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EA as a Change Management Agent

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How Enterprise Architecture can become a Change Management Agent. What steps can you take and what's needed.

How Enterprise Architecture can become a Change Management Agent. What steps can you take and what's needed.

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  • 1. Enterprise Architecture As a Change Management Agent
  • 2.
    • We face the need to understand the impact of change and to make decisions that influence processes, services and technology.
    • Enterprise Architecture (EA) is a means to describe your business in order to facilitate rapid and valuable impact analysis, enabling performance-oriented Change Management.
    • Process awareness has become a requirement for many reasons:
    Background
  • 3.
      • A common understanding of how a business functions is critical to business performance. Until everyone understands how they contribute to the “value chain”, performance is at risk.
      • Quality Management and regulatory compliance often makes this mandatory.
      • Clarifying how IT contributes to your organization is essential to being flexible and maximizing IT service value.
  • 4.
    • There is a need for tools that will help establish the EA approach necessary to manage enterprise information in a consistent way.
    • They should be conceived with an “Enterprise Repository” that encompasses both business and IT perspectives and should provide:
  • 5.
      • Simple, powerful solution to any project that drives change in an organization by:
        • Reusing the description of the business, including all blueprints, implementation maps, measures, and reports
        • Increasing efficiency through the identification and sharing of best practices within the organization
        • Reducing risks, through a global assessment and mitigation of operational risks
        • Expediting Project Management with the impact analysis function and the centralization of information in a framework shared by all Stakeholders
  • 6.
      • Central source of information that is easily scalable.
      • A standard framework to support growth and facilitate broad information sharing. (They should also ensure consistency and the reuse of information for such programs like BPM, Regulatory Compliance, Asset & Portfolio Management, Quality Management, PMO & PPO support, and overall IT Governance.)
  • 7.
      • Integration of Risk & Control management, from business processes to IT architecture . Controlling feature for operational risks attached to the business processes and IT systems. This is key to achieving high quality performance and regulatory compliance. When you can globally consider risks as they affect your processes and IT architecture, you can then easily measure the impact of change, and establish and publish clear and accurate mitigation strategies.
  • 8.
      • Effective support of change . You can’t change what you can’t see. Making things visible facilitates change: the result is measurable business value. Using proven, demonstrable methodologies, you can build a set of organization and Project Management best practices that use the EA framework as an effective asset for all of your Change Management decisions.
  • 9. Benefits
    • Based on the implementation of an Enterprise IT & Business Repository, the EA solution will apply to any “change management project”, as well as to corporate governance initiatives, using a four step approach:
      • Qualify the project - Determine the project drivers and understand the Stakeholders’ concerns, e.g., Enterprise Asset & Information Management, Business Continuity Planning, SOA implementation, etc. This will drive the methodology and the Business Rules to be observed in order to obtain a consistent description of your business.
  • 10.
      • Describe the Business View - Define strategic objectives and business processes at the appropriate level according to your project scope. Identify operational risks attached to each process. Capture the core business views in order to focus your project and associated decision-making on the most critical issues.
      • Describe the IT View - If required for a project, describe your IT portfolio. Identify the Application Architecture through a Service-Oriented Architecture analysis. Align IT resources with business functions, rather than organizational boundaries. The resulting Enterprise Repository integrates both business and IT views and thus ensures a consistent description across the enterprise. This enables the understanding of relationships between all potential parameters as well as full-spectrum impact analysis.
  • 11.
      • Manage Change - Organize training and communication. Ensure the consistency of models through regular audits and coaching, and embed the use of the business description into your project lifecycle deliverables and Change Management processes.
    • These activities will often be organized in an industrial mode, which means they will be capable of producing a large number of models quickly while ensuring consistency and overall quality.
  • 12.
    • Each new undertaking offers the opportunity to verify that the requirements for a new initiative are either described by the current version of the enterprise model, or require analysis.
    • The approach to EA is not a “one size fits all” strategy. It is a modular approach, based on your priorities and requirements, and focuses on doing, the right work at the right time. By integrating EA with objectives and strategic planning, you can support the establishment of an EA framework that implements your strategic goals. You can understand, align and control information at the enterprise level, creating, as a result, increased business value, over time.
  • 13.
    • This approach also allows the gradual analysis and optimization of your business and IT system operations. Deliverables are gathered into an Enterprise Repository and the EA “team” must be thoroughly trained in how to create, maintain, query and analyze your business description. This approach relies on two main components:
      • A Consistent Modeling Approach - You can provide a real enterprise asset by describing your business in terms of processes, people, risks and IT systems.
      • The reflection necessary for this methodological description will inherently increase process efficiency and measurability.