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.
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.
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.
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
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
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.
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]
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.
Enterprise Architecture .vs. Collection of Architectures in EnterpriseYan Zhao
Enterprise Architecture (EA) is becoming popular in most private enterprises these days due to the practical needs in this era of IT, after its noticeable fading in public sectors. At this stage, the lessons learned from public sectors could be very helpful to the EA adoption in both public and private sectors in moving forward.
We noticed that there is still no unified answer regarding to what is EA and what should be in it. It is not rare to see that so called “EA” is to use an EA tool and/or an EA repository to collect all type of “architecture” artifacts inside enterprise. These “architecture” artifacts are developed in different timeframes, cover different level of content details, and are created from different perspectives for different purpose. While a real EA should consist of “architecture” artifacts in concert by planning ahead with a designated purpose for each view. The level of details is good enough to convey intent and to serve the purpose, no more and no less.
This presentation will discuss the differences between enterprise architecture and a collection of architectures in enterprise. It’ll help to clarify the focus in each phase and stage of EA development (e.g. in TOGAF) to ensure successful EA adoptions in solutions, initiatives, programs, and projects.
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.
Many organizations who have not previously used the powerful financial capabilities of Clarity PPM are finding it advantageous to see planned and actual financial status of their projects. Too often companies hesitate taking that first step due to the perceived complexity of setting up and maintaining financial data in Clarity PPM.
This presentation, Clarity PPM Financials Made Easy, will address:
How to set up Clarity PPM Financials at a low cost and high-value structure
Taking advantage of default settings to reduce complexity and maintenance
Advantages of seeing all the relevant data in one place
Use of simple models to get started or use as a Proof of Concept
Optional Clarity PPM Features to enhance the model
The CA Clarity PPM Financials module enables users to see the financial impact of plans and measure performance results against the expectations of those plans. As changes to the plan are made, users can see how those changes will affect the financial outcomes.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
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.
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.
Rego University: Preparing Metrics that Matter, CA PPM (CA Clarity PPM)Rego Consulting
Executives always want to see metrics that help them analyze the work being done within their organization. It is important to show them metrics that they can leverage to drive behavior and increase productivity and success. Learn how to prepare information that is clear and informative. Come find out what is available in CA PPM (CA Clarity PPM), how to automate reporting, available objective and subjective metrics, and how to implement metrics within an organization.
You can find the presentation file here: http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
Understanding the importance of an organization’s vision, mission and strategic objectives are vital, contributing factors to the success of a project.
Project strategic alignment is a method which links an organization's vision, mission, strategic goals and objectives with those of project and program management. Projects are the means by which strategies are executed and enable higher performance.
Learn more about:
» Project Management Institute (PMI)® Talent Triangle
» Business Strategy
» Strategic Planning
» Portfolio Management
» Project Strategic Alignment
» Project Strategic Communication
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
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.
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]
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.
Enterprise Architecture .vs. Collection of Architectures in EnterpriseYan Zhao
Enterprise Architecture (EA) is becoming popular in most private enterprises these days due to the practical needs in this era of IT, after its noticeable fading in public sectors. At this stage, the lessons learned from public sectors could be very helpful to the EA adoption in both public and private sectors in moving forward.
We noticed that there is still no unified answer regarding to what is EA and what should be in it. It is not rare to see that so called “EA” is to use an EA tool and/or an EA repository to collect all type of “architecture” artifacts inside enterprise. These “architecture” artifacts are developed in different timeframes, cover different level of content details, and are created from different perspectives for different purpose. While a real EA should consist of “architecture” artifacts in concert by planning ahead with a designated purpose for each view. The level of details is good enough to convey intent and to serve the purpose, no more and no less.
This presentation will discuss the differences between enterprise architecture and a collection of architectures in enterprise. It’ll help to clarify the focus in each phase and stage of EA development (e.g. in TOGAF) to ensure successful EA adoptions in solutions, initiatives, programs, and projects.
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.
Many organizations who have not previously used the powerful financial capabilities of Clarity PPM are finding it advantageous to see planned and actual financial status of their projects. Too often companies hesitate taking that first step due to the perceived complexity of setting up and maintaining financial data in Clarity PPM.
