UML BPMN UML BPMN BPMN Not Specified UML Archimate, BPMN Not Specified Not Specified UML BPMN, UML Not Specified Not Specified BPMN Not Specified Not Specified BPMN, UML Not Specified BPMN, UML Archimate, BPMN, UML Archimate, BPMN, UML Not Specified Enterprise Elements Elements Repository Modeling Validation Forsight Tool set Future Tech Systems, Inc ENVISION ® VIP GoAgile MAP Product GoAgile Suite IBM Rational Software IBM Architect ARIS Business IDS Scheer Performance Edition Intelligile Corporation MAP Suite + ITAA Knotion Consulting LogicLibrary Mega International CA Palisade Metastorm Qualiware Salamander Organisation Select Business Solutions Simon Labs Sparx Systems IBM TeleLogic Troux Visible UDEF Explorer Logidex Mega (Process, Architect, Designer) NetViz Suite Risk Decision Analysis Metastorm Enterprise Products Qualiware Product Suite MooD Transformation Technology Select Solution Factory SimonTool Enterprise Architect System Architect Family + Rhapsody Troux 8 Visible Advantage Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, I nstitute For Enterprise Architecture Developments, 2001-2009 11 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 4. Candidate Tool Requirements Checklist First and foremost, objectives for acquiring and using a comprehensive modeling tool must be articulated and agreed to by all stakeholders. Since this tool is to support enterprise architecture, enterprise-level objectives must be included. Once that is accomplished, the objectives must be translated into requirements for both vendor presence and performance. Also, architectural principles both high-level conceptual and domain-level detailed must be included as screening criteria. Principles can either be converted into requirements or left as-is, requiring vendors to demonstrate their support of such principles. The functional requirements of a tool must be understood prior to embarking on a selection. Only the functionality that is currently required of the tool or that which will be realistically necess ary in the future should be selected. The next list is a candidate listing of requirements and specifications. Enhance this list for your own specific situation. Only the functionality that is currently required of the EA tool, or that which will be realistically necessary in the future, should be selected. 4. 1. Candidate list of EA Tool Requirements Specifications 1 1. 1 1. 1. 1 1. 1. 2 1. 1. 3 1. 1. 4 1. 1. 5 1. 1. 6 1. 1. 7 1. 1. 8 1. 1. 9 1. 1. 10 1. 1. 11 1. 2 1. 2. 1 1. 2. 2 1. 2. 3 1. 2. 4 1. 2. 5 1. 2. 6 1. 2. 7 Operational Technical Fit Platform Environment Can the client software be installed on MS Windows XP? Can the client software be installed on MS Windows Vista? Can the client software be installed on Linux? Can the server component be set up on MS Windows 2003 Server? Can the server component be set up on SunSolaris? Can the server component be set up on Linux Servers? Can the server component be set up on Unix Servers? Can the repository be set up using the latest versions of Oracle DB? Which Versions? Can the repository be set up for SQL Server? Which Versions? Can the web client be set up for MS Internet Explorer? Which Versions? Are there specific requirements or specifications to setup the repository? Which? Performance Availability Can additional licenses be added dynamically without the need to affect users PCs? Can the tool still operate for a period of time if the server holding the licenses fail, e. g. crashes? Does the tool handle extreme amounts of data e. g. millions of records? Does the tool operate at the same performance if there are 100 users accessing the same repository? Offers the tool facilities to monitor its performance? Is remote access feasible and practical (e. g. via GPRS/notebook)? Can the tool perform several tasks at the same time? (e. g. run a report in the background)? Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 2 M ay 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 1. 2. 8 1. 3 1. 3. 1 1. 3. 2 1. 3. 3 1. 3. 4 1. 3. 5 1. 3. 6 1. 3. 7 1. 3. 8 1. 3. 9 1. 3. 10 1. 3. 11 1. 3. 12 1. 3. 13 1. 3. 14 1. 3. 15 1. 3. 16 1. 4 1. 4. 1 1. 4. 2 1. 4. 3 1. 4. 4 1. 4. 5 1. 4. 6 1. 4. 7 1. 4. 8 1. 5 1. 5. 1 1. 5. 2 1. 5. 3 1. 6 1. 6. 1 1. 6. 2 1. 6. 3 1. 6. 4 1. 7 1. 7. 1 1. 7. 2 1. 7. 3 1. 7. 4 2 2. 1 2. 1. 1 2. 1. 2 2. 1. 3 2. 1. 4 2. 1. 5 Does the tool have a simultaneous update of open views without user interaction? Security (User Admin) Is the user required to log on every time he uses the tool? Is it possible to authorize the user at the level of objects? Is it possible to authorize the user at the level of class properties? Does the tool support role based user management? Does the tool support check-in/check-out items of repository? Does the tool support read only access? Does the tool support management of user groups? Does the tool support more than 100 simultaneously logged o n users? Assuming there are licenses, can any number of users access the repository at the same time? Are there at least four different user profiles which can have hierarchical relationships to each other? Does the tool record the full history of changes to objects? Does the tool run reports on utilization of its licenses? Does the tool support external Accountancy Audits? Does the tool stamp all changes done to objects with a time-user stamp? Is it possible to define own user profiles? Is it possible to (explicitly) lock models or parts of models? Software Distribution Is a central shared installation possible, which allows users to access the tool without local installation procedures? Does the tool support shared installation of upgrades? Are upgrades possible without a system (esp. server) shutdown? Does the tool support shared initial installation? (I. e. can the tool be site-installed and the installation shared by users)? Are bug fixes distributed in the form of patche s? Are patches freely available? Can patches be downloaded from the Internet? Do you have less than three releases a year with well before published release plans? Release Management Does the tool support rollback? Does the tool support replication/synchronization mechanisms? Is it possible to replicate parts of the repository to local repositories? Tool Architecture Does the tool have a client / server architecture? Does the tool provide a thin client? Does the tool provide a thick client? Does the tool provide standalone usage? Technical and Operational Requirements Does the tool have below or average requirements on operational memory? Please define. Does the tool have below or average requirements on CPU? Please define. Does the tool have below or average requirements on external memory (disks)? Please define. Does the tool use a standard RDBMS? Please define. Vendor Support Help Desk Support Can help desk support be offered in English or other languages? Can you offer time t o repair guarantee? Do you provide standard escalation procedures for problem resolution? Is a log of all known bugs, including date of first occurrence, status and date of closure, available online for at least the last 6 months? Can these resources be contacted by phone and e-mail? Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 13 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 2. 1. 6 2. 1. 7 2. 1. 8 2. 1. 9 2. 1. 10 2. 1. 11 2. 1. 12 2. 1. 13 2. 2 2. 2. 1 2. 2. 2 2. 2. 3 2. 2. 4 2. 2. 5 2. 2. 6 2. 2. 7 2. 2. 2. 3 2. 3. 1 2. 3. 2 2. 4 2. 4. 1 2. 4. 2 2. 4. 3 2. 4. 4 2. 4. 6 2. 5 2. 5. 1 2. 5. 2 2. 6 2. 6. 1 2. 6. 2 2. 6. 3 2. 6. 4 3 3. 1 3. 1. 1 3. 1. 2 3. 1. 3 3. 1. 4 3. 1. 5 3. 1. 6 3. 1. 7 3. 1. 8 3. 1. 9 3. 1. 10 3. 1. 