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
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.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
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
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
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.
Digital Transformation And Solution ArchitectureAlan McSweeney
Digital strategy is a statement about the organisation’s digital positioning, competitors and customer and collaborator needs and behaviour to achieve a direction for innovation, communication, transaction and promotion. Digital strategy needs to be defined in the same framework structure as the proposed digital architecture platform.
Achieving the target digital organisation means deploying solutions that enable the digital architecture. Solution architecture needs to design solutions that fit into the target digital architecture framework. This requires:
• Solution architecture team operating in an integrated manner designing solutions to a set of common standards and that run on the platform
• Solution architecture team leadership ensuring solutions conform to the common standards
• Solution architecture technical leadership to develop and maintain common solution design standards
• Solution architecture updates the digital reference architecture based on solution design experience
Digital solution design requires greater discipline to create an integrated set solutions that operate within the rigour of the digital architecture framework. The solution architecture function must interact with other IT architecture disciplines to ensure the set of solutions that implement the digital framework operate together. This requires greater solution architecture team leadership. This needs to be supplemented and supported by a well-defined set of digital solution design standards.
This follows-on from the previous presentation: Digital Transformation And Enterprise Architecture
https://www.slideshare.net/alanmcsweeney/digital-transformation-and-enterprise-architecture.
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
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
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
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.
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.
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.
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.
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 .
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
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.
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
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
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
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.
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.
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.
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.
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 .
Review of Information Technology Function Critical Capability ModelsAlan McSweeney
IT Function critical capabilities are key areas where the IT function needs to maintain significant levels of competence, skill and experience and practise in order to operate and deliver a service. There are several different IT capability frameworks. The objective of these notes is to assess the suitability and applicability of these frameworks. These models can be used to identify what is important for your IT function based on your current and desired/necessary activity profile.
Capabilities vary across organisation – not all capabilities have the same importance for all organisations. These frameworks do not readily accommodate variability in the relative importance of capabilities.
The assessment approach taken is to identify a generalised set of capabilities needed across the span of IT function operations, from strategy to operations and delivery. This generic model is then be used to assess individual frameworks to determine their scope and coverage and to identify gaps.
The generic IT function capability model proposed here consists of five groups or domains of major capabilities that can be organised across the span of the IT function:
1. Information Technology Strategy, Management and Governance
2. Technology and Platforms Standards Development and Management
3. Technology and Solution Consulting and Delivery
4. Operational Run The Business/Business as Usual/Service Provision
5. Change The Business/Development and Introduction of New Services
In the context of trends and initiatives such as outsourcing, transition to cloud services and greater platform-based offerings, should the IT function develop and enhance its meta-capabilities – the management of the delivery of capabilities? Is capability identification and delivery management the most important capability? Outsourced service delivery in all its forms is not a fire-and-forget activity. You can outsource the provision of any service except the management of the supply of that service.
The following IT capability models have been evaluated:
• IT4IT Reference Architecture https://www.opengroup.org/it4it contains 32 functional components
• European e-Competence Framework (ECF) http://www.ecompetences.eu/ contains 40 competencies
• ITIL V4 https://www.axelos.com/best-practice-solutions/itil has 34 management practices
• COBIT 2019 https://www.isaca.org/resources/cobit has 40 management and control processes
• APQC Process Classification Framework - https://www.apqc.org/process-performance-management/process-frameworks version 7.2.1 has 44 major IT management processes
• IT Capability Maturity Framework (IT-CMF) https://ivi.ie/critical-capabilities/ contains 37 critical capabilities
The following model has not been evaluated
• Skills Framework for the Information Age (SFIA) - http://www.sfia-online.org/ lists over 100 skills
In April 2016, one of EA Learning’s experienced Business Architecture instructors, Judith Oja-Gillam, delivered a webinar to a community of Architects and IT professionals within the IASA network. Judith discussed the discipline of business architecture, its potential value to the business and some of the challenges it looks to address. The approaches discussed are linked closely to the content delivered in EA Learning’s Applied Business Architecture.
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.
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
Business Architecture is a multi dimensional discipline primarily focused on organizational structure and performance in terms of business strategy, business functions, capabilities, roles and their relationships. Implementing and executing Business Strategy goals is among Business Architecture’s focus areas.
