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  • 1. Measuring Enterprise Architecture Success Information Technology Conference 2009 April 15-16, 2009 Michael Rollings Senior Analyst Executive Advisory Program [email_address] 2009
  • 2. Measuring Enterprise Architecture Success
    • Agenda
      • Things We Have Forgotten about Enterprise Architecture (EA) Value
      • Determining Program Success
      • Value and Other Success Measures
  • 3. Measuring Enterprise Architecture Success
    • Agenda
      • Things We Have Forgotten about EA Value
      • Determining Program Success
      • Value and Other Success Measures
  • 4.
    • 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
  • 5. Things We Have Forgotten About EA Value Exploring the relative importance of an idea Perspective... Influencing an outcome without direct control Relevance...
  • 6. 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
  • 7. 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.”
  • 8. Measuring Enterprise Architecture Success
    • Agenda
      • Things We Have Forgotten about EA Value
      • Determining Program Success
      • Value and Other Success Measures
  • 9. 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)?
  • 10. 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?
  • 11. 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?
  • 12. 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?
  • 13. 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
  • 14. 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
  • 15. Measuring Enterprise Architecture Success
    • Agenda
      • Things We Have Forgotten about EA Value
      • Determining Program Success
      • Value and Other Success Measures
  • 16. 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?
  • 17. 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
  • 18. 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

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