enterprise architecture: making it real
DESCRIPTION
Applying Change Management Discipline to Maximize EA ValueTRANSCRIPT
Enterprise Architecture: Making it RealApplying Change Management Discipline toMaximize EA Value
Robert AudetDiamond Management & Technology Consultants
October 7, 2008
No Pre-requisites for this presentation
Level: Intermediate
Introductions
Robert Audet
Principal for Diamond Management & Technology
Consultants
I have experience practicing Enterprise Architecture, as well as developing Enterprise Architecture organizations, processes, and
change management techniques
By the end of this session,
you should be able to
Understand the common pitfalls in establishing EA organizations and processes
Know how to approach common the problem of making EA real
Understand the importance of focusing your EA organization on the right problem
Recognize the value of piloting to rapidly establish credibility and capabilities
Weave change management practices into the fabric of your EA organization
3:15 PM Introduction
3:20 PM What Problem Are We Solving?
3:30 PM Approach for Solving Problem
4:00 PM Q&A
4:15 PM Wrap-up
Agenda
64.2% of IT Leaders and 53.7% of Business Leaders view EA as a top 3 priority1
We know that EA is valuable…
1 – Chris Curran & John Sviokla, “Digital IQ,” Diamond Management & Technology Consultants (2007), http://www.diamondconsultants.com/digitalIQ/.2 – Experio case study on IBM Patterns for e-business web site
IBM developed a set of best-
practices learned from its e-
business projects
Published as IBM’s Patterns
for E-Business
Utilized by Experio Solutions
as reference architectures for
e-business
Context and Approach2
60% reduction in architecture
design time
40% lower costs in systems
migration
Sharply reduced risk
associated with application and
infrastructure upgrade
Benefits Achieved
Large-scale failures common place
Not having the right focus from the start
Belief that „build it, and they will come‟ approach will work
Resistance to adopting EA capabilities from Business and IT
Delays in defining and rolling out EA capabilities
Competing priorities relegate EA to back burner
EA
Change
…, but realizing it is another matter
EA Services & Engagement
Standards & Reference
Architectures Re-use
Organizational Structure &
Role Definitions
EA Measurement
• New or revised delivery of EA services to projects
• Project-level solution development• Greater discipline and governance to
define and maintain standards
• Modified roles and responsibilities of EA staff
• Qualitative to data-driven decision-making
• Focus on strategic alignment
Components of EA Change
3:15 PM Introduction
3:20 PM What Problem Are We Solving?
3:30 PM Approach for Solving Problem
4:00 PM Q&A
4:15 PM Wrap-up
Agenda
Define Right Focus
Start Small & Pilot
Manage Knowledge
Gap
Apply Organizational Change Management Throughout
Making EA real starts
with having the right focus
Focus should be demand
and opportunity driven
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Boil the Ocean “Focus” Demand-Driven Focus
Creates services without clear linkage to business problem
Create set of processes that are not used
Burns out resources since focusing on too many things
Causes analysis paralysis
Exhausts EA budget rapidly
Aligns with business needs
Demonstrates value quickly
Applies EA in consumable fashion
Defines ongoing EA capabilities
Limits investment exposure
.vs
Demand-driven focus should
aim to solve business problems
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Companies that start with a strategic vision and understanding of their business needs,
realize positive outcomes almost
twofold over those companies that have no strategic vision or
business needs clarity3
Vision
Goals
Roadmap
Objectives
Metrics
Capabilities
3 – Chris Curran & John Sviokla, “Digital IQ,” Diamond Management & Technology Consultants (2007), http://www.diamondconsultants.com/digitalIQ/.
