Time-Lapse EAM

Time-Lapse EAM

09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview

09:25-09:45 Case Study Description

09:45-10:15 R&H Travel Solution

10:15-10:30 Break 10:30-12:00 R&H Travel Solution

12:00-12:30 Iasa EAM and Feedback

Topic: Time-Lapse EAM

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09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview 09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution




3

Introduction

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Jon acts as a solution architect and project manager for business transformations within telecommunications and banking.

His experience spans over 20 years of supporting startups, SMEs and international enterprises and is currently looking into R&D subjects involving Information Security/Data Architecture.

He supports Roger as a member of the IASA Germany Chapter Board looking to establish the role that Solution Architects play in Enterprise Architecture Management.

Roger is an Enterprise Architect with over 20 years of experience in transforming business strategies into business capabilities for large corporations in the USA, Europe and Asia.

As Enterprise Architect at DB Systel, Roger supports the business strategy and goals through the development of enterprise-wide IT strategies and solutions.

As Chapter President in Germany for Iasa, Roger promotes the awareness and the value of Enterprise Architecture Management and the IT-Architecture profession in general across the industry

Goals of the Workshop

Workshop Goals n  Present a process for transforming business strategy into viable enterprise-wide

solutions that ensures business value and alignment n  The fundamental premise is that IT solutions ensure business value when the solution

decisions can be traced back to the original business strategy and goals

Learning goals

n  The participants achieve an overview of the following topics: n  Definition of Enterprise Architecture

n  Enterprise-Architecture process from requirements analysis to solution creation and planning

n  Business capabilities and capability-based planning

n  Viewpoints that describe an enterprise-wide solution

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09:00-09:10 Introduction and Workshop Goals

09:10-09:25 EAM Overview 09:25-09:45 Case Study Description

09:45-10:15 R&H Travel Solution 10:15-10:30 Break




6

EAM Definition E = Enterprise

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Federal Enterprise Architecture Framework (FEAF) Levels and Attributes

EAM Definition A = Architecture

Business Architecture §  Goals, KPIs §  Organisation (Structure, Culture, Skills, Knowledge) §  Location §  Business Capabilities and Functions §  Business Services §  Processes §  Products and Services §  Partners and Suppliers

Information Architecture §  Business Objects §  Information Flow §  Data Governance

Application Architecture §  Applications §  Components §  Data Entities §  Interfaces

Infrastructure Architecture §  Software und Hardware Server §  Storage und Network §  Facilities

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Architectural Elements

EAM Definition M = Management

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Primary Focus of EAM is IT and Process Portfolio Management

Strategy Management

Product Management

EAM Portfolio

Finance Management

Project Management

IT and Process Portfolio

Management

Resource Management

EAM End-to-End Process

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Develop strategy Develop solution Plan and implement Optimize Perform current-state analysis

Purpose § Achieve transparency § Understand the current state § Clarify the context and

conditions §  Identify risks and

opportunities

§ Provide long-term orientation

§ Stipulate the goals and objectives

§ Verify requirements § Determine suitable solution

that supports the business goals and standards

§ Prioritize and plan the implementation activities

§ Commission the projects

§ Verify that the business goals have been met

§ Continuous improvement

Deliverables § Motivation § Domain model § Capability map § Value Chain § Description of current-state

architecture § Architectural analysis § Risks, open issues, and

constraints § Stakeholder analysis § SWOT and Market analysis

§ Vision, Goals, KPIs § Requirements § Principles und Guidelines § Business and IT Strategy § Product portfolio analysis

and planning § Communications plan § Resource plan

§ Business Scenarios § Capability Map §  Impact- und Gap-Analysis § Solution options for all

architectural elements § Solution assessment based

on predefined criteria § Product evaluation and call

for tender § Business case § Make, Buy, Reuse decision § Proposal § Target architecture §  Intermediate architectures

§ Feasibility study § Migration concept § Functional and technical

Roadmap § Budget plan and forecast § Project charters § Project portfolio planning § Release plans

§ Process description § Maturity Assessment § Tool support § Standards § KPI Assessment § Architecture Compliance

Review § Training requirements § Lessons Learned

EAM End-to-End Process Workshop Scope

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Develop strategy Develop solution Plan and implement Optimize Perform current-state analysis