This presentation and discussion will focus on Strategic planning relationship with Business Architecture. Employing Business Architecture techniques, Corporate Planners can translate business strategy goals into actions, identify critical areas of enterprise change and transformation while identifying and mitigating related risks.
An Introduction into the design of business using business architectureCraig Martin
Business Architecture is gaining interest from many non-traditional architecture stakeholders across the enterprise however most remain unclear of its scope and application. This webinar was presented through the Open Group as lead up to the London 2013 Conference on business transformation. It provides an overview of the language, methods and techniques of developing a business architecture and assist architects to demonstrate its relevance to business leaders. It also provides an insight into the method and techniques taught in the "Discovering Business Architecture" course run by Enterprise Architects.
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Digital transformation: New purpose for enterprise architectureJason Bloomberg
Digital transformation is a hot topic from the boardroom to the back office. Customer preferences and behavior are driving enterprise technology choices like never before. Rising to this challenge, however, requires more than technology change. In reality, internal organizational change is absolutely necessary to maintain focus on the customer in today’s digital world. Enterprise digital transformation efforts, therefore, involve organizational, process, and technology changes that better connect the customer to the technology systems of record. To the enterprise architect, such initiatives sound like a perfect application of enterprise architecture. Only most organizations don’t see this connection. This session will provide a clear definition of digital transformation and will connect the dots from the business priority to the role of the enterprise architect. Attendees will come away with a better appreciation of how to position EA for a leadership position in today's enterprise digital transformation initiatives.
Architecture Project Management. The Open Group® conference, Paris 2016Architecture Center Ltd
Presentation about white paper - "Architecture Project Management. - How to Manage an Architecture Project using the TOGAF® Framework and Mainstream Project Management Methods."
Capgemini Digital Reference Architecture with HPECapgemini
Digital Readiness Assessment Services delivers digital business initiatives by creating an actionable transformation roadmap. Through our joint partnership, Capgemini and HP have developed a Digital Reference Framework for IT solutions for the New Style of Business. Learn the strength of Capgemini-HP joint Digital Reference Architecture as it addresses client digital transformation business needs and helps you gain market share in Cloud, Big Data, Security and Mobility.
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.
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.
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.
Before you start a business you need capital to ensure the sufficient requirements. Therefore, you can raise capital from a number of parties such as bankers, investors and customers. Before you send your proposal, you need to explain more about the purpose, budget, target and the amount you want to borrow. So this is an example of the best presentation slide.
OCEA - Office of the Chief Enterprise Architect, an Incubator View with a Notion of EA as a Boat/Cruise for Enterprise.
1. Office Structure and Capability View
2. Round the corner business enterprise Stovepipe
3. What an EA Office meant from Organization 360 degree view
4. Enabler for Organization for next gen & Business disruption scenarios.
5. Drive the business growth having coherent view of new business model design.
6. EA Boat View - A notion how OCEA helps as a cruise for organization/enterprise to surpass the Org goals.
7. EA Office framework in terms of how you execute the CEA business and how you synergize & synchronize the discharge of Architecture responsibilities.
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?
Connecting the Dots: Creating a Sales Driven OrganizationIngram Micro Cloud
This session was designed to change the relationship between the salesperson and the prospect; moving from a transactional sale to a longer term IT relationship is critical in a Cloud/Mobility sale.
• Moving to a Solution Recommendation
• Connecting the 5 business challenges to your solutions
• Building a 24 month client IT Flight Plan
• How Business Guidance Selling changes the game
• Techniques for seamlessly integrating Business Guidance into your organization
• Professional presentation skills
• Personal growth plans for cloud salespeople
• Immediate Action Plans for the Cloud Solutions Salesperson
http://www.ingrammicrocloud.com
THE POWER OF DIGITAL TECHNOLOGIES AND POSITIVE TRANSFORMATION ON BUSINESSES.pdfPaul Mbua
The training focused on The Power of Digital Technologies and the positive transformation they can have on their businesses.
Objectives Included:
•Clear Understanding of digital transformation
• Assessing your level of digital transformation
• Things to Consider in your digital transformation journey
• Digital transformation framework and strategy
• Effective use of tools and their Application
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Slides from a presentation given by Paul Turner to meetings of IIBA UK on 16 July and 12 August 2014.
Much has been written about technical and solution architectures, without due attention being given to how these work together with the Business Architecture.
