The document discusses how enterprise architecture can be used to establish an organizing logic for business processes and IT infrastructure that supports different operating models for businesses ranging from unification to replication. It also outlines four stages of enterprise architecture maturity from business silos to business modularity and how architecture management practices evolve at each stage. Finally, it discusses how enterprise architecture can be leveraged to guide outsourcing strategies and objectives.
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
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 .
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
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
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 .
Your Challenge
It is difficult to start the project, engage the right people, and find the necessary requirements to drive the value of an enterprise architecture operating model.
It is challenging to navigate the common enterprise architecture (EA) frameworks and right-size them for your organization.
The EA practice may struggle to effectively collaborate with the business when making decisions, resulting in outcomes that fail to engage stakeholders.
Our Advice
Critical Insight
The benefits of an EA program are only realized when all components of the operating model enable the achievement of the program goals and objectives. Many times organizations overplay the governance card while ignoring the motivational aspects that can be addressed through the organization's structure or stakeholder relations.
Info-Tech’s methodology ensures that all components of an EA operating model are considered to optimize the performance of the EA program.
Impact and Result
Place and structure your EA team to address the needs of stakeholders and deliver on the previously created strategy.
Create an engagement model by understanding each relevant process of COBIT 5 and make stakeholder interaction cards to initiate conversations.
Recognize the need for governance and formulate the appropriate boards while considering various policies, principles, and compliance.
Develop a unique architecture development framework based on best-practice approaches with an understanding of the various architectural views to ensure the creation of a successful process.
Build a communication plan and roadmap to efficiently navigate through enterprise change and involve the necessary stakeholders.
Introduction to Enterprise Architecture Leo Shuster
If you ever wanted to find out what Enterprise Architecture was, this is the presentation for you. It gives you a basic understanding of Enterprise Architecture, its goals, objectives, and benefits.
This describes the concept of a Process Oriented Architecture. A Process Oriented Architecture is a way of linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation. It allows two views of any process to be maintained and operated:
1. External view – that experienced by user
2. Internal view – that worked on by the organisational competency
An organisation will interact will multiple external parties. Each external party will have a number of interaction paths or journeys. These journeys are the routes of experience of external parties. These routes of experience need to be mapped (as) seamlessly (as possible) to internal organisational operational process competency groupings.
The interaction paths or journeys represent the Straight Through Processing that the customer (external party) wants to experience. The complexity of internal organisational operational process competency groupings needs to be masked from the customer (external party). Process Oriented Architecture is a key enabler of successful digital transformation.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
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.
Using Capability Modeling to Facilitate SOA AdoptionNathaniel Palmer
The promises of Service Oriented Enterprise Architecture include greater business agility, improved application integration at reduced cost, and the holy grail of aligning IT initiatives with business objectives. Achieving these goals requires organizations to approach SOA from an Enterprise Architecture perspective.
Although existing EA processes and tools can be adapted to facilitate SOA, a new approach is gaining wider acceptance as being especially suited to this task.
Capability Modeling focuses on the things that business units can do instead of how they do them. There is a direct corollary to the best practices of service design, where the focus of analysis is on what a service does instead of how it is implemented. Business Capabilities can be described in terms that the business is familiar with, and then mapped directly to services implemented by systems supported by the IT organization.
This presentation covers the basics of Capability Modeling and how this important technique can be used by Enterprise Architects to facilitate an SOA adoption program.
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
Effective solution delivery requires an integrated approach to projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate leads to significant risk
Intentional modeling for problem solving in enterprise architecture (ICEIS 20...Dr.-Ing. Sagar Sunkle
Taking and executing correct decisions is critical in enterprise systems which are characterized by rapid
changes along interconnected dimensions. Enterprise architecture (EA) frameworks offer holistic treatment
of enterprise systems but constitute only one part of the solution to problems arising due to organizational
changes. The other, less explored part is the ability to explicate and analyze the intentions behind major decisions. We investigate a step-by-step approach where intentional modeling is treated as a problem solving
technique. In our approach, an intentional model devoid of goals is obtained from the existing EA model via
mapping. It is expanded by representing the problems due to organizational changes as goals and soft goals
and alternative solutions to them. The final intentional model is transformed back to an actionable EA model
via the same mapping. In the case study, we re-imagine the evolution of our model-driven software development unit as an enterprise where two stages in its evolution are treated as as-is and to-be states and the journey
is captured in terms of intentional models. Initial explorations suggest that the mapping enables a clear path
from as-is to to-be states of an EA model while preserving the reasoning behind every alternative chosen.
