A passage from the well known children's story, Alice in Wonderland:

“One day Alice came to a fork in the road and saw a Cheshire cat in a tree. Which road do I take? she asked. Where do you want to go? was his response. I don't know, Alice answered. Then, said the cat, it doesn't matter.” —Lewis Carroll

Today’s Agenda

o Defineo Explaino Relateo Clarifyo Discuss

Enterprise Architecture

Gartner defines Enterprise Architecture as:

“The process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enabling its evolution.”

Concatenate Webster's definitions for Enterprise + Architecture:

"The art or science of designing and constructing undertakings, especially bold or difficult ones, and of the readiness to be involved in them; the style of such undertakings."

Definition

How do we drive change and enable the evolution of the enterprise?

“The process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enabling its evolution.”

Business

Impact

VisionStrategy

PrinciplesModels

Communication

Future State

EA Plans for change over Time….

and enables Business Evolution

CurrentState Planned Change … Evolution

Some Business BenefitsEncourages Strategic Planning

o Aligns BTS projects and investments with business strategy.o Requires ‘look ahead’ thinking. What will differentiate us?o Focus on top-line growth initiatives.

Fosters Innovationo Asks the questions: “What’s next?”, “What could be better?”o Challenges the status quo. Encourages ‘out of the box’ thinking.o Manages and communicates through the innovation process.

Demands Standardizationo Reuse what works well. o Reduce disparity and complexity.o Reduce operational costs savings to the bottom line.

Mitigates Risko Common systems and platforms. Simplicity, not complexity.o Best practices and plan ahead thinking.

Strategy Planning Execution

Governance

EA Activity AreasWho do we want to be? - Our VisionHow will we achieve ___? - Our StrategyWhat is important to us? - Our Principles

What can we already do? - Our Capabilities & ModelsHow will we get there? - Our RoadmapsDo our ideas work? - Our Proofs of Concept

How do we solve a challenge? - Our SolutionsWhat is the business value? - Our Business CasesHow will we get it done? - Our Projects

Do we already have something? - Our CapabilitiesWhat is the risk with ____? - Governance Board ReviewIs there a standard for this? - Our Standards

Strategy Planning Execution

Governance

Stra

tegy

BTS team moves with direction and intent, i.e. they are moving together in a direction.Long-term objectives are shared and socialized throughout the global team.Team is aware of tenets and underlying BTS & business drivers; they know the ‘why’.Architectures evolve from similar starting ground and foundation.

BTS behavior appears random and uncoordinated and is often ineffective.Team members not sure of long term objectives and direction.Unshared principles lead to architectures & team actions that are divergent from start.Team members are not aware of underlying drivers\tenets; “Why?”.

Team and individual actions are aligned with whatever the perceived goals & priorities are the local or individual level.Scarce resources are not utilized effectively; at times in contradiction to business goals.Team members are not clear on how their efforts impact the global enterprise; collaboration is difficult or ineffective.Global team alignment virtually impossible.

With effective strategy… Without…

Visi

on &

Prin

cipl

es

BTS team operates with shared set of global goals that support BTS & business strategy.BTS resources are utilized to directly support business goals & strategy.Global BTS team has a stronger sense of shared purpose; collaboration increases.PMO has a method to prioritize projects; implement what supports business goals.BTS team is aligned and laser focused.

This just seemed funny!

Planning Strategy Execution

Governance

Capa

bilit

yRo

adm

apPo

C

We have an inventory of business process and system capability and their relationships.We know where the gaps in capability are.We know where there is duplication.We use this information in strategic planning

BTS is encouraged to innovate and share what they normally do ‘under the radar’.‘Pet projects’ are measured and governed so they are culled or promoted as warranted. Helps with effective resource utilization.We are aware of potential risks.

We don’t have foundational awareness of business process and system capability.We don’t understand how our global app portfolio supports business strategy.We can’t effectively optimize or plan.

Some BTS team members afraid to innovate.Some BTS teams and members hide their innovative activity and we miss out on good opportunity – or – we waste resources.Enterprise risk in increased as we are unaware at an early stage of potential issues.

We can effectively plan and communicate the path from ‘as-is’ to our future-state.Team members understand where we are, where we want to go, and how to get there.Resource plans & budget are more accurate.

