the challenge of it- business alignment. it governance it governance bridging the gap between...

The Challenge of IT-Business Alignment

IT Governance

IT governance bridging the gap between corporate expectations

and perceptions of the IT function. Elements

Top management direction and oversight Value, risk and control constitute the core of IT

governance.

IT Governance

IT governance is the responsibility of executives and the board of directors, and consists of the leadership organizational structures and processes

that ensure that the enterprise’s IT sustains and extends the organization's strategies and objectives.

Val IT and COBIThttp://www.isaca.org/Template.cfm?Section=COBIT6&template=/ContentManagement/ContentDisplay.cfm&ContentID=25060

Val IT is a governance framework Relates to evaluation and selection of IT-enabled business

investments

Based on the COBIT framework Control Objectives for Information and related Technology

Val IT provides guidance to Define relationship between IT and business Manage IT Portfolio Define key financial indicators, quantify intangible benefits

and appraisal of downside risk

2009 ISACA All Rights reserved. 5

Harmonising the Elements of IT Governance

IT Governance

ResourceManagement

Strategic

Alignment Value

Delivery

Perform

ance

Measurem

entR

isk

Man

agem

ent

• Strategic alignment focuses on ensuring the linkage of business and IT plans; defining, maintaining and validating the IT value proposition; and aligning IT operations with enterprise operations.

• Value delivery is about executing the value proposition throughout the delivery cycle, ensuring that IT delivers the promised benefits against the strategy, concentrating on optimizing costs and proving the intrinsic value of IT.•

COBIT Element

COBIT Elements

Risk management requires risk awareness by senior corporate officers

Resource management is about the optimal investment in, and the proper management of, critical IT resources

Performance measurement tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery

The Open Group Architecture Framework

TOGAF

| 9 Copyright © 2009 Boeing. All rights reserved.

Architecture Concept

UGD-DOC

UG

UG

UG

D-DOCD-

DOC

UGUG

UG

BPIBPI

BPIBOS BOS

BOSBOS

BOS

BOS

D-DOC

D-DOC

D-DOC

D-DOC

D-DOC

D-DOC

D-DOC

D-DOC

D-DOC

UG

UG

UGUG

Thousands of Process Documents

BOS

BPI

BPI

UG

UG

D-DOC

BPID-DOC

BOSBPI

BPI

UG D-DOCBPIBPI

BPI BPI

UGUG

D-DOC

ArchitectedIndependent/Unstructured

The difference between an architecture and an architecture managed by a framework?

Both are Architectures


Copyright © 2008 Boeing. All rights reserved.

Definition Architecture Framework:

Framework for enterprise architecture which provides a comprehensive approach to the design, planning, implementation, and governance of an enterprise information architecture.


Architecture Main Components

TOGAF is based on four pillars, called architecture domains: Business architecture or business process architecture which defines the business

strategy, governance, organization, and key business processes of the organization Applications architecture which provides a blueprint for the individual application

systems to be deployed, the interactions between the application systems, and their relationships to the core business processes of the organization with the frameworks for services to be exposed as business functions for integration.

Data architecture which describes the structure of an organization's logical and physical data assets and the associated data management resources

Technical architecture or technology architecture which describes the hardware, software and network infrastructure needed to support the deployment of core, mission-critical applications

Pro

cess

Ap

plic

atio

ns

Dat

a

Tec

hn

olo

gy

Without all four pillars evaluated your house is not well architected

| 12Copyright © 2009 Boeing. All rights reserved.

Enterprise Architecture Outcomes

• Strategic Goals and Objectives Defined

• Architecture Roadmap

– Integrated Business Architecture

– Integrated Data Architecture

– Integrated Application Architecture

– Integrated Technical Architecture

• Implementation Plan

– Strategies and Tactics to Deliver System Improvement

• Budget Requirements & Benefit Realization

• Governance Model for continuous Improvement

Where are we goingHow will we get there

How much will it costWhat are the benefits

Slide - 12 -

How will we manage change


Copyright © 2009 Boeing. All rights reserved.

Architecture Framework

AArchitecture

Vision

Requirements Management

EOpportunities &

Solutions

CInformation

System Architecture

G Implementation

Governance

HArchitectural

Change Management

BBusiness

Architecture

DTechnology Architecture

FMigration Planning

Preliminary Framework &

Principles

The Open Group Architecture Framework (TOGAF)

• Define the architecture principles

• Define Architectural Roles and Responsibilities

• Define the framework and detailed associated methodologies to be used to develop enterprise architectures

• Define the business principles, business goals, and strategic business drivers of the organization

• Define stakeholders and their concerns and objectives

• Define the key business requirements to be addressed

• Articulate an Architecture Vision for the scope of the architecture effort

• Define the major configurations of application system capabilities necessary to support the business in system agnostic terms for each business model

• The goal is to establish a baseline to facilitate changes in how technology is used to realize business capability in application systems over time as business needs change.

• Describe the business strategy for each business model

• Define the organizational, functional processes, information, and geographic needs of the business environment..

AArchitecture

Vision

BBusiness

Architecture

CInformation

System Architecture

• Define the major configurations of application system capabilities required to realize the information and business architecture specifications in/as production systems.

• Determine how the application and software services required in the target system will be grouped and arrayed.

• Initiate gap analysis between the Baseline and Target Domain Architectures.

DTechnology Architecture

• Evaluate and select among the implementation options identified in the development of the various Target Architectures

• Assess the dependencies, costs, and benefits and generate an implementation and migration strategy.

EOpportunities &

Solutions

• Assess the gaps, overlaps, disjoints, organizational readiness and data conversion constraints

• Sort the various implementation projects into priority order.

• Formulate recommendations for each implementation project.

• Document the strategic roadmaps for change, and the top-level work packages or projects to be undertaken to transition from the current to the target environment.

• Perform appropriate governance functions as the system is being implemented and deployed to ensure conformance with the defined architecture.

FMigration Planning

G Implementation

Governance

HArchitectural

Change Management


Principles

• Define a process whereby requirements for enterprise architecture are identified, stored, and fed into and out of the relevant ADM phases

Requirements Management


Principles

• Establish an architecture change management process for the new enterprise architecture baseline that is achieved with completion of Phase G.

• This process will typically provide for the continual monitoring of such things as new developments in technology and changes in the business environment, and for determining whether to formally initiate a new architecture evolution cycle


Benefit: Architecture Framework Enables Consistent End User Delivery

Establishing a standard TOGAF Business Architecture not only facilitates IT optimization but also provides a foundation for Integrated Standard End User Delivery

Integrated Standardized

Business Processes aligned to supporting systems, tools, etc.

A key lesson is that IT investment is A key lesson is that IT investment is no longer just about implementing no longer just about implementing IT solutions, it is about IT solutions, it is about implementing implementing IT-enabled changeIT-enabled change..

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