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Delivering Business Benefit With An Ea Tool
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Delivering Business Benefit With An Ea Tool

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Presented at the Forrester EA Council in February 2009

Presented at the Forrester EA Council in February 2009

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  • Hi, I’m Barry Kelly Thanks for coming along I work for United Biscuits, a £1.4BN biscuits and snacks manufacturer, Our Brands are no. 1 in UK and no.2 in W. Europe I’ve worked in United Biscuits for 14 years, starting as a research engineer, procurement manager then into 10 years ago I came across to IT where I’ve worked in various roles from Project Controller to Applications Service Manager I’m currently responsible for Enterprise Architecture across the group The EA Effort began in 2006 when we moved outsourcer from Atos Origin to Tata Consultancy Services – I was the Change manager for this project and saw it as an opportunity to begin an EA effort as the artefacts were being created during the transition – in the MS Office suite of course We implemented ProVision in 2007 and I’m going to take you through our journey from justifying a tool to embedding it within United Biscuits
  • The provision tool can flip between the different frameworks so it doesn’t matter which is your preferred framework We actually adapted the EA framework slightly to suite UB
  • The diagrams show how a workflow can be flipped to show the activities from a functional perspective Very useful for re-structuring or outsourcing Also it provides one consistent approach for running workshops – and getting sign-off

Delivering Business Benefit With An Ea Tool Presentation Transcript

  • 1. Delivering Business Benefit with an EA Tool - UB’s Experience Barry Kelly, United Biscuits Forrester EA Council – Feb 2009
  • 2. Presentation Structure
    • UB’s experience – 5 practical stages
    • Key learning and recommendations based on UB’s experience
    • What does the future hold?
  • 3. 1. How UB delivered EA – 5 practical stages Stage 1 Establish Need 2007 Stage 2 Select the Right Supplier Stage 3 Gain Foothold Stage 4 Reach Tipping Point Stage 5 Scale-up 2008 Change outsourcer Begin EA effort Effort = Business Buy-in 2006
  • 4. Stage 1 – Establish Need
    • UB had a need:
      • Current method and process was too difficult
        • Start each time from scratch/first principles – 6 month cycle documented in MS
        • Error prone
        • Depth of analysis shallow (everyone working in a different way)
      • Business case
        • People inefficiency – duplication/cottage industry
        • High cost consultancy efforts straight to shelf ware
      • No overall current view of what’s happening
        • Baseline of systems, technology
        • TCO, Usage, Suitability
    Establish need Select supplier Foothold Tipping point Scale-up
  • 5. Stage 2 – Select the Right Supplier
    • Determine selection criteria for the right EA tool:
      • Could be used quickly out-of-the box
      • Limited handholding from Consultants
      • Fit with UB technology stack, culture and vision
    • Research criteria on-line
      • http://www.enterprise-architecture.info/EA_Tools. htm #EAT
    Establish need Select supplier Foothold Tipping point Scale-up
  • 6.
    • Beauty Parade
      • 3 Suppliers pitch
      • Appointed Metastorm ProVision
        • Ticked all the boxes
        • Framework agnostic
        • Strength of presenter
      • Started with 6 licences for EA Team
        • Start small
        • Get the foundation right!
    Stage 2 Select the Right Supplier Establish need Select supplier Foothold Tipping point Scale-up
  • 7. Stage 3 Getting a foothold
    • Foundations
      • We needed senior sponsorship - CIO
        • Initially lots of effort with no visible outcome
        • CIO had specific brief around required functionality and scope
      • Trained (part-time) EA Core team
        • Established high competency + rules of engagement
      • Pick areas where you can get a quick win
        • Project portfolio
        • Systems footprint
        • Business Process Workflows
    Established need Select supplier Foothold Tipping point Scale-up
  • 8. Stage 3 Getting a foothold
    • Spreading the use of the tool into the business
      • Find “REAL” business initiatives that would benefit from the tool
      • Sell the tool to the sponsor – 1-2-1
        • E.g. HR Director – 150 HR Processes now in tool + embedded in HR
      • Demonstrate to senior stakeholders how the tool could be of use within their function
    Establish need Select supplier Foothold Tipping point Scale-up
  • 9. Stage 4 Getting to the tipping point
    • Prepare to adapt
      • Once tools value has been proven
        • Quick turn-around
        • Take benefits from one function (e.g. HR) to another (e.g. Finance)
      • Need to ensure the tool is scalable and you have the right resource
        • Core EA team – guardians + experts
        • Influence IS teams to share their skills
        • Too many processes/projects
          • TCS Business analysts trained – 1 person can model 20 workflows per week (inc. user iterations)
        • Map the business
    Establish need Select supplier Foothold Tipping point Scale-up
  • 10. Stage 5 The scale-up
    • Make sure
      • Rulebook is established
      • Governance is in place
      • Skills and competence in place
      • Multiple people can work on different pieces of the jigsaw at the same time
      • It joins up across all the domains and layers
      • Set-up is scalable – server/OS/DB etc.
    Establish need Select supplier Foothold Trigger point Scale-up
  • 11. Key Learning and Recommendations
    • Senior management sponsorship early on – protect embryo
    • Start small – get a foothold, establish competency and demonstrate benefits
    • Pick specific areas where you demonstrate real business benefits – project portfolio, business process
    • Take risks – sell your services to key business projects
    • Top-down not bottom-up – everyone will get impatient and lose interest otherwise
    • Expect to be challenged by everyone, all the time
        • “ Done this 10 years ago”
        • “ It’ll never work ……”
    • Become competent in the tool yourself!!
    • Communicate, Communicate, Evangelise
  • 12. Key Learning and Recommendations
    • Join a user group – share learning's and influence the development of the tool
    • Close relationship with vendor – get most out of software
    • Establish rulebook for how to use tool in the context of your business
    • EA Core Team skills essential to make sure the jig-saw continues to fit together
    • Governance , control of quality and roll-out – essential. How do you control the future?
    • Keep record of all your achievements – KPI’s
    • It’s very easy for users to revert to MS Office – walk-the-walk , use tool on every occasion!
    • CIO still challenging customers of tool – IS, Business, projects
  • 13. The Future
    • Business Processes created manually and consultant translates into solution configuration
    • Enterprise software runs business through specific transactions loosely related to business process
    • All functions are carried out within the enterprise with only minor outsourcing
    • Functional managers and experts manage the business
    • Business Process creates blueprint
      • EA Tool creates configuration
    • Increased commoditisation of software and roles
      • Business process model “all important”
      • BPO
      • BPM
    • Enterprise Virtualisation
      • Differentiation – Brand, Speed, Cost, Quality?
    • Managers become Business Process Champions
      • Managing multiple outsourced contracts
      • Manage relationships
    Current Future
  • 14. References
    • Research:
      • The Forrester Wave™: Business Process Analysis, EA Tools, And IT Planning, Q1 2009
      • Semantic Ontologies In EA Tooling
    • EA CouncilTel:
      • EA Toolbox: Usage, Trends, And Best Practices
    • EA Toolkit:
      • http://www. forrester .com/ flb / bincontent /504.zip
  • 15. Appendices Screen-shots of ProVision Models
  • 16.  
  • 17. Strategy Contextual Roadmap Projects
  • 18.  
  • 19.  
  • 20.