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Enterprise Architecture, Project
Management & Business
Transformation
Riaz A. Khan, BSc (Hons.) CS, TOGAF,
ITAC-M
Instructor, Course Designer,
Faculty Advisor
Practice Leader,
Enterprise Architecture
Today’s Failures
What’s the problem
Digital &
Transformation
Enterprise
Architecture
Project
Management
Best Practices for
integration
Agenda
A bit about me
Dec ‘07 - Certified as a Open Group
Master ITA & Appointed to the IBM ITA
Profession Board
Dec ’13 Appointed as Instructor of
Enterprise Architecture, University of
Toronto
Provided architecture consulting to
senior executives across North America
VP & CA of Sears Canada – Enterprise
Transformation
Currently building out EY’s Enterprise
Architecture capabilities in Canada.
Hons. Software Engineering/Computer
Science Degree – University of Toronto
“Everybody has a plan before they get
punched in the face”
- Mike Tyson
Transformation through Innovation is
imperative if you are going to survive in the
new Digital world
Technology shifts, alternative business models, and
customer experience? Who’s Job is it?
Nike has made the transition with a move to Social Media and
Digital Technologies like NikeID
Disney has made a strong
transition to the Digital world
Ideas, products, services, money,
relationships are crossing the globe at the
speed of light.
digital business transformation
customer
experience digitisation
“Anytime,anywhere
access”
“Create seamless
experiences along
the customer
journey”
“Drive proactive
customer acquisition”
“Drive digitally
enabled customer
engagement”
“Enhance crosssell ”
“Develop deep insight
into customer
behaviour”
“Deliver hyper
personalised customer
experience”
“Drive digital adoption
across customer base”
“Digitise ‘channel to
fulfilment’ through
Business Service
Redesign”
“Drive simplification and
straightthrough
processing”
“Deploy new way of
working in Operationsand
IT”
value
customer delight, acquisition &retention
reduced cost to serve & cycle time
CUSTOMER JOURNEY
ENGINEERING
focused on shaping, designing and engineering delightful customer
experience
will be anchored around key themes
delivering superior customer experience through technology enabled
differentiation
digitally connect customers,
employees, assets,suppliersand
partnersinrealtime irrespective of
location
rapid fulfilment of customer and
employee needsthroughadoption
of straight-through processing and
paperlessoperation
leveragenetworkof partnerships
and offer relevant products /
services linked to customer life cycle
and goals
insight drivenactions,
interactions and decisions
based on sound
understanding ofcustomer
behaviour,journeyandgoals
truemulti-speedITcapableto
flex and deliverrapidbusiness
change andinnovation,
maintaining operationaland
portfoliocontrols
future-proof technology infrastructure
to ensure business agility, scalability,
rapid provisioning and state of the art
security
1990 1995 2000 2005 2010 2015
Store
Customer Journey Design Model
Observe
Learn
React
RequestDetail
Reserve
SelectProduct/Service
PlaceOrder
Receive
Use
ReviewUsage
EvaluateValue
ManageProfile/Service
ReceiveHelp
ReceiveResolution
ReceiveNotification
Verifyordispute
Topup/Pay
EnhanceSelection
Renewcontract
Referproduct/Service
Gainloyalty
Feedback
Discontinue
Be Aware Interact Choose Consume Manage Pay Renew
Recomm
end Leave
Buying Using Sharing
Py Leave
Copyright © The Open Group
2015
Tmforum Customer Journey Reference
Model
 ARMU
 Average Revenue per market
 ARPU
 Average Revenue per user
 Cart Abandonmentrate
 The loss of conversion of user journey end goalthat
is not complete
 Churn
 The rate of loss of customers from aservice
 Click through rate
 Percentage of user visit to next stage evaluation
 Conversion rate
 The percentage of user activity that achieved the
user journey outcome goal, for example,purchased
the product instore.
 Confidence Level
 level of percentage confidence limit probability
accuracy of location datapoint
 Latency
 The speed of IOT response protocol e.g.Bluetooth
LE 6 ms
Digital KPIs
 Location-basedAttribution
 The ability to ascribe a cause or effect from or to a
location. Is able to be measured and attributed
typically to a sale or an influencer that moved a
customer from one stage to the next in a customer
journey.
