FORRESTER'S ENTERPRISE ARCHITECTURE FORUM EMEA 2010
FORRESTER’S ENTERPRISE ARCHITECTURE
FORUM EMEA 2010
Leveraging Architecture For Business Impact
March 2-3, 2010 ■ Millennium Gloucester Hotel London Kensington
ARCHITECTURE FORUM EMEA 2010
Contents Dear Colleague,
Business demand for technology capabilities continues to grow, propelled by recognition of
3 Role-Based Forum the impact technology has on business strategies and outcomes. Technology trends — from
cloud computing to the “consumerization” of technology to “componentization” of packaged
4 Speakers apps — open new doors for businesses to find solutions to their strategic needs. In such
an environment, IT can’t remain an order taker — its relationship with business must evolve
5 Expert Advice toward partnership, and enterprise architecture (EA) provides the glue for this partnership.
As business rethinks or adds new strategic directions, how can EA ensure that business
6 Agenda and IT work together on these transformations? As the technology landscape changes to
make it easier for businesses to engage their customers and change their business models,
7 Track Information how does EA provide the lens through which business and IT together evaluate these
technologies? To meet changes like these effectively, how should EA leaders market their
11 Registration relevance to business and IT priorities?
Forrester’s Enterprise Architecture Forum EMEA 2010 will address these questions and give
12 Venue & Sponsors you immediate actions you can take as well as long-term strategies. The Forum will provide
a platform where Enterprise Architecture professionals will be able to share innovative best
practices, network with peers, hear both keynote and in-depth track sessions, and pose
company-specific questions to top Forrester analysts during One-On-One Meetings.
I look forward to seeing you in London!
Vice President, Research Director
∙∙ Enterprise∙Business∙Architecture. Business expectations for technology are expanding, and IT’s relationship
to the business is changing from systems builder to solutions orchestrator. Our Forum will show attendees how
to develop and use business architecture to align IT and business strategies, optimize demand management,
and enable IT’s transformation into a business-centric service provider.
∙∙ Boosting∙EA’s∙Strategic∙Value. We all know that architecture’s greatest value is in guiding business and IT
strategies — but key stakeholders see architects as tactical problem solvers rather than strategic contributors.
Changing this perception requires that stakeholders see how architecture helps them achieve their goals.
Attendees will gain actionable insights into the metrics and marketing skills EA success requires.
∙∙ Key∙Technology∙Trends∙EAs∙Should∙Watch. Our top analysts will discuss the latest trends in the technologies
— from cloud to Web 2.0 technologies to Tech Populism — that will have an impact on your organization in
positive (or detrimental) ways, tell you what the effects could be, and advise you on how to prepare.
2 For more information visit: www.forrester.com/EA2010emea
LEVERAGING ARCHITECTURE Benefits Of Attending:
∙∙ Unbiased research and expertise of Forrester analysts.
FOR BUSINESS IMPACT ∙∙ Identify opportunities for intelligent cost savings.
You’re responsible for your firm’s architecture and ∙∙ Compelling keynote addresses from today’s leading
standards — but the real value in your role is in guiding executives and IT leaders.
∙∙ In-depth discussion sessions on hot EA topics with
and influencing IT and business strategy, optimizing leading analysts and peers.
technology investments for business results, and creating ∙∙ One-On-One Meetings with Forrester analysts.
sustainable solutions for business needs. It’s a big scope, ∙∙ Peer networking with more than 150 attendees.
and delivering this value is a juggling act that requires
knowledge and technique. You have to know key trends Who Should Attend:
for technology, and you have to know how to engage with This Event will examine the key issues for making
your business stakeholders. enterprise architects and your EA programs more
successful. Because enterprise architects are only one
of many IT stakeholders with a key role to play in driving
Your∙Role,∙Your∙Priorities,∙Your∙Success! innovation, the Forum is also relevant to these other roles:
Forrester’s Enterprise Architecture Forum EMEA 2010 is ∙∙ Application Development & Program Management
designed for your role and your challenges, with sessions that
∙∙ Information & Knowledge Management professionals.
will give you the actions you need to take to be successful: Infrastructure & Operations professionals.
∙∙ Hear how to develop and use capability maps — simple ∙∙ Business analysts, consultants, and other influencers.
yet powerful tools for aligning strategy, uncovering
opportunities, and communicating value.
∙∙ Understand the connection of information, business, and
application architecture using a services approach.
∙∙ Learn the essential components of information architecture
and how it guides effective master data management and
business intelligence programs.
∙∙ Examine how your application architectures should change
for an increasingly mobile workforce and processes.