Purpose § Achieve transparency § Understand the current state § Clarify the context and

conditions §  Identify risks and

opportunities

§ Provide long-term orientation

§ Stipulate the goals and objectives

§ Verify requirements § Determine suitable solution

that supports the business goals and standards

§ Prioritize and plan the implementation activities

§ Commission the projects

§ Verify that the business goals have been met

§ Continuous improvement

Deliverables § Motivation § Domain model § Capability map § Value Chain § Description of current-state

architecture § Architectural analysis § Risks, open issues, and

constraints § Stakeholder analysis § SWOT and Market analysis

§ Vision, Goals, KPIs § Requirements § Principles und Guidelines § Business and IT Strategy § Product portfolio analysis

and planning § Communications plan § Resource plan

§ Business Scenarios § Capability Map §  Impact- und Gap-Analysis § Solution options for all

architectural elements § Solution assessment based

on predefined criteria § Product evaluation and call

for tender § Business case § Make, Buy, Reuse decision § Proposal § Target architecture §  Intermediate architectures

§ Feasibility study § Migration concept § Functional and technical

Roadmap § Budget plan and forecast § Project charters § Project portfolio planning § Release plans

§ Process description § Maturity Assessment § Tool support § Standards § KPI Assessment § Architecture Compliance

Review § Training requirements § Lessons Learned

Business Capabilities

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Derived from:

Realized with:

Organisation (Structure, Culture, Employees, Skills, Knowledge, Financials,

Location, Facilities)

Business Capability

Information (Objects, Flow)

Requirements Strategy

Products and Services

Technologies (Applications,

Infrastructure, Tools)

Goals

Prozess

Partners and Suppliers


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Derived from:

Realized with:

Organization

Business Capability

Information

Requriements Strategy


Technologies

Goals

Prozess


n Capability n A business capability is the internal ability to deliver a specified business outcome n Business capabilities are an abstraction of the Organization, Processes, Information,

Technology, etc. n Business capabilities are stable, internal business functions that bring structure to the

enterprise architecture n Capabilities define what is required for an organization to succeed in the marketplace

n Capability Map n A capability taxonomy n The capability map represents all of the capabilities essential to the business operating

model and value chain

n Principles n Represent distinct, stable business functions n Define what a business does, not where, why, or how

something is done n Are nouns, not verbs n Are defined in business, not technical terms n Have relationships to organization units, information,

resources, technologies, etc., but do not contain, encompass, or subsume these aspects

n Outsourced capabilities also belong to the business n A capability map should be implemented once for an

organization and cross organizational and process boundaries

n Capability Maps should contain at least two, but no more than five levels

n Uses n Validate strategic direction n Ensure Business-IT Alignment n Support investment and outsourcing decisions n Prioritize IT Requirements

n Analysis Criteria n Strategic Importance (strategic, value-add, support) n Value proposition (cost, revenue, image, agility, quality,

compliance, security, …) n Competitive Differentiation n Ability to execute (maturity of processes, technology,

organization, products, partners, …) n Risk potential (Vendor viability, Market and political

environment, customer acceptance, realization complexity and duration, …)

n Change dynamic (how often the capability will change)

R&H Travel Case Study Capability Model

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CEO and Board

Flights Division

Sales and Marketing

Airline Contracting

Domestic

International

Package Travel

Sales and Marketing

Offer Management

Custom Travel Division

Travel Planning

Sales and Marketing

Partner Coordination

Group travel Division

Group Planning

Sales and Marketing

Group Logistics

Package Mangement

Travel Company

Management Support

Legal and Risk

Human Resources

Finance

Facilities Managmeent

IT

Corporate Development

Account Management

Sales and Marketing Corporate Partner

Management Products and

Services Travel

Management

Capabilities

Business Capabilities Level of Detail

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Purpose Audience

Level 1 §  Facilitate enterprise and cross-functional strategic discussions and decision making

§  Executive Leadership

Level 2 §  Facilitate strategic discussions and decision making

§  Inform scope decisions, implementation planning, and business process redesign

§  Executive Leadership

§  Business Analysts

§  Enterprise Architects

Level 3 §  Identify areas of integration

§  Inform business process & capability redesign

§  Operational Leadership

§  Business Analysts

§  Enterprise and Solution Architects

Level 4 §  Identify opportunities to rationalize applications, data, etc.

§  Identify opportunities for shared enterprise solutions

§  Operational Leadership

§  Requirements Analysts

§  Enterprise, Solution, Application, and Technical Architects


09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution

10:15-10:30 Break




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Rhoades and Hills Travel Case Study

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R&H Travel Case Study Vision

Originally founded over 10 years ago to serve the private leisure market, R&H has grown significantly in terms of serviced customers, partners and of course revenue and is looking to enter the more lucrative yet demanding business travel market.

