Presentation given by David Rose at the second JISC Emerging Practices workshop (2012/07/03). http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/

1. Enterprise Architecture
Enabling Business Change
Management Masterclass
On the day we majored David Rose
on engagement & Lucy Nelson
communications, with a
quick tour of benefits & 3 July 2012
impact
http://emergingpractices.jiscinvolve.org

2. Key themes:
Engaging colleagues
(On the day we spent most of the time on this critical topic, working
through each of our challenges in the group, and ending with a quick tour
and taster of Managing Benefits & Impact)
For the full content of EA: The Management Journey, see Andy and Will’s
blog which has a link to the webinar on 12 July 2012:
http://emergingpractices.jiscinvolve.org/wp/
EA Management Journey Webinar 12 March 2012: slide 2

3. Our EA Challenge
(University College Falmouth)
• Time to develop and maintain process maps.
• Attitude to change – in time of economic
hardship.
• What is EA?
• Communicating project.
• Gaining support internally.
• Small amount of funding – just explorer
support from JISC
EA Management Journey Webinar 12 March 2012: slide 3

4. EA Challenges – very large organisations
Bridging gap with management – All on the IT side so far – little
architecture perceived as IT business involvement though
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EA Management Journey Webinar 12 March 2012: slide 4

5. Why 'who’ matters
There is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success,
than to take the lead in the introduction of a new order
of things. Niccolo Machiavelli ‘The Prince’, 1532
EA Management Journey Webinar 12 March 2012: slide 5

6. Why 'who’ matters
There is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success,
than to take the lead in the introduction of a new order
of things. Niccolo Machiavelli ‘The Prince’, 1532
“It is not the knowledge that matters, but the successful
task of putting an untried method into
practice…….successful innovation is not a feat of
intellect but of will. Joseph Schumpeter 1939
EA Management Journey Webinar 12 March 2012: slide 6

7. EA Management Journey Webinar 12 March 2012: slide 7

8. What is EA? Why do it? What are the benefits?
EA Foundations Cohort 1
Key Themes Benefits
Holistic 3Es: Efficiency and Cost Saving
 to link vision, mission, strategy  the 3Es: ‘efficiency, effectiveness, enabling’”
 “a holistic overall approach to defining and  to streamline organisation and process
improving process across the whole of an  saving money, cutting out duplication and
organisation waste
 to take a more holistic approach  making enterprise as efficient as possible
 getting a holistic approach / overall view  more efficient, more sustainable, more
 end of silos responsive / agile
 to increase efficiencies
Alignment  save costs
 a framework for whole of business alignment  productivity
 strategic and operational alignment  efficiency gains / cost savings
 aligning IT strategy with business strategy  ‘more with less’
 to align IT, process, business, strategy  system re-use
 joining together / streamlining processes
 integrate all information systems 3Es:Effectiveness
 to be able to integrate institutional strategy  drive down costs / rationalisation while
with IT strategy improving quality
 to improve performance eg student retention
Understanding, Anticipation, Change  focus on services
 to have a business layer and systems model  to become more agile
 better understanding of organisational
processes and relationships 3Es:Enablement
 to be able to articulate and understand
implications of change  to cope with internationalisation / enable
 expansion
to be able to predict / anticipate problems
before they happen
 to see how things / changes will impact
 to see implications of proposed changes
EA Management Journey Webinar 12 March 2012: slide 8

9. The audience
• Who do you need to get on board?
• What do you want to achieve with them?
• What are they like – what do they respond to
EA Management Journey Webinar 12 March 2012: slide 9

10. Prepare when you communicate
1. Who are we talking to, and why?
 Person, style, priorities, language, thinking style
 What is EA: elevator statement – an approach (and a thing)
(don’t call it EA!)
 For example ….
 Real business projects where EA can be used
 Burning platforms……………….
4. What you do
 Strategic Toolkit, As Is to To Be, modelling, repository, getting people
together, governance, managing execution,
5. Who does it?
 Business, IT, Analysts, Innovation and Change, PMO
6. Benefits & Costs
 3Es: qualitative, quantitative – ‘different, not also’
7. What happens next
EA Management Journey Webinar 12 March 2012: slide 10

