Implementing Effective Enterprise Architecture
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Implementing Effective Enterprise Architecture

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Explore and understand how to implement and sustaining an effective Enterprise Architecture program

Explore and understand how to implement and sustaining an effective Enterprise Architecture program

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Implementing Effective Enterprise Architecture Implementing Effective Enterprise Architecture Presentation Transcript

  • Implementing an effective Enterprise Architecture From C-suite to the front lines Leo Shuster Director, IT Architecture Nationwide Insurance Enterprise Architecture 15 January 2014 1
  • Disclaimers  Many competing perspectives and approaches to Enterprise Architecture exist – this is just one of them  There is no single, agreed upon Enterprise Architecture standard  Information presented here will not make you an instant Enterprise Architecture expert  This presenter should not be held liable for any misconceptions, misrepresentations, or mistakes you make in your organization based on the information presented here Enterprise Architecture 15 January 2014 2
  • The Architecture Continuum If enterprises were cities… Enterprise Architecture Portfolio Architecture System Architecture (City) (Street) (Building) Architecture Continuum Enterprise Architecture 15 January 2014 3
  • Enterprise Architecture & the Enterprise Classically, EA is the “planning” function between strategy formulation and delivery… “Do the Right Things” Strategy Enterprise Strategy Business Opportunity Bus Strategy IT Strategy Technology Availability = “the city’s purpose & goals” Enterprise wide focus Strategy Enterprise Architecture Transition Planning = “the city plan” Bus Architecture Planning Component Scheduling Shipping Yarn Buying Inventory Assortment Planning AEI Corporate Component Knitting Order Entry Cash Management Saturn Group Yankee Group Tagging & Packing Knits Division Accounting Enterprise Architecture IT Architecture Fire and hope! Yarn Division Component Design Yarn Dyeing Raleigh Plant Seneca Plant Business Structure Business Locations Program focus Architecture Governance “Do the Right Things Right” Design and Delivery Enterprise Architecture Business Operating Environment and IT Infrastructure System Design = “the buildings” Program Architecture Soln Outline Macro Design Micro Design Devt, etc. Program Architecture Soln Outline Macro Design Micro Design Devt, etc. Change Programs 15 January 2014 4
  • What is Enterprise Architecture? Simple definition: Enterprise Architecture is a strategy to minimize IT and business mistakes Enterprise Architecture 15 January 2014 5
  • Enterprise Architecture Program EA is a journey, often non-linear Tactical, opportunistic Strategic, systematic Cost Reduction Standardization Broaden Scope Realizing Strategy  What do we have?  Develop standards and recommended best practices (e.g. technology stacks, server platforms)  Meet business needs by linking IT to business  Develop business strategy  Need all of it?  Consolidate to reduce costs?  Desire for impact analysis  Seeking repeatability  Encourage IT evolution  Focusing on IT scope only Cost focus  Managing architectures outside IT  Increasing focus on business architecture and business processes  Value propositions, capabilities, resources  Refine into to-be  Compare to as-is  Create transition plan  Execute Value focus Enterprise Architecture has to be treated as an ongoing program that continues to evolve together with the organization Enterprise Architecture 15 January 2014 6
  • Determining Your Path Laying out a vision of the Enterprise Architecture Program’s maturity is one of the most important first steps in ensuring its success and longevity • Self awareness – Strategic – Recognizing the problem IT leadership starts the EA program • Standardized technology – IT / Business Impact – Optimized core Pervasive governance • Optimized core – – Standardized technology – Tactical – – Enterprise Architecture Moving from local to enterprise view of technology assets Standardizing core business processes Establishing core technology assets • Pervasive governance Self awareness Low Establishing technology standards Moving to a shared infrastructure model EA Maturity High Establishing effective centralized EA governance Federation of EA * Based on MIT Sloan Center for Information Systems Research EA maturity model 15 January 2014 7
  • Enterprise Architecture Maturity Model Many EA Maturity Models exist. Choose the one that works best for you and adopt it. It will provide a prescriptive guidance and define the levers you can pull to maximize EA maturity. EA Maturity Dimensions • Stakeholder Support and Involvement – – The involvement and support of the primary stakeholders Includes all EA stakeholders • Team Resources – – Skills and talent level of Enterprise Architects Tools and support available • Architecture Development Method – – Process to define architecture goals and outcomes See EA Lifecycle • Organizational Integration – Integration with other processes and organizations • Deliverables – – Existence of actionable EA deliverables Alignment with EA lifecycle • EA Governance – – Formally established EA Governance Broad visibility across the organization • Metrics – – Set of clearly defined metrics Broadly understood and communicated • Stakeholder Perceptions – – Enterprise Architecture Perceived value of the EA program by the stakeholders Indication of success or failure 15 January 2014 8
  • Starting the EA Journey Gartner recommends establishing and evolving the EA program via six major phases. Strategize and plan Assess current state Assess competencies • Gain agreement on the major problems to be solved • Charter the EA program • Develop program guidelines • Identify current level of organizational maturity • Understand existing capabilities • Identify EA requirements • Review established budgetary practices and refine them Enterprise Architecture Gain approval Implement • Develop a formal plan • Perform a strategic planning exercise • Develop the requirements, and assess the results • Analyze the findings and prioritize the gaps • Develop investment plans using identified business cases • Present findings to gain funding and approval Operate and evolve • Improve and refine your efforts • Continue evolving future state plans 15 January 2014 9
