Enterprise Architecture: Making it Real

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Applying Change Management Discipline to
Maximize EA Value

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Enterprise Architecture: Making it Real

  1. 1. Enterprise Architecture: Making it Real Applying Change Management Discipline to Maximize EA Value Robert Audet Diamond Management & Technology Consultants robert.audet@diamondconsultants.com October 7, 2008 No Pre-requisites for this presentation Level: Intermediate
  2. 2. Introductions Robert Audet Principal for Diamond Management & Technology Consultants I have experience practicing Enterprise Architecture, as well as developing Enterprise Architecture organizations, processes, and change management techniques
  3. 3. By the end of this session, you should be able to Understand the common pitfalls in  establishing EA organizations and processes Know how to approach common the problem  of making EA real Understand the importance of focusing your  EA organization on the right problem Recognize the value of piloting to rapidly  establish credibility and capabilities Weave change management practices into  the fabric of your EA organization
  4. 4. Agenda 3:15 PM Introduction 3:20 PM What Problem Are We Solving? 3:30 PM Approach for Solving Problem 4:00 PM Q&A 4:15 PM Wrap-up
  5. 5. We know that EA is valuable… 64.2% of IT Leaders and 53.7% of Business Leaders view EA as a top 3  priority1 Context and Approach2 Benefits Achieved IBM developed a set of best- 60% reduction in architecture   practices learned from its e- design time business projects 40% lower costs in systems  Published as IBM’s Patterns migration  for E-Business Sharply reduced risk  Utilized by Experio Solutions associated with application and  as reference architectures for infrastructure upgrade e-business 1 – Chris Curran & John Sviokla, “Digital IQ,” Diamond Management & Technology Consultants (2007), http://www.diamondconsultants.com/digitalIQ/. 2 – Experio case study on IBM Patterns for e-business web site
  6. 6. …, but realizing it is another matter Large-scale failures common place  Not having the right focus from  the start EA Belief that „build it, and they will  Change come‟ approach will work Resistance to adopting EA  capabilities from Business and IT Delays in defining and rolling out  EA capabilities Competing priorities relegate EA to  back burner
  7. 7. Components of EA Change EA Services & • New or revised delivery of EA Engagement services to projects Standards & • Project-level solution development Reference • Greater discipline and governance to Architectures define and maintain standards Re-use Organizational • Modified roles and responsibilities of Structure & EA staff Role Definitions • Qualitative to data-driven decision- making EA Measurement • Focus on strategic alignment
  8. 8. Agenda 3:15 PM Introduction 3:20 PM What Problem Are We Solving? 3:30 PM Approach for Solving Problem 4:00 PM Q&A 4:15 PM Wrap-up
  9. 9. Making EA real starts with having the right focus Define Manage Start Small Right Knowledge & Pilot Focus Gap Apply Organizational Change Management Throughout
  10. 10. Focus should be demand Manage Define Start Knowle Right Small & dge and opportunity driven Focus Pilot Gap Apply Organizational Change Management Throughout .vs Boil the Ocean “Focus” Demand-Driven Focus Creates services without Aligns with business needs   clear linkage to business problem Demonstrates value quickly  Create set of processes that Applies EA in consumable   are not used fashion Burns out resources since Defines ongoing EA   focusing on too many things capabilities Causes analysis paralysis Limits investment exposure   Exhausts EA budget rapidly 
  11. 11. Demand-driven focus should Manage Define Start Knowle Right Small & dge aim to solve business problems Focus Pilot Gap Apply Organizational Change Management Throughout Vision Companies that start Goals with a strategic vision and understanding of their business needs, Objectives realize positive outcomes almost twofold over those Metrics companies that have no strategic vision or business needs clarity3 Capabilities Roadmap 3 – Chris Curran & John Sviokla, “Digital IQ,” Diamond Management & Technology Consultants (2007), http://www.diamondconsultants.com/digitalIQ/.
  12. 12. Defining, enabling and proving EA Manage Define Start Knowle Right Small & dge capabilities should be iterative Focus Pilot Gap Apply Organizational Change Management Throughout Demand-driven Approach • Avoid a framework-driven approach (e.g., TOGAF, Zachman, etc.) that can result in analysis paralysis and Identify Need enablement challenges • Find a business problem, latch onto it and define EA capabilities Enable Iterate to address problem • Enable the EA capabilities locally and prove they provide value Prove • Learn and iterate based on Rollout enablement • Expand EA capability reach by rolling out to other parts of organization
