This document discusses implementing a Business Enterprise Architecture Governance Program (BEAGP) to align with an organization's IT strategy and vision. It recommends:
1) Strategically launching a BEAGP pilot in conjunction with an existing platform consolidation project to minimize disruption.
2) Gradually rolling out BEAGP governance to major programs and eventually all projects to ensure alignment with the business architecture vision.
3) Dedicating 10-20% of enterprise architects' time to maintain the business architecture vision and refresh it based on changes in business needs, strategies, and project delivery insights.
The document discusses the role of the Chief Architect at ALU and outlines an operating model for business and IT architecture. Key points:
- The Chief Architect will implement an Enterprise Architecture Governance program to improve oversight, planning, prioritization and linkage of execution to strategy.
- The Chief Architect plays a critical role in pre-execution activities like translating business capabilities to IT strategy and delivering high-level solutions.
- Funding is needed to support sufficient architecture resources to maintain governance and support discovery activities in 2010/2011.
This document defines and describes various architecture artifacts that may be produced during an architecture project. It provides definitions, purposes, creation processes and relationships between artifacts such as the project charter, business context diagram, use cases, conceptual architecture, requirements, logical architectures for applications, information, infrastructure and integration, deployment architectures, technical design and code. The artifacts follow a progression from planning to requirements to design and are key inputs and outputs to one another throughout the architecture delivery process.
The document outlines an Architecture Delivery Process (ADP) that guides the creation of architecture deliverables throughout a project's lifecycle. The ADP defines roles and responsibilities for deliverables, inputs required, and how architecture resources are utilized during projects. It aims to maximize the value of architecture by clearly linking business capabilities to technical solutions and ensuring accountability of architects. The ADP also determines what projects require architect involvement based on an architecture significance assessment.
Table of Contents (TOC) to define Enterprise Architecture roadmaps - process_...Mohan K.
Table of Contents (TOC) to define Enterprise Architecture roadmaps. This includes overview of Architecture Roadmaps, Table of Content (TOC) and context setting. Information technology strategy realization
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
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
Max Poliashenko - Enterprise Product Architectureiasaglobal
Enterprise Product Architecture(EPA) is a new kid on the block that hasn't been established as well nor even well understood by industry analysts, yet it may be crucial for software product companies. EPA combines methods and governance models of EA however directed at customer facing solution or software products which gives it a distinctly different set of concerns and techniques.
The document discusses the role of the Chief Architect at ALU and outlines an operating model for business and IT architecture. Key points:
- The Chief Architect will implement an Enterprise Architecture Governance program to improve oversight, planning, prioritization and linkage of execution to strategy.
- The Chief Architect plays a critical role in pre-execution activities like translating business capabilities to IT strategy and delivering high-level solutions.
- Funding is needed to support sufficient architecture resources to maintain governance and support discovery activities in 2010/2011.
This document defines and describes various architecture artifacts that may be produced during an architecture project. It provides definitions, purposes, creation processes and relationships between artifacts such as the project charter, business context diagram, use cases, conceptual architecture, requirements, logical architectures for applications, information, infrastructure and integration, deployment architectures, technical design and code. The artifacts follow a progression from planning to requirements to design and are key inputs and outputs to one another throughout the architecture delivery process.
The document outlines an Architecture Delivery Process (ADP) that guides the creation of architecture deliverables throughout a project's lifecycle. The ADP defines roles and responsibilities for deliverables, inputs required, and how architecture resources are utilized during projects. It aims to maximize the value of architecture by clearly linking business capabilities to technical solutions and ensuring accountability of architects. The ADP also determines what projects require architect involvement based on an architecture significance assessment.
Table of Contents (TOC) to define Enterprise Architecture roadmaps - process_...Mohan K.
Table of Contents (TOC) to define Enterprise Architecture roadmaps. This includes overview of Architecture Roadmaps, Table of Content (TOC) and context setting. Information technology strategy realization
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
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
Max Poliashenko - Enterprise Product Architectureiasaglobal
Enterprise Product Architecture(EPA) is a new kid on the block that hasn't been established as well nor even well understood by industry analysts, yet it may be crucial for software product companies. EPA combines methods and governance models of EA however directed at customer facing solution or software products which gives it a distinctly different set of concerns and techniques.
This document discusses the relationship between enterprise architecture (EA) and project and portfolio management (PPM). It argues that EA and PPM have different but complementary perspectives in helping an organization translate strategy into realized value through portfolios and projects. The document provides examples of how EA and PPM can collaborate more effectively by having EA guide the enterprise towards its target state while PPM drives the enterprise strategically forward. It also provides a sample collaboration model where EA and the project manager work together on project architecture.
Architecture Series 5-1 EA As Corporate Strategy IntroductionFrankie Hsiang
This document provides an introduction to enterprise architecture as a corporate strategy. It defines enterprise architecture and common frameworks such as TOGAF and Zachman. It discusses the importance of aligning the business operating model, IT engagement model, and IT architecture definition to create optimized business results. The document also outlines stages of architecture maturity and strategies for implementing an enterprise architecture program and service-oriented architecture.
