1. 1 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved

2. 2 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Speakers Nasser El-Batal - Best practices training programs developer, assessor - EA / ITSM strategic coach, consultant - Certified - ITIL V2 / V2007 / V2011 ITIL Expert - Certified - ISO/IEC 20000 Consultant / Auditor - Accredited ITIL, TOGAF, ISO/IEC 20000 instructor - Worldwide ITSM training experience - 25 years experience in different facets of the IT industry Bashar Abdul Qader - Business architecture best practices training program developer and assessor - Business analysis best practices training program developer and assessor - Business architecture and Information Architecture consultant and coach - SDLC maturity auditor and consultant - Founding member of the IIBA - Worldwide Business Architecture, Business Analysis and Systems Analysis and Project Management training experience - 25+ years experience in all facets of the IT industry 3. 3 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Agenda 1. Business Needs 2. Choosing the right solution 3. Your own Framework 4. Enterprise Architecture (TOGAF) 5. Capability based planning 6. Business Architecture 1. Define Business Architecture and Why 2. Business Architecture and the TOGAF ADM 3. Business Architecture Capabilities 4. Business Architecture and Business Analysis 7. Architecture planning roadmap 8. Planning the solution roadmap 9. ITIL Service Lifecycle 10. COBIT 4. 4 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Business Needs Enterprises are under constant pressure to: - Deliver business outcome - Achieve and sustain value creation over time - Establish appropriate governance model - Align with major frameworks and standards - Increase benefits realization through effective and innovative use of Enterprise Architecture and Information Technology Generate business value from new enterprise investments with a supporting IT investment Achieve operational excellence through application of technology 5. 5 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Sample Business Needs (Continued) - Establish Business Relationship Management (BRM) process and framework - Maintain and control IT risk and cost - Ensure business and IT collaboration - Comply with ever increasing relevant regulatory requirements - Increase and improve Customer Satisfaction IT Efficiency & Effectiveness Stakeholders Communication - Adopt continual service improvement culture and approach 6. 6 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved ITSM Program scope Initiate Plan Execute Monitor and Control Close Security Mgt Control and Governance Maturity ArchitectureFinancial Control Service Lifecycle Other ITSM STD QM STD Choosing the right solution 7. 7 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Make Your Own Framework TOGAF Business Reference Model (BRM). Enterprise Architecture framework and related domains and components (Business, Information, Application, and Technology), ADM, Content Framework. ACMM (Architecture Capability), OSIMM (Business Model), AICPA/CICA PMM GAPP (Privacy); etc ITIL ISO/IEC20000 The over arching service management framework/standard Service /process definition, design, transition, implementation and on- going improvement COBIT as the IT Governance and Controls framework Business goals cascading IT goals and IT processes Risk Management 8. 8 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved The variety of IT models, standards and best practices must be well understood in order to consider how they can be used together COBIT ISO/IEC20000ISO27001/2 ITIL Governance WHAT HOW SCOPE OF COVERAGE Others Understanding Frameworks Relationship & Scope 2007 IT Governance Institute. All rights reserved. www.itgi.org Enterprise Architecture 9. 9 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 and what else!!?? Requirements Management Volere templates H. Architecture Change Management E. Opportunities & Solutions F. Migration Planning D. Technology Architecture C. Information Systems G. Implementation Governance B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV COBIT-GOV CMMi Financial Mgt. ITIL Transition Mgt Project Management ITIL Transition Mgt Project Management Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. 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COBIT-GOV CMMi Management Frameworks COBIT-GOV Management Frameworks ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks CMMi COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Financial Mgt. CMMi COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management.Preliminary A. Architecture Vision B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. 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COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. 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Architecture Domains, Development, Guidelines, Principals, Baselines, Targets, Gaps, Risks Mgt Requirements Management Volere templates H. Architecture Change Management E. Opportunities & Solutions F. Migration Planning D. Technology Architecture C. Information Systems G. Implementation Governance B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV COBIT-GOV CMMi Financial Mgt. ITIL Transition Mgt Project Management ITIL Transition Mgt Project Management Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Project Management ITIL Transition Mgt Business/Service Strategy Stakeholders Management. Financial Mgt. 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ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management.Preliminary A. Architecture Vision B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. 