Document Summary

#Info-Tech #EA #research

  • 148 slides in total

Document Summary

Executive Brief

Phase 1

  • Explore a general EA strategy approach
  • Introduce Agile EA architecture

Phase 2

  • Define the business and technology drivers
  • Define your value proposition

Phase 3

  • Realize the importance of EA fundamentals
  • Finalize the EA fundamentals

Phase 4

  • Select relevant EA services
  • Finalize the set of services and secure approval

Executive Brief

  • Slides 3-16
  • 4: build a right-size enterprise architecture strategy
  • 5: Enterprise Architecture - Thought Model
  • 6: Enterprise Architecture Capabilities
    • This really speaks to the activities, outputs of an EA practice – not just to Capability modelling
    • Emphasises agile iterations
  • 7: statement re EA needs to be right sized for the needs of the organization
  • 8: statement re EA provides business options based on a deep understanding of the organization
  • 9: Design an EA strategy that
    • helps org make decisions that are hard to change in a complex environment
    • fits the current org's maturity and remains flexible and adaptable to unforeseen future changes
  • 10: Exec summary listing
    • Your Challenge
    • Common Obstacles
    • Info-Tech's approach
  • 11: Info-Tech insight summary on archit. agility
    • Tactical insights for Business Engagement, EA Fundamentals, Enterprise Services
  • 13: chart of typical EA maturity stages
    • Business Silos
    • Standardized Technology
    • Optimized Core
    • Business Componentization
    • Digital Ecosystem
  • 14: Enterprise Architecture maturity (from, to)
    • Unstable - struggles to support
    • Firefighter - supports the business
    • Trusted Operator - optimizes the business
    • Business Partner - Expands the business
    • Innovator - Transforms the business
  • 15: Info-Tech support offerings
    • DIY Toolkit
    • Guided Implementation
    • Workshop
    • Consulting
  • 16: Provides a breakdown of a Workshop (sessions, activities, outcomes)
  • 17: Provides a breakdown of a Guided Implementation (Phases + Calls)

Phase 1: Explore the Role of Enterprise Architecture

  • Slides 18-

Phase 1

  • Explore a general EA strategy approach
  • Introduce Agile Enterprise Architecture
  • 19: Enterprise architecture optimizes the outcomes of the entire organization
    • Corporate Strategy -> Enterprise Architecture Strategy
  • 20: Existing EA functions vary in the value they achieve dur to their level of maturity
    • Operationalized: Common EA value (Decreased Cost, Reduced Risk, Cut through Complexity, Increased agility)
    • Emerging (limited Ad Hoc EA function, not aligning business and IT): can't build the value of Operationalized
  • 21-22: Benefits of Enterprise Architecture
    • Focus on business outcomes
    • Traceability of architectural decisions to / from business goals
    • Provides ways to measure results
    • Provides consistency across different LOBs, common vocab
    • Reduces duplications
    • Presents actionable migration the strategy / vision via short term milestones / steps
      • aka "Transition packages"
    • Increases agility
    • Reduces costs
    • Mitigates risks
    • Stimulates innovation
    • Helps achieve stated business goals
    • Enhances competitive advantage of the enterprise
  • 23: Qualities of a well established and practical Enterprise Architecture
    • Objective
    • Impartial
    • Credible
    • Practical
    • Measurable
  • 24: Roles of the Enterprise Architecture
    • Guardrails for the enterprise, so Agile teams work independently in a safe, ready to integration environment
    • Establish strategy
    • Establish priorities
    • Continuously innovate
    • Establish enterprise standards and enterprise guardrails to guide solution / domain / portfolio architectures
    • Align with and be informed by the org's direction
    • (Also includes a breakdown of Members of the Architectural Board) #ARB
      • Chief (Business) Strategist
      • Lead Enterprise Architect
      • Business SME from each major domain
      • IT SME from each major domain
      • Operational and Infrastructure SME
      • Security & Risk Officer
      • Process Management
      • Other relevant stakeholders
  • 25: For Enterprise Architecture to contribute, EA must address the org's vision and goals
  • 26: How does Enterprise Architecture provide value
    • Business and Technology Drivers
    • Vision, Aspirations, Long-Term Goals
    • EA Contributions - contributions that alleviate obstructions
    • Promise of Value
  • 27: EA function scope is influenced by EA value proposition and previously developed EA fundamentals
    • EA value prop + EA vision / mission / goals & objectives ->influences-> Org coverage + arch domains + depth + time horizon ->defining-> EA function scope
  • 28: EA Team Characteristics (i.e. the EA Strategy Creation Team, not just an individual)
    • Been in the org for a long time and has strong relations with stakeholders -> can become the EA strategy sponsor
    • Someone who understands the diff tech components in the org that support its business operations
    • Someone in the org who can communicate IT concepts to business managers in a language the business understands
    • An individual with a strategy background or perspective on the org. Will understand where the org is headed
    • Any individuals who feel acute pain as a result of poorly made investment decisions -> can be champions of EA strategy in their respective functions
  • 29: EA Skills and Competencies (for the team)
    • Arch thinking
    • Analytical
    • Trusted, credible
    • Can handle complexity
    • Can change perspectives
    • Fast learners (both business and technology)
    • Independent and steadfast
    • Not afraid to go against the stream
    • Able to understand problems of others with empathy
    • Able to estimate scaling on design decisions such as model patterns
    • Intrinsic capability to identify where relevant details are
    • Able to identify root causes quickly
    • Able to communicate complex issues clearly
    • Able to negotiate and come up with acceptable solutions
    • Can model well
    • Able to change perspectives (from business to implementation and operational perspectives)
  • 30: Use of Enterprise Architecture methodologies
    • Balance EA methodologies with Agile approaches
  • 31: Use of Enterprise Architecture methodologies vs Agile methods
    • Use an existing methodology to structure thinking and establish a common vocabulary to communicate basic concepts, processes and approaches
    • Customize the methodology to your needs, making it as lean as possible
    • Execute in an Agile way but keep in mind the thoughtful checks recommended by your end-to-end methodology
    • Clarify goals
    • Have good measures and metrics in place
    • Continuously monitor progress, fit for purpose, etc.
    • Highlight risks, roadblocks, etc.
    • Get support
    • Communicate vision, goals, key decisions, etc.
    • Iterate
  • 32: Business strategy first, EA strategy second, EA operating model third
  • 33: High-level perspective: creating an effective practice involves many moving parts
    • Environment
    • Business Strategy - how the org adds value and acts as rudder to direct the org
    • Organizational Strategy - defines character of the org, what it wants to be, vision, mission, etc.
    • Core Process - the flow of work through the organization
    • Structure - how people are organized around business processes, including reporting structures, boundaries, roles, and responsibilities
    • Systems - interrelated sets of tasks or activities that organize and coordinate work
    • Culture - personality of the organization, leadership style, attitudes, styles, management practices -> it measures how well philosophy is translated into practice
    • Results - measurement of how well the org achieved its goals
    • Leadership - brings the org together by providing vision and strategy; designing, monitoring, and nurturing the culture, and fostering agility
  • 34: The answer to the strategic planning entity dilemma is Enterprise Architecture
    • Enterprise Architecture is a discipline that defines the structure and operation of an organization
    • The intent of Enterprise Architecture is to determine how an org can most effectively achieve its current and future objectives
  • 35: Enterprise Architecture spans across all the domains of architecture
    • Business Architecture is the cornerstone that sets the foundation for all other architectural domains
      • Security, Data, Application, Technology
  • 36: Enterprise Architecture deployment continuum
    • If EA practice operates on its own (Centralized), can lead to Ivory Tower and / or Dictatorship
    • If EA practice is embedded with the BUs (Federated) then leads to Balanced and / or Democracy
    • If EA practice is embedded separately within individual BUs (Decentralized) then leads to Siloed and / or abdicates Enterprise role
  • 37: Enterprise vs. Program / Portfolio / Domain
    • Decisions at the enterprise level apply across multiple programs / portfolios / solutions and represent the guardrails set for all to play with
    • Enterprise scope: business architecture, technology arch, data arch, applications arch
    • Program / Portfolio scope: bus requirements, business processes, solution architecture
  • 38: Decide on the degree of centralization
    • Typically see a need for a centralized repository of reusable assets and standards across the organization, while other approaches / standards can apply locally
    • Centralization
      • Allows for more strategic planning
      • Visibility into standards and assets across the org promotes rationalization and cost savings
      • Ensures enterprise-wide assets are used
      • More strategic sourcing of vendors and resellers
      • Can centrally negotiate pricing for better deals
      • Easier to manage risk and prepare for audits
      • Greater coordination of resources
      • Derives benefits from enterprise decisions e.g. integration
    • Decentralization
      • May allow for more innovation
      • May be easier to demonstrate local compliance if the org is geographically decentralized
      • May be easier to procure software if offices are in different countries
      • Deployment and installation of software on user devices may be easier
  • 39: EA Strategy
    • What is the role of Enterprise Architecture vis-a-vis business goals?
      • What needs to be done?
      • Who needs to be involved?
      • When?
      • Where?
      • Why?
      • How?
  • 40: Top-down approach starting from the goals of the org
    • What the Business sees - Bus Goals -> Value Streams -> Capabilities
    • What the CxO sees - Capabilities -> Processes -> actually this is kind of unclear
    • What the App Managers sees - Processes -> Applications
    • What the Program Managers sees - Programs / Projects
    • Need traceability all the way from goals to projects
  • 41: Measure EA strategy effectiveness by tracking the benefits it provides to the corporate business goals
    • The success of the EA function spans across three main dimensions
      • The delivery of EA-enabled business outcomes that are most important to the enterprise
      • The alignment between the business and the tech from a planning perspective
      • Improvements in the corporate business goals due to EA contributions (standardization, rationalization, reuse, etc.)

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