A Summary of TOGAF's Architecture Capability FrameworkPaul Sullivan
The document discusses the Architecture Capability Framework (ACF) in TOGAF. It provides guidance on establishing an architecture capability using the ADM process. Key aspects of ACF include defining organizational structures, processes, roles and responsibilities to support architecture. It also discusses using architecture maturity models to assess capability, an architecture skills framework, and an architecture governance framework. The governance framework provides guidance on setting up an architecture board and compliance strategy to ensure alignment with enterprise architecture.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
The document discusses adapting the TOGAF enterprise architecture framework to have whole-enterprise scope rather than just focusing on IT. It proposes a stepped maturity model with 7 "stepping stones" to gradually expand the architecture's coverage. Each step builds on the previous to ultimately integrate all of an organization's business, people, information, and physical assets. The steps are described as preparing foundations, building an enterprise overview, rationalizing existing systems, guiding strategic change, designing for real-world constraints, and pulling everything together into a service-oriented enterprise.
Nilotpal Das analyzes a case of TOGAF implementation and explains the basics of enterprise architecture, including the details of the framework and standards set by The Open Group. He discusses various aspects of implementing these principles – including governance, compliance, and capability assessments.
IT Strategic Capabilities - Mary StaceyMary Stacey
The document discusses aligning IT strategic capabilities with business strategy. It describes working with an IT leadership team to develop a framework to evolve capabilities at three levels: business strategy, service delivery, and people development. The strategy, process, and outcomes of the engagement are then outlined.
Very useful set of TOGAF-related diagrams from the Orbus Software.
TOGAF®9.1 is an Architecture Framework which has been developed by the Open Group to provide the methods and tools
for assisting in the acceptance, production, use and maintenance of an Enterprise Architecture.
Adam boczek 2015 agile architecture in 10 steps v1.0iasaglobal
This document outlines a 10 step process for developing agile architecture. It begins by discussing how innovation drives business and the need for supporting IT architecture. The 10 steps include: identifying business domains; creating a business entity model; defining a ubiquitous language; defining an initial process architecture; modeling core business processes; defining vertical requirements; defining bounded contexts; creating a BD/QA relevancy matrix; defining solution strategies; and defining building blocks. The goal is to develop an architecture that reduces risks, supports business agility, and focuses on simplicity through transparency, abstractions and partitioning.
Iasa Architect responsibilities in the cloudiasaglobal
Cloud platforms drive marketing campaigns that offer to simplify the hardest challenges of information technology. From resilience to scalability, disaster recovery to management, the cloud platforms offer to take the challenge off of the table forever! It can be easy to ?buy in? to the platform. Too often, we find out later that our responsibility as architects cannot ?end at the door? to the provider, that there are provisos and implementation considerations we discover ? often after the provider falls down.
Essentials of enterprise architecture toolsiasaglobal
Enterprise architecture tools help organizations transform by capturing essential business and IT information. The tools must:
1. Include repositories for business, information, technology, and solutions viewpoints and their relationships.
2. Support modeling, decision analysis, visualization, and administration capabilities.
3. Integrate with project and portfolio management to ensure investments align with business strategy and vision.
The document discusses how enterprise architecture tools can help organizations address challenges like aligning supply and demand, integrating business and IT strategies, and executing business strategies. It outlines requisites for tools to support business strategy modeling, domain modeling, process modeling, and governance. Overall, the document argues that enterprise architecture tools are necessary to drive organizational change and
Enterprise Architecture .vs. Collection of Architectures in EnterpriseYan Zhao
The document discusses the differences between enterprise architecture (EA) and a collection of architectures in an enterprise. It argues that EA requires a top-down guidance framework to ensure the various architectures developed across an organization are coordinated and aligned. The key elements of an effective EA framework include a target vision, principles, governance, reference architectures, development approaches, and an evolution roadmap. The document also outlines the focus areas in each phase of the TOGAF architecture development method to help ensure successful adoption of EA in initiatives, programs and projects. Effective EA requires balancing top-down guidance with bottom-up flexibility for organic growth.
TOGAF - a teaser for our traning courseLars Lundgren
Level 1
Provide validation that the Candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9.1, and understands the core principles of Enterprise Architecture and TOGAF.
Level 2
Provide validation that in addition to the knowledge and comprehension of Level 1, the Candidate is able to analyze and apply this knowledge. The learning objectives at this level focus on application and analysis, in addition to knowledge and comprehension.
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
An intro to building an architecture repository meta model and modeling frame...wweinmeyer79
This document discusses building an architecture repository meta-model and modeling framework. It describes how a modeling framework consists of a stakeholder framework, viewpoint framework, and modeling standards to ensure models are organized, consistent and address stakeholder concerns. It explains how well-formed models that comply with the modeling framework and meta-model can be imported into a repository database to generate analytics and insights. The meta-model defines the schema for the repository database.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
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.
This document discusses architecture and governance for a UC Office of the President SharePoint implementation. It describes two governing tracks - a Governance Board and Information Architecture Team. The Governance Board is responsible for meeting goals, while the Information Architecture Team implements approved features and keeps deployment on track. It also outlines roles for an executive sponsor, business owners, administrators and users to define responsibilities and manage the environment. Finally, it discusses developing policies, processes, technologies and deployment strategies to ensure success.