11 Does the help desk have a list of all customizations/work carried out by consultants on the clients site? Can the tool be installed without training ? Does the tool provide interactive help? Is the interactive help comprehensive and easy to navigate? Does the tool have an online tutorial? Does the tool have tutorial/help on features? Does the tool have online documentation? Do you run a global bulletin board for raising bug enquiries? Training Do you have dedicated in-house product trainers? Do you provide training specifically for Enterprise Modellers? Can the training be conducted in other languages then English? Which languages? Do you publish regular training schedules? Do you provide formal training of the product? Is courseware available for purchase? Do you provide web based training /e-learning? Do you offer on-site trainings all over the world? Professional Services (Migration) Do you provide consulting services? Do you offer tools or (assistance with) a one-off conversion of documents from Excel, Visio, Word or other format to your tool? Documentation Will you provide us with a full comprehensive set of documentatio n covering all aspects of the tool? Are changes made available on the Web? Are all documents made available in both hard and soft format? Is the documentation available other languages than English? Define Is there additional documentation available for purchase? Local Support Do you offer local support in Europe? Do you offer guaranteed reaction times? Newsgroups Is there a user group for your product? Do they meet regularly? Do they have a website? Do you run a global newsgroup for discussion? Functional Fit (Specific) Support Analysis Does the tool search enterprise architecture design patterns in order to suggest a possible solution? Does the tool support the process of enterprise architecture requirement analysis and the process of generating architecture design? Does the tool offer consistency checking and quality checks for designed architectures in accordance to architecture principles and rules? Does the tool support impact analysis at all levels? Does the tool support d elta analysis at all levels? Are there syntax checks through the given data? Are there semantic checks through the given data? Can new consistency checks be defined at any time? Does the tool support bottleneck analysis? Does the tool offer a common meta-model? Does the tool offer mean to force mandatory inputs? Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 14 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 3. 1. 12 3. 2 3. 2. 1 3. 2. 2 3. 2. 3 3. 2. 4 3. 2. 5 3. 2. 6 3. 2. 7 3. 2. 8 3. 3 3. 3. 1 3. 3. 2 3. 3. 3 3. 4 3. . 1 3. 4. 2 3. 4. 3 3. 4. 4 3. 4. 5 3. 4. 6 3. 4. 7 3. 4. 8 3. 4. 9 3. 5 3. 5. 1 3. 5. 2 3. 5. 3 3. 5. 4 3. 5. 5 3. 5. 6 3. 5. 7 3. 5. 8 3. 5. 9 Does the tool support the structured access to stored objects and attributes (trees, hierarchy)? Support of Enterprise Architecture Frameworks Delivers the tool Support for Zachman Framework? Delivers the tool Suppo rt for FEAF (Federal Enterprise Architecture Framework)? Delivers the tool Support for E2AF (Extended Enterprise Architecture Framework)? Delivers the tool Support for DoDAF (C4ISR)? Delivers the tool Support for TOGAF v9 EA Framework? Delivers the tool Support for a custom or proprietary enterprise architecture framework? Can the tool handle references to an external custom enterprise architectural framework? Does the tool aid user with navigation in a custom enterprise architecture framework? Support of Enterprise Architecture Program (Time) Does the tool have a timeline marking of objects (e. g. objects valid from.. to.. )? Does the tool handle different stages of existence of objects (e. g. under discussion, valid, in operation, discarded)? Can the tool produce time-related output? (e. g. o show the enterprise architectural landscape at a specific date (to any freely chosen date)? Simulation Does the tool support simulation of alternative enterprise architecture scenarios? Ca n the tool generate landscapes of (selected) objects of one or more classes? Can the tool generate a landscape of objects which existed on a certain date or over a certain period if time in the past? Is it possible to generate a to-be landscape of objects planned for certain dates? Does the tool simulate impact of changes in a scenario? Does the tool support hierarchy? Has the tool the ability to support discrete simulation? Has the tool the ability to perform Monte Carlo simulation? Have the tool facilities to graphical simulation of processes to demonstrate bottlenecks? Repository management Does the tool support Enterprise Architecture Diagrams? Does the tool have Domain Architecture Diagrams? Does the tool have Application Architecture Diagrams? Does the tool have Information Architecture Diagrams? Does the tool have IT Architecture Diagrams? Does the tool fully support Custom Type Diagrams (e. g. Management Dashboard View)? Does the tool support workflow? Does the tool have process modeling functionality i. e. process decomposition and process charts? Does the tool support enterprise architecture design diagrams as standard or can be customized to support this, with the ability to reuse applications and system interfaces from the application architecture diagrams? Does the tool support logical models? Does the tool support physical models (system level)? Does the tool support data flow diagrams? Can the user reuse all objects/definitions (metadata items)? Can the user define and reuse applications within the tool? Can the user define and reuse system interfaces? Can the user define and reuse data flows? Can the user define and reuse functions? Can the user define and reuse technology? Can the user define and reuse requirements? Can the user define and reuse business processes? Can the user define and reuse goals? 15 May 2009 3. 5. 10 3. 5. 11 3. 5. 12 3. 5. 13 3. 5. 14 3. 5. 15 3. 5. 16 3. 5. 17 3. 5. 18 3. 5. 19 3. 5. 20 3. 5. 21 Enterprise Arch itecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 3. 5. 22 3. 5. 23 3. 5. 24 3. 5. 25 3. 5. 26 3. 5. 27 3. 5. 28 3. 5. 29 3. 5. 30 3. 5. 31 3. 5. 32 3. 5. 33 3. 5. 34 3. 5. 35 3. 5. 36 3. 5. 7 3. 5. 38 3. 5. 39 3. 6 3. 6. 1 3. 6. 2 3. 6. 3 3. 6. 4 3. 6. 5 3. 6. 6 3. 6. 7 3. 6. 8 3. 6. 9 3. 6. 10 3. 6. 11 3. 6. 12 3. 6. 13 3. 6. 14 3. 7 3. 7. 1 3. 7. 2 3. 7. 3 3. 7. 4 3. 7. 5 3. 7. 6 3. 7. 7 3. 7. 8 3. 7. 9 3. 7. 10 3. 7. 11 3. 7. 12 3. 7. 13 3. 7. 14 Is the user able to view the architecture through a function view? Is the user able to view the architecture through an information view? Is the user able to view the architecture through an integration view? Is the user able to view the architecture through a distribution view? Can the user define and reuse location? Can the user define and reuse roles? Does the tool support organization models? Can the use r have an is-a relationship between a class of objects and its objects within the tool? Can the user have a belong to relationship between some defined object class? Does the tool support extensibility of repository? Does the tool support different abstraction levels (level of detail)? Can the tool generate diagrams using objects, their properties and relationships out of the repository? Has the tool the ability to create / design network hardware systems diagrams / models? Has the tool the ability to create / design communication diagrams / models? Has the tool the ability to scan networks and build network systems topology? Has the tool the ability to create an enterprise meta data dictionary? Does the tool support the incorporation of service level agreements? Has the tool the ability to support Business IT strategy definitions? Validation of Models Does the tool support a goal model, showing business goals? Does the tool support hierarchy and linking of goals? Does the tool support linking of goals to other categories of objects? Does the tool support polymorphism? Does the tool support inheritance? Does the tool support encapsulation? Does the tool have automatic parsing of requirements? (e. g. by keywords Note: Requirement means anything to comply with , e. g. business rules, IT Strategy etc. ) Does the tool have a text and graphical interface to follow the links? Does the tool support versioning of requirements, history of requirement changes, log of modifications etc? Does the tool ensure compliance to defined meta model at all levels? Does the tool ensure that involved responsible users for certain objects (e. g. systems) must agree when changes to interfaces between objects will be done? (workflow) Has the tool the ability to do impact analysis? Has the tool the ability to trace inconsistencies over models? Has the tool the ability to trace incompleteness? Support of Standard modeling languages, methods and techniques Does the tool support UML? Delivers the tool Support for MDA (i. e.. , Model Driven Architecture, OMG)? Delivers the tool Support for BPML (i. e. , Business Process Modeling Language)? Delivers the tool Support for BPEL 2. 