Enterprise Architecture

IPMA Executive Summit

Transitioning to an Enterprise Approach

Facilitators:

Josetta Bull, GartnerPhoebe Cameron, Gartner

2Enterprise Architecture

Transitioning to an Enterprise Approach

Agenda and scope

• Previous Day Re-Cap• Enterprise Operating Principles (cont.)• Enterprise Implementation Strategies• Operating Under an Enterprise Framework

• Identify activities and tasks• Identify milestones and expected results• Understand current activities and tasks underway• Discuss priorities

• Discuss tracking and reporting • Identify critical success factors

Enterprise Architecture

Previous Day Recap

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Previous Day Recap

• We wrestled with how the following tie together:– Business Direction– Governance– Technology Leadership

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Stage 4: PioneeringStage 4:

Pioneering

Stage 3: ProactiveStage 3: Proactive

Stage 2: ReactiveStage 2: Reactive

Where Do Where Do You Fall?You Fall?

IT Governance: Stages of Involvement

Level of Level of InvolvementInvolvement

Stage 1: PassiveStage 1: Passive

Evolution of CIO Role and Enterprise Governance

Mainframe Era:Mainframe Era:Conventional PlusConventional Plus

• Functional Head • Operational Manager

• Deliver on Promises

• Advisor on ‘How to’ Not ‘What to do’

• On-Time delivery • Reliable operations

• Automate for Efficiency

• Alert Line-Mgmt. to IT Investment Opportunities

Distributed Era:Distributed Era:Transitional, ShiftingTransitional, Shifting

• Strategic Partner• Expectation Manager• Technology Advisor

• Align IT with Business

• Access to the Executive Invited ‘Seat at Table’

• Manage IT Department • Provide Infrastructure• Manage vendors

• Reduce Business Process Cycle-time

• Set Direction and Secure Benefits from “Selective” Outsourcing

Web-based Era:Web-based Era:Hybrid, EmergentHybrid, Emergent

• Business Visionary• Technology Opportunist

• Drive Channel Strat.

• Member of Executive Team or Assumed ‘Seat’

• Jointly Develop Bus./ IT Model; Leverage Extra-structure

• Integrate Client/ Supplier Value-Chain

• Define Office-of-the Future; Lead effort to Customer-centricity

CIO Role

KeyResponsibility

BusinessInput

Major Tasks

System Objective

Leadership

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Defining Enterprise Operating Principles

Operating principles are statements that help defines how an organization makes business decisions.

Operating principles clearly define roles and responsibilities.

Operating principles are what an organization strives to achieve.

Operating principles address general business operations, policies, standards, oversight, and resources.

Operating principles provide the foundation for the Information Technology Governance Charter.

Operating principles need to be tested over time and updated as appropriate, ensuring they help facilitate improvement of our information technology infrastructure.

What is an Operating Principle…….

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Business

We will seek business leadership commitment for enterprise initiatives by presenting a business case that helps them understand the benefits to the State and their Agency (cross-walk between benefits to the whole and benefits for each participant)

We will demonstrate our technology leadership by proposing and championing innovative solutions to business executives As leaders, who truly understand the business of our Agencies, we

will advocate for changes in business service delivery and processes in order to improve the effectiveness of our organization

Our common community needs to help support this effort – we all need to be saying the same thing

We need to be able to identify the win and where we can all move forward together

As an HR/Payroll community, we will work to find and launch our efforts based on commonality

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Business (cont.)

We will collaborate in order to: achieve return on investment in support of common goals and

requirements to share ideas, resources, technology research, and best

practices in the deployment of integrated services.

We will strive for increased efficiencies through the implementation of self-service systems.

We will embrace phased implementation in order to reduce risk and recognize system benefits as soon as possible.

We will collaborate among departments in order to achieve:– Synergies in purchasing– Synergies in applications development deployment– Synergies in research and development

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Business (cont.)

We will develop plans for the assessment, migration and retirement of duplicate HR/Payroll processes, services and products. Before we retire something, we need to be assured

that we will get the same or improved level of service Or (there is disagreement here) We need to be willing to accept a reduced level of

service

We will establish individual service level objectives that will allow us to monitor and track the state’s HR/Payroll programs and services to determine if stated outcomes are being met.

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Technology - General

We will develop a State business driven architecture that ensures departments can effectively communicate with each other, and share and exchange information as appropriate.

We will develop plans for the effective life cycle management of technologies. We will centralize (logically, not physically) systems and tools support.

For an HR/Payroll system, does it make sense that we are going to go do our own thing, or are we going to centralize where appropriate.

