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  1. 1. Founding Sponsors This Presentation Courtesy of the International SOA Symposium October 7-8, 2008 Amsterdam Arena www.soasymposium.com info@soasymposium.com Gold Sponsors Platinum Sponsors Silver Sponsors
  2. 2. How to Manage SOA Projects to Deliver Business Value! Wouter.Paul.Trienekens@logica.com © Logica 2008. All rights reserved
  3. 3. Profile Wouter Paul Trienekens • Ir. Wouter Paul Trienekens (1961) is Principal Consultant specialised in Enterprise & Solution Architecture and Logica’s NL Practice Lead for Enterprise Architecture and Enterprise Service Architecture, part of the group wide IT Strategy & Transformation Practice of Logica. • Wouter Paul is founder of the Research Centre for Enterprise Architecture, Member of the NL Architecture Council within Logica and member of the group core team on Enterprise Architecture & SOA.. With these teams he is establishing the professional 2 (architecting) community and guiding the curriculum development, develop and provide training, coaching & certification of Architects and coaching project engagements.. • He is Logica’s representative for the NESSI:NEXOF-RA programme (service reference architecture) of the European Committee and for the National Architecture Forum (www.naf.nl). • Wouter Paul is chairman of the Dutch Information Architects Society (www.GIA.nl) and architecture editor of the Magazine on Information & Management (www.TIEM.biz). He frequently speaks on seminars and facilitates training workshops and is the Chief Editor of the Information Architecture syllabus of Euroforum.
  4. 4. Profile Wouter Paul Trienekens • Some recent publications and presentations are: – Euroforum: Chief editor of the Syllabus “Informatie-architectuur in de praktijk” – Euroforum: Information Architecture workshops – Workshop TNO-CWI Performance, Non Functional Requirements – Magazine for Information Management (TIEM): Article: ”Decision making made effective by Enterprise Architecture, the role of the architect in its environment”. 3 – Seminar Windows in the Enterprise: Presentation IT-Governance on Windows Infrastructure. – Magazine Information & Architecture: Article: “Shared Service Centres, een extra reden voor Informatie Architectuur”, Drs. Bart de Rijk & Ir. Wouter Paul Trienekens – Seminar Database Systems “Professionele bedrijfsvoering en architectuur: relatie, noodzaak en aanpak” – Seminar “Enterprise Architecture and Strategy Forum“ (Amsterdam & London): Presentation “Enterprise Architecture for the eCommerce world” and Workshop “Opening up your enterprise for eService” with Leo van der Wal & Michiel Malotaux.
  5. 5. SOA: a paradigm shift, a new booming area … Analysts view of SOA [Gartner] – By 2011: ◦ 60 cents out of every dollar that businesses spend on software will be spent on a solution using SOA, Web services or Web 2.0. ◦ 59% of all commercial business software will support Web services, MARKET OFFERS Logica’s SOA Offers include: – Customer oriented offers, covering needs where EA & SOA play a key role – Core EA & SOA capabilities, which can be leveraged in all customer contexts software will support Web services, Web 2.0 or SOA MARKET Excellent relationships with all major SOA partners/editors SAP, Oracle/BEA, IBM, Microsoft, Tibco, Software AG All major solution vendors build their solutions on SOA platforms PARTNERS CxO Performance Advisory Developing the agile enterprise Innovation Management and Services Orientation Dealing with legacy reality Enterprise Architecture Integration Oriented SOA Data Oriented SOA Process Oriented SOA
  6. 6. A High Growth Area to federate energies… SOA High Growth Area SOA Practice Leader OffersBusiness Development SOA Sales Support Team SOA Sales Kit & Materials Core SOA Applied SOA Georges ABOU HARB Deputy Managing Director 5 main markets • France • Nordics • Netherlands / Benelux • UK • Germany François RIVARD Senior Manager SOA Int’al Experts SOA Methodology SOA Com. & Mktg materials SOA Int’al Com. Team Marketing& Communication ResourcesOffersPartners Group Partnerships Core SOA Offers Applied SOA Offers Senior Manager Jaap SCHEKKERMAN Senior Manager
  7. 7. Differentiation elements Today, Logica has gathered significant experience on how to build a successful SOA offering in France, which seems to be fully exportable to other countries: Double positioning on both: • Management Consulting • Delivery capability (bid for large deals) Double positioning SOA Methodology Proven methodology and tooling (GO-ON) to allow hesitant customers to heavily rely on us for making SOA a reality in their enterprise. This also secures our capacity to commit on project delivery. Service Orientation enablement complemented by: • Data-oriented SOA (EIM & MDM) • Process-oriented SOA (BPM, BRMS) Specific Open Framework® to ease SOA deployment Extended SOA Excellent relationships SOA partners/editors: SAP, Oracle/BEA, IBM, Microsoft, Tibco, Software AG New generation of SOA platforms: SAP Netweaver, Oracle Fusion Middleware, Microsoft Biztalk... SOA Partners SOA Governance SOA Governance, including: •Customer’s financial & organisational assessment • SOA Competency Centres • Change Management for all stakeholders Communi- cation • Award winning publications • Organisation of events on SOA • Long term involvement in experts communities • Dedicated Web TV channel
