Digital transformation journey Consulting

1. Why EA+PMO Fail? Not Following Feedback Loop well

2. One method of Enterprise Architecture
Maturity Rating
Maturity Levels Description Remark
Level 5:
Continuous Improvement
EA process improvement activities should be continuously
executed yearly through the formal organization of the entire
enterprise and include the incentive rewarding system for the EA
program
Creative and continuous improvement
of EA over the whole enterprise
Level 4:
Standardizing Enterprise-
wide
Enterprise initiates standardization of EA.
Official EA process improvement activities should be applied to
the entire enterprise
Effective and efficient standardization
of EA
Level 3:
Deploying EIA Solutions
Enterprise deploys formal EA improvement program based on
the EA solutions elicited for the whole enterprise incrementally
Introducing EA solutions to the
major parts of the enterprise
Level 2:
Finding EIA Solutions
Enterprise needs EA and finds out practical solutions through EA
pilot project using process improvement methods
Finding practical IT management
solution
Level 1: Initial No necessary of EA and lack of IT investment management No control of IT investment

3. Enterprise PMO Maturity With EA needed

4. E. Opportunity
And Solution
Agile
Manifesto
implemented
in slides
attached.

5. Waterfall Agile
Plan Driven Learning Driven
Infrequent Communication Frequent Communication
Deliver once Big design 9-12 month Big Bang Smaller delivery, business focus phases, [1-2 months]
Development done in layers, presentation,
persistence, business etc.
Develop end to end functional slices each month
which customer can see and conceptualize, developer
can control rework, management can direct real value
add.[like tree adjusting, water finding ways to flow]
Integration at Completion of each layer Continuous integration [daily builds]
Testing end of Project[functional testing]
Develop and Test at End
Fully automated Continuous testing [unit & functional]
Test Driven Development
High Cost To Change Low Cost to change
Must nail down requirements upfront Expects, accommodates, changes to requirements
Big design Upfront Rough Design upfront

6. Agile Vs Waterfall
Individual and
Interactions
Working software
Customer Collaboration
Responding to Change
Strong collaborative
teams
Process and Tools
Comprehensive
documentation
Contract Negotiation
Following a Plan
Individual Work
Packages
Over
Over
Over
Over
Over

8. YOUR DIGITAL TRANSFORMATION TEAM
Key Domains
[What]
Key People
[Who]
Team Focus
[How]
Possible Tools
Customer Chief Customer
Officer
Customer Focused Serving officer
identifying customer needs,
Harness Customer network
strategy
Customer Strategy
Competition Strategy Team
Representative
Strategy Team [Build Platform not
just products]
Competitive Value, Platform Business
Model
Data Key Data Owners Data Governance Board
[HPL,HFL,etc..]+Enterprise
Arch[Data Governance]
Data Driven Decision making,Big
data
Exposing data's Value [Turn data into
assets]
Innovation [Role Playing
Reps]
Domain[Team Rep] + IT
innovation
[Architect+Program/portfolio
Manager]
Horizontal/Functional Scale up, Vertical
Scale up, [Replication, diversification
,Integration]
Value Chief
Performance
Officer
Sector Performance Trade off
Between [Good perf and sudden
distribution]
Value Proposition RoadMap, Disruptive
Business Model

9. TOGAF Architecture Development Method ADM

10. Relationship
Between
Archimate
Language &
TOGAF ADM

11. A. Berkeley Innovation Process Design Thinking

12. A. Value Stream Analysis: TOGAF 9 Guidance

13. A.Togaf 9 Building Value proposition for Products

14. Customer Value Proposition
A. Strategy Map – Classic Kaplan/NortonProductivity Strategy
Operations Management
Processes
Supply
Production
Distribution
Risk Management
Customer Management
Processes
Selection
Acquisition
Retention
Growth
Innovative Processes
Opportunity Identification
R&D Portfolio
Design / Develop
Launch
Regulatory and Social
Processes
Environment
Safety and Health
Employment
Community
Human Capital
Information Capital
Organisational Capital
Product / Service Attributes
Long-Term Shareholder
Value
Improve Cost
Structure
Increase Asset
Utilisation
Expand Revenue
Opportunities
Enhance Customer
Value
Growth Strategy
Relationship Image
Price Function Service Partnership BrandQuality Availability Selection
Culture Leadership Alignment Teamwork
Financial
Perspective
Customer
Perspective
Internal
Perspective
Learning &
Growth
Perspective

15. Customer
Perspective
Internal
Perspective
Learning &
Growth
Perspective
Financial
Perspective
A. Strategy Map - Generic example
Improve Cost
Structure
Increase Asset
Utilisation
Enhance
Customer Value
Expand Revenue
Opportunities
Price Quality Availability Selection Function Service Partnership Brand
Productivity Strategy Revenue Growth Strategy
Production Service Attributes Relationship Image
Operations Management
Processes
Processes that produce and
deliver products and
services
Customer Management
Processes
Processes that enhance
customer value
Innovative Processes
Processes that create new
products and services
Regulatory and Social
Processes
Processes that improve
communities and the
environment
Human Capital
Skills
Training
Knowledge
Information Capital
Systems
Databases
Networks
Organisational Capital
Skills / Training
Knowledge
Teamwork
Sustained Shareholder Value
+ +
Customer Value
Proposition
Vision: Leading with inspiration and courage, passionate about future possibility and change
Mission: Managing with greatness and strength, improving everything daily

16. A. Simple Example with ‘Strategic Themes’
Customer
Perspective
Internal
Perspective
Capacity,
Learning &
Growth
Perspective
Customer Intimacy Technology Driven Operational Excellence
Financial
Perspective Increase Shareholder Value
Improve position in Defined
Markets
Increase Profitability
Increase Revenue Streams
Improve Advisor
Position
Increase
Added Value
Improve Flexible
Solutions
Improve Repeat
Business Rate
Increase
Knowledge
Base Usage
Strengthen 3rd
Party
Relationships
Improve Integrated
Business Processes
Improve
Resourcing
Services
Improve Cost
Management
Improve
Solution
Processes
Enhance Relationship
Skills
Improve Industry
Knowledge
Improve Solution
Management
Improve Operational
Mgmt Skills
Enhance Career
Planning

17. B & H Barriers to adoption
• Too complex and require too much input
data
• Inadequate treatment of risk
• Failure to recognize interrelationships
• No framework for organizing techniques
within an easily useable and flexible
process
• No consensus on which techniques are
most effective

18. Design Thinking in EA
Cultural Considerations
Cross Cultural Management Tools:
1. Ethnographic interviews
2. Empathy Map Focused Architecture.
3. Value Stream Analysis tied to Cultural
Ethics.
4. Product Minic Cultural aspect of
customer pain relivers & provide Gain
Creators.
5. Story Framework Of Design Thinking

19. Change Management Framework for Digital Transformation
SFIA LEVELs for digital Transformation Mapping

20. H. Managing Change : Changing Skills

23. • Change management focuses on the ‘people side’ of organizational change
• Change management involves both an individual and an organizational
perspective
• Change management requires action and involvement by leaders and
managers throughout the organization
• Change management and project management are both tools that support
project benefit realization –project management is the ‘technical’ side and
change management is the ‘people’ side
• Change management is most effective when it is launched at the beginning
of a project and integrated into the project activities
• 5 Elements of ADKAR include: awareness, desire, knowledge, ability and
reinforcement.
• ADKAR describes the building blocks and sequence for successful change
• There are 10 steps for managing resistance to change –this is the Desire
component of ADKAR

27. Money tied to Real Transformation Skills

28. Un-Jungle Remove Skill Chaos to Framework

29. G. Manage Digital Transformation Problems
Area Response Problem Addressed
Delivery methods Program management, change
management disciplines
Coordinating and marshalling
project-based activity
Governance Project portfolio management Investment oversight
Functions Steering Committees, PMOs Driving cross functional integration
Structure Matrix organisations, skunk works,
project based organisations (PBOs)
Managing both dynamic and static
contexts
Roles Project managers, change
business owners, sponsors, etc
Performing project activity
Standards PMBOK, Prince2, MSP, P3M3, etc Improving predictability and
performance
Maturity models OPM3, PMMM, CMMM-I, etc Making change business as usual

30. G. Strategic alignment measures
0
5
10
15
20
25
30
35
Customer
Score
Cost Score
Cross Sell
Score
Revenue Score
Employee
Score Strategic Priorities
Project A
Project B

31. D. Technology Architecture
• Technology Architecture Maturity Template Attached with
presentation.
• TOGAF_9_Template_-_Technology_Portfolio_Catalog
• TOGAF9-Tool Selection Criteria-CSQ_sent
• Work_Digital-Maturity-Assessment- Tool
• Enterprise Architecture Score Card

32. Strategic Alignment of IT & EA Governance

33. 1. Current Architecture [ Workflows & EAI , Database CRUD logic,]
2. Transient Architecture [ Transitional Architecture ]
3. Target Architecture [ Block Chain Architecture ]
4. Evolutionary Architecture
1. Unstandardized Architecture [ Pharma supply
chain]  Standardized Architecture
2. Standardized Architecture  [Exchange
Standardized information]  Target Arch.
3. Target Architecture [ Central or decentralized
Blockchain].
4. Best Practises or Evolutionary Architecture.

36. Competitor eTom BSS Transformation

37. E. Migration Planning: Service Transition
Transition To Managed Service Provider
[ Decision Making and Steps SLA, OLA, policy procedure involved
Template and framework]
2. EMEA Region Largest Health insurance Authority Case
implementation paper using-itil-to-move-towards-cloud Attached.
3. Moving operations to managed services provider
4. https://www.slideshare.net/SandeepSharma65/bpm-digital-
transformation
5. Operating Model
https://www.slideshare.net/SandeepSharma65/case-study-haad-
operating-model-improvement-model