It is easy to believe that those who are involved in business analysis, requirements definition and systems modelling do not need to consider the Business Architecture at all. This could not be further from the truth. This talk explains the rationale behind Business Architecture, what its main components are and why Business Analysts should ensure that they understand it and the influence it is likely to have on their work.
Digital Transformation as a Service!
EA-Driven Enterprise Digital Transformation with BLUEPRINT framework
This presentation introduces the BLUEPRINT Framework, a practical and pragmatic, proven and tested framework and methodology to plan, manage, and execute Digital Transformation at organnizations.
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.
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessHaydn Shaughnessy
How can you make sure your digital or agile transformation will be a success? Most fail. In this presentation we will tell you why and provide you with the concepts and actions to enable you to succeed where others fail. Digital and agile transformations are the hardest task in business. Lighthouse Thinking will help you to make sure you innovate appropriately, discover new value for customers and help you succeed. Covers innovation, target operating models, adaptive project management, innovation and ecosystems
Workflow technology: Managing roles and staff resources better to meet your s...Associations Network
Kim Ansell, Consultant Professional Associations of K2 Consulting 7 Roger Greenhalgh, Strategic ICT and Organisational Leadership Advocate of Jisc present on: Understanding what you want technology to do now and in the future for your association; Ensuring that your project is business driven; How to structure your team from board level to operations; Does size matter or influence what you need to do?
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Enterprise Architecture, Project Management & Digital Transformation
1. Enterprise Architecture, Project
Management & Business
Transformation
Riaz A. Khan, BSc (Hons.) CS, TOGAF,
ITAC-M
Instructor, Course Designer,
Faculty Advisor
Practice Leader,
Enterprise Architecture
2. Today’s Failures
What’s the problem
Digital &
Transformation
Enterprise
Architecture
Project
Management
Best Practices for
integration
Agenda
3. A bit about me
Dec ‘07 - Certified as a Open Group
Master ITA & Appointed to the IBM ITA
Profession Board
Dec ’13 Appointed as Instructor of
Enterprise Architecture, University of
Toronto
Provided architecture consulting to
senior executives across North America
VP & CA of Sears Canada – Enterprise
Transformation
Currently building out EY’s Enterprise
Architecture capabilities in Canada.
Hons. Software Engineering/Computer
Science Degree – University of Toronto
4. “Everybody has a plan before they get
punched in the face”
- Mike Tyson
14. digital business transformation
customer
experience digitisation
“Anytime,anywhere
access”
“Create seamless
experiences along
the customer
journey”
“Drive proactive
customer acquisition”
“Drive digitally
enabled customer
engagement”
“Enhance crosssell ”
“Develop deep insight
into customer
behaviour”
“Deliver hyper
personalised customer
experience”
“Drive digital adoption
across customer base”
“Digitise ‘channel to
fulfilment’ through
Business Service
Redesign”
“Drive simplification and
straightthrough
processing”
“Deploy new way of
working in Operationsand
IT”
value
customer delight, acquisition &retention
reduced cost to serve & cycle time
CUSTOMER JOURNEY
ENGINEERING
focused on shaping, designing and engineering delightful customer
experience
15. will be anchored around key themes
delivering superior customer experience through technology enabled
differentiation
digitally connect customers,
employees, assets,suppliersand
partnersinrealtime irrespective of
location
rapid fulfilment of customer and
employee needsthroughadoption
of straight-through processing and
paperlessoperation
leveragenetworkof partnerships
and offer relevant products /
services linked to customer life cycle
and goals
insight drivenactions,
interactions and decisions
based on sound
understanding ofcustomer
behaviour,journeyandgoals
truemulti-speedITcapableto
flex and deliverrapidbusiness
change andinnovation,
maintaining operationaland
portfoliocontrols
future-proof technology infrastructure
to ensure business agility, scalability,
rapid provisioning and state of the art
security
18. ARMU
Average Revenue per market
ARPU
Average Revenue per user
Cart Abandonmentrate
The loss of conversion of user journey end goalthat
is not complete
Churn
The rate of loss of customers from aservice
Click through rate
Percentage of user visit to next stage evaluation
Conversion rate
The percentage of user activity that achieved the
user journey outcome goal, for example,purchased
the product instore.
