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Re-Chartering Enterprise ArchitectureFocusing on Business Outcomes

Cary Brown

Director, Enterprise Architecture

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Molina Healthcare OverviewWhat Molina does and how EA is structured

Approach to Re-Chartering EACompetencies, Goals, and Services

Leveraging Troux EPMStandards, Governance, & Roadmaps

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2

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Agenda

About Me

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Bio

Cary Brown – Director, Enterprise Architecture

‣ Professionally active in Healthcare & IT for over 15 years

‣ Worked for Healthcare & IT companies, development,

startups and Fortune 500 organizations.

‣ Focused on Enterprise Architecture for 6 Years

‣ Founding board member of the San Antonio HIMSS

Healthcare IT group focused on providing better health

through Information Technology.

‣ My third Troux Worldwide Conference

linkedin.com/in/carybrown

1.9 million members

1. As of August 1 ‘13, New Mexico membership increased to 172K members due to the acquisition of the Lovelace state contract

2. As of September 1 ’13, Illinois health plan began serving ABD members

3. South Carolina health plan is expected to begin serving South Carolina Medicaid members starting January 1 ‘14, as a result of the South Carolina Solutions asset acquisition

Molina Business SnapshotOur Markets 4Q 2013

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Approach to Re-Chartering EA

Enterprise Architecture Team 1.0

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Operationally focused and very tactical

Previous EA Organization CTO 1.0

‣ Primary Focus on IT

Driven Projects

‣ Services Loosely

Defined

‣ Technically strong

‣ Variety of Architect

roles

Enterprise Architecture Alignment

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How can we align ourselves to better support business outcomes?

Business

Outcomes

Enterprise

Architecture

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“Everyone has a STRATEGY right up until they get PUNCHED in the FACE”

- Mike Tyson

Re-Chartering Enterprise Architecture

STRATEGY

‣ Define how EA fits within the organization

‣ Identify complementary EA services to meet

business challenges

‣ Organize EA for business engagement

‣ Identify and deliver business outcomes

through Standards, Governance & Roadmaps

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Making EA Stick

Enterprise Architecture Engagement

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Supporting how the business works

Solution

Development

Business

Planning

Operations

Management

Enterprise

Architecture

Portfolio / Project

Management

Business

DirectionArchitectural

Governance

Structured

Direction

Delivers

Runs the

Business

Capability Planning

Project Management

Governance

Open Group Reference: http://pubs.opengroup.org/architecture/togaf9-doc/arch/chap06.html

Defining EA Services

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Discovering Business Challenges

Business

Planning

Operational

Management

Enterprise Architecture

Project Portfolio

Management

Solution

Development

Defining EA Services

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Discovering Business Challenges

Business

Planning

Operational

Management

Enterprise Architecture

Project Portfolio

Management

Solution

Development

Describe the

business and how

IT aligns

Reigning in costs

of new

technology

across the

enterprise

Knowing when and

how to engage EA

in projects

Too much

distributed

technology in

portfolio

Defining EA Services

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Discovering Business Challenges

Business

Planning

Operational

Management

Enterprise Architecture

Project Portfolio

Management

Solution

Development

Describe the

business and how

IT aligns

Reigning in costs

of new

technology

across the

enterprise

Knowing when and

how to engage EA

in projects

Too much

distributed

technology in

portfolio

Business Outcomes

Reduce Project

Risk

Increased Portfolio

Reuse

Quality

Improvement

Improved Service

Delivery

Enterprise Architecture Services

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Two primary groupings of Enterprise Architecture Services

Overlap• Future State Planning and

Roadmapping

• Governance and Standard

Setting

• Ideation and New Technology

Evaluation.

• Solution Design and

Facilitation

Strategic Tactical

Strategic

ServicesTactical

Services

Enterprise Architecture Services

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Refined list of EA Services and Competencies

Future State

Planning &

Roadmaps

‣ Strategic Planning &

Consulting

‣ Enterprise Planning

‣ Roadmaps

‣ Consulting Services

Governance

and Standard

Setting

‣ Governance

‣ Project

‣ Standards

‣ Architecture

‣ Information

‣ Technology Portfolio

Management

Technology

Evaluations

‣ Architecture

Documentation

‣ Modeling and Design

‣ Project and Initiative

Engagement

Solution

Design &

Facilitation

‣ New Technology

Evaluation

‣ Technology Pilot

Management

‣ Proof of Concept

Management

‣ Procurement

Rationalization

Strategic Tactical

Enterprise Architecture Services

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Refined list of EA Services and Competencies

Future State

Planning &

Roadmaps

‣ Strategic Planning &

Consulting

‣ Enterprise Planning

‣ Roadmaps

‣ Consulting Services

Governance

and Standard

Setting

‣ Governance

‣ Project

‣ Standards

‣ Architecture

‣ Information

‣ Technology Portfolio

Management

Technology

Evaluations

‣ Architecture

Documentation

‣ Modeling and Design

‣ Project and Initiative

Engagement

Solution

Design &

Facilitation

‣ New Technology

Evaluation

‣ Technology Pilot

Management

‣ Proof of Concept

Management

‣ Procurement

Rationalization

Strategic Tactical

Troux

Capability Maps

Custom Roadmaps

Governance &

Rationalization

Roadmaps &

Standards

Standards &

Ref. Architectures

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Organizing Around Business & ITEngaging Business and IT

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%Percentage of technologies in our enterprise portfolio that support the delivery of a given

Business Capability

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82%Percentage of applications in our application portfolio that support the delivery of:

Managed CareFiscal AgentMedicaid Management

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10%Percentage of applications in our enterprise application portfolio that support the delivery of

Corporate Shared Services

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7%Percentage of applications in our application portfolio that support the delivery of

