Enterprise Architecture

-- a catalyst to manage complexity and

achieve transformation. TASSCC Conference -- August 2, 2010

Presented by:

Ritchie Schlette

Consulting IT Architect --

Enterprise IT Optimization

ritchie.schlette@mainline.com

Ph. 214-454-7108

Global Public Sector CEO Study

• The vast majority of CEOs anticipate even greater complexity in the future, and more than half doubt their ability to manage it.

• CEOs believe creativity is the most important leadership quality.

• The most successful organizations co-create products and services with customers, and integrate customers into core processes.

• Better performers manage complexity on behalf of their organizations, customers and partners.

CEO Study–How to manage “Complexity”

The “need” for Enterprise Architecture

Management needs the big picture. They need a view that combines strategy, business architecture, information

systems and technology domains. This is crucial for quickly analyzing the impact of proposed changes and prioritizing projects that drive the most value to the business.

Align IT investments with business goals.Creating a platform for business-IT stakeholder collaboration is essential.

Effective enterprise architecture supports strategy, analysis and planning by providing stakeholders a blueprint of the current state of the business and IT landscape as well as the desired future state.

Enterprise: applications, systems and platforms have complex interdependencies that make it challenging to enhance IT capability.

An enterprise architecture strategy is essential to achieving successful, lasting transformations -- such as major SOA initiatives and package application implementation -- and managing the inherent risks of technology-enabled business transformation. Reverse the 80/20 scenario

Key Components of Enterprise Architecture

• IT strategy: establishing the overall IT strategy for an enterprise – including the:

– SOA Strategy, Application Support Strategies, Governance models and innovative technology strategies.

• IT performance management: helping to improve IT processes to deliver higher quality and reduced costs.

– Tied to Process Improvement and Business Impact Analysis

• Logical and Physical Architecture: helping to establish/evaluate an overall enterprise architecture and/or SOA for the business.

Developing an Enterprise Architecture is a Journey conveyed via a Roadmap. It is founded in the Client’s purpose within an

affordable cost and delivered in an acceptable period of time.

EnterpriseIT

Optimization

Consolidation Modernization

Transformation

Create and Facilitate Change

Reduce Risk / Ensure Regulatory Compliance

Reduce Cost / Create Efficiency

“Replace Process and Infrastructure in support of Business Initiatives”

“Bring Process and Infrastructure current or to a Predefined Standard”

“Simplify Process and Infrastructure and drive Operational Efficiency

Methodology – Step 1 – Know where you are going

Services Model

IBM Service Delivery Model – Global Social Segment

Identification of Problem /

Opportunity Domain

Solution Validation

Qualification of Solution

Options

EngagementDefinition

Consulting Engagement

Delivery

Highest Level Process Flow for Solution Development Life Cycle

Logical Architecture Physical Architecture

Industry Point of View

Business Services

Model

Business Component

Model

Transformation Roadmap

TIME

Data ArchitectureServices Oriented

Archtiecture

Platform / Storage /Network

Infrastructure

Tools / Process / Standards

HW, SW and Services ProductsHuman Capital

End to End Solution Architecture / Road Map

To

p –

Do

wn

Ap

pro

ach

To

p –

Do

wn

Ap

pro

ach

Strategy and Change and Assessment Services

Successful Enterprise Architecture is a Balance of:

Architect the Process and the Human Capital Interaction

How do you begin?

Engage Mainline to:

Develop a High Level Understanding of the ITO needs of your Company with a Client Sponsor and assign a set of Subject Matter Experts to the joint EITO Team.

Execute an EITO Workshop and set of due diligence interviews with selected business and IT resources to gather information by which to build the ITO roadmap.

Compile a Roadmap with specific recommendations and next steps by using the methods and best practices of EITO.

EITO workshops view the problem from different perspectives in one place

An EITO Workshop: An impact analysis and

execution plan

Goals & Measurements – What

are you trying to achieve?

Business Interactions – Rapid overview of the business impacts at all

layers

Value Chain – What is impacted?

Swim-Lanes – How do we execute change?

Problems – What is not working?

Opportunities – What does the strategy prescribe?

EITO workshops deliver an impact-based business analysis and roadmap

An EITO Roadmap

A Business Impact Analysis

People, Process, Technology, and Cultural changes to implement strategy

Prioritisation of Initiatives

Clear linkage to goals and measurements.

Understanding of the Return on Investment

Clear understanding of the impact of change

An EITO Roadmap to support the long term management of critical changes

A building block to accelerate future projects: consolidation, utilitization, commoditization, outsourcing

Knowledge to manage change control and risk better

Closing Remarks -- Enterprise Architecture will:

• Help management analyze, plan and execute change faster and with better insight.

• Get IT and business stakeholders collaborating for better alignment around requirements.

• Create enterprise blueprints as a roadmap for exploiting IT architectural building blocks and achieve business transformation.

• Attain improved compliance and more predictable project outcomes.

• Improve IT contribution to business returns with improved integrity and agility.

Contact Information:

Ritchie SchletteMainline Information SystemsConsulting IT Architect --Enterprise IT Optimizationritchie.schlette@mainline.comPh. 214-454-7108