SAP Business Planning and Consolidation 10.1, version for SAP NetWeaver, provides a unified planning suite to address a wide range of business issues. Now fully supported by the SAP BW on HANA platform, BPC 10.1 provides deeper integration with SAP NetWeaver and can leverage the platform's Integrated Planning (IP) and Planning Applications Kit (PAK) framework. The introduction of SAP Cloud for Planning builds upon this by offering the ability to roll out a public cloud planning application to strategic business units that can plug into the central BPC Plan.
When a company invests in ITIL, very often Architecture is not much involved: this is a mistake because there is much overlap, and Architecture can end up side-lined by the ITIL juggernaut. But there are a lot of benefits Architecture can bring to an ITIL-oriented organization.
This slide deck goes a step or two further than the white-papers out there I've found to date in providing some concrete guidance on how to actually integrate Architecture activities into ITIL. The deck uses TOGAF as the reference framework, but the concepts can be applied to any modern Architecture practice, since the discussion focuses on the types of deliverables and activities, which analogously exist in most frameworks.
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
The document discusses enterprise architecture management (EAM). It covers the need for EAM to integrate new technologies into existing IT architectures and realize innovation processes. The document also discusses establishing governance, processes, roles, models and tools for effective EAM. It emphasizes that mature EAM allows for rapid integration of new technologies and business model innovation.
eCIO PPT Roles for a SAP and Systems Integration ProjectDavid Niles
The document outlines the roles and responsibilities of an IT Project Management Office (PMO) for a large Systems Integration project using the ASAP (Accelerated SAP) methodology. It describes the six phases of the ASAP methodology and provides details on deliverables, milestones, and objectives for each phase. It also defines the roles of various project managers, administrators, and SAP specialists involved in the project and how they would be organized and report within the proposed PMO structure.
This document discusses the relationship between enterprise architecture (EA) and project and portfolio management (PPM). It argues that EA and PPM have different but complementary perspectives in helping an organization translate strategy into realized value through portfolios and projects. The document provides examples of how EA and PPM can collaborate more effectively by having EA guide the enterprise towards its target state while PPM drives the enterprise strategically forward. It also provides a sample collaboration model where EA and the project manager work together on project architecture.
Architecture Series 5-1 EA As Corporate Strategy IntroductionFrankie Hsiang
This document provides an introduction to enterprise architecture as a corporate strategy. It defines enterprise architecture and common frameworks such as TOGAF and Zachman. It discusses the importance of aligning the business operating model, IT engagement model, and IT architecture definition to create optimized business results. The document also outlines stages of architecture maturity and strategies for implementing an enterprise architecture program and service-oriented architecture.
A Summary of TOGAF's Architecture Capability FrameworkPaul Sullivan
The document discusses the Architecture Capability Framework (ACF) in TOGAF. It provides guidance on establishing an architecture capability using the ADM process. Key aspects of ACF include defining organizational structures, processes, roles and responsibilities to support architecture. It also discusses using architecture maturity models to assess capability, an architecture skills framework, and an architecture governance framework. The governance framework provides guidance on setting up an architecture board and compliance strategy to ensure alignment with enterprise architecture.
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
The document discusses adapting the TOGAF enterprise architecture framework to have whole-enterprise scope rather than just focusing on IT. It proposes a stepped maturity model with 7 "stepping stones" to gradually expand the architecture's coverage. Each step builds on the previous to ultimately integrate all of an organization's business, people, information, and physical assets. The steps are described as preparing foundations, building an enterprise overview, rationalizing existing systems, guiding strategic change, designing for real-world constraints, and pulling everything together into a service-oriented enterprise.
Nilotpal Das analyzes a case of TOGAF implementation and explains the basics of enterprise architecture, including the details of the framework and standards set by The Open Group. He discusses various aspects of implementing these principles – including governance, compliance, and capability assessments.
IT Strategic Capabilities - Mary StaceyMary Stacey
The document discusses aligning IT strategic capabilities with business strategy. It describes working with an IT leadership team to develop a framework to evolve capabilities at three levels: business strategy, service delivery, and people development. The strategy, process, and outcomes of the engagement are then outlined.
Very useful set of TOGAF-related diagrams from the Orbus Software.
TOGAF®9.1 is an Architecture Framework which has been developed by the Open Group to provide the methods and tools
for assisting in the acceptance, production, use and maintenance of an Enterprise Architecture.
Adam boczek 2015 agile architecture in 10 steps v1.0iasaglobal
This document outlines a 10 step process for developing agile architecture. It begins by discussing how innovation drives business and the need for supporting IT architecture. The 10 steps include: identifying business domains; creating a business entity model; defining a ubiquitous language; defining an initial process architecture; modeling core business processes; defining vertical requirements; defining bounded contexts; creating a BD/QA relevancy matrix; defining solution strategies; and defining building blocks. The goal is to develop an architecture that reduces risks, supports business agility, and focuses on simplicity through transparency, abstractions and partitioning.
Iasa Architect responsibilities in the cloudiasaglobal
Cloud platforms drive marketing campaigns that offer to simplify the hardest challenges of information technology. From resilience to scalability, disaster recovery to management, the cloud platforms offer to take the challenge off of the table forever! It can be easy to ?buy in? to the platform. Too often, we find out later that our responsibility as architects cannot ?end at the door? to the provider, that there are provisos and implementation considerations we discover ? often after the provider falls down.
