Iris business architect strategies for migrating government legacy enterprise applications to the cloud using business architecture - 2015-10-14

Strategies for Migrating Government
Legacy Enterprise Applications to the
Cloud Using Business Architecture
Presentation at the Kingsway Hotel in London UK
Website: http://biz-architect.com/
Email: info@biz-architect.com
Phone: +1-514-798-2042 x2010
Benchmark Consulting Canada
Copyright 2015 – All Rights Reserved
2015-10-14

1. The Cloud. What? Why?
How? slide 3
2. Business Architecture slide 12
3. Business Motivation
Model/ Strategy
Mapping slide 19
4. Capability Maps slide 24
5. Stakeholder/Organization
Maps slide 28
Presentation Overview
6. Value Maps slide 33
7. Process Maps slide 37
8. Information Maps slide 41
9. Initiative & Assets
Maps slide 45
10. Other Issues with
the Cloud slide 49
11. Government Example:
UK IPO & USPTO slide 53

Section 1
The Cloud. What? Why?
How?

What is the Architecture of the Cloud?
Benchmark Consulting
Canada Copyright 2015 –
All Rights Reserved
• Everyone has their own opinion
• One differentiation is Public, Private, Hybrid
• Another is Infrastructure as a Service (IaaS),
Platform as a Service (PaaS), Software as a
service (SaaS)
• One perspective is that the cloud is a new
‘sourcing’ strategy
• Here’s a more independent view: the National
Technical Information Service (NTIS)

Government Cloud Computing Reference Architecture
Benchmark Consulting Canada Copyright 2015 – All Rights Reserved
Source of the NIST (a US Agency) Cloud Computing Reference
Architecture: http://cloud-perspectives.com/?page_id=111

Government Cloud Consumers/Citizens
Source: the NIST (a US Federal Agency) http://www.nist.gov/

Public, Private, Hybrid Cloud
Benchmark Consulting Canada Copyright 2015
– All Rights Reserved Source: Wikipedia https://commons.wikimedia.org/wiki/File:Cloud_computing_types.svg

What Does the Cloud Mean to You?
– All Rights Reserved
Source: Applying Business Architecture to the Cloud Slide Deck by Mike Rosen (June 2013)
http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/0C09C473
-059E-498D-906F-E98CE494AB00/basig-13-06-12.pdf
to IT ….. to managers …..

Enterprise 3.0 Application Architecture

What Should the Cloud Strategy Be?
 To answer this, we first need to answer several other
questions.
o How does it relate to the business strategy?
o What capabilities are involved?
o How will it affect stakeholder interactions?
o What organizational units will be involved /
affected?
o What will the costs / benefits tradeoff be?
o How will we prioritize a roadmap and plan?
 As an architect, how do we go about answering these
questions?

Business Motivation Model
 The Business Motivation Model answers key business
questions:
o Why are we doing this cloud initiative?
o How will we know if it’s working?
 What is the impact on our decisions with the cloud?
 Which tactics can best be implemented where?
 How will they need to integrate together?
 Will the cloud make it more or less difficult to measure
success?

Section 2
Business Architecture

• 66% of HR and IT organizations
develop strategic plans that are not
linked to the enterprise strategy.
Sources: the first 2 bullets are derived from The Strategy-to-Execution Process: A
Critical Component of Transient Competitive Advantage in the European Business
Review on November 7, 2013 and the last bullet is derived from various additional
studies made by Towers Watson, Harvard Business Review, and McKinsey & Co.
Today’s Business Disconnects
• 95% of employees in most
organizations do not understand
their organisation’s strategy
• Only 25% to 30% of business
transformation initiatives are
successful over the long term

Business architecture is defined as
“A blueprint of the enterprise that
provides a common understanding
of the organization and is used to
align strategic objectives and
tactical demands."
- BIZBOK® Guide, page 1
The Business Architecture
Definition

Business Overview According to
Figure 1.1 of the BIZBOK® Guide on page 2Benchmark Consulting Canada

Information
Maps
Strategy
MapsStakeholders
Maps
Organization
Maps
Initiative
Maps
Product
Maps
Asset
Maps
Value
Maps
Capability
Maps
Process Maps
(BPM)
Requirements
Maps
Business
Architecture
The BIZBOK® Maps of Business
Architecture
Source: Figure 1 in the article entitled “Increase your Transformation Success
Rate with Business Architecture” in LinkedIn on April 21, 2015.Benchmark Consulting Canada

Business Architecture Stops Business Silos
Source: figure in the article entitled “Beware the Business Silos! Fun
Cartoons, Plus Helpful Solutions” in Tibbr on March 9, 2012

Stopping IT Silo Effect with Business Architecture
Enterprise
Architects
Business
Analysts
Process
Experts
Software/Appli-
cation/IT/Network
Architects

Section 3
Business Motivation
Model / Strategy
Mapping

Business Motivation Model
Source: From the BMM and TOGAF 9.1 toward SOA - capitalizing on the
Business Capabilities - http://goobiz.com/From_BMM_to_SOA.htm

Business Motivation Model Subset

Other Strategy Map Methods: SWOT
Analysis & Balance Scorecard
Source: http://picgalaxy.net/swot-analysis/
Source: http://blog.bizzdesign.com/business-performance-management-
balanced-scorecards-and-the-decision-model/
Balance Score
Card

Other Strategy Map Methods: Business Model Canvas
Source: http://bmimatters.com/tag/business-model-canvas-examples/

Section 4
Capability Map

Detailed Capability Diagram (Level 1 & 2)
Source: Business Architecture in a Merger & Acquisition Context – Part 1

Capabilities and the Cloud
 Strategic or Direction Setting (Top)
o Provide differentiation or set direction
o Reflect executive priorities
o Could you run these in the cloud?
o Would you if you could?
– What are the decision criteria?
 Supporting (Bottom)
o Abilities that an organization must have to function as a
business
o Traditional targets for outsourcing
o Cloud is a good alternative
o Why would you not move these to the cloud?
– What are the decision criteria?

