The document discusses the performance and evolution of Enterprise Architecture (EA) at Eskom, highlighting the need for EA groups to reevaluate their value propositions in response to complex demands. It outlines Eskom's journey in building effective IT architecture, emphasizing the importance of competency in adapting to disruptive trends and investing in necessary resources. The document also proposes actionable strategies for enhancing EA practices to deliver better business outcomes.

1. Business-Driven EA at Eskom
The Open Group
June 2014
Sean Maritz: Senior Manager - Strategy Execution and Architecture
Dawid Lok: Chief Architect – Enterprise Architecture

2. State of EA globally
“More than 25% of EA groups have been disbanded or demoted in the past 18 months due to complex demands to which EA has struggled to respond. EA groups need to fundamentally reevaluate their value proposition within the enterprise or risk a diminished EA future state”

3. The EA Journey
Building High Performance Group IT
Federated Architecture (Divisional, Corporate)
EARLY 2000
Group IT (Centralised Governance)
2010-2012
Group IT (Standardise on TOGAF) 2012 - Today
Group IT (and EA) as a business partner

4. Eskom’s EA Capabilities
Building High Performance Group IT
Strategy Execution and Architecture
Enterprise Architecture (Data, Information, Application and EA practice)
Technology Architecture
Business Architecture
Method Engineering
Design and Demand Management
Governance

5. Architecture Considerations for Eskom
Building High Performance Group IT
Technology Architecture
Data and Information Architecture
Application Architecture
Business Architecture
Standardise, Optimise and Simplify
Commercial off the shelf suits with integration
Specialised Tools
Business capabilities and processes
Application capabilities
Enterprise Data model
Detailed Integration Model
Partial Network Virtualisation
Storage
Virtualisation
Server
Virtualisation
Inch Deep Mile Wide (Concept, Logical and Physical Architecture)
Simplify DB technology architecture

6. Enterprise Architecture in context of CoEs
Building High Performance Group IT
Strategic
Tactical
Operational
TOGAF
ITSM (ITIL)
Adapted from Source: www.opengroup.org – “ITSM Frameworks and Processes and their Relationship to EA Frameworks and Processes”
Plan
Build
Run
Governance
Physical Design
SA
CoE
SA – Solution Architect
CoE – Application Architect / Solution Specialists
Design

7. Optimise Architecture involvement
Building High Performance Group IT

8. TOGAF Content Reference Model
Building High Performance Group IT
Architecture Principles, Vision, and Requirements
Business Architecture
Information Systems Architecture
Architecture Realization
Technology Architecture
Preliminary
Architecture Vision
Architecture Requirements
Motivation
Organization
Function
Opportunities, Solutions, and Migration Planning
Implementation Governance
Data
Application
A
B
C
D
F
G
E
H

9. Eskom Extensions to the TOGAF Reference Model
Building High Performance Group IT
Legend
Eskom
Extension
Togaf Core
Togaf
Extension

10. Eskom Group IT Project Life Cycle Management
Building High Performance Group IT
Statement of Architecture Work
Conceptual Architecture Definition (Preferred Solution)
Logical Architecture Definition
Physical Design
Update
Statement of Architecture Work
Update
Statement of Architecture Work
Update Statement of Architecture Work
Testing
Pre-transfer
Modelled in ARIS
Partial Physical Architecture only
Not in ARIS
Physical Config and Implementation design

11. Salient Facts – Managed in the EA repository
Building High Performance Group IT
Eskom business processes modeled to logical level throughout the enterprise
710 Application objects
with life cycle management
446 Application interfaces
298 Software Technology Components
228 Logical Data Entities
Integration between IT and OT artefacts
AND MANY MORE

12. Business Value Driven
Building High Performance Group IT

13. Change in EA required
•Focus the skills and competencies (such as creating guidance, road maps, principles, standards and best practices) of your experienced enterprise architects, first and foremost, on delivering actionable and diagnostic deliverables that address disruptive trends and deliver business outcomes.
•Proactively look for opportunities to hire and augment your EA teams with people who understand the major industry disruptions (nexus, digital business, regulatory, industry changes) that can impact the business.
•Budget time, energy and money in 2014 to appropriately invest in information and business architecture resources, skills, communication and tools, as well as in solution and technology architecture.
Building High Performance Group IT

14. The EA Future?
Building High Performance Group IT

15. Building High Performance Group IT
“Innovation distinguishes between a leader and a follower.”