This presentation, Clarity PPM Financials Made Easy, will address:
How to set up Clarity PPM Financials at a low cost and high-value structure
Taking advantage of default settings to reduce complexity and maintenance
Advantages of seeing all the relevant data in one place
Use of simple models to get started or use as a Proof of Concept
Optional Clarity PPM Features to enhance the model
The CA Clarity PPM Financials module enables users to see the financial impact of plans and measure performance results against the expectations of those plans. As changes to the plan are made, users can see how those changes will affect the financial outcomes.
Capability-based Business Model TransformationIlia Bider
Presentation at Ascendia workshop 2014
Any organization in subject of changes in the environment, or having the desire to improve, needs to change their processes, personnel and their use of resources. Changes, may they be called for by external threats or opportunities or internal strengths or weaknesses, take their departure in an organizations existing capabilities. To support change, there is thus a fundamental need to understand and analyse an organizations capabilities in order to perform changes. In this paper we present an approach to support organizational change by the use of a capability based recursive analysis, and a set of improvement patterns. The recursive analysis is based on resource types, and capability sub-types. We illustrate the approach by using several examples taken from the industry.
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.
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.
Rego University: Preparing Metrics that Matter, CA PPM (CA Clarity PPM)Rego Consulting
Executives always want to see metrics that help them analyze the work being done within their organization. It is important to show them metrics that they can leverage to drive behavior and increase productivity and success. Learn how to prepare information that is clear and informative. Come find out what is available in CA PPM (CA Clarity PPM), how to automate reporting, available objective and subjective metrics, and how to implement metrics within an organization.
You can find the presentation file here: http://regouniversity.com/presentations-14/
Functional Track Training. For more CA PPM training, visit http://regouniversity.com or http://regoconsulting.com and find free solutions at http://www.regoxchange.com/
Resume vivek mohan - Data & Analytics Chief ArchitectVivek Mohan
17 Years of Experience Summary - Vivek Mohan - Data and Analytics, Digital Transformation, Business Intelligence, Data Visualization, Digital Marketing, Campaign management, Customer Journey analytics, Artificial Intelligence, IOT, Big Data etc..
Edgewater Ranzal Consultant Tom Gargas answered the question, "How can organizations define the optimal mix of strategic initiatives with limited time, funding and resources given the constraints in the process?" At the New England Oracle Applications User Group (NEOAUG) 2013Spring Training Conference Day.
Re-Architecting with Agile Delivery featuring Forrester's Randy HeffnerHeadspring
**Watch the live recording of this presentation at http://headspring.com/re-agile **
Software has become critical to business change but as platforms grow obsolete, internal and external customer needs more complex, and multifaceted reporting an expectation, implementing software changes without considering implications to re-architecture initiatives will only lead to costly rebuilds.
In this presentation, guest presenter, Randy Heffner, Vice President and Principal Analyst of Forrester Research, walks through his latest research on how application delivery (as opposed to business change delivery) kills business responsiveness. He focuses on how leading IT organizations combine digital business design models, agile delivery, and architecture governance to drive continuous business transformation.
Following Randy, Headspring’s Executive Vice President of Operations, Glenn Burnside, details three business enterprise case studies in which the “business transformation catalyst” delivery model has taken theory into practice.
What is the Value of Mature Enterprise Architecture TOGAFxavblai
Judith Jones received the Open Group award for Outstanding Contributions to the development of TOGAF 9 at 19th Open Group Enterprise Architecture Practitioners Conference Chicago - July 21-23, 2008. Former CEO of Architecting the Enterprise which has been a member of The Open Group for 6 years, she is personnally involved since 1997. As an active member of The Open Group and she is a major contributor and an editor of TOGAF 7, 8 and 9 as well as leading TOGAF projects for localisation, case studies, ADML, synergy and collaboration projects.
http://www.opengroup.org/member/member-spotlight-jones.htm
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.
New Business Development Proposal - Adding Project Portfolio Management (PPM)...Rolly Perreaux, PMP
This presentation is a New Business Development Proposal targeted to Microsoft Gold Partners considering adding the Project Portfolio Management competency to their consulting services.
