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.
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
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 .
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
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.
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
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 .
It is well known that an effective PMO is key to successful and efficient program and project execution. In other words, doing things “right”. Enterprise Architecture is the discipline that plans and monitors enterprise transformation and aligns the business strategy with information technology capabilities. In other words, doing the “right things” to support the business.
Why is it organizations despite having both of these disciplines still struggle with effective enterprise transformation? What can we done to use these disciplines more effectively to effect better business outcomes? What are the roles of each discipline and how do they work together to create business value?
In this presentation, Riaz will address these questions and will provide real life examples that can help build a strong relationship between the PMO and Enterprise Architecture.
Learning Objectives:
• How to build a strong relationship between the PMO and Enterprise Architecture (EA) to deliver positive outcomes for your organization
• Identify the different roles and functions of the PMO and EA as well as their similarities
Solution Architecture Centre Of ExcellenceAlan McSweeney
This is an extract from the book An Introduction to Solution Architecture (https://www.amazon.com/dp/1797567616) that discusses the topic of a Solution Architecture Centre Of Excellence.
The solution architecture function should aspire to be a Solution Architecture Centre Of Excellence (SACOE). This is concerned with developing a mature function that is highly-skilled at solution architecture and design and provides solution and consulting leadership to the organisation.
Developing an SACOE requires vision and resources of both the solution architecture function and information technology management.
The solution architecture function has the capability to develop both the business insight and solution and technology expertise to act as the business/technology authority and be the bridge between the business and technology domains of the organisation.
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
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
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
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.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
Put Your Desktop in the Cloud In Support of the Open Government Directive and...guest8c518a8
As part of “Put Your Desktop in the Cloud to Support the Open Government Directive and Data.gov/semantic”, I believe that each government employee should:
Create an Open Government Webpage;
Create an Open Government Dashboard; and
Publish Three or More Data Sets.
The world has not really settled on precise definitions of IT architecture or architecture description as these terms relate to the enterprises and its systems or software
The challenge of alignment, integration and change in the development of e-services has gave attention to enterprise architecture. It provide the framework of engagement and thinking tool to define, elaborate, document, agree and communicate the strategic baseline, strategic intent, strategic architecture, strategic change and strategic resources in the development and improvement of e-services within the defined context and perspectives of time, stakeholders, performance, funds, environment, leadership and technology. The shared open presentation is a product of direct engagement with people of decision and work who are enabled to participate the formulation of enterprise architecture that matters to their performance.
How to develop and govern a Technology Strategy in 10 weeksLeo Barella
This presentation covers the organizational layout, EA Services and EA Governance processes necessary to develop and govern a technology strategy effectively.
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
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
The latest version of the TOGAF standard has special emphasis on Business Architecture, Digital Trends, and Business Transformation beyond IT. Stuart Macgregor takes us through some of these changes to the TOGAF® 9.2 standard and discuss how they will benefit us.
Practical Enterprise Architecture in Medium-size Corporation using TOGAFMichael Sukachev
Overview on the Practical Enterprise Architecture approach using TOGAF ADM for architectures development, Zachman Framework as artifacts repository and Sparx EA as a modelling tool.
Defining the business value proposition of EA and PPM
Eliminating project risks
Accelerating project execution
Managing project and architecture inter-dependencies
Delivering realized value
Improving collaboration of Architecture and PMO
Incorporating A DesignOps Approach Into Solution ArchitectureAlan McSweeney
Solution architecture and design is concerned with designing new (IT) solutions to resolve problems or address opportunities . In order to solve a problem, you need sufficient information to understand the problem. If you do not understand the scope of the required solution you cannot understand the risks associated with the implementation approach.
Getting the solution wrong can be very expensive. The DesignOps approach is a unified end-to-end view of solution delivery from initial concept to steady state operations. It is a design-to-operations approach identifying all the solution design elements needed to ensure the delivery of a complete solution.
Solution architecture and design teams are becoming larger so more co-ordination, standardisation and management is required. The increasing focus on digital transformation increases the need for improved design as business applications are exposed outside the organisation. Solution complexity is increasing. The aim of the DesignOps approach is to improve solution design outcomes.
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.
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
Put Your Desktop in the Cloud In Support of the Open Government Directive and...guest8c518a8
As part of “Put Your Desktop in the Cloud to Support the Open Government Directive and Data.gov/semantic”, I believe that each government employee should:
Create an Open Government Webpage;
Create an Open Government Dashboard; and
Publish Three or More Data Sets.
The world has not really settled on precise definitions of IT architecture or architecture description as these terms relate to the enterprises and its systems or software
This presentation provides an overview of Enterprise Architecture Frameworks. It is presented by the Semantech Inc. Enterprise Architecture Center of Excellence. The purpose of the briefing is to provide a better understanding of how Frameworks are used in the practice of EA.
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.
Creating Enterprise Value from Business Architectureiasaglobal
This presentation will cover the Why (Value) and How (Execution) of a Business Architecture program. You will understand how you can lead your enterprise towards its vision by planning for key Business Capabilities that will get you there.
Day 1: ICT Strategic Planning, Mr. Soufiane Ben Moussa, CTO, House of Commons...wepc2016
The challenges parliaments face are not simply ones of technology adoption; many are strategic and need to be addressed at a systemic level. To resolve this challenge, there needs to be a stronger focus on articulating, addressing and resolving the strategic barriers.
Ever wondered why you need a blueprint to make sense of it all. We breakdown the needs for a winning architecture technique with a template example based approach. Feel free to reach out to and if more details are required or you have an opportunity to explore
Digital Alpha is a leading technology and consulting services firm headquartered in New York. We provide solutions for:
- Asset Management companies
- Digital Health-Tech firms
Backed by the best industry minds from wall street companies like Bloomberg, Goldman Sachs, McKinsey, J.P Morgan, and Deloitte - we help enterprises take advantage of the data and digital paradigm to generate new levers that will accelerate growth.
One of the critical aspects of adopting a digital ecosystem is modernizing or enhancing legacy business suites through evolving technology platforms and frameworks to endure in this digital age. We leverage our integrated array of IT solutions, accelerators, and software expertise to achieve a technological breakthrough and enable companies with a more agile transformation.
Our actionable strategy with data-driven methodologies help you to solve the most complex problems in the following disciplines:
- Data Engineering
- Platform Engineering
- Business Operations Automation
Enterprise Architecture Governance: A Framework for Successful BusinessNathaniel Palmer
Enterprise Architectures play an important role supporting business transformation initiatives. Enterprise Architecture Governance (EAG) provides a structure for defining relevant strategies and compliance processes. This Level 3 Communications case study presents a detailed framework composed of three essential components of EAG:
1) Organizational Accountability must be clearly defi ned for all EAG aspects, and executive sponsorship is essential. Level 3 formed an executive steering committee with broad representation, preventing EAG from becoming an IT-only initiative.
2) Strategy Defi nition provides the roadmap for business transformation initiatives. Architectural guiding principles defi ne values and offer input into strategies, end states define where the company is going, and roadmaps document how to get there from.
3) Compliance Processes ensure that development initiatives are in alignment with the strategic direction. Level 3 has created a framework that gives each development initiative an architecture rating that indicates its compliance level.
All About Business Analyst Becoming a successful BAZaranTech LLC
We are the leaders in providing Role-Specific training and e-learning solutions for individuals and corporations. Our curriculums are based on real-time job functions as opposed to being product-based.specialized and innovative global expert IT Training and Consulting services
Bending the IT Op-Ex Cost Curve Through IT SimplificationCognizant
CIOs can cut back operations expenditures (Op-Ex) and redirect the funds to strategic digital transformation by reducing IT complexity and rooting out inefficiencies while engaged in IT simplification.
