This document outlines a workshop on building an ICT strategy with an enterprise architecture mindset. It discusses using enterprise architecture to align an organization's technology landscape with its strategic goals. The workshop covers using enterprise architecture tools and frameworks to analyze an organization's current state, formulate strategies, and deliver strategies. It also includes an exercise where participants break into groups as enterprise architects, strategy developers, or business stakeholders to discuss key elements of an ICT strategy. The goal is to demonstrate how enterprise architecture can help structure the strategy development process and ensure strategies are grounded in an organization's business and technical realities.

1. Building a ICT Strategy
with an Enterprise Architecture Mindset
Workshop
Daljit Banger MSc FBCS
BCS Enterprise Architecture
Specialist Group
2nd Annual Conference
Tuesday 26 June 2018
London, UK
#BCS
#BCSEASG
#EASG2018AC
www.bcs.org

2. Todays Workshop Question
How do we Build An ICT Strategy and
how can EA tools / Mindset Add Value ?
• Part 1 – A Primer
• PART 2 – Strategy – The What / How
• PART 3 - Group Exercise
10 mins
15 mins
30 mins
#BCSEASG

3. Theory
Production Realisation
EA Products/input
Compliance

4. Part 1
Enterprise
Architecture(EA)
A Primer

5. ▪Enterprise Architecture supports how one builds a reusable
Unified Information Systems/Management Capability that
supports and meets Organisational needs.
▪The EA Goal is to Align and Manage the Technology
landscape of an Organisation with its Strategic / Operational
Goals/Objectives for both today and tomorrow.
FOOD FOR THOUGHT
▪ Enterprise Architecture is NOT Enterprise Systems
Architecture.
▪ Enterprise Architecture is NOT a methodology for building a
stand-alone single information system.

6. Enterprise Systems Architecture
The Processes, Patterns & Practices associated with the alignment and
re-calibration of the organisational Technology Landscape to that of its
Business Operating Model
DefinitionContext

7. Mapping the Business Operating Model to the Technology
Landscape

8. The Stack (Methods/Questions)
Each layer of the Stack is a complex view in its own right of
a specific element of how the layer above / below maps and
interacts to support the Organisational Business
Operating Model
What are the tools available to us to analyse, visualise and
render to stakeholders the alignment ?

9. Point in Time..

10. Part 2
Strategy
What / How

11. Definitions / Context
A Definition
A plan of action designed to achieve a long-term or overall aim.
(Source : web)
Great Context
Strategy is the great work of the organisation.
In Situations of Life and death,
it is the Tao of Survival or Extinction.
Its study cannot be neglected"
(Source: Sun Tzu the Art of War“)

12. How do we Construct/Deliver an ICT
Strategy – Key Factors ?
Description of
Strategy
formulation,
delivery and
approach
Work Package -
Task Breakdown
(discuss but won’t cover)
DependenciesRisk / Mitigation
(Workshop Discussion)

13. Due
Diligence
Commns /
Release
Plan
Release
Current State Analysis
View
•The Business
•Operations
Formulation / ProductionReview
1
23
4
Approach - Level 0
Creation Delivery
(Workshop Discussion)

14. An Approach – Decomposed
ICT
Strategy
Current
State
•Analysis
•Review
Production
•Formulation
•Documentation
Peer
Review
Document
Updates
Delivery
• Release
Plan
• Communicati
ons Plan
• Drivers for change
• Tech
Environmental
Factors
• External Forces
• Cost Model
• Future Technology
landscape
• Realisation Plan
• Mid Point Review
• Content Review
• Document Updates
• Approvals
• Business Strategy
• Themes / IT Capabilities
• Technology landscape
• Service Delivery
• IT Budgets / Portfolio
• Supplier Analysis (SWOT)
• Maturity Assessment
• Keeping the
Lights on
• Operational
Efficiency
• New
Capabilities /
Services
• Innovation
Funnel
• Technology
Debt
Management

