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Ea As A Strategy M Veeraragaloo Approach

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EA as a Strategy - a different approach open to comments and criticism

EA as a Strategy - a different approach open to comments and criticism


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  • 1. Enterprise Architecture as a Strategy a different approach M.M. Veeraragaloo May 2009
  • 2. Vision Statement
    • ICT Strategy will act as catalyst and a guide within an Enterprise Architectural environment to enable the organisation business objectives …
  • 3. Measurement Statement
    • Improved and sustained service delivery through the use of technology
    • An integrated environment to provide cross-functional opportunities for the different business units.
  • 4. 5 Categories The ICT Strategy Vision has driven strategic goals that can be grouped into FIVE categories
  • 5. Single View
    • Customer Relationship Management – Relationship management of the Customer/Employee
    • Data Integration – Ensuring data is accurate
    • Information Architecture - Management of your customer/employee/product data to improve data integrity, scalability and availability across the organization
    • People, Process and Governance - Formulation of repeatable processes and specific rules for customer data consolidation and usage both at a business unit level and enterprise level
    • Technical / Integration Framework – Creation of framework and tools to integrate customer and relationship data across disparate system
    • Analytics – Analysis of Data
    • Business Intelligence and CRM – analysis of a customer
    • Data Quality and Compliance – Quality of Data and compliance via Corporate Governance
    • Master Data Management – Single point of truth
    The ICT Strategy Vision has driven strategic Technologies that can be grouped into FIVE categories Single Views
  • 6. Enterprise Performance Management
    • Operational EPM - Operational requirements for EPM hinge on having financial and managerial process tools that work in concert with existing back-end and other front-end operational applications, all of which are generally provided by enterprise application vendors.
    • For Analytical EPM - BI technology should deliver the complete set of analytic requirements. Analytic requirements for EPM include score carding and dash boarding, enterprise reporting, first-order analysis, advanced and predictive analysis, and alerting, all of which should be provided on a single enterprise-class BI platform.
    • Enterprises looking to manage enterprise performance comprehensively require best-in-class software for both the operational and analytical requirements of EPM
    The ICT Strategy Vision has driven strategic Technologies that can be grouped into FIVE categories EPM
  • 7. Integration
    • Business Integration – The concern is about integrating processes, locations, products, infrastructure, intellectual property, markets, and delivery operations, catalogues and so on.
    • Partner Integration – Employees have both an internal and external view of their enterprise.
    • Content Integration – Content integration pulls together intellectual property from many sources and displays the results to interested parties. Methods to identify the knowledge requirements (e.g. essential knowledge identification) are needed with the capability to convert them to delivered functionality for users.
    • Application Integration – The intent of application integration is to provide access to functionality across multiple applications or processing data across several applications.
    • Data Integration – This is the core integration approach in many enterprises today. Managing data well and achieving data integration go together. The need to manage data carefully varies among types of enterprises.
    The ICT Strategy Vision has driven strategic Technologies that can be grouped into FIVE categories Integration
  • 8. Strategy Management
    • “ Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly [i.e. regularly] to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.” (Lamb, 1984:ix).
