This document discusses managing enterprise architecture (EA) projects and programs. It covers key topics such as the differences between project and program management, understanding stakeholders and their interests, common challenges for EA including lack of buy-in and skills, managing risk through processes like identifying, analyzing and responding to risks, EA deliverables, and aligning the TOGAF Architecture Development Method (ADM) with project management methodologies. The overall goal is to help understand risk and manage failures in EA programs and projects.

1. Nashreen Hofmeester 12 September 2009 EA Project Management Programme understanding risk and managing failure

2. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

3. Definitions Programme ‘A group of related projects managed in a co-ordinated way to obtain benefits and control not available from managing them individually.’ Project Management Institute (PMI) Project ‘A project is a unique process consisting of a set of co-ordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including the constraints of time, cost and resources.’ International Organisation for Standards (ISO)

5. Success measured by budget, on-time , outcome delivered according to scope.

6. Minimise scope variation.

7. Detailed project plan.

8. Focused on delivery.

9. Wide scope; may have to change over time.

10. Success measured by benefits delivered, new capabilities established, etc.

11. High-level plan providing guidance to projects.

13. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

14. Understanding your stakeholders ‘An individual or group with an interest in the success of an organization in delivering intended results and maintaining the viability of the organizations products and services.’ Balanced Scorecard Organization. Why Identify people and groups with interest Know who you are dealing with Who decides, who gains / lose, who controls resources, who influence,? Identify their concerns Focus your effort Produce ‘fit-for-purpose’ architecture

15. Categories of stakeholders Source: TOGAF 9TM, 2009

16. Sample Stakeholder Category Interests Source: pp 286-292, TOGAF 9TM, 2009

18. Identify who will be impacted by current iteration

19. Review and verify stakeholders and their concerns

21. Create stakeholder matrix

23. Sample stakeholder power grid

24. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

25. Common challenges and issues Poor executive buy-in Un-cooperative business owners Analysis ‘fatigue’ Business uncertainty (change, etc.) Mal-aligned expectations Lack of governance practice Operations focus vs. Strategic focus

26. Common challenges and issues No clearly defined objectives for EA No up-front success metrics Lack of ‘shared reality’ between business and ICT organisation Lack of project / programme management and practice Lack of skills or immature EA skills Historical ‘baggage’ Unsuccessful previous attempts

27. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

28. What is risk ‘The possibility of incurring misfortune or loss’ Collins Dictionary ‘..the project risks are events or uncertain conditions that, in case they happen, they provoke a positive or negative effect in the project objectives.’ Project Management Body of Knowledge (PMBoK)

29. Nature of risk Inherent: Nature of project objectives or scope Acquired: Results from selected organisation, approach / technology Contextual: Results from events, circumstances outside project

31. Identify overall risks for project

32. Revisit at start of each new phase

33. Maintain risk register

34. Assign ownership

35. Monitor and manage

36. Prioritise according to impact

38. Estimate probability

39. Estimate consequence

40. Define formal risk reporting mechanism

42. Effective risk management Commitment at all levels Communication and consultation Effective project management Risk ownership Partnership approach Continuous risk management (mitigating)

43. Mapping Risk

44. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

45. Architectural artefact vs. deliverable Artefact: More granular work product Describes architecture from specific viewpoint Catalogues Matrices Diagrams Deliverable: Contractually specified work product Formally reviewed, agreed to and signed off Snapshot of architecture landscape Source: TOGAF 9TM, 2009

46. TOGAF 9TM deliverables

47. GWEA V1.2 deliverables

48. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common Challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

50. Frame implementation and migration plan within enterprise project delivery methodologySource: TOGAF 9TM, 2009

51. Project management methodologies Prince2

52. Project management methodologies PMBoK

53. ADM and project management phases

54. Agenda 1 Project management vs. Programme management 2 Understanding your stakeholders 3 Common Challenges and issues 4 Managing risk 5 EA project deliverables 6 TOGAFTM ADM and project management 7 Conclusion

55. Successful EA programmes

56. ? ? ? Questions