Use the Design, Decide and Inform methodology to make decisions based on federated data, communicate the state of Enterprise Architecture across the organization and ensure compliance with documentation requirements.
Framework of Architectural Principals Design Decide Inform Architecture System Architect Visio PowerDesigner Portfolio Analysis Focal Point Prosight ChangePoint Business Intelligence Rational Insight Cognos Pentaho Business Objects
Many EA Initiatives Lack Clear Business Goals & Drivers (Gartner)
Result : From “Business” Perspective, EA doesn’t deliver Any Value
Thus , EA Initiatives are difficult to sponsor and fund
Or, EA results are mandated, but efforts are not supported by key stakeholders
You must measure value and success of all Enterprise Architecture projects –
Start with the Big Picture An Enterprise View is Required for Enterprise Planning
Link, consolidate and analyze IT architecture information in blueprints
Strategies, goals and organization
Applications, services and data
Systems, networks and components
Simplified modeling with robust support for standards
Create a common and consistent information resource to guide enterprise planning
Multiple modeling standards in one tool
Changes are propagated throughout the data blueprint, simplifying maintenance
Enterprise blueprinting with interactive visualization and analysis Enterprise Architecture identifies corporate systems, their key properties, and their interrelationships, and plans for and guides the evolution of the enterprise systems to support and enable the evolution of the enterprise in its pursuit of strategic advantage.
Actionable Architecture Business and Technology Impact Resources and costs Business Strategy Harvest Enterprise Information Architect the Enterprise Link Business / IT Perspective Consolidation Planning Cost Cutting Enterprise Reporting / Impact Analysis Solution Planning Opportunities and Solutions Solution Implementation and Governance Architecture Vision Business and IT Architectures Optimized Solution / IT Planning Change / Transformation Implementation
Enterprise Architecture: Who benefits Results! Prioritize IT investments to support business goals Maximize budget and resources with business-IT collaboration Turn strategy into execution and measure the results Efficiently deliver solutions that keep pace with the business plan Improve risk management of organizational transformation Plan and execute change faster and with better insight Make faster, better-informed strategic and tactical decisions Enterprise blueprinting with interactive visualization and analysis “ Our enterprise planning helped us recover £10M in costs by optimizing IT landscapes & processes” “ We have seen a 33% reduction in IT end-user costs based on implementation of enterprise architecture” “ We saved $20M by finding and avoiding risk in the implementation of a new merchandising system.” “ Our global insurance company saved $10.5M in the first year by better aligning IT resources to business processes”
Detailed application-level costs and cost-effectiveness analyses
Assessment (Analyze and Manage Portfolio)
Risk, Operational Performance, Architectural Fit
Alignment (Optimize Portfolio)
Process Inventory, contribution, function association
Core Business Drivers, priorities, process contribution
Level I (Step 1) Level II (Steps 2 and 3) Level III (Steps 2 and 3) Level IV (Step 4) Initial Deployment Focus
Applications Portfolio Management Process Tool Assisted Decisions Subjective Business Decisions Transition to Executive Decision Making Process Step 1 – Level I Collect, Validate, and Maintain Data (Build and Maintain Inventory) Step 2 – Levels II & III Perform Assessments (Analyze Portfolio) Step 3 – Levels II & III Determine Dispositions and Life Span Transition Roadmap (Manage Portfolio) Step 4 – Level IV Determine Priorities, Timeframes, Costs, and Benefits (Optimize Portfolio) Funding Requests Investment Portfolio Management (IPM) Process
Perform initial collection and validation of remaining data
Perform data changes and validations as they occur
Collect and validate data for implementation projects transitioning to applications assets
Major Data Elements
Business processes enabled or supported
Risk vulnerabilities, probabilities, and impacts
Status/Health (Good, Bad, Moderate)
Value to organization (High, Moderate, Low)
Risk of unrecoverable failure (High, Medium, Low)
Risk acceptability – status of
Best actions for managing application over expected life spans
Mission criticality/importance to agency
Determine Whether To
Invest additional funds (technical or functional enhancement or replacement)
Replace and consolidate as part of an agency wide or state wide initiative
Dependencies on other applications and projects
Technical infrastructure requirements
Benefits/value to accrue
Alignment with state/agency priorities
Confirm and/or Develop
Determine Priorities and Timeframes
Select priority for action (High, Medium, Low)
Select timeframe for action (Immediate, Near-Term, Long-Term)
Potential Benefits for Selected Actions
Cost savings from consolidate/eliminate applications
Improvements in public service, reliability, recoverability, and security resulting from functional/technical renovation or replacement
System Architect as the integrated repository of architecture data / artifacts supporting IT investment decisions
Integrated Enterprise Analysis EA and Application Portfolio Metric Analysis, Scorecards, Dashboards Integrated ODS WL SARGE Project Mgmt Project Schedule, Resources Metric Analysis, Scorecards, Dashboards Project Portfolio Analysis Other Sources: Capital Planning, HR, Assessments WL Courier Wells Landers Group ~ Proprietary Information WL FoRGE System Architect Enterprise Modeling PPM/ITPM Project Portfolio & Analysis
Decision Axes How well the investment will use or enhance the existing infrastructure (Y Axis) The corporate impact of an investment on business strategy and priorities. (X Axis) The financial aspects of the investment including level of investment required, cost/benefit ratio, and net present value. (Z Axis) Business Value IT Efficiency Financial Attractiveness
How is the Client allocating and spending IT dollars against Mission priorities
How is the Client CIO spending money within his defined organizational to support his overall IT mission goals. Are the sub-organizations allocating monies towards Client CIO’s priorities?
The majority of our dollars are budgeted against our highest rank performance measures.
We have an oddity in our 5th ranked performance measures are receiving more money than the 2nd and 3rd ranked performance measures.
We have 1 new system coming on line supporting 1st ranked performance measures that will have a 1% increase in the budget.
We 3 new systems coming on line supporting the 3rd ranked performance measures that have 9% increase in the budget.
~1/3 of budget has not been mapped to a performance measure.
The higher ranked performance measures generally have more budget. The exception is the 5th ranked performance measures.
Of the mapped systems, as 60% of the performance measures have a greater percentage of dollars (budget) that percentage of systems. Different metrics can be built (i.e., # of BRM mappings compared to budget dollars).
Focus Client IT resources and Client IT procurement personnel to develop enterprise license agreements
Focus Client IT resources on areas of technology consolidation to minimize that number of vendors and support contracts for database technologies.
Realize cost saving through enterprise license agreements
Reduce database technology complexity.
Reduce the need for specialized help desk and system administration needs
Increase data sharing and access through use of enterprise database solutions
Identify and retire legacy database technologies
Support an enterprise IT storefront concept with database standards, bulk procurement, and standard configurations
The biggest impact to license consolidation may come from the database technology area.
This tell us that Oracle Database technology is the most frequently mapped to the enterprise systems within the enterprise
Shows us that a lot of systems use Microsoft Access as database technology which may or may not be a performance issue based on what the system requirements. Furthermore, these systems may be candidates for a consolidated data center with enterprise class database processing and storage.
A place to mine for enterprise licenses opportunities with the more frequently used technologies