CMAD Group Workbook 4 Op Model Interim
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Transcript of CMAD Group Workbook 4 Op Model Interim
11
Workbook 4 Workbook 1
Authored by: Alexander Doré August 14, 2010
Workbook 4
Architecture Services Mobilization Operational Model - Delivery
Business Architecture Program Business Enterprise Architecture Governance (BEAG)
Confidential
C-MAD Group Inc Computer Science & Engineering Architecture Consulting Services
22
Chief Architect Objectives
• Implement a sustainable Business Enterprise Architecture Governance Program (BEAGP) within current and evolving organizational end-to-end Project delivery
• Build SOA Governance and Unified Operating Models [UOM] • Discuss recommendations to complete the end-to-end Project
delivery together with SOA Unified Operating Models, “tying-together” the IT Strategy & Vision (ITSV) together with a new Business Enterprise Architecture Governance Program (BEAGP)
• Review strategic, tactical and operational recommendations to institutionalize a cohesive blending of IT Strategy & Vision together with Business Enterprise Architecture Governance Program using Pilot Programs and Simulations
33
IT Strategy & Vision
Enabling End-to-end Delivery Model Traceability
Program Management [PMO]
Portfolio Management
Initiative Planning
Discovery
Detailed Req’s
Detailed Design
Dev. Testing Implemen- tation
Strategic Planning
Business Architecture
Business Strategy
Business Capabilities
BEAGP Vision
SP/BI’s ROI
Solutions
Req’s Detail Design Code Test
Business Architecture currently being defined
Strongly Recommend institutionalizing the Business Enterprise Architecture Governance Program to ensure ongoing alignment with current IT Strategy & Vision processes
Business Enterprise Architecture Governance (BEAGP)
BEAGP processes, structure,s and roles will constantly be proposed, including
recommending on-going Pilot Simulations
BEAGP Vision is a process constantly being refreshed. Goal is to institutionalize this
capability in all BEAGP process, tools, roles, etc.
• E1 Piloting Discovery and reviewing User Acceptance Testing (UAT) process, organization and artifacts • E2 Lean ITIL reviewing full SDLC starting at Technical Requirements • QA SDLC Definition driving E1 and E2 recommendations into Unified Process Method Composer • QA User Acceptance Testing (UAT) focused on testing improvements
44
Business Needs Drive End-to-End Process Update
! Establish Strategic business goals and objectives (e.g. Sustainability, Growth, Health Wellness, Excellence @ Day-to-Day)
! Define macro investments and critical dependencies based on macro business strategy, that feed capability definition in business architecture and other downstream activities (e.g. Solution Shaping)
! Decompose business goals and objectives into actionable business capabilities (i.e. Speed to market, 360 view of customer) with guidance from BEAGP Vision)
Planning Refinement and Execution
1
2
3
Strategy
! As solutions are refined into detailed design and then implemented, Architecture Governance provides
! A vehicle for stewarding the vision in downstream delivery and managing departures from the vision
! A feedback on what is actually being delivered against the vision
4
BEAGP Strategy provides the linkage to IT Strategy & Vision, and ensures target organization is a key input to Planning and Execution activities
IT Strategy & Vision
Program Management [PMO]
Portfolio Management
Initiative Planning
Discovery
Detailed Req’s
Detailed Design
Dev. Testing Implemen- tation
Strategic Planning
Business Architecture
Business Strategy
Business Capabilities
BEAGP Vision
SP/BI’s ROI
Solutions
Req’s Detail Design Code Test
Business Enterprise Architecture Governance Program (BEAGP)
1
2
3
4 4 4 4 4
55
External and Internal Forces Drive Change
• External & internal forces, coupled with complex execution dependencies, will accelerate and amplify the need to periodically update the vision.
Internal Forces • Acquisitions & divestitures • Development of strategies within BUs • Resource constraints
External Forces • Macro-economic conditions • Competitor actions/non-traditional entrants • Regulatory Reform
Execution Dependencies • Complex implementation and execution creates ongoing shifts in timelines and dependencies
that require close coordination
Strategy & Vision Benefits IT Strategy &
Vision
BEAGP Vision
BEAGP vision delivers key benefits • Help align business constituents around key business capabilities
• Focuses efforts to define future spending
• Aligns resources and capacity around top priorities and winnable battles
66
Business Needs Assesses Costs & Define Dependencies
IT Strategy & Vision
BEAGP Vision Strategy & Vision Process
Vision Refresh Triggers
• Changes in Business Strategy (Enterprise and/or BUs)
• Mergers & Acquisitions
• Delivery of major milestones in programs
• Operational Imperatives • Cost Management • Regulatory
Compliance
Strategic Objectives
BU Strategies
Initiatives
Discovery Estimates
Planned Efforts
• Prioritization
• Critical path
• Funding
Vision Analysis
BEAGP Vision
Timing
Dependencies
Cost Impacts
Capabilities
Business
Solution Shaping
Delivery
Planning
1 2
2
2
2
2
3 4 5
5
5
6
6
! Business and Operational drivers provide an ongoing need to perform rolling refreshes of the BEAGP vision
1 ! BEAGP vision process uses strategic plans, initiative ideas, planning estimates, and in-flight efforts as inputs
2 ! Prioritization, dependency, and cost analysis are iterated to define the BEAGP vision
! BEAGP vision is composed of business capabilities, timing and sequencing of changes, and an investment forecast
3
4
! BEAGP capabilities drive Business, Solution Shaping, and Detailed Design
! Timing, Dependencies and Cost Impacts drive Planning and Delivery
5
6
Sprints Sprints
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Transition
• Straw-man BEAGP vision frameworks and models (including economic) need to be developed as part of the latest refresh that can be used to maintain vision going forward:
– Activities must be performed by Enterprise Architects who also have delivery responsibilities to ensure the BEAGP vision is feasible and is updated with insights developed in implementation
– Maintenance of BEAGP will require 10-20% of an Business Enterprise Architect’s time.
