The big picture on ensuring that strategy, enterprise architecture and programme management are aligned and interoperate correctly.

1. Linking Strategy, Enterprise Architecture
and Programme Management
Graham McLeod
Founding Partner
Inspired I.T. Consulting, Training & Research
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2. Abstract
Businesses are under pressure to be effective, efficient and agile
– THE CHALLENGE: Achieving these simultaneously in organisations undergoing
change, competing in aggressive markets and absorbing technological turbulence
An architecture approach with an agile slant can help
– Only constant is change
– Cannot predict what the future holds
What we can do is
– Understand what we have, its strengths and limitations
– Set in place principles and goals which guide decision making
Taking a service oriented approach, we can identify
– Constants, such as external stakeholders, product and services, industry
requirements and generic internal services
Models and tools can help us
– Evaluate alternatives quickly and cost effectively
– Communicate strategy succinctly to implementors
– Serve as a basis for planning activity and monitoring progress
This presentation, based on 15 years experience across a variety of industries and
organisations, provides a framework and examples to explain the approach.
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3. Coverage
The Challenge Initiative Aspects
Scope of Enterprise – Cost, Risk
Architectures – Benefits
Strategy Content/Solution
Program Management Architecture Issues
– Organizational APIs
Conceptual/Model Issues
– Layered Models
– Key Architecture
Elements/Meta Model – Service Delivery
– Service Based Model Tool Requirements
– Scenarios & Filtering Conclusion
– Delta Models Questions
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4. The Challenge
How to stay agile
But still exploit infrastructure
expenditure effectively and
achieve efficiency
And deal with things that
typically take a long time
Deliver real value from
architecture efforts
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5. Enterprise Architecture Coverage
Inventory
Environment
– What have we got? Business
– How good is it? Process
– Gaps & Redundancies Applications
– Opportunities
Information
Tech-
Blueprint nology
– What do we want?
– Guide investment,
initiatives, implementation
choices
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6. Two-way Street Business Driver Cut
Costs
Efficient
One
Stop
Service
Shorten Grow
Product Market
Intro
Time
Share
Good
Corp.
Citizen-
ship
Focus
on
Core
Compe-
World
Class
Service
Architecture Req. tencies
Lower TCO thru
Architecture choices Standard Config's
Reduce # of
must be informed by technologies per
arch. component
business drivers… Data and network
integration
Follow internat'nl
standards
Technology Driver Massive Powerful AffordableDigi Cheap
Cheap Portable tal Signal Reliable
Bandwidth Devices Processing Digital
Storage
Business Innovation
Free Local Access
Technology possibilities
Video Conferencing
Service to Homes
can drive business change
Voice Commands for
Svc Transactions
Keep all documents
electronically
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7. Strategy & Architecture
Relationship between Strategy, Architecture,
Programme and Project Management
nces
flue Vision
In
al
Desired Future
Extern
Architecture
Business
Strategy
Formulation App Info
Technology
Current
Reality
Business
T
MEN
N AGE PROGRAM
App Info T MA
OJEC MANAGEMENT
PR
Technology Delta Models
Delta Models
Initiatives
As Is Architecture
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8. Delta Models
Show net change between two scenarios/models
Identify what an initiative must deliver to achieve the strategy
Can address any dimension of the architecture:
– Service
– Process
– System
– Information
– Technical Infrastructure…
Provide accurate scope for projects
– each change ~ work breakdown item
Create communication between Strategists, Architects and
Project Office
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9. Scoping mPAY System Context
Call Centre
Moderator Vendor Request
Request Account/Facility
Facility Details
MTN Decision
Product
Request Vend Acc
Statistics Manager
Retail Vendor
Vendor
Conf or Deny
Req. Paym
Registration
Credit Check
Subscriber
Conf or Deny Conf or Deny
Billing
Confirm Tx Req Auth. Setup Confirm Tx System
PIN
Vendor OK or Encrpt.
