Walk-through of a Way of Working with Enterprise Architecture in a SAFe context in a larger Bank. What is EA, How to Steer, How to Govern, How to Lead, and how to wrestle with an emerging Future.
Technology Enabled Business TransformationMikkel Brahm
Part I of my 2019 IT-University guest lecture on Technology Enabled Business Transformation with a summary of how we work with architecture at Personal Banking in Nordea
Architecting Nordea’s transformation into a digital relationship bankMikkel Brahm
Nordea has the position of being the leading Nordic brick-and-mortar relationship bank. What we intend to become however, is the leading digital relationship bank of the Nordic region. Is being the leader among brick-and-mortar banks a good starting position when aspiring to become the leading digital bank? Can Enterprise Architects support such a transformation, and how can we collaborate effectively with others who are also engaged in the transformation? What are the good and bad experiences from the field of attempting to develop the practice of Enterprise Architecture to become more agile, effective, and supportive of transformation?
Agility in the context of banking doesn’t mean just speed in execution; it also means that the bank is nimble and flexible. Agility helps the bank to win a marathon, as opposed to a hundred meter dash.
Transforming Nordea into the leading Digital Bank in the Nordic regionMikkel Brahm
Presentation of good, bad and ugly experiences with digital transformation at the Enterprise Architecture Summer School 2017 at the IT University, Copenhagen by Head og Architecture in Nordea | Digital Banking Dr. Mikkel H Brahm.
Technology Enabled Business Transformation (Nordea case)Mikkel Brahm
Best practice change management approaches rarely yields the results we desire, and for good reasons. Based on his PhD research and 25+ years of experience Mikkel discusses why, and what he is trying to do differently in his job as Head Architect for Nordea's Personal Banking Business to improve the success of transformation efforts.
Technology Enabled Business TransformationMikkel Brahm
Part I of my 2019 IT-University guest lecture on Technology Enabled Business Transformation with a summary of how we work with architecture at Personal Banking in Nordea
Architecting Nordea’s transformation into a digital relationship bankMikkel Brahm
Nordea has the position of being the leading Nordic brick-and-mortar relationship bank. What we intend to become however, is the leading digital relationship bank of the Nordic region. Is being the leader among brick-and-mortar banks a good starting position when aspiring to become the leading digital bank? Can Enterprise Architects support such a transformation, and how can we collaborate effectively with others who are also engaged in the transformation? What are the good and bad experiences from the field of attempting to develop the practice of Enterprise Architecture to become more agile, effective, and supportive of transformation?
Agility in the context of banking doesn’t mean just speed in execution; it also means that the bank is nimble and flexible. Agility helps the bank to win a marathon, as opposed to a hundred meter dash.
Transforming Nordea into the leading Digital Bank in the Nordic regionMikkel Brahm
Presentation of good, bad and ugly experiences with digital transformation at the Enterprise Architecture Summer School 2017 at the IT University, Copenhagen by Head og Architecture in Nordea | Digital Banking Dr. Mikkel H Brahm.
Technology Enabled Business Transformation (Nordea case)Mikkel Brahm
Best practice change management approaches rarely yields the results we desire, and for good reasons. Based on his PhD research and 25+ years of experience Mikkel discusses why, and what he is trying to do differently in his job as Head Architect for Nordea's Personal Banking Business to improve the success of transformation efforts.