A Day in the Life of an Enterprise Architect (Role Play Exercise) 2016Daljit Banger
During Nov 2016 the BCS EA SIG ran a session entitled "Enterprise Architecture Practitioners Day / Hackathon" in London - These are my slides for my sesion at the event.
Hype or Reality: Will Enterprise Systems as a Service become an Organizing …CONFENIS 2012
Per Svejvig, Torben Storgaard, Charles Moller, Hype or Reality: Will Enterprise Systems as a Service become an Organizing Vision for Enterprise Cloud Computing in Denmark?
This describes the concept of a Process Oriented Architecture. A Process Oriented Architecture is a way of linking process areas to actual (desired) interactions – customer (external interacting party) service journeys through the organisation. It allows two views of any process to be maintained and operated:
1. External view – that experienced by user
2. Internal view – that worked on by the organisational competency
An organisation will interact will multiple external parties. Each external party will have a number of interaction paths or journeys. These journeys are the routes of experience of external parties. These routes of experience need to be mapped (as) seamlessly (as possible) to internal organisational operational process competency groupings.
The interaction paths or journeys represent the Straight Through Processing that the customer (external party) wants to experience. The complexity of internal organisational operational process competency groupings needs to be masked from the customer (external party). Process Oriented Architecture is a key enabler of successful digital transformation.
Solution Architecture And (Robotic) Process Automation SolutionsAlan McSweeney
Automation is a technology trend IT architects should be aware of and know how to respond to business requests as well as recommend automation technologies and solutions where appropriate. Automation is a bigger topic than just RPA (Robotic Process Automation).
Automation solutions, like all other technology solutions, should be subject to an architecture and design process. There are many approaches to and options for the automation of business activities. Too often automation solutions are tactical applications layered over existing business systems
The objective of all IT solutions is to automate manual business processes and their activities to a certain extent. The requirement for RPA-type applications arises in part because of automation failures within existing applications or the need to automate the interactions with or integrations between separate, possibly legacy, applications.
One of the roles of IT architecture is to always seek to take the wider architectural view and to ensure that solutions are designed and delivered within a strategic framework to avoid, as much as is practical and realistic, short-term tactical solutions and approaches that lead to an accumulation of design, operations and support debt. Tactical solutions will always play a part in the organisation’s solution landscape.
The objective of these notes is to put automation into its wider and larger IT architecture context while accepting the need for tactical approaches in some instances.
These notes cover the following topics:
• Solution And Process Automation – The Wider Technology And Approach Landscape
• Business Processes, Business Solutions And Automation
• Organisation Process Model
• Strategic And Tactical Automation
• Deciding On The Scope Of Automation
• Digital Strategy, Digital Transformation And Automation
• Specifying The Automation Solution
• Business Process Model and Notation (BPMN)
• Sample Business Process – Order To Cash
• RPA (Robotic Process Automation)
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.
Using Capability Modeling to Facilitate SOA AdoptionNathaniel Palmer
The promises of Service Oriented Enterprise Architecture include greater business agility, improved application integration at reduced cost, and the holy grail of aligning IT initiatives with business objectives. Achieving these goals requires organizations to approach SOA from an Enterprise Architecture perspective.
Although existing EA processes and tools can be adapted to facilitate SOA, a new approach is gaining wider acceptance as being especially suited to this task.
Capability Modeling focuses on the things that business units can do instead of how they do them. There is a direct corollary to the best practices of service design, where the focus of analysis is on what a service does instead of how it is implemented. Business Capabilities can be described in terms that the business is familiar with, and then mapped directly to services implemented by systems supported by the IT organization.
This presentation covers the basics of Capability Modeling and how this important technique can be used by Enterprise Architects to facilitate an SOA adoption program.