Payment No PIN
Confirm Payment CreditPay SMS
System Gateway
Invoice
Funds Tfr
Bank
New
Existing unmodified
Subscriber
Request for facility
Existing modified
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10. Information Contract
Subscriber
Prepaid
Subscriber
mPAY Business Domain Model
Subscriber
Subscriber
Services
Subscriber Subscriber
Account PINs Vendor Vendor
Account Bank Detail
Vendor Facility
Vendor
Payments Request
Authorisation
mPAY Request
Transactions
New
Existing unmodified Confirmed
Existing modified
Purchase
PIN
Change
Copyright Inspired 2001
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11. Technical Infrastructure
mPAY System Technical New
Environment Existing unmodified
Existing modified
SMS
SMS
Call Centre
Gateway
Solaris Win2000
Subscriber Ethernet
Vendor
Ethernet
Transactions
PINS
Oracle 8 CreditPay Billing
Tuxedo
TCP/IP
Vendor
Vendor
POS mPay
TCP/IP
Website Oracle 8
Subscribers
Vendor POS Ethernet Contracts
Apache Compaq VMS Payments
TCP/IP 128 kb
ISDN Compaq Alpha
Linux
Vendor
Contracts Compaq Raid II Server
SHTTP
FinGate
Internet
TCP/IP
Ethernet
Diginet
Vsn 4 Browser Vsn 4 Browser
TCP/IP TCP/IP
Moderator
& Product Automated
Copyright Inspired 2001 Manager Clearing
Bureau
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12. Process
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13. Adding Dimensions Models can be enhanced
with additional dimensions of
Methods (how we do things)
Deliverables, Process,
Risk Techniques, Resources
Timeframe Costs
Quality Quality & Metrics
Costs Timing
Methods Risk
Business Architecture
Business The above can reflect both
Goals Markets Products Services Channels Suppliers
Processes Resources Technology Culture Current Position
Competitors
Benchmarks from Industry/
Competitors
Information
Information
Applications
Applications
Goals
Types/Classes Inventory Types/Classes Inventory
Types/Classes Inventory
Technical Architecture
Technical Architecture
User Access Application Enablers Data Storage and Management
User Interfaces Connectivity Platforms Services
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14. Meta Model Fragment Project
Plan
Business
Goal
Alternate
Includes
Delta Initiative
Strategy Scenario Rating
Architecture
Elem. Status
Requirement
Planning
Arch. Element
Context
CSF
Product/Svc Process Application …
Person
Deliverable Time Frame
Excerpt from Inspired Enterprise Architecture Frameworks
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15. Selecting Strategy
How to get there from here with
– Least possible
• Risk
• Disruption
• Cost
• Pain
• Time
– Best Possible
• Strategic Fit
• Compatibility
• Flexibility
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16. Portfolio Selection
Determine per
Low
proposed project
– Time, Resource, Cost
estimate
Dependency
– Benefit Ranking
– Risk Score
Risk
– Dependencies
Map into
decision space
Budget
– Choose based on Boundary
High
budget boundary
– Include highest ranked, Low High
adding in prerequisites Benefit
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17. Important Issues
External Focus
Boundary of Organization
Delivery of Expected “outputs”
Required “inputs”
Services, Processes & Support to Achieve
– Distinguish “what” and “how”
Manage logical and implementation distinction
– Allow multiple alternatives for implementation
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18. Services and “APIs”
Stakeholder Interaction
Context, layers and interfaces
Business Event
User Interface
External World Event
Message/
Call Organization
API Boundary
Business System
Boundary
Computer System
Boundary
Module
Boundary
System
Internal layers are not necessarily completely contained in an outer layer
e.g. A computer system may serve multiple business systems or a module
Services
may be part of more than one computer system.
If we choose, we can see a business process as a business system.
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19. Business “APIs”
Published service interfaces
– Like real APIs
• Collected into Protocols
• Documented
• Held Stable, unless change negotiated with users
– Implementation
• Via Web Services (for example)
• Possibly with Business Process Automation (e.g. workflow, BPEL)
Facilitate
– Rapid reconfiguration
– Ease of outsourcing/partnering
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20. Tool Support Requirements
Flexible Meta Model
Process Modeling
Interoperability
Scenarios, Filtering
Collaboration Support
Reporting, Document Composition
Analysis and Derivation Capability
– Inferencing
– Computation
Security and Audit Capability
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21. Case Studies
Telecommunications
– Assistance with implementation of realtime evolving strategy
Media Group
– Integration of Strategy, Architectures, Project Office
International Bank
– Integration of Architectures and Business Transformation Initiatives
– International operations to own business service layer/client facing
and legislative compliance processes
– Central operation to own integrated data and transactional services
Major Assurer
– Integration of Architectures and Initiatives, Budget Process
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22. Conclusion
Benefits of integration across strategy, architecture and
programme management
– Architecture choices reflect business goals
– Business enlightened to explore technical possibilities
– Initiatives better scoped, understood, evaluated, prioritised
– Enhanced communication and implementation via projects
Benefits of a service based, layered EA approach
– Business more responsive to opportunities or imperatives
– Time to market and respond reduced
– Risks reduced
Mechanisms
– Capable meta models, architecture process integrated with strategy,
initiatives, project management
– Supportive tooling
Futures
– Bridges to automated implementation with MDA and BPEL
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23. References
Inspired; Enterprise IBM Webservices briefing
Architecture Frameworks papers
Graham McLeod and Derek Inspired; Archi Reference
Smith; Managing Information Materials
Technology Projects 2nd Graham McLeod; EA Tool
Edition 2003 Requirements, Presentation to
Graham McLeod; Advanced Open Group Conference,
Systems Delivery with Objects, Dublin, May 2005
Components, Patterns and Object Management Group;
Middleware (Beyond UML) Model Driven Architectures
documentation
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24. THANK YOU
Questions?
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