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- 1. ENTERPRISE ARCHITECTURE Presented by:PRASHANTH B PANDURANGA DIRECTOR OF TECHNOLOGY
- 2. 81% Line ofbusiness workers and 83% of IT Staff admit to using non approved SAAS apps 42% IT Suppliers increasingly target business users 42% Line of Business heads demand higher velocity for IT Projects 36% Line of Business heads are more tech savvy and drive their own IT Projects 34% Line of Business owners are able to access technology more easily Reference: IDC CIO Summit, 2014, CIOInsight
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- 5. 5 • Maximise BusinessBenefit • Buy Not Build • Plan-Build-Run' IT Operating Model • Build once, Deploy many • COTS solution driven selection • Prioritising IT investments • Selective Supplier Sourcing • Keeping IT 'Supported’ • Follow Process Framework • Easy to use • Common Integration Standard • Protect Information • Information Management - Single version of the truth • Data is an asset • Reduce Technical Diversity • Reduce duplicated technology implementations • Solutions must comply to standards • Flexible, Scalable and Resilient Solutions
- 6. An architecture frameworkis a foundational structure, or set of structures, which can be used for developing a broad range of different architectures. It should describe a method for designing a target state of the enterprise in terms of a set of building blocks, and for showing how the building blocks fit together. It should contain a set of tools and provide a common vocabulary. It should also include a list of recommended standards and compliant products that can be used to implement the building blocks. Reference: TOGAF
- 7. 7 “A well-defined practicefor conducting enterprise analysis, design, planning, and implementation, using a holistic approach at all times, for the successful development and execution of strategy. Enterprise architecture applies architecture principles and practices to guide organizations through the business, information, process, and technology changes necessary to execute their strategy” Reference: Wikipedia
- 8. 8 Information and Technologydefinition “EA is explicitly describing an organization through a set of independent, non-redundant artifacts, defining how these artifacts interrelate with each other, and developing a set of prioritized, aligned initiatives and roadmaps to understand the organization, communicate this understanding to stakeholders and move the organization forward to its desired state” Business definition “EA illuminates how an organization and all of its members can achieve its objectives, through the creation of a series of engineered models and project initiatives, that can be easily understood by all the people associated with the organization” Reference: John Zachman EA Presentation
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- 11. 11 • Increase IToperation efficiency • Better return on existing investment, reduced risk for future investment • Faster, simpler, and cheaper procurement • Improve Performance and embrace emerging technologies that support the business • Business-IT Alignment • Reduced time to market • Reduced decision risk • Take advantage of new technology innovations • Service-Oriented architecture • Technology R & D • Technology rationalization • Enable technology reuse • Reduce Technology cost • Reduce Project or service redundancy • Business process harmonization • Business partner integration • Business adaptability • Technical adaptability
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- 13. 13 Obtain Executive Buy-In & Support Establish Manageme nt,Structure & Control Develop Target EA Execute/Use EA Maintain & Monitor EA Define Architecture Process & Approach Develop Baseline EA Develop Sequencing plan
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- 15. Zachman Framework The OpenGroup Architectural Framework (TOGAF) Federal Enterprise Architecture Gartner Framework
- 16. 1: Does avery poor job in this area 2: Does an inadequate job in this area 3: Does an acceptable job in this area 4: Does a very good job in this area
- 19. 19 Current Model T1 T2 Target Model Application Information Technical Business Business Strategy IT Strategy Policies EnterpriseArchitecture Principles Technology Standards and Guidelines
- 20. 20 Business Analysis IT Analysis BusinessProcess Analysis and Development Application and Information IT Infrastructure and Technology Roadmap Cost Estimation Risk Management
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- 22. • System Landscape •System Context • Business Process Mapping • Application Master Registry DEMO: DELIVERABLES
- 23. Cost of Operations Business Value HighCost Low Cost Low Value High Value MTS DDM V-Net Siebel-CRM DWT Wintel IBM-Mainframe MS-Portal Pay App Leave Planner X-Dimensions Emp Banking XTS PRS Plot of Business Value vs. Cost of Operations Weighted Average based scoring of metrics Visual Plots for easier decision-making DEMO: PORTFOLIO ANALYSIS FRAMEWORK
- 24. DEMO: PORTFOLIO ANALYSISFRAMEWORK
- 25. • Infrastructure • Applications DEMO:DELIVERABLES
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- 27. Area Potential Savings Value/Year Datacenter Consolidation £5.5 M Application Rationalization £ 2.6 M SAP Migration £ 6.9 M SAP Transformation £ 12.0 M Shadow IT £ 7.0 M £ 11.5 M Investment over a 3 year period £ 22.71 M ROI over a 3 year period
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- 29. 29 “An entity thatprovides technical leadership, evangelization, best practices, research and support across 3 tenets namely, Presales, Delivery and Technical Competency across the organization”
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- 34. People Management Collaborate with PD tohelp with availability, assessment etc. 34 Gap Drive Pipeline Conduct gap drive at regular intervals and recommend solutions Understand the technology pipeline and recommend strategy TPS Technology Positioning System
- 35. 35 Gap Drive Conduct gapdrive at regular intervals and recommend solutions SMAC Labs Create Lab for SMAC POC Proof of Concept Challenges
- 36. Roadmap Create and Manage ClientRoadmap 36 Value Portal Ideas to provide value to the Client from the team Estimation Create and manage an Estimation framework Architecture Solution Architecture for RFP
- 37. Roadmap Governance Enterprise Framework Risk Registry Create andManage Client Roadmap Govern and Audit projects, Quality and processes Create and manage Client Risk registry Enforce Standards, templates and compliance 37 Estimation Create and manage an Estimation framework KB Create and manage Knowledge Base
- 38. Social Presence Create awareness ofsocial presence and drive the change 38 Tech Counselling Tools Training KB Career Counselling program which helps identify core issues within Create and recommend training initiatives Identify and incorporate appropriate tools Create and manage Knowledge Base Lunch and Learn Open Tech Discussions Architecture Create Lunch and Learn sessions with Clients Open tech discussions Thinking architecture
- 39. 39 • Market Opportunity •Research & Development • People • Training • Process • Technology • Infrastructure • Alliance • Finance
- 40. 40 Inception Emerging EstablishedExcellence Market Opportunity No clues about the needs Handles the current needs of the organization Proactively plan and manage the future needs which may arise in the next 12-24 months Create a need in the market and gain an invincible competitive advantage R & D No focused activity Leverage assets, artifacts and offerings Create new offerings, Proof of Concepts and Technology labs to meet the current and future demands identified by the market opportunity Breakthrough innovation leveraging organizational thought leadership Training No focused training Attend Internal and external training and certification courses. Track and present competency levels of people across organization Conduct training courses covering different competency levels across the organization catering to the needs of the organization Provide training certification, Seminars, White Papers, workshops to the participants across the industry Technology ADHOC practices Consolidate tools, techniques, best practices and lessons learned from past and current projects. Ensure deploying them in all projects Create new reusable components and frameworks. Create a knowledge management system to be accessed across the organization Joint IPR with product companies to create market ready components and products Infrastructure No dedicated infrastructure Dedicated infrastructure (Hardware, software, networks, labs, physical assets) for the use of COE Dedicated infrastructure for the COE which is also accessible by the authorized groups across the organizations Extended infrastructure available for the organization user group
- 41. 41 Inception Emerging EstablishedExcellence People Management Unplanned Utilize people part time from their current projects. COE is viewed as a framework to source people into billable assignments. No substantial investments in terms of billable people Dedicated pool of SME's available. They perform advisory role in projects rather than executing line functions. Committed budget available to retain the SME's as non billable investments Industry leaders defining benchmarks across the organization and industry. These thought leaders are used as brand ambassadors for the organization Process Person dependent Tailor the current Quality management processes to suit the needs of the specific topic covered by the COE Create a dedicated ETVX(Entry Task Validation and Verification and Exit criteria) process for each offering Certify the QMS processes for the offerings by the recognized industry bodies Alliance No alliances or Partnerships Leverage product companies, academic institutions and industry bodies for training and knowledge sharing Be part of the primary user group of product companies. Gain access to their R& D and beta version Clear GO TO market strategies for joint IPRs. Be part of the advisory board of product companies Finance No funding or support Financed at organization level and realized at Project/Unit level ROI Funded from corporate and benefit accrued to entire corporate Self financing mode/Launched as a separate financial entity
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