Enterprise Architecture platform for connected government Practice & Innovation
EnterpriseArchitecturePlatform for connected governm practice ent& Innovation
Session Overview• Understanding EA• Structuring an Architect Organization• Exploring Frameworks and Methodologies
Topic 1:UnderstandingEAEnterprise Architecture isBusiness Value
Topic:What is EAn We must differentiate between n An Enterprise ARCHITECTURE n An Enterprise ARCHITECTn Enterprise Architecture models and documents 1. The technology strategy 2. Aspects of the overall businessn Enterprise Architects 1. Own the technology strategy 2. Participate in business strategy (as equals)
Topic:Architecture and ‘The Business”n Architecture is traditionally an IT groupn We have allowed IT to function as a business unit n Valuation techniques n Technology led business transformationn This allows us entry into more traditional aspects of strategic planningn WARNING: Lose your technology capability and you lose your core value proposition
Topic:The Two Parts of GovernmentEAn Internal to n External to Government Government n Technology Strategy for n Education Government n Career Growth and Support n Models and Deliverables n Job Market n People and Skills n Country Competitive Advantage
Topic:Internal to Governmentn Government has a massive impact on architecture practice n Government internal standards drive vendor capabilities n Vendors hire and train the largest number of architects n Government job descriptions may be codified into law
Topic:Government and Professionsn Government may stimulate the new architecture economy n Education programs through secondary and university n Corporate competitive advantage n Jobs n Service based growth internal and external to the country n Tools and product marketplace n Liability and responsibility
Topic:Constituent Value MostImportant in Governmentsn Inthe public sector technology must generate constituent (citizen, member, etc) valuen Constituent value is a measurable quantity of improvement of some variable important to an individual or groupn Example: Voting machines make voting easier by a specific amount
Topic 2:Structuring anArchitectOrganizationHow You Build a SuccessfulArchitecture Organization
Topic:Aspects of a CompleteEnterprise Architecturen A great enterprise architecture will possess two components n Architecture Principles – the ethos and people n Architecture Components – the structure and deliverablesn Combining BOTH is the only way to succedd
Architect Deployment Prototype Enterprise Architects Enterprise Finance Sales LOB ITBusiness InformationArchitects Architects Business Capability Infrastructur Software Architect e Architects Data Center Software Software Architect Architect
Unique Skill SetEnterprise ArchitectureSoftware Infrastructure Information BusinessArchitecture Architecture Architecture ArchitectureFoundation Body of Knowledge Design Human Dynamics Quality Attributes IT Environment Business Technology StrategyThe use, disclosure, reproduction, modification, transfer, or
Iasa Engagement Modeln The engagement model describes all ways architects touch a business or customer.n It determines the success or failure of an architect team.n It includes: 1. Setting goals of the architecture team 2. Selecting appropriate terms/definitions/PAREs (Publicly Accessible Resource Elements such as TOGAF) 3. Structuring architecture roles and processes
Iasa Engagement Modeln Engagement is not abstract, it is about contribution to shareholder valuen It includes all conversations/decisions that impact technology strategyn It is similar to the way finance engages a business/customern It may be run top-down, bottom-up, or middle-out
Engagement Maturity Modeln Assess your organization against value deliveryn Ensure you architects are functioning as a teamn Grow your program through stable phases of architecturen 4 levels n None n Repeatable n
Maturity CategoriesEngagement Shareholder Shareholder Technology Technology Investment Value Costs ValueArchitect Shareholder Level of shareholder Cost of The calculation,interaction with awareness and value created. maintenance and amounts andenterprise. active investment in new development reporting ofSpecialization and technology as a including all technologyactivity adoption. profit center. elements related contribution to to Technology shareholder value. Value.Project & Strategy Partner Org GovernanceProgram Integration Ecosystem SatisfactionSuccessThe methodology The amount of The amount and type Organizational The ongoingby which projects inclusion of of inclusion in awareness and management ofare measured for architecture and IT technology in rating of execution againstsuccess and the in strategy planning partner value and technology strategic goals.relationship to and delivery. integration. support oftechnology value. business objectives and direct support of their roles.
Topic 3:ExploringFrameworksand2: ImplementingLessonMethodologiesFrameworks For YourOrganization
Topic:Exploring Frameworks andMethodologiesRate criterionusing a one-to-four ratingsystem
Topic:Exploring Frameworks andMethodologies n Antipatterns: n Adopting a framework and methodology because its industry standard n Architects not understanding the similarities in both elements and components across various frameworks and methodologies. The need to contrast and compare. n Pick just what you want out of the framework ignoring the reset. n Using status quo thinking in selecting frameworks and methodologies and their elements/components. n Not collecting the “as-is” state of what is currently in use.
Topic:Exploring Frameworks andMethodologies Learning assessmentn List some core elements across most enterprise-level architecture frameworks.n List some core elements across most enterprise-level architecture methodologies.n What do frameworks and methodologies commonly provide at the following levels: n Business n Enterprise Architecture n Project/SDLC n Operations n Maturityn How do frameworks and methodologies commonly differ at the following levels: n Business n Enterprise Architecture n Project/SDLC n Operations n Maturityn Why is the Architects’ understanding of the business requirements necessary for selecting a framework and methodology?n Explain a framework and methodology’s “usability”?
Topic:Determine the Best Adoption ApproachWhen there is no clear winner, you have two choices:n Adopt the closest “standard” framework and methodologyn Adopt a hybrid approach to create your own
Topic:Determine the Best Adoption ApproachStandard framework and methodologies - benefits:n It is simple and iterativen Usability and adoption constantly evaluatedn Customization held to minimum; closer alignment to the “standard” with reduced costn Being “standard” means there are more resources and tools availablen Individuals learn harvested best practices and methods fostering new thinking rather than applying status quo thought; increases innovation.n A full rest is a real possibility even with a hybrid approach
Topic:Determine the Best Adoption ApproachHybrid framework and methodologies - benefits:n There is often better usability and adoption as the framework and methodology is customized to the Organization’s culturen Often the Organization current taxonomy can be incorporated to reduce confusing and re-trainingn The framework and methodology is made up of best-of-breed elements and components selected to specifically meet the Organizations and Practices requirements.n Depending of the Organization and industry there may be some advantage in this being “our own framework and methodology”
Topic:Determine the Best Adoption ApproachOnce you choose:n Determine which elements and components will be implemented firstn Determine order of implementation to allow phasing
Topic:Determine the Best Adoption Approach n Antipatterns: n Allow a culture of distrust between the technology and business folks and between the delivery and architecture teams. n Commit only at a single level of the organization n Frameworks and methodologies cannot solve people problems n They can only provide a context in which those problems can be solved.