Capability assessment of IT Governance using COBIT 4 Process Assessment Model (PAM). Presented for Information System Department, Universitas Bakrie - Indonesia
Comprehensive And Integrated Approach To Project Management And Solution Deli...Alan McSweeney
Describes a complete and integrated approach to solution delivery that encompasses project management, project portfolio management, business analysis and solution architecture and design
Effective solution delivery requires an integrated approach to projects across all key disciplines
Project portfolio management
Project management
Business analysis
Solution design
Having silos of expertise that do not communicate or co-operate leads to significant risk
Intentional modeling for problem solving in enterprise architecture (ICEIS 20...Dr.-Ing. Sagar Sunkle
Taking and executing correct decisions is critical in enterprise systems which are characterized by rapid
changes along interconnected dimensions. Enterprise architecture (EA) frameworks offer holistic treatment
of enterprise systems but constitute only one part of the solution to problems arising due to organizational
changes. The other, less explored part is the ability to explicate and analyze the intentions behind major decisions. We investigate a step-by-step approach where intentional modeling is treated as a problem solving
technique. In our approach, an intentional model devoid of goals is obtained from the existing EA model via
mapping. It is expanded by representing the problems due to organizational changes as goals and soft goals
and alternative solutions to them. The final intentional model is transformed back to an actionable EA model
via the same mapping. In the case study, we re-imagine the evolution of our model-driven software development unit as an enterprise where two stages in its evolution are treated as as-is and to-be states and the journey
is captured in terms of intentional models. Initial explorations suggest that the mapping enables a clear path
from as-is to to-be states of an EA model while preserving the reasoning behind every alternative chosen.
A Day in the Life of an Enterprise Architect (Role Play Exercise) 2016Daljit Banger
During Nov 2016 the BCS EA SIG ran a session entitled "Enterprise Architecture Practitioners Day / Hackathon" in London - These are my slides for my sesion at the event.
Hype or Reality: Will Enterprise Systems as a Service become an Organizing …CONFENIS 2012
Per Svejvig, Torben Storgaard, Charles Moller, Hype or Reality: Will Enterprise Systems as a Service become an Organizing Vision for Enterprise Cloud Computing in Denmark?
Stepping-stones of enterprise-architecture: Process and practice in the real...Tetradian Consulting
What do we do when we’re doing enterprise architecture? What issues do we tackle, in what sequence, for what business reasons, for what business value? And how do we get results fast? This presentation describes how to adapt the Architectural Development Method (ADM) from The Open Group Architecture Framework (TOGAF) for use in all types of enterprise architecture - for IT and beyond - and at all architecture maturity-levels.
[Presentation at TOGAF Conference, London, April 2009. Applies to TOGAF versions 8.1 and 9. Copyright (c) Tetradian Consulting 2009]
Integrated Project and Solution Delivery And Business Engagement ModelAlan McSweeney
Projects are a continuum from initial concept to planning, design, implementation and management and operation of the implemented solution (and ultimate decommissioning) and across IT and business functions.
Therefore it is important to have an integrated project delivery approach that crosses these core dimensions.
This describes an integrated approach to solution delivery encompassing Stages - project stages/timeline, Activities - IT and business functions/ roles/ activities, Gates - project review and decision gates and Artefacts - project results and deliverables. This combines project management into all other aspects and activities of project and solution delivery:
• Business
• Business Analysis
• Solution Architecture
• Implementation and Delivery
• Test and Quality
• Organisation Readiness
• Service Management
• Infrastructure
It emphasises early business engagement and solution definition and validation to detail a solution that meet a clear and articulated business need that will deliver a realisable and achievable set of business benefits. It ensures that the complexity of what has to be delivered is understood so there is a strong and solid foundation for solution implementation, delivery and management and operation.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
To design business models of the future requires a comprehensive set of skills. The skills are diverse in nature and range from the typical business analysis delivery focused requirements management tools and techniques to the more business architect MBA style and business model innovation techniques.
But how can we leverage the two skillsets to create more cohesion in the industry?
Where is the overlap and is there a career path between the two?
What about the frameworks that support these two disciplines?
This presentation will deal with:
Shifts occurring in the market;
Where the business architect and the business analyst provide value individually;
Where the business architecture and the business analyst provide value together;
How are the disciplines merging; and what the future could look like.
Structured Approach to Solution ArchitectureAlan McSweeney
The role of solution architecture is to identify answer to a business problem and set of solution options and their components. There will be many potential solutions to a problem with varying degrees of suitability to the underlying business need. Solution options are derived from a combination of Solution Architecture Dimensions/Views which describe characteristics, features, qualities, requirements and Solution Design Factors, Limitations And Boundaries which delineate limitations. Use of structured approach can assist with solution design to create consistency. The TOGAF approach to enterprise architecture can be adapted to perform some of the analysis and design for elements of Solution Architecture Dimensions/Views.