Full video can also be viewed at: https://www.youtube.com/watch?v=uLIVzqI5d2Q
Presentation Agenda
- PPM Background
- How Microsoft PPM Works
- Market Analysis
- Value Added to Other Services
- PPM Competition
- What I Can Do For You
- Professional Bio
- Contact Information
1. 11
Workbook 6
Authored by:
Alexander Doré
August 14, 2010
Workbook 5
Architecture Services Mobilization
Operational Model - Deployment & Execution
Business Architecture Program
Business Enterprise Architecture Governance (BEAG)
Confidential
C-MAD Group Inc
Computer Science & Engineering Architecture Consulting Services
2. 22
Chief Architect Role
• Chief Architect implementation of the Business Enterprise Architecture
Governance (BEAG) will enable ALU to achieve greater precision in
implementing oversight, controlling planning and estimating, and prioritizing at
an US Enterprise level, and immediately improving the linkage of tactical
execution to strategy
• Chief Architect plays a critical role in supporting pre-execution gate activities in
addition to providing design support for projects
– Translates business capabilities into IT strategy as part of business architecture
– Delivers high level solutions as part of solution shaping
– Ensures technology solutions align to the guiding IT strategy through execution
• Chief Architect will requisition well estimated and reasonable % of Capital as
needed to fund ALU Business Enterprise Architecture, Solution Shaping, and
Governance activities for 2010/2011
– Funding is crucial to support sufficient architects within the organization to maintain the
ability to grow and deliver to support 2010 discovery activities
– Architecture resources must be in place to support solution shaping as discovery pilots
occur
– Large critical programs like Platform Consolidation risk failure if there is no governance
ensuring alignment to IT strategy
3. 33
ALU DeliveryPlanning & Architecture
Management
Chief Architect Delivers Key Services Across ALU
Enterprise Operating Model
Strategy
• ALU Business Architecture
strategy defined &
maintained as a reflection of
business strategy
• Solutions defined in greater
detail as solution shaping
takes place in discovery
• ALU capabilities delivered over time
Strategic
Planning
Business
Architecture
& Blueprinting
Strategy Planning & Discovery
Portfolio
Management
Initiative
Planning
Project
Discovery &
Planning
Detailed
Req’s
Detailed
Design
Dev. Testing
Implemen-
tation
Refinement & Execution
IT Strategy
Governance
Chief Architect will be required
to provide architectural
governance during solution
shaping and detailed design
Business Architecture
• A team of “X” will deliver IT
strategy and blueprinting in
collaboration with Corporate
Strategy
Enterprise Architects
• A mix of internal and external
resources will provide the
equivalent of “X” architects
over 2010
Application Architects
• Governance activities should represent 20% of architect workload.
Architect headcount needs to be stable
• Project funding will continue to fund application architect
involvement in project design
• IT PMO (PPM)
• Business PMO (PPE)
• Benefit Realization
• Performance and Capacity Management
• IT Vendor Management
• Change Management
• Service Level Management
ALU
Resources
Needed
ALU BEAG
Operating
Model
Chief Architect deliver Solution
Shaping coordinated by BRM’s
Business Architects required to
provide ongoing updates to the
ALU vision as business strategy
and capabilities evolves
4. 44
Funding Discovery Resource Model
Strategy
! Team of “X” needed to
collaborate with Business
Strategy as defined by
Business Architecture
effort currently underway
within Strategy and
Planning
! Cost: $Y.0M
! Resources: X
! Cost: $Z.0M
! Resources: W
Architecture
Significance
< $500K $500K – 1M $1M – 3M $3 – 5M >$5M
Avg Project (mil) $0.250 $0.750 $1.500 $4.000 $6.000
Low $ 0.000 $ 0.001 $ 0.005 $ 0.013 $ 0.040
Medium $ 0.000 $ 0.002 $ 0.010 $ 0.027 $ 0.080
High $ 0.001 $ 0.005 $ 0.010 $ 0.053 $ 0.080
Architecture
Significance
< $500K $500K – 1M $1M – 3M $3 – 5M >$5M
