the era of enterprise architecture 2 -...
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Business IT Architecture Series Executive Series 2015 in Kuala Lumpur 1
The ERA of Enterprise Architecture 2.0
Aaron Tan Dani
[email protected] / [email protected]
Founder and Chairman, IASA Asia Pacific / Chief Architect, ATD Solution Asia Pacific
www.atdsolution.com / www.facebook.com/atdsolution
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Where do you stand?
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Why Business Technology Strategy (BTS) Matters for a Successful Enterprise Architecture (EA) Adoption?
Business cannot survive
without IT and IT has no
place without Business A primary duty of architect is to
translate business
requirements into technical
requirements and provide full
traceability
Not only architect must speak
the business language, but
also to have in-depth
understanding on the
Business vision and overall
strategy
Architects, as a trusted
advisor and leader, are
expected to navigate and
manage complex
business situation
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• How do we achieve the corporate objectives?
• How do we increase profits?
• How do we increase market share?
• How do we develop new products and services?
• How do we improve productivity?
• How do we reduce cost? Etc.
BTS Provides Answers to Many Enterprise Concerns
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The Characteristics of Business Technology Strategy
It impacts Entire Organization
It delivers Business Values through technology
It validates and supports Business strategy
It has a timeline (short, medium and long term strategy)
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Embracing the Technology For Enterprise Agility through Enterprise Architecture Adoption
Business and Technology Strategy Integration
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When EA is Not part of Strategic Executive Committees
Set Goals
FundExecute
Measure
C-Suite
Portfolio Mgmt.
GovernanceMilestone
Review
Asset Mgmt.
EAs
Plan
DesignDeliver
Measure
Transition Architecture
Strategy FormulationVision
Mission
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When EA is a part of Strategic Executive Committees
Set Goals
FundExecute
Measure
C-Suite
Portfolio Mgmt.
GovernanceMilestone
Review
Asset Mgmt.
EAs
Plan
DesignDeliver
Measure
Transition Architecture
Strategy FormulationVision
Mission
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Opportunities (updated/new)
Initiatives(updated/new)
Objectives (updated/new)
Vision (updated/new)
Mission (updated/new)
SHOULD BEAS IS
StrategicInsights
Enterprise Strategic
Framework
Opportunities
Initiatives
Objectives
Vision
Mission
Enterprise
Architecture
Moving from As-Is to Should-Be with the EA Adoption
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Enterprise Architecture Explained
Have you ever attended
a musical orchestra?
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Musical Orchestra Analogy for Describing EA
F
T
S
N
♦ Architecture Framework
provides proven best practices to
speed up the establishment of EA
adoption based on TOGAF 9.1
♦ The Iasa IT Architecture Training,
Certification & Career Path are
based on ITABoK – Architecture
Skill Sets
♦ ArchiMate as the Architecture
Notational Language used as
standard communication
language based on ArchiMate 2.1
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Framework + Skill Sets + Notation in the EA Context
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Multi Dimensions of Enterprise’ Concerns to be Addressed with Enterprise Architecture
Fin
anci
al C
on
cern
s Financial Cash flow
Debt Ratio
Customer Profitability
Cost of Sales
Error Rate
Execu
tion
Co
nce
rns
Demand Forecasting
Strategic Concerns
Competitor Analysis
Enterprise Agility
Demand Forecasting
Skills Availability
Enterprise Framework
Operating Environment
Enterprise Governance
SLAInformation Technology
Enterprise Modeling
Technology ROI
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Mapping between Framework & Notational Language
14Business IT Architecture Series ASIA 2013
1. ArchiMate 2.1 Core
– Enables modeling of the FOUR
architecture domains defined by
TOGAF
2. ArchiMate Motivation Extension
– Enables modeling of stakeholders,
drivers for change, business goals,
principles and requirements
3. ArchiMate Implementation and
Migration Extension
– Enables modeling of project
portfolio management, gap
analysis and transition and
migration planning
1
3
2
1
2
3
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ITABoK + TOGAF + ArchiMate = Enterprise Capabilities
+TOGAF +
ArchiMate +
Iasa ITABoK +
Enterprise
Governance
Integration of
IT Strategy
and
Business
Strategy
Increased ROI,
stakeholder, business
and IT values.
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Enterprise Architecture Organization (EAO) Structure
EA Development
Enterprise Architecture Office (EAO)
Business/Application/ Information/Infrastructure/
Solution Architecture
Provide Guidance
EA Realization
Program Management Office (PMO)
Risks Management
Implementation Projects
Alignment
Conformance
EA Monitoring
IT Service Management (ITSM)
Monitoring
Operational SystemsCompliance
Governance
Views
Enterprise Architecture Repository
(EAR)Viewpoints
Catalogs
Matrices
Artefacts
Architecture Building Blocks
Solution Building Blocks
Alignment
Business Technology Strategy Committee (BTSC)
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IASA’s Architect Definition – Connecting Business with Technology and Architects
Developer lead with business competence
Business person with technical competence
Network and system specialist that has business
sense and strong infrastructure competence
IT person who bridges the gap between business &
technology
Architect is the
Technology Strategist
for the business
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Enterprise Architect Specializations as a Strategist
• Formulating and validating business strategy and acts as a bridge between business and technology team
• Providing, connecting and validating the technology strategy values as part of the business strategy
Business Architect as a
Strategist
• Looking at the bottom line in delivering values of infrastructure strategy to shareholders
• Connecting infrastructure decision to the rest of technology strategy
Infrastructure Architect as a
Strategist
• Controlling and managing information utilization to support technology strategy that relevant to business
• Managing and connecting the information strategy across projects and enterprises
Information Architect as a
Strategist
• Expanding business opportunity through adoption of “right” technology & excellent software design
• Connecting Software projects to entire organization
Software Architect as a
Strategist
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80% of EA Activities = Stakeholder Engagements
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Managing Enterprise Stakeholders is Key in establishing Successful Enterprise Architecture office
EnterpriseSecurity
QA / Standards Groups
ProductSpecialists
TechnicalSpecialists
ProgrammeManagement Office
Procurement
HR
Executive
Line
Management
Business
Domain
Experts
IT ServiceManagement
ApplicationManagement
Management
Data / VoiceCommunications
Line
Management
Executive
Functional /
Business
Process
Experts
CxO
Stakeholder Types
Corporate End - UserSystem Project
Infrastructure
Stakeholders are people
who have key roles in or
concerns about, the
enterprise architecture.
Stakeholders can be
individuals, teams,
organizations, etc.
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Key to Understand the Enterprise Structure, Team Collaboration, Roles, Responsibilities and Skillsets
Cross teams
collaboration
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Example of Enterprise Stakeholders Classification
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Enterprise Stakeholder Management Approach
• Develop a Power/Interest Matrix and place Stakeholder groups within it
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Case Study on How Enterprise Architecture can help to Streamline
the Enterprise – Example using ArchiMate on
Motivation Viewpoint
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Motivation Meta Model Viewpoint using ArchiMate
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ArchiSurance Example – CEO Motivation View
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ArchiSurance Example – CFO Motivation View
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ArchiSurance Example – Stakeholders Impact Analysis ( with influence relationship + / - )
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Enterprise Architecture is adopted as part of Enterprise Culture.
The Enterprise Architecture 2.0 Organization Model
Your staff are equipped with the right skillsets to
progress with the company.
Your business team can accurately
express their wantsand needs.
Your IT team thinks technical, but speaks and writes business.
You can accurately calculate the ROI for all IT projects.
Your IT department generates profit.
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Turn your IT cost into profit.
Put IT back in business
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Mr. Tech Mr. Biz
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Video: Why Enterprise Architecture?