Enterprise Architecture                         Enabling Business Change                    Management Themes:            ...
Our EA Challenge                                    (University College Falmouth)• Time to develop and maintain process ma...
Why who’ matters           There is nothing more difficult to take in hand, more           perilous to conduct, or more un...
11/12/09   EA Workshop Governance 29 March 2012: slide 4
11/12/09   EA Workshop Governance 29 March 2012: slide 5
11/12/09   EA Workshop Governance 29 March 2012: slide 6
Don’t try this on the VC..….."The fundamental organization of asystem, embodied in its components,their relationships to e...
Essence of EA           “A proven. professional way of managing change where           business and IT come together that ...
The audience• Who do you need to get on board?• What do you want to achieve with them?• What are they like – what do they ...
Approaches that work 1.        Who are we talking to, and why?                 Person, style, priorities, language, think...
What approach?•   Aggressive projects: sell change and impact•   Management proposal: burning platform•   EA driven: gover...
Top Down vs Bottom Up• Top Down                     •Bottom UpBristol                      CardiffLJMU                ...
What is EA? Why do it? What are the benefits?                                                                            E...
Next Steps• How far have you got so far in engaging with  colleagues?• What’s the most important thing you need to  do nex...
EA Engaging Colleagues
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EA Engaging Colleagues

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David Rose provided an overview of how best to engage colleagues in applying Enterprise Architecture across an organisation.

Presented at the first JISC Emerging Practices workshop (2012/03/29).

http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/

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  • 12/11/09
  • 12/11/09
  • EA Engaging Colleagues

    1. 1. Enterprise Architecture Enabling Business Change Management Themes: Engagement David Rose 29 March 2012http://emergingpractices.jiscinvolve.org
    2. 2. Our EA Challenge (University College Falmouth)• Time to develop and maintain process maps.• Attitude to change – in time of economic hardship.• What is EA?• Communicating project.• Gaining support internally.• Small amount of funding – just explorer support from JISC11/12/09 EA Workshop Governance 29 March 2012: slide 2
    3. 3. Why who’ matters There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Niccolo Machiavelli ‘The Prince’, 1532 “It is not the knowledge that matters, but the successful task of putting an untried method into practice…….successful innovation is not a feat of intellect but of will. Joseph Schumpeter 193911/12/09 EA Workshop Governance 29 March 2012: slide 3
    4. 4. 11/12/09 EA Workshop Governance 29 March 2012: slide 4
    5. 5. 11/12/09 EA Workshop Governance 29 March 2012: slide 5
    6. 6. 11/12/09 EA Workshop Governance 29 March 2012: slide 6
    7. 7. Don’t try this on the VC..….."The fundamental organization of asystem, embodied in its components,their relationships to each other and theenvironment, and the principlesgoverning its design and evolution."IEEE “An enterprise architecture (EA) is a conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives.! SearchCIO.comhttp://msdn.microsoft.com/en-us/library/bb466232.aspx11/12/09 EA Workshop Governance 29 March 2012: slide 7
    8. 8. Essence of EA “A proven. professional way of managing change where business and IT come together that delivers results” “Joined up, strategy, business process and IT, enabling efficiency, effectiveness and flexibility: cheaper, better, quicker to innovate and change “For example………………” An approach (doing EA). And a thing (creating an EA)11/12/09 EA Workshop Governance 29 March 2012: slide 8
    9. 9. The audience• Who do you need to get on board?• What do you want to achieve with them?• What are they like – what do they respond to11/12/09 EA Workshop Governance 29 March 2012: slide 9
    10. 10. Approaches that work 1. Who are we talking to, and why?  Person, style, priorities, language, thinking style  What is EA: elevator statement – an approach (and a thing) (don’t call it EA!)  For example ….  Real business projects where EA can be used  Burning platforms………………. 4. What you do  Strategic Toolkit, As Is to To Be, modelling, repository, getting people together, governance, managing execution,  Who does it?  Business, IT, Analysts, Innovation and Change, PMO 6. Benefits & Costs  qualitative, quantitative – ‘different, not also’ 7. What happens next11/12/09 EA Workshop Governance 29 March 2012: slide 10
    11. 11. What approach?• Aggressive projects: sell change and impact• Management proposal: burning platform• EA driven: governance, structures, demo proj• Reaching out & down: Carlsberg approach• Reaching up and out: Sponsorship approach• Conversations: informal, engaging self interest• Presentation: formal – tricky ground• Strategic ICT Toolkit: competitive instinct!11/12/09 EA Workshop Governance 29 March 2012: slide 11
    12. 12. Top Down vs Bottom Up• Top Down •Bottom UpBristol  CardiffLJMU StaffordshireRoehamptonDurham  ImperialUCLAN KingsBolton CoventrySt Andrews Falmouth Remember The Innovation Paradox the Innovation Paradox11/12/09 EA Workshop Governance 29 March 2012: slide 12
    13. 13. What is EA? Why do it? What are the benefits? EA Foundations Cohort 1 Key Themes Benefits Holistic 3Es: Efficiency and Cost Saving  to link vision, mission, strategy  the 3Es: ‘efficiency, effectiveness, enabling’”  “a holistic overall approach to defining and  to streamline organisation and process improving process across the whole of an  saving money, cutting out duplication and organisation waste  to take a more holistic approach  making enterprise as efficient as possible  getting a holistic approach / overall view  more efficient, more sustainable, more  end of silos responsive / agile  to increase efficiencies Alignment  save costs  a framework for whole of business alignment  productivity  strategic and operational alignment  efficiency gains / cost savings  aligning IT strategy with business strategy  ‘more with less’  to align IT, process, business, strategy  system re-use  joining together / streamlining processes  integrate all information systems 3Es:Effectiveness  to be able to integrate institutional strategy  drive down costs / rationalisation while with IT strategy improving quality  to improve performance eg student retention Understanding, Anticipation, Change  focus on services  to have a business layer and systems model  to become more agile  better understanding of organisational processes and relationships 3Es:Enablement  to be able to articulate and understand implications of change  to cope with internationalisation / enable  expansion to be able to predict / anticipate problems before they happen  to see how things / changes will impact  to see implications of proposed changes11/12/09 EA Workshop Governance 29 March 2012: slide 13
    14. 14. Next Steps• How far have you got so far in engaging with colleagues?• What’s the most important thing you need to do next, and how?11/12/09 EA Workshop Governance 29 March 2012: slide 14

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