Low 2% 6% 2% 0% 0%
Medium 4% 7% 15% 10% 0%
High 5% 12% 15% 12% 10%
PRE-PROJECT PLANNING ARCHITECTURE DOLLARS PER PROJECT
PERCENTAGE OF 2010 PROJECTS FALLING WITHIN EACH TYPE
Planning & Architecture
! ~X Projects projected for
2010/2011
! ~Y of the X projects will go
through discovery
! Assume a normal spread of
projects in terms of complexity
and cost and estimate
architecture funding needed (see
Example)
! Assume a mix of internal and
external resources. External
resources will be used to help
ramp up headcount and then
transition to a steady state
internal headcount
Resource Calculations
Discovery Full-time Equivalents (FTEs)
2010 Start 2010 End Average Cost
Internal: 0.0 8.40 4.20 840,000.00$
External: 14.0 5.60 9.80 4,410,000.00$
Total: 14.0 14.00 14.00 5,250,000.00$
Control Examples
5. 55
Governance will focus on 11 key decision points
Governance Key Decision Points and Owners
! Capabilities (Strategic
Planning Group)
! ALU vision (CIO/CTO)
! SP/BI owner assigned
(Strategic Planning Group)
! Prioritization (SP/BI owner)
! Business case (BRM)
! High level requirements
(Enterprise Architects)
! Solution shaping (BRM’s)
! Documented POR (EPMO)
! Detailed requirements (Enterprise Architects)
! Detailed design (BRM’s)
! Testing (AD Architects)
Establish ALU business and IT
strategy
ALU Business and IT planning of IT
investments
Development of approved IT solutions
3
4
9
10
112
Strategic
Planning
Business
Architecture
& Blueprinting
Strategy Planning & Discovery
Portfolio
Management
Initiative
Planning
Project
Discovery &
Planning
Detailed
Req’s
Detailed
Design
Dev. Testing
Implemen-
tation
Refinement & Execution
IT Strategy
2
3
4
9 10 11Operating
Model
Decision
Points and
Governance
Owner
Exception Process
1
1
5
6
5
6
7
7
8
8
6. 66
Details of Proposed Business-centric Operating
Model
Legend [Designate]:
R: Responsible
A: Approving Authority
C: Consulted
I: Informed
Legend [Roles]:
EMPO = Executive Management Program Office
ELT = Executive Leadership Team
BRM = Business Resource Management
SP/BI = Strategic Planning/Business Intelligence
PPM = IT PMO
PPE = Business PMO
7. 77
Operating Model: Strategy
Business Strategic Planning
Operational Business
Architecture Blueprinting /
IT Design Delivery & Deployment
IT Strategy
Goals
Org Platform Skills ALU Vision
Capabilities SP/BI Mapping/Creation
Goals
Capabilities
Feasibility
Process
Business
• Strategic goals and objectives defined
• Business Architecture identifies the
business capabilities required to deliver
on strategic goals and objectives
• Business Capabilities and the ALU
Vision are mapped to SP/BI’s as
appropriate
IT
• Strategic IT Org, Platform, and Skill
decisions are made based on needs
identified in the business strategy
• IT capabilities and investments are
identified that deliver on business
capabilities and mapped into a roadmap
that delivers those capabilities over time
1 2
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Operations
Support
Strategy
Detailed
Requirements
Detailed
Design
Development Testing
Implemen -
tation
Refinement & Execution
Detailed
Requirements
Detailed
Design
Development Testing
Implemen -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Feasibility
Responsible:
Corporate Strategy
Responsible:
Strategic Planning Group
Responsible:
CTO
1
2
3
4
3
4
1a 1a
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Operations
Support
Strategy
Detailed
Requirements
Detailed
Design
Development Testing
Implemen -
tation
Refinement & Execution
Detailed
Requirements
Detailed
Design
Development Testing
Implemen -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Strategy
8. 88
Operating Model: Strategy
Business Strategic Planning Operational Business & IT
Architecture Blueprinting
IT Strategy
Goals Org Platform Skills
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Capabilities SP/BI Mapping/Creation
• Goals: defining the strategic
goals of the company
• Capabilities: Strategic goals translated into
actionable business capabilities and metrics
• SP/BI Mapping/Creation: Business capabilities
