Next generation Enterprise Architecture  primer
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Next generation Enterprise Architecture primer

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the Purpose of this document is - capture how EA Services are often requested, how they are fulfilled, cross walk between ask and delivery along with value proposition, quick assessment of maturity ...

the Purpose of this document is - capture how EA Services are often requested, how they are fulfilled, cross walk between ask and delivery along with value proposition, quick assessment of maturity and your next step.

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Next generation Enterprise Architecture  primer Next generation Enterprise Architecture primer Presentation Transcript

  • Enterprise Architecture Primer of 27 “want to be relevant, make your presence felt” a How to Guide. Jason Uppal, P.Eng. Chief Architect QRS QRS | business transformation © QR Systems Inc. 200-2014 www.qrs3E.com
  • 2 of 27 0. Rationale for this Document Share my experience as an Enterprise Architect with CIOs, CFOs and selected EA peers with the hope, it may advance the debate – how can an EA professional help generate enterprise value? Story Board 1 – the language 2 – professional used by the enterprise to request EA Services ? services EA offers to fulfil enterprise requests? 4 – quickly assess your maturity? 3 – cross walk between ask and EA Services and Enterprise Value QRS | business transformation © QR Systems Inc. 200-2014 5 - Take Action, it is in you.
  • 3 of 27 1. What do Enterprise Architects do? In my view there are 7 broad scenarios that capture the essence of what EA professionals are often asked to do. In common, Enterprise Architecture professionals apply scientific management methods to develop necessary information that is accurate and complete. The information is then used by various stakeholders to make timely decisions. The architects are inherently responsible for positive outcomes based on the quality, responsibility and professionalism of this information. QRS | business transformation © QR Systems Inc. 200-2014
  • 4 of 27 1. What do Enterprise Architects do? 1.1 Architecture of the Enterprise Service Consumer: CIO and CxO Team Description: • Document and Communicate the current Architecture of the Enterprise. • Define principles and standards required to create a fit for the purpose of architecture, manage capabilities and enterprise outcomes performance dashboard. Value Proposition: • Establish relationship between business outcome and capability performance. • Transparency and Accountable culture QRS | business transformation © QR Systems Inc. 200-2014
  • 5 of 27 1. What do Enterprise Architects do? 1.2 Change Strategy Service Consumer: Relevant Member of CxO Team • Description: Assess the impact of Discontinuities and define Change Strategy in terms of capabilities that must change the target performance for each of the capability and for top down business case. • Value Proposition: Change Strategy that inspires people QRS | business transformation © QR Systems Inc. 200-2014
  • 6 of 27 1. What do Enterprise Architects do? 1.3 Operations Strategy Service Consumer: Relevant Member of CxO Team • Description: Identify underperforming capabilities, develop and execute continuous improvement plan. • Value Proposition: Lean and continuous improvement culture. QRS | business transformation © QR Systems Inc. 200-2014
  • 7 of 27 1. What do Enterprise Architects do? 1.4 Roadmap for a Change Strategy Service Consumer: Change Strategy Owner • Description: For each Change Strategy, define roadmap, pragmatic transition plan and bottom up business case. • Value Proposition: practical and implementable roadmap QRS | business transformation © QR Systems Inc. 200-2014
  • 8 of 27 1. What do Enterprise Architects do? 1.5 Solution Architecture and Oversee Execution Service Consumer: Transformation Program Manager • Description: Define Solution Architecture for each transition plan and oversee the execution plan to ensure its conformation to both nature and specification of the architecture • Value Proposition: Develop architecture and ensure the implementation conforms to enterprise standards and principles. QRS | business transformation © QR Systems Inc. 200-2014
  • 9 of 27 1. What do Enterprise Architects do? 1.6 Transition Improved Capability to Production Service Consumer: Capability Owner • Description: Ensure transitioned capability meets the performance target, and continuous improvement plan is communicated to the capabilities owners • Value Proposition: Transitioned capability meets the target performance QRS | business transformation © QR Systems Inc. 200-2014
  • 10 of 27 1. What do Enterprise Architects do? 1.7 Continuous Planning and Improvement Service Consumer: CIO and CxO Team • Description: Actively engage entire organization to identify Architecture Requirements (obstacles that prevent capabilities from performing at target level) and help manage continuous improvement portfolio. • Value Proposition: In real-time consider all discontinuities within enterprise eco system and plan accordingly. QRS | business transformation © QR Systems Inc. 200-2014
