This document outlines a 6-step plan to transition Oregon's state government IT service delivery from its current silo-based model to an enterprise-wide model. The plan involves: 1) Inventorying the current "as-is" IT services, 2) Developing and analyzing scenarios for new service delivery models, 3) Selecting the best new model, 4) Developing an enterprise architecture based on the new model, 5) Creating a transition plan, and 6) Executing the transition plan to implement the new "to-be" enterprise IT service delivery model.
Enterprise architecture is the linchpin between corporate governance and IT governance. It transforms legacy systems into an integrated environment optimized for business strategy. King III and COBIT 5 provide frameworks for corporate and IT governance, while TOGAF provides an enterprise architecture framework. Together, these frameworks can increase business value when properly aligned through enterprise architecture.
The document discusses how corporations have moved from a conventional enterprise model to a virtual enterprise model, with inputs, processes and outputs conducted through external networks and partners rather than internally. Similarly, corporations have moved technology strategies and IT models from closed to more open paradigms, with IT functioning as a market-oriented strategic business support rather than a centralized business function. The virtual enterprise and market-structured IT models rely more on external partners and viewing IT as separate development and delivery markets.
Mark Smalley presents on his favorite IT paradigms and career perspectives over the past 10 years. He discusses frameworks like ASL, ITIL, BiSL and standards like ISO. He also covers paradigms like demand-supply-use, Cynefin, disruptive innovation, and questions versus answers. Smalley emphasizes finding happiness and usefulness in one's career, which may involve reinvention and refocusing over time as things change. He encourages connecting with others for new perspectives.
The document discusses disruptive technologies and trends impacting Israeli CIOs in 2006 according to interviews and surveys conducted by the author. Some key points include:
1) Most CIOs saw increases in their 2006 budgets compared to 2005 and report directly to the CEO. Outsourcing and temporary staffing were common.
2) Emerging technologies of interest included SOA, enterprise architecture, analytics, and open source software. CIOs wanted skills in these areas.
3) Survey results found that asset management, business process mapping, and integrating systems were priorities to improve operations and decision making. This creates opportunities for vendors in these areas.
The ongoing digital revolution and the rise of the commercial Internet have empowered customers to engage at their convenience with companies across multiple channels. Likewise, contact centers have become multichannel, self-enabling engagement hubs spanning the customer lifecycle – from marketing, to sales, and service. Enterprises that adopt this model will emerge as masters of the customer experience (CX) – driven by three megatrends: systems convergence, intelligent self-service technologies, and zero-UI design thinking.
Next Generation IT Operating Models and IT4ITSukumar Daniel
The document discusses the need for IT departments to transform from traditional technology silo models to next-generation service-oriented operating models in order to keep up with innovations in technology and business. It introduces the IT4IT reference architecture as a valuable tool that defines the functional components and data objects of an IT value chain. The architecture can help organizations develop roadmaps to transition from siloed to integrated, service-focused IT operations that better support business goals.
Presentation for #TFT12: Reinvent IT service management and embrace 'occupy IT' - IT service management is on the move.
Under pressure on the supply side from suppliers of standard services like SaaS and on the demand side having to deal with increasingly IT-savvy and demanding users - I call this the IT Spring movement. So reinvent yourself and start the journey from supplier to business partner. Move up the value chain and preempt - no, embrace! - 'occupy IT'.
I'll explore the responsibilities on the business side of the demand-supply chain. Hope to get you thinking out of the IT box. I'll introduce you to the Business Information Services Library (BiSL) process framework (supported by APMG and priSM). Overarching takeaway message: • Suppliers (e.g. SaaS) are encroaching into the ITSM space • Business is more demanding and IT savvy • ITSM has to move up the value chain from supplier mode to business partner mode • ITSM needs to develop business knowledge and empathy, and collaboration and acquisition skills • Business and IT must find a way to engage and align at all levels.
See Mark's TFT speaker Pinterest board: http://pinterest.com/servicedesk/mark-smalley/
Business - IT Alignment Increases Value Of ITDinesh O Bareja
The document discusses business-IT alignment and increasing the value of IT. It argues that alignment requires both vertical (top-down) and horizontal (process) alignment. It provides examples of how misalignment can occur when the goals and roles of business and IT are not clearly defined and understood. With alignment, both business and IT teams understand shared goals and how their roles contribute to achieving them.
Enterprise architecture is the linchpin between corporate governance and IT governance. It transforms legacy systems into an integrated environment optimized for business strategy. King III and COBIT 5 provide frameworks for corporate and IT governance, while TOGAF provides an enterprise architecture framework. Together, these frameworks can increase business value when properly aligned through enterprise architecture.
The document discusses how corporations have moved from a conventional enterprise model to a virtual enterprise model, with inputs, processes and outputs conducted through external networks and partners rather than internally. Similarly, corporations have moved technology strategies and IT models from closed to more open paradigms, with IT functioning as a market-oriented strategic business support rather than a centralized business function. The virtual enterprise and market-structured IT models rely more on external partners and viewing IT as separate development and delivery markets.
Mark Smalley presents on his favorite IT paradigms and career perspectives over the past 10 years. He discusses frameworks like ASL, ITIL, BiSL and standards like ISO. He also covers paradigms like demand-supply-use, Cynefin, disruptive innovation, and questions versus answers. Smalley emphasizes finding happiness and usefulness in one's career, which may involve reinvention and refocusing over time as things change. He encourages connecting with others for new perspectives.
The document discusses disruptive technologies and trends impacting Israeli CIOs in 2006 according to interviews and surveys conducted by the author. Some key points include:
1) Most CIOs saw increases in their 2006 budgets compared to 2005 and report directly to the CEO. Outsourcing and temporary staffing were common.
2) Emerging technologies of interest included SOA, enterprise architecture, analytics, and open source software. CIOs wanted skills in these areas.
3) Survey results found that asset management, business process mapping, and integrating systems were priorities to improve operations and decision making. This creates opportunities for vendors in these areas.
The ongoing digital revolution and the rise of the commercial Internet have empowered customers to engage at their convenience with companies across multiple channels. Likewise, contact centers have become multichannel, self-enabling engagement hubs spanning the customer lifecycle – from marketing, to sales, and service. Enterprises that adopt this model will emerge as masters of the customer experience (CX) – driven by three megatrends: systems convergence, intelligent self-service technologies, and zero-UI design thinking.
Next Generation IT Operating Models and IT4ITSukumar Daniel
The document discusses the need for IT departments to transform from traditional technology silo models to next-generation service-oriented operating models in order to keep up with innovations in technology and business. It introduces the IT4IT reference architecture as a valuable tool that defines the functional components and data objects of an IT value chain. The architecture can help organizations develop roadmaps to transition from siloed to integrated, service-focused IT operations that better support business goals.
Presentation for #TFT12: Reinvent IT service management and embrace 'occupy IT' - IT service management is on the move.
Under pressure on the supply side from suppliers of standard services like SaaS and on the demand side having to deal with increasingly IT-savvy and demanding users - I call this the IT Spring movement. So reinvent yourself and start the journey from supplier to business partner. Move up the value chain and preempt - no, embrace! - 'occupy IT'.
I'll explore the responsibilities on the business side of the demand-supply chain. Hope to get you thinking out of the IT box. I'll introduce you to the Business Information Services Library (BiSL) process framework (supported by APMG and priSM). Overarching takeaway message: • Suppliers (e.g. SaaS) are encroaching into the ITSM space • Business is more demanding and IT savvy • ITSM has to move up the value chain from supplier mode to business partner mode • ITSM needs to develop business knowledge and empathy, and collaboration and acquisition skills • Business and IT must find a way to engage and align at all levels.
See Mark's TFT speaker Pinterest board: http://pinterest.com/servicedesk/mark-smalley/
Business - IT Alignment Increases Value Of ITDinesh O Bareja
The document discusses business-IT alignment and increasing the value of IT. It argues that alignment requires both vertical (top-down) and horizontal (process) alignment. It provides examples of how misalignment can occur when the goals and roles of business and IT are not clearly defined and understood. With alignment, both business and IT teams understand shared goals and how their roles contribute to achieving them.
This short document promotes creating presentations using Haiku Deck on SlideShare. It encourages the reader to get started making their own Haiku Deck presentation by simply clicking the "GET STARTED" prompt. In just one sentence, it pitches presentation creation using Haiku Deck on SlideShare's platform.
This document discusses features, significance, and ways to organize a social science room. It explains that a social science room is important to (1) allow for hands-on activities and experiments, (2) prevent wasted teacher work and damaged equipment, and (3) create an engaging environment that encourages learning. The document also lists recommended equipment for a social science room, including audiovisual materials, books, maps, models, and more. Organizing these materials properly in a dedicated space helps teaching be more effective.
The document advertises training and career opportunities in the renewable energy sector through the Synergy Co-op. The co-op provides 6-week accredited training programs covering topics like renewable energy, energy advising skills, and installation techniques to prepare trainees for careers as energy advisers, domestic energy assessors, biomass boiler installers, and more. Trainees gain the skills and work experience needed to take advantage of the 250,000 green jobs the UK government has pledged in renewables. Interested individuals can contact Junior Plummer or visit the Synergy Co-op office for more information.