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CMMi COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV ITIL Chg Mgt Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management.Preliminary A. Architecture Vision B. Business Architecture Preliminary A. Architecture Vision COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Project Management ITIL Transition Mgt Project Management ITIL Transition Mgt COBIT-GOV Management Frameworks COBIT-GOV CMMi Financial Mgt. Stakeholders Management. Business/Service Strategy COBIT-GOV CMMi Financial Mgt. COBIT-GOV CMMi Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi Business/Service Strategy Stakeholders Management. Financial Mgt. COBIT-GOV CMMi COBIT-GOV CMMi COBIT-GOV Financial Mgt. CMMi COBIT-GOV Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. CMMi COBIT-GOV Business/Service Strategy Stakeholders Management. Financial Mgt. Business/Service Strategy Stakeholders Management. CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. ITIL Chg Mgt COBIT-GOV CMMi Financial Mgt. Business/Service Strategy Stakeholders Management. Architecture Domains, Development, Guidelines, Principals, Baselines, Targets, Gaps, Risks Mgt, Financial Management 10. 10 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Understanding Frameworks Overlap (sample) COBIT Process/Practice TOGAF Phase/Activity ITIL Manage the IT Management Framework Ensure Resource Optimization Preliminary phase Architecture Governance Service Strategy CSI Manage Enterprise Architecture Developing an architecture vision Architecture vision - A Service Strategy Service Design Defining reference architectures Business Architecture - B Defining reference architectures Information Systems Architecture - C Service Design Defining reference architectures Technology Architecture - D Service Design Selecting opportunities and solutions Opportunities & Solutions - E Service Transition Defining architecture implementation Migration planning Architecture services - F Service Transition Architecture services Implementation governance - G Service Transition Architecture services Architecture change management - H Service Transition Architecture services Requirements management - R Service Design 11. 11 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 12. 12 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved The Open Group Architecture Framework (TOGAF) is an important enabler and a framework for delivering Enterprise Architecture TOGAF consists of a framework for categorizing what you need to capture about the enterprise and a definitive and proven step-by-step method, called the Architecture Development Method (ADM), for developing, implementing, and maintaining the enterprise architecture. What is TOGAF? 13. 13 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 - The Big Picture TOGAF Enterprise Continuum & Tools TOGAF ADM & Content Framework TOGAF Capability Framework Part II Architecture Development Method Part VII Architecture Capability Framework Part V Enterprise Continuum & Tools Part III ADM Guidelines & Techniques Part IV Architecture Content Framework Part VI TOGAF Reference Models BusinessVisionandDrivers BusinessCapabilities Informs the Business of the current state Ensures Realization of Business Vision Informs the capability Refines Understanding Business needs need into method Delivers new business solutions Operational changes cause updates Sets targets, KPIs, budgets for architecture roles Drives need for Architecture Capability Maturity 14. 14 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF Architecture Domains Enterprise Architecture Domains - Business architecture Describes the processes the business uses to meet its goals. It links strategy formulation to strategy implementation. - Application architecture Describes how specific applications are designed and how they interact with each other. - Data architecture Describes the enterprise's logical and physical data resources and how the data is managed. - Technical architecture Describes the hardware and software infrastructure that supports the business processes, applications, and their interactions. 15. 15 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 Components 16. 16 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Organizational Governance Structure 17. 17 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved TOGAF 9.1 ADM Process 18. 18 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Capability-Based Planning: Capability Increments Capability Capability IncrementCapability IncrementCapability Increment People Dimension Individual Training Collective Training Professional Development Process Dimension Concepts Business Processes Information Management Material Dimension Infrastructure Information Technology Equipment 19. 19 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Capability-Based Planning: Capabilities in an Enterprise Architecture Context Capability (outcome-oriented) Capability IncrementCapability IncrementCapability Increment Building Blocks (Deliverables) Corporate Strategic Plan Business Transformation Goals and Objective Manages & Creates Consists of Designates Architecture Vision (Phase A) Basis for Corporate Project Portfolios Architecture Definition (Phase B, C, D) Work Packages Corporate Project (across Portfolios) Transition Architecture (Phase E, F) Corporate Project Increments (across Portfolios) Architecture and Solution Building Blocks Basis for Capability Increment Solutions Work Packages Basis for Basis for All deliver Broken down into Consist of 20. 20 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture Domain 21. 21 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Business Architecture and the TOGAF-ADM Phases Phase A: - Architecture Vision describes the initial phase of an architecture development cycle. It includes information about defining the scope, identifying the stakeholders, creating the Architecture Vision, and obtaining approvals. Phase B: - Business Architecture describes the development of a Business Architecture to support an agreed Architecture Vision. 22. 22 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Public Sector Business Architecture Is The fundamental organization of a public sector business embodied in its components, their relationships to each other and to the environment of the business, and The principles guiding the organizations design and evolution Where: - Fundamental organization means essential, unifying concepts and principles (i.e., program and service alignment) - Business includes its programs, services, organizations, and business processes, etc. - Environment is the context of the public sector business, including its jurisdictional reach, communities, target groups and clients, business partners and suppliers, and its governance and regulators *Based on IEEE 1471 Definition of Architecture 23. 23 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture as a Modeling Discipline Business architects develop business models to support planners, analysts, and designers in: - Conducting formal analysis of current as-is business to identify opportunities and/or risks - Strengthening organizational design and performance frameworks - Aligning IT assets with business strategy - Defining could-be business design alternatives Business architects use frameworks, reference models, and patterns to: - Increase the efficiency and quality of business models - Foster re-use of business model elements across the enterprise 24. 24 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Public Sector Drivers for Architectural Approach A number of fundamental drivers require architecture: - Electronic, Integrated, and Alternate Service Delivery - Shared Services Agenda - Focus on accountability - Breaking down silos and thinking horizontality - Need for better track record on complex change planning - Cross-jurisdictional agenda - Increased enterprise agility: ability to adapt to environment with increased rate of change - Need for business context to be leveraged as a result of emerging technologies - Need to plan and optimize at enterprise level (i.e. low-hanging local fruit are gone) - Rising citizen expectations wise use of public funds 25. 25 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture Manages Complexity of As-Is Analysis and To- Be Design Public sector enterprises are very complex Complexity creates a challenge to: - Understanding and analyzing the current as-is - Specifying, planning, designing, and transitioning to future to-be Traditional methods and tools have not effectively addressed complexity or scaled to enterprise level! The discipline of public sector business architecture provides tools and techniques to address complexity and supports planning, analysis, and design from an enterprise-wide holistic systems perspective Results in public sector enterprises that are: - More capable of achieving outcomes efficiently - More capable of change and agility 26. 26 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Business Architecture Addresses Alignment, Assurance, Knowledge, and Productivity Goals Greater alignment of operations to business strategies Greater alignment of investments to program outcomes Greater assurance of feasibility of complex change initiatives Greater knowledge of business design Greater productivity in planning, design, and implementation of business change 27. 27 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture 28. 28 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture 29. 29 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Strategic Analysis and Planning Defining Enterprise Transformation Outcomes 1. Formally defines the ultimate mission of a public sector organization and ensures the focus is client-centric. 2. Sets the top point of alignment for the rest of the business model. 30. 30 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Program Components and Relationships: Defining Program Mandate and Outcome - A program is a mandate and resources conferred by legislative or administrative authority within a jurisdiction. - A programs jurisdiction sets the scope for its obligation and legislative authority. - A programs outcome specifies its intent, based on introducing a change in recognized target group needs. Program Mandate Allocated to Resources Authorizes Express intent of Outcomes Jurisdiction Sets boundary of policy authority and obligation Target Group Need Define change to 31. 31 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Aligning Programs and Services to Guide Benefits Realization Strategy When programs and services are aligned, a client (a member of the target group) receives value from a service output that meets their needs as recognized by the program mandate. Program Outcome (ENDS) Need Target Group Service Output (MEANS) Client Reduces level of Provides value to Provides Funds Accomplishes Manages desirable change in level of Experienced by Is a member of 32. 