0 (i. e.. , Business Process Execution language)? Delivers the tool Support for BPMN (i. e. , Business Process Modeling Notation)? Delivers the tool Support for ADML (i. e. , Architecture Description Markup Language, Open Group)? Does the tool support the Yourdon methodology? Does the tool support the Archimate Modeling language? Does the tool support SSADM (i. e. , Structured Systems Analysis Design Methodology)? Does the tool support modeling processes with a swim-lane diagramming approach? Has the tool the ability to develop IDEF0 diagrams? Has the tool the ability to develop IDEF1 diagrams? Has the tool the ability to perform IDEF 1X data modeling? Has the tool the ability to develop IDEF 3 diagrams? 16 May 2009 Enterprise Architecture Tool Selection Guide v5. 0  © Copyright s, Institute For Enterprise Architecture Developments, 2001-2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 3. 7. 15 3. 7. 16 3. 7. 17 3. 7. 18 3. 7. 19 3. 7. 20 3. 7. 21 3. 7. 22 3. 7. 23 3. 7. 24 3. 7. 25 3. 7. 26 3. 8 3. 8. 1 3. 8. 2 4 4. 1 4. 1. 1 4. 1. 2 4. 1. 3 4. 1. 4 4. 1. 5 4. 1. 6 4. 1. 7 4. 1. 8 4. 1. 9 4. 1. 10 4. 1. 11 4. 1. 12 4. 1. 13 4. 1. 14 4. 1. 15 4. 1. 16 4. 1. 17 4. 1. 18 4. 1. 19 4. 1. 20 4. 2 4. 2. 1 4. 2. 2 4. 2. 3 4. 2. 4 4. 2. 5 4. 2. 6 4. 2. 7 4. 2. 8 4. 2. 9 4. 2. 10 Does the tool support for IDL (IDEF Interchange Definition Language)? Does the tool support a Six Sigma approach? Does the tool support ISO 900x methodology? Has the tool the ability to develop ANSI standard flowcharts? Does the tool Support for ABC (i. e. , activity based costing)? Hast the tool the ability to create UML v 2. 0 diagrams (e. q. , use cases, state diagrams sequence diagrams, etc)? Has the tool the ability to create IE entity relationship (ER) diagram s? Does the tool support for cardinal notation to create up to fifth normal form ER diagrams? Has the tool the ability to associate multiple attributes per entity (e. q.. , ;25)? Has the tool the ability to generate physical data models (e. q.. , DDL)? Has the tool the ability to create DFDs (i. e. , data flow diagrams)? Does the tool support for Jackson use cases? Support for Enterprise Architecture Review Management Does the tool support identification of components where counter steering is required? Does the tool provide information objects to store, access review reports and results in a structured manner? Functional Fit (General) User Interface Can the user decide on what level to navigate through the tool? Does the tool navigate through a browser? Does the tool support drill down/drill up between levels of detail? Does the tool support undo/redo functionality? Can any number, without a limit, of levels of diagrams be attached to a top level diagram? Does the tool suppor t navigation between the graphical tool and the database in both directions? Does the tool have a search engine for structured and unstructured information? Does the tool have a database of patterns? Does the tool have a database of customizable examples / solutions? Does the tool have a framework of orientation within the whole projects? Is there a common look and feel across all products? Do all elements of your product employ similar usability functions? Can the system use graphical and non-graphical user interfaces? Is the use of either interchangeable? Can drag drop be used in the graphical user interface? Does the tool support the definition of specific views for defined objects through all levels? Does the tool model connection between objects as own objects with attributes? Can attributes of connections be displayed automatically? Can the visualization of connections be changed manually/automatically? Has the tool the ability to mine for patterns within multiple models? Customization Can the user create new diagram types? Can the user create new definitions? Can the user create custom visualizations (symbols) for objects? Can the user create new matrices (relations)? Can the user create new properties for existing definitions? Is possible to create custom queries/filters? Is there no limit to the amount of diagrams, definitions, objects and matrices that can be created? Are the reports easy configurable (i. e. with little coding or very little with the help of examples and tutorials)? Can the user define custom views? Does the tool support aggregation of information in order to create one big picture (Overview)? Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 17 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 4. 2. 11 4. 2. 12 4. 4. 3. 1 4. 3. 2 4. 3. 3 4. 3. 4 4. 3. 5 4. 3. 6 4. 3. 7 4. 3. 8 4. 3. 9 4. 3. 10 4. 3. 11 4. 3. 12 4. 3. 13 4. 3. 14 4. 3. 15 4. 4 4. 4. 1 4. 4. 2 4. 4. 3 4. 4. 4 4. 4. 5 4. 4. 6 4. 4. 7 4. 4. 8 4. 4. 9 4. 4. 10 4. 4. 11 4. 4. 12 4. 4. 13 4. 4. 14 4. 4. 15 4. 5 4. 5. 1 4. 5. 2 4. 5. 3 4. 5. 4 4. 5. 5 4. 5. 6 4. 5. 7 4. 5. 8 4. 6 4. 6. 1 4. 6. 2 4. 6. 3 4. 6. 4 4. 7 4. 7. 1 Has the tool the ability to spell-check? Has the tool the ability to find and replace? Import/Integration Are there interfaces to other DB programs like: OracleX, MS SQL Server, MS Access, DB2, other? Does the tool import/export using XML? Does the tool integrate with BEA Workshop? Does the tool integrate with Oracle Designer? Does the tool integrate with Rational Rose? Has the tool the ability to support/export to a certain ERP solution? Has the tool the ability to support/export to certain CRM solution? Has the tool the ability to support/export to a certain SCM solution? Has the tool the ability to generate WFSL? Has the tool the ability to import models and diagrams from other tools (e. q. , Visio, etc)? Has the tool the ability to import from CSV (i. e. , comma delimited ASCII)? Has the tool the ability to import from XML files)? Has the tool the ability to publish models in Microsoft Word Has the tool the ability to maintain model relationships in HTML via hyperlinks Has the tool the ability to export to Microsoft Project? Reporting Is it possible to generate, to save and to export user defined reports and graphics? Is it possible to generate HTML output, including diagrams? Is it possible to export to MS WinWord? Is it possible to export to MS Excel? Can the tool produce a summary in MS WinWord to give a summary of the architecture landscape? Can the tool produce a summary in MS WinWord or Excel to give a picture of the mappings and how it fits together? Can the MS WinWord templates/reports be changed through GUI ? Does the tool support drill down reporting? Does the tool support summary reporting? Does the tool support queries? Is it possible to export to MS Visio? Is it possible to im port from MS Visio? Is it possible to export to MS Powerpoint? Is it possible to print all generated reports, graphics to standard output formats (DIN A0-A4), PDF? Is it possible to publish defined information automatically based on predefined states, events or time? Version Management Is there a version mechanism within the tool? Can the tool provide several versions of one metadata object? Is it possible to compare models within a repository? Can the tool handle conflicts on import and merge commands? Does the tool allow multiple versions of an object? Does the tool support comparisons between versions of objects? Does the tool support migration of individual objects/components through development phases? Does the tool support resolution of migration conflicts during the migration of multiple releases? Documentation Management Does the tool produce documents in industry standard formats (ISO, IEEE †¦)? Does the tool support generating of presentations? Does the tool suppor t WYSWIG preview of output documents and presentations? Does the tool support concurrent review, markup and comment of documents, designs, etc? Help and Tutorials Installation: Can the tool be installed without vendor‘s assistance? Enterprise Architecture Tool Selection Guide v5. 0  © Copyrights, Institute For Enterprise Architecture Developments, 2001-2009 18 May 2009 Enterprise Architecture Tool Selection Guide EA Tool Selection 4. 7. 2 4. 7. 3 4. 7. 4 4

