Molina Troux Worldwide Conference 2014

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Managing the demands of government funded healthcare is a certainly a big challenge. Re-Chartering EA to deliver positive business outcomes in the midst of massive healthcare reform is an even bigger challenge. This session will offer key insights and the approach Molina Healthcare has taken in reshaping Enterprise Architecture to tackle hurdles, such as defining how EA aligns with and supports the business, demonstrating the business benefits of an EA program, and how Molina uses Troux to improve the quality of information for decision making through the development of capability maps, standards, and customized roadmaps.

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Molina Troux Worldwide Conference 2014

  1. 1. 1 Re-Chartering Enterprise Architecture Focusing on Business Outcomes Cary Brown Director, Enterprise Architecture
  2. 2. 2 Molina Healthcare Overview What Molina does and how EA is structured Approach to Re-Chartering EA Competencies, Goals, and Services Leveraging Troux EPM Standards, Governance, & Roadmaps 1 2 3 Agenda
  3. 3. About Me 3 Bio Cary Brown – Director, Enterprise Architecture ‣ Professionally active in Healthcare & IT for over 15 years ‣ Worked for Healthcare & IT companies, development, startups and Fortune 500 organizations. ‣ Focused on Enterprise Architecture for 6 Years ‣ Founding board member of the San Antonio HIMSS Healthcare IT group focused on providing better health through Information Technology. ‣ My third Troux Worldwide Conference linkedin.com/in/carybrown
  4. 4. 1.9 million members 1. As of August 1 ‘13, New Mexico membership increased to 172K members due to the acquisition of the Lovelace state contract 2. As of September 1 ’13, Illinois health plan began serving ABD members 3. South Carolina health plan is expected to begin serving South Carolina Medicaid members starting January 1 ‘14, as a result of the South Carolina Solutions asset acquisition Molina Business Snapshot Our Markets 4Q 2013
  5. 5. 5 Approach to Re-Chartering EA
  6. 6. Enterprise Architecture Team 1.0 6 Operationally focused and very tactical Previous EA Organization CTO 1.0 ‣ Primary Focus on IT Driven Projects ‣ Services Loosely Defined ‣ Technically strong ‣ Variety of Architect roles
  7. 7. Enterprise Architecture Alignment 7 How can we align ourselves to better support business outcomes? Business Outcomes Enterprise Architecture
  8. 8. 8 “Everyone has a STRATEGY right up until they get PUNCHED in the FACE” - Mike Tyson
  9. 9. Re-Chartering Enterprise Architecture STRATEGY ‣ Define how EA fits within the organization ‣ Identify complementary EA services to meet business challenges ‣ Organize EA for business engagement ‣ Identify and deliver business outcomes through Standards, Governance & Roadmaps 9 Making EA Stick
  10. 10. Enterprise Architecture Engagement 10 Supporting how the business works Solution Development Business Planning Operations Management Enterprise Architecture Portfolio / Project Management Business Direction Architectural Governance Structured Direction Delivers Runs the Business Capability Planning Project Management Governance Open Group Reference: http://pubs.opengroup.org/architecture/togaf9-doc/arch/chap06.html
  11. 11. Defining EA Services 11 Discovering Business Challenges Business Planning Operational Management Enterprise Architecture Project Portfolio Management Solution Development
  12. 12. Defining EA Services 12 Discovering Business Challenges Business Planning Operational Management Enterprise Architecture Project Portfolio Management Solution Development Describe the business and how IT aligns Reigning in costs of new technology across the enterprise Knowing when and how to engage EA in projects Too much distributed technology in portfolio
  13. 13. Defining EA Services 13 Discovering Business Challenges Business Planning Operational Management Enterprise Architecture Project Portfolio Management Solution Development Describe the business and how IT aligns Reigning in costs of new technology across the enterprise Knowing when and how to engage EA in projects Too much distributed technology in portfolio Business Outcomes Reduce Project Risk Increased Portfolio Reuse Quality Improvement Improved Service Delivery
  14. 14. Enterprise Architecture Services 14 Two primary groupings of Enterprise Architecture Services Overlap• Future State Planning and Roadmapping • Governance and Standard Setting • Ideation and New Technology Evaluation. • Solution Design and Facilitation Strategic Tactical Strategic Services Tactical Services
  15. 15. Enterprise Architecture Services 15 Refined list of EA Services and Competencies Future State Planning & Roadmaps ‣ Strategic Planning & Consulting ‣ Enterprise Planning ‣ Roadmaps ‣ Consulting Services Governance and Standard Setting ‣ Governance ‣ Project ‣ Standards ‣ Architecture ‣ Information ‣ Technology Portfolio Management Technology Evaluations ‣ Architecture Documentation ‣ Modeling and Design ‣ Project and Initiative Engagement Solution Design & Facilitation ‣ New Technology Evaluation ‣ Technology Pilot Management ‣ Proof of Concept Management ‣ Procurement Rationalization Strategic Tactical
  16. 16. Enterprise Architecture Services 16 Refined list of EA Services and Competencies Future State Planning & Roadmaps ‣ Strategic Planning & Consulting ‣ Enterprise Planning ‣ Roadmaps ‣ Consulting Services Governance and Standard Setting ‣ Governance ‣ Project ‣ Standards ‣ Architecture ‣ Information ‣ Technology Portfolio Management Technology Evaluations ‣ Architecture Documentation ‣ Modeling and Design ‣ Project and Initiative Engagement Solution Design & Facilitation ‣ New Technology Evaluation ‣ Technology Pilot Management ‣ Proof of Concept Management ‣ Procurement Rationalization Strategic Tactical Troux Capability Maps Custom Roadmaps Governance & Rationalization Roadmaps & Standards Standards & Ref. Architectures
  17. 17. 17 Organizing Around Business & IT Engaging Business and IT
  18. 18. 18 %Percentage of technologies in our enterprise portfolio that support the delivery of a given Business Capability