11. What approach?
• Charity begins at home – internal workshops
• Aggressive projects: sell change and impact
• Management proposal: burning platform
• EA driven: governance, structures, demo project
• Reaching out & down: Carlsberg approach
• Reaching up and out: Sponsorship approach
• Conversations: informal, engaging self interest
• Set piece presentation: – tricky ground
• Strategic ICT Toolkit: competitive instinct!
EA Management Journey Webinar 12 March 2012: slide 11

12. Top Down vs Bottom Up
• Top Down •Bottom Up
Bristol  Cardiff
LJMU Staffordshire
Roehampton
Durham  Imperial
UCLAN Kings
Bolton Coventry
St Andrews
Falmouth
Remember the
The Innovation Paradox Transformation Paradox!
EA Management Journey Webinar 12 March 2012: slide 12

13. Key themes:
Managing Benefits & Impact
(with thanks to Sara Rioux LJMU)
EA Management Journey Webinar 12 March 2012: slide 13

14. Benefit definition
“ … outcome of a change perceived as
positive by stakeholder….”
NOTE: Disbenefit may be an outcome that is perceived as a negative by one
or more stakeholder groups.
EA Management Journey Webinar 12 March 2012: slide 14

15. ‘Who’: Benefits Stakeholders
EA Management Journey Webinar 12 March 2012: slide 15

16. Culture and people (again)
• HE culture (Targets a dirty word)
• Measure what you can measure. Don’t make
“measuring” a project.
• EA can be the tool that provides evidence of
benefits. E.g. Costs and efficiency savings.
• People welcome a way of proving how good
they are.
EA Management Journey Webinar 12 March 2012: slide 16

17. The 3 Es (+3)
Value & benefits must be measured, managed, realised
Enterprise Education External
Efficient Qualitative (words)
Effective
Quantitative (numbers)
Enabling
EA Management Journey Webinar 12 March 2012: slide 17

18. The 3 Es (+3)
Value & benefits must be measured, managed, realised
Enterprise Education External
Efficient Qualitative (words)
Effective
Quantitative (numbers)
Enabling  What are the benefits and impact on your institution you
expect from ‘doing EA’ on your key projects
 What challenges do you anticipate in actually identifying and
measuring benefits?
EA Management Journey Webinar 12 March 2012: slide 18

19. The 3 Es (+3)
Words vs Numbers
EA Management Journey Webinar 12 March 2012: slide 19

20. EA Investment Justification
Infosys Enterprise Architecture Survey 2008/2009
With thanks to Thomas Obitz, now with KPMG
EA Management Journey Webinar 12 March 2012: slide 20

21. Metrics encourage support
Infosys Enterprise Architecture Survey 2008/2009
With thanks to Thomas Obitz, now with KPMG
EA Management Journey Webinar 12 March 2012: slide 21

22. Programme Office
& Benefits Realisation
Project /Programme { PLAN DELIVER CLOSE }
Management
Programme
Office PORTFOLIO PLAN DELIVER CLOSE MANAGE
Capital
Benefits
Management
Optimisation
EA Management Journey Webinar 12 March 2012: slide 22

23. Life cycle view
Asset management perspective
• Project identifies benefits etc linked to high
level programme benefits.
• At project closure PIR review benefits &
identifies those not achieved, identifies
timeline/mechanism for review post-project.
• Review may initiate further activities if high
value benefits have not been achieved.
• All monitored by Programme Office.
EA Management Journey Webinar 12 March 2012: slide 23

24. Benefits Mapping
Benefits Maps have four elements:
• Enablers (which lead to)
• Changes (which result in)
• Benefits (which impact on)
• Aims (ie high level goals of the organisation
For a well explained, relevant example from HE:
http://www.cics.dept.shef.ac.uk/projects/Benefits_Management_Toolkit_for_PMs.pdf
Note: Benefits maps are expressed in words. The aims
however can always be associated with metrics, as can the
impact of benefits on aims.
EA Management Journey Webinar 12 March 2012: slide 24

25. Typical Benefits Map – Student Experience
ENABLERS CHANGES BENEFITS AIMS
EA Management Journey Webinar 12 March 2012: slide 25

26. The 3 Es (+3)
Steps towards numbers
EA Management Journey Webinar 12 March 2012: slide 26

27. Key themes:
Governance
(with thanks to John Townsend LJMU)
EA Management Journey Webinar 12 March 2012: slide 27

28. IT Governance
“Specifying the decision rights and
accountability framework to encourage
desirable behaviour in the use of IT.”
“How Top Performers Manage
IT Decision Rights for Superior results”
Weill and Ross, 2004, IT Governance
……..and how decisions are adhered to
EA Management Journey Webinar 12 March 2012: slide 28

29. Key IT Governance Decisions
IT Principles Decisions
High-level statements about how IT is used in the business
IT Architecture IT Infrastructure IT Investment and
Decisions Decisions Prioritisation decisions
Organising logic for data, Centrally co-ordinated, shared Decisions about how much
applications, and infrastruc- IT services that provide the and where to invest in IT,
foundation for the enterprise’s including project approvals
ture captured in a set of
IT capability. and justification techniques.
policies, relationships, and
technical choices to achieve Business Applications
desired business and Needs
technical standardisation Specifying the business need
And integration for purchasing or internally
developed IT applications.
Weill and Ross, 2004, IT Governance
EA Management Journey Webinar 12 March 2012: slide 29

30. Information Principles
University of Wisconsin-Madison Architecture Principles
“Information is a valuable shared institutional resource and must be managed appropriately
throughout its lifetime.
Information shall be available to those who need it (ideally ‘anytime, anywhere, and
anyhow’) subject to security and acceptable use policies.
University information must be trustworthy (relevant, accurate, timely, secure)
All members of the University community are personally responsible for managing the
information they create and use.
Information management adds value to the University community.
The status of information sources (e.g. definitive/primary, derived/secondary) must be
clearly defined and only definitive/primary sources updated.
Information management must comply with external statutory and regulatory
requirements.
Information management principles inform IT principles.
There is a common vocabulary and data definition.
The University is responsible for assisting staff to work in the most effective ways possible.”
EA Management Journey Webinar 12 March 2012: slide 30

31. IT Governance Archetypes
STYLE Who Has Decision or Input Rights?
Business A group of business executives or individual executives (CxOs). Includes
Monarchy committees of senior business executives (may include (CIO), excludes
IT executives acting independently.
IT Monarchy Individuals or groups of IT executives.
Feudal Business unit leaders, key process owners or their delegates.
Federal C-level executives and business groups (eg business units or processes);
may also include IT executives as additional participants. Equivalent of the
central and state governments working together.
IT Duopoly IT executives and one other group (e.g. CxO or business unit or process
leaders).
Anarchy Each individual user.
Weill and Ross, 2004, IT Governance
EA Management Journey Webinar 12 March 2012: slide 31

32. LJMU Federal Governance Model
Monitoring Information Architecture
Compliance Management Principles
Review Steering Group
Business Membership
Infrastructure
Business
Applications IT
Needs Membership
Development
IT Steering Group
Programme
Business Membership
‘Doing Business Membership
EA’ Benefits Investment & prioritisation
Methodology : MSP Methodology : ITIL
EA Management Journey Webinar 12 March 2012: slide 32

33. Bolton
‘Governance by Stealth’
‘Doing
EA’
EA Management Journey Webinar 12 March 2012: slide 33

34. Bristol Governance Structure
CONSULTATION BODIES
STRATEGIC PROGRAMME
‘Doing
UPARC
BOARD
(VCAG)
EA’
* Programme
PORTFOLIO EXECUTIVE
Senior Users Management
DP (Chair)
Senior Suppliers +
AN/GG/LH/AWP/DC/HG/TP/CN
Support
Management Education
ICT HR Research Finance Estates
Information Development ICT
Prgm Prgm Prgm Prgm Prgm
Prgm Prgm
EA Management Journey Webinar 12 March 2012: slide 34

35. Questions about Governance
• How ‘EA ready’ is your institution’s
information governance set up?
• How does this impact your aims in ‘doing EA’
on projects and programmes?
• What’s steps do you need to take, and when,
to achieve ‘just enough’ governance for ‘doing
EA’
EA Management Journey Webinar 12 March 2012: slide 35

36. EA: a foundation for
Business Execution and Decisions
good decisions
that stick
and change! hands on
IT Savvy =
20% ‘better’
EA Management Journey Webinar 12 March 2012: slide 36