andrew l macaulay certified global architect, capgemini enterprise architecture where’s the...
TRANSCRIPT
Agenda
Introduction and Agenda
The Quest for Business/IT Alignment
What is Business Architecture
Organisational Barriers
Moving to a Strategic Value Focus
Changing the Game
Summary
2Copyright © 2007 Capgemini UK
Sustainable SOA: Related Presentations
3Copyright © 2007 Capgemini UK
Sam LoweSector Chief Enterprise
Architect, Capgemini
Where to Place your SOA bets
Monday 5th March 11:15am
Andrew MacaulayManaging Enterprise Architect, Capgemini
Enterprise Architecture: Where’s the Business
Tuesday 6th March9:00am
Steve G JonesHead of SOA, Global Outsourcing, Capgemini
SOA in Support & MaintenanceMonday 5th March, 3:55pm
Brief Biography
Worked in IT since early 1980’s
Joined Capgemini’s Architecture team in the UK in 1993, working across sectors (including government and finance)
Remain active Enterprise Architect both developing architecture and architecture capability with clients
Active in Capgemini’s Global Architects Community, including being elected Global Head of the Community for 2005/2006 Major contributor to Capgemini’s Integrated Architecture Framework Senior trainer (facilitator) in architecture for Capgemini and our clients Active contributor to the Capgemini Architects Learning Programme
Capgemini Certified Global Architect, Open Group Master Certified IT Architect and Microsoft Infrastructure Architect MVP
4Copyright © 2007 Capgemini UK
Connecting IT with the Business
Business and IT often remain poorly aligned/connected
IT Departments are often still seen as a cost
Business and IT find it hard to communicate effectively
This lack of alignment often results in: Costs of IT being significantly
larger than necessary Strategic investments being
under-utilised
Service Oriented Architecture makes this even more critical
5Copyright © 2007 Capgemini UK
Business is Having to Adapt and Change
“Executives need to stop looking at IT projects as technology installations and start looking at them as periods of organizational change that they have the responsibility to manage”
Harvard Business Review, November 2006 by Andrew McAfee, Associate Professor, Harvard Business School
6Copyright © 2007 Capgemini UK
Managing the Portfolio & Reacting to Business Change
7Copyright © 2007 Capgemini UK
Based on Maslow's Hierarchy of Needs
Bu
siness B
en
efitB
usin
ess Be
nefit
SpendSpend
Progressively more difficult to identify what to spend on Cost reduction/efficiency Improving existing estate Investment in new projects
And how can you align this with the real business needs?
Source: report by the Economist (sponsored by Capgemini)
Architecture can provide a Common Language
Enterprise ArchitectureEnterprise Architecture
Enterprise ITArchitectureEnterprise ITArchitecture
Enterprise IT Information Systems Architecture
Enterprise IT Information Systems Architecture
Enterprise ITTechnology Infrastructure Architecture
Enterprise ITTechnology Infrastructure Architecture
Software Architecture, Network Architecture, Storage Architecture, …Software Architecture, Network Architecture, Storage Architecture, …
(Enterprise)BusinessArchitecture
(Enterprise)BusinessArchitecture
Organisation and People
Organisation and People
Services andProcess
Services andProcess
8Copyright © 2007 Capgemini UK
(Enterprise)InformationArchitecture
(Enterprise)InformationArchitecture
Enterp
riseS
ecurity Architecture
Enterp
riseS
ecurity Architecture
Enterp
riseG
overnance A
rchitectureE
nterprise
Govern
ance Architecture
SolutionArchitecture
includes:Business,
Information,Apps/Systems,Infrastructure,Security andGovernance
SolutionArchitecture
includes:Business,
Information,Apps/Systems,Infrastructure,Security andGovernance
“Traditional” Organisational Barriers Get in the Way
9Copyright © 2007 Capgemini UK
BusinessGoals
BusinessGoals
IT / ISStrategy
IT / ISStrategy
Enterprise ITArchitectureEnterprise ITArchitecture
IT Projects
IT Projects
IT Projects
IT Projects
IT Projects
IT Projects
BusinessExploration /
Discovery
BusinessExploration /
Discovery
Business Transformation
Design
Business Transformation
DesignBusinessChange
Programme
BusinessChange
Programme
“Traditional” Business Strategyand Transformation Process
“Traditional” IT Strategy andArchitecture Process
Start
IT get engaged late in Technology Implementation Projects after ability
to collaborate has largely passed
IT get engaged late in Technology Implementation Projects after ability
to collaborate has largely passed
“BusinessArchitecture”
(Defined)
“BusinessArchitecture”
(Defined)
Portfolio and Solution
Architecture
Portfolio and Solution
Architecture
Business Transformation Initiatives are started here, outside of the IT
strategy process
Business Transformation Initiatives are started here, outside of the IT
strategy process
ITBusiness
Business/IT Alignment needs a Collaborative Approach
A common understanding of business priorities/timescales
A coherent view of Enterprise Architecture that supports and informs both business and IT
Clear sponsorship from across the Business as well as IT
Business and IT working together as one, with IT seen as an integral (and valuable) part of the business
10Copyright © 2007 Capgemini UK
But how can you break down the barriers?But how can you break down the barriers?