Essentials of enterprise architecture toolsiasaglobal
Enterprise architecture tools help organizations transform by capturing essential business and IT information. The tools must:
1. Include repositories for business, information, technology, and solutions viewpoints and their relationships.
2. Support modeling, decision analysis, visualization, and administration capabilities.
3. Integrate with project and portfolio management to ensure investments align with business strategy and vision.
The document discusses how enterprise architecture tools can help organizations address challenges like aligning supply and demand, integrating business and IT strategies, and executing business strategies. It outlines requisites for tools to support business strategy modeling, domain modeling, process modeling, and governance. Overall, the document argues that enterprise architecture tools are necessary to drive organizational change and
Enterprise Architecture .vs. Collection of Architectures in EnterpriseYan Zhao
The document discusses the differences between enterprise architecture (EA) and a collection of architectures in an enterprise. It argues that EA requires a top-down guidance framework to ensure the various architectures developed across an organization are coordinated and aligned. The key elements of an effective EA framework include a target vision, principles, governance, reference architectures, development approaches, and an evolution roadmap. The document also outlines the focus areas in each phase of the TOGAF architecture development method to help ensure successful adoption of EA in initiatives, programs and projects. Effective EA requires balancing top-down guidance with bottom-up flexibility for organic growth.
TOGAF - a teaser for our traning courseLars Lundgren
Level 1
Provide validation that the Candidate has gained knowledge of the terminology, structure, and basic concepts of TOGAF 9.1, and understands the core principles of Enterprise Architecture and TOGAF.
Level 2
Provide validation that in addition to the knowledge and comprehension of Level 1, the Candidate is able to analyze and apply this knowledge. The learning objectives at this level focus on application and analysis, in addition to knowledge and comprehension.
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
An intro to building an architecture repository meta model and modeling frame...wweinmeyer79
This document discusses building an architecture repository meta-model and modeling framework. It describes how a modeling framework consists of a stakeholder framework, viewpoint framework, and modeling standards to ensure models are organized, consistent and address stakeholder concerns. It explains how well-formed models that comply with the modeling framework and meta-model can be imported into a repository database to generate analytics and insights. The meta-model defines the schema for the repository database.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
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.
This document discusses architecture and governance for a UC Office of the President SharePoint implementation. It describes two governing tracks - a Governance Board and Information Architecture Team. The Governance Board is responsible for meeting goals, while the Information Architecture Team implements approved features and keeps deployment on track. It also outlines roles for an executive sponsor, business owners, administrators and users to define responsibilities and manage the environment. Finally, it discusses developing policies, processes, technologies and deployment strategies to ensure success.
SAP Business Planning and Consolidation 10.1, version for SAP NetWeaver, provides a unified planning suite to address a wide range of business issues. Now fully supported by the SAP BW on HANA platform, BPC 10.1 provides deeper integration with SAP NetWeaver and can leverage the platform's Integrated Planning (IP) and Planning Applications Kit (PAK) framework. The introduction of SAP Cloud for Planning builds upon this by offering the ability to roll out a public cloud planning application to strategic business units that can plug into the central BPC Plan.
When a company invests in ITIL, very often Architecture is not much involved: this is a mistake because there is much overlap, and Architecture can end up side-lined by the ITIL juggernaut. But there are a lot of benefits Architecture can bring to an ITIL-oriented organization.
This slide deck goes a step or two further than the white-papers out there I've found to date in providing some concrete guidance on how to actually integrate Architecture activities into ITIL. The deck uses TOGAF as the reference framework, but the concepts can be applied to any modern Architecture practice, since the discussion focuses on the types of deliverables and activities, which analogously exist in most frameworks.
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
The document discusses enterprise architecture management (EAM). It covers the need for EAM to integrate new technologies into existing IT architectures and realize innovation processes. The document also discusses establishing governance, processes, roles, models and tools for effective EAM. It emphasizes that mature EAM allows for rapid integration of new technologies and business model innovation.
eCIO PPT Roles for a SAP and Systems Integration ProjectDavid Niles
The document outlines the roles and responsibilities of an IT Project Management Office (PMO) for a large Systems Integration project using the ASAP (Accelerated SAP) methodology. It describes the six phases of the ASAP methodology and provides details on deliverables, milestones, and objectives for each phase. It also defines the roles of various project managers, administrators, and SAP specialists involved in the project and how they would be organized and report within the proposed PMO structure.
This document proposes an implementation of SAP BusinessObjects Planning & Consolidation (BPC) software for financial reporting, planning, and forecasting. It outlines Kogent's implementation approach including project initiation, business alignment, solution design, configuration, implementation, and transition. It introduces the project team and timeline, and provides estimated professional fees for a two-phase implementation focused on lease planning/reporting and financial reporting enhancements.
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
An integrated approach to project management, business analysis, solution architecture, and portfolio management is needed to ensure projects deliver business value. Treating these disciplines as isolated silos risks project failure from solutions not meeting requirements or business needs. The key is understanding what the business wants (requirements), what it will get (designed solution), prioritizing projects, and proper implementation through all phases of the solution lifecycle.
This presentation provides an introduction to project structures in SAP Project Systems. It discusses how projects can be structured using work breakdown structures (WBS) and networks/activities. It then provides details on creating a WBS, including defining WBS elements and using templates. It also covers the use of system and user statuses to control the stages of a project.
Advisory presentation for ERP project planning. Focus on;
Business planning and change process
Business Process analysis
Business Transformation plan
Project Frameworks and ERP projects models
Comparison between project frameworks and ERP project models.
Architecting the Enterprise (in a SAFe Context)Mikkel Brahm
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.
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
This document provides an overview of business architecture and blueprinting. It discusses how blueprinting can be used to model business capabilities in order to analyze opportunities for optimization and efficiency. Blueprinting groups activities into discrete capabilities and provides multiple views of the enterprise. This exposes where strategies may be competing or complimentary. The document also provides an example of how blueprinting can be overlaid with an application portfolio to identify gaps, duplications, deficiencies, and opportunities to implement new technologies.
This document outlines an Enterprise Architecture Governance Strategy (EAGS) framework and approach for implementing transparent governance at Alcatel-Lucent US. It defines two instruments: 1) A flexible EAGS framework consisting of leadership, organization, investment, processes, policies, measurements and tools. 2) A Business Enterprise Architecture Governance Program (BEAGP) group to execute the EAGS. The BEAGP approach defines governance roles and responsibilities, integration with project teams, oversight processes, reporting, and a phased rollout plan starting with mobilization projects. The goal is to ensure alignment with strategic goals through governance of projects, management of architecture standards and issues, and reporting on effectiveness.
Vijay Bhandari has over 20 years of experience in technology consulting, IT strategy, program management, presales, and technical roles. He has worked with many large multinational companies across multiple industries. Currently he works as an Enterprise Portfolio Architect, providing services such as enterprise architecture consulting, solution design, transformation roadmaps, and service delivery optimization. He has expertise in areas such as IT strategy, governance, portfolio management, and business/IT alignment.
Best practices for reconciling Architecture roadmaps across domainsMohan K.
Enterprise Architecture roadmap definition and review process.
Best practices on reconciling Architecture Architecture roadmaps across domains. This includes review of Architecture roadmaps across functional and architecture domains (BDAT).
Best practices for aligning Enterprise Architecture (EA) roadmaps with Architecture governance and technology management.
Sharath Sri Karan is a Project Manager with over 15 years of experience managing complex projects globally. He is PMP certified and has led teams of up to 70 engineers. Currently he works at Schneider Electric as a Global Relays Project Manager, where he has captured cost savings of 10-30% on projects through reengineering and negotiations. Previously he worked at LiveScribe and LKT Automation, where he improved processes and profitability. He has expertise in project management, strategic planning, PMO management, risk management, and more.
This document outlines common mistakes in DIY real estate projects and provides guidance on proper strategic planning and project management. It recommends establishing clear business objectives, developing a business case and impact analysis, and using a 5-phase project management framework. A steering committee should evaluate the need for initiatives to ensure they align with organizational goals in a cost-effective manner before approving implementation. Centralized project management following standard methodologies can help complete projects on time and on budget.
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
Startup Program Management Playbook (v1) - Pls check for v2Becky Flint
This document discusses program management for startups and scaling companies. It provides an overview of how program management can help with strategic planning, portfolio management, and project execution. It then describes the specific processes and tools used by the author to implement program management, including standardizing a product development lifecycle, configuring tools like Jira and Confluence, and implementing cadences and artifacts to track progress and resources.
Presentation - Scope and Schedule Management of Business Analytics ProjectSharad Srivastava
This document summarizes the scope and schedule management of a business analytics project at a university. The project involves installing Oracle's EPM and OBIEE software to create a data warehouse and business intelligence system. Key aspects of the project include:
1) Defining the project scope to extract data from existing systems using ETL, create proof of concepts using delivered data marts, and demonstrate reporting and dashboards.
2) Developing a work breakdown structure and function point analysis to plan and track the work.
3) Implementing the project in three phases with deliverables, milestones, and quality standards to verify scope.
4) Establishing a change control process where only designated leads can request
Similar to CMAD Group Workbook 4 Op Model Interim (20)
The document describes a new hull design called SLICE that allows small ships to operate at high speeds in rough seas. SLICE builds on previous SWATH (Small Waterplane Area Twin Hull) designs by further reducing the waterplane area and shortening the hull length. This allows SLICE vessels to maintain high speeds in larger waves compared to conventional monohulls or catamarans. Testing of a SLICE prototype demonstrated its ability to operate at over 30 knots while producing very low wake wash, using 20-35% less power than comparable designs. The document outlines potential military and commercial applications for SLICE ships.
This document discusses SOA (Service Oriented Architecture) concepts including:
1) An overview of an SOA stack and vision for transitioning from current to target state by leveraging brownfield development and a blend of architectures.
2) Domains of SOA including business strategy, architecture, projects/applications, and organization/governance with considerations like organization structure and skills.
3) Best practices for building services including ensuring the right granularity and managing costs through infrastructure investment and leverage.
This document defines roles and responsibilities for enterprise architecture delivery. It provides a responsibility matrix that outlines which roles are responsible for approving, performing, or supporting various architecture artifacts during the requirements analysis, design, and construction phases. Key roles include business sponsor, business SME, business analyst, enterprise architect, lead architect, application architect, and more.