∙∙ Evaluate how your current approach to business intelligence Eric∙Adams
must evolve to enable pervasive business intelligence. Enterprise Architecture Professional
∙∙ Understand the key characteristics of next-generation
systems management architecture to address rapidly Forrester uses personas like this to represent clients in
evolving computing models. their professional roles and deliver a uniquely relevant
and solution-oriented experience.
∙∙ Hear best practices for integrating enterprise architecture
with application and project portfolio management and
ITIL processes. In-Depth∙Tracks
∙∙ Learn the common mistakes EA organizations make that Forrester’s Enterprise Architecture Forum EMEA
result in marginalization — and how to avoid them. 2010 will deliver three in-depth tracks, each
containing five sessions split across two days.
These analyst-led tracks will include:
∙∙ Track∙ A: Enterprise Business Architecture —
“A 360° overview of EA with a very Guiding Business And IT
interesting visionary outlook” ∙∙ Track∙ B: Key Technologies That Will Shape
Patrizia∙Iacovone, Head of ICT Strategy, UniCredit
∙∙ Track∙C: Boosting EA’s Strategic Value
2009 EA Forum Attendee
To register call: +31 (0)20 305 4848 3
POWERFUL CONTENT. EXCEPTIONAL SPEAKERS
Susan Watson, VP, Radical Simplification & Process-Led Enterprise Integration, Enterprise on Demand Transformation, IBM
Susan Watson has 11 years of executive experience in various parts of IBM’s business transformation and IT community. In
her present position, she is responsible for driving integration and alignment across business transformation and IT through
process-led strategic planning, enterprise architecture, initiative management, and governance. In her previous position, Ms. Watson was
responsible for a $1 billion portfolio of application development, maintenance, and systems integration primarily supporting the IBM Global
Account. She was responsible for the strategy and execution of a team of approximately 9,000 people supporting the IBM Account Worldwide.
She has personally led three successful $100-million-plus projects and was responsible for leading the IT projects supporting IBM’s divestitures of Lenovo and
InfoPrint. Her team designed, developed, and managed packaged applications like SAP and Siebel, as well as customized development using WebSphere, JAVA,
and SOA techniques.
Ms. Watson joined IBM in 1983 as a programmer. She held a variety of technical and managerial assignments in strategy, development, test, and customer
support in S/390 mainframe development and AIX and OS/390 operating system development. She was also Executive Assistant to the GM of the Network
Computer Division and PCD Development. Her previous executive assignments have included supporting System Group’s business transformation efforts and
responsibility for IBM’s TeleWeb strategy and execution. Ms. Watson is a graduate of the Missouri University of Science and Technology, where she received a
Bachelor of Science degree in computer science with a minor in speech and media studies.
Allen Brown, President and CEO, The Open Group
Allen Brown is the President and CEO of The Open Group, a vendor- and technology-neutral consortium that works toward enabling access to
integrated information within and between enterprises based on open standards and global interoperability, according to its vision of Boundaryless
Information Flow. The Open Group, among many other standards initiatives, is the home of TOGAF, where members, who are themselves engaged
in enterprise and IT architecture, strive to evolve and improve this leading architecture framework and architecture development method. The
Open Group members have also developed IT Architect Certification, a framework- and methodology-neutral peer review of the skills needed for
implementing enterprise and IT architecture, and more recently, an equivalent program for IT specialists. In January 2007, The Open Group members launched
The Association of Open Group Enterprise Architects, which now has more than 5,000 members worldwide. As CEO, Mr. Brown, guided by the members of The
Open Group, has led the organization since 1998. Before that, he was an SVP of The Open Group and VP of X/Open Company, prior to its merger with the Open
Software Foundation that created The Open Group.
Martijn van Glabbeek, Enterprise Architect - IT Strategy & Architecture Team, Nuon Energy
Martijn van Glabbeek is an Enterprise Architect in the IT Strategy & Architecture team of Nuon Energy, part of the Vattenfall Group. Mr. van
Glabbeek has a special interest in architecture governance and the application of IT in the business domain, mainly through service orientation.
Within the energy and utilities context, Mr. van Glabbeek focuses on the creation of smart energy ecosystems.
Bobby Cameron, Vice President, Principal Analyst, Forrester Research
Thriving In A World Of Increasingly Chaotic Business Structures: EA’s Pivotal Role In Business Success
Enterprise architects are at the heart of one of the greatest opportunities and challenges their firms face: Realizing coherent business value from
progressively more-diverse business structures — like pursuing new markets and focusing on core competencies while sourcing noncore capabilities
through business process outsourcing, software-as-a-service, and other alternative business structures. From a business-centric point of view,
diverse and ever-wider sourcing options drive compelling business value. But from an IT-centric point of view, the diversity runs counter to the value
of standards, consolidation, and homogeneity. So how can EAs lead their organizations in dealing with the diversity and capturing the value of new
business structures? IT must establish a different type of engagement with the business, with planning and governance structured around business
value and technology strategies structured around business capabilities. This requires a different approach to architecture, and EAs must:
∙∙ Structure and communicate the linkage between business value and the delivery of business capabilities required to run the business — whether sourced
internally or externally.