Confidence Level
level of percentage confidence limit probability
accuracy of location datapoint
Latency
The speed of IOT response protocol e.g.Bluetooth
LE 6 ms
Digital KPIs
Location-basedAttribution
The ability to ascribe a cause or effect from or to a
location. Is able to be measured and attributed
typically to a sale or an influencer that moved a
customer from one stage to the next in a customer
journey.
Net Promoter Score NPS
A measure of the level of traffic movement towardsa
brand or web site or touch point
Open Rate
The percentage of user that accessed the productor
service from an event trigger, for example from a
advert or email prompt.
Reoccurring Revenue Rate(RRR)
Often taken as an average, it is is the level of repeat
business revenue from a user and or service, typically
as a subscription
User Cadence (usage rate)
The frequency a Touchpoint is activated
Valency index
Ameasure of the attractiveness of a touch point
cluster driving convergence to it
19.
20. A blueprint for the business
Would you build a skyscraper without a complete architecture?
• Implementing a business
transformation without an
architecture is like building a
skyscraper without plans.
– You need specific models such as the
floor plans, electrical, plumbing, and
HVAC schematics
– You need the models that show what
the finished product will look like and
how it will fit with its surroundings
• The business architecture ties the
strategies, goals, and objectives of the
organization to the systems and
solutions that provide for them
Business model
Operating model
Capability model
IT architectures
Business Architecture for Business
Transformation
21. An architecture provides clear benefits
A look at two examples approaching the same business problem
Without an architecture, projects and solutions
become entangled, leading to:
• Long, arduous, drawn out projects with no clear
end date or success criteria
• Redundant, expensive systems and processes
• Insufficient requirements traceability
• Overly complex integrations and higher long
term maintenance cost
• A “worn out” business that has no appetite for
change
Business Architecture for Business
Transformation
Architecture-based execution, on the other hand:
• Options and opportunities prioritized based on
business value and outcomes
• Efficient, streamlined business processes
supported by data and applications with
appropriate governance
• Traceability of solution components to business
requirements and originating goals and objectives
• Targeted integrations using effective, repeatable
patterns
Examples of aggregate spend reporting solutions from pharmaceutical industry
22. Leadership
Itisclear– strongexecutiveleadership,aclearobjectiveandtimeframe,andindividualmetric alignmentarethekeyfactors forsuccess
Success demonstration
Metric alignment &
accountability definition
Delivery & engagement
► There is a direct correlation
between successful initiatives
and executive sponsorship – in
each case the initiative has
been led by a C-level
executive
► Furthermore these initiatives
have been led by a single
person as opposed to a team
of people
► In cases where leadership has
changed regularly or been
passed from one role to
another, the initiative has not
enjoyed as much success
► Initiatives that clearly
articulate the end-game are
successful
► In each case where the
initiative has been successful,
the business architecture
team has had a clear way to
demonstrate success through
the achievement of agreed
outcomes with key
stakeholders
► Teams that do not articulate
how they will measure or
demonstrate success are not
considered as valuable
► Celebrating success is also a
characteristic of better teams
► Success is this space involves
articulating who is
accountable for what across
three areas:
► Business architecture team
– defining what this team
will do and what is
responsible for
► Other teams and
professions – specifically
how the business
architecture team will
interact with them
► Individual metric alignment
– specifically how
individual roles and
rewards will align to the
(new) objective
► Successful business
architecture delivers across
shorter timeframes and
communicates outcomes and
status regularly
► It becomes the fulcrum
around which other
professions pivot, pulling in
expertise as needed
► Use qualified and experienced
professionals. Programs that
use subject matter experts in
place of architecture
professionals have a much
higher rate of failure than
those who use both correctly
How to get it right: success criteria
Getting it right isn’t easy and requires qualified professionals
Despitedifferentindustries,geographiesandbusinessmodelssomecommonthemeshaveemergedwithinorganizationstoensure successfulbusiness
architectureinitiatives
23. Enterprise Architecture & the Enterprise
Enterprise Strategy
Fire and
hope!
Enterprise Architecture
Business Operating Environment
and IT Infrastructure
Transition
Planning
Architecture
Governance
Bus Architecture IT Architecture
AEI
Corporate
Yankee
Group
Saturn
Group
Yarn
Division
Knits
Division
Seneca
Plant
Raleigh
Plant
Cash
Management
Shipping
Accounting
Component
Design
Yarn Buying
Order Entry
Component
Scheduling
Yarn
Dyeing
Inventory
Assortment
Planning
Component
Knitting
Tagging &
Packing
Business Structure
Business Locations
Classically, EA is the “planning” function between strategy formulation and
delivery…
ProgramfocusEnterprisewidefocus
Strategy
Planning
Design
and
Delivery
Change Programs
Soln Outline Macro Design Micro Design Devt, etc.
Program Architecture
Soln Outline Macro Design Micro Design Devt, etc.
Program Architecture
Enterprise
Architecture
= “the city plan”
System Design
= “the buildings”
Strategy
= “the city’s purpose & goals”Technology
Availability
Business
Opportunity
Bus Strategy IT Strategy
“Do the Right Things”
“Do the Right Things Right”
28. Shared Industry Challenges
28
The business will fund the EA functions it believes are
delivering value and jettison the rest to partners and
vendors
The focus will be on the Business and Information layers in
the Architecture domain stack because this is where EA
has the most impact on the bottom line.
29. Shared Industry Challenges
29
For the PMO, the focus is on maturing strategic
capabilities and implementing a more robust investment
portfolio.
Increase knowledge of Business and Information
Architecture.
Deliver pragmatic and immediate benefits.
30. Industry Response – System Integration
Soft skills and Business understanding
Complete project metadata
Rudimentary inventory of IT assets and services
Lack technical knowledge of business information
architectures.
Inconsistent data and vocabulary to the business
Lack soft skills
Limited project metadata collected to begin to
understand transformation
Complete inventory of business and IT assets related
across multiple portfolios
Technical knowledge of business and information
architectures
Inconsistent data and vocabulary to the business
PPM
(PMO)
EA
31. 31
EA vs PPM
Business Expectations EA & PPM Challenges
• Increase focus on Business
Value
• Increase knowledge of
Business & Information
Architecture
• More collaboration, less silos
• Focus on prioritization
• Focus on delivering pragmatic
& immediate benefits
• Must understand &
translate business value
into execution
• Soft skills are critical
• Understand enterprise
strategic priorities
• Architect for the business
• Work differently
32. EA vs. PPM
Interdependent
Process
EA Role PPM Role
Strategy Ensures Business & IT Strategy align Supports Strategic Planning
Investment Influences investment decisions & IT budget
formulation
Supports budget formulation process
& monitors investments
Investment
Support
Integral member of integrated project team
developing business case & solution
Provides standards, tools, assists with
scope, schedules, budget, risks &
communications
Investment Review
Process
Member of review process, project portfolio
planning & review board which monitors
portfolio & project performance against
scope, schedule, costs, risks, etc.
Leads review process. Adds new
projects to portfolios, monitors &
reports demand, risks/issues &
performance problems
Acquisition
Oversight
Ensures IT acquisitions align with target
architectures & Technology Standards
lifecycle. Promotes RE-USE.
Provides acquisition support (lab &
governance process)
Supports development of acquisition
package (alternative analysis, cost
estimates, RFPs & selection plan.
33. EA vs. PPM
Current & Target
Architecture
Enterprise
Architecture
Business
Strategy
Business
Direction
Capability Planning
Portfolio Management
Structured
Direction
Program
Management
Project
Management
StrategyExecution
34. Aligning PMO and EA Functions
Demand
Management
Enterprise
Architecture
Portfolio
Management
Project
Initiation
Project
Planning
Project Closure
EA
Governance
Enterprise
Architecture
Project
Execution
Project
Monitoring and
Control
Architecture
Development
Implementation
Governance
EA
Governance
1 2
3
4
5
6
1
2
3
4
5
6
ImplementationRoadmap
Architecture DefinitionDocument
ImplementationRoadmap
Updated EA Content Framework
Existing Capabilities
Domain Expertise
Architecture ComplianceChecks
Step Outs
Updated EA Content
Enhanced EA Practice
36. 36
Industry Response – System Intergation
PPM
EAMS
Business
Successful companies are
beginning to integrate their
systems.
Shuffling stewarded data back
and forth between systems.
37. 37
Industry Response- System Integration
Extend and integrate systems for a 360°view of Project
and Architecture metadata
Extend EAMS to fully enable the
execution of project data and
apply to applications
Extend PPM dimensions to include
business capabilities and risk
• Common language/taxonomy - establish consistency.
• Leverage system of record data and metrics to improve portfolio decisions, analysis &
execution.