Being in Charge of but not in Control over Technology Enabled Business Transf...Mikkel Brahm
How to use Enterprise Architecture practices to play into the leadership of business and organisational transformation. Practitioner presentation at IT-University of Copenhagen EA Summerschool.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Lean Innovation i Saxo Bank / Morgenbooster1508 A/S
Kom videre på www.1508.dk/services
På Morgenboosterne i 2014 har vi talt meget om Lean Startup som metode til at arbejde agilt med både strategi og eksekvering. Få virksomheder er endnu lykkedes med at anvende tilgangen i større skala. Men en af dem er Saxo Bank. En virksomhed der på kort tid har etableret sig som en vigtig spiller i den finansielle sektor, og som på mange fronter har redefineret konceptet ’bank’.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Demystifying business architecture - Presented at COJUG, August, 2019RussellCotterhehimhi
Architecture is meant to take complex things and make them simpler to understand. Simplicity is the friend of coping with change. Find out about how Business Architecture is essential in the way we thoughtfully and pragmatically help to deliver high value change across a partnership between Business and IT.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Digital Transformation: Using Open Standards to Accelerate the JourneySriram Sabesan
Extract of slides used in the Webinar. This reflects our management consulting practice and how we use Open Group standards. We fill-in with public research from CISR, Stanford, and SABSA. Full recording available at : https://www2.opengroup.org/ogsys/catalog/D191
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Driving Business Agility & Innovation with Enterprise ArchitectureCorso
How can Enterprise Architecture take the driving seat to deliver increased business agility and uncover new opportunities for innovation? This presentation, first given at the Gartner Enterprise Architecture Summit 2015 in Grapevine, Texas, explains how it can be done.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Lecture about "Enterprise Architecture @ ING" given at Solvay Brussels School...Alain Heremans
Presentation about how Enterprise Architecture practice has been implemented at ING Bank and how it evolved during the last 10 years till now. Dated 6th March 2018.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Design Architecture Review Board (ARB) to Enable Digital Strategy Mohan K.
Architecture Review Board (ARB) to Enable Digital Strategy Execution - *Based on case study of establishing Architecture Review Board (ARB) at a multinational manufacturing
Being in Charge of but not in Control over Technology Enabled Business Transf...Mikkel Brahm
How to use Enterprise Architecture practices to play into the leadership of business and organisational transformation. Practitioner presentation at IT-University of Copenhagen EA Summerschool.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Lean Innovation i Saxo Bank / Morgenbooster1508 A/S
Kom videre på www.1508.dk/services
På Morgenboosterne i 2014 har vi talt meget om Lean Startup som metode til at arbejde agilt med både strategi og eksekvering. Få virksomheder er endnu lykkedes med at anvende tilgangen i større skala. Men en af dem er Saxo Bank. En virksomhed der på kort tid har etableret sig som en vigtig spiller i den finansielle sektor, og som på mange fronter har redefineret konceptet ’bank’.
Creating Agile Organizations by Combining Design, Architecture and Agile Thin...Craig Martin
This is a talk I gave to the IASA follow-the-sun community. It deals with the combination of the design thinking, architecture thinking and agile thinking disciplines into a combined discipline needed to create the a responsive organisation.
Demystifying business architecture - Presented at COJUG, August, 2019RussellCotterhehimhi
Architecture is meant to take complex things and make them simpler to understand. Simplicity is the friend of coping with change. Find out about how Business Architecture is essential in the way we thoughtfully and pragmatically help to deliver high value change across a partnership between Business and IT.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
Digital Transformation: Using Open Standards to Accelerate the JourneySriram Sabesan
Extract of slides used in the Webinar. This reflects our management consulting practice and how we use Open Group standards. We fill-in with public research from CISR, Stanford, and SABSA. Full recording available at : https://www2.opengroup.org/ogsys/catalog/D191
Business Architecture as an Approach to Connect Strategy & ProjectsEnterprise Architects
Helen Palmer @helenmpal hosted interactive sessions at the October 2015 IIBA professional development days in Melbourne and Brisbane.
The presentation titled "Business Architecture as an Approach to Connect Strategy & Projects" covers a high level introduction to the discipline of Business Architecture and the platform it provides for effectively executing Business Strategy. Helen provided insights into how Business Architecture is positioned within the wider context of Enterprise Architecture and how the value it delivers can improve greatly with an increase in the mandate from the business. The presentation also gives an overview of some of the key artifacts and models used in defining a Business Architecture.
Enterprise Architects offers IIBA members an exclusive discount on our (IIBA endorsed) Applied Business Architecture: 4 Day Course
http://enterprisearchitects.com/courses/business-architecture/applied-business-architecture/
You can reach out to one of our learning services consultants at training@enterprisearchitects.com to find out more.
Driving Business Agility & Innovation with Enterprise ArchitectureCorso
How can Enterprise Architecture take the driving seat to deliver increased business agility and uncover new opportunities for innovation? This presentation, first given at the Gartner Enterprise Architecture Summit 2015 in Grapevine, Texas, explains how it can be done.
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
Lecture about "Enterprise Architecture @ ING" given at Solvay Brussels School...Alain Heremans
Presentation about how Enterprise Architecture practice has been implemented at ING Bank and how it evolved during the last 10 years till now. Dated 6th March 2018.