Core Capabilities
 Value Add, Core (Middle)
o The heart of what an enterprise does to ensure viability and
thrive in the market
o Can be thought of as a customer facing view of the business
 Which ones are critical to success?
 How comfortable are we with them in the cloud? Could we
do them better ourselves?
 How do they have to work together?
o End-to-end value streams
o Information integration
 What are the implications?
 How do we make a decision?

Section 5
Organization/Stakeholders
Map

Source: Business Architecture in a Merger &
Acquisition Context – Part 1
Apple Republic Org Chart (level 1 and 2)

Org Chart with Capabilities (Level 1 only)

Organization/Stakeholder Analysis
 The interaction with each stakeholder can be expressed in a value stream.
 There will usually be several value streams for each stakeholder.
 Analysis of the stages of a value stream provide insight into the
opportunities for new interactions via the cloud (e.g. mobile devices,
social networks) and to evaluate the potential value (internal & external).
 Having identified beneficial areas for new interaction, we then identify
the new capabilities that we need to support them.
 Each affected stage of the value stream may require one or more new
capabilities.
 Of course, many of these capabilities would be common for multiple
value streams and multiple stakeholders.
 For each new capability, we could identify different sourcing options.
Some capabilities may be available from the cloud, some as commercial
off-the-shelf (COTS) products, and others as new or enhanced
implementations of existing capabilities.

Organization Maps
 How will the cloud affect organization structure?
 What might a new organization structure look like?
 What will the political implications be?
 Do the organizations have the skills to source via the
cloud and manage those apps?
 How do you avoid silos and redundancies?

Section 6
Value Maps

Value Streams Diagram

Value Stages to Capabilities

About Value Streams & Value Stages
 Value Streams tell us:
o ‘How’ things are done for a specific stakeholder and scenario
o How different processes fit together to support a stakeholder
o What information must be shared between processes
 ‘Stages’ of a value stream require specific capabilities
 Stages of a value stream may be implemented by processes
 Value Streams identify capabilities that are critical to the
delivery of value (satisfaction) to our most important
stakeholders.
 Value Streams tell us the integration requirements of
capabilities, processes and information. How does this relate to
our decisions about sourcing on the cloud?

Section 7
Process Maps

Process Model – Internal Activities

Business Processes in the Cloud
 Move entire process to the cloud
 Source some of the tasks from the cloud
 What does that mean?
o Loss of control
– Collaboration versus Coordination
o Data integration and transformation
o Visibility
o Activity Monitoring (BAM)
o Auditing and Reporting

Section 8
Information Maps

Initiatives Diagram

Information to Capabilities Linkage
Figure 2.5.2 of the BIZBOK® Guide on page 162Benchmark Consulting Canada

Enterprise Information Concerns
 What is the critical enterprise information?
 How is that information characterized and classified?
 What information is critical to efficient end-to-end
integration?
 What information are you comfortable keeping on the
cloud?
 What information are you comfortable having under the
control of another business?
 How much integration / transformation will be required for
consistent and efficient end-to-end interactions?
 What information semantics do you need to own?

Section 9
Initiative Map & Asset
Map

Initiatives Diagram

Initiative Roadmap Example

Assets Map & Linkage to Other Maps
List of Assets
complying to
TOGAF
List of Business Architecture
Map Compliant to BIZBOK

Section 10
Other Issues with the
Cloud

Issues with the Cloud
 Availability / Reliability
 Security
 Incident Management
 Accountability
 Semantics
 Integration
 Regulatory Compliance
 Visibility

Lock-In & Interoperability
 What happens if you want to move to a different Cloud provider?
o Mergers and Acquisitions
o Out of business
o Poor performance (cost, SLA, technical)
 Can you move to a new platform?
o What level of features / functions have you used?
o Is everything assessable through an API?
o Are industry standards followed? Do they exist?
 What about your data?
o Can I get my data out at all?
o How much is it going to cost to get my data out?
o How much of my time is it going to take to get my data out?
 Cloud relationships will come to an end. Have an exit strategy!

Business Decision Matrix

Section 11
Example 3:
Leveraging Business Architecture for
Major Portfolio Initiatives and
Business Requirements Management
US Patent & Trademark Office
Source: 1- http://www.omg.org/cgi-bin/doc?basig/2015-03-06 and 2-
http://c.ymcdn.com/sites/www.businessarchitectureguild.org/resource/collection/31E
9670C-D71F-44C0-BF8F-964DF37090E2/basig-14-03-18.pdf

PaaS Cloud
Transformation
Initiative

PaaS Cloud Transformtion

The Intellectual Property Office (UK)
• Recent
Customer
• Business Case
to be
published
soon

Thanks!
IRIS Business Architect
Web site: http://biz-architect.com
Email: info@biz-architect.com
Phone: +1-514-798-2042 x2010

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Iris business architect strategies for migrating government legacy enterprise applications to the cloud using business architecture - 2015-10-14

Editor's Notes