mapped to SP/BI’s
R A C I
Corporate Strategy X
ELT X
Business Architects X
Strategic Planning X
• Inputs: N/A
• Outputs: Goals
R A C I
Strategic Planning X
Corporate Strategy X
Business Architects X
SP/BI Owners X
BRM X
R A C I
Strategic Planning X
Corporate Strategy X
SP/BI Owners X
BRM X
EMPO X
ALU Vision
• Inputs: Goals
• Outputs: Capabilities
• Inputs: Goals
• Outputs: SP/BI Mapping/Creation
• Org / Platform / Skills: Organizational structure,
strategic platforms and key skills based on strategic
goals and IT objectives
• ALU Vision: High level IT Solutions
R A C I
CTO X
CIO X
Strategic Planning X
BRM X
R A C I
CTO X
ELT X
Strategic Planning X
BRM X
• Inputs: Goals
• Outputs: Org / Platform / Skills
• Inputs: Goals / Capabilities
• Outputs: SP/BI Mapping/Creation
1 2
3
1a
9. 99
Operating Model: Planning &
Discovery
Priorities
Cost, benefit
and time
estimates
Process
Portfolio Management
Project Discovery & Planning
Initiative Planning
Prioritization Documented ROI
Solution Shaping
Business Case
Business
• SP/BI owner assigned if new SP/BI had
been created (Approving Authority:
Strategic Planning Group)
• SP/BI owners commit to an aggregate
cost/benefit for their total portfolio and
prioritize based on funding and
resources (Approving Authority: SP/BI
Owners)
• SP/BI Owners review business cases
coming out of discovery as an input to
portfolio prioritization (Approving
Authority: SP/BI Owner)
• SP/BI portfolio submitted for approval is
reviewed to ensure agreed upon cost/
benefit is being met (Approving
Authority: SP/BI Owner)
IT
• Architecture being developed in solution
shaping is reviewed for alignment to
ALU vision (Approving Authority: CTO)
• Architecture submitted to Council is
reviewed for alignment to ALU vision
(Approving Authority: Ops Council)
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
SP/BI Owner Assigned
Projects
for
approval
2
3
5
4
Initiative Charter
Requirements Definition
1
Handoff from Strategy
SP/BI Mapping/Creation
Capabilities
ALU Vision
Responsible:
SP/BI Owner
BRM
Responsible:
EPMO
Responsible:
BRM
2
1
3
4
5
6
6
Governance Point#
Output
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Planning and Discovery
10. 1010
Portfolio Management Project Discovery & Planning Initiative Planning
Prioritization Documented ROI
Solution ShapingBusiness Case
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Initiative Charter
• Prioritization: Identification and prioritization
of initiative ideas against available funding
and resources
• Business Case: Cost/benefit estimations defined
• Solution Shaping: Solution shaping and
architecture design document
R A C I
SP/BI Owner X X
Strategic Planning X
BRM X
Enterprise Architects X
• Inputs: Capabilities / SP/BI Mapping /
ALU Vision
• Outputs: Priorities
R A C I
BRM X
SP/BI Owner X
Enterprise Architects X
Finance X
PPE X
EMPO X
R A C I
BRM X
CTO X
SP/BI Owner X
EMPO X
• Inputs: Priorities
• Outputs: Business Case
• Inputs: Requirements Definition
• Outputs: Solution Shaping
• Documented: The EPMO brings a defined
project with an approved business case to
the project to Council for approval
R A C I
EPMO X
Council X
BRM X
SP/BI Owner X
Enterprise Architects X
• Inputs: Business Case / Solution Shaping
• Outputs: Documented ROI
• Initiative Charter: Completed charter with
documented initiative design
R A C I
BRM X
SP/BI Owner X
Enterprise Architects X
Initiative Sponsor X
• Inputs: Capabilities / ALU Vision
• Outputs: Initiative Charter (discovery
documents)
• Requirements Definition: High level definition of
requirements
R A C I
BRM X
CTO X
SP/BI Owner X
EMPO X
• Inputs: Priorities / Initiative Charter
• Outputs: Requirements Definition
2
5
4
6
2
4
6
5
Operating Model: Planning &
Discovery
3
Requirements Definition3
11. 1111
Operating Model:
Delivery
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Governance
Business
• Business oversight of costs
and benefits throughout the
refinement and execution
process.
IT
• CTO oversight of architecture
throughout the refinement
and execution process.