GEO-MAHA: mobile and web platform for hazard notification and observation.Lyubomir Filipov
Making sure geography matters for proper decision making in disaster management! Presenting our mobile app and web platform Geo-MAHA (Geo-Mobile Application for Hazard Alert notification and observation) on the GEO-XII Ministerial Summit in Mexico city - participants from 97 countries, 87 international organizations and private sector
Scylla is a monster from Greek mythology that appears in Homer's Odyssey. According to Circe, Odysseus' route home will take him between the monster Scylla and the whirlpool Charybdis, where it is safer to sail closer to Scylla and lose a few men to the six-headed monster rather than risk losing the entire ship to the whirlpool.
Extra Value Creation via Application of Synchronous Communication Means Antosha
Application of synchronous communication means to tutoring of the Open University Business School business education programs in Russia creats extra value for students and tutors
Guising refers to the Scottish and northern English tradition of disguising oneself in costumes, often with masks, and visiting people's homes around Halloween. This practice has its origins in medieval traditions where people would go door-to-door performing plays in exchange for food or drink. The modern practice of trick-or-treating on Halloween may have developed from the belief that spirits roamed the earth on this night and needed to be appeased with food or gifts. Records show guising was practiced in Scotland in the 16th century and other parts of Britain and Ireland in the late 18th and 19th centuries, with people singing songs or reciting verses in exchange for food, money, or other treats.
The linchpin between Corporate Governance and IT GovernanceThe Open Group SA
Stuart Macgregor's presentation focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost. He includes a look at how King III and COBIT 5 make enterprise architecture the CEO’s accountability.
Download this presentation(and more) from http://opengroup.co.za/presentations
Presentation from State of Iowa's Cost Transparency Journey at ITFM Week 2014Apptio
IT Cost Transparency is not about what does IT cost? It’s about why does IT cost what it does and how can they use their money and other resources to create more value.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...Real IRM
This document discusses the relationship between corporate governance, IT governance, and enterprise architecture. It provides an overview of frameworks like King III, COBIT 5, and TOGAF 9 and how they relate to each other. Enterprise architecture is positioned as the link between corporate governance and IT governance and how developing a strong enterprise architecture practice can provide competitive advantages for organizations.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...The Open Group SA
Enterprise Architecture - The Linchpin between Corporate Governance & IT Governance V2
Stuart Macgregor
The presentation (updated to version 2 with new slides and information) focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost.
Read more about The Open Group SA at http://www.opengroup.co.za/
The document discusses challenges organizations face in making analytics actionable. It notes that while data is growing exponentially from both internal and external sources, only a small portion of business leaders have the information they need to make decisions. Additionally, most employees do not understand their organization's goals or how their work aligns with these goals. The document advocates for improving data integration and rationalization to make more data available and useful for analytics. It also discusses how analytics maturity can be improved by moving from basic reporting to predictive analytics and optimizing business processes. Recent technological advances are helping organizations tackle more complex analytics to gain new insights.
5th CIO 100 summit Enterprise Architecture presentation by PTI ConsultingPeter Mũya H
Peter Muya presented on how enterprise architecture fits into enterprise transformation. He discussed that EA provides direction, enables transformation, supports operations, and establishes context. EA helps balance effectiveness, efficiency, agility, and durability of transformation efforts. The value of EA lies in managing competing transformation goals to make informed decisions that consider impact and implications.
ACS presentation - Managing a Portfolio of IT investmentsMicrosolve
“Managing a Portfolio of IT Investments” and was based on the work of Professor Peter Weill.
Investing in IT is a challenging endeavor and this presentation points out some things to look for and some techniques to move IT budgeting from a tactical chore to a strategic lever.
TAG IoT Summit - Why You Need a Strategy for the Internet of ThingsEric Sineath
- The document discusses the need for companies to develop Internet of Things (IoT) strategies to take advantage of connecting people, improving interactions, and enabling new businesses through real-time data from billions of connected devices and sensors.
- It outlines key aspects of a successful IoT strategy including having both short-term "sprinters" to develop solutions and long-term "long distance runners" to develop broader strategic plans and scale proofs of concept.
- The document provides examples of how IoT can drive business values like production optimization, consumer engagement, new revenue models, and innovative businesses through connecting people, processes, data and things.
The document discusses how IT contributes to business strategy at the Department of the Interior (DOI) through cooperation, innovation, and opportunity. It provides examples of how DOI is developing solution architectures to solve business problems and initiatives like the Enterprise Service Network and Law Enforcement Network. The vision is for a CTO Council and Service Oriented Integration Center of Excellence to leverage architectures and excellence, trust, collaboration and commitment.
