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Ea As Strategy Ver1 0

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Unpacking of EA as Strategy

Unpacking of EA as Strategy

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  • Three Elements:Key Customers ( i.e. Segments and/or channels) the company servesKey Processes to be standardised and integratedShared Data – to integrate processes and and serve customers
  • When developing a Diversification model core diagram, start with the technologies that can be shared to provide economies of scale, standardisation, or other benefits. Incorporate the remaining elements – key customer types, business processes, and data – only when needed for the operating model.
  • When designing a Coordination model core diagram, start with the key customers (e.g. Segments and channels) to be shared across business units. Next, identify the subset of the company data that must be shared across the business units to serve key customers. Then, identify any technology that is key to the data integration. Finally, consider whether to include business process elements.
  • When designing a Replication model, start with the key processes to be standardised and replicated across the business units. Next, identify the technologies automating those key processes. Then consider what linking technologies, if any, can be shared across the business units.
  • Shift from local optimisation to global optimisation – this has an implication on organisation flexibility.
  • Shift from local optimisation to global optimisation – this has an implication on organisation flexibility.
  • Transcript

    • 1. Enterprise Architecture as Strategy – Unpacked ver. 1-0
      Creating a Foundation for Business Execution
    • 2. Think Change
      What seems like only a ripple today...
      Can become the wave of the future
    • 3. Overall Model – Foundation for Execution
      The Enterprise Architecture is the organising logic for business processes and IT infrastructure, reflecting the integration and standardisation requirements of the organisations operating model
      The operating model is the necessary level of business integration and standardisation for delivering goods and services to customers
      The IT engagement model is the system of governance mechanisms that ensure business and IT projects achieve both local and company wide objectives
    • 4. Four Operating Models
    • 5. Applying the Operating Model
    • 6. Implementing the Operating Model via Enterprise Architecture
    • 7. Enterprise Architecture for a Unification Model
      Linked and standard (core) processes
      Shared Data
      Process
      Key Customers
      Linking and automating technologies
      Automating Technologies
      Required
      Optional
      Linking Technologies
      Business Process
      Outcome
      Data
      Technology
      Customer Types
    • 8. Enterprise Architecture for a Diversification Model
      Shared Processes
      Business-unit-specific data
      Process
      Shared Technologies
      Business-unit-specific customers
      Required
      Optional
      Business Process
      Technology
      Outcome
      Data
      Stack
      Technology
      Customer Types
    • 9. Enterprise Architecture for a Coordination Model
      Shared Data
      Integrating Technology
      Process
      Shared Customers
      Linked Processes
      Required
      Optional
      Business Process
      Outcome
      Data
      Technology
      Customer Types
    • 10. Enterprise Architecture for a Replication Model
      Automating and linking technologies
      Business-unit-specific data
      Process
      Standardised Processes
      Business-unit-specific customers
      Required
      Optional
      Business Process
      Outcome
      Data
      Technology
      Customer Types
    • 11. Navigate the Stages of Enterprise Architecture Maturity
    • 12. Stages of Enterprise Architecture Maturity
      Business Silos Architecture:
      Where companies look to maximize individual business unit needs of functional needs
      Standardised Technology Architecture:
      Providing IT efficiencies through technology standardisation and, in most cases, increased centralisation of technology management
      Optimised Core Architecture:
      Which provides company wide data and process standardisation as appropriate for the operating model
      Business Modularity Architecture:
      Where companies manage and reuse loosely coupled IT-enabled business process components to preserve global standards while enabling local differences
    • 13. Architecture Maturity Stages
    • 14. Changes in organisational flexibility through Architecture Stages
    • 15. Learning requirements of the Architecture Stages
    • 16. How to apply Architecture Maturity Stages in Your Company
      Focus architecture on strategic organisational processes
      No company can afford to eliminate all its silos
      Move incrementally
      Skipping stages leads to either failures or delayed benefits
      Recognise that complex organisations have enterprise architectures at multiple levels
      Architectures at different levels of the company support different business objectives
      Build an architecture capability-in-house
      Business Strategy and IT Architecture requires a close relationship
      Aim for Business Modularity
      More-mature architectures reported greater success in achieving strategic goals
    • 17. Cash In on the Learning
    • 18. The Benefits of Enterprise Architecture
      Reduced IT Costs
      IT Operations unit costs
      Application maintenance costs
      Increased IT Responsiveness
      Improved Risk Management
      Reduced business risk
      Increased disaster tolerance
      Reduced security breaches
      Increased Management Satisfaction
      Greater senior management satisfaction
      Greater business unit leader satisfaction
      Enhanced Strategic Business Outcomes
      Better operational excellence
      More customer intimacy
      Greater product leadership
      More Strategic agility
    • 19. Enterprise Architecture Management Practices
    • 20. Enterprise Architecture Management Practices
    • 21. How Architecture Management Practices Evolve
    • 22. Build the Foundation One Project at a Time
    • 23. The IT Engagement Model
      Companywide IT Governance:
      Decision rights and accountability framework to encourage desirable behaviour in the use of IT
      Project Management:
      Formalised project methodology, with clear deliverables and regular checkpoints
      Linking Mechanisms:
      Processes and decision-making bodies that align incentives and connect the project-level activities to the overall IT Governance
    • 24. The IT Engagement Model
      ALIGNMENT
      Business
      IT
      Company Level
      Companywide IT Governance
      Company strategy and operations
      Enterprise Architecture
      CORDINATION
      Business unit Level
      Linking mechanisms
      Business unit strategy and operations
      Business unit architecture
      Project Management
      Project team Level
      Project Plan
      Project IT architecture
    • 25. Types of Linking Mechanisms
      Business
      IT
      Business Linkage
      • Program Prioritisation
      • 26. Business sponsors for projects
      • 27. Early stage involvement of people representing companywide objectives (e.g. Hot housing)
      • 28. Regular project reviews conducted by company level office
      • 29. Post-Implementation review tied to company goals
      • 30. Bonuses and incentives tied to company goals
      • 31. Process owners
      Enterprise Level
      Companywide IT Governance
      Business unit Level
      Project Management
      Architecture Linkage
      • Project Teams including architect
      • 32. Architecture exception management
      • 33. Architecture Training
      • 34. Project Funding and continuation dependent upon architecture compliance
      Project Level
      Alignment Linkage
      • Business-IT relationship managers
      • 35. Project Management Office
      • 36. Project Management Training
    • Use Enterprise Architecture to Guide Outsourcing
    • 37. Outsourcing Objectives
    • 38. Three Outsourcing Models
      Three mutually exclusive outsourcing Models
    • 39. Different outsourcing relationships are suited to different stages
    • 40. Sources of Reference
      J.W.Ross, P. Weill, D.C. Robertson, Enterprise Archictecture as Strategy, 2006, Havard Business School Press. ISBN: 1-59139-839-8
      http://www.architectureasstrategy.com
    • 41. If you have one last breadth use it to say...

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