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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Information Technology Conference 2009
Enterprise Architecture: Embracing ChangeStatistics Canada
Key Success Factors and Common Key Success Factors and Common Pitfalls when implementing EAPitfalls when implementing EA
Jean-Marc Robinson, Senior Enterprise Architect
2009.04.16
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls when implementing EA - Abstract
• To meet the increasing demands of its citizens and international communities, Government is constantly improving the way it does business with Information Technology viewed as the key enabler.
• With increasing budget constraints, both the Business Community and the CIO, increasingly face similar challenges and find themselves competing rather than working together to meet the needs of the Government as a whole – i.e. “Doing more with less”.
• Enterprise Architecture is considered the catalyst for bridging the gap between business strategy and IT strategy by: aligning IT to the Business; and demonstrating value to the business i.e. “Working together as one “Business” or “Enterprise”. Unfortunately, since its inception in the late 80’s, Enterprise Architecture, like a “chameleon”, has taken on multiple definitions.
• Mr. Robinson will provide a definition for Enterprise Architecture, and explore the key success factors and common pitfalls he has encountered applying Enterprise Architecture in the federal government and private sectors.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
IT Service Organizations must deliver a sound investment IT Service Organizations must deliver a sound investment strategy that is aligned with business needs and prioritiesstrategy that is aligned with business needs and priorities..
ChallengesChallenges
Increasing budget constraints and demand for more servicesIncreasing budget constraints and demand for more services
Maximize return on investments
Improving quality of services while reducing delivery costsImproving quality of services while reducing delivery costs
Effective and efficient use of limited resources
Demonstrate value-added to the businessDemonstrate value-added to the business
Investing in the right places to meet business strategic outcomes;
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Demonstrating Business Value is achieved by - Demonstrating Business Value is achieved by - Doing the right thing at the right time, and doing it well.Doing the right thing at the right time, and doing it well.
Business Value is attained by:Business Value is attained by:
Implementing common solutions for common business functions
Reducing the fragmentation and duplication of data
Improving the quality of the data – accuracy, and timeliness
Avoiding diverging investments
Reducing and eliminating duplicate / redundant infrastructure components
Ever greening legacy systems and technologies
Reacting and adapting to changing priorities
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Enterprise Architecture – Industry DefinitionEnterprise Architecture – Industry DefinitionZachman defined the Framework, Spewak defined the Methodology Zachman defined the Framework, Spewak defined the Methodology
Major Contributors in the Field• John Zachman – Enterprise Architecture, A FrameworkTM – and Steven Spewak – Enterprise
Architecture Planning - are recognized by many in the field as original thinkers and major contributors.
e.g. DATA
ENTERPRISE ARCHITECTURE - A FRAMEWORK
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. "Application Architecture"
I/O = User ViewsProc .= Application Function
e.g. "System Design"
I/O = Screen/Device FormatsProc.= Computer Function
e.g. "Program"
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Logistics Network
Node = Business LocationLink = Business Linkage
e.g. "Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. "System Architecture"
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. "Network Architecture"
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture"
Planner
Owner
Builder
ENTERPRISEMODEL
(CONCEPTUAL)
Designer
SYSTEMMODEL
(LOGICAL)
TECHNOLOGYCONSTRAINED
MODEL(PHYSICAL)
DETAILEDREPRESEN-
TATIONS (OUT-OF
CONTEXT)
Sub-
Contractor
FUNCTIONING
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-conditionMeans = Step
e.g. Rule Design
End = Condition
Means = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component Cycle
Time = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
Planner
Owner
to the BusinessImportant to the Business
What How Where Who When Why
Copyright - John A. Zachman, Zachman International
SCOPE(CONTEXTUAL)
Architecture
e.g. STRATEGY ENTERPRISE
e.g. Business Plan
TM
Zachman Institute for Framework Advancement - (810) 231-0531
• First introduced in 1987 and further expanded in 1992, John Zachman introduced a framework – The Zachman Information System Architecture (ISA) FrameworkTM. The framework defines a set of architectures (30 cells) representing various perspectives that are required to effectively describe information systems. The early adopters of the framework were systems analysts and database designers. The framework was later renamed to: “Enterprise Architecture – A Framework TM”
• In 1992, Dr. Steven Spewak, author of “Enterprise Architecture Planning – Developing a Blueprint for Data, Applications and Technology” describes a process for defining the top two rows of the Zachman ISA Framework: the “Enterprise Level” architectures (Planner and Owner views ) and the supporting plan – when the architecture will be implemented.