– Current headcount does not provide the capacity to support vision refreshes in addition to solution shaping, blueprints, and PMO project architecture efforts
– Recommend pulling forward High $ investments from PMO to fund an additionally needed resources on an annual basis to provide the architecture capacity needed to maintain the BEAGP vision on an ongoing basis
IT Strategy & Vision
BEAGP Vision Strategy & Vision Transition and Roles
88
• BEAGP is projected to increase delivery process improvements but will take time to reach full effectiveness”
– “X” projects will require “Discovery like” activities in years to come. – Other delivery process improvements will take time to roll-out across the enterprise
• Architecture Governance must place top resources in position to make key decisions that ensure the BEAGP vision is actually being delivered as intended
– Aligns capability delivery to strategies – Improves ROI by focusing IT investment on the right prioritized projects – Ensures compliance to IT standards and best practices – Forces explicit decision making so that if exceptions are made, they are elective
Vision Business Enterprise Architecture Governance Benefits Architecture Governance
Benefits BEAGP
99
! Solution shaping: Approve architecture design document relative to BEAGP vision
6 Key Decision-Points in End State
! BEAGP Vision reviewed for alignment to strategy and capabilities
! High level requirements definition: Provide architecture recommendation for approval / denial/modification of investments
! Approve detailed requirements ! Approve detailed design
! Approve testing results
2 3
4 5 6
1
Planning Refinement and Execution Strategy
IT Strategy & Vision
Program Management (PMO)
Portfolio Management
Initiative Planning
Discovery
Detailed Req’s
Detailed Design
Dev. Testing Implemen- tation
Strategic Planning
Business Architecture
Business Strategy
Business Capabilities
BEAGP Vision
SP/BI’s ROI
Solutions
Req’s Detail Design Code Test
Business Enterprise Architecture Governance Program (BEAGP)
1
5 6
2 3
4
Vision Business Enterprise Architecture Governance Process Architecture Governance
1010
Multiple-level of Oversight Oversees Envisioned Architecture Governance Process
Project Governance
Project Business Sponsors Enterprise, Solution and Architects
! Recommend funding approval ! Approve or reject changes to
future-state architecture ! Resolves exception issues ! Suggest prioritization of
initiatives ! Conducts detailed architecture
delivery work product reviews for compliance
! Identifies and logs architecture issues for Level 1 review/exception
Enterprise Systems and Solution Governance
Business Governance Architecture Governance
Business Process Operations Council
IT Executive Council CIO CTO
Chief Architect ITIL
Infrastructure Lead
Steering Committee ELT, BPOC Council, CTO, CIO (as
needed), Chief Architect BU Owners, Sponsors,
Stakeholders
Executive Leadership Team [ELT]
Enterprise Architects All other Lead Architects
Business Partners
Enterprise Level
Program Level
Project Level
! Adjudicates on issues that cannot be resolved by Level 2 governance
! Approves policies, future-state architecture diagrams and standards
! Handles exceptions that cannot be resolved at the Enterprise Systems and Solutions governance level
Vision Architecture Governance Structure and Roles
L1
L2
L3
L4
Architecture Governance
1111
Existing programs [TBD] will not be targeted for architecture governance to minimize disruption to in-flight efforts already in delivery
Initial focus on “end-to-end” governance for BEAGP platform consolidation is recommended
Governance Pilot
Broader Roll Out to Major
Programs
Review the “self” segment
during planning and
the “proactive” segment
during delivery
Self governance
propagated to low level processes
1 2 3 4
Qa Qb
Detail Governance
Definition
0
Qc Qd…Qn Year
Scope: US/Other Platform
Consolidation Major Programs
Enterprise Wide
Adoption Broad Adoption
Architecture Governance Rollout Strategy Architecture Governance
1212
Recommend Strategically funding BEAGP definition & pilot Architecture Governance Transition and Roles
• Scope of change in BEAGP effort will require architecture governance to ensure appropriate coordination across systems. BEAGP operating model estimates will include these activities given complexity – Ramp up is incorporating Architecture Governance detailed design
activities and will provide funding to launch the pilot. – CTO Architects (i.e. Enterprise, SOA Services, Information (MDM), etc.)
who understand the BEAGP vision, and have delivery responsibilities, will be required in architecture governance
• Roll out to other major programs, and eventually the full PMO, will require that Architecture Governance be included in estimates going forward – Architecture Governance activities will represent 10% of an Enterprise
Architect Group’s time – Architecture capacity will need to be actively managed to align with
demand for all architecture activities, including Architecture Governance – SOA has its own Architecture Governance and must be included
Architecture Governance