Aligning business and tech thru capabilities - A capstera thought paperSatyaIluri
Enterprises the world over spend billions of dollars on technology enablement of business functions. A significant portion of those dollars end up creating suboptimal solutions. Most IT project problems are rooted in ambiguous business definition, churn in requirements gathering, scope creep beyond a minimum marketable feature set, wild cost guestimations, not planning for interdependencies, and a lack of strong governance.
This Capstera white paper seeks to address some of these problems and provide a framework to minimize the challenges.
Business capability mapping and business architectureSatyaIluri
Business architecture and capabilities mapping captures and encapsulates the essence of a business. Using capabilities enterprises can model their current and desired business capabilities with rich semantics and leverage these as Lego blocks to compose products/ initiatives, overlay them with value streams and processes, and capture requirements to evolve capabilities. Business capability mapping helps companies establish a common language, fosters business/IT alignment, helps reduce redundancy and rework, and aligns execution with strategy.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Design Architecture Review Board (ARB) to Enable Digital Strategy Mohan K.
Architecture Review Board (ARB) to Enable Digital Strategy Execution - *Based on case study of establishing Architecture Review Board (ARB) at a multinational manufacturing
Org name is a governmental entity which serves as hub of the services the Egypt government provides to the citizens in Cairo. The org name has achieved a good Maturity level in its IT operation and services, this has happened due to many reasons
1. The clear mission and vision that adopt ICT as success factor
2. Management support and commitment to org name mission and vision
3. The adoption of the standard frameworks (ITIL,PMI,TOGAF,COBIT)
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Sample Report: Approach to
1. Assessment of IT Process
2. Assessment of Architecture Function, Enterprise Architecture, TDA (Design Authority)
3. IT Strategy, Technology Strategy Management
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Enterprise Architecture Summer School presentation about the difference between orthodox theories about organisational changes, scientific mangement and transformations and then an approach based on process theory, sociology of human and non-human actors and complexity science.
Being in charge of but not in control over technology enabled business transf...Mikkel Brahm
Part I of a presentation to IT University of Copenhagen. Walk through of the practice as an enterprise architect of steering and governing business transformation processes.
A complexity approach to managing technology enabled business transformationMikkel Brahm
Part II of a presentation to IT University of Copenhagen. Explores underlying assumptions underpinning orthodox EA, and compares to alternative assumtions that would lead to a complexity approach to EA.
A Complexity Approach to Managing Technology Enabled Business TransformationMikkel Brahm
When transformation efforts fail even though we have followed the latest theories and best practices, part of the explanation often is that 'there is a difference between theory and practice'. In this presentation Mikkel Brahm explains that difference between orthodox theory and practice, which we must be aware of to avoid certain pitfalls, and draws on less orthodox theory to help cope with these challenges.
Technology Enabled Business TransformationMikkel Brahm
Findings from my PhD and professional experience as an Enterprise Architect on how we can guide transformation of businesses, and development of enabling technological solutions.
Presented at IT University, Copenhagen, Oct. 4 2019.
A Complexity-based approach to Enterprise ArchitectureMikkel Brahm
History is just one damn thing after another (Churchil). We are a technology developing species, but struggle with understanding the differences between human and mechanical behaviour. We idealize stability and predictability, which are traits of mechanisms. Could that play a role in the popularity of Systems Theory as an explanation model also for how humans organize what they do together? I believe we are stuck in a particular way of thinking which leads us astray when trying to understand organizational changes, communication, and political games. So how do we become better at playing games including political games in general? Particularly, how should we approach innovation that encompass changes for both mechanisms and humans?
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
Practical experience on how transformation change supposedly should work according to orthodox theory - and how I experience to work out in practice including recent experience of scaled lean agile in Nordea.
A complexity approach to managing technology enabled business transformation ...Mikkel Brahm
An alternative - or rather a supplement - to using systems theory to understand organizations and organizational change by drawing on Complex Responsive Processes of Relating.
Fluidity, Structuring Structures and EthicsMikkel Brahm
Presentation on Enterprise Architecture for the IT University in Copenhagen. Mikkel Brahm explains how complexity sciences help us understand politics and power plays around disruptive and structural changes better than does for example systems theory.
Seeking to Control Enterprise with ArchitectureMikkel Brahm
Presentation at the 2017 Enterprise Architecture Summer School at the IT University of Copenhagen, Denmark. Presenter is Doctor of Management Mikkel H Brahm arguing that the general Systems Theory is not enough to help us understand Enterprise and how to Architect Enterprise. We need a multi-disciplinary approach including the complexity perspective, but even that is not enough. Thus we should stop seeking the one unifying theory and embrace a set of theories.
Thinking differently about enterprise architecture 2017Mikkel Brahm
The differences between underlying and taken for granted assuptions in an orthodox and a complexity based view on Enterprise Architecture and how these differences impact our practice.
Seeking to control Enterprise with AchitectureMikkel Brahm
ITU EA Summer School, Findings from the PhD thesis "Seeking to control Enterprise with Achitecture" by Mikkel H. Brahm (work in progress, provisional thesis title, forthcomming 2017-2018)
Organizations of interdependent people working togetherMikkel Brahm
Critical look at how Enterprise Architects understand enterprises and the organizations partaking in enterprise. An alternative understanding of what an organization is. Reflections on how change might be seen and conducted differently if you understand organizations and thus enterprises differently.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
1. Architecting the Enterprise
in a SAFe context
Doctor of Management
(Ph.D) Mikkel H Brahm
Head of Personal Banking
Architecture | Nordea
Slides available at SlideShare
https://www.slideshare.net/mikkelbrahm
Doctoral (PhD) Thesis available at UH
Seeking to Control Enterprise with Architecture
the limits and value of an engineering approach
from the perspective of an Enterprise Architect
http://uhra.herts.ac.uk/handle/2299/17596
2. Enterprise Architecture in (Portfolio) SAFe
Centralize Infrequent and Long-lasting decisionswhich provide Significant Economy of Scale
Centralize
+ Market knowledge
+ Longer-range perspective
+ Business & Financial Landscape
- Delay (Cost of Delay)
Decentralize
+ Local context / information
+ Time-critical
+ Frequent
- Interoperability
2
https://www.scaledagileframework.com/
3. 3
Strategic Steer
Ensure investments in
change and stability
efficiently deliver
desired value and structure.
Investment Decision
Invest in change only to
produce outcomes we
cannot get from existing
investments/operations.
Delivery of Output
Execute Continuous
Integration and Delivery of
working Solutions with Just-
In-Time Designs
Realization of Outcome
Realize Business Benefits
via Exploitation of Solutions
in changing Business
Practice and Performance
Inspired by ‘Innovate – Invest – Execute – Exploit’ in Chris Potts, 2010, Recreation, Technics Publications
Architects provide basis for informed decision making
Signature-ready recommendations for Strategic Steer and Corrective Actions
Architecture Governance = Corrective Actions
Identification of mis-alignment between Strategy (steer & intentional design) and Execution (emerging Solution Designs and Business Performance)
and Recommended Corrective Actions and Follow-up
4. Common Cadence enables alignment across Portfolio
Each Iteration is an opportunity to deliver better Products but also to learn and evolve Ways of Working
4
Analysis Design Construction Test & Fix Deploy & Deliver
Product 1
Product 2
Product 3
Product 4
Product 5
Work break down by process step
Work
break
down
by
working
sub-products
Waterfall step 1
Agile step 1
NB: The previous two slides are my ‘Product 1’…
5. Common Cadence enables alignment across Portfolio
Each Iteration is an opportunity to deliver better Products but also to learn and evolve Ways of Working
5
Analysis Design Construction Test & Fix Deploy & Deliver
EA
STEER
GOVERNANCE
LEADERSHIP
FUTURE
Work break down by process step
Work
break
down
by
working
sub-products
Waterfall step 1
Agile step 1
NB: The previous two slides are my ‘Product 1’…
7. EA needs clear Mandate and Escalation Path
Managers enable Flow in execution structure by adopting a Servant Leader role
7
Group Leadership
Team
Data & Technology
Committee
Architecture
Board
(What to invest in)
Architecture
sub-Board
(Low impact)
Development
Portfolio Planning
(How to invest)
Nordea Board
Technology Standard
Operationally
supportable technology
standards
Architecture Steer
Steer change execution
to achieve Nordea
priorities
approve
Development Budget
Application
Management
(Maintain & Operate)
Maintenance Budget
escalation
path
mandate
8. Informed Decisions requires the right Information
Signature-ready Recommendations require agreed-upon Option and evaluation of Consequences
8
Recommended Option
or Scenario(s)
Consequences of saying yes
one-time cost, run cost, risk, benefit
Consequences of saying no
9. Tailor strategic artefacts to their target audience
Different audiences should get different deliverables with aligned content but different expressions
9
To fellow architects, we present clearly defined scope and architectural design
for alignment across different architecture teams and efforts. We seek
consistency and strive to make material available for reuse.
