Achieving Business Alignment
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Presentation delivered at NVISIA Digital Platform Conference 2018 by: TYLER RUDKIN VP of Architecture HSA Bank
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Achieving Business Alignment
- 1. BUSINESS ALIGNMENT Tyler Rudkin VP, Enterprise Architecture HSA Bank
- 2. My background • Studied Finance and derivative securities pricing • Thought I wanted to be a market guy
- 3. My background • Studied Finance and derivative securities pricing • Thought I wanted to be a market guy • 22 years in technology • Data, App Dev, System Management, Sales Engineering, Dev Management, Architecture, and Business Line Creation
- 4. My background • Studied Finance and derivative securities pricing • Thought I wanted to be a market guy • 22 years in technology • Data, App Dev, System Management, Sales Engineering, Dev Management, Architecture, and Business Line Creation • FinTech… • Fidelity, M&I Data Services/Metavante/FIS, HSA Bank • Trading software, Payments, Shared Services, Financial Crime, Consumer Driven Health Care
- 5. My background • Studied Finance and derivative securities pricing • Thought I wanted to be a market guy • 22 years in technology • Data, App Dev, System Management, Sales Engineering, Dev Management, Architecture, and Business Line Creation • FinTech… • Fidelity, M&I Data Services/Metavante/FIS, HSA Bank • Trading software, Payments, Shared Services, Financial Crime, Consumer Driven Health Care • What I really do • Puzzles… it’s all a big, fun game
- 6. Business Alignment What’s In scope: • Value • Opportunity Cost • Consensus • Leverage
- 7. Business Alignment What’s In scope: • Value • Opportunity Cost • Consensus • Leverage Out of scope: • “Product Launch” methodlogy • Roadmap Management • PMO methodology • Architecture methodology
- 8. Bang For Your Buck • Dwight D. Eisenhower faced something of a dilemma in 1953. He was a military man to his socks and was inclined to augment defense in the face of the perceived 'reds under the bed' threat, but he was also a Republican US president and as such politically wedded to cutting state spending. His solution was simple - increase the armed forces but decrease their budget. In ordinary circumstances that circle would be difficult to square. The solution that the US Joint Chiefs of Staff came up with, which they titled the 'New Look', was a policy of using nuclear weapons in any conflict bigger than what they called 'a brush-fire war'. That allowed them to radically reduce the numbers of servicemen and replace them with the comparatively inexpensive atomic bombs.
- 9. Business Alignment Methodology • Methodology Influences: • RUP • Pragmatic Marketing • TOGAF • Scrum • Kanban
- 10. Business Alignment Methodology • Methodology Influences: • RUP • Pragmatic Marketing • TOGAF • Scrum • Kanban • Methodology Distilled • Establish Value • Establish Solutions • Prioritize • Mine for Patterns (integrate)
- 11. Define Value Understanding business case basics • Revenue/savings • One-time costs • Recurring costs • Market strategy • Risks and mitigations
- 12. Define Value Understanding business case basics • Revenue/savings • One-time costs • Recurring costs • Market strategy • Risks and mitigations Use a common language and measurements • Business glossary • Outcomes • Money
- 13. Establish Value Through Consensus Step 1 • What you do: • Decide what success looks like for your business • Represent success with metrics • Do some math • Sort, feedback, repeat…
- 14. Establish Value Through Consensus Step 1 • What you do: • Decide what success looks like for your business • Represent success with metrics • Do some math • Sort, feedback, repeat… • What changes: • Subjective becomes Objective • “My Hill” becomes “Our Battlefield” • Responses replace Reactions
- 15. Initiative Value “Just the bang”
- 16. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!)
- 17. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask
- 18. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask • Generate viable alternative options with contrasting merits (cost, speed to market, scope, durability, complexity)
- 19. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask • Generate viable alternative options with contrasting merits (cost, speed to market, scope, durability, complexity) • More math… Use relative metrics and weights for objective analysis
- 20. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask • Generate viable alternative options with contrasting merits (cost, speed to market, scope, durability, complexity) • More math… Use relative metrics and weights for objective analysis • Facilitate decisions
- 21. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask • Generate viable alternative options with contrasting merits (cost, speed to market, scope, durability, complexity) • More math… Use relative metrics and weights for objective analysis • Facilitate decisions • Propose optimal scoring solution
- 22. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask • Generate viable alternative options with contrasting merits (cost, speed to market, scope, durability, complexity) • More math… Use relative metrics and weights for objective analysis • Facilitate decisions • Propose optimal scoring solution • Capture risks identified and concrete mitigations
- 23. Define Solutions Step 2 • Build consensus on solution (Definition of Done happens here!) • Interlock on success criteria hidden in the ask • Generate viable alternative options with contrasting merits (cost, speed to market, scope, durability, complexity) • More math… Use relative metrics and weights for objective analysis • Facilitate decisions • Propose optimal scoring solution • Capture risks identified and concrete mitigations • Embrace business decisions on alternate selection as feedback to the decision model
- 28. Actionable Inventory Step 3 • Identify RACI stakeholders and gain explicit commitment to solution • Ready for roadmap(s) transition from “candidate” to “planned” or “committed” status* • Gather high level composite resource effort as cost (not just Dev/QA!!!)
- 29. Actionable Inventory Step 3 • Identify RACI stakeholders and gain explicit commitment to solution • Ready for roadmap(s) transition from “candidate” to “planned” or “committed” status* • Gather high level composite resource effort as cost (not just Dev/QA!!!)
- 30. Actionable Inventory Step 3 • Identify RACI stakeholders and gain explicit commitment to solution • Ready for roadmap(s) transition from “candidate” to “planned” or “committed” status* • Gather high level composite resource effort as cost (not just Dev/QA!!!)
- 31. Initiative Yield “Bang for your buck”
- 32. Enterprise Business IT Architecture “Be the meteorologist of your domain” • Mine for Architecture Patterns • Factor prioritized work into components and look for recurrence • Run solution on high reuse candidates • Champion dedicated component initiative in the Enterprise Scorecard for value/solution cost = yield. Put it on the board! (AKA - eat your own cooking)
- 33. Q&A