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Enterprise Architecture & Project Portfolio Management 1/2

This document discusses the relationship between enterprise architecture (EA) and project and portfolio management (PPM). It argues that EA and PPM have different but complementary perspectives in helping an organization translate strategy into realized value through portfolios and projects. The document provides examples of how EA and PPM can collaborate more effectively by having EA guide the enterprise towards its target state while PPM drives the enterprise strategically forward. It also provides a sample collaboration model where EA and the project manager work together on project architecture.

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Making Technology Work for
You!
Enterprise Architecture &
Project & Portfolio Management
Translation to Execution
Translation to Execution
Delivering
Excellence
1 EA vs PPM
2
Project
Architecture
3
Collaboration
Model
4 Conclusion
2
EA vs PPM
I skate to where the puck
is going to be, not where
it has been.
Wayne Gresky
3
EA vs PPM
What new knowledge and skills
are needed to be successful?
What's changing the nature of EA & PPM?
How can the new knowledge
and skills be acquired?
4
EA vs PPM
Business Expectations EA & PPM Challenges
• Increase focus on Business Value
• Increase knowledge of Business &
Information Architecture
• More collaboration, less silos
• Focus on prioritization
• Focus on delivering pragmatic &
immediate benefits
• Must understand & translate
business value into execution
• Soft skills are critical
• Understand enterprise
strategic priorities
• Architect for the business
• Work differently
5
EA vs PPM
The driver is “perceived value and cost.”
Add soft skills to express business
strategic priorities
Upskill talent and apply
collaboration models
Add technical knowledge of
business and information
architectures.

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Enterprise Architecture & Project Portfolio Management 1/2