 Net Promoter Score NPS
 A measure of the level of traffic movement towardsa
brand or web site or touch point
 Open Rate
 The percentage of user that accessed the productor
service from an event trigger, for example from a
advert or email prompt.
 Reoccurring Revenue Rate(RRR)
 Often taken as an average, it is is the level of repeat
business revenue from a user and or service, typically
as a subscription
 User Cadence (usage rate)
 The frequency a Touchpoint is activated
 Valency index
 Ameasure of the attractiveness of a touch point
cluster driving convergence to it
A blueprint for the business
Would you build a skyscraper without a complete architecture?
• Implementing a business
transformation without an
architecture is like building a
skyscraper without plans.
– You need specific models such as the
floor plans, electrical, plumbing, and
HVAC schematics
– You need the models that show what
the finished product will look like and
how it will fit with its surroundings
• The business architecture ties the
strategies, goals, and objectives of the
organization to the systems and
solutions that provide for them
Business model
Operating model
Capability model
IT architectures
Business Architecture for Business
Transformation
An architecture provides clear benefits
A look at two examples approaching the same business problem
Without an architecture, projects and solutions
become entangled, leading to:
• Long, arduous, drawn out projects with no clear
end date or success criteria
• Redundant, expensive systems and processes
• Insufficient requirements traceability
• Overly complex integrations and higher long
term maintenance cost
• A “worn out” business that has no appetite for
change
Business Architecture for Business
Transformation
Architecture-based execution, on the other hand:
• Options and opportunities prioritized based on
business value and outcomes
• Efficient, streamlined business processes
supported by data and applications with
appropriate governance
• Traceability of solution components to business
requirements and originating goals and objectives
• Targeted integrations using effective, repeatable
patterns
Examples of aggregate spend reporting solutions from pharmaceutical industry
Leadership
Itisclear– strongexecutiveleadership,aclearobjectiveandtimeframe,andindividualmetric alignmentarethekeyfactors forsuccess
Success demonstration
Metric alignment &
accountability definition
Delivery & engagement
► There is a direct correlation
between successful initiatives
and executive sponsorship – in
each case the initiative has
been led by a C-level
executive
► Furthermore these initiatives
have been led by a single
person as opposed to a team
of people
► In cases where leadership has
changed regularly or been
passed from one role to
another, the initiative has not
enjoyed as much success
► Initiatives that clearly
articulate the end-game are
successful
► In each case where the
initiative has been successful,
the business architecture
team has had a clear way to
demonstrate success through
the achievement of agreed
outcomes with key
stakeholders
► Teams that do not articulate
how they will measure or
demonstrate success are not
considered as valuable
► Celebrating success is also a
characteristic of better teams
► Success is this space involves
articulating who is
accountable for what across
three areas:
► Business architecture team
– defining what this team
will do and what is
responsible for
► Other teams and
professions – specifically
how the business
architecture team will
interact with them
► Individual metric alignment
– specifically how
individual roles and
rewards will align to the
(new) objective
► Successful business
architecture delivers across
shorter timeframes and
communicates outcomes and
status regularly
► It becomes the fulcrum
around which other
professions pivot, pulling in
expertise as needed
► Use qualified and experienced
professionals. Programs that
use subject matter experts in
place of architecture
professionals have a much
higher rate of failure than
those who use both correctly
How to get it right: success criteria
Getting it right isn’t easy and requires qualified professionals
Despitedifferentindustries,geographiesandbusinessmodelssomecommonthemeshaveemergedwithinorganizationstoensure successfulbusiness
architectureinitiatives
Enterprise Architecture & the Enterprise
Enterprise Strategy
Fire and
hope!
Enterprise Architecture
Business Operating Environment
and IT Infrastructure
Transition
Planning
Architecture
Governance
Bus Architecture IT Architecture
AEI
Corporate
Yankee
Group
Saturn
Group
Yarn
Division
Knits
Division
Seneca
Plant
Raleigh
Plant
Cash
Management
Shipping
Accounting
Component
Design
Yarn Buying
Order Entry
Component
Scheduling
Yarn
Dyeing
Inventory
Assortment
Planning
Component
Knitting
Tagging &
Packing
Business Structure
Business Locations
Classically, EA is the “planning” function between strategy formulation and
delivery…
ProgramfocusEnterprisewidefocus
Strategy
Planning
Design
and
Delivery
Change Programs
Soln Outline Macro Design Micro Design Devt, etc.