Similar to Enterprise architecture framework business case (20)
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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3. Part 1 - EA Framework
Business Case
1. Introduction
2. Opportunity
2.1 Context and history
2.2 Actual situation
2.3 Need for change
2.4 Performance objectives
2.5 Recommended solution
3. Benefits, costs and risks
3.1 Alignment with business strategy
3.2 Benefits and value
3.3 Costs
3.4 Financial indicators
3.5 Risk and risk mitigation strategy
Appendix 1 - EA Maturity Assessment
Appendix 2 – EA Domains
4. Business Case – Document
Control
Prepared by
Name Title or department Company Signature Date
------------------- Project manager ----- _________________________________
Quality check/review
Date Done by Company Signature Date
--------- ---------- ----- _________________________________
Approved by
Name Title or department Company Signature Date
----- _________________________________
Revision History
Version Date Author Description
0.1 Feb. 6, 08 Alex Antonatos First draft
0.2 ---------- Second draft – including input from quality review
5. 1. Introduction
Enterprise Architecture Framework - A definition
• An Architecture Framework as it applies to enterprises, is a schema or structure for
identifying and organizing the descriptive representation models that are important in the
management of enterprises, more specifically in relation to the business strategy and
processes, the systems, the data and the technological infrastructure.
Enterprise Architecture Framework - The project
• Sub-project of the IT Optimization project that is an on going project synchronized with
budget cycle and the review of the IT road map.
• Focus on recommending:
– Architecture Guidelines and Principles
– Architecture Tools
– Deployment strategy and plan
• To complement and support other components of EA:
– Organization and Skills
– Architecture Process
– Governance and Metrics
– Knowledge Management
– Architecture Prints
6. 2. Opportunity
2.1 Context and history
• XXXXXXX IT organization redesigned to improve IT governance.
• First steps included the implementation of:
– Fast track PMO to harmonize and structure the operation and delivery of IT solutions.
– Enterprise Architecture team to ensure the coordination and reuse of existing
systems, quality of the strategic plan, solution architecture and continuity of the IT
knowledge base.
• Many on going projects and more to come to integrate the business.
• More complex business processes environment / duplication of processes.
• More complex systems environment / duplication of systems.
• More complex data structure / duplication of data.
• More complex technology.
7. 2. Opportunity
2.2 Actual situation
• Important project portfolio with major project dependencies and architecture integration
issues and only 3 Architects acting as internal consultants.
• No architectural framework and limited availability of EA processes, standards and
procedures (EA maturity estimated to 1.83 * ).
• Limited diffusion and communication of current EA processes, standards and procedures
(ex: Integrated Architecture View (IAV)).
• Slow process for business opportunity development and transformation.
• High system and infrastructure maintenance costs.
• High IT implementation costs.
• Limited IT documentation and knowledge transfer – high business and operational risks.
• Ill equipped in terms of methodologies and tools to assess risks and deliver successful
projects, ex. :
– Project Management Office IT initiatives
– Standardization of Finance Master Data
– HR consolidation
– Document Management SharePoint
* Appendix 1 – EA Maturity Assessment
8. 2. Opportunity
2.3 Need for change
Need for a better understanding of the current and target environments
supported by an EA framework, methodology and tools to:
Realize the IT roadmap and successfully deliver projects to support the
XXXXXX
Respond to increasing demands for information.
Do more with the limited business and IT resources currently
available.
Imagine, if you had to
plan a trip with the map
of just the cities !
First, you would have
to find the main roads
and arteries.
Then the task of filling the
whole map to draw the
itinerary.
9. 2. Opportunity
2.4 Performance objectives
The EA Framework and Tools should:
Improve the EA maturity level from 1.83 to at least 2.55 within two years.
Facilitate successful projects delivery - Reduce risks and costs.
Be readily understandable and helpful as a communication tool.
Be consistent and structured.
BETTER, FASTER, CHEAPER
Process effectiveness
• Improved productivity
• Increased business agility/ reduced work around
• Lower costs
• Faster cycle time
• Improved output quality
• Improved information quality
• Improved customer satisfaction
Opportunity creation
• Faster response to change and adaptation to new
business requirements
• Faster time-to-market
• Improved opportunity identification
• Improved support for new channels, products and
markets
• Improved partner linkages and relations
Operational efficiency
• Lower infrastructure costs
• Reduced risk of intrusion, loss and downtime
• Lower implementation and support costs
• Procurement efficiencies
• Higher reliability
• Reduced training needs
Development efficiency
• Greater IT components reuse
• Faster system development and integration
• Simpler upgrades
• Reduced technical risks
• Improved security management
• Reduced training needs
BUSINESS EFFECTIVENESS
10. 2. Opportunity
2.5 Recommended solution – Definition
Select an appropriate architectural framework based on EA best business
practices and guiding principles.
