The document discusses an enterprise architecture strategy with five key elements: 1. Customer relationship management and data integration 2. People, process, governance and a technical integration framework 3. Analytics, business intelligence, data quality, and master data management 4. Enterprise performance management with operational and analytical requirements 5. Integration across business processes, locations, applications, and data

1. Enterprise Architecture as a Strategy a different approach M.M. Veeraragaloo May 2009

4. 5 Categories The ICT Strategy Vision has driven strategic goals that can be grouped into FIVE categories

11. D Influences ICT Strategy have identified 6 Critical Success Factors – they are... ICT Strategy will act as catalyst and a guide within an Enterprise Architectural environment to enable the dti business objectives 4. Process The ability to execute with an end-to-end process management capability 3. Ownership Clear lines of ownership and governance 1. MSP Alignment Position ICT Strategy as a visible and credible partner to process owners for the achievement of their technological initiatives 2. Service Metrics Define concise and accurate measures to assist in service delivery from a technological perspective 6. MSP Induction Methodology Obtain ICT Strategy confidence & buy-in for the Strategy deployment process 5. Environment Scanning Scan, understand and react to the environment through the identification of key sources & the creation of an effective scanning process

18. Enterprise View - Organisational

19. Aligning Views to EA Enterprise Model Business Model Functional Model Information Architecture Applications Architecture Data Architecture Technology Architecture Business Reference Model Technical Reference Model Enterprise Architecture

20. EA integrated to Strategy Establishes Priorities Learning and Exploitation Strategic Initiatives Enterprise Architecture Blue Print Operational Model

21. Value Chain View The Value Chain of Activities represents the overall organisations products and the value added by these products. The Value Chain View indicates that the organisations strategy is been driven from a Value Chain perspective with the underlying ICT Strategy or Enterprise Architecture creating the platform to enable the strategic initiatives identified within the strategy. The four views of the Organisational strategy are not mutually exclusive, but interrelated to ensure all avenues of the strategic objectives are addressed equally. The Value Chain view ensures that the value generated from these products is enabled via the ICT Strategy and that this approach is applied across all of the Enterprise Architectural Domains enabling the ICT Strategy. The Value Chain view enables the Business Process Management within the organisation, where the Service Offering View enables the Value Chain View and all of this is measured through the Enterprise Performance Management View

22. EPM View Enterprise Performance Management View EPM consists of a set of processes that help organizations optimize their business performance. It provides a framework for organizing, automating and analyzing business methodologies, metrics, processes and systems that drive business performance. EPM assists to transform the organisation strategies into actionable metrics with meaningful analysis to expose the cause-and-effect relationships that could give profitable insight to their operational decision-makers. For a Enterprise Performance Framework to become a useful tool an enterprise must understand its goals and objectives essentially, it must know the desired direction of progress. Metrics and KPIs are critical in prioritization what has to be measured. The methodology used helps in determining the metrics to be used by the organization. Within this approach of the EPM, will assist in ensuring that the defined strategies and ICT Strategy is measured according to the methodology defined by the organisation. The Enterprise Performance Measures in turn will be supported by the different architectural domains to ensure enterprise inclusion

23. BPM View Business Process Management View focuses on aligning organizations with the wants and needs of clients. BPM is a holistic management approach that promotes business effectiveness and efficiency while striving for flexibility and integration with technology. BPM is used to understand organizations through expanded views that would not otherwise be available to organize and present. These views include the relationships of processes to each other which, when included in the process model, provide for advanced reporting and analysis that would not otherwise be available. Once the process views have been developed, it can be used to define the different services and technologies associated with the process view. The ICT Strategy is there to assist in expanding the processes into the different architectural domains enabling the users and customers full functionality. The Business Process Management view is part of the Business Architectural Domain as it interprets the business requirements into process views.

24. Service Offering View The Organisation is in business to deliver certain service offerings which are then categorised into programmes which will then be driven by the different Business Units within the Organisation. Each of the different Business Units has developed a strategy to assist in deploying the overall Organisational service offerings. The services are measured with the Enterprise Performance Measurement View, ensuring an alignment to a specified methodology for service metrics. The Business Process Management View, will ensure that all the services are modelled according to the service definition and expanded with the ICT Strategy into the different Architectural Domains. The Value Chain view will assist to define the value derived from the services that is offered to the customers. The Enterprise Architectural views will ensure a holistic view and deployment of the organisational strategy

25. Corporate Strategy and Objectives Business Capabilities ICT Systems Plan Capability Framework Needs of the business shapes non-architectural aspects of the Business Operations ICT Strategic Initiatives ICT Plan Continuum and Tools ICT Solutions ICT Technologies Learning from Business Unit Operation creates new Organisational needs Defines the size, structure and culture of the ICT Initiatives ICT Systems Plan Development Plan Effective Operation of ICT Strategic Initiatives ensures realisation of the Organisational Strategy Conceptual Designs Sets Targets, KPI’s, plans and budgets for Divisional Roles Business Unit Capability drives the need for ICT Strategic Initiatives Organisational needs feeds into the method, identifying requirements to be addressed The method refines understanding of the Organisational Needs The method delivers new business solutions ICT Technologies influences the overall Strategy and Objectives Operational changes updates and influences the current technologies Conceptual Models assists in Physical and Logical Design