Post on 15-Jan-2015
description
April 10, 2023 1 Enterprise Architecture
Implementing an effective Enterprise Architecture
From C-suite to the front lines
Leo ShusterDirector, IT ArchitectureNationwide Insurance
April 10, 2023 2 Enterprise Architecture
Disclaimers
Many competing perspectives and approaches to Enterprise Architecture exist – this is just one of them
There is no single, agreed upon Enterprise Architecture standard
Information presented here will not make you an instant Enterprise Architecture expert
This presenter should not be held liable for any misconceptions, misrepresentations, or mistakes you make in your organization based on the information presented here
April 10, 2023 3 Enterprise Architecture
The Architecture Continuum
Enterprise Architecture
(City)
Portfolio Architecture
(Street)
System Architecture
(Building)
If enterprises were cities…
Architecture Continuum
April 10, 2023 4 Enterprise Architecture
Enterprise Architecture & the Enterprise
Enterprise Strategy
Fire and hope!
Enterprise Architecture
Business Operating Environmentand IT Infrastructure
TransitionPlanning
Group IT Architecture Definition
Infrastructure Design & Planning
Establish IT Competency Centre
End User Infrastructure Upgrade
Inter-company WAN (imple.)
Outsource New Core systems
Outsource Helpdesk and Desktop
Outsource network
Outsourcing Initiatives
Competency Centre Initiatives
Electronic Service Delivery
Data Warehouse
Customer Service Centre
Recognise and report problem
Diagnose problem
Escalate problem
Analyse problem
Log Problem
Close problem
Update customer
Resolve problem
Bypass and/or fix
Config. Management
Operations Management
Change Management
Call management
Operations management
Update customer
Perf and Capacity management
WAN infrastructureIntranet/Mail infrastructure
Customer ServiceData Warehouse
Graphical IS
B.U.B.U.
Document Management
Systems Management
Middleware
NETWORK
Planning/Design Initiatives
Infrastructure Initiatives
OtherBusiness Unit SystemsKiosksTelemetry systemsetc
Initiatives focused on migrating to the new delivery environment
Planning/DesignInfrastructureOutsourcing
Initiatives focused on implementing the vision
Planning/designIT Competency centre
Key Group Decision Points
ArchitectureGovernance
Bus Architecture IT Architecture
AEICorporate
YankeeGroup
SaturnGroup
YarnDivision
KnitsDivision
SenecaPlant
RaleighPlant
CashManagement
Shipping
Accounting
ComponentDesign
Yarn Buying
Order Entry
ComponentScheduling
YarnDyeing
Inventory
AssortmentPlanning
ComponentKnitting
Tagging & Packing
Business Structure
Business Locations
Classically, EA is the “planning” function between strategy formulation and delivery…
Pro
gra
m
focu
sE
nte
rpri
se w
ide
focu
s
Strategy
Planning
Designand
Delivery
Change Programs
Soln Outline Macro Design Micro Design Devt, etc.
Program ArchitectureGroup IT Architecture Definition
Infrastructure Design & Planning
Establish IT Competency Centre
End User Infrastructure Upgrade
Inter-company WAN (imple.)
Outsource New Core systems
Outsource Helpdesk and Desktop
Outsource network
Outsourcing Initiatives
Competency Centre Initiatives
Electronic Service Delivery
Data Warehouse
Customer Service Centre
Recognise and report problem
Diagnose problemEscalate problemAnalyse problemLog Problem
Close problemUpdate customer Resolve problem
Bypass and/or fixConfig. Management
Operations ManagementChange Management
Call managementOperations management
Update customer
Perf and Capacity management
WAN infrastructureIntranet/Mail infrastructureCustomer ServiceData Warehouse
Graphical IS
B.U. B.U. Document Management
Systems ManagementMiddleware
N E T W O R K
Planning/Design Initiatives
Infrastructure Initiatives
OtherB u sin ess U n it
S ys tem s
K io sks
Te lem etry sys tem s
etc
Initiatives focused on migrating to the new delivery environment
P lann ing /D es ign
In fras truc tu re
O u tsou rc ing
Initiatives focused on implementing the vision
P lann ing /des ign
IT C om pe tency cen tre
Key Group Decision Points
Soln Outline Macro Design Micro Design Devt, etc.
Program ArchitectureGroup IT Architecture Definition
Infrastructure Design & Planning
Establish IT Competency Centre
End User Infrastructure Upgrade
Inter-company WAN (imple.)
Outsource New Core systems
Outsource Helpdesk and Desktop
Outsource network
Outsourcing Initiatives
Competency Centre Initiatives
Electronic Service Delivery
Data Warehouse
Customer Service Centre
Recognise and report problem
Diagnose problemEscalate problemAnalyse problemLog Problem
Close problemUpdate customer Resolve problem
Bypass and/or fixConfig. Management
Operations ManagementChange Management
Call managementOperations management
Update customer
Perf and Capacity management
WAN infrastructureIntranet/Mail infrastructureCustomer ServiceData Warehouse
Graphical IS
B.U. B.U. Document Management
Systems ManagementMiddleware
N E T W O R K
Planning/Design Initiatives
Infrastructure Initiatives
OtherB u sin ess U n it
S ys tem s
K io sks
Te lem etry sys tem s
etc
Initiatives focused on migrating to the new delivery environment
P lann ing /D es ign
In fras truc tu re
O u tsou rc ing
Initiatives focused on implementing the vision
P lann ing /des ign
IT C om pe tency cen tre
Key Group Decision Points
Enterprise Architecture = “the city plan”
System Design= “the buildings”
Strategy = “the city’s purpose & goals”Technology
AvailabilityBusiness
OpportunityBus Strategy IT Strategy
“Do the Right Things”
“Do the Right Things Right”
April 10, 2023 5 Enterprise Architecture
What is Enterprise Architecture?
Simple definition:Enterprise Architecture is a strategy to minimize IT and business mistakes
April 10, 2023 6 Enterprise Architecture
Enterprise Architecture Program
Cost focus Value focus
EA is a journey, often non-linear Tactical, opportunistic Strategic, systematic
Cost Reduction What do we have? Need all of it? Consolidate to
reduce costs? Desire for impact
analysis
Standardization Develop standards
and recommended best practices (e.g. technology stacks, server platforms)
Seeking repeatability Encourage IT
evolution Focusing on IT scope
only
Broaden Scope Meet business needs
by linking IT to business
Managing architectures outside IT
Increasing focus on business architecture and business processes
Realizing Strategy Develop business
strategy Value propositions,
capabilities, resources Refine into to-be Compare to as-is Create transition plan Execute
Enterprise Architecture has to be treated as an ongoing program that continues to evolve together with the organization
April 10, 2023 7 Enterprise Architecture
Determining Your Path
Self awareness
Standardized technology
Optimized core
Pervasive governance
EA MaturityLow High
Str
ateg
icTa
ctic
alIT
/ B
usi
nes
s Im
pac
t
Laying out a vision of the Enterprise Architecture Program’s maturity is one of the most important first steps in ensuring its success and longevity
* Based on MIT Sloan Center for Information Systems Research EA
maturity model
• Self awareness– Recognizing the problem– IT leadership starts the
EA program• Standardized
technology– Establishing technology
standards– Moving to a shared
infrastructure model• Optimized core
– Moving from local to enterprise view of technology assets
– Standardizing core business processes
– Establishing core technology assets
• Pervasive governance– Establishing effective
centralized EA governance
– Federation of EA
April 10, 2023 8 Enterprise Architecture
Enterprise Architecture Maturity Model
• Stakeholder Support and Involvement– The involvement and support of the primary
stakeholders– Includes all EA stakeholders
• Team Resources– Skills and talent level of Enterprise Architects– Tools and support available
• Architecture Development Method– Process to define architecture goals and outcomes– See EA Lifecycle
• Organizational Integration– Integration with other processes and
organizations• Deliverables
– Existence of actionable EA deliverables– Alignment with EA lifecycle
• EA Governance– Formally established EA Governance– Broad visibility across the organization
• Metrics– Set of clearly defined metrics– Broadly understood and communicated
• Stakeholder Perceptions– Perceived value of the EA program by the
stakeholders– Indication of success or failure
Many EA Maturity Models exist. Choose the one that works best for you and adopt it. It will provide a prescriptive guidance and define the levers you can pull to maximize EA maturity.
EA Maturity Dimensions
April 10, 2023 9 Enterprise Architecture
Starting the EA Journey
Strategize and plan• Gain
agreement on the major problems to be solved
• Charter the EA program
• Develop program guidelines
Assess current state• Identify
current level of organizational maturity
• Understand existing capabilities
Assess competencies• Identify
EA requirements
• Review established budgetary practices and refine them
Gain approval• Develop a
formal plan
• Perform a strategic planning exercise
• Develop the requirements, and assess the results
Implement• Analyze the
findings and prioritize the gaps
• Develop investment plans using identified business cases
• Present findings to gain funding and approval
Operate and evolve• Improve
and refine your efforts
• Continue evolving future state plans
Gartner recommends establishing and evolving the EA program via six major phases.
April 10, 2023 10 Enterprise Architecture
Enterprise Architecture LifecycleCreate the Enterprise Architecture vision and program structure
Document current state architecture
Develop future state architecture
Create a roadmap of transitioning from current state to future state
Establish and execute governance processes
Develop business case(s) for the initiative(s) identified on the roadmap
EA lifecycle is a series of continuous iterations
over these phases* Based on Oracle Enterprise Architecture Framework
April 10, 2023 11 Enterprise Architecture
EA Governance
* Based on TOGAF
Alignment
• Enterprise Architecture establishes a number of governance mechanisms
– Architecture Board serves as a governance body ensuring IT initiatives align with EA
– CTO and/or Chief Architect provide stewardship and guidance
– Enterprise Architects develop policies, practices, and processes that the Architecture Board supports
• Enterprise Architecture and IT leadership ensures alignment with business goals, strategies, and objectives
April 10, 2023 12 Enterprise Architecture
Recipe for EA Program Success
Show the need
Gain an executive sponsor
Formally establish the EA
program
Show value quickly
Engage all IT leaders
Institute EA governance mechanisms
Drive adoption from the top
Communicate value of EA through entire
organization
Expand to Business
Architecture
The need should be evident (IT inefficiencies, duplication of capabilities, etc.)