• Support integrated bi-directional use cases e.g., compliance, impact analysis, financial,
and demand management
38. Industry Response – System
Integration
38
Establish Integrated Premise – Systems of Record
Compliance
PPM EAMS
39. Industry Response
Portfolio and
Resource
Management
Capability and
Technology
Management
Strategy and
Investments
Products
Applications
and Services
Projects
Technology
Business
Capabilities
Independent solutions or Integrated into one portfolio.
Integrated Strategic Planning and Execution
Optimize
Your
Resources
PPM EA
40. 40
Best Practice
Improve project selection decisions
• Prioritize by determining which future business capability is
supported and align with strategy and architectures.
Improve strategic leverage of technology
• Leverage technologies by linking to business outcomes.
Increase business value delivery
• Reuse of reference models, patterns and technical standards
(assets).
Build a Case for Integration – Focused on Business Value
Outcomes
41. 41
Best Practice
• Proposed Project/Business Cases
• Project Dependencies Report
• Project Fulfillment of EA Requirements
• PPM/EA Governance Process
• Project Design Reviews
• PPM Training for EA staff
Ensure PPM Provides Key Deliverables to EA
42. Best Practice
42
Actionable and Diagnostic Deliverables;
• Enterprise context
• Collaborative new project or project
change proposals:
• Project architectural assessments
• EA road maps
• Project Waivers
• EA training for PPM staff
Ensure EA Provides Key Deliverables to PPM
First I`d like to set the context on what`s going on in the world we all live in. Just a few examples or `poster childs`` of the current situation. Then we are going to have a brief discussion on major forces affecting the world today. The digitization of the world. What does that mean? What’s so difficult about it? Who’s doing it well?
So who’s this guy? A Little about me…
Mike Tyson was the undisputed heavyweight champion of the world at 19 years old. I wouldn’t repeat most of what he’s said in a professional presentation But this has resonated with me for quite some time.
What Mike is saying here is you need to be agile, able to think and respond on your feet, not be wedded to your plan and willing to innovate!
These companies have used the key digital disruptors of Social media, Mobile computing, Analytics, Cloud computing and internet of things to disrupt industries and displace incumbants. Facebook is the king of social media and has disrupted media and entertainment. Most people have heard of Uber. They have disrupted transportation with their mobile platform for taxi’s and now have also got into the food business with UberEats. Instead of the combersome technologies used in traditional taxi companies uber uses the existing smartphone of the taxi driver and the user with their platform that handles, payments, routing, dispatch etc. AirBNB uses their web platform the allow anyone to rent their home disrupting the travel and hospitality business. Alibaba is the chinese equilvilient of amazon.com
Not everyone has been able to make the transition from the analogue age to the digital age. We’ve talked about the various winners in this new age and you hear about them every day. These companies were not so fortunate.
Founded in 1889 by George Eastman.
Stock from 80 dollars to 3 dollars in ten years.
From 140,000 1998 people to 20,000 2009
Dominated the photographic film industry
Lost to companies like Nikon, Canon and Fuji films
A failure to shift from analogue to digital cameras
Failure to compete with mobile phones
Held on to a profit model that no longer worked (selling film)
Anyone remember the kodak advanced photo system hybrid digital, analogue system? I had one… And it bombed.
Blockbuster was founded in 1985 in Dallas Texas by Dave Cook.
At it’s height 2004 it had 60,000 employees and 9,000 stores and a share price of $30USD
Blockbuster did not anticipate the shift to digital downloads and streaming by netflix and redbox.
They eliminated late fee’s which cost the company $200 million dollars. The company then launched blockbuster online which cost roughly the same.
Nike was quick to adopt digital technologies to communicate with atheletes such as facebook and twitter in the usa. Orkut in brazil weibo and RenRen in China and Vkontakte in russia. Nike has had a connected digital shoe going back to 2008.
Nike has been selling customized shoes since the early 2000’s. Nike+ and NikeID allow customers to design shoes and share ideas with others. Nike uses real time analytics to identify popular designs and sense new trends.
Nike has been also using digital technologies instead of paper and pen to design shoes internally… This has helped to attract younger more hip designers.
How many of you have taken your family to disneyworld in the last 5 years?
How about a disney cruise?
This is a company that is intensely focused on their “Guest Experience”
I have been to disneyworld, disneyland and on the disney magic cruise ship and can say they certainly understand their customer and how to manage the experience.