Recommend groups of models for documenting business strategy and
processes, data, systems and technological infrastructure with logical
placeholders within a repository for more detailed development as EA
projects are undertaken.
Recommend an integrated set of architectural modeling tools aligned with
the selected architectural framework to support the development and
organization of the models.
Recommend a deployment strategy and plan by identifying and prioritizing
candidate projects and EA domains *. Start by identifying the project drivers
(reducing operating costs, streamlining an inefficient process, improving
quality, enhancing capacity, etc.).
* See Appendix 2 – EA Domains
11. 2. Opportunity
2.5 Recommended solution - Timeline
Gate 1 - Business Case ---------------
Gate 2 - Project Charter --------------
Solution Architecture ---------------
Detailed project plan
Workshops
Vendors presentations and site visits
Final Report / Recommendation
Gate 3 – Solution Architecture Review ---------------
Sub-Project closure -----------------------
12. 2. Opportunity
2.5 Recommended solution - Scope
The scope : The Enterprise
To align Business with IT, this implies the following
scopes:
Strategic / Business Scope
– Enterprise governance
– All functional areas and processes
Technical Scope
– All technical areas and processes
Organisational Scope
– All business units including IT
Geography Scope
– All geographical locations
Strategy
Business
Processes
Information / Application
Systems
Technology
The ENTERPRISE
13. 3. Benefits, Costs and Risks3.1 Alignment with business strategy
EA key objective is to align Business with IT (cost reduction and assets efficiency):
– Providing the framework for EA is a requirement to meet this objective.
– The framework will support EA deliverables aimed at:
Understanding how to use the
technology
Understanding what systems
and data to use
Understanding how to deliver services
Strategy
Business
Processes
Information / Application
Systems
Technology
Understanding how to govern the enterprise
– who and where
Understandinghowtoalign
BusinessandIT
UNDERSTANDING WHERE WE ARE AND WHERE WE ARE GOING
14. 3. Benefits, Costs and Risks
3.2 Benefits and value
Once implemented, the EA Framework and Tools will:
• Improve business agility to support dynamic business transformation.
• Support the IT standardization for cost-effective delivery of processes.
• Increase business interoperability between Business Units.
• Optimize resources – people, technology and processes.
• Drive re-usability of architecture models and best practices.
• Facilitate elimination of duplication and redundancy.
• Reduce cost of ownership.
• Improve delivery of training and business services.
• Reduce/avoid recurrent cost:
– Estimated 10% reduction of the planned cost of IT projects analysis and solution
architecture phases (representing about 20% of the total project costs)
2.5 M$ based on a 150 M$ IT projects envelope from mid-2008 to 2010 (0.5M$ in
2008, 1M$ in 2009 and 1M$ in 2010)
15. - Management processes are not applied at all
- Processes are documented and communicated
- Best practices are followed and automated
0 - Non-Existent
1 - Initial - Processes are ad hoc and disorganized
2 - Repeatable - Processes follow a regular pattern
3 - Defined
4 - Managed - Processes are monitored and measured
5 - Optimized
Symbol Legend
Short Term Goal = 2.55
Long Term Goal = 3.50
Non
Existent
0
Initial
1
Repeatable
2
Defined
3
Managed
4
Optimized
5
Levels of Maturity
Current state = 1.83
(1-2) years (2008, 2009)
(2-3) years (2009,2010)
2007 2008-09 2009-102006
Appendix 1 - EA Maturity Assessment
-------- EA program maturity objectives
16. End 2007 Target 2008-09
Major gap to fill
Appendix 1 - EA Maturity Assessment