  • 11 of 27 2. Services by EA Professional How do EA professionals fulfill the services requested in Section 1 • Review Enterprise Architecture Value Chain • Five Fundamental EA Services help paint the world in your own colours ! QRS | business transformation © QR Systems Inc. 200-2014
  • 12 of 27 2.0 Strategic Intent Enterprise Architecture Value Chain Services that EA professional Provide Strategic Plan 2.1 Strategic Plan Portfolio of Projects 2.2 Strategy Roadmap Capabilities in Production 2.3 Execute Roadmap Programs Continuous Improvement 2.4 Enhance and Exploit Enterprise Value 2.5 Continuous Change Plan • Enterprise Capabilities are optimally utilized • Pragmatic management of changes in enterprise capabilities QRS | business transformation © QR Systems Inc. 200-2014
  • 13 of 27 2.1 Strategic Plan Service Consumer: Relevant Member of CxO Team • Description: Assess the impact of Discontinuities and define Change Strategy. Identify underperforming capabilities, develop and execute continuous improvement plan • Skills: advance industry and architecture experience, possibly at Open CA Level 3 or equivalent • Value Proposition: Change Strategy that inspires people, Lean and continuous improvement culture QRS | business transformation © QR Systems Inc. 200-2014
  • 14 of 27 2.2 Strategy Roadmap Service Consumer: Change Strategy Owner • Description: define roadmap for each Change Strategy, pragmatic transition plan and bottom up business case • Skills: knowledge of relevant capability and industry experience, deep life cycle experience – possible Open CA Level 2 or equivalent • Value Proposition: pragmatic roadmap and bottom up business case to implement change strategy QRS | business transformation © QR Systems Inc. 200-2014
  • 15 of 27 2.3 Execute Roadmap Programs Service Consumer: Program Manager and Capabilities Owners • Description: Define Solution Architecture for each transition plan and oversee the execution plan to ensure its conformation to both nature and specification of the architecture. Ensure transitioned capability meets the performance target and continuous improvement plan is communicated to the capabilities owners. • Skills: solution architecture, project management and implementation strategies experience. • Value Proposition: develop architecture and ensure the implementation conforms to enterprise standards and principles QRS | business transformation © QR Systems Inc. 200-2014
  • 16 of 27 2.4 Continuous Change Plan Service Consumer: CIO and CxO Team • Description: actively engage entire organization to identify Architecture Requirements (obstacles that prevent capabilities from performing at target level) and help manage continuous improvement portfolio. • Skills: enterprise planning, lean six sigma and enterprise portfolio of capabilities management • Value Proposition: in real-time consider all discontinuities within enterprise eco system and plan accordingly QRS | business transformation © QR Systems Inc. 200-2014
  • 17 of 27 2.5 Enhance and Exploit Service Consumer: Capability Owner • Description: work with enterprise capability owners , monitor capability performance, develop and execute continuous improvement plan, and maintain explicit link between capability performance and enterprise outcomes. • Skills: continuous improvement skills, knowledge of relevant capability expertise, deep professional relationship with capability owners • Value Proposition: enterprise capabilities (enterprise assets) are optimally utilized QRS | business transformation © QR Systems Inc. 200-2014
  • 18 of 27 3.1 Professionalize EA Services Leverage commonly available frameworks to make EA services, teachable, repeatable, valuable and continuously improving Request for EA Work Architecture of the Enterprise Change Strategy Operations Strategy Available Frameworks EA Professional Services Enhance and Exploit ITSM TOGAF® PM Strategic Plan SDLC Roadmap for a Change Strategy Solution Architecture and Oversee Execution Transition Improved Capability to Production Continuous Planning and Improvement QRS | business transformation © QR Systems Inc. 200-2014 Strategy Roadmap more Execute Roadmap Programs Advance Applications of TOGAF® Continuous Change Plan - integrate all of these frameworks to create EA as a Capability
  • 19 of 27 3.2 Value Proposition How does enterprise architecture professionals help generate tangible value? Business Transformation Lead capabilities transformation – through ideation, architecture, design, change life cycle Current Enterprise Capabilities Scope of EA Professional Support and Exploit Provide expertise based leadership capability to owners and help exploit the enterprise capabilities to the fullest. QRS | business transformation © QR Systems Inc. 200-2014 Enterprise Goal As articulated in Enterprise Vision and Strategic Intent For example: iCareQuality Inc. • Vision – advancing care delivery globally • Strategic Intent: by 2019 essential health record will be available across the care continuum at less than one dollar or equivalent per person per year in minimum four countries.