Program Architecture
Soln Outline Macro Design Micro Design Devt, etc.
Program Architecture
Enterprise
Architecture
= “the city plan”
System Design
= “the buildings”
Strategy
= “the city’s purpose & goals”Technology
Availability
Business
Opportunity
Bus Strategy IT Strategy
“Do the Right Things”
“Do the Right Things Right”
PROJECT MANAGEMENT CORE
PROCESSES
Quality
Cost
Human
Resources
Communication
Project
Risk
Procurement
Integration
Scope
Schedule
Core Processes explained
Stakeholder
Management
Making sure that
people concerned
with the project
are continuously
engaged and their
expectations met.
Core Processes continued
Shared Industry Challenges
28
The business will fund the EA functions it believes are
delivering value and jettison the rest to partners and
vendors
The focus will be on the Business and Information layers in
the Architecture domain stack because this is where EA
has the most impact on the bottom line.
Shared Industry Challenges
29
For the PMO, the focus is on maturing strategic
capabilities and implementing a more robust investment
portfolio.
Increase knowledge of Business and Information
Architecture.
Deliver pragmatic and immediate benefits.
Industry Response – System Integration
Soft skills and Business understanding
Complete project metadata
Rudimentary inventory of IT assets and services
Lack technical knowledge of business information
architectures.
Inconsistent data and vocabulary to the business
Lack soft skills
Limited project metadata collected to begin to
understand transformation
Complete inventory of business and IT assets related
across multiple portfolios
Technical knowledge of business and information
architectures
Inconsistent data and vocabulary to the business
PPM
(PMO)
EA
31
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
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.
EA vs. PPM
Current & Target
Architecture
Enterprise
Architecture
Business
Strategy
Business
Direction
Capability Planning
Portfolio Management
Structured
Direction
Program
Management
Project
Management
StrategyExecution
Aligning PMO and EA Functions
Demand
Management
Enterprise
Architecture
Portfolio
Management
Project
Initiation
Project
Planning
Project Closure
EA
Governance
Enterprise
Architecture
Project
Execution
Project
Monitoring and
Control
Architecture
Development
Implementation
Governance
EA
Governance
1 2
3
4
5
6
1
2
3
4
5
6
ImplementationRoadmap
Architecture DefinitionDocument
ImplementationRoadmap
Updated EA Content Framework
Existing Capabilities
Domain Expertise
Architecture ComplianceChecks
Step Outs
Updated EA Content
Enhanced EA Practice
EA’s Specific Contribution to Portfolio Management
Initial Portfolio
Assessment
Detailed
Portfolio
Assessment
Portfolio
Prioritization
Enterprise
Architecture
1
1
2
Existing Capabilities
Domain Expertise
ImplementationRoadmap
Domain Expertise
Enterprise
Architecture
2
Demand
Management
Portfolio
Management
Project
Initiation
Project
Planning
Project Closure
Project
Execution
Project
Monitoring and
Control
36
Industry Response – System Intergation
PPM
EAMS
Business
Successful companies are
beginning to integrate their
systems.
Shuffling stewarded data back
and forth between systems.
37
Industry Response- System Integration
Extend and integrate systems for a 360°view of Project
and Architecture metadata
Extend EAMS to fully enable the
execution of project data and
apply to applications
Extend PPM dimensions to include
business capabilities and risk
• Common language/taxonomy - establish consistency.
• Leverage system of record data and metrics to improve portfolio decisions, analysis &
execution.
• Support integrated bi-directional use cases e.g., compliance, impact analysis, financial,
and demand management
Industry Response – System
Integration
38
Establish Integrated Premise – Systems of Record
Compliance
PPM EAMS
Industry Response
Portfolio and
Resource
Management
Capability and
Technology
Management
Strategy and
Investments
Products
Applications
and Services
Projects
Technology
Business
Capabilities
Independent solutions or Integrated into one portfolio.
