enterprise architecture, project management & digital transformation

Enterprise Architecture, Project Management & Business Transformation

Riaz A. Khan, BSc (Hons.) CS, TOGAF, ITAC-M

Instructor, Course Designer, Faculty Advisor

Practice Leader, Enterprise Architecture

Today’s FailuresWhat’s the problemDigital & TransformationEnterprise ArchitectureProject ManagementBest Practices for integration

Agenda

A bit about me

Dec ‘07 - Certified as a Open Group Master ITA & Appointed to the IBM ITA Profession Board

Dec ’13 Appointed as Instructor of Enterprise Architecture, University of TorontoProvided architecture consulting to senior executives across North AmericaVP & CA of Sears Canada – Enterprise Transformation Currently building out EY’s Enterprise Architecture capabilities in Canada.

Hons. Software Engineering/Computer Science Degree – University of Toronto

“Everybody has a plan before they get punched in the face”- Mike Tyson

SocialMobileAnalyticsCloudIoT

LOSERS

Transformation through Innovation is imperative if you are going to survive in the new Digital world

Technology shifts, alternative business models, and customer experience? Who’s Job is it?

Winners

Nike has made the transition with a move to Social Media and Digital Technologies like NikeID

Disney has made a strong transition to the Digital world

Ideas, products, services, money, relationships are crossing the globe at the speed of light.

What is Digital Transformation?

digital business transformation

customer experience

digitisation

“Anytime, anywhere access”“Create seamless experiences along the customer journey”

“Drive proactive customer acquisition”

“Drive digitally enabled customer engagement”

“Enhance cross sell ”

“Develop deep insight into customer behaviour”

“Deliver hyper personalised customer experience”

“Drive digital adoption across customer base”

“Digitise ‘channel to fulfilment’ through Business Service Redesign”

“Drive simplification and straight through processing”

“Deploy new way of working in Operations and IT”

value

customer delight, acquisition & retention reduced cost to serve & cycle time

CUSTOMER JOURNEY ENGINEERING

focused on shaping, designing and engineering delightful customer experience

will be anchored around key themesdelivering superior customer experience through technology enabled differentiation

digitally connect customers, employees, assets, suppliers and partners in real time irrespective of location

rapid fulfilment of customer and employee needs through adoption of straight-through processing and paperless operation

leverage network of partnerships and offer relevant products / services linked to customer life cycle and goals

insight driven actions, interactions and

decisions based on sound understanding

of customer behaviour, journey and goals

true multi-speed IT capable to flex and

deliver rapid business change and innovation, maintaining operational

and portfolio controls

future-proof technology infrastructure to ensure business agility, scalability, rapid provisioning and state of the art security

1990 1995 2000 2005 2010 2015

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Customer Journey Design ModelO

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Copyright © The Open Group 2015

Tmforum Customer Journey Reference Model

ARMU Average Revenue per market

ARPU Average Revenue per user

Cart Abandonment rate The loss of conversion of user journey end goal that

is not complete Churn

The rate of loss of customers from a service Click through rate

Percentage of user visit to next stage evaluation Conversion rate

The percentage of user activity that achieved the user journey outcome goal, for example, purchased the product in store.

Confidence Level level of percentage confidence limit probability

accuracy of location data point Latency

The speed of IOT response protocol e.g. Bluetooth LE 6 ms

Digital KPIs Location-based Attribution

The ability to ascribe a cause or effect from or to a location. Is able to be measured and attributed typically to a sale or an influencer that moved a customer from one stage to the next in a customer journey.

Net Promoter Score NPS A measure of the level of traffic movement towards a

brand or web site or touch point

Open Rate The percentage of user that accessed the product or

service from an event trigger, for example from a advert or email prompt.

Reoccurring Revenue Rate (RRR) Often taken as an average, it is is the level of repeat

business revenue from a user and or service, typically as a subscription

User Cadence (usage rate) The frequency a Touchpoint is activated

Valency index A measure of the attractiveness of a touch point

cluster driving convergence to it

Business Architecture for Business Transformation

A blueprint for the businessWould you build a skyscraper without a complete architecture?

• Implementing a business transformation without an architecture is like building a skyscraper without plans.– You need specific models such as the floor

plans, electrical, plumbing, and HVAC schematics

– You need the models that show what the finished product will look like and how it will fit with its surroundings

• The business architecture ties the strategies, goals, and objectives of the organization to the systems and solutions that provide for them

Business modelOperating model

Capability modelIT architectures

Business Architecture for Business Transformation

An architecture provides clear benefitsA look at two examples approaching the same business problem

Without an architecture, projects and solutions become entangled, leading to:• Long, arduous, drawn out projects with no clear

end date or success criteria• Redundant, expensive systems and processes• Insufficient requirements traceability• Overly complex integrations and higher long

term maintenance cost• A “worn out” business that has no appetite for

change

Architecture-based execution, on the other hand:• Options and opportunities prioritized based on

business value and outcomes• Efficient, streamlined business processes

supported by data and applications with appropriate governance

• Traceability of solution components to business requirements and originating goals and objectives

• Targeted integrations using effective, repeatable patterns

Examples of aggregate spend reporting solutions from pharmaceutical industry

Leadership

It is clear – strong executive leadership, a clear objective and timeframe, and individual metric alignment are the key factors for success

Success demonstration Metric alignment & accountability definition Delivery & engagement

► There is a direct correlation between successful initiatives and executive sponsorship – in each case the initiative has been led by a C-level executive

► Furthermore these initiatives have been led by a single person as opposed to a team of people

► In cases where leadership has changed regularly or been passed from one role to another, the initiative has not enjoyed as much success

► Initiatives that clearly articulate the end-game are successful

► In each case where the initiative has been successful, the business architecture team has had a clear way to demonstrate success through the achievement of agreed outcomes with key stakeholders

► Teams that do not articulate how they will measure or demonstrate success are not considered as valuable

► Celebrating success is also a characteristic of better teams

► Success is this space involves articulating who is accountable for what across three areas:► Business architecture team

– defining what this team will do and what is responsible for

► Other teams and professions – specifically how the business architecture team will interact with them

► Individual metric alignment – specifically how individual roles and rewards will align to the (new) objective

► Successful business architecture delivers across shorter timeframes and communicates outcomes and status regularly

► It becomes the fulcrum around which other professions pivot, pulling in expertise as needed

► Use qualified and experienced professionals. Programs that use subject matter experts in place of architecture professionals have a much higher rate of failure than those who use both correctly

How to get it right: success criteriaGetting it right isn’t easy and requires qualified professionals

Despite different industries, geographies and business models some common themes have emerged within organizations to ensure successful business architecture initiatives

Enterprise Architecture & the Enterprise

Enterprise Strategy

Fire and hope!

Enterprise Architecture

Business Operating Environmentand IT Infrastructure

TransitionPlanning

Group IT Arc hitecture Defin itio n

Infrastructure Design & Planning

Establ ish IT Competency Centre

End U ser Infrastructure Upg rade

Inter-compan y WAN (imp le.)

Outso urce New Core systems

Outso urce Helpdesk and Deskto p

Outso urce netwo rk

Outsourcing Initiat ives

Competency Centre Initiatives

Ele ctronic Service Delivery

Data Wareho us e

Customer Service Centre

Re cog nise an d re po rt pro ble m

Dia gno se prob lem

Es cala te pro blem

An alys e prob lem

Log Pr oble m

Clo se p ro blem

Upd ate cus tom er

R esol ve prob lem

Byp ass and /or fix

Co nfig. Man ag eme nt

Ope rat ions Man ag eme nt

Cha ng e Man ag eme nt

Ca ll ma na gem en t

Ope rat ions man ag eme nt

Upd ate cus tom er

Pe rf an d C apa cit y man ag eme nt

WAN in fra st ruc tur e

In tra ne t/M ail inf ra str uc tur e

C us to me r S er viceDa ta Wa re ho us e

Gr ap hi cal IS

B.U . B. U.

D oc um en t Ma na ge m en t

S ys te ms M an a gem e nt

Mi dd lew ar e

NET WOR K

Planning/Design Initiatives

Infrastructure Initiatives

OtherBus in ess Un it SystemsKiosk sTel emetry s ys te mset c

Ini tiatives focused on migrating to the new delivery envi ronmen t

Plan ning/ Desi gnInfra str uctureOu tsourcing

Ini tiatives focused on implementing the vision

Plan ning/ designIT Compet ency centre

Key Group Decision Points

ArchitectureGovernance

Bus Architecture IT Architecture

AEICorporate

YankeeGroup

SaturnGroup

YarnDivision

KnitsDivision

SenecaPlan t

RaleighPlan t

CashManagement

Shippi ng

Accou nt ing

Co mponen tDesi gn

Yarn Buying

Order E ntry

Comp onentSchedu ling

YarnDyei ng

Inven tory

AssortmentPlanning

ComponentKni tting

Tagging & Packing

Business StructureBusiness Locations

Classically, EA is the “planning” function between strategy formulation and delivery…

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Strategy

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Change Programs

Soln Outline Macro Design Micro Design Devt, etc.