Company Stakeholders and Top Management have decided that R&H should enter the business/corporate travel business in 2016. At Rhoades and Hills (R&H) they understand that every company is different and that is why they plan to create a customized travel program that is tailored to the business customer's needs. They look at every travel program as a partnership.

In an incredibly fast-changing travel environment, their want to create long-term clients are testament to our ability to adapt, innovate and constantly move forward. Just as clients place their trust in R&H, R&H places their trust in their most precious resource, their people. They are empowered to make immediate decisions and react instantly to client needs.

Their personalized approach to travel management means that each client will have a dedicated account manager as the key point of contact for all travel program needs. A vibrant, dynamic and innovative approach in delivering travel requirements and one that would not only minimize travel spend, but also deliver a high quality service to travelers.

Rhoades and Hills wants to be recognized as one of the “premiere” business travel service providers in the country, and one of the leading travel management companies overall in Germany by 2019. They have developed industry leading best practices and benchmarking insight for their clients. R&H management approach has three cornerstones: customer service, cost control and trust.

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R&H Travel Case Study Problem and Business Goals

What is the problem that we are trying to solve with the strategy?

n  Leisure travel is decreasing and, with it, revenues

n  Customers who both travel for pleasure and business need a better booking experience

n  Similar competitors already service business customers

What do we hope to achieve with the strategy?

n  Reuse the capabilities and capacities that have already been established for the private market

n  Growth in revenue as the business market is on average more lucrative

n  Growth in hotel and flight bookings so that better discounts can be achieved

n  Establish a better pipeline of bookings that is not so dependent on the holiday seasons of private customers

n  Develop long lasting relationships with corporations

What are the constraints?

n  The budget for the next 4 years has been set at 8.5 million Euros, not including acquisitions of new partners or Marketing

n  Only the German speaking market first

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R&H Travel Case Study Goals (1 of 2)

Account Management Processes and Best Practices

n  Ensures each R&H corporate client receives customized travel management assistance and benchmarking through a dedicated R&H Account Manager.

Customized corporate travel portal

n  R&H is able to offer a customized web portal to assist in streamlining, automating and organizing travel programs and policies for R&H clients. It serves as a central point of information for travelers and travel managers alike.

Online Travel Booking Tools

n  Offer a portfolio of secure, web-based corporate travel booking tools which provide business travelers with the ability to quickly plan and book complete travel itineraries, right from their desktop computers, while adhering to their employer’s travel policies.

On Demand Reporting. Real-time data. Anytime. Anywhere.

n  State of the art web-based reporting with integrated, customizable dashboards on a user-by-user basis featuring on-demand reports, invoices and benchmarking resources. The simplicity of the user interface with back-end sophistication allows for batch reporting specific to your organization and a fully automated report delivery process.

Safety and security travel solution

n  A turnkey safety and security travel solution featuring a mobile app, push notification travel alerts and a web-based tracker map to help employers keep track of all their traveling staff 24/7, as well as remote tracking capabilities.

Global Travel Services and Data Consolidation

n  Cover more than 80 markets worldwide through its membership in Radius Travel. Each member knows its market the way R&H knows it's market, so their travelers and local offices have local resources to turn to – people who understand the language, culture, and all that is distinctive about their market.

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R&H Travel Case Study Goals (2 of 2)

Web Fare and Low Cost Airfare Search Engine

n  Utilize technology that simultaneously searches over 150 different sites providing real-time, aggregated access to low-cost-carriers, airline web fares, and non-GDS and GDS carrier schedules and fares. This results in “Total Option Pricing” for their clients.

Quality Control Systems

n  Deliver customized quality control and automated file finishing capabilities. The system automatically reviews every aspect of the reservation from the time it is booked until travel commences ensuring that company travel policies are adhered to and that traveller preferences are met in an efficient and accurate manner.

n  Throughout the process communicate with the traveller from check-in notifications to itinerary updates.

Full service air desk

n  Offer an international and trans-border rate desk manned by a team of fare specialists with years of experience and expertise in the use of airline tariffs, creative ticketing options, non-published fares and the latest airline promotions from 50 different companies.

A 24-7 global call response solution for travelers

n  As the world becomes smaller and their travelers can be anywhere at any time, it has become increasingly necessary for them to have access to personalized service around the clock.