The document is a Request for Offer from the California Department of Health Care Services for a Senior Data Architect contractor to support the Health Benefits Exchange Project. The contractor will establish an enterprise data architecture and data model for the department and help plan the implementation of the state's health exchange required by the Affordable Care Act. The period of performance is 12 months for a cost not to exceed $#######. The contractor will develop data models and strategies to integrate health data from various state agencies and systems.
The HealthCare.gov website rollout failed comprehensively due to significant technical issues. The project was extremely complex and ambitious, involving over 50 contractors led by CGI Federal to develop the key Federally Facilitated Marketplace system on an aggressive schedule. Poor project management, insufficient testing, and system integration errors led to serious performance problems at launch, frustrating millions of users. Investigations into what went wrong identified deficiencies in requirements management, cost controls, scheduling, and architectural design as contributing factors in the failure.
This document presents a high-level data warehouse, business intelligence, and reporting strategy for CDCR. It defines key terms, lists references and sources of information, and scopes the project. The strategy will define a lifecycle for a DW implementation, leverage industry best practices, and align with CDCR's existing systems and strategic needs over three phases. It seeks to improve data quality, governance, and performance metrics for decision making.
CMAD Group Workbook 2 Sustainable DevelopmentAlexander Doré
This document provides an overview of the Natural Step (TNS) framework for achieving sustainability. It discusses:
1. The core argument is for transforming IT practices into a more efficient, cyclical, and sustainability-oriented approach.
2. The TNS framework defines sustainability using four principles and provides tools for organizations to plan from a sustainable future state.
3. The five levels of the TNS framework guide understanding the current unsustainable system, defining success as sustainability, and developing strategies through backcasting from sustainability principles.
This document outlines the high-level vision for mobilizing architecture services at an organization. It discusses establishing business enterprise architecture governance to provide transparency and governance. The vision is to create unified models for sustainability, operations, and service-oriented architecture to drive value-chain enrichment and quality service through transparency and governance.
This document is a 264-page Request for Proposal (RFP) from the Nevada Department of Motor Vehicles (NV DMV) seeking proposals to modernize its aging client server application system. The goals are to provide better customer service, reduce transaction times, increase speed of new services, enhance security, and reduce system backlog. The RFP provides directives for project timelines between 2016-2020, administering agency, desired integrated solution, risk management, security requirements, and transformation of enterprise services, finance, and customer relations/business processes.
DMV_SMRFP_IT RFP Development Form_Master_02-06-l5 V 1.0 AD FinalAlexander Doré
This section provides an overview of the Nevada Department of Motor Vehicles' (DMV) project to modernize its IT systems. Key details include:
- The project aims to replace manual processes with automated workflows to optimize business requirements.
- Responses must propose reducing or eliminating manual record keeping where possible.
- The transition period is expected to occur from FY2016 to FY2021.
- The project seeks to deploy fully automated and consolidated transparent citizen services while meeting high security standards.
This proposal from MetaVista Consulting Group responds to RFO #10-014-ITS for information technology consulting services to develop an enterprise data warehouse for the California Prison Health Care Services. MetaVista understands the importance of the data warehouse project for improving inmate healthcare. Their proposed team has expertise in data warehousing, business intelligence, and related skills. MetaVista believes their solution and approach will meet CDCR's requirements and provide the best value. They are eager to assist CDCR with this important project. The proposal includes MetaVista's methodology, approach, deliverables, expertise, references, and resumes of team members.
MetaVista Proposal HBE-DA-2011-01 Vol I FinalAlexander Doré
The document is a proposal from MetaVista Consulting Group submitted in response to a request for offers from the California Department of Health Care Services for a Senior Data Architect. It outlines MetaVista's understanding of the required tasks and proposes how their candidate would organize the work into three task groups: 1) data architecture, modeling and documentation; 2) business analysis and stakeholder requirements; and 3) project management and coordination. MetaVista believes their candidate is well-qualified and that their approach would meet or exceed the requirements at a competitive cost.
Alex Dore worked for Bill Clifford at Navatek in Honolulu, Hawaii from 1994 to 1995 as the Marine Group Comptroller. In this role, Alex took on additional responsibilities including cost engineering, site inspections, labor relations, and developing software tools to improve bid analysis and cash management. Clifford highly recommends Alex, stating that he was always promoting teamwork, finding solutions to problems, and making improvements. Clifford is confident that Alex will continue to serve SAIC with duty, fidelity, and trust.
