The document summarizes a webinar on assessing enterprise architecture (EA) program effectiveness. It describes typical barriers to EA effectiveness, such as a lack of documented business and IT strategies. It also outlines an EA effectiveness value chain and assessment model involving attributes like goals alignment, resources, processes, relationships, and results. The webinar recommends establishing a repeatable assessment process to measure and improve EA effectiveness over time.

1. June 19, 2008 Jeff Scott Senior Analyst Forrester Research Webinar Assessing EA Program Effectiveness

2. Theme Decoding the DNA sequence for EA excellence

3. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

4. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

5. Effectiveness: producing the desired result Building a complete set of artifacts? Developing a robust transition plan? Attaining organizational understanding? Gaining organizational acceptance? Project teams following the EA processes? Producing consumer value? Creating business value?

6. Effectiveness: results that add value Consumers Architects Stakeholders Sponsors $$$ &@#!

7. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

8. Typical barriers to EA effectiveness Undocumented business and IT strategy Strategic view in a tactical world Small organizational footprint Soft skills shortfall Descriptive architecture Poor IT process definition Disconnected from important stakeholders Little support within IT Lack of success reference models Challenging investment models

9. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

10. Effectiveness grows through the value chain Relationship Impact Results Value Process Action Product Tools Resource Effort Strategy Approach Increasing value

11. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

12. Strategy attributes Business goals and strategies IT goals and strategies Technology context Organizational context EA domain and scope EA goals and strategy Completeness of understanding Alignment Product Process Results Strategy Resource Relationship

13. Understanding goals and strategies Corporate goals and direction Criteria Verified Validated Documented Intuited No insight LOB A strategies LOB B strategies LOB C strategies IT strategies Organizational context Technology context EA goals & strategies LOB . . . n strategies Product Process Results Strategy Resource Relationship

14. Aligning goals and strategies Maintain competitive price Application/service reuse Business IT EA Improve core business efficiency Rationalize app portfolio — modernize core apps Implement BPM Create BPM/SOA technology road map Application portfolio arch Criteria Critical to strategy’s success Advances strategy Supports strategy No connection Create a chain of goals and strategies Product Process Results Strategy Resource Relationship

15. EA resource attributes Team size and structure Reporting level — organizational positioning Budget and funding Technical skills Soft skills Skill management Product Process Results Strategy Resource Relationship

16. Soft skills SWOT analysis example Product Process Results Strategy Resource Relationship Readiness 8 4 7 Severity 6 8 9 Ability 10 4 8 Value 6 9 7 Performance 4 2 4 Importance 9 8 7 Performance 9 9 9 Importance 7 4 9 Vendor “X” Low business support PM political power Vendor partnerships IT strategy Project “X” leadership THREATS What challenges your existence? OPPORTUNITIES What opportunities are open to you? Organizational influence Negotiation Strategic thinking Problem solving Project management Documentation WEAKNESSES What could you improve? STRENGTHS What do you do really well?

17. Product and service quality attributes Applicability Clarity and focus Usability Completeness Usage monitoring Typical product list Business process maps Investment guides Technology strategies Road maps Policies Standards Guidelines Patterns Product Process Results Strategy Resource Relationship

18. Completeness scorecard example Business managers CIO IT managers Project managers Developers Business process Portfolio analysis Technology strategies Standards None Some Half More Done Patterns N/A Product Process Results Strategy Resource Relationship

19. Process attributes All processes identified Clearly defined Complete Integrated Flexible Easy to use Maintenance process Usage measurement Typical process list Architecture development Governance Architecture consulting Project reviews Knowledge management Metrics and measurement Funding R&D and innovation Product Process Results Strategy Resource Relationship

20. Project review process assessment example Project team solution architect Assessment process Project team Application manger Project manager Project team members Solutions architect Architecture artifacts Exception process Next phase Accept Revise Request exception Update architecture or review process Architecture team Lessons learned Other participants Enterprise architect Infrastructure support Compliance Project office Needs improvement PPO database Product Process Results Strategy Resource Relationship

21. Project review process assessment example Project team solution architect Assessment process Project team Application manger Project manager Project team members Solutions architect Architecture artifacts Exception process Next phase Revise Request exception Update architecture or review process Architecture team Lessons learned Other participants Enterprise architect Infrastructure support Compliance Project office Needs improvement PPO database Accept Usage measurement Management process Integrated Easy to use Product Process Results Strategy Resource Relationship Clearly defined