  8. 8. Our Customers Finance Insurance Services Transports Public SectorSector Telecom Utilities Industry Distribution CPG Pharma
  9. 9. How to Manage SOA Projects to deliver business value. • Evaluating SOA related projects tells us that it can be very difficult to yield the expected business value. Why? Is it because the technology is not there yet? Or do the system integrators promise too much? Or does the business have expectations that cannot be achieved? • Although technology is a key factor for the foundation of the• Although technology is a key factor for the foundation of the service based environment, the business value delivered proves to be highly dependent on the way the engagement is managed from its earliest stages. • During this presentation we show our lessons learned and give practical tips on how such projects should be managed to promote delivery of the expected business value. 11
  10. 10. Who is Who? • Systems Architect • IT Project Management • Business & IT Solution Architect • IT Manager• IT Manager • Programme Management (Business & IT portfolio) • Enterprise Architect • CIO • Business Line Manager • CEO-COO 12
  11. 11. Typical pitfalls from the field • Since the technology is there, IT people, think we can do it (change de world). • Building the perfect solution – The whole enterprise – All the services needed • Clients requesting the perfect solution• Clients requesting the perfect solution – Don’t know the impact on delivery organisation – Don’t know the impact on the operation organisation • Requirements – System requirements versus Business requirements • NFR’s • Build for use – Use versus reuse – Who has been in the future? 13
  12. 12. Typical Project Goals, The Questions to Answer • Would you tell me, please, which way I ought to go from here? asks Alice. • That depends a good deal on where you want to get to, said the Cat. • I don’t much care where, said Alice.• I don’t much care where, said Alice. • Then, it doesn’t matter which way you go, said the Cat. • Source: Lewis Carroll’s Alice in Wonderland 14 So choosing the right adoption strategy is key! (you must be able to do it)
  13. 13. Adoption Strategies (Entry Points) / Project categories Presentation People & Culture Information Processes Organisation 1. Business Transformation start start 2. Leverage Information 3. Empowering People 4. Business Process Management No. 1508 October 2008 Storage & Network Platform Middleware Data Application Presentation start start Management 5. Application Modernization 6. Infrastruct. Modernization © IBMSo how can we arrange this to happen?
  14. 14. SOA - It’s bigger than it seemed • Semantics • Ontology • Processes • Services • Composite applications • Integration • Standards • Business agility • Leveraging existing technology assets • Architecture No. 1608/10/2008 (C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008 • Architecture • Choreography • Orchestration • ………… and it’s more complex than it may appear
  15. 15. Web services are a tactical means to achieve the strategic SOA goal • Web Services are a technical solution to enable SOA • SOA codifies the organization’s enterprise strategy for connecting systems to provide common discovery, security, and management of those connections • Web services have specific guidelines on messaging interactions between services –messaging interactions between services – the tactical implementation of an SOA model • Thus, Web Services are a specific subset of how an SOA can be implemented No. 1708/10/2008 (C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008 SOA Web Services
  16. 16. SOA & Web services • SOA can be implemented without Web services, and Web services can be used for non- SOA (e.g. RPC) interactions. However, Web services delivers key standards for implementing SOA. • The WS-* family scales to meet integration challenges intra-enterprise (enterprise application integration [EAI]) and inter-enterprise (business to business [B2B]). • XML is an ideal candidate for loosely coupled inter-application data sharing. XML is not self-describing, but XML Schema can be used to constrain message layout and content. No. 1808/10/2008 (C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008 • RPC interactions • Binary XML • Services architecture • Service contract • Message based • Service directory • Protocol independent • Coarse grained & document centric • Process orchestration (BPEL) • Web services specs • WSDL • SOAP & XML • UDDI • HTTP • Doc literal binding Web services “The plumbing” SOA “The architecture”
  17. 17. Service Orientation: an architectural style With Who? What? How?Why? With What? When? Information Business architecture No. 1908 October 2008 Information architecture Technical architecture Information architecture Systems SOESOE ServicesServices OrientedOriented EnterpriseEnterprise SOASOA ServiceService OrientedOriented ArchitectureArchitecture SOCSOC ServiceService OrientedOriented ComputingComputing SPASPA ServicesServices ParadigmParadigm AdoptionAdoption STPSTP ServicesServices TransitionTransition PlanPlan Which roles must be in place to make change happen?
