BA Case Studies Show EA-IT Value Forrester ITF09

May 19, 2009 Gene Leganza Vice President, Principal Analyst Forrester Research Case Studies: Business Architecture Aids IT Transformation

We want to help you minimize $ or risks Business architecture success can turn EA into IT’s trump card. 3 Business architecture initiatives can leapfrog normal maturity steps to improve IT value. 2 Wherever IT is struggling to deliver value, EA should be focused on improving IT. 1

Agenda

EA’s place in the IT value proposition

Case study No. 1: Discovering the emergent strategy

Case study No. 2: Getting tactical to get strategic

Case study No. 3: Opportunistically driving EA value through BA

A common thread: Increased IT credibility and value

A game plan to consider

Agenda

Source: August 21, 2006, “IT Archetypes Help CIOs Optimize Career,” Forrester report. The three archetypes of IT

EA is key to overcoming archetype obstacles Source: March 22, 2006, “The Three Archetypes Of IT,” Forrester report Technology standards

Patterns

Planning

App portfolio

Business architecture

When should you begin to work on being a Partner Player? Now!

Maturity models do not dictate strictly sequential behavior.

Just as no one would wait for I&O perfection before working on project management, don’t wait to be a Trusted Supplier before working on partnering with the business.

Simply getting better at service delivery is not enough.

Business architecture efforts in right-sized steps can raise the perception of the value of IT before you have reached Solid Utility and Trusted Supplier nirvana.

Agenda

They have realistic road maps to follow that link business needs to the architecture.

Business and IT execs are very happy with results: “The business wants an architect included in all decisions.”

Politics is making the process difficult to repeat.

Results

Interviewed 130 decision-makers over three months

Analyzed, mapped planned activities to current state details, and identified themes

Reconciled with top-down future state

Activities

Major European investment bank

Formal, comprehensive current state analysis

Formal top-down future state architecture did not seem likely to produce value.

Scenario

The explicit strategy yields to the emergent strategy Intended strategy What we’d like to happen Emergent strategy The many day-to-day decisions and prioritizations that set direction Realized strategy What actually occurs Unrealized strategy Things that are left behind Deliberate strategy Top-down plans, statements, and initiatives

Results

Activities

Scenario

Data collection included all decision-makers:

What are your current plans for delivery between now and year-end?

We know it won’t be “right,” but give us your best guess as to the major deliverables and projects that you’ll be doing next year.

Looking into the crystal ball, what do you think will be important further out — two to three years? Give us something with a 50% to 70% confidence.

Grouped similar work into “initiatives,” e.g., Web trading, lightweight clients.

Grouped similar initiatives into “themes,” e.g., globalization, rationalization, and consolidation.

Select information by:

Theme

Initiative

Product

Function

System

Results

Activities

Scenario

Agenda

Project-level success, expanding scope

Moving on to road maps, BPM and SOA COEs, information architecture

Need to expand to include more technical architecture

Results

Put an EA skeptic in charge of EA.

Brought in business staff, IT staff, and outside hires to build business architecture program with three distinct roles: enterprise business architect, domain architect, and cross-domain architect

Identified current problems and coordinated solutions

Activities

Deutsche Bank: major global bank

Rapid growth, little centralized planning, and many divergent directions

A transformation in the approach to IT was seen as needed, but it distrusted EA as being slow and obstructionist.

Scenario

EA was a catalyst for transformation at DB Source: Deutsche Bank (http://www.db.com/index_e.htm)

EA will continue to evolve at DB Source: Deutsche Bank (http://www.db.com/index_e.htm)

Agenda

Project very successful, business-architecture-driven approach recognized.

Relaunched EA program in Europe, moving to global function.

Now has the problem of too much demand for architects.

Results

Drove business capability and subsequent system design from the business architecture.

Used objects and capabilities to determine dependencies and the detailed system design.

Piloted approach at a high level for six weeks then brought in more people, including IT program manager.

Activities

DHL Express Europe: major global logistics firm

EA team had been downsized. The last remaining architect named IT rep to a major program to create a new Pan-European product.

Had most business objects and capabilities mapped out from legacy EA effort.

Scenario

Analysis focused on capability maps, business objects, and processes

Domains identify areas of cohesion in the business and where decoupling can occur.

High-level processes cross domains, exposing process interfaces.

Domain interfaces are natural flex points and are critical to manage.

Source: DHL (http://www.dhl.com/splash.html)

DHL architected the new capability first Source: DHL (http://www.dhl.com/splash.html)

The DHL team used the business architecture to plan significant business change Source: DHL (http://www.dhl.com/splash.html)

Agenda

Source: March 22, 2006, “The Three Archetypes Of IT,” Forrester report. A common thread: Increased IT credibility and value Technology standards

Patterns

Planning

App portfolio

Business architecture

If you remember nothing else . . . Business architecture success can turn EA into IT’s trump card. 3 Business architecture initiatives can leapfrog normal maturity steps to improve IT value. 2 Wherever IT is struggling to deliver value, EA should be focused on improving IT. 1

Agenda

Case study No. 1: discovering the emergent strategy

Case study No. 2: getting tactical to get strategic

Case study No. 3: opportunistically driving EA value through BA

A common thread: increased IT credibility and value

A game plan for you to consider The next 90 days

Do a SWOT analysis of IT and EA.

Become familiar with capability maps.

If you’re not a Solid Utility and a Trusted Supplier to the business, create the business architecture for IT.

Work with the CIO to analyze IT’s BA and develop a future-state vision.

A game plan to consider (cont.) Longer term

Build a high-level business architecture, and select one to three business domains for more detailed capability maps. Get the business excited about working with you to map out its future. Don’t worry about staying relatively tactical at first.