Architecture Review Board (ARB) to Enable Digital Strategy Execution - *Based on case study of establishing Architecture Review Board (ARB) at a multinational manufacturing
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
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
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
A Brief Introduction to Enterprise Architecture Daljit Banger
Presentation to Metropolitan University (London) on the 16th Feb 2017.
The purpose of the session was to introduce core basic concepts around Enterprise Architecture and discuss the role of the Enterprise Architect .
How to Articulate the Value of Enterprise Architecturecccamericas
Ever struggled with the question, What is the Value of Enterprise Architecture? In this facilitated conversation, Michael Fulton will share his perspective on Enterprise Architecture and the value it provides to the CIO, to IT, and to the business.
Come ready to engage, because in the conversation we will discuss:
•The EA 7-year itch
•Several External Perspectives on EA Value
•The CC&C perspective on a simplified approach to EA Value
•Ensuring your perspective on EA Value is relevant for your stakeholders
At the end of this conversation, you should walk away with:
•A new perspective on the value of EA
•Tips and tricks on how to articulate and quantify EA Value for your key stakeholders.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
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
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
Modeling Big Data with the ArchiMate 3.0 LanguageIver Band
Health care enterprises use big data methods and technologies to gain insights for improving the efficacy, efficiency, and accessibility of their services. Effective big data initiatives require shared understanding among diverse stakeholders of business challenges and the often complex architectures required to address them. Enterprise and solution architects can use the ArchiMate language to build this understanding with compelling visual models.
This presentation introduces the ArchiMate 3.0 language, and uses it to explore the US National Institute of Standards and Technology (NIST) Big Data Reference Architecture (NBDRA), and to present a health care case study based on the NBDRA. Participants will learn how to use the ArchiMate 3.0 language, in alignment with the TOGAF framework, to propose, justify and plan big data initiatives, and to guide their successful implementation.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
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.
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
During last few years, role of Enterprise Architecture has expanded from technical to strategic in an Organization. This slide deck presents: Using Enterprise Architecture in your Organization.
The TOGAF® Architecture Development Method recommends that "an architecture description be encoded in a standard language". As the Open Group standard for enterprise modeling, Archimate is a strong candidate for this role. This presentation will explore how a diversified financial services company selected and is using Archimate for its TOGAF® implementation. The speaker will compare available enterprise modeling languages and explain why Archimate was selected, and will explain how his organization developed an enabling metamodel and diagram templates using a leading enterprise modeling tool. Methodology transition will also be covered, including how existing diagram types were mapped to TOGAF®, and how TOGAF® diagram content was mapped to Archimate.
Delivered at February 2011 Open Group San Diego Conference
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
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
Modeling Big Data with the ArchiMate 3.0 LanguageIver Band
Health care enterprises use big data methods and technologies to gain insights for improving the efficacy, efficiency, and accessibility of their services. Effective big data initiatives require shared understanding among diverse stakeholders of business challenges and the often complex architectures required to address them. Enterprise and solution architects can use the ArchiMate language to build this understanding with compelling visual models.
This presentation introduces the ArchiMate 3.0 language, and uses it to explore the US National Institute of Standards and Technology (NIST) Big Data Reference Architecture (NBDRA), and to present a health care case study based on the NBDRA. Participants will learn how to use the ArchiMate 3.0 language, in alignment with the TOGAF framework, to propose, justify and plan big data initiatives, and to guide their successful implementation.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
This presentation was used to introduce Enterprise Architecture, Introduction to how to perform an Enterprise Architecture Assessment followed by TechSharp introduction.
Deliverables in the presentation is not clear, the slides represent what was shown as part of the demo.
List of deliverables:
Application Rationalization framework
Portfolio Analysis framework
Road Map
Current state analysis
Target State establishing process
System Context
System Landscape
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
Enterprise Architecture Management (EAM) I Best Practices I NuggetHubRichardNowack
Enterprise architecture management is a "management practice that establishes, maintains and uses a coherent set of guidelines, architecture principles and governance regimes that provide direction and practical help in the design and development of an enterprise's architecture to achieve its vision and strategy. In this business best practice slide deck you learn how to assess and setup Enterprise Architecture and Digital Architecture frameworks as well as a transformation plan.
