LAC 2015 - 2D - Architect as Service provider

Landelijk Architectuur Congres 2015 – Track 2D

25 November 2015

Architect as a service provider

© 2015 Deloitte The Netherlands

Floris has actively assessed, supported, designed and implemented

Enterprise Architecture departments in FSI, MER and PB. Floris is ambitious

and has a drive to perform. This team player is confident, can work great with

other people and is able to build the bridge between business and technology.

Senior Consultant - Enterprise Architecture – Deloitte, the Netherlands

Floris Jansen

[email protected]

+31882887797

+31683339426

Architect as a service provider

1


Are you a service provider?

2


Service provider?

3

Process:

“a series of actions or steps taken in

order to achieve a particular end”

Service:

“the action of helping or doing work for someone” and “a

system supplying a public need such as transport,

communications, or utilities such as electricity and water”

Technical difference:

“The difference between a process is that it manifests itself in an application that you directly interact with, like your web

browser or your IM client. A service doesn’t abide by the same rules, and it generally runs outside of your direct interaction”http://www.reviversoft.com/, http://superuser.com/

http://www.reviversoft.com/blog/2013/08/processes-and-services-in-windows/

http://superuser.com/


We have frameworks telling us how to act as an Enterprise Architect; but do these also tell the

stakeholders what they should expect (as a service)?

4


LAC 20145


Value vs Effort of Enterprise ArchitectureThe Value of Enterprise Architecture Maturity

Strategic complexity

Operational complexity

External complexity

Business

Complexity

Business

Performance

EA Maturity

Competitive performance

Operational excellence

IT costs

Time to market

Decision making

Customer satisfaction

EA RealizationEA Foundation EA AlignmentEA Development

The maturity of Enterprise Architecture (EA) influences

business performance positively

A high level of EA maturity mitigates the negative effects of

strategic complexity

1

2

EA Development

EA Realization

EA Foundation

Average Scores

Ensuring that enterprise architecture artefacts are

realized according to plan

Development of enterprise

architecture artefacts

(blueprints, heat maps, roadmaps

etc.)

Setting up, developing and maintaining the

Enterprise Architecture organization

EA Alignment is the most important

element of Enterprise Architecture

EA Alignment

Aligning enterprise

architecture strategy

execution with intended

strategy results

Research from J. Roest and E. Bookholt presented at LAC 2014 showed that EA alignment is the

most valuable aspect of Enterprise Architecture

6J. Roest, “The relationship between enterprise architecture, business complexity

and business performance,” Master’s thesis, University of Twente, 2014.

URL: http://essay.utwente.nl/64485/1/Roest%20J.E._MA_MB.pdf

E. Bookholt, “The impact of Enterprise Architecture on business

performance,” Master’s thesis, University of Twente, 2014.

URL: http://essay.utwente.nl/66023/1/Bookholt_MA_EWI.pdf

3

Effort (time spent) by architects +

-V

alu

e+

http://essay.utwente.nl/64485/1/Roest J.E._MA_MB.pdf

http://essay.utwente.nl/66023/1/Bookholt_MA_EWI.pdf


Lessons learned at our clients

7

Most of the Enterprise Architecture models are theoretical and/or not

(directly) applicable; leading to endless theoretical discussions

The role of Enterprise Architects at the clients of Enterprise Architecture

often remains unclear2

1


Goal: Enterprise Architecture enables transformations to a better enterprise wide landscape by

providing targets and guidance on strategic choices, scope and design

8

TO BE – LANDSCAPE

TO

Rationalized: standardized with less applications and

technologies. Interdependencies are clear.

AS IS – LANDSCAPE

FROM

Highly complex: many different applications and

technologies. Not clear if and how they are related.

Vision Blueprints and Roadmaps Portfolio and Compliance

TRANSFORMATIONS

Shows the pain points in the current landscape

Shows the envisioned landscape

Defines the transformations that will lead towards the

vision

Provides scope and initial direction for solutions

Provides a high level plan to reach the Vision in a

controlled and achievable way

Ensures that transformation (design and execution)

are fitting the envisioned landscape

Planning R&D Purchase to PayMake to Inventory/

Asset Management

Engineering &

MaintenanceMarket to Order Order to Cash Transport Mgmt. Book to Report Hire to Retire Non-Conf. Communication

Conf. IS Strategy - HighConf. IS Strategy - Very

LowConf. IS Strategy - Avg. Conf. IS Strategy - Avg. Conf. IS Strategy - High Conf. IS Strategy - Low Conf. IS Strategy - High Conf. IS Strategy - Avg. Conf. IS Strategy - Avg.

Conf. IS Strategy - Very

LowConf. IS Strategy - Avg.


Low

Conf. IS Strategy - Low

Not Applicable Conf. IS Strategy - Avg.

Conf. IS Strategy - Avg.

Not Applicable Conf. IS Strategy - Very High

Conf. IS Strategy - Very Low

Not Applicable Conf. IS Strategy - Very Low


Asset Management

Engineering &







Low








Asset Management

Engineering &







Low







Guides and accelerate the

transformation through

Guides and accelerate the

transformation through

Business

Application

Information

Technology


Place the purpose of Enterprise Architecture at the core; work from what you want to achieve to

how you are going to achieve this

9

.

AS IS

LANDSCAPE

TO BE

LANDSCAPE

Transformations

i.e. initiatives, programs, projects

Architects guide transformations towards the envisioned landscape. If

no business initiatives are initiated to address specific focus areas, Architects

will use Architecture Program Inception to initiate Architecture initiatives to

realize the envisioned landscape.

.

N

E

S

W

Guide Accelerate

Architecture defines the target landscape (architecture vision).

Architects assess, prioritize and communicate the focus areas through

heatmaps and roadmaps, based on strategies and requirements. They steer,

align and accelerate initiatives towards this envisioned landscape.

CONSULT

Architecture

Vision

Architects blueprint and communicate the

envisioned solution space through standards and

artifacts. They catalyze and scope choices,

design and implement initiatives.

Architects support in managing the

portfolio of initiatives to ensure that

all initiatives are aligned and contribute to

reaching the envisioned landscape.

Architects assess the compliance

and quality of solutions at various

stages in the Transformation process to

ensure architectural integrity.

Transformation

Assurance

Architecture

Transformation Inception

Architecture Portfolio

Management

Architecture

Blueprinting


Explain to your stakeholders whom, how, why and what they can expect from Enterprise

Architecture

10 EXAMPLE CLIENT MATERIAL


Enterprise

Architecture

Department

Management

A capability definition consists of a clear purpose statement and depicts three categories of

Enterprise Architecture capabilities

11

Enterprise

Architecture

Services

Enterprise

Architecture

Support &

Content

Describes the reason for and direction of an

Enterprise Architecture department

Manage and control the Enterprise

Architecture department

Enterprise Architecture enables a

transformation to a better enterprise wide IT

architecture by providing targets and guidance

on strategic choices, scope and design.

Develop and maintain an Enterprise

Architecture department and its content

Enterprise

Architecture

Purpose

DEFINITIONS

Capabilities provide a comprehensive

and complete overview of all functions

needed to run an Enterprise

Architecture department

A capability based approach makes it

possible to take small steps, without

losing the overall view

A capability based approach ensures

that the Enterprise Architecture

Department meets the business needs

and enables project acceleration and

guidance on strategic choices, scope

and design

We can turn the theoretical base of

frameworks such as TOGAF, Deloitte

EA Framework and DEAMM into

practical reality (like process

descriptions, artefact examples,

process examples and templates),

truly leveraging their potential

CAPABILITIES APPROACH


Enterprise

Architecture

Department

Management

Enterprise

Architecture

Services

Enterprise

Architecture

Support &

Content

EA Archetypes

EA Department Vision & Strategy

Leadership & Direction

Performance Management

Team Management

Risk Management

Engagement & Communication

EA Vision

EA Blueprinting

EA Portfolio Management

EA Transformation Management

EA Transformation Inception

EA Customer Management

EA Supplier Management

Segmentation & Principles

Configuration Management of EA Products

EA Deliverables & Process standardization

Knowledge Management

EA Tools

EA Maturity Improvement

Using a concise definition of an Enterprise Architecture facilitates an effective, focused and goal-

driven development approach

12

A description of the aims and

objective(s), the scope, the key

metrics and an overview of external

dependencies; directly showing the

benefit and impact of the capability

A process description, including

Process Steps, Inputs, Triggering

event(s), Outputs and Dependencies

(internal and external) and RACI

Supporting methods and tools

including supporting templates and

examples of key deliverables and

training materials

Capable Personnel, Organization

structure, Skill Description and Role

descriptions

Communication plan including

overview of key stakeholders

(customers and suppliers)

AN ENTERPRISE ARCHITECTURE

CAPABILITY CONSISTS OF

ENTERPRISE ARCHITECTURE

CAPABILITIESEnterprise

Architecture

Purpose


Don’t underestimate the extensity of running and improving an Enterprise Architecture department

and deliverables that are/can developed

Soft skill Training program

Job and Role definitions KPI Structure

Archetypes

Service descriptions

Product overview and

selection criteria

Enterprise

Architecture

Department

Management

Enterprise

Architecture

Services

Enterprise

Architecture

Support &

Content

13

Enterprise

Architecture

Purpose

EX

AM

PL

E D

EL

IVE

RA

BL

ES

Practice design principles

Communication guidelines

Detailed process

descriptions

Templates

24+ four-pagers


Are you a service provider?

14

Checklist:

EA alignment is the most valuable aspect of Enterprise Architecture

Place the purpose of Enterprise Architecture at the core of your activities

Explain to your stakeholders why, what, how and whom they can expect from Enterprise

Architecture

Develop your department using a concise definition of an Enterprise Architecture to facilitate an

effective, focused and goal-driven development approach

Next up (Track 2E): How does this translate into a working method?

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LAC 2015 - 2D - Architect as Service provider