Implementation / Migration Plans
Principles
BusinessModeling
CurrentSystems &Technology
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
• Rules we live by
• Where we are
• Where we want to be
• How to get there
Components of Enterprise Architecture Planning
Implementation / Migration Plans
Principles
BusinessModeling
CurrentSystems &Technology
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
• Rules we live by
• Where we are
• Where we want to be
• How to get there
Components of Enterprise Architecture Planning
ALTRUISTIC INFORMATICS CONSULTING
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““Enterprise Architecture Planning is the process of Enterprise Architecture Planning is the process of definingdefining architecturesarchitectures for the use of information in support of the business and for the use of information in support of the business and the the planplan for implementing those architectures.”for implementing those architectures.” - Steven Spewak, 1992
PrinciplesPrinciples• Provides guidance – set of rules - for decisions and actions
intended to make the enterprise information environment productive and cost-effective
Implementation / Migration Plans
Principles
BusinessModeling
CurrentSystems &Technology
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
• Rules we live by
• Where we are
• Where we want to be
• How to get there
Components of Enterprise Architecture Planning
Implementation / Migration Plans
Principles
BusinessModeling
CurrentSystems &Technology
DataArchitecture
ApplicationArchitecture
TechnologyArchitecture
• Rules we live by
• Where we are
• Where we want to be
• How to get there
Components of Enterprise Architecture Planning
An observation of the current state “Health” of the environment:An observation of the current state “Health” of the environment:• Resources, Quality, Technology, and Value
A decision for improvement during the planning horizon:A decision for improvement during the planning horizon:• Business Process: discontinue, outsource, re-engineer, re-tool, re-align
• Authoritative Data Sources: “Capture data once at source”
• Current systems: (retire, enhance, contain, new system) and future systems: (value, dependencies)
• Current technologies: (retire, contain, mainstream), and future technology (near-term, long-term).
The IT Investment StrategyThe IT Investment Strategy The plan for migrating from the “The plan for migrating from the “As-isAs-is” to the “” to the “To-beTo-be” state. ” state.
For each of the architectures:For each of the architectures:
ALTRUISTIC INFORMATICS CONSULTING
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Enterprise Architecture is used to drive decisions Enterprise Architecture is used to drive decisions about the IT investment portfolio as a whole.about the IT investment portfolio as a whole.
• EAEA is fundamentally concerned with identifying common or shared assets whether they are strategies, business processes, investments, data, systems or technologies.
• EA is driven by strategyEA is driven by strategy, it helps a business identify whether its resources are properly aligned to the agency mission and strategic goals and objectives.
• Segment architectureSegment architecture defines a simple roadmap for a core mission area, business service or roadmap for a core mission area, business service or enterprise service.enterprise service. Segment architecture is driven by business management and delivers products that improve the delivery of services to customers and employees. From an investment perspective, segment architecture drives decisions for a business casesegment architecture drives decisions for a business case or group of business cases supporting a core mission area or common or shared service.
• Solution architectureSolution architecture defines agency IT assets such as applications or components used to automate and improve individual agency business functions. The scope of a solution architecture is typically limited to a single project and is used to implement all or part of a system or business solution.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
Organizations stand-up an EA Program and …
- Spend a year defining and staffing the EA Program
- Spend another year acquiring an EA tool that does everything from “Planning” to “Solutions”.
- Embark upon a massive data entry exercise for an additional year to capture the baselines “Systems’, “Databases”, and related “Technologies”.
Outcome …
- Three years have gone by with no demonstrated “value”.
- The EA Program is dismantled or significantly reduced.
- Business as usual.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
One Segment “Line of Business” at a time …
- Zero in to the pressing business issue i.e. Key value-streams.
- Adopt a “Project Approach”.
- Leverage existing IM/IT Governance Structure.
- Engage with the stakeholders – conduct workshops
- Develop the architectures and the transition plan.
- Outcome …
- Demonstrates value early on – within six months.
- Corporate buy-in for EA.
- Apply lessons learned.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
- The “Team” structure …
- Executive – President/VP
- Reference Group – “Business” Director Level
- Champion: CIO or Business VP
- Working Group
- Business Stakeholders – 80%
- IT People – 20%
Project Approach …
- The “Chief Architect” facilitates the process and provides just-in-time training.
- The “Working Group” – develops the architectures and Transition Plan.
- The “Reference Group” provides the “guidance”, recommendations, and approval of the architectures and Transition Plan.
- The “Exec Committee” funds the Transition Plan – Investment Strategy.
Working Group
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
Level of Engagement from the Business…
- All “walks of business” must be engaged from the VP to the clerk.
- IT needs to be the facilitator not the doer.
- Minimum level required to deliver a quality product
- Outcome …
- Business Buy-in vs. “Shelf ware”.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
Sell … Sell … Sell …
- Avoid the traditional “Project Status Meeting” – i.e. Cost and Schedule.
- Must communicate value to the “Executive Committee” and to the “Reference Group”.
- You have the audience: focus on the results.
- Pick the recognized Business Subject Matter Expert to do the briefing.
““If Mikey says it’s good then it must be good.”If Mikey says it’s good then it must be good.”
- Outcome …
- Continued commitment at all levels.
- Corporate buy-in.
- Recommendations are most likely to be approved.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
The Roadmap …
- Architectures are “work products” used to establish the IT Investment Portfolio.
- The “As-Is” and the “To-Be” states provide little value is you don’t a roadmap.
- The roadmap quantifies the costs, timeline, and the expected results to the business (ABC/ABM metrics).
– Address your service delivery and support capability.
- Outcome …
- One plan
- Clear alignment to the Business
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
Getting Started …
- Don’t under estimate the value of Project Initiation.
- Need clear understanding of the maturity level.
- The level of commitment from the Business community.
- Availability of current information.
- An EA project is usually the 1st time organizations have to work together.
- Remember organizations sign-up to make sure their projects come first. As such, the criteria for selection and prioritization must be vetted and agreed upon.
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
Key Success Factors and Common Pitfalls
Typically, There is a poor alignment of IT Investments to the Lines of Business. The CIO IT Investment Portfolio represents a subset of the “Total Business”
IT investments.
How well does your IT Investment Portfolio align to your Business?
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Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING
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