15. Security
(CIA)
CORP SYS : ERP,MI,BIMDM
Approach Dissected Contd..

16. Approach Dissected Contd..
EXTERNAL –
“Operational Business”
INTERNAL –
“Business Operations “
Goals
Desired
Outcomes
Capabilities
• Industry Analysis – Government , Partners
• Supplier Analysis –Enterprise Systems e.g.
ERP, MDM, BI, HR, Finance
• Competitor Analysis (Domestic /
International)
• Technology Benchmark – If Applicable
• External drivers (Government, Market ->
PEST)
• Partner Analysis – 3rd Parts Trusted Partners
• Service Providers – Suppliers
• Technology Horizon Scanning
• External Reporting
• Customers
• Information Consumers
Structure Drivers
• Technology landscape
• Enterprise Orchestration
• Application (COTs, Build, Bespoke, Services)
• Data / Information Management Cycle
• Infrastructure (Data Centre Services)
• Hygiene (Security,DR,IM, Naming-Directory
Services)
• Technology Debt Current / Future / Innovation
• Service Delivery Model / Security
• IT Budgets / Portfolio
• Resourcing Model / Skills (perm/Contract)
• Outsource Partner / Supplier Analysis (SWOT)
• COBIT Maturity Assessment
• Roadmaps (Operational , Product & Services)
• Reporting / IM / BI / Channels
• Governance / Compliance
70 % 30 %
70 %
30 %
ICT Strategy
Input
Tech Debt Stakeholders

17. Using The Stack (input)
Focal Points

18. Core & Subsidiary Deliverable
• TOC
• Introduction
• Business Canvas Model
• Key drivers / Themes for Change
• Key Principles (Regulatory / Organisational)
• Summary Costs
• Target Architecture / Vision
• The Business we Run (Information Sharing )
• Running the Business (Corporate Systems)
• Channels for Operation
• People, Process & practices for delivering ICT Services (Service
Delivery Model)
• Sourcing Strategy – Cloud / On Premise – as a Service
• Realisation Business Plan
• Cost Model
• Milestones
• Measuring Success
• Efficiency Saving
• KPIs
• Governance / Controls
By-Product

19. Operating Model Definition
Level 0 the Business Canvas

20. Subsidiary Deliverable - Road Maps on a Page
2018 2019 2020 2021 2022
Business
Foundation
Activities
Business
Capabilities
In Flight
Projects
ICT Strategy

21. Some Points to note
• Like Enterprise Architecture Strategy is an Art; never a Science and a
Mindset supported by patterns, principles, processes and practices
• The Approach to Strategy Formulation should be structured and ‘time
boxed’ especially as environmental factors are often dynamic –
repeatable process .
• Key Milestones & Dependencies should be highlighted
• The Strategy will have a ICT bias and full traceability to decisions.
• The use of Internal resources e.g. Business Architect , Technical
Author will reduce analysis and document production costs – Can a
3rd party really write your ICT Strategy without deep diving into the
estate ?

22. Part 3
Group Exercise

23. Lets revisit the Exam Question we started with …
How do we Build a ICT Strategy and
how can EA tools / Mindset add value ?
Discussion – So what is the answer ?

24. We will now Break into 3 Groups. These are ;
▪ Enterprise Architect Group
▪ Strategy Development Group
▪ Business Stakeholder (nominated individual)
The Task…
Each Group will spend 10 mins to decide on key points elements (from their
viewpoint) that they feel should be in an ICT Strategy – not any industry specific
The Business Stakeholder will spend 10 mins to consider ‘the value they wish to
see from both parties .
At the end we will discus as a group the view points and the value the EA can and
should bring

25. Final Message
“Everyone has a plan till they get punched in the mouth”
Mike Tyson
Plans Can & Should always be recalibrated and
realigned to factor in changes in the environment to
achieve a positive set of outcomes

26. Website : www.s-ea-t.com (Tools, Papers Downloads)
Blog : https://dalbanger.wordpress.com/
Email : dal@s-ea-t.com
Thank You