22. Relationship management attributes Sponsor and stakeholder needs Customer focus Collaboration Communication Marketing Feedback Product Process Results Strategy Resource Relationship

23. Communications best practices comparison Best practices Relate everything to what’s-in-it-for-me. Use all the channels, but rely most heavily on one-on-one discussions. Have an easy-to-use portal as the go-to place for architecture information. Run educational sessions. Make all discussions marketing opportunities. Next practices Use the marketing professional’s bag of tricks. Develop goal-based metrics. Source: December 2007 “Enterprise Architecture? What’s In It For Me?” report Briefings Workshops One-on-one counseling Brown bag lunch sessions Email Posters Giveaways Management by walking around Product Process Results Strategy Resource Relationship

24. Results attributes Organizational acceptance Governance participation Quantifiable value Value growth Product Process Results Strategy Resource Relationship

25. Quantifiable value summary example $1,830,000 EA’s bottom line impact EA’s contribution Amount Revenue increase $100,000 $1,000,000 From systems retirement $1,000,000 $1,500,000 From reuse of software components ? ? ? ? ? ? From errors avoided in design reviews $200,000 $750,000 From standardized purchasing agreements $300,000 $900,000 From reduction in interfaces Expense reduction $150,000 $1,500,000 From reduced time to integrate acquisitions, partnerships, or new business capabilities $50,000 $500,000 From new IT enabled business capabilities $300,000 $3,000,000 Generated by new business revenue during improved time to market gains Product Process Results Strategy Resource Relationship

26. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

27. Recommendations Develop a well-structured, repeatable assessment process. Perform a detailed EA effectiveness review each year prior to planning. Perform a midyear effectiveness checkpoint. Develop metrics to measure progress toward effectiveness goals.

28. Agenda Describing EA effectiveness Barriers to creating EA value The effectiveness value chain EA assessment model Recommendations Additional Resources & Information Q&A

29. Forrester Consulting Can Help You Create High-Impact EA Programs We help answer questions like: How should the EA program be structured to align with the organization’s goals? What do high-impact EA programs look like? What are the best-practices in EA program management? How do I ensure that day-to-day decisions are made in the context of projects that adhere to specific roadmaps? What are the metrics that matter, in IT and in the business? Benefits to you: Identify business and IT drivers important to EA success Create a well defined EA operating model Develop actionable plans built on best practices Create measurement methods that improve performance Communicate and demonstrate the value of Enterprise Architecture How we can deliver Evaluation of current plans against best practices Advisory sessions on trends Benchmarking plans and measurements Educational workshops around EA planning, prioritization, or metrics

30. What are some of the relevant research reports? Relevant Research Justifying EA In Uncertain Economic Times (coming in July) “ Collaborating For EA Success”, May 5 th , 2008 “ Leverage Solutions Architects To Drive EA Results”, March 28 th , 2008 “ Build EA Artifacts That Matter”, January 15 th , 2008 “ Tooling EA Road Maps”, January 10 th , 2008 Enterprise Architecture? What's In It For Me?, December 21 st , 2007

31. The Enterprise Architecture Council Members are senior-most Enterprise Architecture staff from multinational organizations Benefits of the council include access to a dedicated relationship manager, peer insight, regional and annual member meetings, and member-driven, analyst-led conference calls Past Member Meeting and CouncilTel topics: Practical Steps To Jump-Start Innovation Through EA The Future Of Enterprise Architecture, 2010 – 2015 Making EA Real: Building Partnerships With Business And IT For more information, please contact Chrissy Napper (Global Council Manager).

32. Upcoming Events for Enterprise Architects Upcoming Forums Business & Technology Leadership Forum September 23-24 th , Orlando, FL Enterprise Architecture Forum EMEA March 1, 2009, London, UK Upcoming Group Workshops Developing Enterprise Web 2.0 Applications June 25 th , 2008, San Francisco, CA Service-Oriented Architecture: Architecting Enterprise Success July 15 th , 2008, Dallas, TX The IT Balanced Scorecard: A Tool For Strategic Alignment October 7 th , 2008, Dallas, TX

33. Q&A

34. Thank you Jeff Scott +1 704.540.1282 [email_address] Diana Levitt +1 617.613.6446 dlevitt @forrester.com www.forrester.com