ea governance

WebinarAssessing EA Program EffectivenessJeff Scott

Senior Analyst

Forrester Research

June 19, 2008

2Entire contents © 2008 Forrester Research, Inc. All rights reserved.

Theme

Decoding the DNA sequence for EA excellence


Agenda

• Describing EA effectiveness

• Barriers to creating EA value

• The effectiveness value chain

• EA assessment model

• Recommendations

• Additional Resources & Information

• Q&A


Agenda





• Recommendations


• Q&A


Effectiveness: producing the desired result

• Building a complete set of artifacts?

• Developing a robust transition plan?

• Attaining organizational understanding?

• Gaining organizational acceptance?

• Project teams following the EA processes?

• Producing consumer value?

• Creating business value?


Effectiveness: results that add value

Consumers

Architects

StakeholdersSponsors

$$$

&@#!


Agenda





• Recommendations


• Q&A


Typical barriers to EA effectiveness

• Undocumented business and IT strategy

• Strategic view in a tactical world

• Small organizational footprint

• Soft skills shortfall

• Descriptive architecture

• Poor IT process definition

• Disconnected from important stakeholders

• Little support within IT

• Lack of success reference models

• Challenging investment models


Agenda





• Recommendations


• Q&A


Effectiveness grows through the value chain

Relationship

Impact

Results

Value

Process

Action

Product

Tools

Resource

Effort

Strategy

Approach

Increasing value


Agenda





• Recommendations


• Q&A


Strategy attributes

• Business goals and strategies

• IT goals and strategies

• Technology context

• Organizational context

• EA domain and scope

• EA goals and strategy

Completeness of understanding

Alig

nmen

t

Product Process Results Strategy Resource Relationship


Understanding goals and strategies

Corporate goals and direction Criteria

• Verified

• Validated

• Documented

• Intuited

• No insight

LOB A strategies

LOB B strategies

LOB C strategies

IT strategies

Organizational context

Technology context

EA goals & strategies

LOB . . . n strategies



Aligning goals and strategies

Maintain competitive price

Application/service reuse

Business

IT

EA

Improve core business efficiency

Rationalize app portfolio —

modernize core apps

Implement BPM

Create BPM/SOA technology road

map

Application portfolio

arch

Criteria

• Critical to strategy’s success

• Advances strategy

• Supports strategy

• No connection

Create a chain of goals and strategies



EA resource attributes

• Team size and structure

• Reporting level — organizational positioning

• Budget and funding

• Technical skills

• Soft skills

• Skill management



Soft skills SWOT analysis example Product Process Results Strategy Resource Relationship

Readiness

8

4

7

Severity

6

8

9

Ability

10

4

8

Value

6

9

7

Performance

4

2

4

Importance

9

8

7

Performance

9

9

9

Importance

7

4

9

• Vendor “X”

• Low business support

• PM political power

• Vendor partnerships

• IT strategy

• Project “X” leadership

THREATSWhat challenges your existence?

OPPORTUNITIESWhat opportunities are open to you?

• Organizational influence

• Negotiation

• Strategic thinking

• Problem solving

• Project management

• Documentation

WEAKNESSESWhat could you improve?

STRENGTHSWhat do you do really well?


Product and service quality attributes

• Applicability

• Clarity and focus

• Usability

• Completeness

• Usage monitoring

Typical product list

• Business process maps

• Investment guides

• Technology strategies

• Road maps

• Policies

• Standards

• Guidelines

• Patterns



Completeness scorecard example

Business managers CIO

IT managers

Project

managers Developers

Business process

Portfolio analysis

Technology strategies

Standards

None Some Half More Done

Patterns

N/A



Process attributes

• All processes identified

• Clearly defined

• Complete

• Integrated

• Flexible

• Easy to use

• Maintenance process

• Usage measurement

Typical process list

• Architecture development

• Governance

• Architecture consulting

• Project reviews

• Knowledge management

• Metrics and measurement

• Funding

• R&D and innovation



Project review process assessment example

Project team

solution architect

Assessment process

Project team• Application manger• Project manager• Project team members• Solutions architect

Architecture artifacts

Exception process

Next phaseAccept

Revise

Request exception

Update architecture

or review process

Architecture team

Lessons learned

Other participants• Enterprise architect• Infrastructure support• Compliance• Project office

Needs improvement

PPO database



Project review process assessment example

Project team

solution architect

Assessment process

Project team• Application manger• Project manager• Project team members• Solutions architect

Architecture artifacts

Exception process

Next phaseAccept

Revise

Request exception

Update architecture

or review process

Architecture team

Lessons learned

Other participants• Enterprise architect• Infrastructure support• Compliance• Project office

Needs improvement

PPO database

Usage measurementManagement process

Integrated

Easy to use


Clearly defined


Relationship management attributes

• Sponsor and stakeholder needs

• Customer focus

• Collaboration

• Communication

• Marketing

• Feedback



Communications best practices comparison

Best practices

• Relate everything to what’s-in-it-for-me.