Find common needs among us and focus on that vs. our differences. If we want a solid system (incorporating the things we have in common), we should only build it once We need to ensure we do a good job of identifying where our commonality exists Have to consider where your information is coming from Name, employee demographics – that should be kept once and available for appropriate people to access it Need to determine the reality of uniqueness vs. commonality Action item – assess the HR/Payroll systems for common functionality – determine where common

requirements are so can let people know they aren’t necessarily unique We need to understand what makes sense to centralize vs. decentralize Standards and data formats – have the common framework so that systems know how to plug into a

distributed architectureShould we develop this framework together?Should we talk about common tools to use?We can talk XML more easily than same applications

We will support the development of shared services and tools to be utilized by agency departments. What does support mean? It means committed to creation, maintenance, and usage of shared services and

tools What is key here is the funding model – we don’t have a model today that supports this Shared services vs. shared applications – do we really need two different principles? We need to distinguish

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Technology - Application

As a best business practice, we will strive for shared applications and consider reuse of applications (internal and/or COTS) the first option whenever possible. I’m not comfortable with the thought that COTS applications intrinsically include best

practices I think we need to leave the decision up to the FSR process Best practices are really the business practices, not necessarily the technical practices We pause to look at the internal and external market before we decide what we want to

do Leverage existing investments We should consider building ourselves only as a last resort We consider internal reuse first, then COTS, then other alternatives, build ourselves

last Action Item: We may need to change our contracting rules in order to support this

principle – stated that you have to indicate why you can’t do it yourself before proceeding. This is a cultural shift that we have to make.

We will eliminate redundant systems and processes.

HR/Payroll Systems will be accessible by individuals with special needs.

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Technology - Data

We will centralize/share common data stores. This is embedded in other statements, but this also provides context here

again Concerned that this could confuse people Worry about the connotation of “centralize”

Agency data/information is a State enterprise resource regardless of its physical location, and departments will collaborate to manage it as such. Must be secured and managed as an enterprise resource The advantage of identifying data/information as an enterprise resource is this

gives us the ability to leverage it We will develop and implement data standards (strategy) We will create and implement a process for the creation, deployment,

maintenance and retirement of information. Managing the life cycle of data/information Need to ensure the governance structure includes this responsibility (e.g.,

workgroup under the Architecture Sub-Committee)Executives need to be actively involved in this conversation – telling us

what they needData is a very big deal – at the core of service delivery, funding, etc.

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Technology - Security

We will implement security policies and standards that will protect systems, networks, resources, and data from loss and unauthorized access, use, modification, destruction, and disclosure.

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Budget

Projects will be prioritized based on:– Common Business need– Statewide ROI– Availability of funding

Conflicting priorities will be discussed with the HR/Payroll Enterprise Strategies Committee.

Agencies will work collaboratively when seeking funding.

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Staffing

The State will ensure all employees receive the basic training necessary to operate the IT systems necessary to support their business functions.

We will not initiate a project unless the appropriate staffing is available to support it.

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Change Management

We will support change management practices in order to ensure successful system deployment.– We will ensure all stakeholders are aware of how development and

implementation of the HR/Payroll system will involve/affect their lives.

– We will properly communicate change well in advance.– We will clearly articulate the benefits of change.– We will clearly define and communicate roles and responsibilities of

HR/Payroll project stakeholders.– We will give stakeholders an opportunity to provide the HR/Payroll

project team members with feedback throughout project implementation.

– We will ensure Agency leaders are actively engaged in the change management process.

We will facilitate stakeholder input and feedback through our governance processes.

Enterprise Architecture

Developing Enterprise Implementation Strategies

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Enterprise Implementation Strategies

We will identify our community’s common goals and requirements. We will implement a formalized process to ensure our

collaboration leads to active decision-making (e.g., expand governance framework).

Establish project governance that ensures timely decision-making while taking into consideration staff input.

Develop a business driven technical architecture that establishes compatibility standards.

Identify shared application services that can be leveraged by the core system and interfacing applications.

Design data logically to support a single customer based system. Focus business application design on providing customer centric

self-service. Implement a single sign-on for State systems.

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Enterprise Implementation Strategies

Develop a budget allocation process that ensures all Agencies have the funding necessary to support HR/Payroll implementation and maintenance.

Establish State enterprise mechanisms to govern and fund the development of new services that address business and technical needs (includes R&D money).

Conduct a skills assessment of individuals involved with the HR/Payroll system to determine the training needed to support it.

Develop and implement a change management program that ensures customer buy-in and use of the new HR/Payroll system.

Develop communication mechanisms to ensure stakeholders are provided with timely and clear communication regarding changes (their impacts and benefits).

Enterprise Architecture

Operating Under an Enterprise Framework

• Identify activities and tasks• Identify milestones and expected results• Understand current activities and tasks

underway• Discuss priorities

• Discuss tracking and reporting • Identify critical success factors

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Activities and Tasks

What do we need to do first

What is underway currently

How do we prioritize

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Tracking and Reporting

Who will be responsible to share:- what - with whom - when

Discussion on being outcome focused in reporting

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Next Steps

How do we get the business leaders to recognize us as leaders too?

Community of Interest HR/Payroll

State CIO next steps