Barriers are core components of a problem that, if altered, could allow for true organization change using EA. Barriers are not underlying causes that merely describe a situation. Instead, they are actionable, and specific to the problem. Based on our observation, the barriers can be found at the phase of EA planning or execution.

1. Picture: http://cabindigital.net
Unlocking Patterns of EA
Program Failure:
Lessons learned about the barriers and the
potential unlocking practices
Open Group Conference, Jakarta 2016
Dr.
Basuki
Rahmad,
CITA-­‐F,
COBIT5-­‐I,
CISA,
CISM,
CRISC

2. Halaman
2
The
key
criterias
of
EA
Program
Successfullness,
adoptep
from
COBIT
5
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
Alignment
of
IT
and
Business
Strategy
1. Percent
of
the
enterprise
strategic
goals
and
requirements
supported
2. Level
of
stakeholder
saSsfacSon
with
scope
of
the
planned
of
programmes
and
services
3. Percent
of
IT
value
drivers
mapped
to
business
value
drivers
IT
Agility
1. Level
of
saSsfacSon
of
business
execuSves
with
IT’s
reponsiveness
to
new
requirements
2. Number
of
criScal
business
processes
supported
by
up-­‐to-­‐date
insfrastructure
and
applicaSons
3. Average
Sme
to
turn
strategic
IT
objecSves
into
an
agreed-­‐on
and
approved
iniSaSve
OpSmisaSon
of
IT
assets,
resources
and
capabiliSes
1. Frequency
of
capability
maturity
and
cost
opSmisaSon
assessments
2. Trend
of
assessment
results
3. SaSsfacSon
levels
of
business
and
IT
execuSves
with
IT-­‐related
costs
and
capabiliSes

3. Halaman
3
There
are
barriers
and
potenSal
unlocking
pracSces……..
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
Barriers are core components of a problem that, if altered, could allow for true organization
change using EA. Barriers are not underlying causes that merely describe a situation.
Instead, they are actionable, and specific to the problem.
Based
on
our
observaSon,
the
barriers
can
be
found
at
the
phase
of
EA
planning
or
execuSon.
EA
Planning
EA
ExecuSon
Alignment of IT and
Business Strategy
IT Agility
Optimisation of IT
assets, resources and
capabilities
Bad/Weak
Planning
Bad/Weak
ExecuSon
X

4. Halaman
4
This
study
of
barriers
and
unlocking
pracSces
is
based
on
the
observaSon
of
20
organizaSons
in
the
last
7
years
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
5
3
5
1
2
2
2
Industry
Type

5. Halaman
5
The
barriers
found
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
Disconnected
from
industry
&
good
pracSces
1. Weak
concern
on
the
industry
business
issues
and
trends
2. Stuck
on
internal
IT
TradiSon
3. Not
following
the
updated
key
technologies
needed
by
organizaSon
Weak
business
perspecSve
&
involvement
Weak
Top/Senior
Management
Sponsorship
Limited
IT
OrganizaSon
Capabity
1. Too
technical,
weak
relaSonship
with
business
pains
and
triggers
2. Weak
business
case
(represenSng
EA
in
the
financial
terms)
3. EA
is
IT
Agenda,
business
will
wait
at
the
finish
line
1. Unclear
business
direcSon
2. Weak
IT
leadership
from
top/senior
management
1. Unbalance
posiSon
of
IT
and
business
process
owner
2. Weak
IT
competency
alignment
of
current
IT
staff
vs
technologies
needed
by
the
business/organizaSon
3. Limited
IT
FTEs

6. Halaman
6
The
barriers
mapped
to
TOGAF
ADM
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
Disconnected
from
industry
&
good
pracSces
Weak
business
perspecSve
&
involvement
Weak
Top/Senior
Management
Sponsorship
Limited
IT
OrganizaSon
Capabity
Preliminary
P
P
P
S
Architecture
Vision
P
P
P
S
Business
Architecture
P
P
S
S
InformaSon
System
Arhitecture
P
P
Technology
Architecture
P
P
OpportuniSes
and
SoluSons
S
P
P
MigraSon
Planning
P
S
P
ImplementaSon
Governance
P
S
P
Architecture
Change
Management
S
S
S
S
P
=
Primary
S
=
Secondary

7. Halaman
7
The
potenSal
unlocking
pracSces,
mapped
to
the
barriers
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
Disconnected
from
industry
&
good
pracSces
Weak
business
perspecSve
&
involvement
Weak
Top/Senior
Management
Sponsorship
Limited
IT
OrganizaSon
Capabity
Focusing
on
business
pains
or
triggers,
benchmarking
to
the
industry
reference
architecture
X
X
X
Sharpening
the
business
case
X
X
Strengthening
Governance
X
X
X
Increasing
the
capacity
of
IT
OrganizaSon
X
X
IntegraSng
to
the
organizaSon/corporate
transformaSon
agenda
X
X