1. 11
Workbook 4Workbook 1
Authored by:
Alexander Doré
August 14, 2010
Workbook 4
Architecture Services Mobilization
Operational Model - Delivery
Business Architecture Program
Business Enterprise Architecture Governance (BEAG)
Confidential
C-MAD Group Inc
Computer Science & Engineering Architecture Consulting Services
2. 22
Chief Architect Objectives
• Implement a sustainable Business Enterprise Architecture
Governance Program (BEAGP) within current and evolving
organizational end-to-end Project delivery
• Build SOA Governance and Unified Operating Models [UOM]
• Discuss recommendations to complete the end-to-end Project
delivery together with SOA Unified Operating Models, “tying-together”
the IT Strategy & Vision (ITSV) together with a new Business
Enterprise Architecture Governance Program (BEAGP)
• Review strategic, tactical and operational recommendations to
institutionalize a cohesive blending of IT Strategy & Vision together
with Business Enterprise Architecture Governance Program using
Pilot Programs and Simulations
3. 33
IT Strategy &
Vision
Enabling End-to-end Delivery Model Traceability
Program Management [PMO]
Portfolio
Management
Initiative
Planning
Discovery
Detailed
Req’s
Detailed
Design
Dev. Testing Implemen-
tation
Strategic
Planning
Business
Architecture
Business
Strategy
Business
Capabilities
BEAGP
Vision
SP/BI’s ROI
Solutions
Req’s
Detail
Design Code Test
Business Architecture currently
being defined
Strongly Recommend institutionalizing the Business Enterprise Architecture Governance
Program to ensure ongoing alignment with current IT Strategy & Vision processes
Business Enterprise Architecture Governance (BEAGP)
BEAGP processes, structure,s and roles will
constantly be proposed, including
recommending on-going Pilot Simulations
BEAGP Vision is a process constantly being
refreshed. Goal is to institutionalize this
capability in all BEAGP process, tools, roles,
etc.
• E1 Piloting Discovery and reviewing User Acceptance Testing (UAT) process, organization and artifacts
• E2 Lean ITIL reviewing full SDLC starting at Technical Requirements
• QA SDLC Definition driving E1 and E2 recommendations into Unified Process Method Composer
• QA User Acceptance Testing (UAT) focused on testing improvements
4. 44
Business Needs Drive End-to-End Process Update
! Establish Strategic business goals and objectives (e.g. Sustainability,
Growth, Health Wellness, Excellence @ Day-to-Day)
! Define macro investments and critical dependencies based on macro
business strategy, that feed capability definition in business architecture and
other downstream activities (e.g. Solution Shaping)
! Decompose business goals and objectives into actionable business
capabilities (i.e. Speed to market, 360 view of customer) with guidance from
BEAGP Vision)
Planning Refinement and Execution
1
2
3
Strategy
! As solutions are refined into
detailed design and then
implemented, Architecture
Governance provides
! A vehicle for stewarding the vision
in downstream delivery and
managing departures from the
vision
! A feedback on what is actually
being delivered against the vision
4
BEAGP Strategy provides the linkage to IT Strategy & Vision, and ensures target
organization is a key input to Planning and Execution activities
IT Strategy &
Vision
Program Management [PMO]
Portfolio
Management
Initiative
Planning
Discovery
Detailed
Req’s
Detailed
Design
Dev. Testing Implemen-
tation
Strategic
Planning
Business
Architecture
Business
Strategy
Business
Capabilities
BEAGP
Vision
SP/BI’s ROI
Solutions
Req’s
Detail
Design Code Test
Business Enterprise Architecture Governance Program (BEAGP)
1
2
3
4 4 4 4 4
5. 55
External and Internal Forces Drive Change
• External & internal forces, coupled with complex execution dependencies,
will accelerate and amplify the need to periodically update the vision.
Internal Forces
• Acquisitions & divestitures
• Development of strategies within BUs
• Resource constraints
External Forces
• Macro-economic conditions
• Competitor actions/non-traditional entrants
• Regulatory Reform
Execution Dependencies
• Complex implementation and execution creates ongoing shifts in timelines and dependencies
that require close coordination
Strategy & Vision Benefits
IT Strategy &
Vision
BEAGP
Vision
BEAGP vision delivers key benefits
• Help align business constituents around key business capabilities
• Focuses efforts to define future spending
• Aligns resources and capacity around top priorities and winnable battles
6. 66
Business Needs Assesses Costs & Define Dependencies
IT Strategy &
Vision
BEAGP
Vision
Strategy & Vision Process
Vision Refresh
Triggers
• Changes in Business
Strategy (Enterprise and/
or BUs)
• Mergers & Acquisitions
• Delivery of major
milestones in programs
• Operational Imperatives
• Cost Management
• Regulatory
Compliance
Strategic
Objectives
BU
Strategies
Initiatives
Discovery
Estimates
Planned Efforts
• Prioritization
• Critical path
• Funding
Vision
Analysis
BEAGP
Vision
Timing
Dependencies
Cost Impacts
Capabilities
Business
Solution
Shaping
Delivery
Planning
1 2
2
2
2
2
3 4
5
5
5
6
6
! Business and
Operational drivers
provide an ongoing
need to perform rolling
refreshes of the
BEAGP vision
1 ! BEAGP vision
process uses
strategic plans,
initiative ideas,
planning estimates,
and in-flight efforts
as inputs
2 ! Prioritization, dependency, and
cost analysis are iterated to
define the BEAGP vision
! BEAGP vision is composed of
business capabilities, timing and
sequencing of changes, and an
investment forecast
3
4
! BEAGP capabilities
drive Business,
Solution Shaping, and
Detailed Design
! Timing, Dependencies
and Cost Impacts drive
Planning and Delivery
5
6
Sprints
Sprints
7. 77
Transition
• Straw-man BEAGP vision frameworks and models (including
economic) need to be developed as part of the latest refresh that can
be used to maintain vision going forward:
– Activities must be performed by Enterprise Architects who also have
delivery responsibilities to ensure the BEAGP vision is feasible and is
updated with insights developed in implementation
– Maintenance of BEAGP will require 10-20% of an Business Enterprise
Architect’s time.