  • 20 of 27 4. Assess your EA Practice Brief – 8 question survey Briefly review questions on next 4 slides and summarize your conclusion using criteria on slide 6.5 QRS | business transformation © QR Systems Inc. 200-2014
  • 21 of 27 4.1 Assess your EA Practice Strategic Enterprise Architecture 1. Do all stakeholders in your Enterprise understand capabilities, their performance measures/metrics and impact of their performance on enterprise outcomes? ______ Yes _______ No 2. Do you know the list of capabilities that are currently under performing, and what is the continuous improvement plan and who has the Accountability to execute this plan? ______ Yes _______ No QRS | business transformation © QR Systems Inc. 200-2014
  • 22 of 27 4.2 Assess your EA Practice Segmented Enterprise Architecture 1. Has each change strategy been defined in terms of what capabilities must change, what is the new performance target for each capability and what is the business value of improved performance? ______ Yes _______ No 2. Do you always facilitate a open debate among key stakeholders before scaling back your ideal roadmap/transition plan to pragmatic? ______ Yes _______ No QRS | business transformation © QR Systems Inc. 200-2014
  • 23 of 27 4.3 Assess your EA Practice Capability Enterprise Architecture 1. Can the Project Manger create a charter and a resource plan that will be used to baseline the PMs performance within three days of initiating a program? ______ Yes _______ No 2. Is there an explicit signoff by the solution architect to ensure the Business Requirement Documents developed by the Business Analysts conform to the overall enterprise architecture ? ______ Yes _______ No QRS | business transformation © QR Systems Inc. 200-2014
  • 24 of 27 4.4 Assess your EA Practice Capability Performance and Business Outcome 1. As an EA, do you know the performance metrics of the capabilities that your RESPONSIBLE for and how their performance influences the Organization Outcomes ? ______ Yes _______ No 2. Do you know the barriers identified by various stakeholders that affect the performance of the capabilities that you are RESPONSIBLE for? ______ Yes _______ No QRS | business transformation © QR Systems Inc. 200-2014
  • 25 of 27 4.5 Decision Point Brief assessment of your EA Capability • If you answer No to any of the questions in slides 4.1, 4.2, 4.3 -> you are not transforming your current capabilities optimally. As a result, your organization is spending more money, time and taking unnecessary risks as they strive to improve the performance of your enterprise capabilities. • If you answer No to any of the question in slide 4.4 -> your organization is not getting most out of its current capabilities/assets. QRS | business transformation © QR Systems Inc. 200-2014
  • 26 of 27 5. Call to Action what are you, the Enterprise Architecture professional, going to do? • Educate Yourself– • download free book @ www.qrs3E.com • Join LinkedIn group: Business Transformation made straight forward • Execute – identify key capability within your purview and improve its performance • Make Difference – affect Real Change • Get help ! If needed start painting your world with your colours! QRS | business transformation © QR Systems Inc. 200-2014
  • 27 of 27 6. Thank You – I hope it was helpful “ . . . pursue something so important that even if you fail, the world is better off with you having tried “ QRS | business transformation QRS | business transformation © QR Systems Inc. 200-2014