To initiatives, we present concrete and clear strategic steer on which strategic
solutions to build, when and how to stop development of non-strategic
solutions, when and how to decommission non-strategic solutions, and how to
ensure interoperability between different related solutions.
To decision makers we present strategic choice (options to choose between) in
vision & strategy and a signature ready architecture recommendation in target
& transition architecture which have been validated with key stakeholders in
relevant business areas and group functions.
Martin Fowler: https://martinfowler.com/bliki/UmlMode.html
10. Branch & CC
Distribution
Digital Distribution Broker Distribution
Experience Foundation API
Micro App
<<Pattern>>
Domain Capability / System API
Core Banking
Common Data Platform
Customer &
Counterparty
Ledgers,
Product &
Services
Cross-
product
Services
Common
Data,
Analytics,
Risk &
Reporting
User
Experience
Partner
Distribution
Public
Collaboration
Open Banking API
Payments Cards Trading &
Investment
Portfolio Mgmt.
Life & Pension Finance & Leasing
Customer Liquidity
Mgmt.
Operational CRM &
Advisory
KYC and Customer
Onboarding
Analytical CRM
incl. Aggr. &
Enrichment
Content Mgmt Digital
Communication
Document Mgmt. Identification &
Entitlements
Prod. Origination
Compliance
Fraud Mgmt. &
FCP
Credit Risk Market Risk Operational Risk Financial Risk Nordea Financial
Mgmt.
Treasury Mgmt.
Example: Mapping Planned Development to Steer framework
Identify areas of development without an agreed upon Target Architecture and Execution Strategy
10
Vision: BCC (old)
VS: Digi Distribution
VS: Prod Origination
TA/TS: Analytical CRM
TA: Common Tx Store VS: Digi Comm. VS: Document Mgmt.
Work In Progress
AB Approved
VS: Foundation API
Published (draft)
Decom Strategy
TA/TS: MM Loan Orig
TA: Broker SE
VS: Risk-based Pricing VS: Virtual Assistants
S: Digital Strategy
Legend:
File Services
TA: Lending (2019)
Workflow & Case Mgmt
Master Data Mgmt
Purchase
Flows
Domain
Capability
API
Omni-
Channel
Sales &
Advice
Sector
Integrations
CRM ‘Core’
Outbound
Routing
Core Decom
(Transition)
Entitlements
(Transition)
1. Where do we have
initiatives that require
cross-domain
decisions?
(Facilitate negotiations
and document
agreement)
2. Where do we want to
start development, but
are missing funding?
(Target to describe
choices and motivate
investment)
3. Where do we want to
start decommissioning,
but it is unclear what
replaces what and
when?
(Transition to define pre-
requisite development
and clarify
accountabilities)
4. Where do we have
significant mis-
alignments?
(Propose corrective
actions & follow-up)
Customer
Onboarding
11. Example: Use Architecture Runway to drive Common
Architects across the portfolio (and to some extent Enterprise) align on common Runway enablers
Architecture enabler features clarify the architecture design
(decisions) needed to enable the development of business features
Generally the Architecture Runway is the collection of architecture
enablers needed to “land the Programme Increment”
We use the term common Architecture Runway to denote those
architecture enablers that are necessary to maintain viable
platforms with acceptable (non-functional) performance
This includes Nordea Digital front-end platform and
Digital Experience API platform
All development teams that build content on these platforms
share a responsibility for contributing to the health of the platform
by implementing these enabler features as appropriate
11
https://wiki.itgit.oneadr.net/display/OD/Runway+objectives
13. Governance in ‘real-life’ Architecture discipline
Real-life architecture (also) does not end with a Blueprint for a Building…
13
After a building is constructed, the architect’s
job is to make the owner or the buyer aware
of any flaws to enable them to take informed
decisions and actions based on uncovered
flaws. To do so, the architect inspects the
structural soundness and quality of the
building.