Earning the Right
To move towards this goal, the IT Function needs to…
Improve each line-of-business’ opinion of the value it can and will get from involving (appropriate) representation from IT
Demonstrate the ability to successfully deliver strategic business value including getting recognition of this success from the business
Offer credible and value-adding business-focused IT advisory expertise to early-phase business transformation work
Provide transparency of TCO for the full life cycle of the deployment of IT solutions driven from business transformation and improvement initiatives
11Copyright © 2007 Capgemini UK
Architectural Thinking Does Not Need Only Apply to IT
The definition of architecture in ANSI/IEEE Std 1471-2000 is“The fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.”
This can be applied equally well to business as well as IT
But, Business Architecture is often little more than a business model developed by/for the architects to document the solution requirements or to identify business impact of an IT solution
Business Architecture can be used to Architect the Business and drive business change in a holistic way supported by IT
12Copyright © 2007 Capgemini UK
Business Architecture enabling Business Change
Business Architecture can be developed based on Services view of the business Modelled as Business Activities,
Goals, Roles and Objects Plus the information aspects of
Information Objects
Logical and Physical Business Components then derived Organisational, Role and
Process-based perspectives Leading to the overall view for
new physical organisation, roles and process definitions
13Copyright © 2007 Capgemini UK
Capgemini’s Integrated Architecture Framework (IAF)
IT Focus
Projects are reactive to the individual business owners
New project budgets in existing stove-pipes, resulting in stove-piped solutions & inefficiencies
IT owns decisions about budget and seen as ‘getting in the way’ of business
Regulatory impacts such as for compliance result in IT projects and see as simply a cost
Strategic Business Focus
IT and business have shared view of the (coherent) business and IT strategies
Projects are linked to and measured against strategic objectives
Projects have business case (ROI) driven by business and measured post implementation
Business and IT can see how value is achieved and jointly justify the investment
Moving from an IT focus to a Strategic Business focus
14Copyright © 2007 Capgemini UK
Some Key Activities to Move You Forward
Joint-Team Transformation Discovery Initiatives
Consulting ‘discovery’ techniques are well developed, but generally developed for business-only use – use of a Concurrent Business/IT approach greatly improves the value delivered
Joint-Team Capability Creation and Development
Identify the organisational and skills required to successfully deliver this joint delivery approach
Most organisations need to evolve their own capabilities and processes needed to be successful with the new approach
Combined Business and Technology Roadmap Definition
Identifying the framework to evaluate the candidate technologies might be that support the business and technical functions in order to realise the benefits identified for the business initiatives
15Copyright © 2007 Capgemini UK
Some Potential Organisational/Governance Models
17Copyright © 2007 Capgemini UK
Hierarchical Governance Model Lifecycle Governance Model
Getting Started (Some Tips and Tricks)
Work on the business perception of IT first to build up credibility, before attempting to use IT to change the business What are the barriers on the business side to effective business
partnership with IT? What does the business actually want from IT?
Make IT transparent to the business by showing IT in business language and highlight areas of opportunity in business terms
Focus on the link between strategy, principles, standards, portfolio management and commercial governance first Then develop the big-picture models, language and mindset that are
shared across business and IT
Look for clear sponsorship from inside the Business – both at the C-level and deeper in the organisation
Avoid the “IT science project” – pick three things to do that are meaningful to the business and do those first and well
18Copyright © 2007 Capgemini UK
Summary
Business/IT Alignment is a Real Issue Today Business is driving ever more need for change Architecture helps Business/IT Alignment
Architecture is often seen as an IT function Collaboration/partnership between Business and IT is needed Should the Architecture Function be inside the Business?
Using Business Architecture can help you connect better with the business and provide a common language
There are some simple steps to help you on the way!
19Copyright © 2007 Capgemini UK
Additional Reading
Capgemini Resources http://www.capgemini.com/soa http://www.capgemini.com/architecture http://www.capgemini.com/iaf http://www.capgemini.com/ctoblog
Published Case Studies http://www.capgemini.com/resources/success-stories/nato/ http://www.capgemini.com/resources/success-stories/kbc_group/
Open Group Architecture Resources http://www.opengroup.org/togaf http://www.opengroup.org/itac
20Copyright © 2007 Capgemini UK