a pragmatic briefing for senior executives and stakeholders enterprise architecture why should i...

A Pragmatic Briefing for Senior Executives and Stakeholders

Part of the Pragmatic Family of Frameworks

P F2

Enterprise Architecture

Why Should I Care?

www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August 2014

This presentation provides the fundamental information required to

enable senior executives and stakeholders,

to decide whether to invest any time or money in increasing the maturity of their

Enterprise Architecture Capability.


This presentation runs for a total of 20 minutes and is organised in steps

EA - Why Should I Care?

Mins Person USD020 1 Days People USD15k5 3

StrategisingFundamental

SolutionPremise NextSteps

Fundamental Problem






Fundamental Problem

A decision point is reached after 1 minute where the

viewer can decide to continue or not






Fundamental Problem

Another decision point is reached after 3 minutes and

then 4 minutes.






Fundamental Problem

A final decision point is reached at the end of the

presentation.


Lets Begin with a Premise…


Context /6 Why Use PEAF4 Basic Premise

“The only constant is change!” has been the battle cry for many years but just being able to deal with change

is no longer enough. The new battle cry is...“The only constant is the acceleration of change!”

How an Enterprise effects Transformation is becoming a Strategic Strength or a Strategic Weakness, where

massive business opportunities can be gained or massive business problems will result.

Not the Execution of Transformation, but the Transformation of Transformation,

to better enable the Transformation of Operations.


Decision point…


If you do not agree with this basic premise,

we suggest that youstop the presentation at this point.

If you do agree with this basic premise,we suggest that you

continue with this presentation…


Definitions


Overview Phases - Strategising

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Initiating

Roadmapping

Strategising

Sometimes called Business Strategy or Enterprise

Strategy

e.g. Mission, Vision, Strategies, Tactics, Goals

and Objectives


Overview Phases - Roadmapping

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Initiating

Roadmapping

Roadmapping

Sometimes called Annual Business Planning or Transition Planning

Creates a portfolio of projects and roadmaps to be

initiated over the coming year(s)


Overview Phases - Project Governance & Lobbying

Enterprise Context

Contextual

Physical

Operational

Logical

Physical Stuff

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Initiating

Roadmapping

Project Governance & Lobbying

The work that happens to guide project execution

ensuring compliance looking down (Governance) and

raising issues and problems looking up (Lobbying)

Governance

Lobbying


Problems & Opportunities


In the next 4 slides we will give examples of problems and opportunities related to

Strategising,Roadmapping,

andProject Governance & Lobbying,

that may or may not apply to your Enterprise.

You can augment these with the problems or opportunities that are specific to your

Enterprise.


Motivation - Methods Problems/Opportunities - Strategising

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Initiating

Roadmapping

Strategising

Problem:We have a difficulty in expressing our

intents and how the different aspects relate to each other in such a way to be useful for

others to create efficient and effective Transformational plans that support those

aspirations.

Opportunity:If we can understand the Enterprise

structure better and how it fits into the wider market and environment we would be

better able to exploit new and emerging markets and products.


Motivation - Methods Problems/Opportunities - Roadmapping

Physical

Operational

Contextual

Logical

Physical Stuff

Enterprise Context

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Initiating

Roadmapping

Roadmapping

Problem:Roadmapping does not produce plans of

the required quality that align to the Strategic Plan resulting in massive waste in

time and money.

Opportunity:If we can understand the portfolio better

and how it fits into the Enterprise Strategy and the Enterprises structure we would be better able to create a more integrated and appropriate project portfolio that supports

the Enterprise Strategy.


Motivation - Methods Problems/Opportunities – Project Governance & Lobbying

Enterprise Context

Contextual

Physical

Operational

Logical

Physical Stuff

Conceptual

Elaborating

Constructing

Transitioning

Strategising

Initiating

Roadmapping

Project Governance & Lobbying

Problem:Projects diverge from the strategic plans and roadmaps that are not considered or

dealt with appropriately resulting in massive waste in time and money.

Opportunity:If we can expose where misalignment is

happening at the time it is happening, we would be better able to reduce the cost and

pain of realignment and be better able to keep the executing projects in alignment

where it is appropriate.

Governance

Lobbying


Some Questions

Within your Enterprise…

• Are you happy that the way your Enterprise effects Strategising and Roadmapping is sufficiently effective, efficient, agile and responsive enough to cope with the demands of the business?

• Are you happy that the Project Governance & Lobbying used to keep the Projects effectively and efficiency aligned is sufficiently effective, efficient, agile and responsive enough to cope with the demands of the business?


