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Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
www.realirm.com 
LEADING ENTERPRISE ARCHITECTURE VALUE™ 
The linchpin between Corporate Governance and IT Governance V2 
Stuart Macgregor 
The Open Group EA Forum Johannesburg and Cape Town 27 & 28 August 2014
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Introduction 
Corporate Governance – King III 
IT Governance – COBIT® 5 
Enterprise Architecture – TOGAF® 9 
Conclusion 
Contents
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Enterprise Architecture is a Strategic Imperative 
Enterprise Architecture is required to transform a legacy of fragmented applications, organisational structures and processes (both manual and automated) into an integrated environment with optimised processes that are responsive to change and the delivery of the business strategy. 
Introduction
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Enterprise Architecture Domains 
Consists of current and future state models 
Is implemented through the Enterprise: 
•Business Architecture, 
•Information Architecture, 
•Data Architecture, 
•Applications portfolio, and 
•Enterprise-wide technical architecture 
Provides organizations with the ability to conduct impact assessments, analyze alternative scenarios and implement appropriate strategies 
(Re-)Defines the business design for sustainable competitive advantage 
Introduction
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Roads leading to Enterprise Architecture 
June 1998 June 2004 August 2006 
“In 1995 we started our study of enterprise architecture – we just did not know it. At the 
time we thought we were studying information technology infrastructure 
transformations. In 1998 we thought we were studying enterprise system 
implementations. In 2000 it was e-business. But sometime in 2000, we recognized 
that each of these studies examined basically the same thing: Enterprise 
Architecture” 
Introduction
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
The King III Report is based on an “apply or explain” basis. This enables companies to operate for the purposes for which they were intended, without being bound to follow standards which are, by nature, inflexible. 
In the USA, the Sarbanes-Oxley Act was on a “comply or else” basis. This forced all companies to comply and made no provision for extraordinary circumstances. 
•It is estimated that the implementation of the provisions of the Sarbanes-Oxley Act has cost the USA, US$264 billion since 2002. 
The Governance Regime 
Corporate Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
King III added value to the organisation that outweighs the costs and effort of application 
Source: Perceptions and practice of King III in South African Companies (2013) 
Corporate Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Improvements through application of King III 
Source: Perceptions and practice of King III in South African Companies (2013) 
Corporate Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
McKinsey: Board priorities appear to be misaligned 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
King III Survey: Improvement through IT governance 
Source: Perceptions and practice of King III in South African Companies (2013) 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Business Value 
Top-performing enterprises generate returns on their IT investments up to 40% 
greater than their competitors. 
 They clarify business strategies and the role of IT in achieving them. 
 They measure and manage the amount spent on and the value received from IT. 
 They assign accountability for the organizational changes required to benefit from 
new IT capabilities 
 They learn from each implementation, becoming more adept at sharing and 
reusing IT assets. 
Peter Weill and Jeanne W. Ross, IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, 
Harvard Business School Press, 2004 
Effective IT governance is the single most important predictor of the 
value an organization generates from IT… 
…but there is no single model of good corporate governance 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
King III Report on Governance for South Africa 2009 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
King III - Principles 
The Institute of Directors in South Africa owns the copyright in King III 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
COBIT® 5 is… 
A governance and management framework for information and related technology that starts from stakeholder needs with regard to information and technology. 
Intended for all enterprises, including non‐profit and public sector. 
Designed to allow enterprises to achieve their governance and management objectives, i.e., to create optimal value from information and technology by maintaining a balance amongst realising benefits, managing risk and balancing resources. 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Governance and Management Processes 
IT Governance
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
The Open Group Architecture Framework 
TOGAF® is an architecture framework developed by The Open Group to provide the methods and tools for assisting in the acceptance, production, use and maintenance of an enterprise architecture. 
Enterprise Architecture
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Mapping COBIT 5 to TOGAF 9 
COBIT and TOGAF
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Mapping COBIT 5 to TOGAF 9 
COBIT and TOGAF 
COBIT 5 Management Practice 
Develop the enterprise architecture vision 
APO03.01 
APO03.02 
Define reference architecture 
APO03.03 
Select opportunities and solutions 
APO03.04 
Define architecture implementation 
APO03.05 
Provide enterprise architecture services 
TOGAF 
H, Prelim. + A 
B, C, D 
E 
F 
G + Requirements 
Assigning Clear Accountability…
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
APO03 – Manage Enterprise Architecture - RACI 
COBIT and TOGAF
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Boards appear to progress through a hierarchy of practices, with high-impact boards often employing more rigorous practices. 