Example Answer On Multinational Corporations And Complexity - Free Essay Example

Sample details Pages: 10 Words: 3129 Downloads: 1 Date added: 2017/06/26 Category Economics Essay Type Analytical essay Did you like this example? Multinational corporations (MNCs), in their effort of globalisation normally face complexity that caused by multiculturalism and geographic dispersion. There are three characteristics of complexity in globalisation. 1) Multiplicity reflects the need of MNCs to be responsive to different viewpoints, public opinion concern and government rules and regulations. Don’t waste time! Our writers will create an original "Example Answer On Multinational Corporations And Complexity" essay for you Create order 2) Interdependence will means all operation and business activities are interrelated that can not be treated alone. 3) Ambiguity means the lack of information clarity that will lead to difficulty in interpreting events and people. Complexity in the international operating environment will then lead to various global challenges. It is difficult for MNCs to achieve organizational effectiveness and sustainable competitive advantage locally as well as globally if it is operating without an efficient and systematic HRM practices that align with the business strategy. Paine Co. which is building its international presence is facing some HR issues and challenges that typically will happen in MNCs. From the case study, the following main HR issues had been identified. TABLE 1: MAIN HUMAN RESOURCE ISSUES FACED BY PAINE CO. A. Communication Do not have a clear view of the corporate mission statement and vision set within the group. Lack of communication channel between the management and the employees. Do not have get-together among staff for idea exchange and employees feedback sessions. B. Recruitment, selection and retention Decentralised recruitment policies. Do not have good image branding and company reputation. C. Performance management and reward system Do not have well designed performance review and appraisal system. D. Training and development Do not provide staff intensive training for all new employees. Do not have further on-job or off-job training for improvement of skills and knowledge. Do not have interchanging of staff between subsidiaries. Communication being one of the most important components in human life is also the key of success for HR management. Effective communication is essential throughout an organization to ensure transpire of all information and knowledge sharing can be achieved. Communication is also vital for the organizational objectives setting. Effective communication between the employer and employees can lead to a greater understanding in achieving organizations goal. Study by Lindholm, N. (2000) found that it is important to communicate the company goal and job objective clearly to the host-country employees in MNCs to increase their job satisfaction. Jack Welch, the CEO of General Electric Co. (GE) had introduced the informal culture across the company. The Informal by Jack Welc h means violating the conventional chain of command, creating communication across all layers of the organization and everyone can talk to the boss. During his tenure as GEs CEO, Jack Welch organized a lot of corporate events that provide opportunities to all the employees to get-together and at the same time the management can communicate the company values and vision effectively to the employees. Besides that, Jack Welch also made unexpected visits to plants and offices abroad as well as scheduled luncheons with his managers to achieve good leading, guidance, and influence the behaviour of complex organization. The weakness in communication within Paine Co. can be seen in a few contexts. The communication problems started from their international expansion with some of the subsidiaries running on decentralised basis. There are no common strategies and objectives been set and communicate across all subsidiaries in the overall business operation. There is also no interchange of people between subsidiaries which can help to promote knowledge sharing and team spirit. Collecting workplace feedbacks from employees can facilitate in creating two-way communication which is important in an organization. Annual staff opinion survey is one of the methods that can be introduced to collect feedbacks from employees. In Paine Co., the occasion that consultants from France made direct complaints to their MD bypassing their local manager had shown the lack in proper channel of communication within the organization. Besides that, Ferguson as the MD of Paine Co. did not emphasize on knowledge sharing and team work but only see personal results and performance as the key factors of determining the business success. Therefore, overall synergy can not be achieved for a greater sustainable competitive advantage. Human assets are important for service industry as their people are core part of the source of services that have direct visibility from a customer point of view. Stringent recruitment and selection processes must be implemented to ensure the right people are to be engaged. Employers reputation and corporate branding are other crucial factors that will affect the recruitment and selection process. Highly talented people are always looking for their employer of choice in seeking their job for better career advancement. Singapore Airlines (SIA) for example had been the employer of choice for many educated young people due to their reputation as a service leader in the airline industry. On the other hand, SIA adopts a highly rigorous and stringent selection process which the applicants are required to meet various criteria from outlook appearance, age ranges, academic qualifications as well as physical attributes. The stringent selection process is to ensure the right people bee selected for the right job and at the same time improve the service quality of the organization. In this case, Paine Co. failed to carry out the best-practice in th e recruitment and selection strategies. The company has had problems in developing a brand with a good company image in Germany, both for clients and staff. While facing the problem in recruiting good staffs, at the same time it also fails to retain the talented young employees. These have affected the efficiency and smoothness of the project and business operation and at the same time will incur higher cost for recruitment purpose. As recruitment and retention of employee is another challenging task in IHRM. Employers need to select the right people and put them to the right jobs, as well as managing their performance effectively and at the same time retain the quality employees from leaving the organizations. Only the right people will take the organization where they need to go. Hadhiphanis (2010) highlighted three issues that need to be considered by management when recruiting employees: Value of experience and skills for the proposed position; behavioural and technical competen cies based in making hiring decision; and pre-screen candidates before interview. While for retention of staff, Hadhiphanis (2010) again suggested that three strategies need to be carefully implemented in order to ensure the company provide better value to their employees as compare to their competitors. Options of remuneration, fringe benefits and rewards system to employees. Clear in communicating expectations and ability to gauge the performance against expectations. Rotational assignments, career development and planning as well as financial support (job-related and non-job related) to employees. The implementation of good staff recruitment and retaining strategies will not only build good employees capability for today but also for the future. Paine Co. should identify the needs of their employees and should not assume employees in every country having the same needs. Most of the time, the employees needs are reflected in the social-economy and culture of the count ry. Besides that, employees needs will not be the same all the time and review should be carried out periodically to ensure the HR practices are being implemented correctly to suit the current conditions. As for the performance management