Enterprise Architecture platform for connected government Practice & Innovation

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 MethodologiesRate criterion using a one-to-four rating system


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”


Once you choose:

n Determine which elements and components will be implemented first

n Determine order of implementation to allow phasing


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.