∙∙ Incorporate this linkage into business governance practices that include technology concerns from internal and external organizations.
∙∙ Engage groups across IT and business in this continuously evolving, sustainable model.
Randy Heffner, Vice President, Principal Analyst, Forrester Research
Crafting Your Technology Strategy For Business Impact
Many organizations’ technology strategies focus on a list of new technologies and time frames for prototyping and building applications centered
around each. The result? Technology-centric applications: RFID apps, complex event apps, business rule apps, BPM apps, and so on. Do you really
want your business to be designed around your technology? No. Others try to build technology strategies around business plans and objectives,
but those change rapidly in response to competitive and market changes.
What doesn’t change so quickly are your organization’s core business capabilities, and herein lies the strongest foundation on which to build
your technology strategy. This keynote reframes technology strategy and architecture around your ability to redirect, recombine, and optimize your business
capabilities as needed to meet a continuous stream of new business challenges. This session will cover:
∙∙ The structure of business change and technology’s impact on business change.
∙∙ Orienting technology and architecture design processes around evolving business capabilities.
∙∙ High-level technology strategy built for sustainable business impact.
Forrester Keynotes (Cont.)
Gene Leganza, Vice President, Principal Analyst, Forrester Research
Architecture Guides IT’s Delivery To Business — Key Practices From Three Firms
Your business goals, strategies, and operating model all drive IT, but IT can’t be successful in supporting these without an architecture to guide it.
This panel session will uncover the most critical principles and practices EA should use to guide IT infrastructure and applications. Panel members
will describe what they have done to make their architecture programs effective. They will cover:
∙∙ Balancing technology standards with flexibility.
∙∙ Picking architecture battles and making pragmatic tradeoffs.
∙∙ Managing EA focus, commitments, and workloads.
Meet One-On-One With Forrester Analysts.
Consistently rated as one of the most popular features of Forrester events, One-On-One Meetings give you the opportunity to discuss unique
Enterprise Architecture issues facing your organization with Forrester analysts. Enterprise Architecture Forum EMEA 2010 attendees may
schedule two 20-minute One-On-One Meetings with the Forrester analysts of their choice, depending on availability.
Participating Forrester Analysts And Coverage Areas:
Bobby Cameron, Vice President, Principal Analyst Randy Heffner, Vice President, Principal Analyst
Application Development, Architecture & Technology Strategy, Application Architecture, Application Development, Application
Business Value of IT, Governance, Risk, & Compliance, IT Development Processes & Tools, Application Security, Digital
& Business Alignment, IT Governance, IT Management, IT Business Architecture, Enterprise Architecture, Enterprise
Operations Measurement, IT Strategic Planning, IT Strategy, Planning, & Architecture Domains, SOA & Web Services, SOA Design, SOA Management
Governance, Security & Risk, Serving the Business & Web Services Management, SOA Platforms, SOA Security, SOA Strategy,
Security & Risk, Service-Oriented Architecture, Software Modeling
Alex Cullen, Vice President, Research Director
IT Management, IT Organization, IT Strategy, Planning, & Gene Leganza, Vice President, Principal Analyst
Governance, Organizational Design & Change Management Application Architecture, Enterprise Architecture, Enterprise
Architecture Domains, Government, IT Management, IT Strategic
Boris Evelson, Principal Analyst Planning, IT Strategy, Planning, & Governance, Information
Architecture, Technical Architecture
Analytic Applications, Business Activity Monitoring , Business
Intelligence, Business Performance Solutions, Business Process Diego Lo Giudice, Vice President & Principal Consultant
Management, Customer Analytics, Customer Relationship Application Architecture, Application Development Processes
Management, Data Mining & Advanced Analytics, Data Visualization, & Tools, Architecture & Technology Strategy, Enterprise
Data Warehousing, Enterprise Architecture, Enterprise Architecture Architecture Domains, Enterprise Architecture Practices, IT
Domains, Enterprise Collaboration, Financial Management, Financial Management, Open Source Strategy, SOA & Web Services, Sourcing &
Services, Information & Knowledge Management, Information Architecture, Procurement, Sourcing Strategy & Execution
Knowledge Management, OLAP, Packaged Applications, Predictive Analytics,
Professional Services, Query & Reporting Tools Henry Peyret, Principal Analyst
EA Modeling & Repository Tools, Enterprise Architecture, Enterprise
Mike Gualtieri, Senior Analyst
Architecture Practices, Government, Healthcare & Life Sciences,
Application Development, Application Development Processes Manufacturing, Professional Services, Retail, Telecommunications
& Tools, Application Infrastructure Technologies, Application Services, Transportation & Logistics, Travel
Security, Application Server Platforms, Architecture &
Technology Strategy, Business Rules, Customer Experience, Design & Clay Richardson, Senior Analyst
Usability Processes, Enterprise Architecture, IT Management, IT Strategy, Business Process Management, Methodologies, Modeling,
Planning, & Governance, Programming Languages, Security & Risk, Web Optimization & Suites, Converge Business Information, Processes,
Development Tools and Rules, Converge, Packaged Applications, Workflow
Jeffrey S. Hammond, Principal Analyst Jeff Scott, Senior Analyst
Agile Methodologies, Application Development, Application EA Governance Processes, EA Organizational Structure, EA
Development Processes & Tools, Application Infrastructure Roles & Responsibilities, Enterprise Architecture, Enterprise
Technologies, Application Life-Cycle Management, Customer Architecture Practices, Financial Services
Experience, Integrated Development Environments, Programming Languages,
Rich Internet Applications, Social Computing & Web 2.0, Software Change & Galen Schreck, Principal Analyst
Configuration Management, Software Modeling, Web 2.0 Development Cloud Computing, Computer Architectures, Data Center
Management, Enterprise Architecture, Enterprise Architecture
Domains, High Availability/Fault Tolerance, IT Infrastructure
& Operations, IT Management, IT Strategic Planning, IT Strategy, Planning,
& Governance, Processor Architectures, Server Virtualization, Systems
Management, Systems Partitioning & Virtualization, Technical Architecture
6 All session speakers, themes, and times are subject to change.
Track A: Enterprise Business Architecture — Guiding Business And IT
Business expectations for technology are expanding, and as a result, IT’s relationship to the business will change from being a systems
builder to being a solutions orchestrator. To manage this transformation, business and IT need an architecture around which they can
build strong partnerships. Sessions in this track will give attendees the “how” of creating business and information architectures that
business leaders can use to make decisions, understand the connection between their strategies and the technologies they need for
these strategies, link the business operating model to strategies like SOA, and connect business demand with IT costs.
The Anatomy Of Capability Maps Business Architecture Meet-Up
Jeff Scott, Senior Analyst, Forrester Research Facilitated by: Jeff Scott, Senior Analyst, Forrester Research
Capability maps have become the central component of Alex Cullen, Vice President, Research Director, Forrester Research
most business architecture efforts, but as yet, few industry Many architecture groups have been working on business
standards have emerged. In this session, you will learn how architecture initiatives for longer than a year. Different
to create a well-structured capability map that fits your organizations have faced different challenges and used
organization and how to apply your map to enhance IT and business different solutions for those challenges. This “meet-up” will
alignment. This session will cover: be a discussion among attendees, facilitated by Forrester
∙∙ How to create your organization’s capability map. analysts Jeff Scott and Alex Cullen, on what attendees
∙∙ How to structure your business capability model. are doing, what they find works and doesn’t work, and the
∙∙ How capability maps connect to business and IT initiatives. impact their business architecture has had on business and
IT. Participants will gain from this discussion a broader understanding
of tactics they can use to tune their efforts. Although the discussion
You Need Information Architecture To Reap The will be driven by participants, topics may include:
Benefits In The Next Tech Boom ∙∙ Gaining essential business and IT participation and input.
Gene Leganza, Vice President, Principal Analyst, Forrester Research ∙∙ The architecture deliverables that resonate with business.
Henry Peyret, Principal Analyst, Forrester Research ∙∙ Quick wins and near-term results that build momentum.