• Testing oversight at each
step of the testing process
Detailed
Requirements
Detailed
Design
Developmen
t
Testing Implementa
tion 1-5
1-5
2 3 541
Handoff from
Planning & Discovery
Documented ROI
Solution Shaping
Requirements Definition
Responsible: AD / IM
4
Governance Point#
Output
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Refinement and Execution
12. 1212
Detailed Requirements Detailed Design Development Testing
• Detailed Requirements: Detailed
functional and technical
requirements
• Detailed Design: Detailed
end-to-end solution design
and effort, timing and cost
estimates
R A C I
AD / IM X
PPM X
CTO X
BRM X
SP/BI Owner X
• Inputs: Requirements
Definition / Solution Shaping
• Outputs: Detailed
Requirements
R A C I
AD / IM X
PPM X
CTO X
BRM X
SP/BI Owner X
• Inputs: Detailed
Requirements
• Outputs: Detailed Design
• Development: Solution
construction
R A C I
AD / IM X
PPM X
CTO X
BRM X
SP/BI Owner X
• Inputs: Detailed Design
• Outputs: Development
• Approved Test Results : Test
architectures are created and
used to approve projects for
release
R A C I
QA X
PPM X
AD / IM X
CTO X
BRM X
SP/BI Owner X
• Inputs: Detailed
Design / Development
• Outputs: Approved
test results
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Managem ent
Operations
Support
Strategy
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Detailed
Requirem ents
Detailed
Design
Development Testing
Im plem en -
tation
Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Operating Model: Delivery
13. 1313
Key governance points throughout the operating
model will ensure projects flow through successfully
Governing
Body
Title Title Title
ELT
High level IT solutions reviewed
for alignment to strategy and
capabilities
Corporate Strategy
Capabilities reviewed for alignment
against strategic goals
Strategic Planning Group
If an SP/BI has been created,
an owner is assigned Review if any conflict
Ops Council Final decision on any
remaining conflicts
CTO
SP/BI Owner
Prioritization of projects
against available funding and
resources
BRM
EPMO
PPM (IT PMO)
PPE (Business PMO)
Governance Point Responsibilities
Operational Business & IT
Architecture Blueprinting
Capabilities
IT Strategy
ALU Vision
Portfolio
Management
SP/BI Owner Assigned
Portfolio
Management
Prioritization
First escalation point
Second escalation point
14. 1414
Key governance points throughout the operating
model will ensure projects flow through
successfully
Governing
Body
Title Title
ELT Final decision if conflict
Corporate Strategy
Strategic Planning
Group
Final decision if conflict
Ops Council Final decision if conflict
Approval of projects
CTO Review for alignment
with ALU vision
SP/BI Owner Approve business case
based on pre-
determined metrics
BRM
EPMO
PPM (IT PMO) IT oversight
throughout
process
Check test
results
throughout
testing
PPE (Business PMO) Business
oversight
throughout
process
Governance Point Responsibilities
First escalation point
Second escalation point
Project
Discovery
& Planning
Business Case
Project
Discovery
& Planning
Solution Shaping
Initiative
Planning
Documented ROI
Refinement & Execution Testing
15. 1515
Tying Together:
1). Chief Architect Governance Model
2). Business Operating Model
3). Future Roles and Responsibilities
Model
16. 1616
3 Models - 3 Levels of Detail
Building a Better Alcatel-Lucent
End-to-end Business Operating model, inclusive of
Business and IT, and focused on Discovery
Chief Architect Governance Model
Oriented towards Implementing Business Drivers into IT
Organization; focused on Discovery through Execution
and Enablement
Future State Roles and
Responsibilities Definition
• How do these three models map together?
• How is ALU Business strategy maintained and executed through this cycle?
• What feedback loops need to exist?
• What are the processes needed to allow for this operating model to work (e.g., governance)?
• What are the roles and responsibilities?
• What capabilities and resources are needed to support these efforts?
Key Questions
17. 1717
If not large
project
If large
project
IT-centric Operating Model [typical]
Business Strategy
and Goals
Business Needs
Definition PP3. Initial
Viability
Assessment
RQ1. High-level
Business
Requirements
SS1. Create
Conceptual
Architecture
SS2. Analyze
Conceptual
Architecture
SS3. Create Draft
Solution
Recommendation
SS4. Validate
Solutions with
Enterprise
Architecture
SS5. Validate
Solutions with
Business SMEs
RQ2. High –level
Effort Estimation
RQ2. High-level
Benefit Estimation
RQ2. Project
Charter and
Business Case
Development
PP4. Pre-approve and
Prioritize Projects Based on
Business Case, Cost, and
Preliminary Release Timing
PP5. Validate
Delivery
Feasibility
PP6. Update
Project Charter
and Business
Case
PP7. Operations
Council Approval
(where required)
PP8. Approve
Projects
(Scheduling
Stage Gate )
RQ3. Create
Detailed Business
Functional
Requirements
RQ4. Create