Integrated Strategic Planning and Execution
Optimize
Your
Resources
PPM EA
40
Best Practice
Improve project selection decisions
• Prioritize by determining which future business capability is
supported and align with strategy and architectures.
Improve strategic leverage of technology
• Leverage technologies by linking to business outcomes.
Increase business value delivery
• Reuse of reference models, patterns and technical standards
(assets).
Build a Case for Integration – Focused on Business Value
Outcomes
41
Best Practice
• Proposed Project/Business Cases
• Project Dependencies Report
• Project Fulfillment of EA Requirements
• PPM/EA Governance Process
• Project Design Reviews
• PPM Training for EA staff
Ensure PPM Provides Key Deliverables to EA
Best Practice
42
Actionable and Diagnostic Deliverables;
• Enterprise context
• Collaborative new project or project
change proposals:
• Project architectural assessments
• EA road maps
• Project Waivers
• EA training for PPM staff
Ensure EA Provides Key Deliverables to PPM
riazkhan@bell.net
https://ca.linkedin.com/in/riazakhan

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Enterprise Architecture, Project Management & Business Transformation

  • 1. Enterprise Architecture, Project Management & Business Transformation Riaz A. Khan, BSc (Hons.) CS, TOGAF, ITAC-M Instructor, Course Designer, Faculty Advisor Practice Leader, Enterprise Architecture
  • 2. Today’s Failures What’s the problem Digital & Transformation Enterprise Architecture Project Management Best Practices for integration Agenda
  • 3. A bit about me Dec ‘07 - Certified as a Open Group Master ITA & Appointed to the IBM ITA Profession Board Dec ’13 Appointed as Instructor of Enterprise Architecture, University of Toronto Provided architecture consulting to senior executives across North America VP & CA of Sears Canada – Enterprise Transformation Currently building out EY’s Enterprise Architecture capabilities in Canada. Hons. Software Engineering/Computer Science Degree – University of Toronto
  • 4. “Everybody has a plan before they get punched in the face” - Mike Tyson
  • 5.
  • 6.
  • 7. Transformation through Innovation is imperative if you are going to survive in the new Digital world
  • 8. Technology shifts, alternative business models, and customer experience? Who’s Job is it?
  • 9.
  • 10. Nike has made the transition with a move to Social Media and Digital Technologies like NikeID
  • 11. Disney has made a strong transition to the Digital world
  • 12. Ideas, products, services, money, relationships are crossing the globe at the speed of light.
  • 13.
  • 14. digital business transformation customer experience digitisation “Anytime,anywhere access” “Create seamless experiences along the customer journey” “Drive proactive customer acquisition” “Drive digitally enabled customer engagement” “Enhance crosssell ” “Develop deep insight into customer behaviour” “Deliver hyper personalised customer experience” “Drive digital adoption across customer base” “Digitise ‘channel to fulfilment’ through Business Service Redesign” “Drive simplification and straightthrough processing” “Deploy new way of working in Operationsand IT” value customer delight, acquisition &retention reduced cost to serve & cycle time CUSTOMER JOURNEY ENGINEERING focused on shaping, designing and engineering delightful customer experience
  • 15. will be anchored around key themes delivering superior customer experience through technology enabled differentiation digitally connect customers, employees, assets,suppliersand partnersinrealtime irrespective of location rapid fulfilment of customer and employee needsthroughadoption of straight-through processing and paperlessoperation leveragenetworkof partnerships and offer relevant products / services linked to customer life cycle and goals insight drivenactions, interactions and decisions based on sound understanding ofcustomer behaviour,journeyandgoals truemulti-speedITcapableto flex and deliverrapidbusiness change andinnovation, maintaining operationaland portfoliocontrols future-proof technology infrastructure to ensure business agility, scalability, rapid provisioning and state of the art security
  • 16. 1990 1995 2000 2005 2010 2015 Store
  • 17. Customer Journey Design Model Observe Learn React RequestDetail Reserve SelectProduct/Service PlaceOrder Receive Use ReviewUsage EvaluateValue ManageProfile/Service ReceiveHelp ReceiveResolution ReceiveNotification Verifyordispute Topup/Pay EnhanceSelection Renewcontract Referproduct/Service Gainloyalty Feedback Discontinue Be Aware Interact Choose Consume Manage Pay Renew Recomm end Leave Buying Using Sharing Py Leave Copyright © The Open Group 2015 Tmforum Customer Journey Reference Model
  • 18.  ARMU  Average Revenue per market  ARPU  Average Revenue per user  Cart Abandonmentrate  The loss of conversion of user journey end goalthat is not complete  Churn  The rate of loss of customers from aservice  Click through rate  Percentage of user visit to next stage evaluation  Conversion rate  The percentage of user activity that achieved the user journey outcome goal, for example,purchased the product instore.  Confidence Level  level of percentage confidence limit probability accuracy of location datapoint  Latency  The speed of IOT response protocol e.g.Bluetooth LE 6 ms Digital KPIs  Location-basedAttribution  The ability to ascribe a cause or effect from or to a location. Is able to be measured and attributed typically to a sale or an influencer that moved a customer from one stage to the next in a customer journey.  Net Promoter Score NPS  A measure of the level of traffic movement towardsa brand or web site or touch point  Open Rate  The percentage of user that accessed the productor service from an event trigger, for example from a advert or email prompt.  Reoccurring Revenue Rate(RRR)  Often taken as an average, it is is the level of repeat business revenue from a user and or service, typically as a subscription  User Cadence (usage rate)  The frequency a Touchpoint is activated  Valency index  Ameasure of the attractiveness of a touch point cluster driving convergence to it
