2301 -Manage Complex SAP Implementations with Enterprise Architecture ] Raghavendra (Rao) Subbarao Chair, Enterprise Architecture SIG Sr. Vice President, Strategic Services STEP UP Systems Group LLC rsubbarao@susg.com Twitter: @RS_Rao [ ED HUDAK ASUG INSTALLATION MEMBER MEMBER SINCE: 1998 [ STEVE RUGGIERO ASUG INSTALLATION MEMBER MEMBER SINCE: 2000 [ SHERRYANNE MEYER ASUG INSTALLATION MEMBER MEMBER SINCE: 1999
[Discussion Topics Role of Architecture in the Enterprise. Nature of business transformations (large SAP implementations) and how to be successful as an Architecture group. Enabling architecture discipline to accelerate transformation. Best Practices. Anti-Patterns. Key architecture artifacts to support successful implementations. 2
[ Our full range of services span the entire project lifecycle, including: SAP Services - Custom software development. - Output (Adobe, Smart Forms, SAPscript) - SAP development - Web and enterprise services -Training - Project management - Contract and permanent staffing - Business planning & consolidation (BPC) -ECC 6 upgrades - EDI solutions Strategic Services - Enterprise Architecture - Business Process Management - SAP Platform Architecture - Center of Excellence (CoE) Development - Ecommerce strategy & execution Real Experience. Real Advantage. 3
[ Architecture - A Prologue 1. The complex or carefully designed structure of something. 2. The style in which a building is designed or constructed, especially with regard to a specific period, place, or culture Oxford Dictionary. 4
[Bird s Eye View of an Enterprise X Processes Value Process Chain X * 1000 Associates & contractors IS EXECUTED BY Organization Y Business object types CONSUMES Information - Data Y * 10 Applications IS ENABLED BY Application Z Technologies IS BUILT ON Technology Z * 1000 Servers RUNS ON Infrastructure
[Current State of Enterprise Architecture Primarily viewed as a technology function. Pervasive culture of the smartest developer evolving to become the architect. Enterprise Architects heavily focus on Application and Technology portfolio management, including standards setting, and building IT roadmaps. Enterprise Architecture groups often struggle tracing their value to the business. Even though Business Architecture domain is formally recognized, the definition and discipline is yet to mature. 6
[Business Transformation Initiatives City of Burnsville. Source: Presentation of Allen Brown (TOGAF, CEO) on The Changing Role of the Enterprise Architect, 2006 7
[Lifecycle of Transformation Efforts Vision / Need Market Evaluation Program Preparation Execution - Business identifies the need. -Discussions happen at the executive level. -High-level communication shared with the Org. -Technology impact assessed (If any). -Shortlisting of technology vendors. -Customer reference discussions. -Shortlisting of System Integrators. -Finalize software vendor and System Integrator. -Funding. - Timeline established. - Project teams selected. - Methodology selected. - Cliche Guiding Principles stated. - Hire external talent. -High-level architecture established. - The clock starts ticking!............... after one or more go-lives -Try to understand why the program cost -timeline could not be realized. - Planning for operations. - Research on COEs. -etc. 8
[Architecture Engagement in Transformation Efforts Vision / Need Market Evaluation Program Preparation Execution - Business identifies the need. -Discussions happen at the executive level. -High-level communication shared with the Org. -Technology impact assessed (If any). -Shortlisting of technology vendors. -Customer reference discussions. -Shortlisting of System Integrators. -Finalize software vendor and System Integrator. -Funding. - Timeline established. - Project teams selected. - Methodology selected. - Cliche Guiding Principles stated. - Hire external talent. -High-level architecture established. - The clock starts ticking!............... after one or more go-lives -Try to understand why the program cost -timeline could not be realized. - Planning for operations. - Research on COEs. Validate whether the identified need aligns with Corp. strategy. Identify potential impact to enterprise elements. Cultural fit analysis. Architecture analysis for each enterprise element. Peer discussion. Lifecycle management for impacted domain assets. Define -identify relevant Architecture services. Adapt ALM discipline -etc. and the tools provided by SAP (Ex: SOLMAN) Deliver architecture artifacts as relevant. Support the program. Monitor for compliance. 9
[ Architecture and SAP Programs Architecture CORPORATE STRATEGY SAP Program Efficiency, Standardization, Complexity elimination, etc Project execution >> Go-live. INDIVIDUAL MOTIVATIONS
[Enabling An Effective Architecture Practice 11