    The ICT Strategy Vision has driven strategic Technologies that can be grouped into FIVE categories Strategy Management
  • 9. Information Management
    • Reporting and analysis are critical outputs for all client, people and operational processes to provide you with the right information at the right time to enable better insight into key drivers
    The ICT Strategy Vision has driven strategic Technologies that can be grouped into FIVE categories Information Management
  • 10. The assumptions of the dominant influences acting upon the ICT Strategy must be monitored and managed carefully ... these are ICT Vision
    • Inwards
    • Appropriate skill set can be developed
    • CIO can fully support the ICT Strategy initiatives
    • ICT strategy is fully aligned with the organisation Strategy
    • Meaningful relationships are developed with Users and Service Providers
    • Proposed ICT Strategy activities are integrated & complementary to CIO initiatives
    • Upwards
    • MSP initiatives are mandated through the CIO
    • Risk appetite appropriately linked to adverse conditions
    • Internal and external Organisational structure remains as is
    • Halo effect of Organisational entities does not decline
    • Outwards
    • Meaningful alliance relationships are established with Partner Networks
    • Alignment to prescriptive legislation
    • Socio-political stability
    • Relative economic market stability
    • Downwards
    • Access to resources is managed through budgets
    • Balance between transformation and necessary experience is managed
  • 11. D Influences ICT Strategy have identified 6 Critical Success Factors – they are... ICT Strategy will act as catalyst and a guide within an Enterprise Architectural environment to enable the dti business objectives 4. Process The ability to execute with an end-to-end process management capability 3. Ownership Clear lines of ownership and governance 1. MSP Alignment Position ICT Strategy as a visible and credible partner to process owners for the achievement of their technological initiatives 2. Service Metrics Define concise and accurate measures to assist in service delivery from a technological perspective 6. MSP Induction Methodology Obtain ICT Strategy confidence & buy-in for the Strategy deployment process 5. Environment Scanning Scan, understand and react to the environment through the identification of key sources & the creation of an effective scanning process
  • 12. CSF 1: MSP Alignment
    • Determine communication plan to obtain buy-in from other divisions
    • Form correct forums to identify misalignment, gaps and then externalise the strategies across Business Units
    • Initiate process to define alignment with Business objectives and in line with the overall dti strategy
    • CSF 1: MSP Alignment
      • Position ICT Strategy as a visible and credible partner to process owners for the achievement of their technological initiatives
  • 13. CSF 2: Service Metrics
    • Develop a process to define Service Level Agreements and Operational Level Agreements
    • Develop a process for taking corrective actions based on Level Agreements
    • Review all the service level information currently received and eliminate any redundancies
    • Develop or implement an application to assist in measuring the SLA’s and OLA’s
    • CSF 2: Service Metrics
      • Define concise and accurate measures to assist in service delivery from a technological perspective
  • 14. CSF 3: Ownership
    • Develop a clear communication and change management plan to support initiatives within the ICT Initiatives
    • Assign ownership of each aspect of the change management plan – implement a RACI
    • Establish a process for a post implementation review
    • Co-ordinate a process to deal with functions and processes across segments and networks
    • Identify and prioritise areas of ownership conflict
    • Establish Key Technological Areas that align to business processes
    • CSF 3: Ownership
      • Clear lines of ownership and governance
  • 15. CSF 4: Process
    • Identify and communicate key end-to-end processes
      • Identify key stakeholders & business champions
    • Standardise template for process analysis across operational units
      • Establish related project management standards across operational units
      • Increase process management capability which includes awareness, understanding, behaviour and discipline
    • Review capability to deliver on business process projects
    • Have a clear assessment appraisal process that is measurable, and on-going (frequent enough to be aligned and improved upon)
    • CSF 4: Process
      • The ability to execute with an end-to-end process management capability
  • 16. CSF 5: Environment Scanning
    • Establish the capacity, skill set and processes to facilitate environment scanning to keep abreast of changes that could affect the operations adversely, these could include:
        • Legislation changes
        • New Inventions & Patents Registry
        • New Forum Announcements
        • Technology based initiatives & publications of:
          • Research Houses
          • Consultants
          • Vendors
        • Local & International Conferences
    • CSF 5: Environment Scanning
      • Scan, understand and react to the environment through the identification of key sources & the creation of an effective scanning process
  • 17. CSF 6: Induction Methodology
    • Determine a communication plan to obtain buy-in from other divisions.
    • Create, maintain and present a future focussed vision of ICT Initiatives for potential adoption, that present risk mitigation opportunities, and need to be considered in business planning horizons.