Togaf is a high level and holistic approach to design, which is typically modeled at four levels: business, application, data, and
technology. It tries to give a well-tested overall starting model to information architects, which can then be built upon. It relies heavily
on modularization, standardization, and already existing, proven technologies and products.
For More Information please follow the below link:
http://www.xoomtrainings.com/course/togaf
For Togaf 9.1 Online Training Demo Please Find the below link:
https://www.youtube.com/watch?v=TF-h6yUc9eo
For General Queries Email us at sales@xoomtrainings.com or +1-610-686-8077
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.
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.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
The honest truth about getting value from ITRob Eddowes
Improving Business Performance is Enterprise Architecture's value proposition. By helping the enterprise facilitate strategic planning, address executive priorities, deliver customer value, leverage investments in major initiatives and deploy horizontal solutions across business units.
Business Enterprise Architecture is the best way to create agility, align IT with the business, and establish the governance that keeps the business focused on the business strategy. It aligns strategic goals and objectives with decisions regarding products and services; business partners; organisation structure; business capabilities; and key initiatives. The Business Architecture is captured in 5 models. The business strategy, organisation, capability, value stream, and knowledge to produce the business operating model(s) – the language of the business.
A foundation for alignment:
This summary addresses complex, and often far-reaching business and IT challenges.
1. Identify and list the top business priorities and issues for the organisation, focusing on shared horizontal or cross business unit challenges.
2. Consolidate business-unit objectives into a common vision statement.
3. Establish a business architecture that your company can use to determine the exact impact points and investment ramifications of misalignment from a business perspective.
4. Map these business objectives to clear, well-articulated business views defined within the business architecture.
5. Identify major IT architecture weaknesses and issues that prevent critical business priorities from being addressed, in reference to the business architecture.
6. Determine IT architecture impacts and impediments of achieving these business objectives.
7. Draft a plan for addressing these issues from a systematic, long-term transformation perspective.
8. Build an incremental ROI approach that aligns near-term requirements with the business-driven transformation roadmap.
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
The promises of Service Oriented Enterprise Architecture include greater business agility, improved application integration at reduced cost, and the holy grail of aligning IT initiatives with business objectives. Achieving these goals requires organizations to approach SOA from an Enterprise Architecture perspective. Although existing EA processes and tools can be adapted to facilitate SOA, a new approach is gaining wider acceptance as being especially suited to this task.
Capability Modeling focuses on the things that business units can do instead of how they do them. There is a direct corollary to the best practices of service design, where the focus of analysis is on what a service does instead of how it is implemented. Business Capabilities can be described in terms that the business is familiar with, and then mapped directly to services implemented by systems supported by the IT organization.
This presentation covers the basics of Capability Modeling and how this important technique can be used by Enterprise Architects to facilitate an SOA adoption program.
Enterprise Architecture for Communication Service ProvidersPritam Dey
Rapid technology improvements and elevated customer expectations are a given for the telecom industry. If you expect to grow and lead the competition, you must have a thorough understanding of your entire business from all angles and ensure that your technology is in sync with your business aspirations—all while keeping costs down. The way to achieve this is through Enterprise Architecture. It will take you down a path of innovation that will make you the leader in your market.
Ever struggled with the question of, What is the Value of Enterprise Architecture? In this webinar, Michael Fulton, experienced architect and President, CC&C Americas will share his perspective on EA and the value it provides to the CIO, to IT and to the business.
We will cover the benefits associated with:
• new Business Capabilities
• Cost Savings
• Risk Reduction
Key Take-aways:
• What are the elements of value delivered by IT?
• How does EA & IT Architecture deliver value to the organization?
• Why should you consider implementing an Enterprise Architecture program at your company?
Open Digital Architecture (ODA) is a blueprint for modular, cloud-based, open digital platforms that can be orchestrated using AI.
Designed to support our industry into the cloud native era, ODA sets the framework required
for CSPs to invest in IT, transforming business agility and operations by creating simpler IT and network solutions that are easier and cheaper to deploy, integrate and upgrade. Enabling growth, profitability and a cutting-edge customer experience.
