体系架构（Enterprise Architecture, EA）的开山之作，之前一直引用，从来没有系统的学习，通过翻译加深理解，与感兴趣的朋友一起学习探讨。在提出基本框架后，作者从数据描述列（第一列）开始详细介绍框架中的内容，首先围绕范围呈现（第一行）做了分析和解读。

翻译中自己理解的东西加的比较多，不对的地方大家多多指正。

数据描述的架构呈现

Architectural representations for describing data

对应图2，可以了解到数据描述列每个单元格的内容以及他们之间的区别。尽管列中的每个单元格的架构呈现都是与数据描述相关（对应描述类型I），并且呈现模式都是“实体-关系-实体”，但“实体”和“关系”的含义会随着架构参与方的视角不同而相应变化。例外的是范围呈现（ballpark）中的实体与业务呈现单元格中的实体是相同的。范围呈现（ballpark）的视角只是一个宏观的描述，就像建筑架构师的“气泡图”一样被用来建立数据策略的总体规模和范围，进而决定如何投入资源来处理和管理数据。

To illustrate how each cell differs fromall of the others, examine the data description column of Figure 2. Even thoughevery cell in the column is descriptive type I relating to data, and thedescriptive model is “entity-relationship-entity,’’ the meanings of “entity”and “relationship” change with the different perspectives of the participantsin the architecture process. The only exception is the scope description(ballpark) cell, in which entity is defined the same as entity in the model ofthe business cell. This ballpark perspective is merely a very high level ofaggregation which is being used like the architect’s “bubble charts” toestablish the gross size and scope of the data strategy, leading to thedecision regarding investment of data processing resources in managing data.

范围呈现（ballpark视角）-数据列。图2的数据描述列中的范围呈现单元格是一个对业务相关的重要事物的列表。

Scope/description (ballpark perspective)-data column.The scope description cell in the datadescription column of Figure 2 could be expected to be a list of all the thingsthat are important to the business, and therefore, that the business manages.

表5是从范围的角度看数据描述列中的架构呈现的示例。

Table 5 is an example of an architecturalrepresentation in the data description column from the scope descriptionperspective.

数据描述对应的是事物列表（实物、名词），而不是动作的列表（过程、动词）。而在下一列流程描述中则包含操作列表（动词）。数据描述列中的事物（材料）列表在数据术语中被称为“实体”。

This representation would be a list ofthings (i.e., material-grammatically, nouns) as opposed to a list of actions(i.e., processes-grammatically, verbs). A list of actions (verbs) could beexpected in the next column, process description. The list of things (material)in the data description column would be called “entities” in data vernacular.

目前主要在范围一行讨论架构呈现，实体（事物）也可以是一类实体，即在更高层次聚合。利用这些架构呈现（实体）来作范围的决策，而不是设计的决策。选择什么实体或实体类，需要考虑利用信息系统的建设能否实现数据“仓库”的管理目标。

Since this architectural representation isat the scope description row, one could also expect that the entities (things)would likely be entity “classes,” that is, higher levels of aggregation,because the decision being made as a result of this representation would be oneof scope, not one of design. A selection would be being made of the entityclass or classes in which to invest actual information system (I/s) resourcesfor data “inventory” management purposes.

此外，在范围的单元格中，难以明确确定实体之间的关系。范围的决策，是在所有涉及业务价值的实体或实体类中，根据实际信息系统建设可以投入的资源，选择可实施和管理的实体类的子集。不过，先形成一个完整的实体总列表通常也很有用，有时，未被选中的实体与被选中的实体一样重要。

Further, in this cell, one might not expect to be definitive about the relationship between entities. The scope decision would constitute overlaying the business values on the total range of possibilities to identify a subset of entity classes for implementation which is consistent with the resources available for investing in information systems-specifically, in this case, the management of the selected class (or classes) of data，Furthermore, it is useful to startwith the total list of entities because, at times, the entities that are notselected are as significant as those that are selected.

战略/资源投资决策是基于对理解业务价值和发展战略做出的，通过信息收集/分析技术来完成业务分析，将分析结论对照业务实体的总表，选择实体的子集来进行实际投资和建设。由于本文的目的是定义架构，而不是描述决策的过程方法，因此后续除了一些环节具有特殊的决策方法外，将不会进一步说明决策如何制定。图2第一一行的范围描述单元格都具有这种策略/资源投资决策的特点。例如，在总体的业务流程列表中，业务可能没有足够的数据处理资源来自动化所有流程，需要选择一个子集，在其中投资数据处理资源以进行实际自动化。同样的情况，在业务运营地点的总列表中，可能没有足够的数据处理资源来将硬件和软件放在每个位置，因此也必须在实际安装软硬件位置做取舍。此外，尽管它们具有一定的联系，但是每个决策的制定都应该独立于其他决策。

The strategy/resource investment decisionis made by understanding the values/strategies of the business, which can bedone by using various datagathering/analytical techniques. The decision is madeby overlaying the analytical conclusions on the total list of business entitiesin the scope description cell and thereby selecting the subset of businessentities in which to actually invest data processing resources. Since thispaper is intended to define architecture, not to describe strategymethodologies, nothing further will be said about strategic planning except topoint out that similar kinds of decisions have to be made relative to everyother scope description cell. That is, out of the total list of business processes,the business likely does not have enough data processing resources to automateall the processes. Therefore, a decision will have to be made to select asubset in which to invest data processing resources for actual automation. Bythe same token, out of the total list of locations in which the businessoperates, it probably does not have enough data processing resources to puthardware and software in every location. Again, decisions will have to be madein selecting a subset of locations in which to actually install hardware andsoftware. These are the strategy/resource investment decisions that aresupported by the scope description cells in the top row of Figure 2. Althoughthey are inextricably related, the probability is that each decision will haveto be addressed independently of the others. Discussion now continues on theframework, particularly the data description column of Figure 2.

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