enterprise architecture platform for connected government practice & innovation
Post on 21-Oct-2014
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Enterprise Architecture platform for connected government Practice & Innovation by PaulTRANSCRIPT
Enterprise Architecture
Platform for connected government practice & Innovation
• Understanding EA• Structuring an
Architect Organization
• Exploring Frameworks and Methodologies
Session Overview
Topic 1:Understanding EAEnterprise Architecture is Business Value
Topic:
What is EA
n We must differentiate between
n An Enterprise ARCHITECTURE
n An Enterprise ARCHITECT
n Enterprise Architecture models and documents
1. The technology strategy
2. Aspects of the overall business
n Enterprise Architects
1. Own the technology strategy
2. Participate in business strategy (as equals)
Topic:
Architecture and ‘The Business”
n Architecture is traditionally an IT group
n We have allowed IT to function as a business unitn Valuation techniques
n Technology led business transformation
n This allows us entry into more traditional aspects of strategic planning
n WARNING: Lose your technology capability and you lose your core value proposition
Topic:
The Two Parts of Government EAn Internal to
Governmentn Technology Strategy for
Government
n Models and Deliverables
n People and Skills
n External to Governmentn Educationn Career Growth and
Supportn Job Marketn Country Competitive
Advantage
Topic:
Internal to Government
n Government has a massive impact on architecture practicen Government internal standards drive vendor capabilities
n Vendors hire and train the largest number of architects
n Government job descriptions may be codified into law
Topic:
Government and Professions
n Government may stimulate the new architecture economyn Education programs through secondary and university
n Corporate competitive advantage
n Jobs
n Service based growth internal and external to the country
n Tools and product marketplace
n Liability and responsibility
Topic:
Constituent Value Most Important in Governmentsn In the public sector technology must generate
constituent (citizen, member, etc) value
n Constituent value is a measurable quantity of improvement of some variable important to an individual or group
n Example: Voting machines make voting easier by a specific amount
Topic 2:Structuring an Architect OrganizationHow You Build a Successful Architecture Organization
Topic:
Aspects of a Complete Enterprise Architecturen A great enterprise architecture will possess two
componentsn Architecture Principles – the ethos and people
n Architecture Components – the structure and deliverables
n Combining BOTH is the only way to succedd
Topic:
The Principles of Architecture
Topic:
The Components of Architecture
Architect Deployment Prototype
EnterpriseFinance Sales LOB IT
Business Capability
Data Center
Software Architect
SoftwareArchitect
SoftwareArchitect
BusinessArchitects
InformationArchitects
Infrastructure
Architects
EnterpriseArchitects
Unique Skill Set
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Foundation Body of Knowledge
Software Architecture
InfrastructureArchitecture
BusinessArchitecture
Enterprise Architecture
Business Technology StrategyIT EnvironmentQuality AttributesHuman DynamicsDesign
Information Architecture
Architect Career Path
Iasa Engagement Model
n The engagement model describes all ways architects touch a business or customer.
n It determines the success or failure of an architect team.
n It includes:1. Setting goals of the architecture team
2. Selecting appropriate terms/definitions/PAREs (Publicly Accessible Resource Elements such as TOGAF)
3. Structuring architecture roles and processes
4. Tracking and communicating success/failure
5. Iteration of successes
6. Growing goals
Engagement Is
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Every way architecture touches a business
BadorGood
Iasa Engagement Model
n Engagement is not abstract, it is about contribution to shareholder value
n It includes all conversations/decisions that impact technology strategy
n It is similar to the way finance engages a business/customer
n It may be run top-down, bottom-up, or middle-out
Engagement Maturity Model
n Assess your organization against value delivery
n Ensure you architects are functioning as a team
n Grow your program through stable phases of architecture
n 4 levelsn Nonen Repeatablen Definedn Sustained
Maturity Categories
Engagement Shareholder Investment
Shareholder Value
Technology Costs
Technology Value
Architect interaction with enterprise. Specialization and activity adoption.
Shareholder awareness and active investment in technology as a profit center.
Level of shareholder value created.
Cost of maintenance and new development including all elements related to Technology Value.
The calculation, amounts and reporting of technology contribution to shareholder value.
Project & Program Success
Strategy Integration
Partner Ecosystem
Org Satisfaction
Governance
The methodology by which projects are measured for success and the relationship to technology value.
The amount of inclusion of architecture and IT in strategy planning and delivery.
The amount and type of inclusion in technology in partner value and integration.
Organizational awareness and rating of technology support of business objectives and direct support of their roles.
The ongoing management of execution against strategic goals.
Topic 3:Exploring Frameworks and MethodologiesLesson 2: Implementing Frameworks For Your Organization
Topic: Exploring Frameworks and Methodologies
Topic: Exploring Frameworks and MethodologiesWhen there is no clear winner, you have two choices:
n Adopt the closest “standard” framework and methodology
n Adopt a hybrid approach to create your own
Topic: Exploring Frameworks and Methodologies
Topic: Exploring Frameworks and MethodologiesRate criterion using a one-to-four rating system
Topic: Exploring Frameworks and Methodologies
n Antipatterns:n Adopting a framework and methodology because its industry
standardn Architects not understanding the similarities in both elements
and components across various frameworks and methodologies. The need to contrast and compare.
n Pick just what you want out of the framework ignoring the reset.n Using status quo thinking in selecting frameworks and
methodologies and their elements/components.n Not collecting the “as-is” state of what is currently in use.
Topic: Exploring Frameworks and Methodologies Learning assessment
n List some core elements across most enterprise-level architecture frameworks.
n List some core elements across most enterprise-level architecture methodologies.
n What do frameworks and methodologies commonly provide at the following levels:n Businessn Enterprise Architecturen Project/SDLCn Operationsn Maturity
n How do frameworks and methodologies commonly differ at the following levels:n Businessn Enterprise Architecturen Project/SDLCn Operationsn Maturity
n Why is the Architects’ understanding of the business requirements necessary for selecting a framework and methodology?
n Explain a framework and methodology’s “usability”?
Topic:Determine the Best Adoption Approach
When there is no clear winner, you have two choices:
n Adopt the closest “standard” framework and methodology
n Adopt a hybrid approach to create your own
Topic:Determine the Best Adoption ApproachStandard framework and methodologies - benefits:
n It is simple and iterative
n Usability and adoption constantly evaluated
n Customization held to minimum; closer alignment to the “standard” with reduced cost
n Being “standard” means there are more resources and tools available
n Individuals learn harvested best practices and methods fostering new thinking rather than applying status quo thought; increases innovation.
n A full rest is a real possibility even with a hybrid approach
Topic:Determine the Best Adoption ApproachHybrid framework and methodologies - benefits:
n There is often better usability and adoption as the framework and methodology is customized to the Organization’s culture
n Often the Organization current taxonomy can be incorporated to reduce confusing and re-training
n The framework and methodology is made up of best-of-breed elements and components selected to specifically meet the Organizations and Practices requirements.
n Depending of the Organization and industry there may be some advantage in this being “our own framework and methodology”
Topic:Determine the Best Adoption Approach
Once you choose:
n Determine which elements and components will be implemented first
n Determine order of implementation to allow phasing
Topic:Determine the Best Adoption Approach
n Antipatterns:n Allow a culture of distrust between the technology and business
folks and between the delivery and architecture teams. n Commit only at a single level of the organization
n Frameworks and methodologies cannot solve people problems
n They can only provide a context in which those problems can be solved.