enterprise architecture recommendations – ohio...
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Enterprise ArchitectureEnterprise ArchitectureRecommendations Recommendations –– Ohio Ohio
Department of Natural Department of Natural ResourcesResources
Chad DanielsChad DanielsPhil LaubePhil Laube
Dorothy SkowrunskiDorothy SkowrunskiSarah StottsberrySarah Stottsberry
Tom VaughnTom Vaughn
Winchester Mystery HouseWinchester Mystery House
Winchester Mystery HouseWinchester Mystery House
nn House without an architectHouse without an architect
nn Located in San Jose, Located in San Jose, CaliforniaCalifornia
nn Built by Sarah Winchester Built by Sarah Winchester between 1884 and 1922between 1884 and 1922
nn 160 rooms, 40 bedrooms, 160 rooms, 40 bedrooms, 10,000 windows10,000 windows
nn Rooms around roomsRooms around rooms
nn 65 doors to blank walls65 doors to blank walls
nn 24 skylights in floors24 skylights in floors
nn 13 staircases go nowhere13 staircases go nowhere
What is Enterprise Architecture?What is Enterprise Architecture?
““Enterprise Architecture can be thought of as Enterprise Architecture can be thought of as a whole of government a whole of government blueprintblueprint and and roadmaproadmap to guide how information systems to guide how information systems and technologies are able to support the and technologies are able to support the achievement of the Governmentachievement of the Government’’s s OutcomesOutcomes””..
-- Enterprise Architecture Final Enterprise Architecture Final Report, June 2004, TasmaniaReport, June 2004, Tasmania..
Gartner on Enterprise ArchitectureGartner on Enterprise ArchitectureSource: Enterprise Architecture Research Agenda, 2006Source: Enterprise Architecture Research Agenda, 2006
nn BlueprintBlueprint““Enterprise architecture is the process of describing, and the Enterprise architecture is the process of describing, and the
description of, the desired future state of an organizationdescription of, the desired future state of an organization’’s s business process, technology and information to best business process, technology and information to best support the organizationsupport the organization’’s business strategy.s business strategy.””
nn RoadmapRoadmap““The definition of the steps required, and the standards and The definition of the steps required, and the standards and
guidelines to get from the current state to the desired guidelines to get from the current state to the desired future state.future state.””
Layers of Enterprise ArchitectureLayers of Enterprise Architecture
Business
Solutions
Information
Technology
Business processes and activities use …
Applications such as custom or off-the-shelf software tools that run on …
Data that must be collected, organized, safeguarded, and distributed using …
Technology such as computer system and telephone networks.
Strategic Mission, Goals, Objectives, Performance Measures, Security Objectives, define…
IT A
rchi
tect
ure
Why Enterprise Architecture?Why Enterprise Architecture?
“…“… investing in IT without defining these investing in IT without defining these investments in the context of an architecture investments in the context of an architecture often results in systems that are duplicative, not often results in systems that are duplicative, not well integrated, and unnecessarily costly to well integrated, and unnecessarily costly to maintain and interface.maintain and interface.””
US General Accounting OfficeUS General Accounting Office
Information Technology: A Framework for Assessing Information Technology: A Framework for Assessing and Improving Enterprise Architecture Management, and Improving Enterprise Architecture Management, (Version 1.1), April 2003(Version 1.1), April 2003..
Key Disciplines Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Key Disciplines Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Four Operating ModelsFour Operating Models
Process standardization
Proc
ess
inte
grat
ion
Low High
Low
Hig
h
Four Operating ModelsFour Operating Models
Process standardization
Proc
ess
inte
grat
ion
Low High
Low
Hig
h
Diversification• Few data standards acrossbusiness units
• Most IT decisions made within business units
• Makes sense if few if any shared clients, no overlapping transactions
Coordination• Consensus for designingIT infrastructure services
• IT application decisions with business units
• Makes sense for operationally uniquebusiness units or functionswith shared clients
Unification• IT decisions made centrally• Centrally mandated databases
• Makes sense for businessunits with similar or overlapping operations, catering to a common clientpool
Replication• Data locally owned• Centrally mandated ITservices
• Makes sense for operationally similar business units with few, if any shared clients
Four Operating ModelsFour Operating Models
Process standardization
Proc
ess
inte
grat
ion
Low High
Low
Hig
h
Key Disciplines Key Disciplines
Operating model
Enterprise Architecture
Engagement model
Key Disciplines Key Disciplines
Operating model
Enterprise Architecture
Engagement model
IT Engagement ModelIT Engagement Model
nn The challenge:The challenge:How to keep this model when projects are How to keep this model when projects are selected and implementedselected and implemented
nn IT GovernanceIT Governance
nn Project ManagementProject Management
nn Linking MechanismsLinking Mechanisms
IT GovernanceIT Governance
Areas to consider:Areas to consider:
nn IT PrinciplesIT Principles
nn Enterprise ArchitectureEnterprise Architecture
nn IT InfrastructureIT Infrastructure
nn Business Application NeedsBusiness Application Needs
nn IT Investment and PrioritizationIT Investment and Prioritization
ODNR IT GovernanceODNR IT Governance
nn ODNR Now:ODNR Now:nn IT plans / ITACIT plans / ITAC
nn Plans reviewed with budget reviewPlans reviewed with budget reviewnn Coordinate efforts Coordinate efforts
nn Large / outsourced projectsLarge / outsourced projects
nn Allows forAllows fornn Division involvementDivision involvement
nn ODNR involvementODNR involvement
nn Evaluating against prioritiesEvaluating against priorities
IT GovernanceIT Governance
nn Recommendations:Recommendations:nn Enterprise Architecture Review boardEnterprise Architecture Review board
nn ITAC governs IT InfrastructureITAC governs IT Infrastructure
nn DepartmentDepartment--wide rating / ranking systemwide rating / ranking system
nn Post project review & accountabilityPost project review & accountabilitynn Review BoardReview Board
nn Project TeamProject Team
Project ManagementProject Management
nn ODNR Now:ODNR Now:nn OIT follows OIT follows somesome PM practicesPM practices
nn Four agency staff trainedFour agency staff trained
nn RecommendationsRecommendationsnn Expand PM useExpand PM use
nn Challenge Challenge ðð Budget constraintsBudget constraints
nn Train additional personnel in PM practicesTrain additional personnel in PM practices
Linking Mechanisms in the Linking Mechanisms in the IT Engagement ModelIT Engagement Model
ALIGNMENT
Enterprisearchitecture
Division/officearchitecture
Project ITarchitecture
ODNR Strategy and
goals
Division/officestrategy and
goals
Project plan
CO
OR
DIN
ATI
ON
ODNR level
Division level
Project team level
Business IT
Project management
ODNR IT governance
Linking mechanisms
Business LinkageBusiness Linkage
nn Link projects to department and division strategyLink projects to department and division strategynn ODNR Now:ODNR Now:
nn Rating for alignmentRating for alignmentnn Low (< 25%) / Moderate (25% Low (< 25%) / Moderate (25% -- 75%) / High (> 75%)75%) / High (> 75%)
nn Recommendation:Recommendation:nn Enterprise Architecture ReviewEnterprise Architecture Review
nn Project Manager (ODNR person assigned to project)Project Manager (ODNR person assigned to project)
Architecture LinkageArchitecture Linkage
nn Link projects to department architectureLink projects to department architecturenn ODNR Now:ODNR Now:
nn ITAC ITAC
nn Recommendation:Recommendation:nn Add Enterprise Architecture focusAdd Enterprise Architecture focusnn Evaluation of ITAC representationEvaluation of ITAC representationnn Authority to deny or halt a projectAuthority to deny or halt a project
Alignment LinkageAlignment Linkage
nn Across divisionsAcross divisions
nn Communication and Agreement among Communication and Agreement among operating units and IToperating units and IT
nn ODNR Now:ODNR Now:nn Sometimes PM, sometimes ITACSometimes PM, sometimes ITAC
nn Recommendations:Recommendations:nn Formalize Formalize –– more PM at division levelmore PM at division level
nn Future Future –– PM office at ODNR to coordinatePM office at ODNR to coordinate
nn Performance metrics of PM include business orientationPerformance metrics of PM include business orientation
ConclusionConclusion
nn Coordination Operating Model fits best with Coordination Operating Model fits best with ODNRODNR’’ss mission & strategymission & strategy
nn Enterprise Architecture keeps IT aligned with Enterprise Architecture keeps IT aligned with strategy of the organization strategy of the organization
nn IT Engagement keeps ODNR on trackIT Engagement keeps ODNR on track
ConclusionConclusion
nn IT EngagementIT Engagementnn EnterpriseEnterprise Architecture Review boardArchitecture Review board
nn Business Advisory Council / ITACBusiness Advisory Council / ITAC
nn OITOIT
nn Director / ChiefsDirector / Chiefs
nn Project ManagementProject Management
nn Post Project ReviewPost Project Reviewnn Review BoardReview Board
nn Project TeamProject Team
Questions?