  18. 18. Project Management and the other roles! The relationship between Management, Programmes and Architecture © Logica 2008. All rights reserved 08/10/2008
  19. 19. Definition of the Architect function •WHY – Guardian of purpose – On behalf of the Investor •HOW 21 – Providing insight to all concerned ... ◦ Through definition of objects and relations ... ◦ Using models and drawings (the “Architecture”) ... ◦ Applying standards and ... – Controlling delivery Key Question: Which insight do you need? Answer suggestion: Stakeholders & their concerns determine the viewpoints needed! Remember, models are for professionals, not for the average stakeholder
  20. 20. Definition of the Architect function •What to do and when to do it (by Gartner) 3. Enterprise Architecture 2. Vision & Strategy 4. Portfolio Management 1.Governance 5. Engineering & Sourcing Target Architecture Current Architecture Migration Architecture 22 Decision 6. Implementation & Migration 5. Engineering & Sourcing 7. Exploitation & Improvement The Architect Facilitates Decisions The Architect Formalizes Decisions The Architect Controls Decisions Key Question: What are the other roles involved?
  21. 21. Definition of the Architect function •Context with other key functions (by MetaGroup) – Know where you want to go – Know all relevant aspects – Manage the change 23 – Manage the change Key Question: What do those three roles do?
  22. 22. Enterprise Strategy & Planning Enterprise Strategy & Planning (Management) The Management Explores Direction The Management Controls Direction The Management Decides Direction 24 Enterprise Programme Enterprise Architecture Key responsibility: Business Continuity (today's and tomorrow’s operation)
  23. 23. Enterprise Strategy & Planning Enterprise Programme (Management) The Programme Informs on Change 25 Enterprise Programme Enterprise Architecture Change The Programme Complies Change The Programme Executes Change Key responsibility: Change implementation
  24. 24. Enterprise Strategy & Planning Enterprise Architecture The Architect Facilitates Decisions 26 Enterprise Programme Enterprise Architecture Decisions The Architect Formalizes Decisions The Architect Controls Decisions Key responsibility: Provide oversight and insight
  25. 25. Enterprise Strategy & Planning Dialog for Direction Planning The Management Explores Direction The Architect Facilitates Decisions 27 Enterprise Programme Enterprise Architecture Key Question: What do they talk about? Decisions
  26. 26. Enterprise Strategy & Planning Dialog for Change Control The Programme Informs on Change The Management Controls Direction 28 Enterprise Programme Enterprise Architecture Change Key Question: What do they talk about? (PID)
  27. 27. Enterprise Strategy & Planning Dialog for Change Compliance 29 Enterprise Programme Enterprise Architecture The Programme Complies Change The Architect Controls Decisions Key Question: What do they talk about? (PSA)
  28. 28. Enterprise Strategy & Planning Dialog for Controlled Strategic Change & Current Operation The Management Decides Direction 30 Enterprise Programme Enterprise Architecture The Programme Executes Change The Architect Formalizes Decisions
  29. 29. Enterprise Strategy & Planning If Controlled Decision making is missing…. DaydreamingMutiny Paper Strategy 31 Enterprise Programme Enterprise Architecture DaydreamingMutiny Ivory TowerAnarchy Polit Buro Key issue for success: Each role must be fulfilled!