  • 19.
  • 20. A blueprint for the business Would you build a skyscraper without a complete architecture? • Implementing a business transformation without an architecture is like building a skyscraper without plans. – You need specific models such as the floor plans, electrical, plumbing, and HVAC schematics – You need the models that show what the finished product will look like and how it will fit with its surroundings • The business architecture ties the strategies, goals, and objectives of the organization to the systems and solutions that provide for them Business model Operating model Capability model IT architectures Business Architecture for Business Transformation
  • 21. An architecture provides clear benefits A look at two examples approaching the same business problem Without an architecture, projects and solutions become entangled, leading to: • Long, arduous, drawn out projects with no clear end date or success criteria • Redundant, expensive systems and processes • Insufficient requirements traceability • Overly complex integrations and higher long term maintenance cost • A “worn out” business that has no appetite for change Business Architecture for Business Transformation Architecture-based execution, on the other hand: • Options and opportunities prioritized based on business value and outcomes • Efficient, streamlined business processes supported by data and applications with appropriate governance • Traceability of solution components to business requirements and originating goals and objectives • Targeted integrations using effective, repeatable patterns Examples of aggregate spend reporting solutions from pharmaceutical industry
  • 22. Leadership Itisclear– strongexecutiveleadership,aclearobjectiveandtimeframe,andindividualmetric alignmentarethekeyfactors forsuccess Success demonstration Metric alignment & accountability definition Delivery & engagement ► There is a direct correlation between successful initiatives and executive sponsorship – in each case the initiative has been led by a C-level executive ► Furthermore these initiatives have been led by a single person as opposed to a team of people ► In cases where leadership has changed regularly or been passed from one role to another, the initiative has not enjoyed as much success ► Initiatives that clearly articulate the end-game are successful ► In each case where the initiative has been successful, the business architecture team has had a clear way to demonstrate success through the achievement of agreed outcomes with key stakeholders ► Teams that do not articulate how they will measure or demonstrate success are not considered as valuable ► Celebrating success is also a characteristic of better teams ► Success is this space involves articulating who is accountable for what across three areas: ► Business architecture team – defining what this team will do and what is responsible for ► Other teams and professions – specifically how the business architecture team will interact with them ► Individual metric alignment – specifically how individual roles and rewards will align to the (new) objective ► Successful business architecture delivers across shorter timeframes and communicates outcomes and status regularly ► It becomes the fulcrum around which other professions pivot, pulling in expertise as needed ► Use qualified and experienced professionals. Programs that use subject matter experts in place of architecture professionals have a much higher rate of failure than those who use both correctly How to get it right: success criteria Getting it right isn’t easy and requires qualified professionals Despitedifferentindustries,geographiesandbusinessmodelssomecommonthemeshaveemergedwithinorganizationstoensure successfulbusiness architectureinitiatives
  • 23. Enterprise Architecture & the Enterprise Enterprise Strategy Fire and hope! Enterprise Architecture Business Operating Environment and IT Infrastructure Transition Planning Architecture Governance Bus Architecture IT Architecture AEI Corporate Yankee Group Saturn Group Yarn Division Knits Division Seneca Plant Raleigh Plant Cash Management Shipping Accounting Component Design Yarn Buying Order Entry Component Scheduling Yarn Dyeing Inventory Assortment Planning Component Knitting Tagging & Packing Business Structure Business Locations Classically, EA is the “planning” function between strategy formulation and delivery… ProgramfocusEnterprisewidefocus Strategy Planning Design and Delivery Change Programs Soln Outline Macro Design Micro Design Devt, etc. Program Architecture Soln Outline Macro Design Micro Design Devt, etc. Program Architecture Enterprise Architecture = “the city plan” System Design = “the buildings” Strategy = “the city’s purpose & goals”Technology Availability Business Opportunity Bus Strategy IT Strategy “Do the Right Things” “Do the Right Things Right”
  • 24.