We may know where we want to go, but most team members don’t know how to get there. Frustration ensues. There is no plan.Resource planning & budgeting is difficult.No easy way to communicate our plans.

With effective planning… Without…

Strategy Planning

Execution Governance

Solu

tions

B

iz C

ases

P

roje

cts Requirements are gathered from business

process owners and used to create effective solutions that maps perfectly to business need. BTS understands business & strategy.Solutions architecture takes into account existing capability, standards, principles and strategy to create solutions that are aligned.Business cases describe the need and how the proposed solution solves the business challenge in a manner that adds value and is aligned with business strategy; also that it is architecturally compliant.Approved projects are implemented with PMO and architectural oversight to ensure alignment with project goals and architectural compliance.

Solutions are implemented that do not match business requirements or strategy.Solutions are implemented that don’t adhere to architectural standards and principles.Solutions are implemented that introduce redundancy into the application portfolio.Solutions are implemented that introduce new unapproved vendors and technologies into the landscape.Solutions are implemented that introduce risk into the landscape.Total cost of ownership increases for the application and IT landscape.Application and data integration is not considered during design phase and is difficult to address in later stages.

With effective solution architecture… Without…

Strategy PlanningExecution – Projects Governance

Strategy Planning

GovernanceG

over

nanc

e &

Sta

ndar

ds

Other BTS processes are linked with architecture; e.g. PMO & Change Control.Standards & principles are enforced, ensuring their integrity and usefulness.Projects are reviewed for architectural impact. Exceptions are approved and documented.New technologies & applications are reviewed and their impact on existing landscape is evaluated and understood.Costs are lower as there is less diversity and duplication within the global landscape.Risk is lower (as above).Service delivery effectiveness is improved as focus is on delivering ‘above the line’; not focused on standardized infrastructure.Enterprise economy of scale is easier goal.Answers “how does this fit the enterprise?”.

Change control & PMO (and other) processes allow architectural deviation.Standards are not enforced, in effect relegating them to mere ‘suggestions’.Projects and other initiatives introduce new unapproved technologies & apps.Increased diversity and duplication within the IT landscape dramatically increases cost and risk.Engineers, project managers, service delivery staff and others waste time, energy and focus on items that should be standardized.Economies of scale are never reached as there are numerous islands of duplicated or similar IT portfolio assets.Teams & business units feel free to implement whatever suits them, without considering the enterprise context.

With effective governance… Without…

Execution

Enterprise Architecture

Business & Technology Leadership

Roadmaps

Mission,Vision,Core Values

BusinessStrategy

BTSStrategy

BTSPrinciples

BusinessStrategyBTSVision

WhitePapers & Positions

Proofs ofConcept

CapabilityMaps

ReferenceArchitecture

Projects

Solutions

BusinessCases

Standards

Biz Drivers Strategize Plan Execute

Govern

EA Activities Map

Strategy Planning Execution

Governance

Strategic Planning Process

Capability Mapping

InnovatingTest Concepts

Modeling

EducatingInforming

Road Mapping

Budgeting Standards

SolutionsDevelopment

Biz CaseDevelop

Project & Program Management

ServiceDelivery

BTS Operations

SolutionsArchitecture

EnterpriseArchitecture

RequirementsShareVision

IdentifyPrinciples

CreateStrategy

SocializeCommunicate

Enterprise Architecture:

Impacts the business by translating business strategy into actions (projects) that drive change and evolve the enterprise.Plans the path from an ‘as-is’ state to a desired future state. Identifies solutions that solve business challenges.Understands & communicates business and system capability, and the relationships between them.Aligns IT investment with business and technology strategy.Helps to create and maintain standards. Reduces redundancy.Multi-domain :: Business, Data, System, Technical :: Solution.Encourages innovation, collaboration, communication.Elicits strategic thinking and ‘plan first, then execute’ culture.Is an integral part of delivering IT services to the business.

Let’s Review

Enterprise Architecture is NOT:

An ‘IT Thing’.A destination. An end-state goal.Documenting the ‘current state’.Visio drawings.Focused on technology!

E.g. servers, networks & data centers.Bureaucratic.A method of control. A roadblock. An impediment.Focused on creating artifacts & documentation.The domain & responsibility of just a few.Complicated, technical, confusing.

What it is NOT