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  1. 1. FORRESTER’S ENTERPRISE ARCHITECTURE FORUM EMEA 2010 Leveraging Architecture For Business Impact March 2-3, 2010 ■ Millennium Gloucester Hotel London Kensington
  2. 2. FORRESTER’S ENTERPRISE 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! Alex∙Cullen Vice President, Research Director Forrester Research Key∙Issues∙Addressed Key∙Issues∙Addressed ∙∙ 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:
  3. 3. ROLE-BASED FORUM 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 professionals. 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 Your Architecture Patrizia∙Iacovone, Patrizia∙Iacovone, Head of ICT Strategy, UniCredit Strategy, ∙∙ Track∙C: Boosting EA’s Strategic Value 2009 EA Forum Attendee To register call: +31 (0)20 305 4848 3
  4. 4. POWERFUL CONTENT. EXCEPTIONAL SPEAKERS Industry Keynotes 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. Forrester Keynotes 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. 4
  5. 5. 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. EXPERT ADVICE 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 5
  6. 6. AGENDA 6 All session speakers, themes, and times are subject to change.
  7. 7. IN-DEPTH TRACKS 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 Information Architecture 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 valuable information” — 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 Platforms, data in the CMDB and the technology-focused IT services catalog. 2009 EA Forum Attendee 7
  8. 8. IN-DEPTH TRACKS 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: will cover: ∙∙ 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. 8
  9. 9. 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: 9
  10. 10. IN-DEPTH TRACKS 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. 10
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  12. 12. VENUE & SPONSORS Millennium Gloucester Hotel Kensington 4-18 Harrington Gardens, London, SW7 4LH, UK Phone: +44 (0)20 7373 6030 Forum Venue 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: and select the “Venue” tab UPCOMING... Forrester∙Events∙2010 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 EMEA 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 Sponsors Sponsors Be Visible. Create Excitement. Generate New Business. Sponsor A Forrester Event Gold Sponsors Silver Sponsors For sponsorship information, please contact us at: or call the event sponsorship lines on +31 (0)20 305 4351 (4337) Forrester Blog∙ Join the conversation on The Forrester Blog For Enterprise Architecture Professionals: Register Today! Call: +31 (0)20 305 4848 or visit: