Business Transformation Using TOGAF

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Business is always in a constant state of flux- more so these days, with disruption happening all around. How do you move from your AS IS state to TO BE architecture in your enterprise transformational journey? What mix and match of people, processes and technology will you blend together, and in what proportion, to drive enterprise value to deliver transformational results? TOGAF has a suite of tools that can help architects to chalk out the architectural roadmap for enterprise success. This talk will also focus on how agility is an underlying thread in this framework, and how value is delivered incrementally, making the process robust and
bankable.

Key Takeaways

Exposes the audience to the features of TOGAF which help plug business technology gaps.
How TOGAF has agility at its core to drive transformational results.
Why it is a good skill and knowledge for a seasoned IT professional to have in their kitty.

Published in: Technology

Business Transformation Using TOGAF

  1. 1. www.eturnti.com enabling enterprise intelligence Kiran Divakaran
  2. 2. Developer Analyst Architect / Manager Director Technology Enterprise Architect www.eturnti.com Infosys Ondot Systems Misys Eturnti Consulting Consulting and Training on Enterprise Architecture Kiran Divakaran @eturnti kirandivakaran@gmail.com Bells/BFL
  3. 3. Transform or Perish Operating margins are on a slump Recurring Licensing revenues are decreasing Support Costs are increasing even with offshoring Entire new industries are moving cheese of existing players Employee morale is at its lowest. Do not know how to bring about change in the organization No new products or offerings do not hit the right note with customers Ability of an organization to learn is becoming a challenge
  4. 4. IT Rationalization Keeping your lights ON Application Portfolio Management IT Optimization ARCHITECT
  5. 5. Keep Your Lights ON Six Sigma 80 / 20 Principle Value Chain Analysis
  6. 6. Home grown product or solution has now grown Enterprise grade. Simple Applications Enterprise Grade Applications
  7. 7. http://forums.juniper.net/t5/Industry-Solutions-and-Trends/Meatballs-and-Spaghetti-how-to-untangle-the-cloud/ba-p/121808 Does your AS IS Architecture Look Like this
  8. 8. Have the commitment will go www.opengroup.com/togaf
  9. 9. Useful for moving from AS IS State to TO Be State Mix Agility and Architecture in what proportion to deliver value. Useful in Business and Digital Transformations How do you move from big vision in a product or solution to execution How is a solution architect different from an enterprise architect Where does Business and Technology meet and how do you manage the Interconnect ? Abstraction is a key asset for an Architect ? How do you think abstraction ? Why TOGAF ?
  10. 10. Strategic Change Enterprise Capability Identify Capabilities across (BDAT) Conceptual Architecture Logical/Physical Support Value Concept to Cash
  11. 11. TOGAF uses Deming’s cycle at its core
  12. 12. Continuous improvement at its core www.opengroup.com/togaf
  13. 13. Traditional Transformations – Sequential / Waterfall Roger Sessions -- http:/msdn.microsoft.com/en-us/library/aa479371.aspx/ Global HR Payroll General Ledger Accounts Payable Accounts Receivable Billing Assets Accounting Treasury Employee Portal
  14. 14. Non Sequential / Agile / Iterative www.opengroup.com/togaf
  15. 15. If you exactly delivered to your customer what he asked for in the beginning of the project then you have failed Agile Principle / Fact of life
  16. 16. Agility and Architecture Partioning Roger Sessions - http:/msdn.microsoft.com/en-us/library/aa479371.aspx/
  17. 17. Architecture Iterations or Partioning www.opengroup.com/togaf Time
  18. 18. Drill Down to the details Program Level Portfolio Level Project Level Detailed Solution Level projects Port the existing users to LDAP Revamp the UI Layer / Decouple from the business tier Data Migration of profiles for the users to LDAP Program Level Strategic Projects One Digital Experience for End User Omni Channel Gateway Single Sign ON for all users Portfolio Projects / Segment projects Go for a Canonical Messaging Structure Move all Sign ON into LDAP/Common Format Develop UI for tablets,phablets,android,devices
  19. 19. Identify pain points What to accomplish ? Arch Definition Opportunities Transition Architectures Execute Is Value Obtained www.opengroup.com/togaf
  20. 20. Get Organization Buy In Architecture Right Make it work Keep it running www.opengroup.com/togaf
  21. 21. TOGAF Techniques and Tools www.opengroup.com/togaf
  22. 22. Pick an existing pain point in your landscape and make that your mission “Take up one idea. Make that one idea your life; dream of it; think of it; live on that idea. Let the brain, the body, muscles, nerves, every part of your body be full of that idea, and just leave every other idea alone. This is the way to success” – Swami Vivekananda
  23. 23. Mandate – Bring the UnBanked Into the Banked Executive Vision - Rural banking and Micro Finance need to be addressed for sustainablegrowth Drivers for effecting this change. Micro Finance and small time money changing hands is not organized and even non-existent. Objectives : Gather the list of BPL( Below Poverty Line) people in need of money storage. a. Meet the people in need of banking on foot / door to door. b. Employ rural youth as ambassadors on commission or even motivate them to do it for free as finally a self sustaining village will eventually be beneficial to all. c. Show them the projected savings and whatmoney saved can buy. d. Create and explain the value proposition of choosing a certain Micro Finance Companies. a. Bring these under a common umbrella linking Aadhaar ID and govt regulatory setup which will preventfraud and dubious middlemen. a. Use mass media, paper hand-outs, stick up posters at common places where people visit in the village to spread the messageto have far reaching effect.
  24. 24. Setting Your Vision
  25. 25. Vertical and Horizontal Cross Cutting concerns
  26. 26. Mandate and Regulatory Bodies
  27. 27. Business Principles Operating Model a) Rationale All un banked users to be verified by Aadhaar ID or fingerprinting to eliminate duplicity. Implications Not having this form of validation would require that the users of the banking system needed to have someone who could refer them. Security infrastructure need not be elaborate given Aadhaar ID's penetration in the rural sector. b) Rationale All usersof the systemwill transact not more than 1000/- per day. Implications Not keeping an upper limit on the money withdrawn would amount to expensive security solutions and personnel not affordable in such areas. Ideally we can go around the data , application and technology architectures for driving rural governance. Let's say at the moment we are confronted by putting the business architecture right and the rest of the architectures would come eventually.
  28. 28. Some examplesof common metaphorshere for rural banking would be 1. Daily Deposit Scheme - This can be put across in vernacular terminology and context as suitableto the public where this is being implemented. 2. Identify the Stakeholders and segregating the term holders based on the scheme applicable.Daily / Monthly or Bi Monthly etc. 3. Deposit Process- Collectionexecutive comes and handleseither give or take of money. 4. Fingerprint / Aadhaar ID/ or Identify verification proc - Authenticate the people deposit or withdrawingthe money. 5. Central Consolidation of Daily Balances - Initially a bank executive collects the details and goes and deposits the same in the banks backend system travelling back to the operationscentre. So balances will be offline and have an offline limit. Product / solution wide taxonomy / metaphor
  29. 29. Identifying your business capability
  30. 30. Conceptual Vision
  31. 31. Business Work Flow based on the taxonomy
  32. 32. Deployment Diagram
  33. 33. Knowledge Management – Enterprise Continuum www.opengroup.com/togaf
  34. 34. Analysis tool: Help establishthe key relationshipsand dependencies between the business services, business processes, applicationsand technology Planning tool: Helps developarchitecture roadmaps and align strategy with execution Decision-makingtool: Provides a sound framework for making decisions. Design tool: Industry best practice design approaches, patterns, guidelines, and reference models Change management tool: Manage change across multipledevelopmentprojects and initiatives Governance tool: One stop shop for a master repository which holds the target enterprise architecture, and a single architecturalblueprintof principles, standards, patterns, policies, guidelines, reference models, reusable assets and templates Alignment tool: Marry business strategy and IT delivery. Get all on aligned to the same operating model.
  35. 35. Get out of your way for your own good. Common Roadblocks
  36. 36. What if there is no Reference Architecture for Your Enterprise ?
  37. 37. If you don’t you will still have one which may not be to your liking. #1
  38. 38. You will not know what lies under the hood. #2
  39. 39. People who built it are no longer with the Organizations. #3
  40. 40. FIX Create one which is there for all to see at least at a reasonable degree of understanding.
  41. 41. What pushes people to HAVE it ?
  42. 42. Release 1.0 Release 2.0 Release 3.0 Release 4.0 How did it all start ? http://pixabay.com/en/background-brown-circle-cut-detail-84678
  43. 43. How do you Optimize ? Here is how ? What is your key Offering/capability Product/Solution Vision Business Architecture IS ArchitectureTechnology Architecture Reference Architecture Where are we Where do we want to go?
  44. 44. Have a product and then you create an architecture around it.
  45. 45. MYOPIC VISION can’t see ahead problem Reference Architectures Cures
  46. 46. Diego David Garcia | Creative Commons - Flickr
  47. 47. You do not know what pieces make up your overall landscape. Most often things start of simple and over a period of time they end up becoming monolithic and complex. How do you classify your architectural artefacts systematically ? What kind of components go into what sections and how do you string together an architecture around it. It is common that many architectures are connected to each other over a period of time but were designed for serving specific purposes. Finally it is all about separation of concerns
  48. 48. Use Cases Logical View Component View Process View Deployment View Philippe’s 4+1 View for segregating your concerns
  49. 49. Separation of Concerns https://en.wikipedia.org/wiki/Philippe_Kruchten
  50. 50. Conceptual – Logical Physical / Technical Contextual–
  51. 51. Strategic Thinking – Connecting People – Face book Logical Thinking – What is involved in connecting people ? What are the logic steps in them ? Friends , Close Friends , Relatives. Build ER Diagrams Around this Establish what all kinds of data you may need here. Physical – Create the requisite Infrastructure Define the tables, field length and the logic Flesh out the details of what business problem are you going to solve. Examples of this thought process ?
  52. 52. IISO/IEC/IEEE 42010 create views viewpoints stakeholders concerns architecture frameworks architecture models
  53. 53. Deployment View of your Architecture http http http ssl ssl
  54. 54. TOGAF Artefacts - The Open Group Togaf 9.1
  55. 55. www.eturnti.com kiran@eturnti.com kirandivakaran@gmail.com Twitter : @eturnti

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