  19. 19. 19 82%Percentage of applications in our application portfolio that support the delivery of: Managed Care Fiscal Agent Medicaid Management
  20. 20. 20 10%Percentage of applications in our enterprise application portfolio that support the delivery of Corporate Shared Services
  21. 21. 21 7%Percentage of applications in our application portfolio that support the delivery of Direct Care Delivery
  22. 22. 22 96%Percentage of applications in application portfolio that support the delivery of Managed Care Medicaid Management Corporate Shared Services Direct Care Delivery
  23. 23. 23 100%Percentage of all core capabilities depending heavily on the management of information Information Management
  24. 24. Focus on Core Business Capabilities 24 EA positioned to engage the business 1 2 3 4 Healthcare Managed Care (MCO, MMS) Direct Care Delivery (Clinics, Hospital) Architecture Strategy Standardization Reference Architectures Roadmaps Etc… Corporate Information Technology Human Resources Finance Legal Etc… Information Analytics Big Data Data Strategy Information Management Corporate Information Technology Human Resources Finance Legal Etc… Common EA Services
  25. 25. 25 “To improve is to change; to be perfect is to change often.” - Winston Churchill
  26. 26. Enterprise Architecture Team 2.0 26 Re-Org to better facilitate business engagement EA Organization 2.0 ‣ Focus on core business and enterprise needs ‣ Enable governance across enterprise ‣ Opportunity to educate architects by cross-training ‣ Enable strategic collaboration Corporate Healthcare Information Architecture
  27. 27. 27 Governance and Standard Setting Alignment with Business Outcomes
  28. 28. 28 “The real mechanism for corporate governance is the active involvement of the owners.” ― Louis Gerstner
  29. 29. EA Role in Governance 29 Yin and Yang… Finding balance Information Governance Architecture Governance Enterprise Architecture & Governance Project Governance Standards Governance Technology Portfolio Governance
  30. 30. EA Role in Governance 30 How EA Supports Governance Architecture Review Data Governance Project Governance Standards Governance Technology Portfolio Governance EA evaluates architectural quality against several criteria ‣ Business Alignment ‣ Information Capture ‣ Compliance ‣ Interoperability ‣ Standardization ‣ Product Analysis ‣ Integrity and Availability ‣ Ensures new technologies are identified and hand-off’s exist to support formal Data Governance Initiatives ‣ Support identification and alignment of information objects (business focused set of related data) within Molina ‣ Support Quarterly Application Portfolio Reviews ‣ Review newly procured software and establish a qualified disposition. ‣ Simplifies IT investment decisions ‣ Accelerates system implementation ‣ Reduces system diversity ‣ Participate in project intake discussions ‣ Facilitate discussions around strategic projects ‣ Establish EA engagement in projects at different levels: assurance (low), consulting (medium), and architecture (high) capacities as required ‣ Evaluates new technology against several criteria including: ‣ Cost Management ‣ Re-use ‣ Standards Adherence ‣ Capture lifecycle, business alignment, disposition information for new technology
  31. 31. Standards Development 31 Stages of Standards Development at Molina Final Stage Stage 3 Stage 1 Stage 2 Establish a normalized application portfolio with relationships to business capabilities Establish a disposition for all applications in current portfolio and create a baseline list of standards to be validated by owners and SME’s Integrate review whereby new standards are agreed upon based from formal submissions and additions via procurement or Architecture Review Board. Initiate a Quarterly Review to allow key stakeholders to define ongoing dispositions of technologies within Molina.
  32. 32. Roadmaps 32 Custom Roadmaps v1 ‣ Don’t tackle too much at once ‣ Collaborate with business stakeholders don’t dictate ‣ Find out who your audience is for roadmaps ‣ It’s a journey ‣ Don’t be surprised with the outcomes Takeaways Sample Data
  33. 33. COMPASS 33 Roadmaps v2… ‣ Leverage existing roadmap work ‣ Add additional elements from Troux metadata repository as they become ready ‣ Just because you can show it all doesn’t mean you should. ‣ Focus on Business Capabilities Takeaways
  34. 34. Enterprise IT Tools 34 Enterprise Tool Relationships ‣ Data exists in multiple enterprise applications ‣ Defining sources of truth is critical ‣ Let EA be the unbiased facilitator of a common taxonomy Takeaways Roadmaps Data Governance Project Planning Time Tracking Schedule Management Resource Management Architecture Governance Discovery Software Metering Investment Planning Business Strategy Demand Managment Scenarios Future State Architecture Current State Architecture Technology Standards Process Analysis Process Design Process Simulation Process Execution Process Monitoring Budgets Design Patterns Licensing Incident Management Change Management Service Level Management Continual Service Improvement Goal Management KPI Mngt Contract Management Procurement Management IT Service Costing Cost Rationalization Process Change Management Architecture Modeling Business Architecture Service Utilization Service Demands Benchmarks Capability Maps Accounts Payable Accounts Receivable Advanced Cost Accounting Expense Management Fixed Asset Accounting General Ledger Projects BPM ITSM Troux SW Asset Mgmt. IT Finance Corporate Finance Program Mgmt.
  35. 35. Making EA Stick 35 Overall Takeaways First Second Third Fourth Organize your team and deliverables around what benefits the business not an end state for IT. Collaborate on developing self-service tools that enable non- architects to make informed decisions. You are your biggest advocate. Use the dynamic assets from Troux to that become a focal point for your business and IT discussions Constant Evaluation. A little retrospection goes a long way.Fifth Fine tune your services and make sure they are complementary to what the business needs not just IT.
  36. 36. 36 Thank you. Any questions?

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