We provide you with the following best practices:
- Need for Enterprise Architecture Management
- Enterprise Architecture Approach
- Architecture Target Picture Development
- Implementation Roadmap
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.
EA governance is the practice by which enterprise architectures are managed and controlled at an enterprise-wide level. Governance processes should be tailored to the particular environment of the organization, as well as the architectural goals and objectives of that organization, and should never hinder time to market. A centralized governance body can facilitate and drive key functional and architectural decisions across the primary internal stakeholders to ensure that the enterprise architecture addresses customers’ needs.
The presenter has implemented numerous EA governance organizations. As part of a major pharmaceutical distribution company’s corporate-wide SOA adoption program, he adapted the basic governance frameworks such as TOGAF to the organization and the objectives of the SOA adoption program. This session will examine the processes that were used to create an EA Governance organization at a major energy company and lessons learned at this company, as well as at other organizations.
Creating an Agile Enterprise ArchitectureCognizant
With the proliferation of digital, the function of enterprise architecture is more critical than ever. Getting there requires a strong, agile enterprise architectural foundation that can embrace a fail-fast/fail-safe approach to the IT charter of stronger business alignment, while ensuring that services are delivered fast and friction-free to meet the needs of today’s dynamic business objectives.
IT Performance Measurement using IT Governance MetricPECB
Using IT Governance as a tool for measuring IT performance. COBIT 5 has provided generic metrics at strategic levels [Enterprise metrics], Tactical level [IT Goals metrics] and Operation Level [Process metrics]. We will highlight the benefits and objectives of the measurements, and then provide an approach along with suggestions on the time/frequency of measurement.
This webinar covers the following:
• An Overview of IT Governance
• Why and What to measure – Benefits and Objectives
• How and When to measure – Approach and Schedule
Presenter:
Oladapo Ogundeji's professional career extends over 18 years of experience focused on enhancing the strategic value of ICT in organizations through process re-engineering, strategic planning and project management for corporate objective & strategy that address business opportunities and issues.
Link of the recorded session published on YouTube: https://youtu.be/TOG3RPp1g0c
Removing the barriers to business transformation with ArchiMateCorso
Typical Entry Points for Enterprise Architecture
What is ArchiMate?
How ArchiMate helps business transformation
Current tools used to manage business transformation
Revolutionizing IT Project Delivery - Embrace the Future with OnePlan’s AI-Po...OnePlan Solutions
IT departments are under increasing pressure to deliver projects that align with – and also drive – business strategy. But traditional Project Portfolio Management (PPM) simply can’t keep pace with the dynamic landscape of managing IT technology projects. That’s why we developed OnePlan’s AI-powered Strategic Portfolio and Work Management Platform.
Attend this webinar to see how OnePlan’s cutting-edge AI capabilities can help you harness the power of Strategic Portfolio Management to achieve unparalleled agility, efficiency, and strategic alignment across all your IT projects. Discover how OnePlan’s groundbreaking solutions can help IT leaders, project managers, and key stakeholders leverage artificial intelligence to elevate their project delivery processes.
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.
“The organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s operating model.” [1]
“A conceptual blueprint that defines the structure and operation of an organization. The intent of an enterprise architecture is to determine how an organization can most effectively achieve its current and future objectives.”[2]
One of the most daunting challenges organizations face in making decisions on what technology is needed to fully enable the business to achieve its strategy and objectives. The key is ALIGNMENT.
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This PDF presentation aims to assist the C-Suite (CEO, CIO, CRO, CSO), Board Members and Audit and Risk Committees to be aware of good IT governance frameworks and references and thereby have Value conversations with IT professionals (and assist IT professionals to drive, and prepare for these conversations). It will cover a wide range of frameworks and references. Enjoy!
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.
Org name is a governmental entity which serves as hub of the services the Egypt government provides to the citizens in Cairo. The org name has achieved a good Maturity level in its IT operation and services, this has happened due to many reasons
1. The clear mission and vision that adopt ICT as success factor
2. Management support and commitment to org name mission and vision
3. The adoption of the standard frameworks (ITIL,PMI,TOGAF,COBIT)
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Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Search Disrupted Google’s Leaked Documents Rock the SEO World.pdf
Design Architecture Review Board (ARB) to Enable Digital Strategy
1. Architecture Review Board
(ARB): Enabling Digital Strategy
Execution*
*Based on case study of establishing Architecture Review Board
(ARB) at a multinational manufacturing
Author: Mohan K (Enterprise Architect with extensive consulting background)
https://www.linkedin.com/in/mohanbabuk or mohan@garamchai.com
2. Organizations continue to execute their corporate digitization strategies, requiring
CIOs and IT leaders to engage with business stakeholders to deliver specific
outcomes.
• Such engagement must be governed by the organization’s processes, operating
model, and technology governance to ensure robust, scalable architectures and
roadmaps.
Among my first tasks with the EA team for a multinational chemical company was
redefining the global architecture governance process.
• These processes were being reviewed to enable programs to realize the
digitization strategy.
Background
3. Lights-On Digitization
• Continual improvement and
productivity gains
• Automation of manual
processes
• Efforts are driven by IT leaders
Customer centric Digitization
• Digitization targeting customers and external engagement
• Require strong business insights and are generally steered
by senior functional executives.
Digital excellence
• Enabling emerging technologies and processes
• New sourcing and support models
• Require strong collaboration between IT teams
and functional subject matter experts (SMEs)
to pilot and operationalize the ideas.
IS Lead
IS Supported
IS Enabled
Digitization and Information Systems
Digital Transformation context
4. Digital
excellence
Lights On
Customer
centric
Digitization
Digital
excellence
Lights OnCustomer
centric
Digitization
Digital
Enterprise
Digital transformation is generally not a single, long-running
program. In large organizations, digitization to address aspects
of “lights-on” “digital excellence” and “customer-centric
digitization” might evolve across business units, and there may
be concurrent efforts underway. For example, an organization
might sponsor programs to enhance its e-commerce platform
while also evolving programs for automating supply chains, ERP,
and third-party collaboration. As the digital capabilities mature
in specific areas or lines of businesses, these programs may
begin to converge
Converging digital initiatives
5. Value of
digitization
Horizon 3
Horizon 1
Horizon 2
Time
Year 1 Year 2 Year X
Digit
al
exce
llenc
e
Light
s On
Custom
er
centric
Digitizati
on
Digit
al
exce
llenc
e
Light
s On
Custom
er
centric
Digitizati
on
Digital
Enterpri
se
Digit
al
exce
llenc
e
Light
s On
Custom
er
centric
Digitizati
on
Digit
al
exce
llenc
e
Light
s On
Custom
er
centric
Digitizati
on
Digital
Enterpri
se
Digit
al
exce
llenc
e
Light
s On
Custom
er
centric
Digitizati
on
Digit
al
exce
llenc
e
Light
s On
Custom
er
centric
Digitizati
on
Digital
Enterpri
se
Even if an organization decides to
sprint toward a digitization goal,
the value realization of digitization
initiatives may take a while to
evolve
Evolution of digital initiatives.
6. When to redesign an ARB?
Laissez-faire : little
governance and oversight
required
Governed: Well governed
and end-to-end governance
policies and practice
Challenges Addressed:
• Review occurs late in project design,
giving rise to rework or refusal to modify
the design.
• Perceived as overhead -
Unable/unwilling to bring project to ARB
due to business pressure to stay on
schedule
• Lack of knowledge management and
architecture principles
There are various reasons to revisit Architecture Governance.
In our case, the catalysts for ARB re-design was to
a) Ee-balance the swing of governance pendulum from
Laissez-faire and establish a lightweight ARB
b) Enable Digital Transformation
8. Architecture Governance in Context
Leadership Teams
Corporate Governance: It involves
regulatory and market mechanisms, and the
roles and relationships between a company’s
management, its board, its shareholders and
other stakeholders, and the goals for which
the corporation is governed.
Architecture governance: is the
practice and orientation by which
enterprise architectures and other
architectures are managed and
controlled at an enterprise-wide
level.
Technology Governance: Controls how an
organization utilizes technology in the
research, development, and production of its
goods and services. Although it may include
IT governance activities, it often has broader
scope.
IT governance institutionalizes best
practices for planning, acquiring,
implementing, and monitoring IT
performance, to ensure that the
enterprise's IT assets support its
business objectives.
Board
Large program governance
Small Change and
maintenance
Identify your Architecture governance touchpoints
Design Reviews
Project governance
Portfolio governance
Recognize the Architecture governance context
Validate your understanding with key
stakeholders and sponsors
9. A Sample RACI
Business
Drivers
Key Activity
Enterprise
Architect
IS
Architect
Business
Architect
Business Partner <other roles>
Shaping
Enterprise
Strategy
Understand external business
landscape
I I C A
Identifying and defining business
capabilities and roadmap
I I A R
Defining IS standards and patterns C A C C
Enabling
Business
strategy
Understanding and shaping functional
business Portfolio
I I C C
Identifying and defining IS capabilities
& roadmap
C A C C
Define and validate a stakeholder map.
Use simple tools like a Responsibility
assignment matrix*
RACI - https://en.wikipedia.org/wiki/Responsibility_assignment_matrix
10. ARB Design : At a Glance
Low-
Risk
Project?
Med-
Risk,
Project?
Hi-Risk,
Spans
CoEs?
• Roadmap
• Domain Principles
• Project docments
• Expected outcomes
• As-Is Architecture
• SDD
Project Self-Governance
• Accountability for architecture governance
of small projects /changes delegated to
Project Manager
Delegated ARB
• Domain lead may delegate ARB
Accountability to Project Manager
• Periodic Review/Audit for compliance
Domain Managed ARB
• Domain lead Accountable for ARB
• CoE Lead approves exceptions to ARB
(or offline ARB)
Global ARB
• Large programs spanning domains or BUs
• Other high impact projects delegated by
Leadership
• Core ARB Team: Delegates and respective
Domain Architect
•To-be Architecture
•Updated Roadmap
•Updated Solution
Design
•Arch. Decisions
No
No
Yes
Yes
Yes
No
Inputs ARB Framework ARB Outputs
Architecture and IS Leaders
Exceptions
Informed
11. Drivers for ARB: Architecture Governance at ABC&Co.
What How
Minimize time and effort for
Architecture reviews
Published calendars reduce number of (ad hoc) meetings
Enforcing ABC’s best practices and
Architecture principles
Key architecture decisions are being captured from ARB’s and published for
reference
Domain Principles and “best practices” are being updated to a level of maturity to
guide all projects
Ensuring project alignment with
roadmaps
Updating functional and domain roadmaps based on stakeholder inputs
Align with Portfolio Management
Process
Increasing awareness of ARB as the key Architecture governance process to align
with Portfolio Management
Ongoing improvements in ways of working, including visibility into project
“pipeline”
Seamless Handoff to other governance bodies – e.g Design Authorities and project
governance
Adding value without appearing to
be a overhead
Head of Architecture is a member of the Portfolio investment body. He is enabled
to speak to an Architecture decision during reviews.
Predictable reviews and outcome ARB is attempting to bring in consistent ways of working
Consistent and predictable governance: reviews are not an after thought
(Illustrative)
Quantifiable, measurable
outcomes
12. • Enabling Successful EA Governance with an Architecture Review Board (ARB) - by
Mohan Babu K (Cutter IT March 2015)
• Enablers for Right Sizing the Architecture Review Board - Mohan K (Architecture
and Governance Journal, March 2015)
• Executing Digital Strategies - by Mohan Babu K (Cutter IT - March 2016)
References
Editor's Notes
Architecture Review Board (ARB): Enabling Digital Strategy Execution*
*Based on case study of establishing Architecture Review Board (ARB) at a multinational manufacturing
Author: Mohan K (Enterprise Architect with extensive consulting background)
https://www.linkedin.com/in/mohanbabuk or mohan@garamchai.com