  • 27. Stakeholder Management Making sure that people concerned with the project are continuously engaged and their expectations met. Core Processes continued
  • 28. Shared Industry Challenges 28 The business will fund the EA functions it believes are delivering value and jettison the rest to partners and vendors The focus will be on the Business and Information layers in the Architecture domain stack because this is where EA has the most impact on the bottom line.
  • 29. Shared Industry Challenges 29 For the PMO, the focus is on maturing strategic capabilities and implementing a more robust investment portfolio. Increase knowledge of Business and Information Architecture. Deliver pragmatic and immediate benefits.
  • 30. Industry Response – System Integration Soft skills and Business understanding Complete project metadata Rudimentary inventory of IT assets and services Lack technical knowledge of business information architectures. Inconsistent data and vocabulary to the business Lack soft skills Limited project metadata collected to begin to understand transformation Complete inventory of business and IT assets related across multiple portfolios Technical knowledge of business and information architectures Inconsistent data and vocabulary to the business PPM (PMO) EA
  • 31. 31 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
  • 32. 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.
  • 33. EA vs. PPM Current & Target Architecture Enterprise Architecture Business Strategy Business Direction Capability Planning Portfolio Management Structured Direction Program Management Project Management StrategyExecution
  • 34. Aligning PMO and EA Functions Demand Management Enterprise Architecture Portfolio Management Project Initiation Project Planning Project Closure EA Governance Enterprise Architecture Project Execution Project Monitoring and Control Architecture Development Implementation Governance EA Governance 1 2 3 4 5 6 1 2 3 4 5 6 ImplementationRoadmap Architecture DefinitionDocument ImplementationRoadmap Updated EA Content Framework Existing Capabilities Domain Expertise Architecture ComplianceChecks Step Outs Updated EA Content Enhanced EA Practice
  • 35. EA’s Specific Contribution to Portfolio Management Initial Portfolio Assessment Detailed Portfolio Assessment Portfolio Prioritization Enterprise Architecture 1 1 2 Existing Capabilities Domain Expertise ImplementationRoadmap Domain Expertise Enterprise Architecture 2 Demand Management Portfolio Management Project Initiation Project Planning Project Closure Project Execution Project Monitoring and Control
  • 36. 36 Industry Response – System Intergation PPM EAMS Business Successful companies are beginning to integrate their systems. Shuffling stewarded data back and forth between systems.
