A sample of some work I have done around IT business processes including Enterprise Architecture and SOA.

1. David Champeau
Enterprise Architect
September, 2013
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2. A short example of work
 The following slides show some of the work I have
done in the IT area around IT processes and Enterprise
Architecture.
 This shows some high-level models and is not meant
to be a complete picture. Just examples of ideas.
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3. Two Views of Enterprise Architecture
 Business View (using BIZBOK)
 Business Strategy Mapping
 Capability Mapping
 Organizational Mapping
 Value Mapping
 Information Maps
 Initiative Mapping
 Product Mapping
 Stakeholder Mapping
 A Business Architecture from
the business view
 Managed by the business
 IT View (using TOGAF)
 Business Architecture
 Application Architecture
 Information Architecture
 Technology Architecture
 A “big picture” view of the IT
landscape
 Managed by IT
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4. Business View
 Should a company start an EA program from a
business perspective or an IT perspective?
 If the IT department has mature processes, especially
the Architecture processes, then go to the business.
 If the IT department does not have mature processes,
then start in IT
 “let’s get our own house in order first” – CIO of a client
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5. IT Solution Process Model
 The end-to-end IT Solution Process can be divided up into five (5) sub-
processes:
 Demand Capture
 Capture demand from all sources
 Demand Classification
 Classify demand which determines the path to take
 Solution Strategy
 Define the strategy, do the architecture work
 Based on classification, may require a large amount of work (e.g. Strategic Initiative) or
may require little to no work (e.g. change request for a report)
 Solution Delivery
 The PMO/SDLC processes which engages the various COEs and SMEs as necessary
 Solution Support
 Support the implemented solution, create new demand (fixes, updates, improvements,
etc.), retire obsolete solutions
Solution Process
Demand
Management
Demand
Classification
Solution
Strategy
Solution
Delivery
Solution
Support
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6. IT Processes and Lead Roles
The 5 basic IT Processes The Lead Roles
 Planning
 Architecture
 Project management
 System development
 Operations support
 Planning Committee
 Enterprise Architect
 Project Manager
 Solution Architect
 Operations Manager
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7. Example Unified IT Process Model
 Clearly defined, technology-enabled, end-to-end unified process and lead roles
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8. SOA Processes and Lead Roles
The 5 basic SOA Processes The Lead Roles
 Planning
 Architecture
 Project management
 Services development
 Operations support
 Services Analyst
 Services Architect
 Project Manager
 Services Developer
 Services Administrator
The SOA (or shared services) model is a microcosm of IT
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9. SOA Processes
SERVICES DELIVERY
PROCESS
Non-AOP
AOP
DEMAND
CAPTURE
PROCESS
DEMAND
CLASSIFICATION
PROCESS
SERVICES STRATEGY
PROCESS
SERVICES SUPPORT
PROCESS
Services
Retirement
SA
PMO
Enabling Technologies (e.g. Clarity, Repository Manager, Remedy, Jira)
SDLC
Services Committee
Operations
Services Classification Scheme Example
Task Service
Entity Service
Utility Service
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10. Another view
 EA and SOA work across the enterprise. SA works
siloed within the tactical projects.
SOA = Services Oriented Architecture
SA = Solution Architecture
PMO = Project Management Office
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11. Demand Classification exampleComplexity
Factor
Low=1 Medium=3 High=5 NOTES Enter Score
1 Project Type UPGRADE
Involves a change in
capacity of existing
technology or service.
Usually additional capacity
or additional locations.
NEW ADDITION
Involves the addition of a
new technology or service
with no replacement of
existing technology or
service.
REPLACEMENT
Involves the replacement of
old technology or service
with a new technology or
service.
Degree of difficulty
influenced by new
technology and whether it
replaces older technology
or is simply added to the
environment.2 Technology Established company
standard
A standard in the industry,
but new to company.
A new technology, not
necessarily a standard, no
internal expertise.
Open standards should be
encouraged.
3 Scope Involves only one location
and one function
Involves only one region
and up to four functions
Involves all regions
(locations) and cross-
functional
The wider the geographic
scope the more complex the
project.4 End User Impact Completely transparent to
end users
Minimal amount of
communicaiton necessary
to inform end users of
planned changes. No
training required
Changes require frequent
communication and some
degree of end user training
5 Implementation
Technique
Can be implemented
without disturbing existing
service, users can migrate to
new environment
New technology/service is
installed in parallel and
users are migrated in
segments
"Flash cut" requires new
technology/service to
replace old with no overlap
6 Capital Required
(Life Cycle)
Relatively small capital
(<$50K)
Medium capital required
($50K-$2.5M)
Large capital required
(>$2.5M)
7 Operating Costs
(Annual)
Small operating costs
(<$100K/year)
Medium operating costs
($101K-$999K/year)
Large operating costs
(>$1.0M/year)
Includes depreciation,
equipment lease,
8 Vendor
Relationship
No new vendors involved,
upgrade using existing
vendor product
No new vendor involved,
using a new product from
existing vendor
New vendor with no prior
business relationship
Established vendors are
(genarally) easier to do
business with
9 Resource
Requirements
Can be completed with use
of only internal resources
(and industry partners)
Requires minimal resource
dependency outside
company
Requires significant
resource requirement from
outside company and/or
vendor
10 Project Duration < 3 months 3-12 months > 12 months
11 Other Legal requirements and/or
critical to business
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