This document provides an overview of enterprise architecture and business value analysis. It introduces the presenters and defines enterprise architecture as a practice that can optimize business and IT alignment, transform the enterprise, and drive innovation. The document discusses how enterprise architecture can increase business value by improving areas like integration, agility, and collaboration. It also outlines potential benefits, challenges, and provides a case study example of how business value analysis was used to help a customer improve financial transaction processing.

1. Enterprise
Architecture
Business Value Analysis
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2. About the presenters
Claye Greene Javier Rincón
Managing Director Director - España
TechBlue, Inc. Dux Diligens, Inc.
1940 Duke Street Santiago Grisolia 2, 163
Suite 200 PTM / Parque Cientifco de Madrid
Alexandria, VA 22314 28760 Tres Cantos, Madrid, España
T: +1.412.255.3799 T: +34.918.064.442
E: clayegreene@techblue.com E: javier.rincon@duxdiligens.com
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3. ENTERPRISE ARCHITECTURE
Introduction
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4. Enterprise Architecture
Strategic business value
Optimizer Transformative Innovative
• Well run IT shop • Partnered goals with the • New markets, products and
business services
• Understood technology
enablers • Value management • Business first organization
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2
1
4

5. Enterprise Architecture
Increase integration across value-webs, infrastructures, multi-role / multi-partner enterprises
• emphasis on overall effectiveness rather than single-point ‘efficiency’
• increase overall agility, adaptability, responsiveness, resilience, management of opportunity / risk
• increase synergies between processes and partners
• increase overall engagement in innovation, productivity, quality
fourth wave:
EA = whole-of-enterprise architecture (WEA)
third wave:
VALOR
EA = EWITA + Business Architecture (EITA+EBA)
second wave:
Increase enterprise agility and alignment with business strategy
EA = Enterprise-Wide IT Architecture (EWITA) • enable changes in business strategy with quick-response changes
in enabling processes and technology solutions
• inform strategy more effectively with strategic paths to identify and
first wave: integrate technology-enabled opportunities (and threats)
EA = IT technical architecture (TA )
Reduce complexity and cost of IT systems
• increased convergence consolidates purchasing, lowers training costs, etc
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TIEMPO 1990 2000 2010 2020

6. ENTERPRISE ARCHITECTURE
Understanding the value
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7. Enterprise Architecture
Business Drivers for Enterprise Architecture
Manage Improve
operational costs competitiveness
Increase Improve
profitability collaboration
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3
$
2
Leverage new Regulation compliancy
technology Improved resource
Mergers & Acquisitions utilization 7

8. Enterprise Architecture
Benefits of Enterprise Architecture
Alignment with corporate strategy Improved change visibility
Improved quality of work
Reduced integration complexity
output
Consolidated systems and
Improved business flexibility
applications
Reduced time to market Increased IT efficiency
Better asset utilization Collaborative business unit interaction
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9. Enterprise Architecture
The core of effective business transformation
Effectiveness Efficiency
Improving the effectiveness of Accelerating enterprise
the enterprise across systems efficiency through
and organization streamlined processes
and strategies
Agility Durability
Enhancing the agility of the Increasing enterprise
enterprise to better respond to durability to function in
opportunities and threats dynamic operating
environments
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10. Enterprise Architecture
The path to Enterprise Architecture can be daunting
AGATE
RM-ODP
EABOK
MODAF
DNDAF GOD
NAF ARCON
TRAK
Praxeme
?
IDEAS DoDAF SABSA
TOGAF MEGAF
Dragon1
Framework? Expectations? Governance?
Methodology? Starting point? Management?
Objectives? Opportunities? Coordination? 10
ROI? Roadmap? Necessity?

11. Enterprise Architecture
The path to Enterprise Architecture can be daunting
Challengers Leaders
IBM Mega
alfabet
Troux
OpenText
Casewise
Software AG
Ability to execute
BiZZdesign
QualiWare
SAP-Sybase
Atoll Technologies Avolution
iteratec
Future Tech Systems
Sparx Systems
Niche players Visionaries 11
Completeness of vision
Source: Gartner Magic Quadrant for Enterprise Architecture Tools 2012

12. Enterprise Architecture
The path to Enterprise Architecture can be daunting
Common bad Enterprise Architecture practices Mitigation strategy Opp Risk
Proactive collaboration across
Lack of integration with Enterprise Architect strategic planning
units 
Allow for framework
Rigid adherence to Enterprise Architecture frameworks
customization 
Too much standardization “Just enough” standards 
Analysis paralysis Follow strong EA methodology 
Incorporate business
Insufficient business focus
objectives 
Ineffective collaboration Engage effective leadership 
Lack of open communication Improve asset accessibility 
Develop feedback
No effective feedback channels
communication channels 
Refocus EA as an enterprise
Too much technology influence
objective, not technology 
Dominant technology skills and talent Diversify EA staff 
Employ formal tools later in
Tools driving the Enterprise Architecture
the process 
Documenting current state is
Too much focus on current state
not Enterprise Architecture 
Enterprise Architecture is an 12
Premature or incomplete initiative conclusion
adoption, not a project 
* Based on Gartner research

13. ENTERPRISE ARCHITECTURE
Getting there
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14. Enterprise Architecture
TechBlue Business Value Analysis
Business Value Analysis process
Understand: Assess: Engage:
Capture target operating Closing gaps to effective Initiative launch
states for the enterprise transformation
Understand Identify Assess Select Engage
S.M.A.R.T. business Transformation Maximum value Transformation
Transformation
objectives opportunities starting point initiation
readiness
Identify: Select:
Capture opportunities to Strategic planning to meet
transform the enterprise enterprise objectives
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15. ENTERPRISE ARCHITECTURE
Understanding enterprise objectives
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16. Enterprise Architecture
Understanding enterprise objectives
Business
Strategies, documents and diagrams that describe the
business structure
Data
Policies and standards governing which data is
collected, and how it is stored, arranged and integrated
within the enterprise.
Organization
Focuses are engaging the right people, in the right
Technology place, at the right time.
Availability, scalability and reliability of technology
assets including computer systems and telephony
infrastructure.
Application
Ensures enterprise applications are
scalable, reliable, available
and manageable
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Understand Identify Assess Select Engage


17. Enterprise Architecture
Understanding enterprise objectives
Specific Measurable Attainable Realistic Time-bound
Objectives have to A goal achievement It should be The objective The goal has to
be specific and should be attractive for the needs to be set within a time
positively measurable project team to achievable in a frame
described reach the goal realistic way
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Understand Identify Assess Select Engage


18. Enterprise Architecture
Common business objectives
Business Data
 Increase business agility  Improve data value
 Expand competitiveness  Extend data accessibility
 Speed time to market for  Increase data security across
new products and services the enterprise
Application Technology
 Enhance user productivity  Improve system availability
 Reduce capability rollout  Decrease employee lost time
 Increase usability of key  Improved collaboration
application assets across business units
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Understand Identify Assess Select Engage


19. Enterprise Architecture
Case study
Business challenge
Customer organization initiated a program to become more effective at processing financial transactions, and improving the
overall performance of the business units within the enterprise. Historically, each corresponding business unit applied
independent decisions to prioritize high value transactions, however without shared information between them, their
efforts were often uncooperative, duplicated, and resulted in strategic decisions that benefited each individual group rather
than the enterprise.
Details
Approach Focus areas Outcomes
• TechBlue proposed an Enterprise • The TechBlue BVA highlighted key • The BVA established an EA adoption
Architecture Business Value Analysis mission objectives across each roadmap to significantly improve key
to lay the foundation for effective business unit, and determined performance indicators.
transformation. plausible approaches for closing the
• Development of EA best practices
gaps and measuring key performance
• Key goals of the BVA were to better and governance for effective
indicators.
align business objectives with adoption.
enterprise mission, and streamline • Key identified transformation • Improved support for future financial
with financial transaction business opportunities were to improve data program rollouts, increasing business
processes to improve performance. availability, and centralize key agility, flexibility and ability to
analytical decision-making that each respond to market opportunities.
group would leverage.
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Understand Identify Assess Select Engage


20. Enterprise Architecture
Leveraging enterprise objectives
Objective
Enhance collaboration Gaps: Business, Technology, Data
Objective
Increase agility Gaps: Technology, Data
Objective
Speed time to market Gaps: Business, Application
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Understand Identify Assess Select Engage


21. Enterprise Architecture
Identifying transformation opportunities
Business Value Analysis process
Understand: Assess: Engage:
Capture target operating Closing gaps to effective Initiative launch
states for the enterprise transformation
Understand Identify Assess Select Engage
S.M.A.R.T. business Transformation Maximum value Transformation
Transformation
objectives opportunities starting point initiation
readiness
Identify: Select:
Capture opportunities to Strategic planning to meet
transform the enterprise enterprise objectives
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Understand Identify Assess Select Engage


22. Enterprise Architecture
$ROI EA Transformation
Transformed
Enterprise Applications #
5 years
Release #4
Start of EA 4 years Legacy Enterprise
Transformation Release #3
3 years Hundreds Apps,
(Enterprise)
Release #2
Enterprise
2 years Release #6 4 years
Threshold Release #5 The Point of Suffocating
PP Release #7
Release #4 3 years
Tens Apps. Release #8
(Company)
2 years
Release #3 POC 5 years
1 year
Release #1
Release #2
Spaghetti
Architecture
$TCO 22

23. Enterprise Architecture
Do You Have
Any Questions?
We would be happy to help.
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