  • 37. 37 Industry Response- System Integration Extend and integrate systems for a 360°view of Project and Architecture metadata Extend EAMS to fully enable the execution of project data and apply to applications Extend PPM dimensions to include business capabilities and risk • Common language/taxonomy - establish consistency. • Leverage system of record data and metrics to improve portfolio decisions, analysis & execution. • Support integrated bi-directional use cases e.g., compliance, impact analysis, financial, and demand management
  • 38. Industry Response – System Integration 38 Establish Integrated Premise – Systems of Record Compliance PPM EAMS
  • 39. Industry Response Portfolio and Resource Management Capability and Technology Management Strategy and Investments Products Applications and Services Projects Technology Business Capabilities Independent solutions or Integrated into one portfolio. Integrated Strategic Planning and Execution Optimize Your Resources PPM EA
  • 40. 40 Best Practice Improve project selection decisions • Prioritize by determining which future business capability is supported and align with strategy and architectures. Improve strategic leverage of technology • Leverage technologies by linking to business outcomes. Increase business value delivery • Reuse of reference models, patterns and technical standards (assets). Build a Case for Integration – Focused on Business Value Outcomes
  • 41. 41 Best Practice • Proposed Project/Business Cases • Project Dependencies Report • Project Fulfillment of EA Requirements • PPM/EA Governance Process • Project Design Reviews • PPM Training for EA staff Ensure PPM Provides Key Deliverables to EA
  • 42. Best Practice 42 Actionable and Diagnostic Deliverables; • Enterprise context • Collaborative new project or project change proposals: • Project architectural assessments • EA road maps • Project Waivers • EA training for PPM staff Ensure EA Provides Key Deliverables to PPM

Editor's Notes

  1. First I`d like to set the context on what`s going on in the world we all live in. Just a few examples or `poster childs`` of the current situation. Then we are going to have a brief discussion on major forces affecting the world today. The digitization of the world. What does that mean? What’s so difficult about it? Who’s doing it well?
  2. So who’s this guy? A Little about me…
  3. Mike Tyson was the undisputed heavyweight champion of the world at 19 years old. I wouldn’t repeat most of what he’s said in a professional presentation  But this has resonated with me for quite some time. What Mike is saying here is you need to be agile, able to think and respond on your feet, not be wedded to your plan and willing to innovate!
  4. These companies have used the key digital disruptors of Social media, Mobile computing, Analytics, Cloud computing and internet of things to disrupt industries and displace incumbants. Facebook is the king of social media and has disrupted media and entertainment. Most people have heard of Uber. They have disrupted transportation with their mobile platform for taxi’s and now have also got into the food business with UberEats. Instead of the combersome technologies used in traditional taxi companies uber uses the existing smartphone of the taxi driver and the user with their platform that handles, payments, routing, dispatch etc. AirBNB uses their web platform the allow anyone to rent their home disrupting the travel and hospitality business. Alibaba is the chinese equilvilient of amazon.com
  5. Not everyone has been able to make the transition from the analogue age to the digital age. We’ve talked about the various winners in this new age and you hear about them every day. These companies were not so fortunate.
  6. Founded in 1889 by George Eastman. Stock from 80 dollars to 3 dollars in ten years. From 140,000 1998 people to 20,000 2009 Dominated the photographic film industry Lost to companies like Nikon, Canon and Fuji films A failure to shift from analogue to digital cameras Failure to compete with mobile phones Held on to a profit model that no longer worked (selling film) Anyone remember the kodak advanced photo system hybrid digital, analogue system? I had one… And it bombed.
  7. Blockbuster was founded in 1985 in Dallas Texas by Dave Cook. At it’s height 2004 it had 60,000 employees and 9,000 stores and a share price of $30USD Blockbuster did not anticipate the shift to digital downloads and streaming by netflix and redbox. They eliminated late fee’s which cost the company $200 million dollars. The company then launched blockbuster online which cost roughly the same.
  8. Nike was quick to adopt digital technologies to communicate with atheletes such as facebook and twitter in the usa. Orkut in brazil weibo and RenRen in China and Vkontakte in russia. Nike has had a connected digital shoe going back to 2008. Nike has been selling customized shoes since the early 2000’s. Nike+ and NikeID allow customers to design shoes and share ideas with others. Nike uses real time analytics to identify popular designs and sense new trends. Nike has been also using digital technologies instead of paper and pen to design shoes internally… This has helped to attract younger more hip designers.
  9. How many of you have taken your family to disneyworld in the last 5 years? How about a disney cruise? This is a company that is intensely focused on their “Guest Experience” I have been to disneyworld, disneyland and on the disney magic cruise ship and can say they certainly understand their customer and how to manage the experience. Disney recognizes the importance of digital to it’s company so much that the head of twitter, blackberry, apple and cfo of facebook are on their board of directors Disney has introduced an electronic wrist band that allows you pay by tapping your wrist. Disney uses analytics to manage labor and has saved 20% on labor at it’s parks.