Defining, enabling and proving EA
capabilities should be iterative
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Identify Need
Rollout
En
ab
le
Prove
Ite
rate
Demand-driven Approach• Avoid a framework-driven approach (e.g., TOGAF, Zachman, etc.) that can result in analysis paralysis and enablement challenges
• Find a business problem, latch onto it and define EA capabilities to address problem
• Enable the EA capabilities locally and prove they provide value
• Learn and iterate based on enablement
• Expand EA capability reach by rolling out to other parts of organization
Start small, pilot,
iterate, learn & expand
Organizational Reach
Tim
e
EA Capability Rollout Model
Pilot (1 project)
Ne
ar
Te
rmLo
ng
Te
rm
EnterpriseProject
• Starts small and selects a program / project with EA challenges to rapidly put new model into action
• Iterates EA capabilities during piloting efforts before rolling out to next layer of IT
• Builds early credibility by demonstrating quick results
• Establishes platform and allows for incorporation of key lessons learned to facilitate rollout to other areas
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Rollout of capabilities has been
limited by the knowledge gap
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
• EA organizations possess vast architecture knowledge
• Growing need to manage EA change
• EA lost in translation when conversing with business partners
• Service-based IT operating models demand more than just hardcore IT skills
• Heavy focus on pure architecture loses human touch
• Limited adoption of EA capabilities
• EA lost in translation when conversing with business partners
• Credibility suffers from not effectively serving the customer
Situation Implications
Making the EA machine work
is about bridging this gap
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Core Architecture Knowledge
OCM
Relationship Management
1
23
• Establishes rapport with EA customer
• Translates business needs into EA needs and visa versa
• Understands business problems
• Ensures strategic alignment
• Applies deep architecture knowledge
• Understands appropriate solution patterns
• Applies techniques to address “human” side of EA
• Actively manages and interacts with stakeholders
1
2
3
OCM is oftentimes ignored when
rolling out EA organizations
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Start early, and understand the scope the changes (e.g., new EA processes, metrics, roles and responsibilities)
Establish appropriate funding to incorporate change management expertise
Don‟t eat the elephant all at once
Divide the enterprise into manageable domains
Blueprint each one in succession
"If you had the chance to do a past [EA] project again, what
would you do differently?”
The most common response from 327 project leaders, consultants and managers
was…?
"Utilize an effective and planned
change management program.“4
4 – Source: Change Management Learning Center
Managing EA change minimizes the
length and breadth of the change dip
The “Change” Cycle
Start End
Pe
rfo
rma
nce
& M
oti
va
tio
n
Initiative Timeline
-
+
Despair
UninformedOptimism
Immobilizationand Denial
Anger
Bargaining
Informed Pessimism
Testing
Hopeful Realism
Acceptance
Informed Optimism
Initiative Completion
ContinuousImprovement
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
While EA has its idiosyncrasies, an
EA program needs to nail the basics
1
Awareness of the need for change
• Identify business problem already receiving publicity
Desire to participate and support the change
2
• Apply EA to problem, demonstrate value & inherently create advocates
Knowledge on How to Change
3
• Train Enterprise Architects by doing EA, and expand through mentors & more formal training
Reinforcement to sustain the change5
• Measure, measure, measure EA value generation
Ability to implement required skills and behaviors
• Look for new sources for OCM and Relationship Management skill such as Business Analysts
4
Change Management
Lifecycle5
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
5 – Source: Change Management Learning Center
Identify stakeholders groups and stakeholders early on
Actively manage stakeholders from start to finish (they are your customers)
Establish a communication plan and communicate frequently
Solicit feedback on regular basis to recalibrate strategy, approach and EA organization to better service stakeholders
Realize early on that many Enterprise Architecture organizations need soft and OCM skills
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Other considerations
when mobilizing EA organizations
In-flight EA organizations should
assess current approach
Mobilize Reinforce
At Risk, Right Focus On Target
Serious Risk of
Failure
At Risk, Wrong
Focus
Recovery / Re-Start Re-Focus
Level of Change
Management
Discipline
Focus
Low
Build It,
They
Will
Come
Demand
Driven
High
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Key take-away points to consider
when launching an EA organization
Define Right Focus
Start Small &
Pilot
Manage Knowle
dge Gap
Apply Organizational
Change Management Throughout
Establish right focus up-front that aligns with real business problems
Start small, pilot, iterate, learn and expand
Equip existing staff with necessary skills, and seek external expertisewhere needed
Adopt OCM from start to finish; don‟t short change this dimension
Assess your organization to determine if course corrective changes are needed