Disney recognizes the importance of digital to it’s company so much that the head of twitter, blackberry, apple and cfo of facebook are on their board of directors
Disney has introduced an electronic wrist band that allows you pay by tapping your wrist.
Disney uses analytics to manage labor and has saved 20% on labor at it’s parks.
None of this existed 10 years ago. Or at least not at anywhere of this level or pace.
How does this affect your business model?
News travels fast these days. Bad news travels even faster.
What’s happening today is the digitization of value chains in industries as diverse as travel and transportation to aerospace and manufacturing.
In a nutshell and in my opinion digital transformation is about embracing and leveraging digital technologies such as Social, Mobile, Cloud, Internet of things, analytics to improve your customer experience and optimize your operations. It isn’t about throwing out a mobile app or putting up a facebook page but rather leraging these technologies to delight your customers reduce your costs and improve your revenues.
This graphic shows how the various channels have grown in the last 25 years. From just a phone and mailbox to social networks and wearables.
How does this affect your business model? Who remembers when Sears Canada was the king of retail and the sears catelogue was something to look forward to over christmas?
Sears should have easily transitioned from that dominance with the catelogue to online but they didn’t.
Multichannel retailing has evolved to Omnichannel retailing and banking.
Who can tell me the different between Omnichannel and Multichannel banking or retailing?
<< PRIZE >>>
Understanding your customer’s emotions and behaviours throughout their “journey” is important if you are going to stay relevant and not be disintermediated by a digital startup.
This is just one model by the Tmforum and there are others but they all have a similar structure even if they use different names for the phases. Understanding this journey helps you to understand the gaps in the customer experience where there is pain or it is disointed.
What are the customer’s needs
What are the interactions to satisfy those needs
What are the emotions before, during and after the experience
For example having to move from one device to another.
From one department to another
From one channel to another.
Business Architecture is the cornerstone of business transformation. Without understanding the core building blocks of your business. Your business model your operating model your capability model. You will have no hope of optimizing or transforming your business. Both TOGAF and the Business Architecture Guild are great guides in how to develop your business architecture.
Most organizations I have worked at or consulted for have had solution or IT architects. They are responsible for the project architectures. Some of them have even had enterprise architects who are responsible for the enterprise reference models, principles, standards and guidelines. Very few have understood the need for business architects. Royal bank and TD bank in Canada are a few exceptions.
Who can tell me why the Business and Information Layers of the architecture stack are being focused on as opposed to say the technology layer?
(Shift to the cloud)
(Digitization and changing of bussiness models)
(customer experience design)
In my experience working with PMO’s and from my experience as the VP of enterprise transformation at sears canada (I had the pmo reporting to me). Even when there was strong project execution the work on portfolio management was done poorly. Some of the reasons were a lack of communication between the business and it. Sometimes it was a lack of communication between the business relationship manager and the program manager. And sometimes it was a lack of understanding of the key business capabilities that were being transformed.
How many of you have heard this from your business? I’ve heard this across my various clients from my consulting and sales days at IBM, Oracle, and EY and as a leader at Sears.
The collaboration point I addressed earlier in the organizational change I implimented earlier at sears canada. That is not the only way to address it. At the very least you should implement cross training of the EA’s and PM’s. How many of your PM’s have a basic understanding of TOGAF? How many have an understanding of business capability modelling, customer journey mapping or other techniques for increasing business relevance and customer focus?
Are your enterprise architects stuck in ivory towers producing white papers? How often are they interacting with the delivery teams? Operations? The business executives? Can they explain complex technical concepts in easy business terms? For example Hybrid cloud models? Machine Learning? Can your EA explain in an elevator the business benefit of these things or why the executive should care about them?
At the recent Canadian bank that I lead an EA reboot on the main complaint of the VP of enterprise architecture was that the EA team wasn’t involved early enough in the lifecycle where the business was doing strategic planning. After working with the EA team for a few days I realized why. They had very poor soft skills, were very academic, and were resistent to change. How would you have these people working with the most senior levels of the bank and on strategic planning at a time of major transformation in canadian banking?
Both the PMO and EA teams provide information to the business
Inconsistent vocabulary
Little to no communication between teams
No process integration between teams
Plainview
Both the PMO and EA teams provide information to the business
Inconsistent vocabulary
Little to no communication between teams
No process integration between teams