This document discusses a hybrid cloud architecture case study for a public sector organization. It begins with an introduction and agenda, followed by background sections on digital government and why hybrid cloud is important for digital government. It then presents a case study of a hybrid cloud strategy for a public sector case management solution. The document concludes with a wrap-up. It is intended for informational purposes only and does not constitute a product commitment.
This document discusses a BPR intervention case study for Lorna Nigeria Limited, a hair extensions company that is part of the $3 billion Godrej Group. The company implemented Microsoft Dynamics AX 2012 ERP hosted in the cloud to support its expansion to Ghana. The case study reviews the company's business processes before and after the ERP implementation, including production, inventory, sales, and customer relationship processes. It also discusses changes made to organizational structure and culture as part of the BPR intervention. The conclusion is that ERP implementation success depends on organizational size and culture, and that there is no single measure of ERP success.
This short document promotes creating presentations using Haiku Deck on SlideShare. It encourages the reader to get started making their own Haiku Deck presentation by simply clicking the "GET STARTED" prompt. In just one sentence, it pitches presentation creation using Haiku Deck on SlideShare's platform.
This document discusses features, significance, and ways to organize a social science room. It explains that a social science room is important to (1) allow for hands-on activities and experiments, (2) prevent wasted teacher work and damaged equipment, and (3) create an engaging environment that encourages learning. The document also lists recommended equipment for a social science room, including audiovisual materials, books, maps, models, and more. Organizing these materials properly in a dedicated space helps teaching be more effective.
The document advertises training and career opportunities in the renewable energy sector through the Synergy Co-op. The co-op provides 6-week accredited training programs covering topics like renewable energy, energy advising skills, and installation techniques to prepare trainees for careers as energy advisers, domestic energy assessors, biomass boiler installers, and more. Trainees gain the skills and work experience needed to take advantage of the 250,000 green jobs the UK government has pledged in renewables. Interested individuals can contact Junior Plummer or visit the Synergy Co-op office for more information.
GEO-MAHA: mobile and web platform for hazard notification and observation.Lyubomir Filipov
Making sure geography matters for proper decision making in disaster management! Presenting our mobile app and web platform Geo-MAHA (Geo-Mobile Application for Hazard Alert notification and observation) on the GEO-XII Ministerial Summit in Mexico city - participants from 97 countries, 87 international organizations and private sector
Scylla is a monster from Greek mythology that appears in Homer's Odyssey. According to Circe, Odysseus' route home will take him between the monster Scylla and the whirlpool Charybdis, where it is safer to sail closer to Scylla and lose a few men to the six-headed monster rather than risk losing the entire ship to the whirlpool.
Extra Value Creation via Application of Synchronous Communication Means Antosha
Application of synchronous communication means to tutoring of the Open University Business School business education programs in Russia creats extra value for students and tutors
Guising refers to the Scottish and northern English tradition of disguising oneself in costumes, often with masks, and visiting people's homes around Halloween. This practice has its origins in medieval traditions where people would go door-to-door performing plays in exchange for food or drink. The modern practice of trick-or-treating on Halloween may have developed from the belief that spirits roamed the earth on this night and needed to be appeased with food or gifts. Records show guising was practiced in Scotland in the 16th century and other parts of Britain and Ireland in the late 18th and 19th centuries, with people singing songs or reciting verses in exchange for food, money, or other treats.
The linchpin between Corporate Governance and IT GovernanceThe Open Group SA
Stuart Macgregor's presentation focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost. He includes a look at how King III and COBIT 5 make enterprise architecture the CEO’s accountability.
Download this presentation(and more) from http://opengroup.co.za/presentations
Presentation from State of Iowa's Cost Transparency Journey at ITFM Week 2014Apptio
IT Cost Transparency is not about what does IT cost? It’s about why does IT cost what it does and how can they use their money and other resources to create more value.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...Real IRM
This document discusses the relationship between corporate governance, IT governance, and enterprise architecture. It provides an overview of frameworks like King III, COBIT 5, and TOGAF 9 and how they relate to each other. Enterprise architecture is positioned as the link between corporate governance and IT governance and how developing a strong enterprise architecture practice can provide competitive advantages for organizations.
Enterprise Architecture - The Linchpin between Corporate Governance & IT Gove...The Open Group SA
Enterprise Architecture - The Linchpin between Corporate Governance & IT Governance V2
Stuart Macgregor
The presentation (updated to version 2 with new slides and information) focuses on how a synergistic approach between Corporate Governance, IT Governance, and Enterprise Architecture can increase an organisation’s value while reducing cost.
