The document discusses actualizing an enterprise architecture (EA) practice at an organization. It describes taking EA from low maturity to high maturity through a three phase journey. The phases include socializing the need for EA, gaining executive sponsorship, and establishing the EA program. It also discusses rethinking the IT department as proactive rather than reactive. Building an EA team with core and extended members is recommended. Quick wins should be shown to gain buy-in and adoption should be driven from top-down and bottom-up.

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2. Enterprise Architecture (EA)
Presenter: Fru Louis
“Building Tomorrow’s Enterprises”
Part II: Actualizing EA
Prescriptive Step by Step Guide to go about instantiating an EA Practice at your Organization.

3. Goal
The Goal: Get from baby steps, with
low EA maturity in the organization to a
highly mature and optimized practice.

4. Agenda
Part II: Actualizing the EA Practice
- Rethinking the IT Department
- EA Mandate and Value proposition
- Three main Phases of the EA journey
- Building an EA team (Core and Extended)
- Decision maker’s check list.

5. Part II
Actualizing the EA Journey
In the Organization

6. Rethinking IT: The IT Department is a…
Pro-Active Service Delivery and Capability Development Shop
Vs. Re-active Support shop
Business
Intelligence
and Data
Warehousing
IT
Shop
Application
development
&
Maintenance
Support &
Training
QA/Testing
Enterprise
Portals &
Content
Management
• Data Center Ops,
• Database Mgmt,
• Cloud/Hosting Solutions,
• Storage Solutions
• Reporting and Analytics
solutions
• Network/System
Management,
• Managed backups
• Help Desk
• System Monitoring
• Content Management,
• Product Portfolio mgmt.
and PLM
• Corporate information
and portal management
• Support and Training
• Business Continuity
• Audits & Regulations,
• Planning and Innovation
• CIO Services,
Business
Objectives and
Goals
Enterprise
Applications
and Solutions
Data and
Information
Architecture
Implementation
Network And
Infrastructure
Systems
Implementation
EA Transformation Journey
Re-Active IT Support Model Pro-Active IT Service Model

7. EA Mandate: The success of the EA Journey depends upon the mandate from the business
Value increases as
Mandate increases
Solutions/Project
Performance
• What do we have?
• Do we need it all?
• Consolidate and
Reduce?
• Change impact
analysis
Improve Enterprise
wide program and
Portfolio
performance.
• Develop Standards
• Recommend best
practices
(technology, server
platforms)
• Encourage IT
Evolution
Improve Business
Product/Services
Performance
• Align Business to
IT
• Increase focus on
Business
architecture and
Business
processes
• Maximize
customer lifecycle
value
Improve Market
Performance
• Develop business
strategy
• Maximize Product
profitability
• Maximize Market
share.
• Create transition
plan
• Execute share
holder value better
Mandate
Value
Cost Incentives Value Incentives
The journey
is usually
non-linear
Mandate to Value Curve

8. Mandate Reference Matrix (MRM)
This is typically the best starting point for most stakeholders
Level 1:
Enterprise
Strategy
Level 2:
Enterprise
Design
Level 3:
Segment
Architecture
Solution Strategy
Level 4:
Solution
Architecture

9. Starting the EA Journey: a high-level plan and groundwork for
first iteration processes
Lay
Groundwork
Describe
Current EA
Design
Target EA
Review
Projects
Time
Objective
Business
participation
X months (finish by
mm/dd/yy)
X months (finish by
mm/dd/yy)
X months (finish by
mm/dd/yy)
X months (finish by
mm/dd/yy)
• Approve the initiative
• Allocate funding
• Provide a business
sponsor
• Define Mandate
Document the current
state of the enterprise’s
domains:
• Business
• Applications
• Data
• Technology
Design the target state
of the enterprise:
• Improved business
process
• Better IT/business
alignment
• Design of transition
architectures
• Start using the tool to
improve business
decision making
• Engage in an
organizational
readiness
assessment to
ensure compliance
standards are met
Title of business
decision-maker:
• Approval
• Funding sign-off
• Provide executive
support by allocating
an adequate amount
of business staff's
time to participate in
EA-related activities
Title of executive(s)
likely to help:
• Help documenting the
current strategic
planning process
Title of operations
groups likely to help:
• Help documenting
business processes
Title of executive(s)
likely to help:
• Help integrating the
EA initiative to the
current strategic
process
Title of operations
groups likely to help:
• Help redesigning our
business processes
Title of executive(s)
involved in strategic
planning:
• Enforce the
architectural design
such that it is
consistent with the
vision
• Ensure EA blueprints
are continually
maintained

10. Starting the EA Journey (Implementation Phases)
 Socialize and
Show the need
 Acquire
Executive
sponsorship
 Formally
establish the EA
program with
charter
 Initiate EA
governance
mechanisms
 Engage all
IT/Business
leaders and
gain funding
 Show value
quickly with
quick wins
Operate and Mature.
Demonstrate value through a
partial model of the target state
 Drive adoption
from top and
bottom
 Communicate
value throughout
the organization
 Expand to other
areas in
organization e.g.
business
architecture
Program Initiation
Program charter, maturity
assessment, Schedule dates,
durations, and locations
Gain Buyin and Implement
Outline roles, responsibilities and
deliverables
Iteration Loop, with Feedback
1
2
3
Phase 1
Phase 2
Phase 3