  13. 13. Start small, pilot, Manage Define Start Knowle Right Small & dge iterate, learn & expand Focus Pilot Gap Apply Organizational Change Management Throughout EA Capability Rollout Model • Starts small and selects a Long Term program / project with EA challenges to rapidly put new model into action • Iterates EA capabilities during piloting efforts before rolling out to next layer of IT Time • Builds early credibility by demonstrating quick results • Establishes platform and Near Term allows for incorporation of Pilot key lessons learned to (1 project) facilitate rollout to other Enterprise areas Project Organizational Reach
  14. 14. Rollout of capabilities has been Manage Define Start Knowle Right Small & dge limited by the knowledge gap Focus Pilot Gap Apply Organizational Change Management Throughout Situation Implications • EA organizations possess vast • Heavy focus on pure architecture knowledge architecture loses human touch • Growing need to manage EA • Limited adoption of EA change capabilities • EA lost in translation when • EA lost in translation when conversing with business conversing with business partners partners • Service-based IT operating • Credibility suffers from not models demand more than just effectively serving the customer hardcore IT skills
  15. 15. Making the EA machine work Manage Define Start Knowle Right Small & dge is about bridging this gap Focus Pilot Gap Apply Organizational Change Management Throughout 1 • Establishes rapport with EA customer • Translates business 1 needs into EA needs 2 Relationship and visa versa • Ensures Management strategic • Understands business alignment problems • Applies deep 3 architecture 2 knowledge OCM Core • Understands Architecture 3 Knowledge appropriate • Applies techniques to solution address “human” side of patterns EA • Actively manages and interacts with stakeholders
  16. 16. OCM is oftentimes ignored when Manage Define Start Knowle Right Small & dge rolling out EA organizations Focus Pilot Gap Apply Organizational Change Management Throughout Start early, and understand the  quot;If you had the chance to do a scope the changes (e.g., new EA past [EA] project again, what processes, metrics, roles and would you do differently?” responsibilities) Establish appropriate funding to  The most common response incorporate change management from 327 project leaders, expertise consultants and managers was…? Don‟t eat the elephant all at once   Divide the enterprise into manageable domains quot;Utilize an effective and planned  Blueprint each one in succession change management program.“4 4 – Source: Change Management Learning Center
  17. 17. Managing EA change minimizes the Manage Define Start Knowle Right Small & dge length and breadth of the change dip Focus Pilot Gap Apply Organizational Change Management Throughout The “Change” Cycle Continuous Performance & Motivation Initiative Improvement Completion + Uninformed Immobilization Optimism and Denial Informed Optimism Bargaining Hopeful Acceptance Realism Anger Informed Pessimism Testing Despair - Initiative Start End Timeline
  18. 18. While EA has its idiosyncrasies, an Manage Define Start Knowle Right Small & dge EA program needs to nail the basics Focus Pilot Gap Apply Organizational Change Management Throughout Awareness of the Reinforcement to need for change 1 5 sustain the change Identify business • problem already Measure, measure, • receiving publicity measure EA value Change generation Management Desire to 2 Lifecycle5 participate and 4 support the change Ability to implement required skills and Apply EA to problem, • demonstrate value & 3 behaviors inherently create advocates Look for new • Knowledge on How sources for OCM and to Change Relationship Management skill Train Enterprise Architects by doing • such as Business EA, and expand through mentors & Analysts more formal training 5 – Source: Change Management Learning Center
  19. 19. Other considerations Manage Define Start Knowle Right Small & dge when mobilizing EA organizations Focus Pilot Gap Apply Organizational Change Management Throughout Identify stakeholders groups and stakeholders early on  Actively manage stakeholders from start to finish (they are your  customers) Establish a communication plan and communicate frequently  Solicit feedback on regular basis to recalibrate strategy, approach and  EA organization to better service stakeholders Realize early on that many Enterprise Architecture organizations need  soft and OCM skills
  20. 20. In-flight EA organizations should Manage Define Start Knowle Right Small & dge assess current approach Focus Pilot Gap Apply Organizational Change Management Throughout Mobilize Reinforce Demand Driven At Risk, Right Focus On Target Focus Serious Risk of At Risk, Wrong Build It, Failure Focus They Will Come Recovery / Re-Start Re-Focus Low Level of Change High Management Discipline
  21. 21. Key take-away points to consider Manage Define Start Knowle Right Small & dge when launching an EA organization Focus Pilot Gap Apply Organizational Change Management Throughout Establish right focus up-front that aligns with real business problems  Start small, pilot, iterate, learn and expand  Equip existing staff with necessary skills, and seek external expertise  where needed Adopt OCM from start to finish; don‟t short change this dimension  Assess your organization to determine if course corrective changes are  needed

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