  • Enterprise Architecture Lifecycle Develop business case(s) for the initiative(s) identified on the roadmap Create the Enterprise Architecture vision and program structure Document current state architecture Establish and execute governance processes EA lifecycle is a series of continuous iterations over these phases Develop future state architecture Create a roadmap of transitioning from current state to future state * Based on Oracle Enterprise Architecture Framework Enterprise Architecture 15 January 2014 10
  • EA Governance Alignment • Enterprise Architecture establishes a number of governance mechanisms – Architecture Board serves as a governance body ensuring IT initiatives align with EA – CTO and/or Chief Architect provide stewardship and guidance – Enterprise Architects develop policies, practices, and processes that the Architecture Board supports • Enterprise Architecture and IT leadership ensures alignment with business goals, strategies, and objectives * Based on TOGAF Enterprise Architecture 15 January 2014 11
  • Recipe for EA Program Success The need should be evident (IT inefficiencies, duplication of capabilities, etc.) Make all IT leaders responsible for EA success with specific goals and objectives. Formalize all EA governance bodies and processes. Integrate them into all aspects of IT operations. Ensure universal adoption through executive (CIO / CTO) mandates and objectives. Incentivize positive behavior. Enterprise Architecture Show the need Institute EA governance mechanisms Drive adoption from the top Make everyone aware why EA is important to them and what value it brings. Gain an executive sponsor Engage all IT leaders Communicate value of EA through entire organization Formally establish the EA program Ideally, this should be a C-level exec. Start with highest possible level and aim for Clevel sponsorship. Show value quickly Organize and announce the team. Clearly establish scope, charter, and responsibilities. Expand to Business Architecture Concentrate on low hanging fruit such as cost savings, platform and capability consolidation, etc. Concentrate on aligning business and IT strategy once core EA program has matured sufficiently. 15 January 2014 12
  • Keys to Success Start small • Don’t try to boil the ocean • Focus on quick wins • Show results early and often Plan big • Start with the end in mind • Design the EA program for maximum scale and flexibility upfront • Create a maturity roadmap and follow it Obtain executive sponsorship • Without a C-level executive sponsor, EA program will not succeed • Ensure buy-in from all IT leaders • Drive adoption from the very top Communicate and celebrate • Communicate results and accomplishments often and to as wide of an audience as possible • Celebrate successes and recognize those responsible Enterprise Architecture It is very hard to sell EA on its value alone. While there are many ways to demonstrate value, it is often not realistic enough for executives to grasp. Instead, identify real needs to establish the EA program and focus on showing results quickly. Once everyone sees the value, it will be easy to justify continuing investment. Frequently publish metrics to demonstrate progress. 15 January 2014 13
  • Designing an Effective EA Program From centralization to federation • Centralize at first to accelerate maturity – – – Establish a central EA team Define and enhance all the EA processes Pragmatically and systematically drive EA adoption • Exercise EA governance cautiously – – Establish an Architecture Review Board Slowly increase its scope and influence • Plan for federation – Ensure all the processes and structures can be easily federated when needed Enterprise Architecture • Federate when enterprise is ready – – Pull the trigger when the enterprise is mature enough for federation This typically happens when EA is universally accepted and is not questioned • Align Enterprise Architects with business units – – Absorb Portfolio Architecture functions Ensure clear alignment between EA and Portfolio Architecture • Maintain governance and planning functions centrally – Keep Architecture Review Board as a central governance body 15 January 2014 14
  • Designing an Effective EA Program Small / medium organizations and early in large enterprises Large mature enterprises Sponsors CIO Reports to CTO / Chief Architect Influences EA Team All EA functions are managed and delivered centrally Enterprise Architecture Reports to Architecture Board Division CIO Reports to Influences CIO CTO / Chief Architect Reports to Division Architecture Team EA functions are federated. EA owns governance. Delivery decisions are made locally. Influences Division CIO Influences EA Team Division CTO Influences LoB Architecture Team Reports to LoB Architecture Team Reports to LoB Architecture Team 15 January 2014 15
  • Achieving Success The success of an Enterprise Architecture program is hard to measure in objective terms. It is not just how much savings was achieved, what percentage of enterprise was modeled, how many roadmaps were created, etc. The primary indicator of success is the degree of change in the company’s culture. Below are the signs of what a successful Enterprise Architecture program looks and feels like. EA is universally accepted Everyone (from executives to developers) believe in EA vision, mission, and purpose EA Governance is invisible yet omnipresent EA processes are tightly woven into the IT fabric A system to incentivize positive behavior and penalize negative behavior is in place Everyone understand their role and value they bring to EA Enterprise Architecture 15 January 2014 16
  • Q&A Enterprise Architecture 15 January 2014 17
  • About the Author About Publications • Leo Shuster directed IT Architecture, Enterprise Architecture, and SOA for a number of organizations including Nationwide Insurance, National City Corporation, and Ohio Savings Bank • Presented on Enterprise Architecture, SOA, BPM, and related topics at a number of events and conferences • MS in Computer Science and Engineering from Case Western Reserve University and MBA from Cleveland State University • Blog: http://leoshuster.blogspot.com • SOA Governance Book with Thomas Erl: http://www.amazon.com/SOA-Governance-Governing-PremiseService-Oriented/dp/0138156751 • Service-Driven Approaches to Architecture and Enterprise Integration Book: http://www.igiglobal.com/book/service-driven-approaches-architecture-enterprise/74192 • E-mail: leo@incipienttech.com • LinkedIn: http://www.linkedin.com/in/leoshuster Contact Info Enterprise Architecture 15 January 2014 18