Decision point…


If you answered Yes to all the previous questions then your Enterprise is already mature enough in its

use of Enterprise Architecture,so we suggest that you

stop the presentation at this point.

If you answered No to one or more questions then your Enterprise can benefit from becoming more

mature in its use of Enterprise Architecture,so we suggest that you



What is theFundamental Problem?


The Fundamental Problem

• Structural Complexity• Enterprises are now more complex than

ever – and getting more so.• Largely but not solely due to IT

• Transformational Volatility• Enterprises are now more volatile than ever

– and getting more so.• Due to the context they operate within. e.g Markets,

Regulators, Investors, Competitors, Suppliers, Customers, The Media, Legislation, Technology…


The Fundamental Problem

This inexorable increase of complexity and volatility,without an adequate means of dealing with it,

creates a negative feedback loop that only increases complexity and volatility!

This causes how we effect transformation to become more and more ineffective and inefficient,

reduces how responsive an Enterprises Transformation efforts are to changing business priorities,

and causes the fruits of those efforts to be less effective, less efficient, less agile and less durable than they

would otherwise be.


Decision point…


If you believe that the way your Enterprisedeals with its Structural Complexity and

Transformational Volatility is appropriate,we suggest that you

stop the presentation at this point.

If you do not,we suggest that you



What is theFundamental Solution?


The Fundamental Solution

We need something to stop this negative downward spiral of increasing Complexity and Volatility.

What is required is a change in the way Enterprises approach and execute Transformation.

"We can't solve problems by using the same kind of thinking we used when we created them." - Albert Einstein


The Fundamental Solution

That change is,

The Architecture Paradigm™, whose purpose is to allow people to deal with the Structural Complexity and Transformational Volatility of the Enterprise.

Enterprise Debt™, whose purpose is to allow people to deal with the Volatility of Transformation.


The Architecture Paradigm™


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty

Structural Complexity

Applicability

None.No opportunity for

advantage.

Somewhat.Some opportunity for

advantage.Small risk of disadvantage.

Extreme.Large opportunity for

advantage.Large risk of disadvantage.

Mandatory.Critical for change.

The Architecture Paradigm™2 Justification - Applicability


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







Justification for the investment required to make

the changes necessary to utilise The Architecture

Paradigm™ cannot be based on numbers or normal simple cost/benefit justification. Any attempt to do so will end in

disaster.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







Justification MUST be based on understanding when it is applicable and

when it is not.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







Just as there are times when use of The Architecture Paradigm™ is critically

important, there are also times when it is of no use

whatsoever. The trick is to understand where you are on

that continuum and more importantly where you are

likely to be in the short, medium and long term.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







How applicable and beneficial it is to use The Architecture Paradigm™ is a function of

the Structural Complexity and Transformational Volatility of the Enterprise which come

together to form Transformational Complexity.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







If Structural Complexity is very low, then

Transformational Volatility can rise

to very high levels before use of The

Architecture Paradigm™

becomes advantageous.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







If Transformational Volatility is very low, then Structural

Complexity can rise to very high levels before use of The

Architecture Paradigm™ become advantageous.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







Therefore justification for utilising The Architecture Paradigm™ rises as a

function of Transformational Complexity.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.







If Transformational Complexity is low then use of The Architecture Paradigm™ is of little

use but as Transformational

Complexity rises, use of The Architecture

Paradigm™ becomes mandatory.


Environment /4

Tra

nsfo

rmat

iona

l Vol

atili

ty


Applicability


advantage.








Environment /4 The Architecture Paradigm™2 Justification – Cost and Ability

KEY

Utilising The Architecture Paradigm™

Cos

t of T

rans

form

atio

n

Transformational Complexity

Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

No



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

No

Here we see how the Cost

of Transforming the Enterprise and the Ability to Transform it

changes as Transformational Complexity

increases.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

NoThe dotted lines indicate the result if we DO NOT USE The Architecture

Paradigm™



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

No

The Cost of Transformation (the red dotted line) starts very

low but rises exponentially as Transformational Complexity rises.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

No

Ultimately it rises to a point where the cost of

Transformation becomes prohibitive.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

No

The Ability to Transform (the green dotted line)

starts very high but falls exponentially as Transformational Complexity rises.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

No

Ultimately it falls to a point where the Ability to Transformation becomes

impossible.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

Yes

No

The solid lines indicate the result if we DO USE

The Architecture Paradigm™



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

Yes

No

The Cost of Transformation (the red

solid line) starts very low, and while it does rise as

Transformational Complexity rises, this rise tends to be more

linear and manageable.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

Yes

NoThe Ability to Effect Transformation (the green solid line) also starts very high, and while it does fall as Transformational

Complexity rises, this fall tends to be more linear

and manageable.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

Yes

No

Deciding to adopt The Architecture Paradigm™ (or rather increase their maturity in their use of it) in relation to Enterprise Transformation, requires

that an Enterprise make adjustments to the Methods, Artefacts, Culture and Environment

used for Transformation.