Direct Care Delivery

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96%Percentage of applications in application portfolio that support the delivery of

Managed CareMedicaid ManagementCorporate Shared ServicesDirect Care Delivery

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100%Percentage of all core capabilities depending heavily on the management of information

Information Management

Focus on Core Business Capabilities

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EA positioned to engage the business

1

2

3

4

HealthcareManaged Care

(MCO, MMS)

Direct Care Delivery

(Clinics, Hospital)

ArchitectureStrategy

Standardization

Reference Architectures

Roadmaps

Etc…

CorporateInformation Technology

Human Resources

Finance

Legal

Etc…

InformationAnalytics

Big Data

Data Strategy

Information Management

CorporateInformation Technology

Human Resources

Finance

Legal

Etc…

Common EA

Services

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“To improve is to change; to be perfect is to change often.” - Winston Churchill

Enterprise Architecture Team 2.0

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Re-Org to better facilitate business engagement

EA Organization 2.0

‣ Focus on core

business and

enterprise needs

‣ Enable governance

across enterprise

‣ Opportunity to

educate architects

by cross-training

‣ Enable strategic

collaboration

Corporate

Healthcare

Information

Architecture

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Governance and Standard SettingAlignment with Business Outcomes

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“The real mechanism for corporate governance is the active involvement of the owners.”

― Louis Gerstner

EA Role in Governance

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Yin and Yang… Finding balance

Information

GovernanceArchitecture

Governance

Enterprise Architecture & Governance

Project

Governance

Standards

Governance

Technology

Portfolio

Governance

EA Role in Governance

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How EA Supports Governance

Architecture

Review

Data

Governance

Project

Governance

Standards

Governance

Technology

Portfolio

Governance

EA evaluates

architectural quality

against several

criteria

‣ Business Alignment

‣ Information Capture

‣ Compliance

‣ Interoperability

‣ Standardization

‣ Product Analysis

‣ Integrity and

Availability

‣ Ensures new

technologies are

identified and

hand-off’s exist to

support formal

Data Governance

Initiatives

‣ Support

identification and

alignment of

information

objects (business

focused set of

related data)

within Molina

‣ Support Quarterly

Application

Portfolio Reviews

‣ Review newly

procured software

and establish a

qualified

disposition.

‣ Simplifies IT

investment

decisions

‣ Accelerates

system

implementation

‣ Reduces system

diversity

‣ Participate in

project intake

discussions

‣ Facilitate

discussions

around strategic

projects

‣ Establish EA

engagement in

projects at

different levels:

assurance (low),

consulting

(medium), and

architecture

(high) capacities

as required

‣ Evaluates new

technology

against several

criteria including:

‣ Cost Management

‣ Re-use

‣ Standards

Adherence

‣ Capture lifecycle,

business

alignment,

disposition

information for

new technology

Standards Development

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Stages of Standards Development at Molina

Final

Stage

Stage 3

Stage 1

Stage 2

Establish a normalized application portfolio with

relationships to business capabilities

Establish a disposition for all applications in current

portfolio and create a baseline list of standards to be

validated by owners and SME’s

Integrate review whereby new standards are agreed upon

based from formal submissions and additions via

procurement or Architecture Review Board.

Initiate a Quarterly Review to allow key stakeholders to define

ongoing dispositions of technologies within Molina.

Roadmaps

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Custom Roadmaps v1

‣ Don’t tackle too

much at once

‣ Collaborate with

business

stakeholders

don’t dictate

‣ Find out who

your audience is

for roadmaps

‣ It’s a journey

‣ Don’t be

surprised with

the outcomes

Takeaways

Sample Data

COMPASS

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Roadmaps v2…

‣ Leverage existing

roadmap work

‣ Add additional

elements from

Troux metadata

repository as

they become

ready

‣ Just because you

can show it all

doesn’t mean

you should.

‣ Focus on

Business

Capabilities

Takeaways

Enterprise IT Tools

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Enterprise Tool Relationships

‣ Data exists in

multiple

enterprise

applications

‣ Defining sources

of truth is critical

‣ Let EA be the

unbiased

facilitator of a

common

taxonomy

Takeaways

Roadmaps

Data Governance

ProjectPlanning

TimeTracking

ScheduleManagement

Resource Management

Architecture Governance

Discovery

SoftwareMetering

Investment Planning

Business Strategy

Demand Managment

Scenarios

Future State Architecture

Current State Architecture

TechnologyStandards

Process Analysis

Process Design

ProcessSimulation

Process Execution

Process Monitoring

Budgets

DesignPatterns

Licensing

Incident Management

ChangeManagement

Service LevelManagement

Continual ServiceImprovement

Goal Management

KPI Mngt

ContractManagement

ProcurementManagement

IT Service Costing

Cost Rationalization

Process ChangeManagement

Architecture Modeling

Business Architecture

Service Utilization

Service Demands

Benchmarks

CapabilityMaps

Accounts Payable

Accounts Receivable

Advanced Cost Accounting

Expense Management

Fixed Asset Accounting

General Ledger

Projects

BPM

ITSM

Troux

SW Asset

Mgmt.

IT

Finance

Corporate

Finance

Program

Mgmt.

Making EA Stick

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Overall Takeaways

First

Second

Third

Fourth

Organize your team and deliverables around what benefits the

business not an end state for IT.

Collaborate on developing self-service tools that enable non-

architects to make informed decisions.

You are your biggest advocate. Use the dynamic assets from

Troux to that become a focal point for your business and IT

discussions

Constant Evaluation. A little retrospection goes a long way.Fifth

Fine tune your services and make sure they are

complementary to what the business needs not just IT.

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Thank you.Any questions?