Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Enterprise Architecture

1,407 views

Published on

  • Be the first to comment

Enterprise Architecture

  1. 1. Aligning Enterprise Architecture and ERP presented by Ben Berry, ODOT Chief Information Officer [email_address] August 25, 2008 Joint DAS/ODOT Meeting on Enterprise Integrated Systems Program
  2. 2. Current State of Enterprise Programs <ul><li>DAS & ODOT agree to Enterprise Resource Planning (ERP) </li></ul><ul><li>DAS/ODOT create ERP Interagency Agreement. </li></ul><ul><li>09-11 Program Option Package (POP) created. </li></ul><ul><li>Selected pre-implementation vendor to the Integrated System ERP. </li></ul><ul><li>Joint DAS/ODOT Steering Committee and Charter established. </li></ul><ul><li>Joint Steering Committee direction to have Single Software for State. </li></ul><ul><li>Oregon Enterprise Architecture (EA) </li></ul><ul><li>09-11 DAS POP requests creation of EA & Standards Program . </li></ul><ul><li>Agency Directors in 2004 and 2006 documented need for effective, enterprise-level planning and IT-alignment. </li></ul><ul><li>2007-11 EIRMS endorsed by CIOC and Admin Business Directors calls for Enterprise business, technical architecture & standards. </li></ul><ul><li>If approved by Legislature, EA and Standards Program would begin July 2009. </li></ul>
  3. 3. Enterprise Architecture and ERP Alignment is Elusive <ul><li>Sustainable Business Architecture for Decisions </li></ul><ul><li>Alignment of EA to business needs. </li></ul><ul><li>A Repeatable EA framework </li></ul><ul><li>Architecture is visible across state agencies </li></ul><ul><li>Define AS-IS & COULD-BE </li></ul><ul><li>functions for </li></ul><ul><li>- Human Resources </li></ul><ul><li>- Finance </li></ul><ul><li>- Procurement </li></ul>ERP Enterprise Resource Planning EA Enterprise Architecture
  4. 4. Enterprise Architecture should Inform ERP ERP Enterprise Resource Planning EA Enterprise Architecture
  5. 5. Developing the Right Perspective is Critical! <ul><li>Shared Interest </li></ul><ul><li>Enterprise perspective </li></ul><ul><li>• Migration path to move toward target architectures </li></ul><ul><li>Consistent EA methodology statewide </li></ul><ul><li>Targeted Interest </li></ul><ul><li>Informed by EA </li></ul><ul><li>Rich Reqts. </li></ul><ul><li>Stake Holders </li></ul><ul><li>Implement Bulletproof </li></ul><ul><li>Opportunities and Stewardship for: </li></ul><ul><li>Improved performance </li></ul><ul><li>Introduction of new capabilities </li></ul><ul><li>Expanded responsibilities </li></ul><ul><li>Reduced costs </li></ul><ul><li>Leverage new technology </li></ul>ERP Enterprise Resource Planning EA Enterprise Architecture
  6. 6. DAS & ODOT Integrated System ERP Program Finance HRIS Procurement Core ERP Enterprise Application Interfaces Integrated System Authoritative Data Source Legacy Application Legacy Application Legacy Application
  7. 7. ERP Proposed Scope and Release Strategy as of August 2008 DAS to Provide; ODOT to Pilot
  8. 8. Definition: Enterprise Architecture <ul><li>The process of translating business vision and strategy into effective enterprise change by creating, communicating and improving key requirements, principles and models that describe the enterprise’s future state and enable its evolution. (Gartner) </li></ul><ul><li>The practice of documenting the elements of business strategy, business case, business model and supporting technologies, policies and infrastructures that make up an enterprise. (Wikipedia) </li></ul>
  9. 9. EA Supports Agency Requirements Gathering Others Integrated Data and Information from As-Is through “To Be State” Forestry DCBS DAS DHS ODOT Using the FEA-DRM Procurement Management Other Central Services Functions… Finance Chart of Accounts Procurement Human Resources Personnel Management
  10. 10. What is the compelling business need for Enterprise Architecture? <ul><li>Business: Value to the Business </li></ul><ul><ul><li>Facilitates business transformation throughout the enterprise. </li></ul></ul><ul><ul><li>Formalizes and captures knowledge about the business that helps identify new opportunities and clarify existing gaps . </li></ul></ul><ul><ul><li>Provides a set of guidelines, standards, and blueprints that can be used to acquire, build and deploy business solutions . </li></ul></ul><ul><li>Technology: Value to the IT Organization </li></ul><ul><ul><li>Makes new initiatives easier to manage because they are designed and implemented according to architecture guidelines . </li></ul></ul><ul><ul><li>Delivers a more manageable, agile IT environment . </li></ul></ul><ul><ul><li>Aligns IT initiatives to business imperatives so that business benefits justify the costs. </li></ul></ul><ul><ul><li>Allows IT to stay ahead of the curve with respect to the underlying technologies and infrastructure to support business applications . </li></ul></ul>