32 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Program Logic Model Supplements Outcome Network Diagram with Contributions of Outputs to Outcomes Services & Activities Outputs Direct outcomes Intermediate outcomes Strategic outcome Increased public safety Reduced property loss due to flooding Reduced death rate due to flooding Reduced flooding Reduced value of floodplain development Reduced number of floodplain inhabitants Reduced number of floodplain developments Floodplain development restriction activities Restored wetlands Wetland restoration activities 33. 33 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Performance Management of Strategic Enterprise Transformation Initiatives Framework - Organizing, automating, and analyzing business metrics, processes, and systems that drive performance. Performance data - Requires consolidation and analysis of performance data from various sources. Performance improvement - Improves process design and execution by creating feedback loops to identify and eliminate process problems. Performance forecasting - Provides forecasting against metrics, characterized by varying degrees of predictability. Key performance indicators - Defines and produces key performance indicators (KPIs) to monitor against operational targets. Performance risks and outcome prediction - Supports risk analysis and prediction of outcomes of major undertakings. 34. 34 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Performance Management Drivers Accountability - Requires measurement of actual program and service performance against goals to assess accountability. - Encourages effective and efficient use of public resources. Change benefits realization - Supports management and measurement of project benefits. Operational continuous improvement - Supports optimization of operational resource allocation based on operational performance reporting. Information requirements - Identify information required to measure performance and support decision making. 35. 35 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved EQE: Service Performance Service output provides basis for service performance measurement. Service efficiency: - Comparison of volume of service outputs to cost of resources (voice of provider) Service quality - Comparison of output to service standard (voice of client) Service effectiveness - Contribution of service output to program outcome (voice of program owner) - Effectiveness ensures legitimacy of service (e.g., could be high quality, low cost but the wrong service) 36. 36 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Core Capabilities of Business Architecture 1. Strategic analysis and defining outcome strategies 2. Enterprise analysis and value chain optimization 3. Modeling to solidify effective collaboration throughout the transformation initiative 4. Aligning target business architecture with target solution architecture 37. 37 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Enterprise Analysis and Value Chain Optimization Through Value Chain Modeling Represents value chain design options to support optimizing the provision of target group facing services as identified in program design. Represents as-is, to-be, and could-be value chain models to support: Consolidation or distribution of business functions within the chain Identification of business interoperability requirements Identification of horizontal accountability relationships and requirements for service level agreements Program Modeling Value Chain Modeling Service Modeling Process Modeling 38. 38 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Value Chain Modeling Extends Program Modeling and Outcome Strategies Program VALUE CHAIN MODELING PROGRAM MODELING Target Group Facing Services Program Support Services A value chain model represents horizontal linkages between services across programs. Program Support Services Program Support Services Support services provide value directly or indirectly to target group facing services Identifies target group facing services 39. 39 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved Service Integration and Accountability Model (SIAM) Represents Horizontal Accountability Structure of Service Value Chains Diagram demonstrates the flow of horizontal account-ability across an organization, where support services provide valued outputs to target group facing services, which in turn provide final valued outputs to end clients or customers. Purpose: Focuses on concerns of program and policy managers Produces a business design that ensures completeness (i.e., all services required to achieve program and policy outcomes) Produces a service design that is optimal in terms of identifying shared processes Enables alignment of services, performance measures, accountabilities with organization structure and roles Aligns with: Business Network Diagram Business Use Case Diagram Logical Application Deployment Diagram Components: Level: Conceptual View: Structural, Functional Zachman cell: R2C2 ClientService Service Output Organization 40. 40 Copyright Global Knowledge / Ahead Technology Inc. All rights reserved SIAMs Support Value Chain Re- Engineering Unconstrained SIAM: Services are shown independent of organizational context Constrained SIAM: Services are shown in context of the organizations accountable for providing them Supports value chain re-engineering: - Begin with processes required to support service delivery - Extract common processes from two or more services where service efficiency or effectiveness can be improved - Form support services (can be insourced or outsourced) Service outputs indicate points of integration and accountability: Service level agreements (SLAs) define accountability of internal service