  30. 30. Vision Strategy & Planning MissionStakeholders Enabling Context TechnologyBusiness Value EA Program EA SOA Positioning in the Enterprise Life Cycle No. 3208 October 2008 Enterprise Architecture Enterprise Program Management EA Program Objectives Goals & EA Transformation Programs Budget Process Solution Architecture EA Measurement (Feedback loop) Validation ServicesServices OrientationOrientation
  31. 31. Your Governance Framework Steering Group CEO/COO BU Managers CFO/CIO IT Manager Enterprise Info. Architect Enterprise Bus. Architect CCO Change Officer Programme Bus. Architect Programme IT Architect Programme Manager ProjectIT BU Name Name Name Name Names NameName Names Names Names 33 Has to be in place before you can start determining your direction of change! Transition Programme Business Engineers Business Proj. Teams IT Project Teams IT Engineers Project Managers Team Leaders Enterprise Operation IT Team Leaders IT Staff BU Team Leaders BU Staff Technical Infrastructure Information Systems Business Market Names Names Names Names Names Names Name s Names Names Names Names Names Migrating to a Agile IT Architecture is within the span of control of IT
  32. 32. Governance (decision making) Who provides input? What is the cause? What is the question? Who executes the decision? What criteria are used? When? How is the process Managed? Why? © Logica 2008. All rights reserved 08/10/2008 Decision What is the question? What is the problem? What is decided? How is it documented? How is the decision communicated? Who is consulted? Why? Where does the initiative come from?
  33. 33. Background: IT Governance Overview template Business Objectives IT Governance Style Business Performance goals 35 Desirable Behaviour IT Governance Mechanism Metrics Harmonise What Harmonise How
  34. 34. Alignment, Strategy & KPIs Business Objectives IT Governance Style Business Performance goals 36 Desirable Behaviour IT Governance Mechanism Metrics Harmonise What Harmonise How ©MIT©MIT©MIT©MIT Key Aspect: Objective, Behaviour & Governance Style should be in harmony!
  35. 35. Background: Governance Mechanism Patterns template IT Principles IT Infrastructure Strategy IT Architecture IT Investment Input Decision Input Decision Input Decision Input Decision Business Monarchy IT Monarchy 37 Feudal Federal Anarchy Typical Firm
  36. 36. Background: Governance Mechanisms Mechanisms Objectives Desirable Behaviour Undesirable Behaviour Correlation with performance metric Executive Committee Holistic view of seamless business including IT Seamless IT mngt IT ignored Growth, Market Cap, Productivity IT Councels Senior mngt involvement and education in gaining business value from IT Involvement and alignment Abdication by senior mngt Margin, ROA, productivity Architecture Committee Identify strategic technologies and standards Busines driven IT decision making IT police and delay Margin growth, market cap, productivity 38 Committee technologies and standards enforcement decision making market cap, productivity Capital Investment, approval and budget Separation of proposal and approval Prudent IT investing Paralysis by analysis ROA,m productivity Service Level Agreements Specify and measure IT service Professional supply and demand Manage to SLA not business need ROA Chargeback Recoup IT costs from business Responsible use of IT Arguments about charges and wraped demand ROA Process teams with IT membership Takes process view using IT (and other assets) effectively End to end process mngt Stagnation of functional skills and fragmented IT Infrastructure ROA, productivity Key Aspect: Choose the Governance mechanism suiting your goal!
  37. 37. Roles, a vendors example 39
  38. 38. Typical Project Goals, The Questions to Answer • Would you tell me, please, which way I ought to go from here? asks Alice. • That depends a good deal on where you want to get to, said the Cat. • I don’t much care where, said Alice.• I don’t much care where, said Alice. • Then, it doesn’t matter which way you go, said the Cat. • Source: Lewis Carroll’s Alice in Wonderland 40 So choosing where you want to go is key!
  39. 39. Managing Change (direction) VisionVision Strategy & Planning Strategy & Planning TechnologyTechnologyBusiness Value Business Value EA ProgramEA Program MissionMissionStakeholdersStakeholders Enabling Context Enabling Context No. 4108 October 2008 Enterprise Architecture Enterprise Architecture Enterprise Program Management Enterprise Program Management EA Transformation Programs EA Transformation Programs Budget Process Budget Process Solution Architecture Solution Architecture EA MeasurementEA Measurement EA ProgramEA Program Validation (Feedback loop) Validation (Feedback loop) Goals & Objectives Goals & Objectives The Enterprise Lifecycle Model
  40. 40. Change in Context Change Run Business Model Business Organization Govern Governanceofchange,BusinessITalignment Strategy&EnterpriseArchitecture Bus.Architecture &Engineering Bus.Development &Maintenance Bus.Specification &Test Training &Migration Business Transition Market Evolution BusinessManagement Market Products Services No. 4208 October 2008 Technical Application Architecture Technical Infrastructure Architecture Functional Application Architecture Governanceofchange,BusinessITalignment Strategy&EnterpriseArchitecture ITArchitecture &Engineering ITDevelopment &Maintenance ITSpecification &Test Training &Migration Change & Innovation Management Bus.Architecture &Engineering Bus.Development &Maintenance Bus.Specification Training &Migration Transition Information change Capacity Adjustment ITManagement Operations&Support Operations Management BusinessManagement Technical Cap. Business System Info Funct.
  41. 41. A vendors SOA methodology 43
  42. 42. A Standards Organisation’s SOA Methodology Formulate SOA Solution Strategy Build SOA Business Case Operate SOA Environment Perform technology portfolio assessment • Evaluate current technology environment and build a service portfolio • Determine SOA related criteria for services portfolio analysis • Complete portfolio analysis to establish service fielding priorities • Develop a SOA roadmap and strategic guidance 1 2 Start today, be decisive, and follow a methodology No. 4408/10/2008 (C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008 Establish Program Management Architect SOA Solution Implement SOA Solution SOA Methodology Develop business case to support SOA investment • Support SOA strategy with rigorous business case analysis • Establish pertinent business case metrics • Account for cost, ROI, and risk management in SOA investment decisions 3 4 5 6 Develop and implement change management strategy • Engage stakeholders continuously • Create needed collaborations and governance structures • Incentivize participation • Identify progress metrics and milestones • Reinforce organizational changes • Establish management controls
  43. 43. The impact of Maturity © Logica 2008. All rights reserved 45
  44. 44. SOA Maturity • SOA = an implementation pattern for Enterprise Architecture => design and description of business-, information-, application- and infrastructure architecture where interactions center around the (re)use of services (on all levels). • SOA Maturity = Enterprise Architecture Maturity => measure for how well an architecture is thought through and applied within the organization. • What is special about SO? – usually means a quite rigorous shift in organizational thinking and the development of supporting systems and infrastructure. No. 46
  45. 45. SOA Maturity is about… •Organizational Maturity •Information Services Maturity – Functional Application Architecture •Technology Maturity – Technical Application Architecture Business Model – Technical Application Architecture – Technical Infrastructure Architecture •Architectural Maturity •Life Cycle Maturity •Governance Maturity No. 47 Adapted from Theo Beack, SoftwareAG April 2006, SOAInstitute Steering Model decision insight
  46. 46. Impact of a SOA Maturity Model •Provides a Point of Reference •Create a Common Vision & Understanding •Identify Missing or Underdeveloped ElementsElements •Prioritize & Measure Impact of SOA •Prioritize & Plan Actions for Improvement No. 48 Adapted from Theo Beack, SoftwareAG April 2006, SOAInstitute
  47. 47. Maturity Models Silo Level 1 Services Level 4 Composite Services Level 5 Virtualized Services Level 6 Level 7 Dynamically Re-Configurable Services Componentized Level 3 Integrated Level 2 Modules Services Process Integration via Services Dynamic Application Assembly ComponentsObjectsApplicationsApplications Structured Analysis & Design Service Oriented Modeling Service Oriented Modeling Grammar Oriented Modeling Component Based Development Object Oriented ModelingMethodsMethods Function Oriented Service Oriented Service Oriented Service Oriented Function Oriented Function Oriented Business ViewBusiness View Service Oriented Service Oriented Modeling Process Integration via Services Platform Specific Platform Specific Technology Neutral Dynamic Sense & Respond Platform Specific Platform SpecificInfrastructureInfrastructure Monolithic Architecture Emerging SOA Grid Enabled SOA Dynamically Re- Configurable Architecture Component Architecture Layered ArchitectureArchitectureArchitecture SOA Platform Independent Application Specific Skills Technology Adoption Cultural & behavioral Transformation Human Service BusIT GovernanceIT TransformationGovernance & Organization Organizational Transformation Application specific data solution LOB wide standardized Data vocabularies Flexible Data vocabularies for expansion Data vocabularies are Standards based Business Data can be shared outside the Silo. Data Subject Areas establishedInformationInformation Enterprise wide standardized Data vocabularies Service Foundation Levels Application Specific Service Specific Virtualized Dynamic Sense & Respond Platform Specific Platform SpecificManagement Service Independent Application Specific Service Specific Virtualized Dynamic Sense & Respond Platform Specific Platform SpecificManagementManagement Service Independent No. 49 Choose according to your needs!
  48. 48. SOA Maturity Model: A nice way to use them 50 Establish the best ideas, abandon the worst practices!
  49. 49. Business Value, Which Services make the difference © Logica 2008. All rights reserved 51
  50. 50. Which Services make the difference? STANDARDIZATIONINNOVATION Consolidate Mission-critical activities CORE focus on differentiation CONTEXT focus on productivity This is our USP. Everything else is Context! Just the right world class services! No. 52 Adapted from Geoffrey Moore’s Living on the Fault Line COMMODITIZATIONINVENTION Invent Scale Retire Consolidate Outsource activities Enabling activities Compose Insource Someone delivers these services at world class!
  51. 51. Insight in the Architecture of the Enterprise No. 53
  52. 52. Insight in the Architecture of the Enterprise No. 54
  53. 53. Insight in the Architecture of the Enterprise No. 55
  54. 54. Everybody has it’s view: The ArchiMate model architect, software developer, business process designer Deciding Designing Informing product manager, CIO, CEO customer, employee, others No. 5608 October 2008 Details Coherence Overview © Archimate Foundation
  55. 55. The ArchiMate model External No. 5708 October 2008 Internal Information Behavior Structure © Archimate Foundation
  56. 56. The ArchiMate model External business service Internal business service Business Customer No. 5808 October 2008 business service Internal infrastructure service External infra. service Technology Application External application service Internal application service © Archimate Foundation
  57. 57. The ArchiMate model No. 5908 October 2008 © Archimate Foundation
  58. 58. The ArchiMate model ArchiMate can play a major role by determining scope, analysis of the architecture and as basis for the repository. 60 However, its core value is the Mental Model Het ArchiMate Concept
  59. 59. Should IT Management handle SOA environments differently? © Logica 2008. All rights reserved 61
  60. 60. How to Manage your SOA based IT environment •Key Questions: – Is it different? – What is different? – What must be handled different? •Key aspects:•Key aspects: – SOA means Shared Business Interests – Shared interest must be Defined – Common business interest must be Represented – Shared interest must be Shared ◦ Discipline, no short term excuses – Shared interest must be governed 62 Find the key to success
  61. 61. Key Answers • Shared Business Interest must be addressed • Owner Shared Business Interest must not have a personal interest • IT is (therefore!) not an option 63 • Functional Management Common Interest!! • Functional Management “personal” business interest follows business responsibilities • CIO is responsible for the balance between common business interest and “personal” business interest • Cooperation requires a team culture
  62. 62. How to Manage your SOA based IT environment? • SOA is all about common interest • Structural conflict between: – (Big) Common interest – (Small) personal interest • Desertion is profitable if you are with a few 64 with a few • Desertion frustrates common goals • Desertion stimulates desertion • Common interest requires formal protection • Common interest requires a cooperative culture
  63. 63. The Key to success: Establish Managing the Shared Business Interest • Key is culture! – Dealing with a dynamic environment requires cooperation based on partnership – Dealing with complexity requires cooperation based on craftsmanship – Partnership and craftsmanship require cooperation based on trustcooperation based on trust – Partnership and craftsmanship deserve to be trusted – A shared image of success must be leading for the cooperation – Business has to act like a team with a common goal, common success, shared vision and shared values – Read “Gestolde wijsheid” 65 The first book addressing the IT Management aspects of SOA
  64. 64. Conclusion • It’s all about TRUST and COMMUNICATION • Deliver just enough in time so that business will just have to use what it needed to mine economic value • LEADERSHIP is necessary – Vision about the things to come and ability to execute (maturity) – “Doing the right things” instead of “Doing the things right”– “Doing the right things” instead of “Doing the things right” • Play the right game, Business & Architects set the content, Projects deliver! • Ensure the teams are there to play the game • Establish the teams: – At this moment the success is dependent of choosing the right PEOPLE in your TEAM No. 6608 October 2008
  65. 65. Questions 67
  66. 66. Meet at the Logica Booth for takeaway experience: The man and their books Lottery at 15:00 Logica Booth 68 Symposium Discount
  67. 67. No. 6908 October 2008
  68. 68. Company Address: Logica Contact person: Wouter Paul Trienekens Principal Enterprise Architect T: +31 (0) 20 503 3000 E: wouter.paul.trienekens@logica.com www.logica.com No. 7008 October 2008 Logica is a leading IT and business services company, employing 39,000 people across 36 countries. It provides business consulting, systems integration, and IT and business process outsourcing services. Logica works closely with its customers to release their potential – enabling change that increases their efficiency, accelerates growth and manages risk. It applies its deep industry knowledge, technical excellence and global delivery expertise to help its customers build leadership positions in their markets. Logica is listed on both the London Stock Exchange and Euronext (Amsterdam) (LSE: LOG; Euronext: LOG). More information is available at www.logica.com. www.logica.com
  69. 69. Contact address: Architecture@logica.com No. 7108 October 2008 Guidelines & Samples