  11. 11. EA can Expose Core Business Functions Statewide Enterprise Services Agency Business Services Payroll / Budget Recruit / Hire Purchasing Agency Horizontal Central Functions Agency Vertical Core Functions Human Resources Financial Management Procurement Forestry Employment Others Revenue DAS DHS ODOT
  12. 12. Enterprise Architecture can inform ERP Infrastructure Business Technology Application Information (Data) ODOT DAS ERP EA Procurement Financials Human Res Target Business Architecture Enterprise Information Architecture Enterprise Application Architecture Enterprise Technology Architecture Forestry Lottery OED DCBS DHS
  13. 13. For example: Incorporate Forestry Department EA into Statewide EA/ERP Forestry Business Improvement Initiative
  14. 14. So, what might an Action Path look like for aligning EA/ERP? C C R 9. Establish governance structure to promote and manage architecture as an ongoing process. C C R 8. Refine an architecture development methodology for continued ongoing use. RA C C 7. Develop a target architecture that reflects the enterprise ’ s need to evolve its information resources. C RA C 6. Develop a migration plan to move towards the target Financial architecture. R AC/$ C C 5. Create Financial segment architecture for the enterprise. C RA C 4. Develop a migration plan to move towards the “ To - Be ” target HR architecture. R C AC/$ C 3. Create HR segment architecture for the enterprise. R C C AC/$ 2. Identify enterprise mission, vision, principles and environmental trends for enterprise administrative systems. AC AC R 1. Complete SOW and RFP to acquire contractor to develop “ As - Is ” EA for administrative functions and segment architectures for HR and Finance. Contractor Financial HRIS EA Activities C C R 9. Establish governance structure to promote and manage architecture as an ongoing process. C C R 8. Refine an architecture development methodology for continued ongoing use . RA C C 7. Develop a target architecture that reflects the enterprise ’ s need to evolve its information resources . C RA C 6. Develop a migration plan to move towards the target Financial architecture. R AC/$ C C 5. Create Financial segment architecture for the enterprise. C RA C 4. Develop a migration plan to move towards the “ To - Be ” target HR architecture. R C AC/$ C 3. Create HR segment architecture for the enterprise. R C C AC/$ 2. Identify enterprise mission, vision, principles and environmental trends for enterprise administrative Systems (Finance, HR and Procurement). AC AC R 1. Complete SOW and RFP to acquire contractor to develop “ As - Is ” EA for administrative functions and segment architectures for HR and Finance. Contractor Support Finance Team HRIS Team EA Team Activities I Governing Body I
  15. 15. Enterprise Architecture Consulting Project Approach and Milestones Planning Status and Requirements Architecture Principles Architecture Modeling Architecture Management Management Action Plan Planning Sessions Gather and Summarize Inputs Document Key Requirements Principles Definition Workshops Develop Conceptual Model Gap Analysis Workshops Develop Evaluation Criteria Define Architecture Management Processes Develop Transition Plan Final Presentation <ul><li>Set expectations </li></ul><ul><li>Review contract </li></ul><ul><li>Identify ARB members </li></ul><ul><li>Identify key stakeholders </li></ul><ul><li>Schedule interviews </li></ul><ul><li>Schedule Workshops </li></ul><ul><li>Team orientation </li></ul><ul><li>Other logistics </li></ul><ul><ul><li>locations </li></ul></ul><ul><ul><li>space </li></ul></ul><ul><ul><li>communications </li></ul></ul><ul><ul><li>Intranet Access </li></ul></ul><ul><li>Strategic documents </li></ul><ul><li>Business models </li></ul><ul><li>User groups </li></ul><ul><li>Pilots </li></ul><ul><li>Sourcing position </li></ul><ul><li>Baseline assessment </li></ul><ul><li>Architecture Review Board </li></ul><ul><li>Kickoff (half day) </li></ul><ul><li>EA Principles </li></ul><ul><li>--------------- </li></ul><ul><li>EA Visioning </li></ul><ul><li>EA Roles/Responsibilities </li></ul><ul><li>EA Metrics </li></ul><ul><li>--------------- </li></ul><ul><li>EA Processes </li></ul><ul><li>EA Tools </li></ul><ul><li>--------------- </li></ul><ul><li>EA Transition Plan </li></ul><ul><li>--------------- </li></ul><ul><li>EA Processes </li></ul><ul><li>Evaluation Criteria </li></ul><ul><li>Arch Review Board </li></ul><ul><li>Technical Steering Committee </li></ul><ul><li>EA in a Box </li></ul><ul><li>Complete Documentation </li></ul><ul><li>Initiatives </li></ul><ul><li>B&P </li></ul>Wk 3-5 Wk 6-9 Wk 9-12 Wk 2-12 Wk 1 Wk 1-3 Wk 2-12 <ul><li>Conceptual Model </li></ul><ul><li>Access, Security </li></ul><ul><li>Applications </li></ul><ul><li>Data </li></ul><ul><li>Common Services </li></ul><ul><li>Application Development, </li></ul><ul><li>Cross-Function Applications </li></ul><ul><li>Systems Mgt </li></ul><ul><li>Network, Platforms, </li></ul><ul><li>Peripherals </li></ul><ul><li>Autonomic/Grid/UMI </li></ul>
  16. 16. Enterprise Architecture Consulting Estimated Timeline for a 12-week engagement. A simple project duration typically runs up to 16 weeks and can be requested for any duration and volume of content is estimated separately. <ul><li>< An interim report will provide early feedback on the team's findings and recommendations. </li></ul><ul><li>< The final report will be presented at the end of the engagement. </li></ul>
  17. 17. How EA/ERP creates value for the enterprise <ul><li>Agency Directors </li></ul><ul><li>ABSD </li></ul><ul><li>CIOs </li></ul><ul><li>ERP Stakeholders </li></ul><ul><li>Segment Owners </li></ul><ul><li>Business Mgrs </li></ul>
  18. 18. Remember, the 09-11 DAS POP already defines the work of the EA Core Team <ul><li>Enterprise </li></ul><ul><ul><li>Build architecture models for core statewide functions, e.g. HR, finance, & procurement. </li></ul></ul><ul><ul><li>Prepare for dedicated EA resources in 2009-11. </li></ul></ul><ul><ul><li>Promote EA concepts for and report to business community. </li></ul></ul><ul><ul><li>Establish a infrastructure for collaboration and sharing information across agency boundaries. </li></ul></ul><ul><li>ERP Segment Architecture </li></ul><ul><ul><li>Inform ERP program. </li></ul></ul><ul><ul><li>Support the ERP effort by creating reusable EA methods, templates, tools, etc. </li></ul></ul><ul><ul><li>Use segment architecture effort to jump-start cross-agency business understanding. </li></ul></ul><ul><li>Agency Support </li></ul><ul><ul><li>Inform and promote Enterprise Architecture and ERP architecture to agencies. </li></ul></ul><ul><ul><li>Develop methods, tools, and assistance for agency or segment architecture work. </li></ul></ul><ul><ul><li>Work to ensure that agency needs are recognized in both models. </li></ul></ul><ul><ul><li>Work with agencies to influence projects that contribute to enterprise architecture. </li></ul></ul><ul><ul><li>Assist agencies to promote project concepts. </li></ul></ul><ul><li>Architect Community </li></ul><ul><ul><li>Build architect’s community to share experiences, build skills, and reuse products. </li></ul></ul><ul><ul><li>Continue to build EA infrastructure, web accessible repository and support. </li></ul></ul>
  19. 19. Expected Outcomes: Top Down, Across and Bottom Up Enterprise Vision Agency Architectures Architects <ul><li>Build target architecture models for core statewide functions, e.g. HR, finance, and procurement. </li></ul><ul><li>Promote EA concepts for business community. </li></ul><ul><li>Establish a infrastructure for collaboration and sharing information across agency boundaries. </li></ul><ul><li>Prepare for dedicated EA resources in 2009-11. </li></ul><ul><li>Reuse agency’s EA to ensure that their needs are recognized in a target statewide enterprise architecture model for core statewide functions. </li></ul><ul><li>Work with agencies to influence projects that contribute to enterprise architecture. </li></ul><ul><li>Assist agencies in promoting EA concepts. </li></ul><ul><li>Establish a community of architects to share experiences, build skills, and reuse architectural products. </li></ul>
  20. 20. Contributors to this presentation <ul><li>CIO Management Council </li></ul><ul><li>Ron Winterrowd </li></ul><ul><li>ERP Program Manager (ODOT) </li></ul><ul><li>Steve Schafer </li></ul><ul><li>HRIS Project Manager (DAS HR) </li></ul><ul><li>Tim Avilla </li></ul><ul><li>IS Process Improvement (ODOT) </li></ul><ul><li>Ed Arabas </li></ul><ul><li>EISPD Administrative Services </li></ul><ul><li>Scott Riordan </li></ul><ul><li>EISPD Administrative Services </li></ul>
  21. 21. CIO Council ” Aligning Enterprise Architecture and ERP”

×