A simple Small to Medium Enterprise Cybersecurity approach with minimal cost for Enterprise `security Architecture implementation with technologies proposed
2. Think Change What seems like only a ripple today... Can become the wave of the future
3. Overall Model – Foundation for Execution The Enterprise Architecture is the organising logic for business processes and IT infrastructure, reflecting the integration and standardisation requirements of the organisations operating model The operating model is the necessary level of business integration and standardisation for delivering goods and services to customers The IT engagement model is the system of governance mechanisms that ensure business and IT projects achieve both local and company wide objectives
7. Enterprise Architecture for a Unification Model Linked and standard (core) processes Shared Data Process Key Customers Linking and automating technologies Automating Technologies Required Optional Linking Technologies Business Process Outcome Data Technology Customer Types
8. Enterprise Architecture for a Diversification Model Shared Processes Business-unit-specific data Process Shared Technologies Business-unit-specific customers Required Optional Business Process Technology Outcome Data Stack Technology Customer Types
9. Enterprise Architecture for a Coordination Model Shared Data Integrating Technology Process Shared Customers Linked Processes Required Optional Business Process Outcome Data Technology Customer Types
10. Enterprise Architecture for a Replication Model Automating and linking technologies Business-unit-specific data Process Standardised Processes Business-unit-specific customers Required Optional Business Process Outcome Data Technology Customer Types
12. Stages of Enterprise Architecture Maturity Business Silos Architecture: Where companies look to maximize individual business unit needs of functional needs Standardised Technology Architecture: Providing IT efficiencies through technology standardisation and, in most cases, increased centralisation of technology management Optimised Core Architecture: Which provides company wide data and process standardisation as appropriate for the operating model Business Modularity Architecture: Where companies manage and reuse loosely coupled IT-enabled business process components to preserve global standards while enabling local differences
16. How to apply Architecture Maturity Stages in Your Company Focus architecture on strategic organisational processes No company can afford to eliminate all its silos Move incrementally Skipping stages leads to either failures or delayed benefits Recognise that complex organisations have enterprise architectures at multiple levels Architectures at different levels of the company support different business objectives Build an architecture capability-in-house Business Strategy and IT Architecture requires a close relationship Aim for Business Modularity More-mature architectures reported greater success in achieving strategic goals
18. The Benefits of Enterprise Architecture Reduced IT Costs IT Operations unit costs Application maintenance costs Increased IT Responsiveness Improved Risk Management Reduced business risk Increased disaster tolerance Reduced security breaches Increased Management Satisfaction Greater senior management satisfaction Greater business unit leader satisfaction Enhanced Strategic Business Outcomes Better operational excellence More customer intimacy Greater product leadership More Strategic agility
23. The IT Engagement Model Companywide IT Governance: Decision rights and accountability framework to encourage desirable behaviour in the use of IT Project Management: Formalised project methodology, with clear deliverables and regular checkpoints Linking Mechanisms: Processes and decision-making bodies that align incentives and connect the project-level activities to the overall IT Governance
24. The IT Engagement Model ALIGNMENT Business IT Company Level Companywide IT Governance Company strategy and operations Enterprise Architecture CORDINATION Business unit Level Linking mechanisms Business unit strategy and operations Business unit architecture Project Management Project team Level Project Plan Project IT architecture
40. Sources of Reference J.W.Ross, P. Weill, D.C. Robertson, Enterprise Archictecture as Strategy, 2006, Havard Business School Press. ISBN: 1-59139-839-8 http://www.architectureasstrategy.com
Three Elements:Key Customers ( i.e. Segments and/or channels) the company servesKey Processes to be standardised and integratedShared Data – to integrate processes and and serve customers
When developing a Diversification model core diagram, start with the technologies that can be shared to provide economies of scale, standardisation, or other benefits. Incorporate the remaining elements – key customer types, business processes, and data – only when needed for the operating model.
When designing a Coordination model core diagram, start with the key customers (e.g. Segments and channels) to be shared across business units. Next, identify the subset of the company data that must be shared across the business units to serve key customers. Then, identify any technology that is key to the data integration. Finally, consider whether to include business process elements.
When designing a Replication model, start with the key processes to be standardised and replicated across the business units. Next, identify the technologies automating those key processes. Then consider what linking technologies, if any, can be shared across the business units.
Shift from local optimisation to global optimisation – this has an implication on organisation flexibility.
Shift from local optimisation to global optimisation – this has an implication on organisation flexibility.