At least one-third of the 15 key technologies that
Forrester predicts will drive the next tech boom are heavily Bridging The Silos: Business Design As A Guide To
dependent on information architecture (IA). And today’s IA
must include the time dimension, data life cycles, privacy
and compliance, retention, and end-of-life issues that bring Moderated by: Gene Leganza, Vice President, Principal Analyst, Forrester Research
additional complexity to data governance. This session will Panelists: Randy Heffner, Vice President, Principal Analyst, Forrester Research
explore best practices in information architecture and EA’s Noel Yuhanna, Principal Analyst, Forrester Research
role in establishing an IA practice, including: Forrester’s research shows that information architecture
∙∙ Information architecture’s foundational role in the technologies (IA) domain development lags other, more technology-
that will drive your business in the next five years. oriented domains such as infrastructure and application
∙∙ EA’s role in establishing and managing an IA practice. architecture. But IT trends that cross silos, such as
∙∙ Best practices in a pragmatic approach to this potentially SOA, BPM, and IaaS, require well-designed information
overwhelming area. architectures in order to base their activities on trusted
data. The key to making progress with IA is not pursuing
a comprehensive model of your information assets but
Business Architecture And Capability Maps — Keystones exploiting your BPM- and SOA-related business design
To Managing Business Technology (BT) Demand activities to explore the context for your information
Bobby Cameron, Vice President, Principal Analyst, Forrester Research entities. This panel discussion will focus on using business
design as a pragmatic approach to building cohesive
Technology is everywhere and not always under IT’s control information architectures that transcend siloed processes, siloed
— what Forrester calls business technology (BT). This data, and siloed thinking. It will include:
pervasive technology use, increasingly under the direct
control of business leaders, requires that IT change how ∙∙ The problem with informal, ad hoc IA practices driven by IaaS,
SOA, or BPM initiatives.
it manages demand for IT’s resources. Instead of matching business
and IT budgets, strategies, and organizations to drive investments, BT ∙∙ Using business design activities to drive IA development.
demand management has to take a holistic, business-value-based ∙∙ How development teams and EA can work together to build a
pragmatic IA strategy.
approach to enabling business-services success — even when IT isn’t
the service provider. To create BT demand management, EA has to
work with business and IT leaders to manage demand as they:
∙∙ Turn project portfolio management (PPM) into a full life-cycle “A good event in which I picked up
governance and management process and database.
∙∙ Make application portfolio management a core, ongoing capability
— continuously rationalizing IT’s complex application assets. Keith∙Nowell,
Keith∙Nowell, Solution Design (Entertainment) Technology
∙∙ Build a business-services portfolio process and model from asset Platforms, British∙Sky∙Broadcasting
data in the CMDB and the technology-focused IT services catalog. 2009 EA Forum Attendee
Track B: Key Technologies That Will Shape Your Architecture
Business goals are the capstone of your architecture while technology is the foundation, but it is how you craft technologies into a
coherent architecture that determines whether your business will be able to achieve its goals. Sessions in this track dive into five key
technology areas — from the impact of social technologies on your business processes to building your next-generation management
infrastructures — and how they should reshape your architectures over the next three years. Beyond looking just at the technologies,
these sessions examine how the right architecture for them fits within your digital business, and they tell you how to start today to
prepare your firm.
Designing Applications For Faster Change And Greater How Next-Generation Systems Management Meets
Business Impact The Needs Of Digital Business
Mike Gualtieri, Senior Analyst, Forrester Research Galen Schreck, Principal Analyst, Forrester Research
Faster change! It’s what the business needs, and it’s Infrastructure virtualization has caused a tremendous shift
what your architecture must enable. New and exciting in your data center architecture and greatly lowered capital
technologies like cloud computing, distributed data grids, expenses. However, your environment may not be much
complex event processing, and others can help create more agile or cost-effective than it was before, thanks to
business impact, but you can’t keep tearing down your applications lots of legacy system management software. Your ratio of spending
and building new ones. You must become adept at continuous change, on new investments to ongoing operations is probably unchanged —
using emerging architectural patterns, technologies, and platforms to with maybe 20% of your budget available for new projects. Through
evolve increasingly flexible business technology solutions. And, you a better-designed management architecture, virtualization will have
have to do it without undue risk. Sound hard? It can be, but with a pervasive effects on how you can be more responsive to business
business-focused mindset and the right design models, some firms demands and positively affect your organization’s long-term success.
are able to make a business impact today and prepare for the future So how should you design your next-generation management
by designing for change as they adopt new technologies. This session infrastructure? This session will examine:
∙∙ Longer-term trends that will allow your infrastructure to be more
∙∙ Why your architecture must be able to say “yes” to faster change. responsive to business demands.
∙∙ Faster change plus less risk equals making design tradeoffs ∙∙ The architecture of a next-generation management infrastructure.
between flexibility and optimization. ∙∙ How management is changing and what elements will be
∙∙ Cloud computing, distributed data grids, event processing eliminated.
architectures, and other technologies that enable faster change. ∙∙ How you can adapt your management layer to accommodate
∙∙ How firms are using emerging architectures to enable faster changing computing models like public and private clouds.
change and greater business impact.
Mobility And Beyond: Pervasive Technology That Goes The Intelligent Enterprise: Optimizing Your Business
Where Business Happens With Pervasive Business Intelligence
Jeffrey S. Hammond, Principal Analyst, Forrester Research Boris Evelson, Principal Analyst, Forrester Research
Your business processes happen in many different places: No longer just about siloed reporting and analysis and
at a desk, talking on a mobile phone, in a delivery truck, no longer hidden in the back office, business intelligence
in hotel rooms, and much more. As one access channel (BI) is slowly but surely becoming pervasive throughout
into your business process, mobile devices are growing enterprises. Globalization, commoditization, and razor-
in importance. Building custom apps for mobile devices has long thin profit margins are elevating BI to the rank of a key corporate asset
seemed like a black art, and that’s led many companies to spin off that enterprises use to compete. This puts it on CEOs’ top priorities
— or outsource — their mobile development efforts into a separate lists. In order to transform a pervasive BI vision into a reality, BI must
technology silo populated with arcane terms like CLDC, MIDP, Java cease being a standalone application and become embedded and
ME, WAP, and mobile middleware. But there’s change afoot: Moore’s ingrained into applications, business processes, desktops, portals,
law, higher mobile bandwidth, and the increasing number of employee- emails — and all other places and times where and when knowledge
purchased smartphones create new opportunities (and challenges) workers need to make decisions. In this session, you will learn:
for enterprise architects who want to exploit these increasingly
capable devices. In this session, Forrester Principal Analyst Jeffrey ∙∙ Why are traditional BI approaches limited, and why are traditional
Hammond will discuss the changes in mobile technology and options BI technologies hitting a wall?
for incorporating the mobile channel into your Digital Business ∙∙ What are the next-generation BI approaches, architectures, and
Architecture. This session will cover: specific technologies that will make BI pervasive?
∙∙ Today’s mobile development mess and the pros and cons of five ∙∙ What can you do now to get started on the road to pervasive BI?
different mobile application architectures.
∙∙ How to integrate mobile devices into a broader strategy for
pervasive interaction channels.
∙∙ What’s next in the mobile application space and how you can
prepare for it.
Harness Social Technologies To Accelerate
Unstructured Business Processes
Clay Richardson, Senior Analyst, Forrester Research and mashups — with BPM to maximize the value of unstructured and
Many processes, like manufacturing, are highly regimented chaotic business processes. This session will:
and structured while others, like creative processes, might
∙∙ Outline why collaborative and social technologies are ideally suited
have only a process entry point and exit point with a cloud to designing and managing unstructured business processes.
of unstructured, collaborative, ad hoc activities in between.
In between these extremes, for some processes, it is not so clear what ∙∙ Define specific use cases and process scenarios that can benefit
is structured and what is unstructured. A clash often develops because from social and collaborative features.
people tend to think in binary: “Either we’ll use BPM to fully structure ∙∙ Describe the architecture of social BPM and where it fits with your
this process, or we won’t use BPM.” This session will highlight trends information and application architectures.
and best practices evolving around “social BPM,” which connects ∙∙ Provide you with a road map and strategy for integrating social
collaborative social technologies — such as wikis, blogs, components into your process improvement activities
Track C: Boosting EA’s Strategic Value
We all know that architecture’s greatest value is in guiding business and IT strategies — but key stakeholders see architects as tactical
problem solvers rather than strategic contributors. Sessions in this track will help attendees understand how to align their strategic
value to stakeholder interests, integrate EA with core IT governance processes, and avoid pitfalls that lead to EA marginalization.
Next-Generation Enterprise Architecture: A Panel The Role Of EA Before, During, And After An M&A
Discussion Henry Peyret, Principal Analyst, Forrester Research
Moderated by: Gene Leganza, Vice President, Principal Analyst, Generating quick IT savings is often the most visible goal
Forrester Research of mergers and acquisitions, but integrating business
Panelists: Bobby Cameron, Alex Cullen & Henry Peyret
to realize target synergies is the most important — yet
This panel will discuss different perspectives on the hardest to achieve — goal. IT needs to quickly assess the
future of EA. We will explore an evolution of enterprise expected savings during the due diligence period and then quickly
architecture that promises to support business needs — execute. Mistaken assumptions and plans are costly and visible. EA
as well as the needs of IT — more effectively than previous should have a pivotal role in developing a solid understanding of
iterations. This session will cover: M&A savings opportunities — but needs a structured approach and
∙∙ Why we need a new approach to EA. associated tools to be effective. This session will present key lessons
from the most up-to-date megamergers in finance, pharma, and
∙∙ How EA can address apparently divergent business
others verticals, including:
and IT needs.
∙∙ How to involve EA in your organization to position ∙∙ How EAs can make M&A due diligence effective.
it for the future. ∙∙ Best practices to manage the architecture of megamergers and
smaller ones as well.
∙∙ Technology convergence — is establishing common standards
enough to generate savings?
Why EA Programs Fail And What You Can Do About It
Jeff Scott, Senior Analyst, Forrester Research
After almost two decades of trying to position EA as an
essential function, most EA teams are still struggling. The
current models are not working, and architects will have
to take a more innovative approach to succeed. Most “This Forum has been tremendously
architects have everything they need — they just need to approach the
problem differently. This session will show you how, and you’ll learn: helpful in formulating a plan for
∙∙ Why EA programs fail. introducing EA in our organization.”
∙∙ How to reposition EA for success. Paul∙Hardman,∙Process∙&∙Systems∙Manager,∙Enterprise
∙∙ Specific steps to grow EA’s impact. 2009 EA Forum Attendee
Follow The Forrester Blog For Enterprise Architecture Professionals at: http://blogs.forrester.com/ea 9
Marketing Tactics To Boost EA’s Value Message PPM, APM, And The State Of The Art For EA Governance
Alex Cullen, Vice President, Research Director, Forrester Research Henry Peyret, Principal Analyst, Forrester Research
Diego Lo Giudice, Vice President, Principal Consultant, Forrester Research Diego Lo Giudice, Vice President, Principal Consultant, Forrester Research
Fight the frustration of communicating architecture’s Project review within a project portfolio management process
value with a systematic approach to increasing the is often the first step into EA governance. But this is not
perceived value of EA in your organization. EA teams where EA provides the most value and impact. For the most-
can apply successful marketing techniques such as successful EA programs, the most-visible value is around
market positioning and customer segmentation to create decisions in application portfolio management, such as
a targeted message and an effective EA brand. This in decommissioning redundant applications and focusing
session will be especially useful for EA teams trying to investment on strategic ones. However, inflexible architecture
evolve the architecture function from tactical to strategic. practices and mindsets hinder EA’s contribution to these IT
In this session, you will learn how to: planning and governance processes. In this session, attendees will learn
∙∙ Pinpoint your EA archetype by mapping current architecture how to adjust their approach to EA governance to bring the right level of
activities on Forrester’s EA archetype matrix. agility. This session will examine:
∙∙ Evaluate your marketplace and the external factors that influence ∙∙ EA governance beyond standards conformance.
your value message.
∙∙ How EA is key to strategic application portfolio management.
∙∙ Discover your target customer segments and craft an effective
∙∙ What EA can do to bolster the firm’s project portfolio management.
marketing mix for each segment.
∙∙ Linking EA with ITIL processes.
∙∙ Create an EA brand and attach it directly to your value.
Attend∙A∙Pre-Forum Create Your EA Strategy For Influence And Impact
March 1, 2010, 08:30 – 17:00
Workshop Led by Principal Analyst Henry Peyret and Senior Analyst Jeff Scott
For added value, join a small This Workshop will define the critical steps necessary to improve EA’s organizational
group of peers and work closely influence and impact and provide methods to demonstrate EA’s progress. During the
Workshop, you will learn ways to increase EA’s influence through tighter alignment
with Forrester analysts during of business, IT, and EA goals and by creating a value-focused EA operating model.
a full day, hands-on Workshop. You will also learn how to create metrics to measure and demonstrate EA’s progress
Special discounted rates for and organizational impact.
paying EA Forum 2010 attendees! Pre-Forum Workshop pricing: £795 for paying EA Forum 2010 attendees (£1295
regular rate.) To register, call: +31 (0)20 305 4848.
FORRESTER’S ENTERPRISE ARCHITECTURE FORUM EMEA 2010
Registration Form Complete and fax this form to +31 (0)20 305 4343
Pricing Information: PLEASE TICK APPROPRIATE BOXES * Please note: All prices shown exclude VAT.
Registrations on or before January 21, 2010 Nonclient Pricing
Save £250! Single Delegate Price: £1,395 £1,525
Special Discount Price For Two Delegates: £2,195 £2,395
Client Pricing Nonclient Pricing
Single Delegate Price: £1,645 £1,775
Special Discount Price For Two Delegates: £2,795 £2,995
Special Pricing: Nonprofit, Government, and Educational Institutions: £1,295 per delegate
Registration Information: PLEASE COMPLETE IN BLOCK CAPITALS
Name: Job Title:
Company: VAT Number:
City: Postal Code: Country:
Name: Job Title:
Payment Information: PLEASE SELECT A METHOD OF PAYMENT
Use SUs for a Forum seat (Please note that the number of Service Units charged is based on the price paid for them.)