Program ArchitectureGrou p I T Archi tect u re Def in it ion

Inf ra st ruc tu re De si gn & Pl an nin g

E st abl ish I T C ompet enc y C ent re

E nd User I nf rast ru ctu re U pgrade

I n ter-c ompany W AN (i mpl e.)

O ut sourc e Ne w C ore s ys t ems

O ut sourc e H elp desk and D eskt op

Ou t so urce net w ork

Ou tsou rci ng I ni ti at ive s

Co mp eten cy Cent re Ini ti at iv es

El ect ro ni c Servi ce D el i ve ry

Da t a Ware house

Cu st omer Se rvi ce C ent re

WAN in frast ructureIntrane t/Mai l infrast ructu reCust omer S erviceData Ware house

Gra phical IS

B.U. B.U.Docu men t Mana gem ent

Syst ems M anag ementMid dlewa re

N ET WO R K

Pla nnin g/ Desi gn Init i at iv es

I nf rast ruc ture I ni ti ati ves

Ot herB u s in es s U ni t

S y st emsK io s ksT e le met ry s ys te mse tc

In i ti at ive s f ocus ed on mi grat ing t o t he ne w de li very environ ment

P la n nin g /D es ig nIn fr a str uc tu re

O u ts ou rc in g

In i ti at ive s f ocus ed on im pl eme nti ng th e vis ion

P la n nin g /d es ig nIT Co m pe te n cy c e nt re

Key G rou p D ecisi on Poi nt s

Soln Outline Macro Design Micro Design Devt, etc.

Program ArchitectureG ro up IT A rc hi t ec ture D ef ini ti o n

I nf ras truct ure De sig n & Pl ann ing

Est abl ish IT Co mpe ten cy Cent re

En d User Inf rast ruc t ure Up grad e

Int er- compa ny WAN (i mp le. )

O ut so urc e N ew C ore s yst ems

O ut so urc e H el pdesk and D eskt op

O ut sourc e ne tw ork

O ut sourci ng I nit i ati ves

Com pet ency Cent re In it ia ti ves

E lect roni c S ervi ce De liv er y

D at a Wareho us e

C usto mer S ervi ce Ce ntre

WA N infra struct ureIntr anet/M ail inf rastruc tureCustom er S erviceDa ta Wa rehous e

Grap hical IS

B.U. B.U. Docu ment Mana gemen t

Syste ms M anage mentMidd lewa re

NE T WO R K

Plan nin g/ Desi gn In it i at ive s

Inf ra str uctu re I ni ti at iv es

O th erB u si ne s s U ni t S y st ems

K io s ksT el eme t ry s ys te mse tc

I ni t ia ti ves fo cuse d on mi grat i ng to t he new del ivery env ironme nt

P la nn in g /D es ig nIn fr as tr uc tu re

O u tso u rc in g

I ni t ia ti ves fo cuse d on i mpl emen tin g t he v isi on

P la nn in g /d es ig n

IT C o m pe te n cy c e nt re

Ke y Gr oup D ecisi on Po int s


= “the city plan”

System Design= “the buildings”

Strategy = “the city’s purpose & goals”Technology

AvailabilityBusiness

OpportunityBus Strategy IT Strategy

“Do the Right Things”

“Do the Right Things Right”

PROJECT MANAGEMENT CORE PROCESSES

Quality

Cost

Human Resources

Communication

Project Risk

Procurement

IntegrationScope

Schedule

Core Processes explained

Stakeholder Management

Making sure that people concerned with the project are continuously engaged and their expectations met.

Core Processes continued

Shared Industry Challenges

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The business will fund the EA functions it believes are delivering value and jettison the rest to partners and vendors The focus will be on the Business and Information layers in the Architecture domain stack because this is where EA has the most impact on the bottom line.

How to translate business and IT strategies into

execution?

Shared Industry Challenges

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For the PMO, the focus is on maturing strategic capabilities and implementing a more robust investment portfolio. Increase knowledge of Business and Information Architecture.

Deliver pragmatic and immediate benefits.

How to deliver projects that are pragmatic and

directly linked to realized value?

Industry Response – System IntegrationSoft skills and Business understanding Complete project metadataRudimentary inventory of IT assets and servicesLack technical knowledge of business information architectures.Inconsistent data and vocabulary to the business

Lack soft skillsLimited project metadata collected to begin to understand transformationComplete inventory of business and IT assets related across multiple portfoliosTechnical knowledge of business and information architecturesInconsistent data and vocabulary to the business

PPM(PMO)

EA

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EA vs PPMBusiness Expectations EA & PPM Challenges• Increase focus on Business

Value• Increase knowledge of

Business & Information Architecture

• More collaboration, less silos• Focus on prioritization• Focus on delivering pragmatic

& immediate benefits

• Must understand & translate business value into execution

• Soft skills are critical • Understand enterprise

strategic priorities• Architect for the business • Work differently

EA vs. PPMInterdependent Process

EA Role PPM Role

Strategy Ensures Business & IT Strategy align Supports Strategic Planning

Investment Influences investment decisions & IT budget formulation

Supports budget formulation process & monitors investments

Investment Support

Integral member of integrated project team developing business case & solution

Provides standards, tools, assists with scope, schedules, budget, risks & communications

Investment Review Process

Member of review process, project portfolio planning & review board which monitors portfolio & project performance against scope, schedule, costs, risks, etc.

Leads review process. Adds new projects to portfolios, monitors & reports demand, risks/issues & performance problems

Acquisition Oversight

Ensures IT acquisitions align with target architectures & Technology Standards lifecycle. Promotes RE-USE.Provides acquisition support (lab & governance process)

Supports development of acquisition package (alternative analysis, cost estimates, RFPs & selection plan.

EA vs. PPM

Current & TargetArchitecture


Business Strategy

Business Direction

Capability Planning

Portfolio Management

Structured Direction

Program Management

Project Management

Stra

tegy

Exe

cutio

n

Aligning PMO and EA Functions

Demand Management



Project Initiation

Project Planning Project Closure EA

Governance


ProjectExecution

Project Monitoring and

Control

Architecture Development

Implementation Governance

EAGovernance

1 2

3

4

5

6

1

2

3

4

5

6

Implementation Roadmap

Architecture Definition Document Implementation Roadmap

Updated EA Content Framework

Existing Capabilities Domain Expertise

Architecture Compliance Checks Step Outs

Updated EA Content Enhanced EA Practice

EA’s Specific Contribution to Portfolio Management

Initial PortfolioAssessment

Detailed Portfolio

Assessment

PortfolioPrioritization


1

1

2

Existing Capabilities Domain Expertise

Implementation RoadmapDomain Expertise

EnterpriseArchitecture

2

Demand Management


Project Initiation

Project Planning Project Closure

ProjectExecution

Project Monitoring and

Control

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Industry Response – System Intergation

PPMEAMS

BusinessSuccessful companies are beginning to integrate their systems.

Shuffling stewarded data back and forth between systems.

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Industry Response- System Integration Extend and integrate systems for a 360°view of Project and Architecture metadata

Extend EAMS to fully enable the execution of project data and

apply to applications

Extend PPM dimensions to include business capabilities and risk

• Common language/taxonomy - establish consistency.• Leverage system of record data and metrics to improve portfolio decisions, analysis &

execution.• Support integrated bi-directional use cases e.g., compliance, impact analysis, financial,

and demand management

Industry Response – System Integration

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Establish Integrated Premise – Systems of Record

Compliance

PPM EAMS

Industry Response

Portfolio and Resource

Management

Capability and Technology

Management

Strategy andInvestments

Products

Applicationsand Services

Projects

Technology

BusinessCapabilities

Independent solutions or Integrated into one portfolio.

Integrated Strategic Planning and Execution

Optimize Your

Resources

PPM EA

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Best Practice

Improve project selection decisions• Prioritize by determining which future business capability is

supported and align with strategy and architectures.

Improve strategic leverage of technology• Leverage technologies by linking to business outcomes.

Increase business value delivery• Reuse of reference models, patterns and technical standards

(assets).

Build a Case for Integration – Focused on Business Value Outcomes

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Best Practice

• Proposed Project/Business Cases• Project Dependencies Report• Project Fulfillment of EA Requirements• PPM/EA Governance Process• Project Design Reviews• PPM Training for EA staff

Ensure PPM Provides Key Deliverables to EA

Best Practice

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Actionable and Diagnostic Deliverables; • Enterprise context• Collaborative new project or project

change proposals: • Project architectural assessments• EA road maps • Project Waivers • EA training for PPM staff

Ensure EA Provides Key Deliverables to PPM

[email protected]

https://ca.linkedin.com/in/riazakhan

Riaz A. Khan

mailto:[email protected]