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Enterprise Architecture                         Enabling Business Change              Management MasterclassOn the day we ...
Key themes:         Engaging colleagues(On the day we spent most of the time on this critical topic, workingthrough each o...
Our EA Challenge                                        (University College Falmouth)• Time to develop and maintain proces...
EA Challenges – very large organisations    Bridging gap with management –                                                ...
Why who’ mattersThere is nothing more difficult to take in hand, moreperilous to conduct, or more uncertain in its success...
Why who’ mattersThere is nothing more difficult to take in hand, moreperilous to conduct, or more uncertain in its success...
EA Management Journey Webinar 12 March 2012: slide 7
What is EA? Why do it? What are the benefits?                                                                          EA ...
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 ...
Prepare when you communicate1.   Who are we talking to, and why?           Person, style, priorities, language, thinking ...
What approach?•   Charity begins at home – internal workshops•   Aggressive projects: sell change and impact•   Management...
Top Down vs Bottom Up• Top Down                      •Bottom UpBristol                       CardiffLJMU              ...
Key themes:Managing Benefits & Impact   (with thanks to Sara Rioux LJMU)                     EA Management Journey Webinar...
Benefit definition“ … outcome of a change perceived as  positive by stakeholder….”NOTE: Disbenefit may be an outcome that ...
‘Who’: Benefits Stakeholders        EA Management Journey Webinar 12 March 2012: slide 15
Culture and people (again)• HE culture (Targets a dirty word)• Measure what you can measure. Don’t make  “measuring” a pro...
The 3 Es (+3)Value & benefits must be measured, managed, realised             Enterprise Education                       E...
The 3 Es (+3)Value & benefits must be measured, managed, realised              Enterprise Education                       ...
The 3 Es (+3)      Words vs NumbersEA Management Journey Webinar 12 March 2012: slide 19
EA Investment Justification     Infosys Enterprise Architecture Survey 2008/2009                   With thanks to Thomas O...
Metrics encourage support     Infosys Enterprise Architecture Survey 2008/2009                  With thanks to Thomas Obit...
Programme Office                                       & Benefits RealisationProject /Programme             { PLAN DELIVER...
Life cycle view                 Asset management perspective• Project identifies benefits etc linked to high  level progra...
Benefits MappingBenefits Maps have four elements:• Enablers (which lead to)• Changes (which result in)• Benefits (which im...
Typical Benefits Map – Student ExperienceENABLERS   CHANGES         BENEFITS                                  AIMS        ...
The 3 Es (+3)Steps towards numbers EA Management Journey Webinar 12 March 2012: slide 26
Key themes:         Governance(with thanks to John Townsend LJMU)                   EA Management Journey Webinar 12 March...
IT Governance“Specifying the decision rights and  accountability framework to encourage  desirable behaviour in the use of...
Key IT Governance Decisions                              IT Principles Decisions             High-level statements about h...
Information Principles                                        University of Wisconsin-Madison Architecture Principles“Info...
IT Governance ArchetypesSTYLE         Who Has Decision or Input Rights?Business      A group of business executives or ind...
LJMU Federal Governance Model           Monitoring               Information             Architecture           Compliance...
Bolton           ‘Governance by Stealth’‘Doing  EA’         EA Management Journey Webinar 12 March 2012: slide 33
Bristol Governance Structure    CONSULTATION BODIES                               STRATEGIC PROGRAMME                     ...
Questions about Governance• How ‘EA ready’ is your institution’s  information governance set up?• How does this impact you...
EA: a foundation for              Business Execution and Decisions                                             good decisi...
EA Management Masterclass
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EA Management Masterclass

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Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03).

http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/

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EA Management Masterclass

  1. 1. Enterprise Architecture Enabling Business Change Management MasterclassOn the day we majored David Roseon engagement & Lucy Nelsoncommunications, with aquick tour of benefits & 3 July 2012impacthttp://emergingpractices.jiscinvolve.org
  2. 2. Key themes: Engaging colleagues(On the day we spent most of the time on this critical topic, workingthrough each of our challenges in the group, and ending with a quick tourand taster of Managing Benefits & Impact)For the full content of EA: The Management Journey, see Andy and Will’sblog which has a link to the webinar on 12 July 2012:http://emergingpractices.jiscinvolve.org/wp/ EA Management Journey Webinar 12 March 2012: slide 2
  3. 3. 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 JISC EA Management Journey Webinar 12 March 2012: slide 3
  4. 4. EA Challenges – very large organisations Bridging gap with management – All on the IT side so far – little architecture perceived as IT business involvement though dialogue beginning rogram Movin g from p ice whole to serv a tion as a nd delivery r organis ctures a s culture Not clea t archite e o peration bou knows a rstands valu unde TOGAF powerful, needs to be more useable ue val Make ing , useable TOGAF more rat ment st g e , abstra on c specific t, focus on D em mana ics value areas to tr vers me deli d TOGAF cture ecognise ne i te Arch t not r to esse eds boiling do ally ntials, m w bu xtern ake sim n e pler© the Open Group 2012 EA Management Journey Webinar 12 March 2012: slide 4
  5. 5. Why who’ mattersThere is nothing more difficult to take in hand, moreperilous to conduct, or more uncertain in its success,than to take the lead in the introduction of a new orderof things. Niccolo Machiavelli ‘The Prince’, 1532 EA Management Journey Webinar 12 March 2012: slide 5
  6. 6. Why who’ mattersThere is nothing more difficult to take in hand, moreperilous to conduct, or more uncertain in its success,than to take the lead in the introduction of a new orderof things. Niccolo Machiavelli ‘The Prince’, 1532“It is not the knowledge that matters, but the successfultask of putting an untried method intopractice…….successful innovation is not a feat ofintellect but of will. Joseph Schumpeter 1939 EA Management Journey Webinar 12 March 2012: slide 6
  7. 7. EA Management Journey Webinar 12 March 2012: slide 7
  8. 8. What is EA? Why do it? What are the benefits? EA Foundations Cohort 1Key Themes BenefitsHolistic 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 efficienciesAlignment  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 retentionUnderstanding, 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 changes EA Management Journey Webinar 12 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 to EA Management Journey Webinar 12 March 2012: slide 9
  10. 10. Prepare when you communicate1. 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,5. Who does it?  Business, IT, Analysts, Innovation and Change, PMO6. Benefits & Costs  3Es: qualitative, quantitative – ‘different, not also’7. What happens next EA Management Journey Webinar 12 March 2012: slide 10
  11. 11. What approach?• Charity begins at home – internal workshops• Aggressive projects: sell change and impact• Management proposal: burning platform• EA driven: governance, structures, demo project• Reaching out & down: Carlsberg approach• Reaching up and out: Sponsorship approach• Conversations: informal, engaging self interest• Set piece presentation: – tricky ground• Strategic ICT Toolkit: competitive instinct! EA Management Journey Webinar 12 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 theThe Innovation Paradox Transformation Paradox! EA Management Journey Webinar 12 March 2012: slide 12
  13. 13. Key themes:Managing Benefits & Impact (with thanks to Sara Rioux LJMU) EA Management Journey Webinar 12 March 2012: slide 13
  14. 14. Benefit definition“ … outcome of a change perceived as positive by stakeholder….”NOTE: Disbenefit may be an outcome that is perceived as a negative by one or more stakeholder groups. EA Management Journey Webinar 12 March 2012: slide 14
  15. 15. ‘Who’: Benefits Stakeholders EA Management Journey Webinar 12 March 2012: slide 15
  16. 16. Culture and people (again)• HE culture (Targets a dirty word)• Measure what you can measure. Don’t make “measuring” a project.• EA can be the tool that provides evidence of benefits. E.g. Costs and efficiency savings.• People welcome a way of proving how good they are. EA Management Journey Webinar 12 March 2012: slide 16
  17. 17. The 3 Es (+3)Value & benefits must be measured, managed, realised Enterprise Education ExternalEfficient Qualitative (words)Effective Quantitative (numbers)Enabling EA Management Journey Webinar 12 March 2012: slide 17
  18. 18. The 3 Es (+3)Value & benefits must be measured, managed, realised Enterprise Education ExternalEfficient Qualitative (words)Effective Quantitative (numbers)Enabling  What are the benefits and impact on your institution you expect from ‘doing EA’ on your key projects  What challenges do you anticipate in actually identifying and measuring benefits? EA Management Journey Webinar 12 March 2012: slide 18
  19. 19. The 3 Es (+3) Words vs NumbersEA Management Journey Webinar 12 March 2012: slide 19
  20. 20. EA Investment Justification Infosys Enterprise Architecture Survey 2008/2009 With thanks to Thomas Obitz, now with KPMG EA Management Journey Webinar 12 March 2012: slide 20
  21. 21. Metrics encourage support Infosys Enterprise Architecture Survey 2008/2009 With thanks to Thomas Obitz, now with KPMG EA Management Journey Webinar 12 March 2012: slide 21
  22. 22. Programme Office & Benefits RealisationProject /Programme { PLAN DELIVER CLOSE } Management Programme Office PORTFOLIO PLAN DELIVER CLOSE MANAGE Capital Benefits Management Optimisation EA Management Journey Webinar 12 March 2012: slide 22