[Enabling architecture discipline - Key Best Practices Start with, and influence the influencers. Identify your stakeholders and influencers. Understand their goals and motivations. Establish Architecture baseline (Ex: ASUG Benchmarking). Understand the difference between Org. Model & Operating Model. Define a Architecture Service Catalog based on stakeholder needs. Build-out the catalog to clarify processes, engagement models, and outcomes (SIPOC). Eliminate ambiguity as early as possible. Incorporate the services into PMO methodology. Conduct roadshows across the Organization. 12
[Enabling Architecture Discipline - Key Best Practices Build synergy with the BPM practice (if one already exists). If not, champion the establishment of one as a part of your COE. Integrating EA & BPM activities directly influences traceability! EA organizations that lead the rest of IT towards the target operating model of the business add maximum value. Build a repository that integrates your business artifacts (process -Org models, functions, data dictionary, indicators) with technology artifacts (TLM, ALM, etc). Build an Architecture Community of Practice. Find the balance between Aristocracy and Democracy. Avoid becoming the Bullet-proof vest and Rubber stamp. 13
[Measures & Motivations The below characteristics act as a litmus test for the effectiveness of an organization. 1. A single version of truth exists on how the organization functions. Common language across the various teams. 2. Faster on-boarding of new associates, smoother adaption of new platforms and processes, and reduced risk of loss of intellectual property. 3. Stakeholders across the organization are empowered to visualize & act upon the inefficiencies in their areas. 4. Ability for the architecture group to produce mid and long-term strategic roadmaps that can be acted upon with confidence. 5. Ability for business & technology stakeholders to react quickly to unplanned events with minimal guesswork. 6. Stable landscape with reduced defects and unplanned outages. 14
[Architecture Discipline Anti-Patterns Getting hung-up on Architecture frameworks. Underestimating the power of credibility (and therefore trust). Monkey on my back scenario. Ignoring the influential. Selling the future. Frog in a well syndrome. 15
[Key Architecture Artifacts A self-serviceable EA-BPM repository. Business capability model. Technology Reference Model (TRM) that is aligned to business capability model. Roadmaps. Application Roadmaps. Technology Roadmaps. Lifecycle definition of domain assets. Early & continued adaption of Solution Manager. 16
[Architecture and Solution Manager Solution Manager Role Function ALM Features Application Architects Technology Architects Solution Architects Business (Process) Architects Application Lifecycle Management Technology Lifecycle Management Business Process Framework Business Capability Model Process lifecycle management Custom Development Cockpit CHARM CTS Technical Monitoring Root cause analysis... Business Process Repository ASAP Methodology (The business of IT) Solution Documentation Business Templates... Infrastructure Architects Infrastructure portfolio management Infrastructure Lifecycle Management System Landscape Directory Data volume manager... Information Architects Information Lifecycle Management Data Consistency Management... 17
[Recommendations For Successful Engagement Publish the architecture services that are relevant to the program. Eliminate ambiguity on role of architecture as early as possible. Allocate a dedicated Project Architect from the domain that has the most impact. Plan & forecast other domain architects based on project timelines and your engagement models. Have a constant vigil for lift & shift mentality. Nip it in early stages. Pay early attention to Integration. Have a integration strategy and reference architecture before the clock starts ticking. Portfolio (application -technology) rationalization should be done before financial planning for the program is done. Identify technology gaps (using a TRM) before the concrete is poured. 18
Architecture and SAP Program Team Synergy PROCESS STRATEGY DEFINITION PROCESS DEFINITION& STANDARDIZATION GLOBAL BUSINESS PROCESS OWNERS BUSINESS IT RELATIONSHIP MANAGERS PROCESS EXCEPTION MANAGEMENT PROCESS MONITORING & OPTIMIZATION (MASTER) DATA MANAGEMENT OCM & COMMUNICATION LOB MANAGERS BUSINESS (PROCESS) ARCHITECTS DATA DEFINITION MANAGEMENT & GOVERNANCE SERVICES (SOA) GOVERNANCE DESIGN TIME SOLUTIONS REFERENCE ARCHITECTURE BUSINESS PROCESS MODELING PROCESS-CENTRIC ORGANIZATION MODEL DATA ARCHITECTS BUSINESS PROCESS EXPERTS - ANALYSTS SOLUTION ARCHITECTS APPLICATION SERVICES DELIVERY INFRASTRUCTURE ARCHITECTS PORTFOLIO INVENTORY SERVICES DELIVERY PROCESS AUTOMATION SOA GOVERNANCE RUNTIME.
[Questions? Copyright Wikipedia 20
[ ] Thank you for participating. Please remember to complete and return your evaluation form following this session. For ongoing education on this area of focus, visit the Year- Round Community page at www.asug.com/yrc [ Session Code: 2301