Detailed
Technical / Non-
Functional
Requirements
TS1. Create Test
Strategy
TS2. Create Test
Architecture
SDLC. Detailed
End-to-end
Solution Design
SDLC. Create
Detailed Effort,
Timing, and Cost
Estimate
SDLC. Solution
Construction
TS3. Define Test
Scenarios
TS4. Validate Test
Scenarios
TS5. Create Test
Cases and Test
Scripts
TS6. Prep Test
Environment
TS7. Execute
Tests
TS8. Performance
Tuning
TS10. Install Test
Builds
TS11. Verify /
Approve Test
Results
START
END
Service
Deployed and
Value Realized
Business Ideas, Requests, and Aspirations
TS14. Execute Testing
(selected steps from full
testing cycle)
PP1. Project
Requests
PP2. Business
Needs Definition
Corporate Strategic Planning
Rolling Annual Planning
TS12. Risk
Evaluation
TS13. Determine Scope and
Approach of Testing
TS9. Defect
Management
RM4. Finalize
Enterprise
Release Calendar
and Scope
RM5. Validate
contingency/back-
out plan
RM6. Validate
Release
(including final
code &
configuration
versions)
RM7. Go-No Go
recommendation
RM8. Deploy
Release
RM3 Align to End-
to-End Enterprise
Release Calendar
RM2. Identify
Preliminary
Release
Categorization /
Timing
RM1. Identify
Program Release
Dependencies
SS6. Refine and
Finalize High-
level Solution
Testing
SDLC
Release
Manage-
ment
Solution
Shaping
Require-
ments
Planning
Business
Planning
18. 1818
If not large
project
If large
project
Missing Elements: (1) Business Architecture Strategy,
(2) Architecture Blueprinting, and (3) Portfolio
Management
Business Strategy
and Goals
Business Needs
Definition PP3. Initial
Viability
Assessment
RQ1. High-level
Business
Requirements
SS1. Create
Conceptual
Architecture
SS2. Analyze
Conceptual
Architecture
SS3. Create Draft
Solution
Recommendation
SS4. Validate
Solutions with
Enterprise
Architecture
SS5. Validate
Solutions with
Business SMEs
RQ2. High –level
Effort Estimation
RQ2. High-level
Benefit Estimation
RQ2. Project
Charter and
Business Case
Development
PP4. Pre-approve and
Prioritize Projects Based on
Business Case, Cost, and
Preliminary Release Timing
PP5. Validate
Delivery
Feasibility
PP6. Update
Project Charter
and Business
Case
PP7. Operations
Council Approval
(where required)
PP8. Approve
Projects
(Scheduling
Stage Gate )
RQ3. Create
Detailed Business
Functional
Requirements
RQ4. Create
Detailed
Technical / Non-
Functional
Requirements
TS1. Create Test
Strategy
TS2. Create Test
Architecture
SDLC. Detailed
End-to-end
Solution Design
SDLC. Create
Detailed Effort,
Timing, and Cost
Estimate
SDLC. Solution
Construction
TS3. Define Test
Scenarios
TS4. Validate Test
Scenarios
TS5. Create Test
Cases and Test
Scripts
TS6. Prep Test
Environment
TS7. Execute
Tests
TS8. Performance
Tuning
TS10. Install Test
Builds
TS11. Verify /
Approve Test
Results
START
END
TS14. Execute Testing
(selected steps from full
testing cycle)
PP1. Project
Requests
PP2. Business
Needs Definition
Corporate Strategic Planning
Rolling Annual Planning
TS12. Risk
Evaluation
TS13. Determine Scope and
Approach of Testing
TS9. Defect
Management
RM4. Finalize
Enterprise
Release Calendar
and Scope
RM5. Validate
contingency/back-
out plan
RM6. Validate
Release
(including final
code &
configuration
versions)
RM7. Go-No Go
recommendation
RM8. Deploy
Release
RM3 Align to End-
to-End Enterprise
Release Calendar
RM2. Identify
Preliminary
Release
Categorization /
Timing
RM1. Identify
Program Release
Dependencies
SS6. Refine and
Finalize High-
level Solution
Testing
SDLC
Release
Manage-
ment
Solution
Shaping
Require-
ments
Planning
Business
Planning
Initiative Planning
Bus. Strategy
Project Discovery and Planning
Detailed Requirements
Detailed Design/
Development
Testing
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Handoff point
19. 1919
Initiative Planning
Business Strategy
Suggested Operating Model “Lined-up” with IT-centric
Model
START
Business Ideas, Requests, and
Aspirations
Corporate Strategic Planning
Business
Strategy and
Goals
Business Needs
Definition
Rolling Annual PlanningPlanning
IT Strategy
PP3. Initial
Viability
Assessment
PP4. Pre-approve and
Prioritize Projects Based on
Business Case, Cost, and
Preliminary Release Timing
Portfolio
Management
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
PP1. Project
Requests
PP2. Business
Needs Definition
RQ1 RM2
IT Strategy and
Portfolio Management
are gaps in this model
20. 2020
Project Discovery and Planning
Planning & Discovery Model “Lined-up” with IT-centric
Model
Planning
Require-
ments
Solution
Shaping
SS2. Analyze
Conceptual
Architecture
SS3. Create
Draft Solution
Recommend
ation
SS4. Validate
Solutions
with
Enterprise
Architecture
SS5. Validate
Solutions
with Business
SMEs
RQ2. High –
level Effort
Estimation
RQ2. High-
level Benefit
Estimation
RQ2. Project
Charter and
Business
Case
Development
SS6. Refine
and Finalize
High-level
Solution
PP5. Validate
Delivery
Feasibility
PP6. Update
Project
Charter and
Business
Case
PP7.
