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BRM and Enterprise Architects in PWC
The document discusses the challenges and opportunities faced by Pratt & Whitney Canada in its digital transformation journey amidst an evolving aerospace industry. Key roles such as Enterprise Architects and Business Relationship Managers are emphasized for their collaborative approach in shaping a customer-centric strategy to enhance business capabilities. The conclusion highlights the need for reinvention and teamwork in adapting to rapidly changing business landscapes.
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BRM and Enterprise Architects in PWC
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- 2. How we cameup with the topic Introduction to Pratt & Whitney Canada Re-inventing IT Conclusion Capability Mapping Why a Digital Enterprise? 2
- 3. SANA CHAARANI BRM COIMontreal Enterprise Architect , Pratt&Whitney Canada BRMP®, TOGAF and Business Architecture Guild practitioner 25 years in Enterprise Architecture SVETLANA SIDENKO BRM Institute Ambassador in Canada Region BRM COI Leader in Montreal and Ottawa IT Chapter President CBRM®, ITIL® EXPERT, PMP®, CGEIT®, COBIT® 5 IMPLEMENTER, PRINCE® 2 PRACTITIONER, CHANGE MANAGEMENT PRACTITIONER, ISO 20000 PRACTITIONER BRMP ®, CBRM ®, COBIT®5, Change Management and ITIL® Trainer 20 years in IT management functions 3
- 4. Enterprise Architect at P&WCBRM Institute BRM at P&WC Three PERSONAS – One Goal 4
- 5. P&WC Mission: DependableEngines Rely on our 1 2 3 4 5 6 For more than In Putting first our Serviced by Supported by our +63,000 dependable engines 1 +820,000,000 operating hours 2 +200 countries and territories 3 +14,000 skilled operators 4 +9,400 engaged employees 5 +1,150 airlines 6 + 15,000 customers and +38,000aircrafts 5
- 6. Aerospace Industry CurrentState • Embracing new digital technologies is not new in the Aerospace industry. • Yet companies are struggling in their digital journey: • Pace of change is accelerating • New digitally-savvy players are entering the market • Digital is expanding beyond engineering to all value streams • Shallow talent pool • Rigid organizational structures. • C-suite are questioning if their digital investments are paying off – value realization • Digital transformation spending to reach $1.7 trillion worldwide in 2019, a 42% increase from 2017 (IDC) 6
- 7. Digital Technology vsTransformation • Today: • ‘Digital technology’ search has yield 1,350,000,000 result • ‘Digital Transformation’ search has yield 116,000,000 results The interest in Digital Technology is not a new trend. It was a ‘hot’ subject way back in the years 2000. Understanding that Digital technology is an inevitable transformation vehicle to new business models, is a new trend. Digital is a way of life 7
- 8. We cannot solveour problems with the same thinking we used when we created them Albert Einstein 8
- 9. Roles’ Interest overtime • The worldwide interest in both EA and BRM roles have known an increase in the last couple of years • The digital transformation impact has fueled the interest for enterprise and strategic roles Last 12 months Last 5 years 9
- 10. 10 BRMEnterprise Architects Creates a‘unified’ IT environment that is Robust, Flexible and Efficient. Main goal: Maintain and Increase the ability to change. BRM role is to Secure, Protect and Develop value to the business Main goal : Ensure that value is realized in every investment Complementary Roles
- 11. Value at thecore 11 Digital AmbitionValue Business Strategy Digital Portfolio Execution Capture Value Ideas Create Value Plan Create Value Map Execution Strategy BRM Executive Strategy Board Enterprise Architects Capability Map Capture and report value Shape the strategy to drive value Assist in Business Case Ensures Value can be realized Project Team Portfolio Manager
- 12. Roles Defined 12 • CanadaSurvey Results The roles and responsibilities of Enterprise Architects and BRMs are well defined based on close collaboration 24% The roles and responsibilities of Enterprise Architects and BRMs are not well defined based 42% No interaction with the Enterprise Architecture team 24% We have no Enterprise Architects 10%
- 13. Capability Mapping 13 How weused to do it: Process centric How we should do it – Customer centric
- 14. Capability Mapping 14 Capability Capability Capability Know your customers Identifybusiness capabilities needed Prioritize business capabilities based on customer painpoints
- 15. Conclusion 15 Shaping IT ofthe Future • In today’s rapidly changing landscape in the business in general, the industry’s focus is ‘Reinvention’ • BRMs and EAs are two strategic roles who have to work together in order to re-invent the digital enterprise • Is it easy ? Together Everyone Achieve More
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