e adirections exec roundtable winnipeg 2010 06 11 final
TRANSCRIPT
© EAdirections 2010. All Rights Reserved.
Roundtable 2010
George Paras
Managing Director
Presented in Winnipeg
June 11, 2010
© EAdirections 2010. All Rights Reserved.
Past Roundtable Discussion Topics
• How strategic alignment, value delivery, portfolio
management, enterprise architecture and governance come
together in a tightly integrated office of the CIO.
– Practical steps in aligning IT to business strategy, including linking
strategic capabilities with business and information architecture
– Creating an effective "Office of the CIO" – how the parts can work
together to yield a coordinated portfolio approach
– Finding just the right approach to make an Enterprise Architecture
function actually work in your enterprise
– Learning how to rationalize an enterprise view with the smaller
ones (department, project, application, service, asset, capability,
component, etc.) and balance short term views with longer term
needs
– How to manage complexity to maximize business value, to
minimize silos and streamline decision-making
– Effecting organizational change in IT – how people, processes and
culture can work against you, and for you
2
© EAdirections 2010. All Rights Reserved.
Why We Are Here – As Leaders
• Aligning IT to business strategy
• Planning for major IT and business transformations
• Creating an effective "Office of the CIO"
• Executing global standards and reuse programs
• Manage complexity to maximize business value
• Implement ongoing enterprise optimization programs
• Etc.
3
© EAdirections 2010. All Rights Reserved.
Why We Are Here
• Make our businesses and IT organizations better…
– More cost effective
– More responsive and faster at solutions delivery
– More nimble/agile to realign to changing business needs
– More innovative
– More reliable, accurate and consistent – no surprises
• This is what many call “value delivery” and “being aligned”
• How we can do it – by making better decisions
– By being more informed
• About why, what, how and even when and where we deploy solutions
• Everyone!
– By working together instead of at cross-purposes
• By taking the long view and rationalizing the short view against it
• By taking the big (enterprise) view and rationalizing the small with it
(department, project, application, service, asset, capability, component,
etc.)
4
© EAdirections 2010. All Rights Reserved.
What is an OCIO?
• Many Variations
• Usually does not include operations or development - in
other words, NOT the entire CIO staff
• I like a structure that focuses on:
– People: Skills, roles, external resources, etc.
– Financial: Budgets, tracking spend, procurement, contracts, legal,
etc.
– Compliance: In regulated industries and larger companies, legal,
reporting, audit, etc. (if not at corporate or dotted line to corporate)
– Project Portfolio: Planning, alignment and execution
– Asset Portfolio: Planning, health, alignment and transformation
– Strategy: An individual or (better) collaborative function
– Governance: Coordinate consistently across IT
5
© EAdirections 2010. All Rights Reserved. 6
A Typical Organization
CEO/President
CorporateManagement
Finance, HRCompliance,
etc.Corp IT (CIO)
Office of CIO
EnterpriseArchitecture
IT Finance & HR
EPMOProject Office
Shared Services
Corp Apps
Operations/Infrastructure
App Dev (many)
Security
Bus Unit 1 Bus Unit n
Bus Unit IT Business
BusinessStrategy
© EAdirections 2010. All Rights Reserved.
Integration of Processes & Priorities
• Strategy Development
• Budget/Capital Planning
• Procurement
• Infrastructure planning and operations
• Application Development & Integration
• Business Process Management/Measurement
• Business Performance Management
• Total Quality Management
• Risk Management
• IT Service Management / ITIL
• Enterprise Architecture
• Portfolio Management
• Governance
• Agile Development/RUP
• SOA
• Cloud Computing
• Outsourcing
• Security/Privacy/Regulatory
• Legal
• Collaboration Strategies
• Trends Analysis
• Resource Planning
• Etc.
7
© EAdirections 2010. All Rights Reserved. 8
The Alignment Challenge
• How can an enterprise establish a reasonable idea for all
that has to happen in a complex organization to
accommodate necessary change in support of business
transformation?
BusinessOperations
BusinessInformation
ITInfrastructure
BusinessSolutions
Strategy
© EAdirections 2010. All Rights Reserved. 9
The Portfolio Processes
Enterprise
Architecture
Project
Portfolio
Management
Enterprise
Strategy
and
Planning
THE
MANAGED
PORTFOLIO
Environment
Analysis
Business
Visioning
Strategy
Formulation
Business
Strategic
Alignment
Transformation
Future State
Creation
Current State
Identification
Lifecycles
Gap Analysis
Investment
Prioritization
and Risk
Analysis
Resourcing
Scheduling
Project
Management
Roadmaps
© EAdirections 2010. All Rights Reserved. 10
Driving Business Transformation - Assets
Business Vision & Strategy
Bu
sin
es
s V
alu
e
Time
Bus. Info.
Tech. Sol.
Future State
Transformed
Enterprise
Transformationthrough Asset Portfolio Improvements,
Retirements, Consolidations,
Rationalizations, etc.
EA Creation
Current State
Bus. Info.
Tech. Sol.
Transformationthrough New Business Projects
Roadmaps & Lifecycles
© EAdirections 2010. All Rights Reserved.
Mapping Information Artifacts to the FH
11
1.1
Public
Rela
tions
& C
om
munic
atio
ns
1.2
Adve
rtis
ing &
Bra
nd M
anagem
ent
1.3
M
ark
eting O
ps &
Lead G
enera
tion
2.1
Pro
spect
ing &
Lead M
anagem
ent
2.2
Qualific
atio
n
2.3
Sale
s P
roposa
ls
2.4
Sale
s N
egotia
tions
& C
ontract
s
3.1
Rese
arc
h &
Deve
lopm
ent
3.2
Pro
duct
Deve
lopm
ent &
Desi
gn
3.3
Pro
duct
Engin
eerin
g
4.1
Pro
cure
ment
4.2
M
anufa
ctu
ring
4.3
In
vento
ry
4.4
Ship
pin
g
4.5
Cust
om
er S
erv
ice
4.6
Retu
rns
5.1
Purc
hasi
ng
5.2
Acc
ounts
Reci
eva
ble
5.3
Acc
ounts
Paya
ble
5.4
Fin
anci
al R
eportin
g
5.5
In
tern
al A
udit
5.6
Hum
an R
eso
urc
es
5.7
In
form
ation S
yste
ms (
IT)
5.8
Legal
Prospect Information
Prospect Contact Information
Prospect Credit
Customer Information
Customer Contact Information
Customer Credit
Customer History
Product Information
Product Descriptions
Product Specifications
Product Pricing
Inventory
Product Inventory
Component Inventory
Repair Parts
Orders
Customer Order
Customer Invoice
Shipping
Shipping Notice
Product Returns
Return Information
etc.
etc.
etc.
Creates information artifact
Primary user of information artifact
Secondary user of information artifact
LEGEND
Com
pany
AB
C's
Hig
h L
eve
l Info
rmatio
n A
rtifa
cts
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
© EAdirections 2010. All Rights Reserved.
Mapping the Application Systems to the FH
12
1.1
P
ub
lic R
ela
tio
ns &
Co
mm
un
ica
tio
ns
1.2
A
dve
rtis
ing
& B
ran
d M
an
ag
em
en
t
1.3
M
ark
eting O
ps &
Lead G
enera
tion
2.1
P
rosp
ectin
g &
Le
ad
Ma
na
ge
me
nt
2.2
Q
ua
lific
atio
n
2.3
S
ale
s P
rop
osa
ls
2.4
S
ale
s N
eg
otia
tio
ns &
Co
ntr
acts
3.1
R
ese
arc
h &
De
ve
lop
me
nt
3.2
P
rod
uct
De
ve
lop
me
nt
& D
esig
n
3.3
P
rod
uct
En
gin
ee
rin
g
4.1
P
rocu
rem
en
t
4.2
M
anufa
ctu
ring
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
usto
me
r S
erv
ice
4.6
R
etu
rns
5.1
P
urc
ha
sin
g
5.2
A
cco
un
ts R
ecie
va
ble
5.3
A
cco
un
ts P
aya
ble
5.4
F
ina
ncia
l R
ep
ort
ing
5.5
In
tern
al A
udit
5.6
H
um
an
Re
so
urc
es
5.7
In
form
ation S
yste
ms (
IT)
5.8
Legal
Customer Relationship Management (CRM)
Leads
Contacts
Accounts
Campaigns
Financial System
General Ledger
Cash Management
Accounts Payable
Accounts Receivable
Fixed Assets
Supply Chain Management
Order Entry
Purchasing
Inventory
Forecasting
Manufacturing
Bill of Materials
Scheduling
Cost Management
Quality Control
Capacity Planning
Freight Management & Shipping
Freight Management & Shippping
Human Resources
Personnel
Payroll
Benefits
Time & Attendance
Content Managent
Content Management
etc.
etc.
etc.
System function
Co
mp
an
y A
BC
's I
nfo
rma
tio
n S
yste
ms
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
© EAdirections 2010. All Rights Reserved.
Capabilities – The Language of BA at the Next Level
• SCC – Strategic Capability Changes
– Derived from Enterprise Business Strategies
– What capabilities must change in order to achieve our strategies?
• Business
• Information
• Application
• Technology
13
EnvironmentalTrends
EnterpriseBusiness
Strategies
BusinessCapabilities
Changes
InformationCapabilitiesChanges
TechnologyCap. Changes
SolutionsCapabilitiesChanges
SCC Hierarchy
© EAdirections 2010. All Rights Reserved. 14
Business Capabilities Changes (BCC)
• Articulate the impact of strategy on
business operations
• Answer the following questions: To
support our enterprise business
strategies …– What business processes changes are
necessary?
– What business components must be
changed/added?
– What business stakeholders are affected and
how?
– What is the impact on the organizational
structure?
– What is the impact on our extended value
network — suppliers, partners, customers, etc.?
EBS 1 EBS 2 EBS 3
BCC 1 X
BCC 2 X X
BCC 3 X X
BCC 4 X
BCC 5 X
BCC 6 X X
BCC 7 X
BCC 8 X ?
BCC 9 X
© EAdirections 2010. All Rights Reserved. 15
Example Capabilities
• Business Capability– Reduce ―opportunity to proposal‖ conversion time by 60%, from 10 to 4
business days
– Use partner channels for targeted marketing campaigns to qualified prospects
• Information Capability– Sales/sales administration requires details of product/offering information in
real time
– Sales/sales administration requires details of all proposals and sales plans daily
• Technology Capability– Securely extend network to channel partners
– Provide cross-enterprise workflow management capabilities
• Solution Capability– Coordinated, enterprisewide proposal generation to be utilized by product
planning, customer fulfillment, sales, development, and consulting
– Enterprisewide campaign management that coordinates development, customer delivery, marketing, sales, and resource management activities
© EAdirections 2010. All Rights Reserved.
Map Capabilities
• BCC‟s to functional hierarchy
• BCC‟s to org structure
• ICC‟s to Information entities
• ICC‟s to application portfolio
• TCC‟s to technology catalog
• SCC‟s to application portfolio
161
.1
Pu
blic
Re
latio
ns &
Co
mm
un
ica
tio
ns
1.2
A
dve
rtis
ing
& B
ran
d M
an
ag
em
en
t
1.3
M
ark
eting O
ps &
Lead G
enera
tion
2.1
P
rosp
ectin
g &
Le
ad
Ma
na
ge
me
nt
2.2
Q
ua
lific
atio
n
2.3
S
ale
s P
rop
osa
ls
2.4
S
ale
s N
eg
otia
tio
ns &
Co
ntr
acts
3.1
R
ese
arc
h &
De
ve
lop
me
nt
3.2
P
rod
uct
De
ve
lop
me
nt
& D
esig
n
3.3
P
rod
uct
En
gin
ee
rin
g
4.1
P
rocu
rem
en
t
4.2
M
anufa
ctu
ring
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
usto
me
r S
erv
ice
4.6
R
etu
rns
5.1
P
urc
ha
sin
g
5.2
A
cco
un
ts R
ecie
va
ble
5.3
A
cco
un
ts P
aya
ble
5.4
F
ina
ncia
l R
ep
ort
ing
5.5
In
tern
al A
udit
5.6
H
um
an
Re
so
urc
es
5.7
In
form
ation S
yste
ms (
IT)
5.8
Legal
CEO
Sales & Marketing
Corporate Marketing
Sales
National Accounts
Sales Engineering
Research & Development
Engineering
Manufacturing
Operations
Procurement
Receiving
Inventory & Shipping
Customer Service
Finance & Administration
Purchasing
Accounts Receivable
Accounts Payable
Financial Management
Human Resources
Information Systems
General Counsel
Primary Responsibility
Secondary Responsibility
Co
mp
an
y A
BC
's O
rga
niz
atio
na
l S
tru
ctu
re
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
EBA
1.1
P
ublic
Rela
tions
& C
om
munic
atio
ns
1.2
A
dve
rtis
ing &
Bra
nd M
anagem
ent
1.3
M
ark
etin
g O
ps
& L
ead G
enera
tion
2.1
P
rosp
ect
ing &
Lead M
anagem
ent
2.2
Q
ualif
icatio
n
2.3
S
ale
s P
roposa
ls
2.4
S
ale
s N
egotia
tions
& C
ontr
act
s
3.1
R
ese
arc
h &
Deve
lopm
ent
3.2
P
roduct
Deve
lopm
ent &
Desi
gn
3.3
P
roduct
Engin
eering
4.1
P
rocu
rem
ent
4.2
M
anufa
cturing
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
ust
om
er
Serv
ice
4.6
R
etu
rns
5.1
P
urc
hasi
ng
5.2
A
ccounts
Reci
eva
ble
5.3
A
ccounts
Paya
ble
5.4
F
inanci
al R
eport
ing
5.5
In
tern
al A
udit
5.6
H
um
an R
eso
urc
es
5.7
In
form
atio
n S
yste
ms
(IT
)
5.8
Legal
CEO
Sales & Marketing
Corporate Marketing
Sales
National Accounts
Sales Engineering
Research & Development
Engineering
Manufacturing
Operations
Procurement
Receiving
Inventory & Shipping
Customer Service
Finance & Administration
Purchasing
Accounts Receivable
Accounts Payable
Financial Management
Human Resources
Information Systems
General Counsel
Primary Responsibility
Secondary Responsibility
Co
mp
an
y A
BC
's O
rga
niz
atio
na
l Str
uct
ure
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
ETA
Ship CM
Leads
Conta
cts
Acc
ounts
Cam
paig
ns
Genera
l Ledger
Cash
Managem
ent
Acc
ounts
Paya
ble
Acc
ounts
Rece
ivable
Fix
ed A
ssets
Ord
er
Entr
y
Purc
hasi
ng
Inve
nto
ry
Fore
cast
ing
Bill
of M
ate
rials
Sch
edulin
g
Cost
Managem
ent
Qualit
y C
ontr
ol
Capaci
ty P
lannin
g
Fre
ight M
anagem
ent &
Ship
pin
g
Pers
onnel
Payr
oll
Benefit
s
Tim
e &
Attendance
Conte
nt M
anagem
ent
Prospect Information
Prospect Contact Information
Prospect Credit
Customer Information
Customer Contact Information
Customer Credit
Customer History
Product Information
Product Descriptions
Product Specifications
Product Pricing
Inventory
Product Inventory
Component Inventory
Repair Parts
Orders
Customer Order
Customer Invoice
Shipping
Shipping Notice
Product Returns
Return Information
etc.
etc.
etc.
Authoritative Source ('Corporate Record')
Primary user of information artifact
Secondary user of information artifact
LEGEND
Co
mp
an
y A
BC
's H
igh
Le
vel I
nfo
rma
tion
Art
ifact
s
High Level View of Information Systems
Company ABC
CRM Financial System Supply Chain Human ResourcesManufacturing
EIA
1.1
P
ublic
Rela
tions
& C
om
munic
atio
ns
1.2
A
dve
rtis
ing &
Bra
nd M
anagem
ent
1.3
M
ark
etin
g O
ps
& L
ead G
enera
tion
2.1
P
rosp
ect
ing &
Lead M
anagem
ent
2.2
Q
ualif
icatio
n
2.3
S
ale
s P
roposa
ls
2.4
S
ale
s N
egotia
tions
& C
ontr
act
s
3.1
R
ese
arc
h &
Deve
lopm
ent
3.2
P
roduct
Deve
lopm
ent &
Desi
gn
3.3
P
roduct
Engin
eering
4.1
P
rocu
rem
ent
4.2
M
anufa
cturing
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
ust
om
er
Serv
ice
4.6
R
etu
rns
5.1
P
urc
hasi
ng
5.2
A
ccounts
Reci
eva
ble
5.3
A
ccounts
Paya
ble
5.4
F
inanci
al R
eport
ing
5.5
In
tern
al A
udit
5.6
H
um
an R
eso
urc
es
5.7
In
form
atio
n S
yste
ms
(IT
)
5.8
Legal
Customer Relationship Management (CRM)
Leads
Contacts
Accounts
Campaigns
Financial System
General Ledger
Cash Management
Accounts Payable
Accounts Receivable
Fixed Assets
Supply Chain Management
Order Entry
Purchasing
Inventory
Forecasting
Manufacturing
Bill of Materials
Scheduling
Cost Management
Quality Control
Capacity Planning
Freight Management & Shipping
Freight Management & Shippping
Human Resources
Personnel
Payroll
Benefits
Time & Attendance
Content Managent
Content Management
etc.
etc.
etc.
System function
Co
mp
an
y A
BC
's I
nfo
rma
tion
Sys
tem
s
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
EAA
© EAdirections 2010. All Rights Reserved.
Bringing it all Together
17
1.1
P
ub
lic R
ela
tio
ns &
Co
mm
un
ica
tio
ns
1.2
A
dve
rtis
ing
& B
ran
d M
an
ag
em
en
t
1.3
M
ark
eting O
ps &
Lead G
enera
tion
2.1
P
rosp
ectin
g &
Le
ad
Ma
na
ge
me
nt
2.2
Q
ua
lific
atio
n
2.3
S
ale
s P
rop
osa
ls
2.4
S
ale
s N
eg
otia
tio
ns &
Co
ntr
acts
3.1
R
ese
arc
h &
De
ve
lop
me
nt
3.2
P
rod
uct
De
ve
lop
me
nt
& D
esig
n
3.3
P
rod
uct
En
gin
ee
rin
g
4.1
P
rocu
rem
en
t
4.2
M
anufa
ctu
ring
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
usto
me
r S
erv
ice
4.6
R
etu
rns
5.1
P
urc
ha
sin
g
5.2
A
cco
un
ts R
ecie
va
ble
5.3
A
cco
un
ts P
aya
ble
5.4
F
ina
ncia
l R
ep
ort
ing
5.5
In
tern
al A
udit
5.6
H
um
an
Re
so
urc
es
5.7
In
form
ation S
yste
ms (
IT)
5.8
Legal
CEO
Sales & Marketing
Corporate Marketing
Sales
National Accounts
Sales Engineering
Research & Development
Engineering
Manufacturing
Operations
Procurement
Receiving
Inventory & Shipping
Customer Service
Finance & Administration
Purchasing
Accounts Receivable
Accounts Payable
Financial Management
Human Resources
Information Systems
General Counsel
Primary Responsibility
Secondary Responsibility
Co
mp
an
y A
BC
's O
rga
niz
atio
na
l S
tru
ctu
re
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
EBA
1.1
P
ublic
Rela
tions
& C
om
munic
atio
ns
1.2
A
dve
rtis
ing &
Bra
nd M
anagem
ent
1.3
M
ark
etin
g O
ps
& L
ead G
enera
tion
2.1
P
rosp
ect
ing &
Lead M
anagem
ent
2.2
Q
ualif
icatio
n
2.3
S
ale
s P
roposa
ls
2.4
S
ale
s N
egotia
tions
& C
ontr
act
s
3.1
R
ese
arc
h &
Deve
lopm
ent
3.2
P
roduct
Deve
lopm
ent &
Desi
gn
3.3
P
roduct
Engin
eering
4.1
P
rocu
rem
ent
4.2
M
anufa
cturing
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
ust
om
er
Serv
ice
4.6
R
etu
rns
5.1
P
urc
hasi
ng
5.2
A
ccounts
Reci
eva
ble
5.3
A
ccounts
Paya
ble
5.4
F
inanci
al R
eport
ing
5.5
In
tern
al A
udit
5.6
H
um
an R
eso
urc
es
5.7
In
form
atio
n S
yste
ms
(IT
)
5.8
Legal
CEO
Sales & Marketing
Corporate Marketing
Sales
National Accounts
Sales Engineering
Research & Development
Engineering
Manufacturing
Operations
Procurement
Receiving
Inventory & Shipping
Customer Service
Finance & Administration
Purchasing
Accounts Receivable
Accounts Payable
Financial Management
Human Resources
Information Systems
General Counsel
Primary Responsibility
Secondary Responsibility
Co
mp
an
y A
BC
's O
rga
niz
atio
na
l Str
uct
ure
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
ETA
Ship CM
Leads
Conta
cts
Acc
ounts
Cam
paig
ns
Genera
l Ledger
Cash
Managem
ent
Acc
ounts
Paya
ble
Acc
ounts
Rece
ivable
Fix
ed A
ssets
Ord
er
Entr
y
Purc
hasi
ng
Inve
nto
ry
Fore
cast
ing
Bill
of M
ate
rials
Sch
edulin
g
Cost
Managem
ent
Qualit
y C
ontr
ol
Capaci
ty P
lannin
g
Fre
ight M
anagem
ent &
Ship
pin
g
Pers
onnel
Payr
oll
Benefit
s
Tim
e &
Attendance
Conte
nt M
anagem
ent
Prospect Information
Prospect Contact Information
Prospect Credit
Customer Information
Customer Contact Information
Customer Credit
Customer History
Product Information
Product Descriptions
Product Specifications
Product Pricing
Inventory
Product Inventory
Component Inventory
Repair Parts
Orders
Customer Order
Customer Invoice
Shipping
Shipping Notice
Product Returns
Return Information
etc.
etc.
etc.
Authoritative Source ('Corporate Record')
Primary user of information artifact
Secondary user of information artifact
LEGEND
Co
mp
an
y A
BC
's H
igh
Le
vel I
nfo
rma
tion
Art
ifact
s
High Level View of Information Systems
Company ABC
CRM Financial System Supply Chain Human ResourcesManufacturing
EIA
1.1
P
ublic
Rela
tions
& C
om
munic
atio
ns
1.2
A
dve
rtis
ing &
Bra
nd M
anagem
ent
1.3
M
ark
etin
g O
ps
& L
ead G
enera
tion
2.1
P
rosp
ect
ing &
Lead M
anagem
ent
2.2
Q
ualif
icatio
n
2.3
S
ale
s P
roposa
ls
2.4
S
ale
s N
egotia
tions
& C
ontr
act
s
3.1
R
ese
arc
h &
Deve
lopm
ent
3.2
P
roduct
Deve
lopm
ent &
Desi
gn
3.3
P
roduct
Engin
eering
4.1
P
rocu
rem
ent
4.2
M
anufa
cturing
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
ust
om
er
Serv
ice
4.6
R
etu
rns
5.1
P
urc
hasi
ng
5.2
A
ccounts
Reci
eva
ble
5.3
A
ccounts
Paya
ble
5.4
F
inanci
al R
eport
ing
5.5
In
tern
al A
udit
5.6
H
um
an R
eso
urc
es
5.7
In
form
atio
n S
yste
ms
(IT
)
5.8
Legal
Customer Relationship Management (CRM)
Leads
Contacts
Accounts
Campaigns
Financial System
General Ledger
Cash Management
Accounts Payable
Accounts Receivable
Fixed Assets
Supply Chain Management
Order Entry
Purchasing
Inventory
Forecasting
Manufacturing
Bill of Materials
Scheduling
Cost Management
Quality Control
Capacity Planning
Freight Management & Shipping
Freight Management & Shippping
Human Resources
Personnel
Payroll
Benefits
Time & Attendance
Content Managent
Content Management
etc.
etc.
etc.
System function
Co
mp
an
y A
BC
's I
nfo
rma
tion
Sys
tem
s
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
EAA
• New / Changed Processes & Functions• New / Changed Channels & Partnerships• New / Changed Products & Services• New / Changed Roles & Organization
• New / Changed Information Entities• New / Changed Information Sources and Consumers• New / Changed Information Flows• Data Management Policies and Data Standards• Data Services Portfolio
• New / Changed Infrastructure Components (Standards)• New / Changed Infrastructure Configurations & Patterns• New / Changed Infrastructure Lifecycle • Change Management Policies• Infrastructure Services Portfolio
• New / Changed Solution Portfolio• New / Changed Application Integration Approaches• New / Changed Application Patterns & Frameworks• Application Services Portfolio
© EAdirections 2010. All Rights Reserved.
About EAdirections
18
Tim Westbrock
George S. Paras
We Work WITH You To:• Improve the value of IT to your enterprise
• Improve Enterprise Architecture (EA) programs
• Refine/Tune Governance Mechanisms
• Create a Portfolio-Based Culture
• Integrate Management Disciplines
• Unify Business/IT Perspectives
• Operate a World-Class Office of the CIO
• Balance the Strategic with the Tactical
How We Do It:• Continuous Mentoring of IT Leaders
• CIO, EA Team, PMO, Office of the CIO, etc.
• Assess Org Structures, People, Teams
• Build Internal Support and Sponsorship
• Analyze and Drive Activity Plans
• Review and Improve Processes & Deliverables
• Contribute Relevant Examples & Research
• Provide Pragmatic, Objective, Unbiased and Prescriptive Feedback on Everything You DoSubscribe to our
Newsletter: http://eepurl.com/bQ4_
www.EAdirections.com
© EAdirections 2010. All Rights Reserved. 19
Our Approach – Build Effective EA Organizations
13© EAdirections 2008. All Rights Reserved.
Mapping the Application Systems to the FH
In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.
1.1
P
ublic
Re
latio
ns &
Co
mm
un
ica
tio
ns
1.2
A
dve
rtis
ing &
Bra
nd
Ma
na
ge
me
nt
1.3
M
ark
eting O
ps &
Lead G
enera
tion
2.1
P
rosp
ectin
g &
Lea
d M
an
ag
em
en
t
2.2
Q
ualif
ica
tio
n
2.3
S
ale
s P
ropo
sa
ls
2.4
S
ale
s N
ego
tia
tio
ns &
Co
ntr
acts
3.1
R
ese
arc
h &
De
ve
lopm
en
t
3.2
P
rodu
ct
De
ve
lopm
en
t &
De
sig
n
3.3
P
rodu
ct
En
gin
ee
ring
4.1
P
rocu
rem
ent
4.2
M
anufa
ctu
ring
4.3
In
vento
ry
4.4
S
hip
pin
g
4.5
C
usto
me
r S
erv
ice
4.6
R
etu
rns
5.1
P
urc
hasin
g
5.2
A
cco
un
ts R
ecie
va
ble
5.3
A
cco
un
ts P
aya
ble
5.4
F
inan
cia
l R
epo
rtin
g
5.5
In
tern
al A
udit
5.6
H
um
an R
eso
urc
es
5.7
In
form
ation S
yste
ms (
IT)
5.8
Legal
Customer Relationship Management (CRM)
Leads
Contacts
Accounts
Campaigns
Financial System
General Ledger
Cash Management
Accounts Payable
Accounts Receivable
Fixed Assets
Supply Chain Management
Order Entry
Purchasing
Inventory
Forecasting
Manufacturing
Bill of Materials
Scheduling
Cost Management
Quality Control
Capacity Planning
Freight Management & Shipping
Freight Management & Shippping
Human Resources
Personnel
Payroll
Benefits
Time & Attendance
Content Managent
Content Management
etc.
etc.
etc.
System function
Co
mp
an
y A
BC
's I
nfo
rma
tio
n S
yste
ms
LEGEND
Company ABC
High Level Functional Hierarchy
4.0 Operations 5.0 Finance & Administration3.0 Engineering1.0 Marketing 2.0 Sales
Ongoing Mentoring– Make our clients more effective– IT Strategy, Business/IT Alignment, Business Transformation,
Project Management, Application Portfolio, Enterprise Architecture, IT Governance, Cost Optimization, etc.
– Individuals or Teams– Retainer based
Providing „Jump Start‟ Materials & Other Research– Provide ‗quick & dirty‘ enterprise-wide templates for demonstrating
Business/IT Alignment , Enterprise Architecture, etc.– Templates for demonstrating Business/IT alignment– Tools for ‗Business Fit‘ vs. Technical Fit‘, etc.– Perform on-going research
Building the Extended Team– Refine mission, strategy, roles and responsibilities– Establish communications strategy to enroll support– Build a culture of collaboration and effectiveness focused on
‗enterprise outcomes‘
Assessing Activities & Review Deliverables– Provide honest feedback and prescriptive advice– Critique documents to improve effectiveness especially for C-level– Guide development of new artifacts– Ongoing review of emerging issues