Read more about The Open Group SA at http://www.opengroup.co.za/
The document discusses challenges organizations face in making analytics actionable. It notes that while data is growing exponentially from both internal and external sources, only a small portion of business leaders have the information they need to make decisions. Additionally, most employees do not understand their organization's goals or how their work aligns with these goals. The document advocates for improving data integration and rationalization to make more data available and useful for analytics. It also discusses how analytics maturity can be improved by moving from basic reporting to predictive analytics and optimizing business processes. Recent technological advances are helping organizations tackle more complex analytics to gain new insights.
5th CIO 100 summit Enterprise Architecture presentation by PTI ConsultingPeter Mũya H
Peter Muya presented on how enterprise architecture fits into enterprise transformation. He discussed that EA provides direction, enables transformation, supports operations, and establishes context. EA helps balance effectiveness, efficiency, agility, and durability of transformation efforts. The value of EA lies in managing competing transformation goals to make informed decisions that consider impact and implications.
ACS presentation - Managing a Portfolio of IT investmentsMicrosolve
“Managing a Portfolio of IT Investments” and was based on the work of Professor Peter Weill.
Investing in IT is a challenging endeavor and this presentation points out some things to look for and some techniques to move IT budgeting from a tactical chore to a strategic lever.
TAG IoT Summit - Why You Need a Strategy for the Internet of ThingsEric Sineath
- The document discusses the need for companies to develop Internet of Things (IoT) strategies to take advantage of connecting people, improving interactions, and enabling new businesses through real-time data from billions of connected devices and sensors.
- It outlines key aspects of a successful IoT strategy including having both short-term "sprinters" to develop solutions and long-term "long distance runners" to develop broader strategic plans and scale proofs of concept.
- The document provides examples of how IoT can drive business values like production optimization, consumer engagement, new revenue models, and innovative businesses through connecting people, processes, data and things.
The document discusses how IT contributes to business strategy at the Department of the Interior (DOI) through cooperation, innovation, and opportunity. It provides examples of how DOI is developing solution architectures to solve business problems and initiatives like the Enterprise Service Network and Law Enforcement Network. The vision is for a CTO Council and Service Oriented Integration Center of Excellence to leverage architectures and excellence, trust, collaboration and commitment.
This document discusses a hybrid cloud architecture case study for a public sector organization. It begins with an introduction and agenda, followed by background sections on digital government and why hybrid cloud is important for digital government. It then presents a case study of a hybrid cloud strategy for a public sector case management solution. The document concludes with a wrap-up. It is intended for informational purposes only and does not constitute a product commitment.
This document discusses a BPR intervention case study for Lorna Nigeria Limited, a hair extensions company that is part of the $3 billion Godrej Group. The company implemented Microsoft Dynamics AX 2012 ERP hosted in the cloud to support its expansion to Ghana. The case study reviews the company's business processes before and after the ERP implementation, including production, inventory, sales, and customer relationship processes. It also discusses changes made to organizational structure and culture as part of the BPR intervention. The conclusion is that ERP implementation success depends on organizational size and culture, and that there is no single measure of ERP success.
The document discusses the relationship between technology and business. It argues that technology is no longer separate from business but is instead fully integrated and essential. The author notes that all major business challenges today require technological solutions. The document examines how to organize information technology departments and make IT strategic and operationally excellent to create business value.
This document discusses an Information Technology Governance Agreement between business units and corporate IT at a company. It describes the governance architecture, which involves business units having ownership, responsibility, autonomy and accountability for their own business applications. The governance agreement includes Articles of Incorporation that establish the framework, Guiding Policies that define general strategies, and Organization Structures that define operating and coordinating units. It also covers mechanisms for administration, asset management, strategy and policy development, and adjustments through amendments, procedures and architecture/standards. The overall aim is to balance business unit agility with efficient use of corporate resources.
The Business Case for OSGi Technology & Unveiling Release 4 - Susan Schwarze,...mfrancis
The document discusses the business case for using OSGi technology and the unveiling of OSGi Release 4. It notes that more devices are becoming intelligent and connected through data networks, requiring increasingly complex software. OSGi technology can provide cost savings, increased speed to market, strategic differentiation, and increased revenue for manufacturers, IT providers, application developers, content providers, and service providers across home, auto, office, and mobile sectors. The document then poses questions about how organizations can prepare for the future with OSGi, the advantages of Release 4, challenges around simplifying complex systems while ensuring safety and security, integration and device access, and regional adoption trends. It introduces panelists who will discuss the business case for OSGi from perspectives of
The document describes how incident management, which manages emergency situations, is a specialized form of project management. It introduces the Incident Command System (ICS), which provides standardized guidance and best practices for emergency response management in the US. ICS resulted from the need for a new approach to managing wildfires in the 1970s. It addresses common challenges faced in emergency responses through a functional, hierarchical organization with standardized communication and terminology. The key project planning document in ICS is the Incident Action Plan, which is updated at least twice daily to adapt to changing conditions, similar to how a project manager would update plans. ICS provides a detailed, documented process for developing, approving, and implementing the IAP during each operational period.
