Measuring Enterprise Architecture Success Information ...
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All Contents © 2007 Burton Group. All rights reserved.
Measuring Enterprise Architecture Success
Information Technology Conference 2009April 15-16, 2009
Michael RollingsSenior Analyst
Executive Advisory Program
2Measuring Enterprise Architecture Success
Agenda
• Things We Have Forgotten aboutEnterprise Architecture (EA) Value
• Determining Program Success
• Value and Other Success Measures
3Measuring Enterprise Architecture Success
Agenda
• Things We Have Forgotten about EA Value
• Determining Program Success
• Value and Other Success Measures
Burton Group’s View of Enterprise Architecture
• Planning, optimization and design discipline• Not solely for the enterprise
• Active - EA is something you do
• Focused on business outcomes
• Influences IT decision-making• Architecture is personal
• EA results in an architecture (what gets built)
• A way to synchronize with the business
Things We Have Forgotten About EA Value 44
Governance
Things We Have Forgotten About EA Value 5
Exploring the relative
importance of an idea
Perspective...
Influencing an outcome
without direct control
Relevance...
6Things We Have Forgotten About EA Value
WARNING! Signs of program failure
• Poor business participation
• No resources or executive-level commitment for change
• The EA team has no influence
• Poor communication
• Enforcer rather than a collaborator
• Disconnected from business model change
• Disconnected from software development and projects
The system shorts out (with casualties)
Analysis paralysis
Stale artifacts
Ivory-tower
Disconnected
Things We Have Forgotten About EA Value
How to assess our contribution?
• Benchmarks and Comparisons ≠ What needs to improve• Maturity ≠ Effectiveness or Quality• Baseline ≠ Report Card
7
“Just because you know
where you are, and others are
with you, does not mean that
you are not lost or that you
should follow the same path.”
8Measuring Enterprise Architecture Success
Agenda
• Things We Have Forgotten about EA Value
• Determining Program Success
• Value and Other Success Measures
Determining Program Success
Business Synchronization
• Does the architecture embody the business strategy and operating model?
• How are these linkages made?• Are the dependencies documented?• Is the connection apparent at all levels of architecture
(e.g., is it clear what standards are required for certain strategies and operating principles)?
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Determining Program Success
EA Program Oversight
• Is there responsibility for the EA program?• How are the many project, communication, governance,
process, and behavior changing activities coordinated?• Does a charter exist for the EA program?• What is the process used to create, enhance, and
maintain architecture artifacts?• How is the EA function organized and how are resources
used as part of the process?• Is the value of EA known, measured, and
communicated?
10
Determining Program Success
Communication and Change Leadership
• Does a plan exist to assure buy-in, achieve participation, improve awareness, and maintain consistency of program messages?
• What activities exist for regular communication to share progress and findings, and to influence change?
• How do stakeholders show their support of the EA program?
• Are agreement networks modeled and managed?
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Determining Program Success
Governance
• Has the role of EA in IT governance been formalized?• How is EA currently linked to…
• Strategy development process• Project/program funding process• Software development lifecycle• Procurement• Measurement
• Are informal structures in place to facilitate decision-making in line with EA guidance without compliance checking?
12
13Determining Program Success
Are there walls between siloed processes?
CIO
Portfolio Mgmt PM SDLC OPS
EA
IT Planning & Execution
CIO – Chief Information OfficerPM – Project ManagementSDLC – Software Development Life Cycle
EA – Enterprise ArchitectureOPS – Operations
14Determining Program Success
Use, improve, and share decision-quality information
CIO
Portfolio Mgmt PM SDLC OPS
EA
IT Planning and Execution
CIO – Chief Information OfficerPM – Project ManagementSDLC – Software Development Life Cycle
EA – Enterprise ArchitectureOPS – Operations
15Measuring Enterprise Architecture Success
Agenda
• Things We Have Forgotten about EA Value
• Determining Program Success
• Value and Other Success Measures
Value and Other Success Measures
• Business outcomes achieved• Business case attainment • Estimates blown due to poor dependency
analysis
• Decisions influenced and impact• Awareness and perception
• Are projects receiving active guidance?
• Other Instrumentation• % of investment in dated technologies• % projects using standard solution patterns• # exceptions granted• Schedule and cost reductions due to reuse
16
Val
ue
Per
cep
tio
n
Actual Value Contribution
Value?
17Summary
EA is most useful when it influences a better outcome
• Use assessments to bring focus on required EA improvements and not as grade or a benchmark
• Reveals weaknesses and barriers to progress• Provides a valuable baseline to plan next set of actions and solidify
stakeholder participation
• Approach EA as a way to facilitate the creation, sharing and use of decision-quality information
• Affect planning, design, implementation and financial outcomes• Improve top-down, bottom-up and project planning perspective• Drive both process improvement and behavior change
Contacts
Michael Rollings
Senior Analyst, Executive Advisory Program
Burton Group 7090 Union Park Center Suite 200Midvale, UT 84047-6051
office +1.801.566.2880fax +1.801.566.3611