  23. 23. Life cycle view Asset management perspective• Project identifies benefits etc linked to high level programme benefits.• At project closure PIR review benefits & identifies those not achieved, identifies timeline/mechanism for review post-project.• Review may initiate further activities if high value benefits have not been achieved.• All monitored by Programme Office. EA Management Journey Webinar 12 March 2012: slide 23
  24. 24. Benefits MappingBenefits Maps have four elements:• Enablers (which lead to)• Changes (which result in)• Benefits (which impact on)• Aims (ie high level goals of the organisationFor a well explained, relevant example from HE:http://www.cics.dept.shef.ac.uk/projects/Benefits_Management_Toolkit_for_PMs.pdf Note: Benefits maps are expressed in words. The aims however can always be associated with metrics, as can the impact of benefits on aims. EA Management Journey Webinar 12 March 2012: slide 24
  25. 25. Typical Benefits Map – Student ExperienceENABLERS CHANGES BENEFITS AIMS EA Management Journey Webinar 12 March 2012: slide 25
  26. 26. The 3 Es (+3)Steps towards numbers EA Management Journey Webinar 12 March 2012: slide 26
  27. 27. Key themes: Governance(with thanks to John Townsend LJMU) EA Management Journey Webinar 12 March 2012: slide 27
  28. 28. IT Governance“Specifying the decision rights and accountability framework to encourage desirable behaviour in the use of IT.”“How Top Performers Manage IT Decision Rights for Superior results”Weill and Ross, 2004, IT Governance……..and how decisions are adhered to EA Management Journey Webinar 12 March 2012: slide 28
  29. 29. Key IT Governance Decisions IT Principles Decisions High-level statements about how IT is used in the businessIT Architecture IT Infrastructure IT Investment andDecisions Decisions Prioritisation decisionsOrganising logic for data, Centrally co-ordinated, shared Decisions about how muchapplications, and infrastruc- IT services that provide the and where to invest in IT, foundation for the enterprise’s including project approvalsture captured in a set of IT capability. and justification techniques.policies, relationships, andtechnical choices to achieve Business Applicationsdesired business and Needstechnical standardisation Specifying the business needAnd integration for purchasing or internally developed IT applications. Weill and Ross, 2004, IT Governance EA Management Journey Webinar 12 March 2012: slide 29
  30. 30. Information Principles University of Wisconsin-Madison Architecture Principles“Information is a valuable shared institutional resource and must be managed appropriatelythroughout its lifetime.Information shall be available to those who need it (ideally ‘anytime, anywhere, andanyhow’) subject to security and acceptable use policies.University information must be trustworthy (relevant, accurate, timely, secure)All members of the University community are personally responsible for managing theinformation they create and use.Information management adds value to the University community.The status of information sources (e.g. definitive/primary, derived/secondary) must beclearly defined and only definitive/primary sources updated.Information management must comply with external statutory and regulatoryrequirements.Information management principles inform IT principles.There is a common vocabulary and data definition.The University is responsible for assisting staff to work in the most effective ways possible.” EA Management Journey Webinar 12 March 2012: slide 30
  31. 31. IT Governance ArchetypesSTYLE Who Has Decision or Input Rights?Business A group of business executives or individual executives (CxOs). IncludesMonarchy committees of senior business executives (may include (CIO), excludes IT executives acting independently.IT Monarchy Individuals or groups of IT executives.Feudal Business unit leaders, key process owners or their delegates.Federal C-level executives and business groups (eg business units or processes); may also include IT executives as additional participants. Equivalent of the central and state governments working together.IT Duopoly IT executives and one other group (e.g. CxO or business unit or process leaders).Anarchy Each individual user. Weill and Ross, 2004, IT Governance EA Management Journey Webinar 12 March 2012: slide 31
  32. 32. LJMU Federal Governance Model Monitoring Information Architecture Compliance Management Principles Review Steering Group Business Membership InfrastructureBusinessApplications ITNeeds Membership Development IT Steering Group Programme Business Membership ‘Doing Business Membership EA’ Benefits Investment & prioritisation Methodology : MSP Methodology : ITIL EA Management Journey Webinar 12 March 2012: slide 32
  33. 33. Bolton ‘Governance by Stealth’‘Doing EA’ EA Management Journey Webinar 12 March 2012: slide 33
  34. 34. Bristol Governance Structure CONSULTATION BODIES STRATEGIC PROGRAMME ‘Doing UPARC BOARD (VCAG) EA’ * Programme PORTFOLIO EXECUTIVE Senior Users Management DP (Chair) Senior Suppliers + AN/GG/LH/AWP/DC/HG/TP/CN SupportManagement Education ICT HR Research Finance EstatesInformation Development ICT Prgm Prgm Prgm Prgm Prgm Prgm Prgm EA Management Journey Webinar 12 March 2012: slide 34
  35. 35. Questions about Governance• How ‘EA ready’ is your institution’s information governance set up?• How does this impact your aims in ‘doing EA’ on projects and programmes?• What’s steps do you need to take, and when, to achieve ‘just enough’ governance for ‘doing EA’ EA Management Journey Webinar 12 March 2012: slide 35
  36. 36. EA: a foundation for Business Execution and Decisions good decisions that stickand change! hands on IT Savvy = 20% ‘better’ EA Management Journey Webinar 12 March 2012: slide 36

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