  10. None of this existed 10 years ago. Or at least not at anywhere of this level or pace. How does this affect your business model? News travels fast these days. Bad news travels even faster.
  11. What’s happening today is the digitization of value chains in industries as diverse as travel and transportation to aerospace and manufacturing.
  12. In a nutshell and in my opinion digital transformation is about embracing and leveraging digital technologies such as Social, Mobile, Cloud, Internet of things, analytics to improve your customer experience and optimize your operations. It isn’t about throwing out a mobile app or putting up a facebook page but rather leraging these technologies to delight your customers reduce your costs and improve your revenues.
  13. This graphic shows how the various channels have grown in the last 25 years. From just a phone and mailbox to social networks and wearables. How does this affect your business model? Who remembers when Sears Canada was the king of retail and the sears catelogue was something to look forward to over christmas? Sears should have easily transitioned from that dominance with the catelogue to online but they didn’t. Multichannel retailing has evolved to Omnichannel retailing and banking. Who can tell me the different between Omnichannel and Multichannel banking or retailing? << PRIZE >>>
  14. Understanding your customer’s emotions and behaviours throughout their “journey” is important if you are going to stay relevant and not be disintermediated by a digital startup. This is just one model by the Tmforum and there are others but they all have a similar structure even if they use different names for the phases. Understanding this journey helps you to understand the gaps in the customer experience where there is pain or it is disointed. What are the customer’s needs What are the interactions to satisfy those needs What are the emotions before, during and after the experience For example having to move from one device to another. From one department to another From one channel to another.
  15. Business Architecture is the cornerstone of business transformation. Without understanding the core building blocks of your business. Your business model your operating model your capability model. You will have no hope of optimizing or transforming your business. Both TOGAF and the Business Architecture Guild are great guides in how to develop your business architecture. Most organizations I have worked at or consulted for have had solution or IT architects. They are responsible for the project architectures. Some of them have even had enterprise architects who are responsible for the enterprise reference models, principles, standards and guidelines. Very few have understood the need for business architects. Royal bank and TD bank in Canada are a few exceptions.
  16. Who can tell me why the Business and Information Layers of the architecture stack are being focused on as opposed to say the technology layer? (Shift to the cloud) (Digitization and changing of bussiness models) (customer experience design)
  17. In my experience working with PMO’s and from my experience as the VP of enterprise transformation at sears canada (I had the pmo reporting to me). Even when there was strong project execution the work on portfolio management was done poorly. Some of the reasons were a lack of communication between the business and it. Sometimes it was a lack of communication between the business relationship manager and the program manager. And sometimes it was a lack of understanding of the key business capabilities that were being transformed.
  18. How many of you have heard this from your business? I’ve heard this across my various clients from my consulting and sales days at IBM, Oracle, and EY and as a leader at Sears. The collaboration point I addressed earlier in the organizational change I implimented earlier at sears canada. That is not the only way to address it. At the very least you should implement cross training of the EA’s and PM’s. How many of your PM’s have a basic understanding of TOGAF? How many have an understanding of business capability modelling, customer journey mapping or other techniques for increasing business relevance and customer focus? Are your enterprise architects stuck in ivory towers producing white papers? How often are they interacting with the delivery teams? Operations? The business executives? Can they explain complex technical concepts in easy business terms? For example Hybrid cloud models? Machine Learning? Can your EA explain in an elevator the business benefit of these things or why the executive should care about them? At the recent Canadian bank that I lead an EA reboot on the main complaint of the VP of enterprise architecture was that the EA team wasn’t involved early enough in the lifecycle where the business was doing strategic planning. After working with the EA team for a few days I realized why. They had very poor soft skills, were very academic, and were resistent to change. How would you have these people working with the most senior levels of the bank and on strategic planning at a time of major transformation in canadian banking?
  19. Both the PMO and EA teams provide information to the business Inconsistent vocabulary Little to no communication between teams No process integration between teams Plainview
  20. Both the PMO and EA teams provide information to the business Inconsistent vocabulary Little to no communication between teams No process integration between teams