Operations
Council
Approval
(where
required)
PP8. Approve
Projects
(scheduling
stage gate)
RQ1. High-
level
Business
Requirement
s
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
RQ3
RM3RQ1
SS1. Create
Conceptual
Architecture
21. 2121
Development
Testing
Detailed Designs
Detailed Requirements
Refinement & Execution Model “Lined-up” with IT-centric
Model
Require-
ments
Solution
Shaping
Release
Manage-
ment
SDLC
Testing
RQ4. Create
Detailed
Technical / Non-
Functional
Requirements
TS1. Create
Test
Strategy
TS2. Create
Test
Architecture
SDLC.
Detailed
End-to-end
Solution
Design
SDLC.
Create
Detailed
Effort,
Timing, and
Cost
Estimate
SDLC.
Solution
Constructio
n
TS3. Define
Test
Scenarios
TS4.
Validate Test
Scenarios
TS5. Create
Test Cases
and Test
Scripts
TS6. Prep
Test
Environment
TS7.
Execute
Tests
TS8.
Performance
Tuning
TS10. Install
Test Builds
TS11.
Verify /
Approve
Test Results
TS14. Execute Testing
(selected steps from full
testing cycle)
TS13. Determine Scope and
Approach of Testing
TS9. Defect
Management
RM4.
Finalize
Enterprise
Release
Calendar
and Scope
RM5.
Validate
contingency
/back-out
plan
RM6.
Validate
Release
(including
final code &
configuratio
n versions)
RM7. Go-No
Go
recommend
ation
RM8. Deploy
Release
RM3 Align to
End-to-End
Enterprise
Release
Calendar
RM2.
Identify
Preliminary
Release
Categorizati
on / Timing
RM1.
Identify
Program
Release
Dependenci
es
RQ3. Create
Detailed
Business
Functional
Requirements
TS12. Risk
Evaluation
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
Strategic
Planning
Operational
Business & IT
Architecture
Blueprinting
Portfolio
Management
Detailed
Requirements
Detailed
Design
Development Testing
Implemen-
tation
Operations
Support
Strategy Refinement & Execution
Project
Discovery and
Planning
Planning & Discovery
Initiative
Planning
IT Strategy
Operations
PP8
PP8
22. 2222
Business Architecture &
IT Governance Strategy
! Business Needs
! High-level Business Requirements
! Coordinate High-level Solution Shaping
and Effort Estimation
! Business Case and Project Charter
! Business Demand Management
BRM
! Architecture (including Business
Architecture)
! IT Strategy, Innovation, Lifecycle
! Business Blueprints
! Execution of High-level Solution
Shaping and Effort Estimation
Chief Architect
! Detailed Business,
Functional, and Non-
functional Requirements
! Solution Construction
(non-IM)
! Technical Content
! Build Management
AD
! Detailed Business,
Functional, and Non-
functional Requirements
! Solution Construction
(BI/DW)
! Technical Content
! Build Management
IM
! Resource
Capacity
Management
! End-to-End
Project
Management of
• Timing
• Budget
• Scope
PMO
! Testing
! Release Management and Configuration Management
QA
Discovery & Execution Roadmap
Project Portfolio
Prioritization
Execution
Discovery
Discovery & Execution
• Priority setting and project
approval (EPMO)
• IT Strategy (CTO)
• Project Discovery (BRM,
Chief Architect)
• Project Execution (PMO, AD,
QA, IM)