Flaws in physical architecture can be in
different levels1
◦ K3: Critical flaw requiring immediate corrective
action or additional damage may befall the
building e.g. gap in roof.
◦ K2: Severe flaw which should be corrected but
which will not immediately cause further
damage to the building e.g. puncture of thermo
window.
◦ K1: Less severe flaw which does not affect the
function of the building or causes further
damage e.g. minor cracks in the walls.
◦ K0: Cosmetic flaw e.g. paint stain.
1) K-numbers are from Danish ‘tilstandsrapport’ which is a market standard for physical architecture
14. Object of Architecture Governance
Solutions under construction are
assessed as part of Architecture
Governance of change execution
initiatives using
◦ Overview of Solutions being constructed
◦ Solution Design documentation
◦ Interviews with Solution Architects and other
change execution participants and sponsors
Lead Solution Architects are required to
assist in assessing any mis-alignments
with principles, steer, and technology
standards
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Result of Architecture Governance
Quarterly, owner of the change
execution budget (COO) is provided with
recommended corrective actions based
on discovered mis-alignments
Recommended corrective actions
based on assessment of
◦ Availability of Strategic Steer required to properly
design the Solution and insure interoperability
with relevant other solutions
◦ Probability of Success with delivering the
designed solution within agreed constraints and
enabling promised business benefit realization
within agreed constraints
◦ Degree of Alignment with Strategic Steer and
severity of any mis-alignments
Basis for Architecture Governance
Architecture Principles
◦ All principles must be adhered to unless it can be
explained why special circumstances require a
principle to be ignored.
◦ If a principle is ignored, the risk must be defined
and have a business risk owner.
Architecture Steer (Repository)
◦ Solution Designs must adhere to approved steer
or exemption must be acquired from the decision
forum which approved the steer.
Technology Standards (TechMenu)
◦ Solution Designs may not use technologies that
are not approved for that use.
◦ NB: That a given technology is approved does not
mean that it must be used.
Governance in Nordea Personal Banking (SAFe)
We compare Intentions with Emergence and if they are mis-aligned we can choose to adjust either
14
15. Intentional Design versus Emergent Design
Emergence is not necessarily worse then Intentions – Emergence can be a Learning opportunity
15
16. Escalate to create Transparency and Ownership
Portfolio Governance ensures that the Balancing Act is done by Senior Decision Makers
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Ambition Level
Scope
Calendar Time / Deadline
Prioritization
Epics / Features
Architecture – Business Needs
Capacity
Budget / # of Teams
Consultants / Sourcing
Do you want to
invest more money in
change execution to
become more aligned?
Should we do more
enablers and fewer
business features
to become more
aligned?
Should we lower the
ambition level
to become more
aligned?
(or just wait)
17. Example: Governance leads to Corrective Actions decisions
Status is provided to inform decision-makers about issues / impediments and their consequences
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Partially
2,1
Improved product
Increase momentum within def
…
Medium
Volume Growth
(stock)
+ 2% MoM + 2 % MoM
Deprecated
Change Execution Initiative / Hub
Budget
FY Target1
Architecture
Align2
Architecture Alignment
Rationale
Probability
of Success
Value Type This Year Next Year
Primary Objective
Architecture
Steer
11,1
Capability D
Common enabler for growth
...
Mostly
High
Structural
enablers
+30 % Visits
Decom dd
+30 % Visits
Partially
12,2
Capability E
Common enabler for servicing
…
Mostly
Medium
Structural
enablers
+ bot/self-
service
+ bot/self-
service
Mostly
21,1
Capability F
Common enabler for digitalization
…
Mostly
High
Structural
enablers
99,9 service
availability
99,9 service
availability
Mostly
…
2,2
Maintenance of B
Maintain legacy and support simplification
Neutral
N/A N/A N/A
N/A
…
2,1
Mandatory C
Mandatory legal, risk, and compliance must-do changes
Neutral
Mitigate
compliance risk
Reduce op.
risk level
Reduce op.
risk level
N/A
…
11,2
Merger A
Merge A into B
Partially
Low
Merger +
Cost reduction
None
Exit Evry
5.6m€/year
Deprecated
1,2
New product
Increase momentum within abc
…
Mostly /
Partially
Medium
Volume growth
(stock)
+ 20% YoY + 20% YoY
Deprecated
Partially
Mostly/
Item Misalignment Issue Corrective Action Decision
Forum & Date
Action
Owner
Action Status
1 Initiative ‘Improved product’ have not adopted the
common Capability F enabler
Require the initiative to build at least one standards-compliant F example to
ensure that the team becomes familiar with this way of working.
Concrete action: Latest follow-up with x, y, and z was April 15th to identify
the first F-feature to be delivered aligned with architecture board-approved
standards.
PeB Architecture
COO monthly
2nd Oct. 2020
Y In Progress
z is working on assessing how
adoption can be initiated and on
estimating consequences
2 Use of different front-end framework in acquired
solutions
While merging A into B it has been discovered that the solutions from A use a
different front-end framework (platform) than those of B...
Concrete action: Adjust target to allow the non-strategic platform to co-exist
with strategic platform but does not change the fact that all new
development must be on the strategic platform.
PeB Architecture
COO monthly
2nd Oct. 2020
Y Done
18. Why is it so difficult to Lead – and to Follow Leaders?
Product 4
18
19. Interdependence enable and constrain our actions
Socially unacceptable behavior can damage relationships
Elias, Norbert (1978). What is Sociology? Columbia University Press. 19
20. We often act habitually / acceptably to garner support.
Provocative actions can lead to renegotiation of norms.
Scott, John C (1998). Seeing like a State. Yale University Press. 20
21. Power dynamics enable and constrain what it is prudent to say
both for subordinates and for the power holders
21
Scott, John C (1990). Domination and the Arts of Resistance - Hidden transcripts. Yale University Press.
22. Jackall, Robert (2010). Moral Mazes – The World of Corporate Managers. Oxford University Press.
Power is never equally distributed. Any leverage
can be used to further one’s interests in any other area.
22
23. Collaborative innovation hinges on mutual trust
that others can contribute what we ourselves cannot
Stacey, Ralph D. & Mowles, Chris (2016). Strategic management and Organisational Dynamics. Pearson Education. 23
24. Note: Not all Architects prefer to lead on the “construction site”
rather than model and write guidelines from the “Ivory Tower”
I facilitate strategic decision-making by brokering agreement
between stakeholders documented in an architecture
25. 25
Trust and Collaboration is a key enable for Success
in cross-functional build teams and in decision forums
27. Organizations compete and not all of them can Win
If there was a ‘winning formula’ the competition would also be following it…
Tom Graves
27
http://weblog.tetradian.com/2019/06/24/on-shared-enterprise/
28. The Markets are also ever evolving
We need to take into account changing market conditions, changing customer expectations, etc. etc.
What are the stars and question marks of banking service providers?
Ecosystem of financial services
• Are customers willing to pay a subscription or service fee?
Data
• Are customers willing to pay for a service that exploits our data?
APIs
• Are customers willing to pay for an API service call?
Will the product owners of the cash cows allow us to spend
the money they earn on investing in a questionable future?
28
https://www.bcg.com/about/our-history/growth-share-matrix
29. Knowing the Path is different from Walking the Path
Execution is generally more difficult than creating compelling Visions of the desired future state
29
https://www.gartner.com/en/research/methodologies/magic-quadrants-research
30. Ensure you evolve both your ability to Execute and your Visions
EA’s cannot deliver alone so the most important job is to build trust relationships with those who can
Completeness of Vision
Directional Steer
Ability to Execute
Architectural Governance
30
Who must you ally with
to enforce directional steer?
Who must you ally with
to execute successfully?
32. Key Take-Aways
‘Method’ for building a successful EA practice in your organization
Recommended actions first 100 days…
• Find out what you are architecting
• Find out who is building / making
decisions on what you are architecting
• Find out which questions the builders /
decision-makers have
• Find out who also wants to supply such
answers / services in the organization
• Find out who could be allies and who
are opponents; nurture trust
relationships with your allies
Recommended practice (in a SAFe context)…
• Enterprise architects build trust relations with budget and epic owners
• Enterprise architects / cross-functional teams provide signature-ready
strategic steer just before build-teams need it
• Solution architects build trust relations with developers and execution
leaders and (co-)leads development
• Cross-level architecture community discusses strategic steer, negotiate
good/bad solution designs, and understands to which extent
intentional = emerging
• Enterprise architects propose and track execution status of corrective
actions towards decision-makers
32