Use the event Member Ticket available in my research contract (Subject to verification)
Credit Card: Mastercard Visa American Express Switch
Credit Card Number: Expiry Date: /
Card Billing Address: (If different from above)
Agreement: I agree to the terms and conditions
Please invoice me: (PO Number) specified on this contract.
Date: / /
I have wired my payment to Forrester’s bank account:
Account: Forrester Research Ltd, Barclays Bank, Account No. 80318205 Signature:
Swift code: BARCGB22 IBAN: GB44BARC20651880318205
Terms & Conditions:
PAYMENTS: Payment in the form of a Member ticket, Service Units, company check, or credit card is due Tickets received during one subscription year cannot be rolled over and used in subsequent
prior to the conference. Payment will be collected at the conference for all outstanding conference fees subscription tears. Tickets are not valid for Forrester Workshops.
prior to allowing the attendee to enter the conference. Please note: The client discount applies to any
company retaining at least $15,000 worth in contract value in Forrester Research services. Pricing does SPECIAL OFFERS AND DISCOUNT PRICING:
not include applicable VAT and cost of attendees’ travel or accommodations. The special discount pricing for two delegates only applies when two delegates register together for the
event. In the instance that one delegate has to cancel their attendance, then the discounted registration
CANCELLATIONS AND SUBSTITUTIONS: Forrester will refund the full registration fee if notified in writing package will be cancelled and the remaining delegate will be re-registered for the event at the single
four weeks before an Event. Cancellations made up to two weeks prior to the Event are subject to a delegate price.
50% service charge. There will be no refunds given for cancellations made two weeks prior to the Event
or for nonattendance. All notices of cancellation must be in writing. Payment is due the earlier of: (1) REDUCED RATE HOTEL ACCOMMODATION: Forrester has arranged special hotel rates for Forum
net 30 days from the invoice date or, (2) the date of the Event. All payments must be made prior to attendees at a selection of hotels close to the venue. You will be sent a booking form upon confirmation
attendance at the Event, Substitutions may be made a5t any time up to the start of the conference. of your seat booking. The cost of accommodation and travel are not included in the event registration
Nonattendance of the Event or no-shows will incur the full conference fee, including the forfeit of price.
Member tickets, FSeats, or Service Units, if used to cover the cost of the Event. RoleView 2TM clients
can use the conference ticket they receive with their paid subscription to attend a Forrester Event DATA PROTECTION: From time to time, you may receive information relevant to your work from
during the term of their subscription. In all cases, the ticket must be used during the subscription year Forrester. Forrester does not resell information to third parties. Details of our privacy and data
within which it was issued by the individual to whom it was issued. protection can be found at our Web site www.forrester.com
If you do not wish to receive this information tick here.
VENUE & SPONSORS
Millennium Gloucester Hotel Kensington
4-18 Harrington Gardens, London, SW7 4LH, UK
Phone: +44 (0)20 7373 6030
This modern, four-star deluxe hotel is located in the heat of Kensington – less than a minutes’
walk from Gloucester Road underground station. The hotel offers an understated elegance with
a relaxed environment.
For details of accommodation at the Millennium Gloucester or other hotels in the area, please go to:
www.forrester.com/EA2010emea and select the “Venue” tab
Enterprise Architecture Forum US Marketing Forum US Services & Sourcing Forum US
February 11-12, San Diego April 22-23, Los Angeles October 2010
Enterprise Architecture Forum IT Forum US Business Technology Forum US
EMEA May 26-28, Las Vegas October 2010
March 2-3, London
IT Forum EMEA Consumer Forum US
Security Forum EMEA June 9-11, Lisbon October 2010
March 11-12, London
Customer Experience Forum US Marketing Forum EMEA
Infrastructure & Operations Forum June 2010 November 2010, London
March 11-12, London Security Forum US Services & Sourcing Forum
September 16-17, 2010 EMEA
Infrastructure & Operations Forum US November 2010, London
March 17-18, Dallas
For a complete list of all upcoming Forrester Forums, including Workshops, please visit www.forrester.com/events.
Be Visible. Create Excitement. Generate New Business.
Sponsor A Forrester Event
Gold Sponsors Silver Sponsors
For sponsorship information, please contact us at: sponsorshipsEMEA@forrester.com or call the event sponsorship lines on +31 (0)20 305 4351 (4337)
Join the conversation on The Forrester Blog For Enterprise Architecture Professionals: http://blogs.forrester.com/ea/.
Register Today! Call: +31 (0)20 305 4848 or visit: www.forrester.com/EA2010emea