  • 1. Making Technology Work for You! Enterprise Architecture & Project & Portfolio Management Translation to Execution
  • 2. Translation to Execution Delivering Excellence 1 EA vs PPM 2 Project Architecture 3 Collaboration Model 4 Conclusion
  • 3. 2 EA vs PPM I skate to where the puck is going to be, not where it has been. Wayne Gresky
  • 4. 3 EA vs PPM What new knowledge and skills are needed to be successful? What's changing the nature of EA & PPM? How can the new knowledge and skills be acquired?
  • 5. 4 EA vs PPM Business Expectations EA & PPM Challenges • Increase focus on Business Value • Increase knowledge of Business & Information Architecture • More collaboration, less silos • Focus on prioritization • Focus on delivering pragmatic & immediate benefits • Must understand & translate business value into execution • Soft skills are critical • Understand enterprise strategic priorities • Architect for the business • Work differently
  • 6. 5 EA vs PPM The driver is “perceived value and cost.” Add soft skills to express business strategic priorities Upskill talent and apply collaboration models Add technical knowledge of business and information architectures.
  • 7. EA vs. PPM xxxxxxxxxxxxxxxxxx  xxxxxxxxxxxxxxxxxxxx  xxxxxxxxxxxxxxxxxxxx
  • 8. EA vs. PPM xxxxxxxxxxxxxxxxxx  xxxxxxxxxxxxxxxxxxxx  xxxxxxxxxxxxxxxxxxxx
  • 9. EA vs. PPM Project and Portfolio Management is driving the enterprise strategically forward. Enterprise Architecture is the navigator, guiding the enterprise forward towards the target state.
  • 10. EA vs. PPM The reality is both organizations have functional differences but share …. • The concept of strategies, portfolios, projects • The goal to translate business and technical strategies into high performance results. Question? How can EA be the instrument by which the PMO steers the portfolio?
  • 11. EA vs. PPM Current & Target Architecture Enterprise Architecture Business Strategy Business Direction Capability Planning Portfolio Management Structured Direction Program Management Project Management StrategyExecution
  • 12. 1 A Functional “View” Executive Committee Portfolio Management Board StaffBusiness Strategy Committee Strategy& Direction Business Unit # N Business Unit # N Business Unit # N Business Unit #1 Portfolio Managers Enterprise PMO Portfolio & Initiatives Portfolio & Initiatives Portfolio & Initiatives Oversight Support Business Cases Initiatives Reviews & Decisions Enterprise Architecture Technical Evaluation
  • 13. EA vs. PPM Interdependent Process EA Role PPM Role Strategy Ensures Business & IT Strategy align Supports Strategic Planning Investment Influences investment decisions & IT budget formulation Supports budget formulation process & monitors investments Investment Support Integral member of integrated project team developing business case & solution Provides standards, tools, assists with scope, schedules, budget, risks & communications Investment Review Process Member of review process, project portfolio planning & review board which monitors portfolio & project performance against scope, schedule, costs, risks, etc. Leads review process. Adds new projects to portfolios, monitors & reports demand, risks/issues & performance problems Acquisition Oversight Ensures IT acquisitions align with target architectures & Technology Standards lifecycle. Promotes RE-USE. Provides acquisition support (lab & governance process) Supports development of acquisition package (alternative analysis, cost estimates, RFPs & selection plan.
  • 15. EA vs PPM Understand the Business Processes the “Solution” Impacts.
  • 16. EA vs PPM Understand Interdependencies of Applications the “Solution” Impacts.
  • 17. EA vs PPM Understand Critical Applications with Poor Business and Regulatory Alignment SOX Relevant
  • 18. EA vs PPM How many initiatives have been scoped without understanding… • The level and volume of business processes? • What business critical applications and their interfaces will be impacted • Infrastructure components • Security and compliance issues
  • 20. 19 Project Architecture Project Architecture blends Business Architecture, and Application Portfolio Management with Project and Portfolio Management
  • 22. 21 Project Architecture Re-use, Re-use, Re-use, Re-use, Re-use Re-use, Re-use, Re-use, Re-use, Re-use Re-use, Re-use, Re-use, Re-use, Re-use Re-use, Re-use, Re-use, Re-use, Re-use Re-use, Re-use, Re-use, Re-use, Re-use Re-use, Re-use, Re-use, Re-use
  • 23. 22 Collaboration Model In Put Out Put Expected Outcomes Preliminary Business Case. 1. Determine the architectural complexity (e.g., services, business and technical capabilities, governance and risk levels) 2. Identify candidate architecture and recommended approach 3. Define infrastructure needs. • Project risks assessed across architectural domains • Project reviewed and assessed for alignment with capability and application target roadmaps • Services identified and assessed for correctness and potential reuse • Business and technical capabilities assessed for suitability and reuse • Architectural options reviewed and assessed across all architectural domains for  pros/cons, benefits, business impacts  technology impacts, standards, dependencies • Architectural recommendation on approach Clarity Smart EA
  • 24. Collaboration Model EXAMPLE PROJECT ARCHITETURE CONSULT Project Architect: Completed / / 2015 Project Manager: Submitted to EA / / 2015 Consult for: {enter name of project or initiative} Business Drivers {Enter the key business requirements that drive this architectural decision} Technical Drivers {Enter the key technical requirements that drive this architectural decision} Architectural Approach {Enter one or more of the most feasible architecture components and technology brick options that are relevant for this project solution; Compare and propose a recommended components/brick/platform. Application Patterns & Technology Space {Identify applicable Application patterns and include a schematic on genealogy patterns being used in this solution, if appropriate; Identify the layer in the Application Reference Architecture and technology solution space to which this technology brick belongs, if appropriate). Benefits {Enter the key benefits of the proposed solution and technology brick; for the most part these should directly tie in to the above-mentioned drivers} Delivery Impacts { Enter the general delivery impacts of adopting this technology brick} Operational Impacts {Enter the Application support impacts of adopting this solution and technology brick. Identify the assumptions related to level 2 support needed for operationalizing this technology brick} Dependencies { List any dependencies on other applications, projects, programs, or operational initiatives, and their time lines on implementing the solution and/or new technology brick } Technology Adoption Plan {Enter brief summary of steps needed to build the needed technology proficiency in people, process modification (e.g. changes to existing application SLA monitoring process etc. and any new automation tools to help with adoption and operationalization of the technology} Conclusion {A brief summary of why this particular approach was selected} Key Decision Checklist from EA (Enter a check mark for each EA decision met) □ Alignment with the Target Architecture and Business Process Model □ Alignment with the Enterprise Application Standards □ Alignment with Architecture Components (Reference Architecture, Patterns, and Guidelines) □ Key architecture risks and options for mitigation have been identified □ Opportunities for value addition to the existing solution architecture have been identified Promotion □ Yes/No promote to Leadership Committee □ Yes /No promote to the Enterprise Architecture Review □ Yes/No Passed Consult
  • 25. Conclusion The key takeaway for today is that the EA and PPM view portfolios and projects from different but complimentary perspectives. Both are critical to executing IT’s ability to translate strategy into realized value. The opportunity lies in working differently – yet together..
  • 26. Jean Gehring .Senior advisor in IT Transformation Services for fortune 500 and fast growth companies Partnering with a network of industry experts brings unique strengths to clients transforming their IT capabilities into actionable and sustainable operations jeangehring@gmail.com Reston, Virginia Enterprise Architecture • IT Portfolio Management • Governance