– Current headcount does not provide the capacity to support vision refreshes
in addition to solution shaping, blueprints, and PMO project architecture
efforts
– Recommend pulling forward High $ investments from PMO to fund an
additionally needed resources on an annual basis to provide the
architecture capacity needed to maintain the BEAGP vision on an ongoing
basis
IT Strategy &
Vision
BEAGP
Vision
Strategy & Vision Transition and Roles
8. 88
• BEAGP is projected to increase delivery process improvements but will take time to
reach full effectiveness”
– “X” projects will require “Discovery like” activities in years to come.
– Other delivery process improvements will take time to roll-out across the enterprise
• Architecture Governance must place top resources in position to make key decisions that
ensure the BEAGP vision is actually being delivered as intended
– Aligns capability delivery to strategies
– Improves ROI by focusing IT investment on the right prioritized projects
– Ensures compliance to IT standards and best practices
– Forces explicit decision making so that if exceptions are made, they are elective
Vision Business Enterprise Architecture Governance Benefits
Architecture
Governance
Benefits BEAGP
9. 99
! Solution shaping: Approve
architecture design document
relative to BEAGP vision
6 Key Decision-Points in End State
! BEAGP Vision reviewed for
alignment to strategy and
capabilities
! High level requirements
definition: Provide architecture
recommendation for approval /
denial/modification of investments
! Approve detailed requirements
! Approve detailed design
! Approve testing results
2 3
4
5
6
1
Planning Refinement and ExecutionStrategy
IT Strategy &
Vision
Program Management (PMO)
Portfolio
Management
Initiative
Planning
Discovery
Detailed
Req’s
Detailed
Design
Dev. Testing Implemen-
tation
Strategic
Planning
Business
Architecture
Business
Strategy
Business
Capabilities
BEAGP
Vision
SP/BI’s ROI
Solutions
Req’s
Detail
Design Code Test
Business Enterprise Architecture Governance Program (BEAGP)
1
5 6
2
3
4
Vision Business Enterprise Architecture Governance Process
Architecture
Governance
10. 1010
Multiple-level of Oversight Oversees Envisioned
Architecture Governance Process
Project Governance
Project Business Sponsors
Enterprise, Solution and Architects
! Recommend funding approval
! Approve or reject changes to
future-state architecture
! Resolves exception issues
! Suggest prioritization of
initiatives
! Conducts detailed architecture
delivery work product reviews
for compliance
! Identifies and logs architecture
issues for Level 1 review/
exception
Enterprise Systems and Solution Governance
Business Governance Architecture Governance
Business Process
Operations Council
IT Executive Council
CIO
CTO
Chief Architect
ITIL
Infrastructure
Lead
Steering Committee
ELT, BPOC Council, CTO, CIO (as
needed), Chief Architect
BU Owners, Sponsors,
Stakeholders
Executive Leadership
Team [ELT]
Enterprise Architects
All other Lead Architects
Business
Partners
Enterprise Level
Program Level
Project Level
! Adjudicates on issues that
cannot be resolved by Level 2
governance
! Approves policies, future-state
architecture diagrams and
standards
! Handles exceptions that
cannot be resolved at the
Enterprise Systems and
Solutions governance level
Vision Architecture Governance Structure and Roles
L1
L2
L3
L4
Architecture
Governance
11. 1111
Existing programs [TBD] will not be targeted for architecture governance to minimize disruption to in-
flight efforts already in delivery
Initial focus on “end-to-end” governance for BEAGP
platform consolidation is recommended
Governance
Pilot
Broader Roll
Out to Major
Programs
Review the
“self” segment
during
planning and
the “proactive”
segment
during delivery
Self
governance
propagated to
low level
processes
1 2 3 4
Qa Qb
Detail
Governance
Definition
0
Qc Qd…Qn Year
Scope:
US/Other
Platform
Consolidation
Major Programs
Enterprise
Wide
Adoption
Broad Adoption
Architecture Governance Rollout StrategyArchitecture
Governance
12. 1212
Recommend Strategically funding BEAGP definition & pilot
Architecture Governance Transition and Roles
• Scope of change in BEAGP effort will require architecture governance to
ensure appropriate coordination across systems. BEAGP operating model
estimates will include these activities given complexity
– Ramp up is incorporating Architecture Governance detailed design
activities and will provide funding to launch the pilot.
– CTO Architects (i.e. Enterprise, SOA Services, Information (MDM), etc.)
who understand the BEAGP vision, and have delivery responsibilities,
will be required in architecture governance
• Roll out to other major programs, and eventually the full PMO, will require
that Architecture Governance be included in estimates going forward
– Architecture Governance activities will represent 10% of an Enterprise
Architect Group’s time
– Architecture capacity will need to be actively managed to align with
demand for all architecture activities, including Architecture Governance
– SOA has its own Architecture Governance and must be included
Architecture
Governance
13. 1313
Next Steps
• Identify BEAGP resources/support/funding and PMO economic models
to transition ownership from IT tactical processes currently in place
• Strategically launch Business Enterprise Architecture Governance
Program (BEAGP) in conjunction with platform consolidation efforts