Ideally, this should be a C-level exec. Start with highest possible level and aim for C-level sponsorship.
Organize and announce the team. Clearly establish scope, charter, and responsibilities.
Concentrate on low hanging fruit such as cost savings, platform and capability consolidation, etc.
Make all IT leaders responsible for EA success with specific goals and objectives.
Formalize all EA governance bodies and processes. Integrate them into all aspects of IT operations.
Ensure universal adoption through executive (CIO / CTO) mandates and objectives. Incentivize positive behavior.
Make everyone aware why EA is important to them and what value it brings.
Concentrate on aligning business and IT strategy once core EA program has matured sufficiently.
April 10, 2023 13 Enterprise Architecture
Keys to Success
Start small
• Don’t try to boil the ocean• Focus on quick wins• Show results early and often
Plan big
• Start with the end in mind• Design the EA program for maximum scale and flexibility upfront• Create a maturity roadmap and follow it
Obtain executive sponsorship
• Without a C-level executive sponsor, EA program will not succeed• Ensure buy-in from all IT leaders• Drive adoption from the very top
Communicate and celebrate
• Communicate results and accomplishments often and to as wide of an audience as possible• Celebrate successes and recognize those responsible
It is very hard to sell EA on its value alone.
While there are many ways to demonstrate value, it is often not realistic enough for executives to grasp. Instead, identify real
needs to establish the EA program and focus
on showing results quickly. Once
everyone sees the value, it will be easy to
justify continuing investment.
Frequently publish metrics to
demonstrate progress.
April 10, 2023 14 Enterprise Architecture
Designing an Effective EA Program
From centralization to federation
• Centralize at first to accelerate maturity– Establish a central EA team– Define and enhance all the EA processes– Pragmatically and systematically drive EA
adoption• Exercise EA governance cautiously
– Establish an Architecture Review Board– Slowly increase its scope and influence
• Plan for federation– Ensure all the processes and structures can be
easily federated when needed
• Federate when enterprise is ready– Pull the trigger when the enterprise is mature enough
for federation– This typically happens when EA is universally accepted
and is not questioned• Align Enterprise Architects with business units
– Absorb Portfolio Architecture functions– Ensure clear alignment between EA and Portfolio
Architecture • Maintain governance and planning functions
centrally– Keep Architecture Review Board as a central
governance body
April 10, 2023 15 Enterprise Architecture
Designing an Effective EA Program
CIO
CTO / Chief Architect
EA Team
Division CIO
Division Architecture
Team
Reports to
Small / medium organizations and early in large enterprises
Influences
Influences
Reports to
CIO
CTO / Chief Architect
EA Team
Division CIO
Division CTO
Reports to
Large mature enterprises
Influences
Influences Reports to
LoB Architecture
Team
Reports to
LoB Architecture
Team
LoB Architecture
Team
Reports toInfluences
All EA functions are managed and
delivered centrally
EA functions are federated. EA owns
governance. Delivery decisions are made locally.
Architecture Board
Sponsors
April 10, 2023 16 Enterprise Architecture
Achieving Success
EA is universally accepted
Everyone (from executives to
developers) believe in EA vision, mission, and
purpose
EA Governance is invisible yet omnipresent
EA processes are tightly woven into the IT fabric
A system to incentivize positive behavior and
penalize negative behavior is in place
Everyone understand their role and value they
bring to EA
The success of an Enterprise Architecture program is hard to measure in objective terms. It is not just how much savings was achieved, what percentage of enterprise was modeled, how many roadmaps were created, etc. The primary indicator of success is the degree of change in the company’s culture. Below are the signs of what a successful Enterprise Architecture program looks and feels like.
April 10, 2023 17 Enterprise Architecture
Q & A
April 10, 2023 18 Enterprise Architecture
About the Author
About
•Leo Shuster directed IT Architecture, Enterprise Architecture, and SOA for a number of organizations including Nationwide Insurance, National City Corporation, and Ohio Savings Bank
•Presented on Enterprise Architecture, SOA, BPM, and related topics at a number of events and conferences
•MS in Computer Science and Engineering from Case Western Reserve University and MBA from Cleveland State University
Publicatio
ns
•Blog: http://leoshuster.blogspot.com
•SOA Governance Book with Thomas Erl: http://www.amazon.com/SOA-Governance-Governing-Premise-Service-Oriented/dp/0138156751
•Service-Driven Approaches to Architecture and Enterprise Integration Book: http://www.igi-global.com/book/service-driven-approaches-architecture-enterprise/74192
Contact Info
•E-mail: leo@incipienttech.com
•LinkedIn: http://www.linkedin.com/in/leoshuster