Enterprise Architecture: Part II - Actualizing the Practice
Transcript of Enterprise Architecture: Part II - Actualizing the Practice
WE SHARE IN YOUR VISION
RUN • GROW •TRANSFORM
Solutions that work for Today and Tomorrow
NEXTGEN GLOBAL®
Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential
Presenter: Fru Louis“Building Tomorrow’s Enterprises”
Enterprise Architecture (EA)
Prescriptive Step by Step Guide to go about instantiating an EA Practice at your Organization.
Part II: Actualizing EA
Goal
The Goal: Get from baby steps, with low EA maturity in the organization to a highly mature and optimized practice.
Agenda
Part II: Actualizing the EA Practice
- Rethinking the IT Department
- EA Mandate and Value proposition
- Three main Phases of the EA journey
- Building an EA team (Core and Extended)
- Decision maker’s check list.
Actualizing the EA JourneyIn the Organization
Part II
Rethinking IT: The IT Department is a…
Pro-Active Service Delivery and Capability Development Shop Vs. Re-active Support shop
IT Shop
Business Intelligence and Data
Warehousing
Application development
& Maintenance
Support & Training
Enterprise Portals & Content
Management
QA/Testing
• Data Center Ops,• Database Mgmt, • Cloud/Hosting Solutions,• Storage Solutions• Reporting and Analytics
solutions
• Network/System Management,
• Managed backups• Help Desk• System Monitoring
• Content Management,• Product Portfolio mgmt.
and PLM• Corporate information
and portal management• Support and Training
• Business Continuity• Audits & Regulations,• Planning and Innovation• CIO Services,
Business Objectives and
Goals
Enterprise Applications
and Solutions
Data and Information Architecture
Implementation
Network And Infrastructure
Systems Implementation
EA Transformation Journey
Re-Active IT Support Model Pro-Active IT Service Model
Solutions/Project Performance• What do we have?• Do we need it all?• Consolidate and
Reduce?• Change impact
analysis
Improve Enterprise wide program and Portfolio performance.• Develop Standards• Recommend best
practices (technology, server platforms)
• Encourage IT Evolution
Improve Business Product/Services Performance• Align Business to
IT• Increase focus on
Business architecture and Business processes
• Maximize customer lifecycle value
Improve Market Performance• Develop business
strategy• Maximize Product
profitability• Maximize Market
share.• Create transition
plan• Execute share
holder value better
Mandate
Val
ue
Tactical
Objectives
Strategic
Objectives
Cost Incentives Value Incentives
EA Mandate: The success of the EA Journey depends upon the mandate from the business
Value increases asMandate increases
The journey is usually non-linear
Mandate to Value Curve
Mandate Reference Matrix (MRM)
This is typically the best starting point for most stakeholders
Level 1:EnterpriseStrategy
Level 2:Enterprise
Design
Level 3:Segment
Architecture
Level 1:EnterpriseStrategy
Level 2:Enterprise
Design
Level 3:Segment
Architecture
Str
ateg
yS
olu
tio
n
Level 4:Solution
Architecture
Str
ateg
yS
olu
tio
n
Level 4:Solution
Architecture
Starting the EA Journey: a high-level plan and groundwork for first iteration processes
Lay Groundwork
Describe Current EA
Design Target EA
Review Projects
Time
Objective
Business participation
X months (finish by mm/dd/yy)
X months (finish by mm/dd/yy)
X months (finish by mm/dd/yy)
X months (finish by mm/dd/yy)
• Approve the initiative• Allocate funding• Provide a business
sponsor• Define Mandate
Document the current state of the enterprise’s domains:• Business• Applications• Data • Technology
Design the target state of the enterprise:• Improved business
process• Better IT/business
alignment• Design of transition
architectures
• Start using the tool to improve business decision making
• Engage in an organizational readiness assessment to ensure compliance standards are met
Title of business decision-maker:• Approval• Funding sign-off• Provide executive
support by allocating an adequate amount of business staff's time to participate in EA-related activities
Title of executive(s) likely to help:• Help documenting the
current strategic planning process
Title of operations groups likely to help:• Help documenting
business processes
Title of executive(s) likely to help:• Help integrating the
EA initiative to the current strategic process
Title of operations groups likely to help:• Help redesigning our
business processes
Title of executive(s) involved in strategic planning:• Enforce the
architectural design such that it is consistent with the vision
• Ensure EA blueprints are continually maintained
Socialize and Show the need
Acquire Executive sponsorship
Formally establish the EA program with charter
Initiate EA governance mechanisms
Engage all IT/Business leaders and gain funding
Show value quickly with quick wins
Starting the EA Journey (Implementation Phases)
Drive adoption from top and bottom
Communicate value throughout the organization
Expand to other areas in organization e.g. business architecture
Operate and Mature. Demonstrate value through a
partial model of the target state
Program InitiationProgram charter, maturity
assessment, Schedule dates, durations, and locations
Gain Buyin and ImplementOutline roles, responsibilities and
deliverables
Iteration Loop, with Feedback
1
2
3
Phase 1
Phase 2
Phase 3
What Next?...
The EA Journey: Costs and resource requirements
New resources• Enterprise architect(s)• Business Analyst(s)• Domain architect(s) (business and IT)
Cost estimate (TBD)
New activities for existing resources
• Solution architects, project managers’ time to review project outputs for conformance with the enterprise architecture
Cost estimate (TBD)
Frameworks and tools• Licenses for proprietary documentation
(models, etc.)• Enterprise architecture software
Cost estimate (TBD)
Training• Training of internal staff in EA models
and methodologiesCost estimate (TBD)
Quick Facts: 1 - Survey Data
Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container
Quick Facts: 2 - Survey Data
Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container
Quick Facts: 3 - Survey Data
Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container
Team members for the EA Journey: Core and Extended
Extended Virtual Teams
CoreTeam
EA Architect
VP of Technology
CFO
COO
LOB Leaders
End Users
CEO
Key Senior Managers
IT Managers
IT Steering Committee
ArchitectureReview Board (ARB)
IT SupportStaff
AreaDirectors
VP of
Information Tech. (IT)
Project Manager(s)
IT OperationsManagers
Corporate Operations Managers
Franchise Operations Manager(s)
Admin
Staff
Admin Admin Admin Admin
Extended Leadership Team
Directors
StaffStaff
Staff
EnterpriseArchitect(s)
Instantiating The Team Hierarchy for the EA Journey
Staff
Executive Team
Marketing & Sales Managers
Consultative
Reports
EA Connecting the DotsWith time, all organizations are changing, getting complex, chaotic and Volatile.
EAProject 1
Project 2
Project 3
Project 4
Project 5
Project 6
Project 8
Project 9
Architecture is a maturing asset that can help deal with change and complexity in organizations.
1
•Are there any dots not being connected
2
• Is there any possibility for simplification and Reuse
3
•Are we optimally utilizing all resources in the process
4
•Are we being delivered the services we are paying for?
Decision Makers ChecklistProjects Landscape
EA’s Guiding Principle # 1: It’s not about the tools or gadgets, it’s about the story.
Probably, you noticed the happy family on a journey. Then you realized they were riding on a Bike. The fact that you didn’t notice the bike first confirms that a story is usually more important than the tools that make it happen. Technology should be this way. i.e. A tool helps tell a story, but is NOT the story in and of itself.
What do you see in this picture?
“Just enough EA to get the job done!”
EA’s Guiding Principle # 2: No Pain, No Gain
Socialize and Show the need
Acquire Executive sponsorship
Formally establish the EA program with charter
Initiate EA governance mechanisms
Engage all IT/Business leaders and gain funding
Show value quickly with quick wins
First things First: Let the Journey Begin
Drive adoption from top and bottom
Communicate value throughout the organization
Expand to other areas in organization e.g. business architecture
Operate and Mature. Demonstrate value through a
partial model of the target state
Program InitiationProgram charter, maturity
assessment, Schedule dates, durations, and locations
Gain Buyin and ImplementOutline roles, responsibilities and
deliverables
Iteration Loop, with Feedback
1
2
3
Phase 1
Phase 2
Phase 3
EA Value Derivative Worksheet – (Executive ToDo)
# Value Derivatives Yes No Maybe
1 Would you like to identify the project vision, goals, objectives, plans activities, events, conditions, measures, effects (outcomes) and produced objects?
2 Would you like to know what terms are used throughout your enterprise architecture?
3 Would you like to have a graphic capture of your operational concepts
4 Would you like to understand the resources that flow between each activity that your organization performs?
5 Would you like to clearly understand and be able to articulate how your organizations 4 years business plan put forth by the CEO and executives is aligned with IT’s 4 years capability map? *
6 Would you like to understand how your organization is structured and capture the relationships within the organization
7 Would you like to have a hierarchy of operations that your organization performs?
8 Would you like to know what business activities are being performed, their sequencing, their inputs, outputs, and controls placed on them, and how they are performed?
9 Would you like to know the business rules that constrain your operations?
10 Would you like to know how your business processes respond to various events?
11 Would you like to understand how your organization operates in a given scenario?
12 Would you like to understand the high level data concepts and relationships throughout your organization.
Thank You for The Attention!
Question Time
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WE SHARE IN YOUR VISION
RUN • GROW •TRANSFORM
Solutions that work for Today and Tomorrow
NEXTGEN GLOBAL®
Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential