Managing Change Using Enterprise Architecture

Transcription

1 Managing Change Using Enterprise Architecture Abdallah El Kadi, PMP, CISSP, TOGAF Chief Executive Officer, Shift Technologies Managing Director, Open Group Arabia Website:

2 Agenda The Changing Business Context Introduction to Enterprise Architecture Enterprise Architecture Uses Implementing Enterprise Architecture Implementation Feedback

3 Organization s External Context Organizations are constantly having to manage the external forces that condition their ecosystem The pace of change has accelerated extensively over the last two decades. Managing change has become essential to survival and vital to growth. Understanding the factors that drive change and the implication of change are key to understanding the architecture components that the organization need to focus on. 3

4 Organizations are Connected Partners Customers Partners Suppliers Employees Customers Partners Suppliers

5 Enterprise Change Lifecycle

6 Ad Hoc Evolution Architecture Increased complexity and rigidity reduced agility and reusability

7 Strategic Realignment Process Change In Competitive Landscape Strategic Direction Change In Organizational Strategy Operational Capability Change In Operating Model SWOT & PESTL Implications Short Planning Cycles Adaptive Processes & Enabling Technology

8 Strategy & Enterprise Architecture

9 Adaptable Architectures 1980 s and earlier 1990 s New Millennium 3rd party service providers Extranet Internet Customers Organization Focus Mainframe centric Monolithic Internal use Business Process Focus Client/Server Monolithic Business-to-business via EDI -file transfer Virtual organizations Distributed Functions Service oriented Componentized E-commerce Real-time

10 Problem Statement Lack of strategic direction implication clarity Lack of clear alignment between strategic direction and strategic initiatives Inappropriate performance results understanding Lack of strategic and operational connect Lack of cross functional alignment - Silo organization Unnecessary complexity resulting from unplanned technology acquisition Poor understanding of the organization operation leading to poor implementations Failure to deliver on time to business change Point solutions duplicating functionality Lack of Business IT integration Lack of proper investment analysis for IT projects No clear return on investment from IT projects

11 Expectations of Enterprise Architecture Key expectations from EA are: business agility is the ability of a business to adapt rapidly and cost efficiently in response to changes in the business environment Improve Strategic Planning IT-business alignment correspondence between business objectives and IT requirements of an enterprise Accelerate Implementation of Solutions portfolio simplification Technology standardization Rationalize Technology Adoption 11

12 Agenda The Changing Business Context Introduction to Enterprise Architecture Enterprise Architecture Uses Implementing Enterprise Architecture Implementing Feedback

13 EA Defined by law! The E-Government Act of 2002 (Public Law (PL) ) states that Enterprise Architecture Means: a strategic information asset base, which defines the mission; the information necessary to perform the mission; the technologies necessary to perform the mission; and the transitional processes for implementing new technologies in response to changing needs; and Includes: A baseline architecture A target architecture A sequencing plan 13

14 The Building Analogy Consider A Building Would you construct a building without any plans? Inadequate construction materials, no quality standards, no defined methods, may not meet building regulations, no safety guarantees, no definite road to successful completion of the building, etc To extend an existing building without a blueprint you would use: Trial and error to implement the solution Conduct a discovery exercise first reverse engineer the As-Is Knock down current building and rebuild from scratch The same should be the case for an organization! 14

15 Blueprints provide different view points General Architect Plumbing Architect Interior Architect

16 The Importance of Architecture The Winchester Mystery House 160 Rooms 47 Fireplaces 6 Kitchens 10,000 Windows 65 Doors to Blank Walls 13 Staircases Abandoned 24 Skylights in Floors 147 Builders 0 Architects $5.5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode built without a blueprint Winchester House Workforce,

17 The Composite View In order to pro-actively adapt to change in the short term while building a cohesive & integrated Architecture in the long term, you need to see the BIG PICTURE of the WHOLE to improve planning while having the capability to ZOOM into the DETAILS of the PART to accelerate implementation

18 Enterprise Architecture Definition EA is an emerging practice devoted to improving the performance of the enterprises by enabling them to see themselves in terms of the holistic and integrated view. EA is a strategy and business-driven activity that supports management planning and decision making by providing coordinated views of an entire enterprise. By developing current and future versions of its integrated views, organizations can better manage change and the transition to the target operating environment. EA is the explicit description and documentation of the current and desired relationships among business processes, information, Applications & technology. EA is the blueprint of an organization to analyze and plan changes. EA helps in identifying the relationship between strategic initiatives and their supporting technology components. EA reflects the structure of (Enterprise) components, relationships, and principles and guidelines governing their evolution over time.

19 Organizational Operational Elements Plan Manage Execute Use Drives Vision Policies Abide by Use Run on Applications Mission Process Groups Process Maps Translates into Executed by Responsible for Composed of Executed by Linked to Strategic Objectives Initiatives To overcome Or take advantage of Departments Challenges & Opportunities Belong to Roles Executed through Based on Uses Uses Responsibilities Perspectives Enable Data Hardware Network Technology

20 Visualize the Enterprise Entities Disparate Data is Objectives Processes Assets Identified and Customers SLA s Policies Services Issues Documented Visualized, Structured, Linked and Traced, Business Strategy Organization & Process IT Services, Applications and Infrastructure To Produce Reports of Managed Information Service Level Manager IT Service Manager Start reporting period (month) Monitor performance of SLM infrastructure Produce performance reports for IT Services and IT SM Processes Analyse performance and identify mngt action required Analysis of performance Manage SLM Staf f Perf ormance Distribute performance reports to relevant stakeholders Perf orm immediate management activities required SLM Mngt reports produced and distributed SLM Performance analysed and immediate response completed

21 Integrated Models Network Topologies Behavior (UML Support) Matrix Views Organizational Charts Process Models Application Models Data Models Goals Objectives SDLC

22 Enterprise Architecture Footprint Enterprise Architecture Holds: Span Enterprise Strategic Information Enterprise Process Information Enterprise Data / Application Information Enterprise Technology Information The relationships between all the above information types across all organization units. Breadth Depth

23 Enterprise Architecture Uses

24 Agenda The Changing Business Context Introduction to Enterprise Architecture Enterprise Architecture Uses Implementing Enterprise Architecture Implementing Feedback

25 Agenda Enterprise Architecture For Business Excellence

26 A Business Strategy is implemented Organizational Integrated Model By offering business Services Organized into a set of activities Which are delivered through business processes That process information Automated by an application functionality Composed from application services Running on a given platform

27 Excellence Building Blocks Operational Plans Corporate Strategy Performance Management Environment & Trends Enterprise Leadership Organization Operating Model Suppliers Business Value Chain Business Processes Customers Service Capabilities Business Services Human Capabilities Information Architecture Application Architecture Technology Architecture EFQM

28 Agenda Enterprise Architecture For Technology Excellence

29 IT Value Chain Strategic Focus Transformation Focus Operational Focus Strategic Planning Project Management Operations Management IT Strategic Planning Portfolio Management Service Management Enterprise Architecture Program Management Security Management Business Priorities Strategic Value

30 Technology Management Components

31 Agenda The Changing Business Context Introduction to Enterprise Architecture Enterprise Architecture Uses & Benefits Implementing Enterprise Architecture Implementing Feedback

32 Enterprise Architecture Core Components

33 Enterprise Architecture Framework A glossary of modeling standards to be used for EA communication Each model type enables the representation of a specific set of information from a specific view point Provides the foundation for consistent modeling and communication Enables a structured approach for resolving issues by enabling effective representation of the problem and the envisioned solution and the roadmap required to achieve it The selection of the model type should take into account all the information necessary to address the needs of the stakeholders Each information object will have a set of attributes and relationships to connect it to the rest of the models. Several standard frameworks exist: TOGAF, Zachman, FEAF, MODAF, DODAF Some frameworks are industry specific and others are generic 33

34 TOGAF 9 - Content Framework (Detailed)

35 TOGAF 9 Meta Model The META MODEL holds The information objects The attributes and their meta data The relationships wit each other The structure that links all the framework elements together The rules that govern how information is captured The basis for the impact analysis The foundation for reporting

36 Enterprise Architecture Lifecycle A problem solving methodology It is a step by step process that analyzes business and IT problems and help define the appropriate solution and its associated roadmap Use the modeling language defined in the enterprise architecture framework to represent the problem and design the proposed solution Has associated roles, responsibilities and templates Enables more effective and faster decision making while providing solid foundation for implementation Many enterprise architecture lifecycles exist one of the most commonly used ones being the TOGAF Architecture Development Method (ADM) 36

37 Prepare the organization for a successful architecture project Set the scope, constraints and expectations for a TOGAF project; create the Architecture Vision; validate the business context; create the Statement of Architecture Work Enterprise Architecture Lifecycle - TOGAF Provide continual monitoring and a change management process to ensure that the architecture responds to the needs of the enterprise Provide architectural oversight for the implementation; ensure that the implementation project conforms to the architecture Analyze costs, benefits and risks; develop detailed Implementation and Migration Plan Develop Business Architecture Develop baseline and target architectures and analyze the gaps Develop Information Systems Architectures Develop baseline and target architectures and analyze the gaps Develop Technology Architecture Ensure that very stage of a TOGAF project is based on and validates business requirements Develop baseline and target architectures and Perform initial implementation analyze the gaps planning; identify major implementation projects

38 Segment Architecture Partitioning Managing Complexity Managing Conflicts Managing Parallel developments Managing Re-use Enable on-demand architecture Allows Allows for for management management of of costs costs and and complexity complexity by by dividing dividing up up the the Enterprise Enterprise and and assigning assigning appropriate appropriate roles roles and and responsibilities responsibilities to to each each partition partition

39 Characteristics of Architectures Subject Matter Architectures describe specific solutions and inherit objective characteristics of the solution Viewpoints These are based on the needs of the stakeholders Level of Detail The level of detail used to represent a solution has a strong influence on how an architecture can be used Level of Abstraction How abstracted the architecture is from the solution Accuracy Any architecture is a model and not intended to completely accurate

40 Agenda The Changing Business Context Introduction to Enterprise Architecture Enterprise Architecture Uses & Benefits Implementing Enterprise Architecture Implementing Feedback

41 EA Local Implementations Government Organizations that adopted the philosophy and practice of enterprise architecture include: Local Governments Dubai Police Dubai Municipality Dubai Roads & Transport Authority Dubai Customs Dubai Civil Defense Abu Dhabi Judicial Department Ajman Government (Ruler s Court) Federal Governments Ministry of Education Ministry of Economy Ministry of Labor General Authority of Youth & Sports Welfare Business Excellence Only Technology Excellence Only Business & Technology Excellence

42 EA Benefits More adaptive business processes/information Improved business/it alignment Simplified partner integration Disruptive technology opportunities identified/impacts reduced Improved information access, consistency More consistent business processes/information across business units Optimization of business processes across business units Improved security of information assets Reduced IT costs Reduced time to change IT solutions Reduced product diversity Increased reliability, scalability Reduced project completion time/effort Reduced cutover costs for upgrades/conversions Improved asset lifecycle management Increased reuse (solutions, services & technology) Improved application integration Standardized external interfaces Improved visibility into future infrastructure requirements Reduced support costs Business driven technology introduction Improved business strategy alignment

43 EA Implementation Challenges EA Communication Unclear understanding of the enterprise architecture value across the organization Inability to communicate and demonstrate value due to partial adoption Inability to maintain the information up to date Lack of participation from all related stakeholders EA Capabilities Competencies to manage and exploit enterprise architecture capabilities are very scarce Lack of enterprise architecture function with clear organization structure and associated roles and responsibilities EA Governance Lack of integration of enterprise architecture with other key business functions like strategy, performance, organizational development and IT functions like IT planning, IT portfolio management and IT service management Lack of proper IT governance

44 International EA Survey Findings Key findings: EA is emerging as a strategic tool at the corporate level EA playing an active role in strategic planning EA playing role in the business transformation and organizational development In more cases EA reporting to non-it functions (20%) An important tool for Risk management & Business & IT Governance EA is becoming more professional through the use of standardized, well-defined methods, processes and tools; EA Governance, in particular its marketing and communications approach, needs to be improved 44

45 Objectives & Benefits of EA Number of respondents * Source: Infosys 2007 EA Survey 45

46 Adoption Of Frameworks (EA + IT) 46

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