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.
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
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2
3
Agenda
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. 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
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
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. 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. Defining EA Services
11
Discovering Business Challenges
Business
Planning
Operational
Management
Enterprise Architecture
Project Portfolio
Management
Solution
Development
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. 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. 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. 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. 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
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
100%Percentage of all core
capabilities depending
heavily on the management
of information
Information Management
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
“To improve is to change; to
be perfect is to change
often.” - Winston Churchill
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
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. 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. 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. 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. 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. 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. 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.