8. Halaman
8
#1
–
Focusing
on
business
pains
or
triggers,
benchmarking
to
the
industry
reference
architecture
KEY
CONSIDERATIONS:
q EA
must
consider
the
business
drivers:
business
pains
or
business
triggers.
The
understanding
of
business
drivers
can
be
used
as
an
internal
imperaSves.
q In
the
same
Sme,
the
understanding
of
industry
or
technology
issues
can
be
used
as
an
external
imperaSves.
q Blended
internal
and
external
imperaSves
will
drive
the
strong
EA
Principles
and
visions
q Understanding
the
reference
architecture
(business/technology
perspecSve)
will
contribute
to
the
high
quality
IS
or
technology
architecture
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
RELATED
METHODS:
q Capturing
and
understanding
the
business
pains
or
triggers:
– List
the
imperaSves,
internal/external
– PrioriSze
the
imperaSves,
using
risk
or
value
analysis
– Translate
to
EA
principles
and
EA
Visions
q Industry
bencmarking
or
Reference
Architecture
– Benchmarking
to
the
direct/indirect
compeStors
(local,
regional,
global)
– Adopt
the
research
products
from
the
reputable
research
insStuSons/companies:
industrial
soluSons
or
specific
technologies
– Adopt
the
technology
standards
or
good
paOerns,
such
as
SOA,
Network
Architecture,
Security
Architecture

9. Halaman
9
#2
–
Sharpening
the
business
case
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
KEY
CONSIDERATIONS:
q EA
ImplementaSon
Program
must
be
marketable
(to
top/senior
management
or
business
process
owners).
Therefore
we
have
to
communicate
at
the
business
language,
not
IT
language.
– The
reasons
– The
benefits
q The
budget
approval
by
management,
mostly
will
be
determined
on
the
business
consideraSon:
financial
or
non-­‐financial.
RELATED
METHODS:
q Risk
management
planning
q Benefit
analysis
q Economic/Financial
analysis
– Cost-­‐Benefit
Analysis
– IRR
– Payback
periode
– Others

10. Halaman
10
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
TAHUN 2014 2015 2016 2017 2018
IT#Spending!per!tahun 255.48 302.31 413.86 463.55 509.68
Total#IT#Spending 1944.88
Benefit#Calculation
Productivity#Increase
Produktifitas!SDM 20.25 22.28 24.50 26.95 29.65
Pengurangan!SDM!(termasuk!perangkat!pendukung)!terkait!dengan!
pengurangan!loket
7.20 14.40 21.60 28.80
Peningkatan!produktifitas!angkutan!barang!yang!disebabkan!peningkatan!
produktifitas!pengelolaan!traffic
27.09 78.26 109.69 231.84 235.60
Cashflow#&#Material#Management
Penurunan!nilai!inventory 79.50 87.45 96.19 105.81 116.39
Perpanjangan!lifetime!loco!dengan!peningkatan!kualitas!pemeliharaan 17.43 17.43 17.43 17.43 17.43
Expense/Risk#Avoidance
Penghematan!biaya!pendidikan 2 3 4 4 4
Efisiensi!pencetakan!tiket 4.05 8.51 8.93 9.38
Efisiensi!pengadaan 40.75 12.96 15.88 17.98
Keberlangsungan!layanan!penjualan!tiket,!yang!jika!sistem!TI!tidak!dapat!
melayani!diasumsikan!akan!beralih!ke!moda!lain.
99.64 156.35 220.86 280.595 354.88
Benefit!Per!Tahun 245.91 416.77 508.55 713.05 814.11
Total!Benefit 2698.38
Benefit#D#Cost!(per!tahun) M9.57 114.45 94.69 249.50 304.43
Net#Benefit M9.57 104.88 199.57 449.06 753.49
IllustraSve
Examples

11. Halaman
11
#3
–
Strengthening
Governance
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
KEY
CONSIDERATIONS:
q The
need
of
Leadership
&
business
involvement
formalizaSon
q The
maturity
of
IT
Governance
will
increase
the
quality
of
EA
lifecycle
q The
need
of
balancing
on
People,
Process
&
Technology
RELATED
METHODS:
q The
establishment
of
IT/Business
OperaSng
Model
q The
establishment
of
EA
Steering
CommiOee
to
insStuSonalize
IT
leadership
and
business
involvements
– ArSculate
the
strategic
direcSons
– Review
&
approve
EA
Strategic
iniSaSves
– Monitor
and
evaluate
EA
key
metric
achievements
– Monitor
&
evaluate
the
benefits
q The
establishment
of
EA
Policies,
standards
and
procedures.
q The
encouragement
of
the
related
EA
cultures,
such
as:
innovaSon,
enforcement
of
technology
standards