The document discusses collaborative approaches to technology procurement that involve vendors earlier in the process. It summarizes a classical procurement approach that led to project failure, then outlines steps for a collaborative approach:
1) An initial vendor kickoff meeting is held to inform vendors of needs and educate the project team on available solutions.
2) Individual conference room demonstrations are then held on-site with interested vendors to allow hands-on exploration of their software.
3) Feedback from these sessions helps refine requirements in collaboration with vendors before releasing a revised RFP.
This document discusses integrating enterprise architecture and disaster recovery planning. It argues that viewing a business as a system of interconnected processes can help identify critical dependencies between business operations and IT infrastructure. Developing an enterprise architecture that maps these relationships allows a company to create a more comprehensive disaster recovery plan that ensures business functions can continue despite interruptions. The document provides a simplified example of a business's processes, applications, and technical infrastructure to illustrate how enterprise architecture can inform and strengthen disaster recovery planning.
To be truly effective, organizations have to really understand and embrace the holistic concept of Enterprise Architecture. Focusing solely on the standards aspect greatly limits the benefits that an enterprise can achieve. Enterprise Architecture (EA) is the description and design of a portfolio of processes, applications, information and their supporting technologies that enable business strategy. It addresses the structure of that portfolio over time and its interactions through guidelines including principles, rules, patterns, reference models, standards, initiatives and governance structures and processes to use when building new IT capability.
The document discusses taking enterprise architecture (EA) to the next level through a tool-enabled architecture methodology. Currently, EA efforts often consist of separate, manually maintained documents that are difficult to keep updated and use for decision-making. The next level of EA uses software tools to create an active document repository that maintains connections between business goals, strategies, and architecture components. An effective EA tool provides visual models, facilitates updates and reporting, and allows stakeholders to access the EA through a web-based interface. When evaluating EA tools, companies should look for features like underlying modeling technology, a database-backed artifact repository, and support for the full EA process.
1) Enterprise architecture efforts often fall short of their goals because they fail to understand and account for an organization's culture. A company's culture is formed by the individual and collective motivations of its employees.
2) Understanding a company's cultural principles and "cultural state" - how culture manifests for individuals, teams, and the organization - can help enterprise architecture efforts work within the culture to achieve better implementation and success.
3) Analyzing the cultural attributes that influence how different stakeholders respond to initiatives can provide insights into how to design enterprise architecture efforts to leverage rather than fight against the existing culture.
1. September 2004 Copyright 2004 Antevorte Consulting, LLC
Vision for InformationVision for Information
Technology ServiceTechnology Service
Delivery in OregonDelivery in Oregon
David RudawitzDavid Rudawitz
Antevorte Consulting, LLCAntevorte Consulting, LLC
2. September 2004 Copyright 2004 Antevorte Consulting, LLC
IT service delivery today in OregonIT service delivery today in Oregon
Each State department as well as several agenciesEach State department as well as several agencies
and divisions have their ownand divisions have their own independentindependent ITIT
organizationsorganizations–– these are often referred to asthese are often referred to as ““silos.silos.””
These each have their own budgets, staffs, processes,These each have their own budgets, staffs, processes,
standards, proceduresstandards, procedures ……..
Each silo is held accountable for its own activitiesEach silo is held accountable for its own activities
giving them no reason to spend or act to help othersgiving them no reason to spend or act to help others
IT leadership is not properly positioned within theIT leadership is not properly positioned within the
administration of State government to be effectiveadministration of State government to be effective
How can stateHow can state--wide efforts be as successful as hoped?wide efforts be as successful as hoped?
3. September 2004 Copyright 2004 Antevorte Consulting, LLC
What about a StateWhat about a State--wide IT strategy?wide IT strategy?
There is no single StateThere is no single State--wide IT strategy for Oregonwide IT strategy for Oregon
This encourages microThis encourages micro--management by the Legislaturemanagement by the Legislature
How can there be a single strategy for IT serviceHow can there be a single strategy for IT service
delivery for the State?delivery for the State?
There is anecdotal information that the various departmentsThere is anecdotal information that the various departments
and agencies do not work together to deliver IT servicesand agencies do not work together to deliver IT services
There are many reasons for them to keep workingThere are many reasons for them to keep working
independently for their own best interestsindependently for their own best interests
From their silo perspective, there are few reasons for them toFrom their silo perspective, there are few reasons for them to
all work togetherall work together
Getting everyone to work together will be like trying toGetting everyone to work together will be like trying to
manage a herd of catsmanage a herd of cats
4. September 2004 Copyright 2004 Antevorte Consulting, LLC
The current siloThe current silo--based model for IT servicebased model for IT service
delivery will never allow the State of Oregondelivery will never allow the State of Oregon
to realize the full benefit of IT.to realize the full benefit of IT.
It will be the source of constant impediment toIt will be the source of constant impediment to
the hard work, good intentions and wellthe hard work, good intentions and well
meaning attempts to reduce cost and createmeaning attempts to reduce cost and create
improvements.improvements.
A change to this model is absolutely necessaryA change to this model is absolutely necessary
The Oregon IT service delivery modelThe Oregon IT service delivery model
is costly and inefficientis costly and inefficient
5. September 2004 Copyright 2004 Antevorte Consulting, LLC
Some PhilosophySome Philosophy
If you do not knowIf you do not know
where you are going,where you are going,
any road will do.any road will do.
If you do not knowIf you do not know
where you are, a mapwhere you are, a map
will not help.will not help.
6. September 2004 Copyright 2004 Antevorte Consulting, LLC
What are some industry trends?What are some industry trends?
Companies are moving to a centralized IT serviceCompanies are moving to a centralized IT service
delivery model from their historical silo modelsdelivery model from their historical silo models
SingleSingle enterpriseenterprise approachapproach
Shared services and infrastructureShared services and infrastructure
Common and standardized processesCommon and standardized processes
Less diversity in hardware and softwareLess diversity in hardware and software
Companies and governments are formalizing ITCompanies and governments are formalizing IT
governance through the use of Enterprise Architecturegovernance through the use of Enterprise Architecture
7. September 2004 Copyright 2004 Antevorte Consulting, LLC
Business and governments areBusiness and governments are
creating enterprisecreating enterprise--wide IT strategieswide IT strategies
Enterprise Architecture (EA) is mandated forEnterprise Architecture (EA) is mandated for
Federal agencies (OMB MFederal agencies (OMB M--9797--02, Funding02, Funding
Information Systems Investments, OctoberInformation Systems Investments, October
1996)1996)
National Association of State CIOs (NASCIO)National Association of State CIOs (NASCIO)
developing pro forma EA materialsdeveloping pro forma EA materials
Businesses are developing their strategies andBusinesses are developing their strategies and
buildingbuilding EAsEAs to guide and manage ITto guide and manage IT
8. September 2004 Copyright 2004 Antevorte Consulting, LLC
What is my Vision?What is my Vision?
IT service delivery for Oregon government shouldIT service delivery for Oregon government should
be an enterprise level activitybe an enterprise level activity –– where thewhere the
enterprise encompassesenterprise encompasses allall of State governmentof State government
There should be a single comprehensive program withThere should be a single comprehensive program with
common governance, evaluation criteria, jobcommon governance, evaluation criteria, job
descriptions, processes, rules, service level agreements,descriptions, processes, rules, service level agreements,
standardsstandards ……..
Decisions and guidance such as out/right/in sourcing,Decisions and guidance such as out/right/in sourcing,
cost recovery, technology standards, build vs. buy, etc.cost recovery, technology standards, build vs. buy, etc.
should be made at the enterprise level guided by thisshould be made at the enterprise level guided by this
single vision and single plansingle vision and single plan
9. September 2004 Copyright 2004 Antevorte Consulting, LLC
How do we get there from here?How do we get there from here?