Source: April 2013 McKinsey Survey of 772 directors on board practices 
Conclusion 
Architecture Services 
APO03.05 
Provide enterprise architecture services 
Professional Services
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Delivering Enterprise Architecture Services requires an EA Practice…that is business appropriate, sustainable and run like a business 
Run 
Build 
Organisational Change: 
Management moving towards …. Leadership 
Meta-models 
BIDAT Architecture Domains 
Security * 
Integration * 
Operational / Industrial IT + 
Plan 
Architecture Guiding Principles 
Architecture Conceptual Framework 
Readiness Assessment 
Architecture Definition 
Architecture Stakeholder Analysis 
Architecture Capability Assessment 
Architecture Training 
Method Training 
Architecture Practice Management 
Roles & Responsibilities 
Operating Model 
Performance Management 
Policies & Standards 
Architecture Toolset 
Selection 
Reporting 
Professional Services 
Architecture Monitoring 
Architecture Services 
Architecture Practice Management 
Architecture Content Management 
Architecture Environment Administration 
EA Strategic Plan 
Architecture Viewpoint Library 
Environment 
Risk * 
Other ^ 
Toolset Training 
Staffing 
Mentoring 
Architecture Profession 
Architecture Content 
Reference Models 
Primitive Models 
Conclusion
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Enterprise Architecture as Competitive Advantage 
August 2006 
“Top-performing companies define how they will 
do business (an operating model) and design 
the processes and infrastructure critical to their 
current and future operations (enterprise 
architecture), which guide the evolution of their 
foundation for execution. 
Then these smart companies exploit their 
foundation, embedding new initiatives to make 
that foundation stronger, and using it as a 
competitive weapon to seize new business 
opportunities. And what makes this capability 
a competitive advantage is that only a small 
percentage of companies do it well - we 
estimate 5 percent of firms or less” 
Conclusion
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Cisco: Leveraging business architecture for corporate agility 
"This EA practice has delivered tangible results that are well embedded into a large business in a highly scalable and repeatable manner." 
MasterCard: Business-centric enterprise architecture 
“They are an excellent example of an EA program that helps organizations find common ground for decisions and action through shared models, which become integrated into strategy and implementation." 
National Bank of Abu Dhabi: Building a global business roadmap 
'EA established credibility in strategic planning, and was moved into the office of the CEO reporting to the Transformation Management Office.' This is the holy grail of enterprise architecture!" 
Yum Brands: Using innovation to focus on customers 
National Grid: 
"The team's enterprise capability model has changed the way business and IT staff communicate, a key foundation for improving resource allocation and process performance." 
InfoWorld/Forrester Enterprise Architecture Awards 
Conclusion
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
King III added value outweighs the costs and effort of application 
A synergistic approach will further increase value and reduce cost 
•Corporate Governance 
•Enterprise Architecture Capability 
•IT Governance 
Enterprise Architecture is the linchpin between Corporate and IT Governance that could in itself become a source of competitive advantage 
This necessitates moving from “Enterprise Architecture for IT” to real Enterprise Architecture 
Organisational change management…to…change leadership is key! 
In essence, the management of intellectual capital / content (principles, models, inventory and standards) in support of Strategy, Governance, Risk & Compliance and Innovation. 
Facilitated by running the EA Practice like a business 
Take-away 
Conclusion
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Perceptions and practice of King III in South African Companies 
•Compiled by Cloete Jansen van Vuuren & Jess Schulschenk March 2013 
•A joint publication of the Institute of Directors in Southern Africa and the Albert Luthuli Centre for Responsible Leadership, University of Pretoria 
IoDSA Institute of Directors in Southern Africa – King III 
ISACA – COBIT® 5 
The Open Group – TOGAF® 9 
McKinsey – Numerous papers 
Enterprise Architecture Case Studies 
•2012 InfoWorld/Forrester Enterprise Architecture Awards 
•2013 InfoWorld/Forrester Enterprise Architecture Awards 
•Nissan Group Uses Enterprise Architecture to Weather Perfect Storm 
References
Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 
Contact Details 
Stuart Macgregor 
+27 11 805 3734 (office) 
+27 11 805 2823 (fax) 
stuart.macgregor@realirm.com 
Twitter: @RealiRM 
Real IRM Solutions (Pty) Ltd 
Registration number: 2001/026036/07 
Stuart Macgregor is the CEO of Real IRM and The Open Group - South Africa. Through his personal achievements, he has gained the reputation of an Enterprise Architecture and IT Governance specialist, both in South Africa and internationally. He is openly obsessed with Enterprise Architecture with a definite business bias. 
Stuart is a member of John Zachman’s advisory committee. He has participated in the development of both COBIT® and TOGAF® over a number of years. As the lead researcher, Stuart assisted the IT Governance Institute map COBIT to TOGAF® which was published by ISACA and The Open Group. In the role of lead consultant, he has assisted numerous organisations establish their Enterprise Architecture practices and has also used COBIT to develop IT Governance frameworks for NYSE Top 100 companies. Stuart participated in the COBIT 5 development workshops held in London and Washington.

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Enterprise Architecture - The Linchpin between Corporate Governance & IT Governance V2

  • 1. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 www.realirm.com LEADING ENTERPRISE ARCHITECTURE VALUE™ The linchpin between Corporate Governance and IT Governance V2 Stuart Macgregor The Open Group EA Forum Johannesburg and Cape Town 27 & 28 August 2014
  • 2. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Introduction Corporate Governance – King III IT Governance – COBIT® 5 Enterprise Architecture – TOGAF® 9 Conclusion Contents
  • 3. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Enterprise Architecture is a Strategic Imperative Enterprise Architecture is required to transform a legacy of fragmented applications, organisational structures and processes (both manual and automated) into an integrated environment with optimised processes that are responsive to change and the delivery of the business strategy. Introduction
  • 4. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Enterprise Architecture Domains Consists of current and future state models Is implemented through the Enterprise: •Business Architecture, •Information Architecture, •Data Architecture, •Applications portfolio, and •Enterprise-wide technical architecture Provides organizations with the ability to conduct impact assessments, analyze alternative scenarios and implement appropriate strategies (Re-)Defines the business design for sustainable competitive advantage Introduction
  • 5. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Roads leading to Enterprise Architecture June 1998 June 2004 August 2006 “In 1995 we started our study of enterprise architecture – we just did not know it. At the time we thought we were studying information technology infrastructure transformations. In 1998 we thought we were studying enterprise system implementations. In 2000 it was e-business. But sometime in 2000, we recognized that each of these studies examined basically the same thing: Enterprise Architecture” Introduction
  • 6. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 The King III Report is based on an “apply or explain” basis. This enables companies to operate for the purposes for which they were intended, without being bound to follow standards which are, by nature, inflexible. In the USA, the Sarbanes-Oxley Act was on a “comply or else” basis. This forced all companies to comply and made no provision for extraordinary circumstances. •It is estimated that the implementation of the provisions of the Sarbanes-Oxley Act has cost the USA, US$264 billion since 2002. The Governance Regime Corporate Governance
  • 7. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 King III added value to the organisation that outweighs the costs and effort of application Source: Perceptions and practice of King III in South African Companies (2013) Corporate Governance
  • 8. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Improvements through application of King III Source: Perceptions and practice of King III in South African Companies (2013) Corporate Governance
  • 9. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 McKinsey: Board priorities appear to be misaligned IT Governance
  • 10. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 King III Survey: Improvement through IT governance Source: Perceptions and practice of King III in South African Companies (2013) IT Governance
  • 11. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Business Value Top-performing enterprises generate returns on their IT investments up to 40% greater than their competitors.  They clarify business strategies and the role of IT in achieving them.  They measure and manage the amount spent on and the value received from IT.  They assign accountability for the organizational changes required to benefit from new IT capabilities  They learn from each implementation, becoming more adept at sharing and reusing IT assets. Peter Weill and Jeanne W. Ross, IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Harvard Business School Press, 2004 Effective IT governance is the single most important predictor of the value an organization generates from IT… …but there is no single model of good corporate governance IT Governance
  • 12. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 King III Report on Governance for South Africa 2009 IT Governance
  • 13. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 King III - Principles The Institute of Directors in South Africa owns the copyright in King III IT Governance
  • 14. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 COBIT® 5 is… A governance and management framework for information and related technology that starts from stakeholder needs with regard to information and technology. Intended for all enterprises, including non‐profit and public sector. Designed to allow enterprises to achieve their governance and management objectives, i.e., to create optimal value from information and technology by maintaining a balance amongst realising benefits, managing risk and balancing resources. IT Governance
  • 15. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Governance and Management Processes IT Governance
  • 16. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014
  • 17. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 The Open Group Architecture Framework TOGAF® is an architecture framework developed by The Open Group to provide the methods and tools for assisting in the acceptance, production, use and maintenance of an enterprise architecture. Enterprise Architecture
  • 18. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Mapping COBIT 5 to TOGAF 9 COBIT and TOGAF
  • 19. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Mapping COBIT 5 to TOGAF 9 COBIT and TOGAF COBIT 5 Management Practice Develop the enterprise architecture vision APO03.01 APO03.02 Define reference architecture APO03.03 Select opportunities and solutions APO03.04 Define architecture implementation APO03.05 Provide enterprise architecture services TOGAF H, Prelim. + A B, C, D E F G + Requirements Assigning Clear Accountability…
  • 20. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 APO03 – Manage Enterprise Architecture - RACI COBIT and TOGAF
  • 21. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Boards appear to progress through a hierarchy of practices, with high-impact boards often employing more rigorous practices. Source: April 2013 McKinsey Survey of 772 directors on board practices Conclusion Architecture Services APO03.05 Provide enterprise architecture services Professional Services
  • 22. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Delivering Enterprise Architecture Services requires an EA Practice…that is business appropriate, sustainable and run like a business Run Build Organisational Change: Management moving towards …. Leadership Meta-models BIDAT Architecture Domains Security * Integration * Operational / Industrial IT + Plan Architecture Guiding Principles Architecture Conceptual Framework Readiness Assessment Architecture Definition Architecture Stakeholder Analysis Architecture Capability Assessment Architecture Training Method Training Architecture Practice Management Roles & Responsibilities Operating Model Performance Management Policies & Standards Architecture Toolset Selection Reporting Professional Services Architecture Monitoring Architecture Services Architecture Practice Management Architecture Content Management Architecture Environment Administration EA Strategic Plan Architecture Viewpoint Library Environment Risk * Other ^ Toolset Training Staffing Mentoring Architecture Profession Architecture Content Reference Models Primitive Models Conclusion
  • 23. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Enterprise Architecture as Competitive Advantage August 2006 “Top-performing companies define how they will do business (an operating model) and design the processes and infrastructure critical to their current and future operations (enterprise architecture), which guide the evolution of their foundation for execution. Then these smart companies exploit their foundation, embedding new initiatives to make that foundation stronger, and using it as a competitive weapon to seize new business opportunities. And what makes this capability a competitive advantage is that only a small percentage of companies do it well - we estimate 5 percent of firms or less” Conclusion
  • 24. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Cisco: Leveraging business architecture for corporate agility "This EA practice has delivered tangible results that are well embedded into a large business in a highly scalable and repeatable manner." MasterCard: Business-centric enterprise architecture “They are an excellent example of an EA program that helps organizations find common ground for decisions and action through shared models, which become integrated into strategy and implementation." National Bank of Abu Dhabi: Building a global business roadmap 'EA established credibility in strategic planning, and was moved into the office of the CEO reporting to the Transformation Management Office.' This is the holy grail of enterprise architecture!" Yum Brands: Using innovation to focus on customers National Grid: "The team's enterprise capability model has changed the way business and IT staff communicate, a key foundation for improving resource allocation and process performance." InfoWorld/Forrester Enterprise Architecture Awards Conclusion
  • 25. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 King III added value outweighs the costs and effort of application A synergistic approach will further increase value and reduce cost •Corporate Governance •Enterprise Architecture Capability •IT Governance Enterprise Architecture is the linchpin between Corporate and IT Governance that could in itself become a source of competitive advantage This necessitates moving from “Enterprise Architecture for IT” to real Enterprise Architecture Organisational change management…to…change leadership is key! In essence, the management of intellectual capital / content (principles, models, inventory and standards) in support of Strategy, Governance, Risk & Compliance and Innovation. Facilitated by running the EA Practice like a business Take-away Conclusion
  • 26. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Perceptions and practice of King III in South African Companies •Compiled by Cloete Jansen van Vuuren & Jess Schulschenk March 2013 •A joint publication of the Institute of Directors in Southern Africa and the Albert Luthuli Centre for Responsible Leadership, University of Pretoria IoDSA Institute of Directors in Southern Africa – King III ISACA – COBIT® 5 The Open Group – TOGAF® 9 McKinsey – Numerous papers Enterprise Architecture Case Studies •2012 InfoWorld/Forrester Enterprise Architecture Awards •2013 InfoWorld/Forrester Enterprise Architecture Awards •Nissan Group Uses Enterprise Architecture to Weather Perfect Storm References
  • 27. Copyright © Real IRM Solutions (Pty) Ltd 2001-2014 Contact Details Stuart Macgregor +27 11 805 3734 (office) +27 11 805 2823 (fax) stuart.macgregor@realirm.com Twitter: @RealiRM Real IRM Solutions (Pty) Ltd Registration number: 2001/026036/07 Stuart Macgregor is the CEO of Real IRM and The Open Group - South Africa. Through his personal achievements, he has gained the reputation of an Enterprise Architecture and IT Governance specialist, both in South Africa and internationally. He is openly obsessed with Enterprise Architecture with a definite business bias. Stuart is a member of John Zachman’s advisory committee. He has participated in the development of both COBIT® and TOGAF® over a number of years. As the lead researcher, Stuart assisted the IT Governance Institute map COBIT to TOGAF® which was published by ISACA and The Open Group. In the role of lead consultant, he has assisted numerous organisations establish their Enterprise Architecture practices and has also used COBIT to develop IT Governance frameworks for NYSE Top 100 companies. Stuart participated in the COBIT 5 development workshops held in London and Washington.