11. What Next?...

12. The EA Journey: Costs and resource requirements
New resources
• Enterprise architect(s)
• Business Analyst(s)
• Domain architect(s) (business and IT)
Cost estimate (TBD)
New activities for existing
resources
• Solution architects, project managers’
time to review project outputs for
conformance with the enterprise
architecture
Cost estimate (TBD)
Frameworks and tools
• Licenses for proprietary documentation
(models, etc.)
• Enterprise architecture software
Cost estimate (TBD)
Training
• Training of internal staff in EA models
and methodologies
Cost estimate (TBD)

13. Quick Facts: 1 - Survey Data
Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container

14. Quick Facts: 2 - Survey Data
Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container

15. Quick Facts: 3 - Survey Data
Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container

16. Team members for the EA Journey: Core and Extended
Extended
Virtual Teams
Core
Team
CEO
EA
Architect
VP of
Technology
CFO
COO
LOB
Leaders
End Users
Key Senior
Managers
IT Managers
IT Steering
Committee
Architecture
Review Board (ARB)
IT Support
Staff
Area
Directors

17. Instantiating The Team Hierarchy for the EA Journey
VP
of
Information Tech. (IT)
Project
Manager(s)
IT
Operations
Managers
Corporate
Operations
Managers
Franchise
Operations
Manager(s)
Admin
Staff
Admin Admin
Admin
Admin
Extended
Leadership Team
Directors
Staff
Staff
Staff
Enterprise
Architect(s)
Staff
Executive
Team
Marketing &
Sales
Managers
Consultative
Reports

18. EA Connecting the Dots
With time, all organizations are changing, getting complex, chaotic and Volatile.
Project
Projects Landscape Decision Makers Checklist
Project
1
EA 2
Project
3
Project
4
Project
5
Project
6
Project
8
1
2
3
4
Project
9
•Are there any dots not being
connected
• Is there any possibility for
simplification and Reuse
•Are we optimally utilizing all
resources in the process
•Are we being delivered the
services we are paying for?
Architecture is a maturing asset that can help deal with change and complexity in organizations.

19. EA’s Guiding Principle # 1:
It’s not about the tools or gadgets, it’s about the story.
What do you see in
this picture?
Probably, you noticed the happy family on a journey. Then you realized they were riding on a
Bike. The fact that you didn’t notice the bike first confirms that a story is usually more important
than the tools that make it happen.
Technology should be this way. i.e. A tool helps tell a story, but is NOT the story in and of itself.
“Just enough EA to get the job done!”

20. EA’s Guiding Principle # 2:
No Pain, No Gain

21. First things First: Let the Journey Begin
 Socialize and
Show the need
 Acquire
Executive
sponsorship
 Formally
establish the EA
program with
charter
 Initiate EA
governance
mechanisms
 Engage all
IT/Business
leaders and
gain funding
 Show value
quickly with
quick wins
Operate and Mature.
Demonstrate value through a
partial model of the target state
 Drive adoption
from top and
bottom
 Communicate
value throughout
the organization
 Expand to other
areas in
organization e.g.
business
architecture
Program Initiation
Program charter, maturity
assessment, Schedule dates,
durations, and locations
Gain Buyin and Implement
Outline roles, responsibilities and
deliverables
Iteration Loop, with Feedback
1
2
3
Phase 1
Phase 2
Phase 3

22. EA Value Derivative Worksheet – (Executive ToDo)
# Value Derivatives Yes No Maybe
1 Would you like to identify the project vision, goals, objectives, plans activities, events,
conditions, measures, effects (outcomes) and produced objects?
2 Would you like to know what terms are used throughout your enterprise architecture?
3 Would you like to have a graphic capture of your operational concepts
4 Would you like to understand the resources that flow between each activity that your
organization performs?
5 Would you like to clearly understand and be able to articulate how your organizations 4
years business plan put forth by the CEO and executives is aligned with IT’s 4 years
capability map? *
6 Would you like to understand how your organization is structured and capture the
relationships within the organization
7 Would you like to have a hierarchy of operations that your organization performs?
8 Would you like to know what business activities are being performed, their sequencing,
their inputs, outputs, and controls placed on them, and how they are performed?
9 Would you like to know the business rules that constrain your operations?
10 Would you like to know how your business processes respond to various events?
11 Would you like to understand how your organization operates in a given scenario?
12 Would you like to understand the high level data concepts and relationships throughout
your organization.

23. Thank You for The Attention!
Question Time

24. About NextGen
NextGen Global Solutions, LLC. (NGG: IT) is an information technology consulting, research and advisory company. We deliver the technology-related
insight necessary for our clients to make the right decisions, every day. From CIOs and senior IT leaders, to business leaders, Engineering and Service
professionals. Information is power in this digital age, and we try to research and provide the resources and solutions that would help decision makers
run, grow and transform their organizations.
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Visit nggsolutions.com Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential

25. WE SHARE IN YOUR VISION
RUN • GROW •TRANSFORM
Solutions that work for Today and Tomorrow
NEXTGEN GLOBAL®
Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential