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    Measuring Enterprise Architecture Success Information ... Measuring Enterprise Architecture Success Information ... Presentation Transcript

    • Measuring Enterprise Architecture Success Information Technology Conference 2009 April 15-16, 2009 Michael Rollings Senior Analyst Executive Advisory Program [email_address] 2009
    • Measuring Enterprise Architecture Success
      • Agenda
        • Things We Have Forgotten about Enterprise Architecture (EA) Value
        • Determining Program Success
        • Value and Other Success Measures
    • Measuring 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 Planning Execution Measurement Governance
    • Things We Have Forgotten About EA Value Exploring the relative importance of an idea Perspective... Influencing an outcome without direct control Relevance...
    • Things 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
        • “ 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.”
    • Measuring 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)?
    • 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?
    • 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?
    • 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?
    • Determining Program Success
      • Are there walls between siloed processes?
      CIO – Chief Information Officer PM – Project Management SDLC – Software Development Life Cycle EA – Enterprise Architecture OPS – Operations CIO Portfolio Mgmt PM SDLC OPS EA IT Planning & Execution
    • Determining Program Success
      • Use , improve , and share decision-quality information
      CIO – Chief Information Officer PM – Project Management SDLC – Software Development Life Cycle EA – Enterprise Architecture OPS – Operations CIO Portfolio Mgmt PM SDLC OPS EA IT Planning and Execution
    • Measuring 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
      Value Perception Actual Value Contribution Value?
    • Summary
      • 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
        • [email_address]
        • Burton Group
        • 7090 Union Park Center
        • Suite 200
        • Midvale, UT 84047-6051
        • office +1.801.566.2880
        • fax +1.801.566.3611