ba case studies show ea-it value forrester itf09

May 19, 2009

Gene LeganzaVice President, Principal AnalystForrester Research

Case Studies: Business Architecture Aids IT Transformation

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Business architecture success can turn EA into IT’s trump card.

3

Business architecture initiatives can leapfrog normal maturity steps to improve IT value.

2

Wherever IT is struggling to deliver value, EA should be focused on improving IT.

1


Business architecture: IT’s secret weapon

Source: StrategyWorld.com (http://www.strategypage.com/militaryforums/532-344.aspx)Entire contents © 2009 Forrester Research, Inc. All rights reserved.


Agenda

• EA’s place in the IT value proposition

• Case study No. 1: Discovering the emergent strategy

• Case study No. 2: Getting tactical to get strategic

• Case study No. 3: Opportunistically driving EA value through BA

• A common thread: Increased IT credibility and value

• A game plan to consider


Agenda








Source: August 21, 2006, “IT Archetypes Help CIOs Optimize Career,” Forrester report.

The three archetypes of IT


Source: March 22, 2006, “The Three Archetypes Of IT,” Forrester report

Technology

standards

• Patterns

• Planning

• App portfolio

Business

architecture

EA is key to overcoming archetype obstacles


When should you begin to work on being a Partner Player? Now!• Maturity models do not dictate strictly sequential behavior.

• Just as no one would wait for I&O perfection before working on project management, don’t wait to be a Trusted Supplier before working on partnering with the business.

• Simply getting better at service delivery is not enough.

• Business architecture efforts in right-sized steps can raise the perception of the value of IT before you have reached Solid Utility and Trusted Supplier nirvana.


Agenda








Case study No. 1: Discovering the emergent strategy

• They have realistic road maps to follow that link business needs to the architecture.

• Business and IT execs are very happy with results: “The business wants an architect included in all decisions.”

• Politics is making the process difficult to repeat.

Results

• Interviewed 130 decision-makers over three months

• Analyzed, mapped planned activities to current state details, and identified themes

• Reconciled with top-down future state

Activities

• Major European investment bank

• Formal, comprehensive current state analysis

• Formal top-down future state architecture did not seem likely to produce value.

Scenario


The explicit strategy yields to the emergent strategy

Intended strategy

What we’d like to

happen

Emergent strategy

The many day-to-day decisions and prioritizations that

set direction

Realized strategy

What actually occurs

Unrealized strategy

Things that are left behind

Deliberate strategy

Top-down plans, statements, and initiatives






Results




Activities




Scenario


Data collection included all decision-makers:

• What are your current plans for delivery between now and year-end?

• We know it won’t be “right,” but give us your best guess as to the major deliverables and projects that you’ll be doing next year.

• Looking into the crystal ball, what do you think will be important further out — two to three years? Give us something with a 50% to 70% confidence.

Theme | Initiative | Product | Function | System | Work item/Time Select information by:- Theme- Initiative- Product- Function- System

• Grouped similar work into “initiatives,” e.g., Web trading, lightweight clients.• Grouped similar initiatives into “themes,” e.g., globalization, rationalization, and

consolidation.

Architects then:






Results




Activities




Scenario


Agenda








Case study No. 2: Getting tactical to get strategic

• Project-level success, expanding scope

• Moving on to road maps, BPM and SOA COEs, information architecture

• Need to expand to include more technical architecture

Results

• Put an EA skeptic in charge of EA.

• Brought in business staff, IT staff, and outside hires to build business architecture program with three distinct roles: enterprise business architect, domain architect, and cross-domain architect

• Identified current problems and coordinated solutions

Activities

• Deutsche Bank: major global bank

• Rapid growth, little centralized planning, and many divergent directions

• A transformation in the approach to IT was seen as needed, but it distrusted EA as being slow and obstructionist.

Scenario


EA was a catalyst for transformation at DB

Source: Deutsche Bank (http://www.db.com/index_e.htm)


EA will continue to evolve at DB

Source: Deutsche Bank (http://www.db.com/index_e.htm)


Agenda








Case study No. 3: Opportunistically driving EA value through BA

• Project very successful, business-architecture-driven approach recognized.

• Relaunched EA program in Europe, moving to global function.

• Now has the problem of too much demand for architects.

Results

• Drove business capability and subsequent system design from the business architecture.

• Used objects and capabilities to determine dependencies and the detailed system design.

• Piloted approach at a high level for six weeks then brought in more people, including IT program manager.

Activities

• DHL Express Europe: major global logistics firm

• EA team had been downsized. The last remaining architect named IT rep to a major program to create a new Pan-European product.

• Had most business objects and capabilities mapped out from legacy EA effort.

Scenario


Analysis focused on capability maps, business objects, and processes

• Domains identify areas of cohesion in the business and where decoupling can occur.

• High-level processes cross domains, exposing process interfaces.

• Domain interfaces are natural flex points and are critical to manage.

Source: DHL (http://www.dhl.com/splash.html)


DHL architected the new capability first



The DHL team used the business architecture to plan significant business change



Agenda








Technology

standards

• Patterns

• Planning

• App portfolio

Business

architecture

Source: March 22, 2006, “The Three Archetypes Of IT,” Forrester report.

A common thread: Increased IT credibility and value


If you remember nothing else . . .

Business architecture success can turn EA into IT’s trump card.

3

Business architecture initiatives can leapfrog normal maturity steps to improve IT value.

2

Wherever IT is struggling to deliver value, EA should be focused on improving IT.

1


Agenda


• Case study No. 1: discovering the emergent strategy

• Case study No. 2: getting tactical to get strategic

• Case study No. 3: opportunistically driving EA value through BA

• A common thread: increased IT credibility and value



A game plan for you to consider

The next 90 daysThe next 90 days

● Do a SWOT analysis of IT and EA.

● Become familiar with capability maps.

● If you’re not a Solid Utility and a Trusted Supplier to the business, create the business architecture for IT.

● Work with the CIO to analyze IT’s BA and develop a future-state vision.



Longer termLonger term

● Build a high-level business architecture, and select one to three business domains for more detailed capability maps. Get the business excited about working with you to map out its future. Don’t worry about staying relatively tactical at first.

● Drive the IT side of any projects that you derive from your BA efforts.

● Market your success to increase your scope to additional business domains.


A game plan to consider (cont.)


Thank you

Gene Leganza

+1 203.761.8848

[email protected]

www.forrester.com


Selected Forrester research

• April 7, 2009, “EA’s Next Evolution: Business-Centric Architecture”

• January 7, 2009, “Choose From Five Basic Approaches To Business Architecture Based On Your Context And Goals”

• December 3, 2008, “Create Greater EA Impact By Analyzing Your Value Chain”

• October 24, 2008, “Business Architecture’s Time Has Come”