12. Halaman
12
#4
–
Increasing
the
capacity
of
IT
OrganizaSon
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
KEY
CONSIDERATIONS:
q The
capacity
of
IT
OrganizaSon
will
determine
the
quality
of
EA
planning
and
execuSon
q The
component
of
IT
OrganizaSon
capacity:
– The
alignment
of
IT
competencies
and
IT
Architecture
landscape
– The
correctness
of
IT
funcSon
configuraSons
– The
correctness
of
IT
posiSon
in
organizaSon
– The
existence
of
career
path
RELATED
METHODS:
q Restructuring
of
IT
OrganizaSon
– IT
posiSon
in
OrganizaSonal
Structure
– IT
OrganizaSon
reconfiguraSon,
enabling
the
adopSon
of
good
pracSces
– FTEs
workload
analysis
&
recruitment
Note:
The
urgency
of
IT
OrganizaSon
will
depend
also
on
IT
OperaSng
Model
q IT
competency
development,
integrated
to
IT
career
path
– IT
Competency
chain,
derived
from
the
IT
Architecture
landscape
– IT
Career
Path,
such
as:
structural
vs
professional
path

13. Halaman
13
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
IllustraSve
Examples

14. Halaman
14
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
IllustraSve
Examples

15. Halaman
15
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
AHLI
PRATAMA
AHLI
MUDA
AHLI
MADYA
AHLI
UTAMA
AHLI
SENIOR
6
7
8
9
10
11
12
13
14
15
16
17
18
STRUKTURAL:
Manager
¢
¢
Division
Head
¢
SPESIALIS:
IT
Officer
¢
IT
GRC
(Governance,
Risk
&
Compliance)
¢
¢
¢
¢
¢
¢
Enterprise
Architect
¢
¢
¢
¢
¢
¢
¢
¢
Business
Analyst
¢
¢
¢
¢
Project
Management
¢
¢
¢
¢
¢
¢
¢
SoluSon
Architect
¢
¢
¢
¢
¢
¢
System
Analyst
¢
¢
¢
¢
¢
¢
¢
Programmer
¢
¢
¢
¢
¢
¢
¢
Infrastructure
Architect
¢
¢
¢
¢
¢
¢
Network
Management
¢
¢
¢
¢
¢
¢
¢
IT
Security
¢
¢
¢
¢
¢
¢
¢
¢
Database
Management
¢
¢
¢
¢
¢
¢
¢
¢
¢
¢
ApplicaSon
OperaSon
¢
¢
¢
¢
¢
¢
¢
¢
DC/DRC
Facility
&
OperaSon
¢
¢
¢
¢
¢
¢
¢
DC/DRC
System
Sonware
¢
¢
¢
¢
¢
¢
¢
¢
IT
Service
Desk
¢
¢
¢
¢
¢
¢
¢
IT
Service
EducaSon
&
Management
¢
¢
¢
¢
¢
¢
¢
IllustraSve
Examples

16. Halaman
16
#5
–
IntegraSng
to
the
organizaSon/corporate
transformaSon
agenda
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure
KEY
CONSIDERATIONS:
q If
there
are
major
business
transformaSons
from
exisSng
architecture,
it’s
needed
an
enough
focus
on:
– Keeeping
the
exisSng
services
up
– Ensure
the
successful
new
architecture
q The
possibility
of
the
limited
resources
of
IT
OrganizaSon
to
handle
two
concerns
q The
psychology
aspect
of
“new
things”
RELATED
METHODS:
q ImplemenSng
EA
iniSaSve
as
a
business
iniaSve,
rather
than
IT
iniSaSve
q OrganizaSon
strategy
alternaSves:
– DelegaSng
the
main
responsibility
of
New
EA
and
New
Core
IT
Architecture
MigraSon
to
TransformaSon
Unit
• Special
unit,
maybe
adhoc
during
the
transformaSon
• Consist
of
IT
and
Business
People
• CoordinaSng
with
IT
OrganizaSon
at
deployment
and
migraSon
from
old
architectures
– DelegaSng
to
IT
– Program
Management
Office
as
a
conductor

17. Halaman
17
Terima
Kasih
Open
Group
Conference
-­‐
Jakarta
2016:
Unlocking
PaOerns
of
EA
Program
Failure