Going from vision to realityGoing from vision to reality
Six step planSix step plan
1.1. Inventory theInventory the ““asas--isis””
2.2. Develop and analyze three to five IT service deliveryDevelop and analyze three to five IT service delivery
scenariosscenarios
3.3. Select the best scenario for OregonSelect the best scenario for Oregon
4.4. Develop an Enterprise Architecture for Oregon based onDevelop an Enterprise Architecture for Oregon based on
the selected IT service delivery scenariothe selected IT service delivery scenario
5.5. Develop a transition plan to go from theDevelop a transition plan to go from the ““asas--isis”” to the newto the new
““toto--bebe””
6.6. Execute the transition plan to build the newExecute the transition plan to build the new ““toto--bebe””
10. September 2004 Copyright 2004 Antevorte Consulting, LLC
Step 1Step 1 -- Inventory theInventory the ““asas--isis””
Collect asCollect as--is information about IT services areis information about IT services are
currently provided to State governmentcurrently provided to State government
Resulting in a comprehensive compendium ofResulting in a comprehensive compendium of
the current state of IT service assets and deliverythe current state of IT service assets and delivery
Documents the baseline for the later enterpriseDocuments the baseline for the later enterprise
architecturearchitecture
11. September 2004 Copyright 2004 Antevorte Consulting, LLC
Step 2Step 2 -- Develop and analyze three toDevelop and analyze three to
five IT service delivery scenariosfive IT service delivery scenarios
Identify three to five IT service delivery scenariosIdentify three to five IT service delivery scenarios
Develop the comparison criteria to perform anDevelop the comparison criteria to perform an
objective analysisobjective analysis
Flesh out and document the selected scenarios andFlesh out and document the selected scenarios and
compare themcompare them
To each otherTo each other
With the currentWith the current ““asas--isis””
Investigate and document service level requirementsInvestigate and document service level requirements
and other customer relationship issuesand other customer relationship issues
12. September 2004 Copyright 2004 Antevorte Consulting, LLC
Step 3Step 3 -- Select the best scenario for OregonSelect the best scenario for Oregon
The direction to change from the current modelThe direction to change from the current model
to a new and different IT service delivery modelto a new and different IT service delivery model
may have to be provided by the Legislaturemay have to be provided by the Legislature
The results of the previous steps should provideThe results of the previous steps should provide
the necessary facts and supporting data to allowthe necessary facts and supporting data to allow
the legislature to make an informed policythe legislature to make an informed policy
decisiondecision
Transformation to the new model would beTransformation to the new model would be
initiatedinitiated
13. September 2004 Copyright 2004 Antevorte Consulting, LLC
Step 4Step 4 -- Develop an Enterprise Architecture forDevelop an Enterprise Architecture for
Oregon based on the selected modelOregon based on the selected model
Create an Enterprise Architecture (EA) for OregonCreate an Enterprise Architecture (EA) for Oregon
based on the new IT service delivery modelbased on the new IT service delivery model
The EA includes the IT strategyThe EA includes the IT strategy
An Oregon State EA would be a comprehensiveAn Oregon State EA would be a comprehensive
““documentdocument”” and would include:and would include:
““AsAs--isis”” statestate
Goals and strategiesGoals and strategies
IT guiding principlesIT guiding principles
Architectural building blocksArchitectural building blocks
A comprehensive EA governance modelA comprehensive EA governance model
ProposedProposed ““toto--bebe”” architecturearchitecture
14. September 2004 Copyright 2004 Antevorte Consulting, LLC
Step 5Step 5 -- Develop a transition plan to goDevelop a transition plan to go
from thefrom the ““asas--isis”” to the newto the new ““toto--bebe””
An integral part of a quality EA is aAn integral part of a quality EA is a ““livingliving””
transition plan.transition plan.
The transition plan is the prioritized roadmap toThe transition plan is the prioritized roadmap to
move from themove from the ““asas--isis”” to theto the ““toto--bebe””
This can take several years and may requireThis can take several years and may require
changes to remain viable.changes to remain viable.
The EA governance structure keeps the EA onThe EA governance structure keeps the EA on
track and relevanttrack and relevant
15. September 2004 Copyright 2004 Antevorte Consulting, LLC
Step 6Step 6 -- Execute the transition planExecute the transition plan
to build the newto build the new ““toto--bebe””
IT service delivery can now be changed into theIT service delivery can now be changed into the
plannedplanned ““toto--bebe”” structurestructure
Careful prioritization of the transition plan willCareful prioritization of the transition plan will
Provide the most expeditious transitionProvide the most expeditious transition
Deliver as much immediate value as possibleDeliver as much immediate value as possible
16. September 2004 Copyright 2004 Antevorte Consulting, LLC
No one said this would be easy!No one said this would be easy!
Changing the model for IT service delivery willChanging the model for IT service delivery will
not be simple nor easy.not be simple nor easy.
However changing to a more relevant model willHowever changing to a more relevant model will
enable Oregon to leverage IT to reduce costsenable Oregon to leverage IT to reduce costs
and improve government services.and improve government services.
The citizens of Oregon are demanding moreThe citizens of Oregon are demanding more
government services for less cost. Informationgovernment services for less cost. Information
Technology is an effective tool to achieve thisTechnology is an effective tool to achieve this
goal.goal.
17. September 2004 Copyright 2004 Antevorte Consulting, LLC
My ChallengeMy Challenge
My challenge to the Governor and the OregonMy challenge to the Governor and the Oregon
Legislature is to take the lead and, after properLegislature is to take the lead and, after proper
study, change the model for IT service deliverystudy, change the model for IT service delivery
in Oregon to one that is enterprisein Oregon to one that is enterprise--centric socentric so
that Oregon citizens can reap the benefits ofthat Oregon citizens can reap the benefits of
IT with better government service at the rightIT with better government service at the right
price.price.