    • Form forums to identify misalignment, gaps and then externalise the strategies across divisional network areas
    • CSF 6: Induction Methodology
      • Obtain ICT Strategy confidence & buy-in for the overall induction process
  • 18. Enterprise View - Organisational
  • 19. Aligning Views to EA Enterprise Model Business Model Functional Model Information Architecture Applications Architecture Data Architecture Technology Architecture Business Reference Model Technical Reference Model Enterprise Architecture
  • 20. EA integrated to Strategy Establishes Priorities Learning and Exploitation Strategic Initiatives Enterprise Architecture Blue Print Operational Model
  • 21. Value Chain View The Value Chain of Activities represents the overall organisations products and the value added by these products. The Value Chain View indicates that the organisations strategy is been driven from a Value Chain perspective with the underlying ICT Strategy or Enterprise Architecture creating the platform to enable the strategic initiatives identified within the strategy. The four views of the Organisational strategy are not mutually exclusive, but interrelated to ensure all avenues of the strategic objectives are addressed equally. The Value Chain view ensures that the value generated from these products is enabled via the ICT Strategy and that this approach is applied across all of the Enterprise Architectural Domains enabling the ICT Strategy. The Value Chain view enables the Business Process Management within the organisation, where the Service Offering View enables the Value Chain View and all of this is measured through the Enterprise Performance Management View
  • 22. EPM View Enterprise Performance Management View EPM consists of a set of processes that help organizations optimize their business performance. It provides a framework for organizing, automating and analyzing business methodologies, metrics, processes and systems that drive business performance. EPM assists to transform the organisation strategies into actionable metrics with meaningful analysis to expose the cause-and-effect relationships that could give profitable insight to their operational decision-makers. For a Enterprise Performance Framework to become a useful tool an enterprise must understand its goals and objectives essentially, it must know the desired direction of progress. Metrics and KPIs are critical in prioritization what has to be measured. The methodology used helps in determining the metrics to be used by the organization. Within this approach of the EPM, will assist in ensuring that the defined strategies and ICT Strategy is measured according to the methodology defined by the organisation. The Enterprise Performance Measures in turn will be supported by the different architectural domains to ensure enterprise inclusion
  • 23. BPM View Business Process Management View focuses on aligning organizations with the wants and needs of clients. BPM is a holistic management approach that promotes business effectiveness and efficiency while striving for flexibility and integration with technology. BPM is used to understand organizations through expanded views that would not otherwise be available to organize and present. These views include the relationships of processes to each other which, when included in the process model, provide for advanced reporting and analysis that would not otherwise be available. Once the process views have been developed, it can be used to define the different services and technologies associated with the process view. The ICT Strategy is there to assist in expanding the processes into the different architectural domains enabling the users and customers full functionality. The Business Process Management view is part of the Business Architectural Domain as it interprets the business requirements into process views.
  • 24. Service Offering View The Organisation is in business to deliver certain service offerings which are then categorised into programmes which will then be driven by the different Business Units within the Organisation. Each of the different Business Units has developed a strategy to assist in deploying the overall Organisational service offerings. The services are measured with the Enterprise Performance Measurement View, ensuring an alignment to a specified methodology for service metrics. The Business Process Management View, will ensure that all the services are modelled according to the service definition and expanded with the ICT Strategy into the different Architectural Domains. The Value Chain view will assist to define the value derived from the services that is offered to the customers. The Enterprise Architectural views will ensure a holistic view and deployment of the organisational strategy
  • 25. Corporate Strategy and Objectives Business Capabilities ICT Systems Plan Capability Framework Needs of the business shapes non-architectural aspects of the Business Operations ICT Strategic Initiatives ICT Plan Continuum and Tools ICT Solutions ICT Technologies Learning from Business Unit Operation creates new Organisational needs Defines the size, structure and culture of the ICT Initiatives ICT Systems Plan Development Plan Effective Operation of ICT Strategic Initiatives ensures realisation of the Organisational Strategy Conceptual Designs Sets Targets, KPI’s, plans and budgets for Divisional Roles Business Unit Capability drives the need for ICT Strategic Initiatives Organisational needs feeds into the method, identifying requirements to be addressed The method refines understanding of the Organisational Needs The method delivers new business solutions ICT Technologies influences the overall Strategy and Objectives Operational changes updates and influences the current technologies Conceptual Models assists in Physical and Logical Design