• Use all the channels, but rely most heavily on one-on-one discussions.

• Have an easy-to-use portal as the go-to place for architecture information.

• Run educational sessions.

• Make all discussions marketing opportunities.

Next practices

• Use the marketing professional’s bag of tricks.

• Develop goal-based metrics.

Source: December 2007 “Enterprise Architecture? What’s In It For Me?” report

• Briefings• Workshops• One-on-one counseling• Brown bag lunch sessions• Email• Posters• Giveaways• Management by walking

around



Results attributes

• Organizational acceptance

• Governance participation

• Quantifiable value

• Value growth



Quantifiable value summary example

$1,830,000 EA’s bottom line impact

EA’s contributionAmount

Revenue increase

$100,000$1,000,000From systems retirement

$1,000,000$1,500,000From reuse of software components

? ? ?? ? ?From errors avoided in design reviews

$200,000$750,000From standardized purchasing agreements

$300,000$900,000From reduction in interfaces

Expense reduction

$150,000$1,500,000From reduced time to integrate acquisitions, partnerships, or new business capabilities

$50,000$500,000From new IT enabled business capabilities

$300,000$3,000,000Generated by new business revenue during improved time to market gains



Agenda





• Recommendations


• Q&A


Recommendations

• Develop a well-structured, repeatable assessment process.

• Perform a detailed EA effectiveness review each year prior to planning.

• Perform a midyear effectiveness checkpoint.

• Develop metrics to measure progress toward effectiveness goals.


Agenda





• Recommendations


• Q&A


Forrester Consulting Can Help You Create High-Impact EA Programs

• We help answer questions like:

» How should the EA program be structured to align with the organization’s goals?

» What do high-impact EA programs look like? What are the best-practices in EA program management?

» How do I ensure that day-to-day decisions are made in the context of projects that adhere to specific roadmaps?

» What are the metrics that matter, in IT and in the business?

• Benefits to you:

» Identify business and IT drivers important to EA success

» Create a well defined EA operating model

» Develop actionable plans built on best practices

» Create measurement methods that improve performance

» Communicate and demonstrate the value of Enterprise Architecture

• How we can deliver

» Evaluation of current plans against best practices

» Advisory sessions on trends

» Benchmarking plans and measurements

» Educational workshops around EA planning, prioritization, or metrics


What are some of the relevant research reports?

• Relevant Research

» Justifying EA In Uncertain Economic Times (coming in July)

» “Collaborating For EA Success”, May 5th, 2008

» “Leverage Solutions Architects To Drive EA Results”, March 28th, 2008

» “Build EA Artifacts That Matter”, January 15th, 2008

» “Tooling EA Road Maps”, January 10th, 2008

» Enterprise Architecture? What's In It For Me?, December 21st, 2007


The Enterprise Architecture Council

• Members are senior-most Enterprise Architecture staff from multinational organizations

• Benefits of the council include access to a dedicated relationship manager, peer insight, regional and annual member meetings, and member-driven, analyst-led conference calls

• Past Member Meeting and CouncilTel topics:

» Practical Steps To Jump-Start Innovation Through EA

» The Future Of Enterprise Architecture, 2010 – 2015

» Making EA Real: Building Partnerships With Business And IT

For more information, please contact Chrissy Napper (Global Council Manager).


Upcoming Events for Enterprise Architects

• Upcoming Forums

» Business & Technology Leadership Forum

– September 23-24th, Orlando, FL

» Enterprise Architecture Forum EMEA

– March 1, 2009, London, UK

• Upcoming Group Workshops

» Developing Enterprise Web 2.0 Applications

– June 25th, 2008, San Francisco, CA

» Service-Oriented Architecture: Architecting Enterprise Success

– July 15th, 2008, Dallas, TX

» The IT Balanced Scorecard: A Tool For Strategic Alignment

– October 7th, 2008, Dallas, TX


Thank you

Jeff Scott

+1 704.540.1282

[email protected]

Diana Levitt

+1 617.613.6446

[email protected]

www.forrester.com