and reward system (PMRS) in Paine and Co. Although employees bonus and rewards are performance based, the final decision still subject to the senior management discretions without going through a proper appraisal and performance review system. Therefore their bonus system is not well-regarded. Performance management (PM) was defined as a HRM process involving constant evaluation of individual and corporate improvement progress against the predetermined objectives which are correlated to the company business strategy (Dowling et al., 1999 cited by Lindholm, N., 2000). The extrinsic and intrinsic motivations, understanding of job task and job satisfaction of the employees are mainly influenced by PM practices of a company (Lindholm, N., 2000). PM that is properly planned and implemented will also help in the objectives setting, reducing job errors as well as maximizing employees satisfaction and motivation in achieving not only individual job objectives but also align with the companys business strategy in achieving organizational goals. Evidence from research had shown that cultural differences among countries will affect the elements in implementing PM. PM practices will not be successful if MNCs implement and standardize their PM policies at both home country office and the overseas subsidiaries without consideration the cultural differences among the countries. Hofstedes cultural dimensions theory had been applied by researchers in their studies in relationship between the cultural differences and the transferability of PM as well as job satisfaction in MNCs. Lindholm, N. (2000) suggested that PM system should be modified to suit to the culture of host-country. Modular type PM system that can suit to different culture s in different countries can be developed to improve the job satisfaction and performance of host-country employees. Besides that, the design and implementation of a fair performance evaluation system by taking host-country employees feedback into consideration is crucial to create job satisfaction of employees in MNCs. IHRM issue is one of the greatest challenges for all MNCs. Even world class companies like General Electric Co. and Black Decker Corp. will face some challenges in managing HRM issues when it first going global. Mendenhall, M.E et al, (2003) had identified the following Big Five global HR challenges for MNCs. Enhancing global business strategy Aligning HR issues with business strategy Designing and leading change Building global corporate cultures Developing global leaders The implementation of good IHRM practices has become very crucial in the success of all organization regardless their sizes and industry (Ulrich, 1997, cited by Nicolaou, N. a nd Costea, E.S). The fit of this type of culture HR system shall be given more attention in order to create an effective organization. In todays highly competitive globalization business environment, human resource become the main assets of an organization and therefore the implementation of IHRM strategy is the key to the success of the organization and its continuous competiveness in the global market. ANSWER FOR QUESTION 2: Barlett and Ghoshal (2000, cited by Harzing, A.W and Ruysseveldt, J.V., 2004) highlighted the three types of strategic objectives for MNCs are: meeting the challenges of global efficiency; multinational flexibility, and worldwide learning. Porter (1990, cited by Truong, et al, 2010) pointed out that the most significant source of competitive advantage for an economy is a skilled, flexible and well-educated workforce. While Heneman et al. (2000, cited by Truong, et al, 2010) stated that HR is important for all types of organizational sustainability. Many companies had realised the importance of strategic HR practices but only a few can implement it strategically in conjunction with the business strategy to gain competitive advantage (Schuler R.S MacMillan I.C, 1984). The following table shows the core components of HR practices that had been identified and the proposed HRM strategies in order to help Paine Co. in building their corporate business strategy to gain long-term comp etitive advantage. TABLE 2: CORE HRM COMPONENTS, CURRENT STATUS AND PROPOSED STRATEGIES FOR PAINE CO. HRM Core Components Current Status Strategies Recruitment and Selection Recruitment and selection procedures not regulated or standardised Do not have clear and stringent criteria in selection To use value-based hiring method To carry out proper job analysis and description Specification of minimum criteria in selection Standardisation of recruitment and selection procedures (i.e. interview, psychometric test and social test) Compensation and Benefits Remuneration system not standardised or according to industry standard To carry out industry remuneration review To introduce profit sharing scheme Performance Management and Reward System Do not have proper appraisal review system Rewards do not reflected on the individual performance No relationship between reward policy and corporate business development strategy To carry out KPI as PMRS To create link between goal-setting and performance achievement Training and Development Do not have proper training and development progr am To have intensive training for new staff To provide continuous training throughout employment Retention of Talents Lack of support from management to staff Lack of communication between employer and employees Lack of motivation Do not have succession plan To create multiple channels for information sharing To rewards the staff with innovative ways To carry out employees satisfaction survey To develop career advancement plan for employees Schuler R.S and MacMillan I.C (1984) suggested two ways for HRM practices to help in gaining organizational competitive advantage: by helping themselves and by helping others. They also clarified that good HRM practices should be first be targeted within the company before implement to the external parties (i.e. customers, suppliers, distributors). Strategic HRM practices should be ideally integrated with the business strategy of an organization in building long-tern competitive advantage. Wirtz, J., et al, 2007 believed that The wrong people are liability. Recruitment and selection is an important process in HRM that will decide whether the right person will be doing the right job at the right place. Value-based hiring method can be utilised by Paine Co. in their recruitment and selection process. A detail job analysis and job functions description should be carried out before determining the selection criteria in their recruitment exercise. Other than qualifications and experiences, criteria like physical attributes, social and emotional competency should also be considered when selecting their consultants who are the front-line staff that serve their clients. Therefore, other than structured interviews, psychometric tests and social competency tests should also be included in the screening process to ensure high quality consultants are recruited. By having stringent selection criteria, the uncertainty of hiring the right applicants with the expected qualities will be reduced. In lo ng run, the cost for recruitment and selection process can be reduced due to the increased in efficiency of recruitment and selection process. Besides the selection and recruitment process, Paine Co. also facing problems in managing their compensation and benefits as well as PMRS. It is suggested that profit sharing scheme to be introduced to the consultant advisers and senior consultants. This will encourage employees to be part of the business partners and increase their commitment towards the company performance. While for PMRS, Paine Co. should implement the Key Performance Indicator (KPI) system to ensure fair evaluation of performance review and structured appraisal throughout the whole group. Implement of KPI system will not only guarantee fair treatment to all staff but also make the objectives setting and performance management process more effective. Training is one of the key components of success for service industry like Paine Co. For organizations that are see king competitive advantage through HR, Khandekar, A., and Shama, A. (2005) suggested that