KEY


Cos

t of T

rans

form

atio

n


Applicability

Abi

lity

to T

rans

form

None

Somewhat

Extreme

Mandatory

Yes

No


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key

Simple.Investment required .is low

Moderate.Investment required is

moderate and very achievable.

Very Difficult.Investment required is very high but is still achievable.

Impossible.Investment required is

larger than available time and/or money.

The Architecture Paradigm™2 Justification - Investment


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key








These adjustments to the Methods, Artefacts,

Culture and Environment used for Transformation take an investment of time, money and most

importantly, will.


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key








How much time, money and will is required, is a function of the

current Transformational Complexity that

exists.


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key








As the need to make the

adjustments increases, the will

to make them decreases.


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key








If left too late, there comes a time when the amount of time and money that is required is just not

available regardless of how much will

that exists and the Enterprise will cease

to be able to transform at all.


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key








When you are drowning,

it’s too late to learn to how swim.


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key








Justification is also very difficult because the realisation of the benefits only materialise after

subsequent projects (which Transform Operations), execute within that improved Transformation

environment.


Environment /4


Inve

stm

ent i

n tim

e, m

oney

& w

ill th

at is

req

uire

d to

ado

pt th

e T

he A

rchi

tect

ure

Par

adig

m™

Key









Environment /4

Val

ue G

aine

d

Expectations

Reality

Chasm of Procrastination

Time

The Architecture Paradigm™2 Justification - Procrastination


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


Peoples expectations of short term value are too

high and their expectations of long term

value are too low.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


In reality, short term value is much less than expected but long term value is much higher

than expected.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


There is a time lapse between making the

investment in utilising The Architecture

Paradigm™ and reaping it’s benefits.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


Justification for The Architecture Paradigm™ cannot be based on the

benefit of the next project or even the next 2, 3 or 4

projects.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time


In fact, the next project (and probably the 2nd and 3rd projects also)

may well run slower and cost more money. This is

the Chasm of Procrastination.


Environment /4

Val

ue G

aine

d

Expectations

Reality


Time



What Does The Architecture Paradigm™ Really Mean?

• We do not mean adding a new set of people…• We mean adjusting the way people do their jobs…

• Using Models, Metamodels & Modelling• Understanding the Relationships between things• Understanding the context of things• Using Abstraction/Elaboration

• Omission/Inclusion• Composition/Decomposition• Generalisation/Specialisation• Idealisation/Realisation

• Providing Clarity – in terms of Communication Semantics & Language


Enterprise Debt™


Environment /4

Key

Enterprise Debt™Executing Project Portfolio

TacticalContravenes

Guidance

T

StrategicComplies with

Guidance

S

RemedialFixes Previous Contraventions

R

Enterprise Debt™4 Mechanism

The work undertaken in any project can be thought of consisting of three fundamental

types: -


Environment /4

Key


TacticalContravenes

Guidance

T


Guidance

S


R


1. Strategic Work – Work that complies

with Guidance. Generally the most

effective, most efficient and least risky manner of

achieving an end.


Environment /4

Key


TacticalContravenes

Guidance

T


Guidance

S


R


2. Tactical Work – Work that

contravenes Guidance. Generally less effective, less efficient and more risky manner of

achieving an end.


Environment /4

Key


TacticalContravenes

Guidance

T


Guidance

S


R


3. Remedial Work – Work that exists to correct previous

Tactical Work (i.e. changing previous Tactical work into Strategic Work )


Environment /4

Key


TacticalContravenes

Guidance

T


Guidance

S


R


Note that this is not the same as a Strategic Project or a Tactical project.

A project might be deemed to be a Strategic Project (i.e. key for business success) but could be implemented solely by Tactical

Work.


Environment /4

Key


TacticalContravenes

Guidance

T


Guidance

S


R


This is the reason why in many projects, the project personnel may be raising red flags saying “This is a

tactical project” while the Customer of the project may be saying “This is a Strategic Project”.

WHY we are doing the project is Strategic, but HOW we are doing the project may well be Tactical - Which

is why many “Tactical Projects” end up being the “Strategic Solution”


Environment /4

Key


Enterprise Debt Ratio™ (EDR)

Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio


Here we see the Enterprise Debt Ratio™ for the projects in the

currently executing Project Portfolio. Enterprise Debt Ratio™

is the ratio (adding up to 1 or 100%) of Strategic vs Tactical vs Remedial work in any project.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio


While EDR is defined for each project, it can also be combined to produce an EDR for a group of projects in a program or an

overall EDR for the entire Project Portfolio.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio


It is useful to track EDR over time. A sensible view might be that over time, an Enterprise

might like to see the amount of Strategic work increase and the

amount of Tactical work decrease, since Strategic work is

generally the most effective, most efficient and least risky manner of achieving an end.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio


If the work in a project complies with all Guidance (aka is Strategic) then we have no problems.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance

What resources (time, money, people, scope change, etc)

are required to be able to comply with

the guidance?

Cost of Non- Compliance

What Issues and Risks (with

associated costs) will result while we

continue tro be Non-Compliant?

Cost ofRemediation

What Resources will be required to become compliant

in the future?


But if not then a Waiver is created which details

3 things :-


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance



the guidance?





Cost ofRemediation


in the future?


1. The Cost of ComplianceWhat will it cost us to do the right things now.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance



the guidance?





Cost ofRemediation


in the future?


2. The Cost of Non-ComplianceWhat will it cost us going forward.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance



the guidance?





Cost ofRemediation


in the future?


3. The Cost of RemediationWhat will it cost us fix it later.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance



the guidance?





Cost ofRemediation


in the future?

Business Decision

Provide the resourcesrequired NOW.

Accept the RECURRING Cost of Non-Compliance and the FUTURE cost of

remediation.

Governance

Lobbying


Having defined this information a business

decision is then made to either provide what is

required now or accept the pain we will have to

endure going forward AND the costs of fixing it later. This is what sits at the

heart of Governance and Lobbying.


Environment /4

Key



Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Completed Project

T R

Enteprise Debt Value™ (EDV)

increases

increases

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance



the guidance?





Cost ofRemediation


in the future?

Business Decision



remediation.

Effectiveness

Agility

£

Governance

Lobbying


When a project completes, any waivers created

contribute their Cost of Non-Compliance and Cost

of Remediation to the overall EDV


Environment /4

Enterprise Debt™

Key

Executing Project Portfolio

PayingInterest on

surfacesas


Project TS R

TacticalContravenes

Guidance

T


Guidance

S


R

Completed Project

T R

Enteprise Debt Value™ (EDV)

increases

increases

Project

Project

Project

Project

TS R

TS R

TS

T RExe

cutin

g P

roje

ct P

ort

folio

Waiver

Cost of Compliance



the guidance?





Cost ofRemediation


in the future?

Business Decision



remediation.

Effectiveness

Agility

£

surfacesas





Governance

Lobbying

Cost ofRemediation


in the future?

Reduces surfacesas


The total Cost of Non-Compliance is akin to paying Interest on the Debt and the

Cost of Remediation (if

executed) is akin to paying off

the Debt.


Environment /4

Enterprise Debt™ is Hidden and not Managed

Cumulative Investment/costs

Level of Enterprise Debt

Time

Inve

stm

ent/C

ost (

$)

Enterprise Debt™4 Investment Comparison

This diagram illustrates the Transformation investment/cost profile of an Enterprise that does

not expose and manage Enterprise Debt™ (shown in red) and is typical

of 99.9% of all Enterprises.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


The level of investment rises, but

very slowly, while costs are kept low.

During this time hidden Enterprise Debt™ is slowly

building up…


Environment /4




Time

Inve

stm

ent/C

ost (

$)


When this hidden Enterprise Debt™ reaches a critical point

(i.e. when the pile of dirt under the carpet has become too big to

ignore)a very large and abrupt investment

is required to deal with it.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


Often referred to as “getting the car out of the ditch”, it’s focus is usually very short term and only concerned with dealing

with the major issue that cannot be ignored any

longer.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


Having spent a large amount of money over a very short timeframe the focus then tends to be, once again, to

reduce costs and expenditure and

therefore we return to the low level of

investment we saw before and the whole process repeats itself.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


This graph is characterised by: -1. Low levels of investment while hidden Enterprise

Debt™ builds up2. Followed by large, unplanned and abrupt investment

when things get too bad.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


This causes Un-predictability, which leads to Un-stability,

which means management is not in

Control.


Environment /4




Time

Inve

stm

ent/C

ost (

$)


These large, unplanned and abrupt rises in investment, can often occur at

the same time that an incumbent CIO is replaced by another!


Environment /4

Time

Inve

stm

ent/C

ost (

$)

Exposing & Managing Enterprise Debt™




This diagram illustrates the Transformation

investment/cost profile of an organisation that DOES

expose and manage Enterprise Debt™ (shown in

green).


Environment /4

Time

Inve

stm

ent/C

ost (

$)





The level of investment rises more steeply than before as

management decisions release resources to keep Enterprise Debt™ under

control.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





Enterprise Debt™ does build up but this debt is exposed and managed and does not

get as large as before.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





Increased investment to reduce it can be planned

ahead when appropriate, so that when then debt reaches

a critical point we can execute the investment in a

controlled way.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





In addition, while this investment solves any short term problems that may be evident it is also aligned to

longer term goals.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





After the investment, we again return to a more

moderate level of investment and the whole process

repeats its self.


Environment /4

Time

Inve

stm

ent/C

ost (

$)





This graph is characterised by: -1. An Increased level of investment while Enterprise

Debt™ is exposed and managed2. Followed by moderate investment when planned


Environment /4

Time

Inve

stm

ent/C

ost (

$)





This provides Predictability, which leads to Stability, which

means management is in Control


Environment /4

Time

Inve

stm

ent/C

ost (

$)





If you are doing this properly, no one will

notice!


Environment /4

Time

Inve

stm

ent/C

ost (

$)








Which path are you on?


How do we become more mature?


Increasing our Transformational Maturity

• Increasing ones Maturity in something is not a switch, it is a continuum

• Increasing ones Maturity in something means, to an appropriate level for that particular Enterprise at that point in time

• To increase ones level of Maturity in anything requires a framework – A collection of Methods, Artefacts, Cultural and Environmental things organised around a Maturity Model to allow for easy and appropriate adoption


What is a Framework…


Environment /4 Primitives1 Frameworks

EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity

Evaluate ModifyAnalyse

Do we need to increase our maturity?

How will we increase our maturity and how

much will it cost?

Making the changes.

What is used to guide our

increase in maturity?

Measuring how mature we are and if we

should investigate increasing our

maturity.

Determining how to change, and to secure

the mandate and budget required to do

so.

Making the changes identified to increase

our maturity.

The model which defines different levels of maturity, the benefits of each and what to change in order

to attain them



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

All Frameworks exist to improve

the way something is done. (i.e. to increase the effectiveness and efficiency and to reduce

the risk of failure) They are expressions of “Best Practice”.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

To do that there are three fundamental phases: -



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

1. Evaluate –Measure how

mature we are and if we should investigate

increasing our maturity.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

2. Analyse –Determine how to

change, and to secure the mandate

and budget required to do so.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

3. Modify –Make the changes

identified to increase our maturity.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them

And these three phases are supported by a Maturity Model.



EMMA

Maturity

Analyse

Evaluate Modify

Frameworks

Maturity




much will it cost?

Making the changes.





maturity.



so.


our maturity.


to attain them


Environment /4 Primitives1 FrameworksVa

lue

Gai

ned

Time

-ve

Maturity

Analyse

Evaluate Modify

Mat

urity

MODIFY

ANAL

YSE

EVAL

UAT

E


Expectations of Value

ActualValue

There is a time lapse between making the

investment to increase maturity and reaping it’s

benefits.


Environment /4 Primitives1 FrameworksVa

lue

Gai

ned

Time

-ve

Mat

urity

Mat

urity

Mat

urity

Itera

tion

MODIFY

ANAL

YSE

EVAL

UAT

E

Itera

tion

MODIFY

ANAL

YSE

EVAL

UAT

E

Itera

tion

MODIFY

ANAL

YSE

EVAL

UAT

E

Itera

tion

EVAL

UAT

E

Itera

tion

ANAL

YSE

EVAL

UAT

E

Maturity

Analyse

Evaluate Modify

Maturity

Analyse

Evaluate Modify

Maturity

Analyse

Evaluate Modify

Maturity

Analyse

Evaluate Modify

Maturity

Analyse

Evaluate Modify

Increasing maturity is not a one shot deal. Over time, maturity can be

increased by further iterations of a framework.


Next Steps?


Next Steps

Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing

Understand Framework Application

Days People USD0k20 5Days People USD20k5 5

Initiating

Plan Rollout


Elaborating

Develop Changes

Days People USD150k60 10

Constructing

Days People USD030 40

Rollout Changes


Transitioning

Agree VisionFramework Training NextSteps

Consider Maturity(Detailed)

NextSteps

DevelopMethods, Artefacts, Culture & Environment

MitigateRisks

NextSteps

MitigateRisks

NextSteps

RolloutMethods, Artefacts, Culture & Environment

MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising

Select EA - Framework


Roadmapping

Fundamental SolutionPremise Next

StepsFundamental

Problem

Framework Selection

Consider Maturity(High Level)

NextSteps

FrameworkAwareness

Understand EA Framework


Initiating

Plan Rollout of EA Framework


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising



Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

You have already taken

the most important step

by watching this presentation


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising



Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

The next step is to do some roadmapping work to decide what EA Framework to use, to use it to consider your EA maturity from a high level, and to plan the work

required to adopt it. This may result in multiple “strands” of work as appropriate.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising



Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

Subsequently, you will be in a position to get some detailed training on the EA Framework you have

selected, and to agree the Vision which will drive it’s adoption.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising



Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

You will then be in a position to utilise the selected Framework effectively, the first part of which is to

perform a detailed analysis of your Current and Target EA Maturity Level and to plan its adoption.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising



Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

The adoption plan is then executed by using the selected EA Framework to develop the changes to the Methods, Artefacts, Culture and Environment used to

“do” EA.


Maturity

Analyse(Weeks)

Evaluate(Days)

Modify(Months)

Roadmapping

Strategising

Elaborating

Initiating

Transitioning

Constructing



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Initiating

Plan Rollout


Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks



Strategising



Roadmapping


StepsFundamental

Problem

Framework Selection


NextSteps

FrameworkAwareness



Initiating



Elaborating

Develop Changes


Constructing


Rollout Changes


Transitioning



NextSteps


MitigateRisks

NextSteps

MitigateRisks

NextSteps


MitigateRisks

Next Steps

Finally, the changes are rolled out into live operation where an increase in EA maturity is achieved


Next StepsSelect EA Framework

Framework Awareness ConsiderMaturity (High Level) Next StepsFramework Selection

YES

Attend Awareness Workshops

Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected

“other” FrameworkSelected

XOR

Follow “other”Framework Process

Select Framework

FrameworkAwareness Workshop

Evaluate Maturity


Review Business

Case

Proceed to Initiation?

XOR

Conduct “other” Framework Workshops

Other Framework Providers

Support


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

EA ProjectBoard

So, the Next Step after this (Strategising) presentation is the Roadmapping…


Select EA FrameworkFramework Awareness Consider

Maturity (High Level) Next StepsFramework Selection

YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR



Support


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

EA ProjectBoard

Next Steps

To perform the next step you will need to

discover and be briefed on

frameworks which will

enable you and other Senior

Stakeholders to select one.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR



Support


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

EA ProjectBoard

Next Steps

Having done so, you will use it to evaluate

your EA Maturity.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR



Support


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

EA ProjectBoard

Next Steps

Then to create a

high level business case and plan to

proceed.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR



Support


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

EA ProjectBoard

Next Steps

The example shown here is if PEAF has been

selected but could easily be replaced

by any other Enterprise

Architecture Framework you

select.




YES


Create Initiation

Plan

CreateBusiness

Case

Roadmapping Phase

Approved

Present Business

Case

Evaluate Frameworks

PragmaticFramework

Selected


XOR


Select Framework


Evaluate Maturity


Review Business

Case


XOR



Support


Select Framework

Shortlist

DiscoverFrameworks

Support

Roadmapping

NO

ExecutiveManagement

Days People 20k5 5

EA ProjectBoard

Next Steps


Context /6 Why Use PEAF4 How PEAF Helps

PEAF allows Executive Management to take acoherent and holistic view of the Strategising &

Roadmapping phases of Transformation, allowing them to pragmatically increase their maturity, and thereby

increasing their Effectiveness and Efficiency,

by providing a coherent and holistic framework (Methods, Artefacts, Culture and Environment) which

enables informed decision making aboutwhat to change and how.

Not the Execution of Strategising & Roadmapping, but the Transformation of Strategising & Roadmapping,to better enable the Transformation of Operations.


Decision point…

www.PragmaticEA.com © Pragmatic EA Ltd (2008-2014) v3.0 August [email protected] www.PragmaticEA.com

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