they should design their HR systems so that human resources can be utilised efficiently and enabling knowledge been used by employees to maximize their organizational competitive. In this situation, Paine Co. is suggested to plan and provide an intensive training program to all its new employees before they carry out their duties. Intensive training programs are effective HRM tools because it can help the newcomers to master their jobs which probably causing fewer anxieties among them. Besides that, company values, objectives and the expectations from the employer can also be clearly communicated across to the new staff through intensive training. Subsequent off-job and on-job trainings should be planned and provided regularly throughout the employment period to improve knowledge and skills of employees. The training and development program is part of the strategic HR management that is essent ial for Paine Co. to obtain sustainable service excellence and long-term competitive advantage in the industry. Last but not least, the talents retention is another area that needs to be strategically implemented. Tobia, P.M (1999) mentioned that lowering turnover of staff will increase profits of a company. Besides that, only employees who are motivated and satisfied with their working conditions are able to produce good services and products for better competitive advantage in the industry. Many young consultants in Paine Co. left the company by joining the competitors proofed that its employees are not satisfied with their working conditions as compare to the competitors. Paine Co. need to improve the provision of resources to the employees in carrying out their duties. Implementation of some long-term retention programs such as innovative and fair PMRS; people friendly policies and carry out employees feedback survey will definitely help in reducing staff turnover rate. Op portunity for career advancement is another determinant of retention success. Succession plan and career path planning is important to retain talented employees and increase productivity. By implementing all the above proposed HRM strategies will not guarantee the ultimate success of the company in achieving the long-term business competitive advantage if there are no continuous reviews and improvement plans on its strategies. Besides a good HRM systems, products and brand differentiation; focus orientation; global thinking; a sensitive radar system; perpetual spirit of innovations; social and environmental responsibilities are some of the other criteria for MSCs to become a real World Class Company and achieve long-term business competitive advantage. All the above mentioned criteria will need to link people with the strategic needs of the business as people is the most valuable asset of an organization. If the business needs of an organization can be clearly identified and be i ntegrated effectively with the HRM practices, long-term sustainable competitive advantage will not be far from achievable. REFLECTION Planning and formulating the HRM practices with business strategy for competitive advantage will be meaningless if the management do not understand the basic needs of their employees. Therefore, communications play an important role in the analysing and understanding the employees behaviour so that the right HRM practices can be strategized. All employers know what the company goals are, but not everyone is able to articulate their products or services with the market-place effectively to determine the types of employees needed. The needs-matching process to get the right person to do the right job is another great challenge in HRM. Another concern will be the consistency in the implementation of the best HRM practices in an organization. Only long-term consistency in the practices can bring great results and achieve sustainable competitive advantage instead of just short-term success. Commitment from the top management is an important factor that will determine the success. Tot al organizational commitment can not be achieved without starting from the top and working down. If the top management started to demonstrate good practices, concern and commitment to their job and products, the employees will also begin to follow the same practices and further synergizing their contributions to perform for sustainable competitive advantage. END ABBREVIATIONS GE General Electric Co. HRM Human Resource Management IHRM International Human Resource Management KPI Key Performance Indicator MD Managing Director MNCs Multinational Corporations PM Performance Management PMRS Performance Management and Reward System SIA Singapore Airlines

The Wife Of Bath s Prologue And Tale - 2098 Words

After reading ‘The Wife of Bath’s Prologue and Tale’ I can see clear indications and agree that Chaucer was an anti-feminist’ by studying in depth both the prologue and tale I am going to show how Chaucer conforms to a patriarchal perspective in which he believes women are inferior to men making them the weak and unstable sex, who are neither socially, politically or economically equal to a man. In Chaucer’s `The Wife of Bath’s Prologue and Tale’, Chaucer opens the book with the strong opening sentence of ‘Experience, though no written auctoritee’, (Winny, 1999, p. 35, line 1–2) suggests that The Wife of Bath conformed to the societies needs and wants in that era, where women weren’t educated. However, Chaucer is an antifeminist and starts to build The Wife of Baths character as he progresses by representing her as a manipulative man eater who is out to get what she can from a husband, by using her body and her confidence to do so. By doing this Chaucer makes you re-think his text and almost deceives the reader into thinking very little of The Wife of Bath from the beginning. As we as readers know yes she may not have any written experience but she does have a lot of sexual experience. `God bad us for to wexe and multiplye; that gentil text kan I wel understonde. Eek well I woot, he seyde myn housbonde Sholde lete fader and moo der and take to me. But of no nombre mencion made he, of bigamye, or of octogamye; Why sholde men thanne speke of it vileynye?’ (Winny, 1999, p. 35,Show MoreRelatedThe Wife Of Bath s Prologue And Tale990 Words   |  4 PagesThe Wife of Bath s Prologue and Tale is about female empowerment it shows strong protagonists. I believe Geoffrey Chaucer used The Wife of Bath’s Tale to advocate for feminism. Chaucer used a strong female character to expose female stereotypes. It was an oppressive time for women in male-dominated society. During the Middle Ages, Chaucer wrote from a woman’s point of view something that was not normal at that time. He set his feminist ideals through the characters of the Wife of Bath and the oldRead MoreThe Wife Of Bath s Prologue And Tale1338 Words   |  6 PagesChaucer penned one of the great stories on the plight of being a woman as retold in The Canterbury Tales. â€Å"The Wife of Bath’s Prologue and Tale† points out t he fallacy of medieval churches view on women being the lesser gender. â€Å"The Wife of Bath’s Prologue and Tale† follows a woman, the Wife of Bath, who tries to defend the experiences she has had in her life against the judgements of men. The Wife revealed the prejudice against women at the time by saying, â€Å"it is an impossibility that any scholarRead MoreThe Wife Of Bath s Prologue And Tale2067 Words   |  9 Pagesâ€Å"The Wife of Bath’s Prologue† and â€Å"The Wife of Bath’s Tale† by Geoffrey Chaucer functions as a way to both satirize and represent female equality. In particular, The Wife of Bath challenges the stereotypes of what may appear to be â€Å"normal† treatment of women during this time period (TheBestNotes.com). She identifies the distinctions between â€Å"traditional† gender roles and relates them to passages from the bible, which are then taken out of context. These passages are meant to justify The W ife of Bath’sRead MoreThe Wife Of Bath s Tale Prologue And Story878 Words   |  4 Pagesit back later. In the Wife of Bath’s Tale Prologue and story, this idea called into question. During both of these stories, the idea of give and take is a major topic. Largely because the ones that are getting, are giving up essential control over their lives. In a world where divorce seems to be at an all time high, these tales attempt to shed light on what it would take to create a happy marriage or relationship. During the prologue of The Wife of Bath’s Tale, the wife discusses her thoughtsRead MoreThe Wife Of Bath s Prologue And Tale Essay1722 Words   |  7 Pagestheir male counterparts. However, The Wife of Bath’s Prologue and Tale, a poem written by Geoffrey Chaucer, redefine those ideals set upon women. The poem is broken up into two parts one is the prologue which includes a woman who talks about the rules set by the church and society on women. As well as how society looks upon women who live her life style. She counters these teaching by her knowledge of the bible by introducing biblical men who had more than one wife. It is later revealed that her soleRead MoreThe Wife Of Bath s Prologue And Tale1697 Words   |  7 PagesSawyer Guest English 470 04 April 2016 Empowering Women, or Degrading Them? Exploring Anti-Feminism in The Wife of Bath’s Prologue and Tale. So often, scholars tend to put a large focus on feminism seen throughout Geoffrey Chaucer’s â€Å"The Wife of Bath’s Prologue and Tale†, but they may not be seeing the larger picture of it all. There are definitely characteristics of the Wife that make her a strong female personality in the story, but is it fair for us to say that she embodies the characteristicsRead MoreChaucer s The Wife Of Bath s Prologue And Tale1358 Words   |  6 PagesThe Tactics Chaucer Uses in â€Å"The Wife of Bath’s Prologue and Tale: To Point Out the Faults in His Society After reading Chaucer’s work: â€Å"The Wife of Bath’s Tale†, and having been exposed to different interpretations of it, it is now to my knowledge that there have been many critical works that suggests opinions and thoughts about how to interpret both the tale and prologue. There have also been questions asked─one being, â€Å"so, did we actually figure out what women really want†, and the answer toRead MoreThe Wife Of Bath s Prologue1134 Words   |  5 PagesThe Wife of Bath uses bible verses in â€Å"The Wife of Bath’s Prologue.† Further, she employs the verses as an outline of her life to find reason in God to justify her actions. Nevertheless, the purpose of the verses differs within each stanza of the poem. The Wife of Bath is a sexually promiscuous, lustful, and manipulative woman. She marries men one after the other as they get older and die. In order to combat and overthrow the speculation and criticism being thrust upon her by societal norms becauseRead MoreAnalysis Of The Poem The Wife Of Bath Essay873 Words   |  4 PagesAnalytical Essay on the â€Å"Wife of Bath.† Question One Description of the Wife of Bath in terms of her progressive feminism, rhetoric style, and her prolog tale. Comparison of her as a women attitude towards general medieval attitude towards women. â€Å"Wife of Bath† Tale provides insight and understanding of the women change and their view mainly in matters of family, marriage, authority and marital affairs. The Prolog is double the size of her Tale, a lot of information about marriage group is givenRead MoreGeoffrey Chaucer View and Change on Judgement968 Words   |  4 Pagesthese people, but he actually did something about it. He had problems with some social aspects during the 1300s which included the church, gender differences, and hypocrisy. He wrote about these problems in a set of tales widely known as The Canterbury Tales. The first is The General Prologue which describes a pilgrimage to Canterbury that many people endure, but on this specific journey, twenty-nine different people travel together to Canterbury. He uses two types of satire to relinquish these opinions

Cancer Pathophysiology Free-Samples for Students-Myassignment

Question: Your task is to Describe how a Cell goes from Developing Cancerous Mutations to actually moving to new Sites in the Body. Answer: Biochemistry of cancer The emergence of cancer cells can be traced back to the cell cycle. According to Park, M. T., Lee, S. J (2003) a cell undergoes the interphase and the mitotic phase. In the interphase the cell grows and makes a copy of its DNA while in the mitotic phase the cell separates the DNA into two sets. The interphase includes the three stages that occur before the mitosis phase, that is, G1, S and G2 phase. The cell cycle events occur sequentially in the four stages. During the two gap phases, G1 and G2, the cell undertake active metabolism without any form of division. In synthesis(S) phase, the chromosomes duplicate as a result of DNA replication forming two copies of identical genetic material. During the mitosis phase, the chromosomes separate in the nucleus and the division of the cytoplasm and the organelles occurs. Checkpoints in the cycle at the end of G1 and G2 that can prevent the cell form entering the S or M phases of the cycle .Mutations in proto-oncogenes or in tumor suppresso r genes allow cancer cell to grow and divide without the regulation which is normally done within the cell cycle. Image credit:"The cell cycle: Figure 1"by OpenStax College, Biology (CC BY 3.0). The P53 protein is one of the genes that regulate this process of replication. It is a transcription factor which binds the DNA and activates the transcription of protein p 21. This protein inhibits the activity of a cycline dependent kinase required to enter G1 phase. This particular action allows time for the repair of the genetic material. A mutation that occurs either induced or occurring naturally may lead to formation of cancerous cells since the regulation step is not present. Other proteins involved in tumor suppression besides p53 are p16 and pRB. T work by inhibiting they all work by inhibiting cycline dependent kinases Differentiation Cell differentiation refers to the process through which developing cells mature and become specialized to carry out a particular function in the body. Differentiation is regulated by signals which promote maturation of the cells. In the case of cancer, there is differential differentiation of cells. The much differentiated cells look like the mature normal body cells. The progression of this tumor is usually slow. There are poorly or undifferentiated cells. These can be attributed to failure of response to the differentiation signal. Consequently, they tend to grow very fast. The differentiation of the cells is used to grade tumors into four grades. These are: undetermined grade, low grade, intermediate grade and high grade. Transformation According to the national cancer institute, transformation refers to the process through which cell undergo change and become malignant. Malignancy refers to uncontrolled cell division which has a potentiality of bringing about invasion of the nearby tissues. These cells can also invade other organs by being transported through blood vessels and lymph vessels. The key proteins involved are the tumor suppressor genes: p53 and pRB. Malignant transformation may be caused by diet, chemicals, heavy metals or infections. All these causative agents interfere with the genomic component of the cell. This has profound effects on the particular genes that suppress tumor formation. For stance in human papilloma virus infection, the viral gene E6 inhibits P53 while E7 inhibits pRB gene. In other cases mutation of these genes occurs. According to Hanahan A. Weinberg (2011), the hallmark of cancer consists of six biological changes that are acquired and important for tumor growth. They include: the acquisition of self-sufficiency in growth signals, loss of sensitivity to anti-growth factors, loss of capacity of apoptosis and senescence, sustained angiogenesis, ability to invade neighboring tissues and metastases. These changes are for classical carcinomas since not all tumors may achieve all of them. These biological characteristics are important since they enable it achieve uncontrolled growth with the ability to nourish and invade the tissues. According to clonal selection, mutant cells compete for resources in their micro environment. A clone with a tumor suppressor gene will expand only in a neoplasm were the mutation confers with an advantage over the other clones and the normal cells. Intravasation Intravasation refers to the process through which tumor cells enter the blood or lymph vessels and are thereby metastasized to other areas of the body. These cells move by a process known as diapedesis or trans-endothelial migration since the cells migrate between the junctions of the endothelial cells that constitute the wall of the vessels. Cadherin and adhesins are disrupted during this migration. Intravasation can be divided into active and passive. This classification is based on how it enters the blood stream either directly through a blood vessel or indirectly through a lymph vessel.in active Intravasation the tumor cells use a mechanism similar to that used by immune cells. They respond to chemokines, growth factors and nutrient gradient. Tumor associated macrophages release some of these molecules hence facilitating Intravasation into the blood stream. These molecules include chemokines and pro inflammatory factors. Chemokines aid in chemotaxis towards the blood vessel while the pro inflammatory factors enhance the penetration. The pro inflammatory factors are initially produced in areas around the tumor mass due to hypoxia hence used to counter oxygen deficit by increasing blood vessel permeability. Tumor associated macrophages are also involved in the process of remodeling the matrix surrounding the inflamed tumor sites. This remodeling is crucial in enabling the tumor cells migrate towards the blood vessels and access sites of endothelial wall of the blood vessel where they can invade. This remodeling also significantly affects the pericytes thereby interferes with the integrity of blood vessel wall. A series of interactions occurs between the tumor cells and the stromal cells hence they are able to enter the blood circulation. Extravasation This refers to the process by which cancer cells leave the blood stream and enter a secondary organ where they replicate. This leads to the formation of a secondary tumor in distant organs. Extravasation occurs in three steps. In the first step, tumor cells loosely attach to the endothelial cells of the blood vessels. This consequently results in a rolling motion of the tumor cells on the vascular surface this considerably lowers the movement of the tumor cells since the speed of blood at the periphery is lower than that of blood at the center. The tumor cells have a ligand which binds onto the E selectin on the endothelial cells. In the second step the tumor cells tightly attach onto the endothelial cells. This process can be referred to as adhesion. There is a change in the receptors for those used for the loose attachment and those used for tight attachment. Tight attachment is mediated by integrin activated by chemokine signaling. N Cadherin is expressed both in the tumor cell an d endothelial cells and is important in the final step which is diapedesis. Leucocyte acts as a liker cell linking the tumor through the ICAM 1 which then links to the endothelial cell. Angiogenesis Angiogenesis refers to the formation of new blood vessels. This process involves the migration growth and differentiation of endothelial cells to form new blood vessels to supply the tumor cell. This process is normally regulated by chemical signals produced in the body. Some signals activate this process while other inhibits it. According to M.E.Eichhorn, M.K.Angele C.J.Bruns (2007, Pp. 371379), the balance between the pro angiogenesis genes and anti-angiogenesis genes is upset and thereby promoting angiogenesis. The acquisition of angiogenic phenotype by the tumor cell is an important for tumor progression. Oncogene-derived protein expression and some cellular stress factors, such as hypoxia, low pH, nutrient deprivation, or inducers of reactive oxygen species (ROS), are important stimuli of angiogenic signaling. The factors involved in this process are listed below. Tumor angiogenic factors bind onto receptors on the endothelial cells and initiate a series of activities that promote angiogenesis. It involves migration proliferation and differentiation into new blood vessels endothelial cells release heparanase which digests the basement membrane and allow more angiogenic factors to reach them. The blood vessels spread without organization and the vessels have altered diameters and failure to differentiate. A vascularized tumor has a very high capability of growth and differentiation due to the presence of the necessary nutrients and oxygen for their growth. A non-vascularized tumor can only grow to about 1-2 cubic millimeters. The dependence on diffusion cannot sustain the nourishment requirement of the tumor cells. Migration Cancer cell migration is the process through which cancer metastasizes from the original tumor to other body organs. Cancer cells migrate by degrading the surrounding extra cellular matrix. They follow a leader cancer cell. The cancer cell loses cell-cell adhesion capacity and this allows the cell to dissociate from the primary tumor. The enzymes produced to disintegrate the matrix allow the movement of tumor cell towards the blood vessels. The chemokines attract the tumor cell towards the blood vessels or lymph vessel. They enter the vessels by diapedesis Circulation Cancer cells in the blood circulation express cytokeratins which indicates they are of somatic origin.in the blood stream they have to evade the immune mechanisms of the body. The tumor cells bind coagulation factors on the platelets. This forms an embolus aggregate that protects the tumor cells from by immune cells. This also protects them from shear and turbulence hence enhancing their survival. The tumor cells also activate the coagulation cascade and formation of platelet rich thrombi around the cells. Invasion This refers to the process through which tumor invades body tissues this process involves a series of proteins such as integrin, laminin and fibronectin for attachment. Enzymes are used for matrix degradation while Autocrine Motility Factor aid in locomotion. According to the three step theory of invasion, there are three particular steps: tumor attachment, degradation and dissolution of the matrix and the locomotion into the matrix. Attachment is mediated by the tumor cell plasma membrane receptors.it includes the fibronectin and laminin. In the matrix degradation, the tumor cell produces enzymes which outbalance the natural proteases in the matrix. Locomotion is influenced chemotactic factors such as Autocrine Motility Factor. Invasion takes place as a cyclic repetition of the three stages. References Gupta GP, Massagu J. Cancer metastasis: building a framework. Cell 2006 Nov 17; 127(4): 679- 95. Colotta, F., Allavena, P., Sica, A., Garlanda, C., Mantovani, A. (2009). Cancer-related inflammation, the seventh hallmark of cancer: links to genetic instability.Carcinogenesis,30(7), 1073-1081. Hanahan,D., Weinberg, R. A. (2000). The hallmarks of cancer cell,100(1), 57-70. Hanahan, D., Weinberg, R. A. (2011). Hallmarks of cancer: the next generation.cell,144(5), 646-674. Image credit:"The cell cycle: Figure 1"by OpenStax College, Biology (CC BY 3.0). Takahashi, Y., Bucana, C. D., Liu, W., Yoneda, J., Kitadai, Y., Cleary, K. R., Ellis, L. M. (1996). Platelet-derived endothelial cell growth factor in human colon cancer angiogenesis: role of infiltrating cells.Journal of the National Cancer Institute,88(16), 1146-1151. Eichhorn, M. E.,Kleespies, A., Angele, M. K., Jauch, K. W., Bruns, C. J. (2007). Angiogenesis in cancer: molecular mechanisms, clinical impact.Langenbeck's Archives of Surgery,392(3), 371-379. (https://www.ncbi.nlm.nih.gov/books/NBK164700) Makrilia, N., Lappa, T., Xyla, V., Nikolaidis, I., Syrigos, K.(2009).The role of angiogenesis in solid tumours: an overview.European journal of internal medicine,20(7), 663-671. https://www.ncbi.nlm.nih.gov/books/NBK164700/ Reya, T., Morrison, S. J., Clarke, M. F. Weissman, I. L. (2001). Stem cells, cancer and cancer stem cells.nature,414(6859), 105-111. Greenstein, J. P. (2016).Biochemistry of cancer. Elsevier. Park, M. T., Lee, S. J (2003). Cell cycle and cancer.Journal of biochemistry and molecular biology,36(1), 60-65. Tennant, D. A., Durn, R. V., Gottlieb, E. (2010). Targeting metabolic transformation for cancer therapy.Nature reviews cancer,10(4), 267-277.