Executive Travel Services

n  Provide travel services tailored to the busy corporate executive. R&H team of highly skilled “Elite Travel Advisors” understand the increasing demands, needs and time constraints of the corporate executive and will assist in making sure that every possible comfort is prearranged and delivered with unparalleled service.

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R&H Travel Case Study Key Requirements (1/2)

n  Establish and/or partner with established loyalty programs and service offerings

n  Focus search capabilities on dates & times rather than costs

n  Include location services to enrich the information available to business customers

n  Promotions and pricing based on short-notice, flexible, weekday, city-travel bookings

n  Corporate accounts and profiles

n  Company invoicing, including integration with company processes and systems

n  Company reporting, including company-wide travel activities, financial accounting and reporting, compliance reporting and restrictions (e.g. archiving for SOX) etc.

n  Manage expenses to allow the compliance and integration with company processes, systems, and policies for expense approval and reimbursement

n  Expense reporting

n  Receipt management

n  Integration with company processes and policies such as approval process and booking restrictions

n  Access control

n  Aggregated reporting for department managers and accounting

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R&H Travel Case Study Key Requirements (2/2)

n  Pre and post trip reporting for traveler and management

n  Booking through a representative,

n  Ability to ensure colleagues travel together

n  Personal profiles include specific airlines, hotel chains, and car rental companies

n  Simplified search and interfaces with limited options to speed search and booking time

n  Addition of search criteria for things important to business travelers

n  Priority customer support for frequent travelers (also based on company SLAs)

n  Live or online travel agent support

n  Cross-Selling based on company‘s travel behaviour and traveler‘s desire to combine business and leisure trips

n  New pricing models, including traveler and supplier-side fees and commissions

n  Offerings for higher-scale business hotels

n  Additional offerings for catering

n  Site Customization

n  Integration with corporate human resources systems to automatically update profiles

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R&H Travel Case Study Organizational Structure

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CEO and Board

Flights Division

Sales and Marketing

Airline Contracting

Domestic

International

Package Travel

Sales and Marketing

Offer management


Travel Planning Support

Sales and Marketing



Customer Support

Sales and Marketing

Group Logistics

Package Mangement

Travel Company

Management

Admin-istration

Legal and Risk

Human Resources

Finance


IT


R&H Travel Case Study End-to-End Process

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Capability-Application Blueprint

User Management System

Search

Loyalty

Reservation Management System

Reservation Mgmt System

COTS Customer Support System

Payment System

Loyalty

COTS CSS

Reservation Management System User Management System Reservation Management System


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Plan the Trip

Search for offerings Select trip Book Trip Pay for trip Prepare for

travel

Travel Management

Travel Inquiry

Travel Accounting

Travel Logistics

Reservation Mgmt

Loyalty Programs

Traveler Support

Process / Capabilities

R&H Travel Case Study Capability Footprint

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Process Technology Organization Partner Information Products

Travel Management

§ End-to-End Travel Management processes

§ Custom built Reservation Management System

§ Interfaces to third-party Loyalty, Payment, Inquiry systems

§ COTS Customer Support System

§ Flights, Package Travel, Custom Travel and Group Travel Divisions

§ Traditional and Online Agents

§ IATA § SABRE § Insurance § Airlines, Rental

Car, and Hotel Companies

§ Reservations § Bookings § Search results § Itineraries § Travel Logistic

Info § Payments § Call logs § User profiles

§ R&H Loyalty § Flights § Package &

Group Tours § Custom

Travel

Account Management

§ None defined § CRM System § Sales and Marketing

§ None § Customers § Complaints § Cust. Contracts

§ None

Sales and Marketing

§ Pricing and offer management processes

§ MS Office § Web and Data

Analytics § Web and Mobile

interfaces

§ Sales and Marketing

§ None § Offers § Analysis

Reports § Advertisements

§ None

Corporate Support

§ Financial, IT, HR, and Procurement processes

§ HRMS, SAP, MS Office, Fraud Management

§ Corporate Development

§ Administration § IT

§ IT Partners § Fraud Mgmt

§ Regulations § Strategy & KPIs § Employees

§ None

Partner Management

§ Contract management processes

§ No IT support § In the separate Travel divisions

§ None § Partners § Suppliers

§ None

Product and Services

§ None defined § No IT Support § In the separate Travel divisions

§ Same as Partners for Travel Mgmt

§ Products § Services § Prices

§ None


09:25-09:45 Case Study Description

09:45-10:15 R&H Travel Solution 10:15-10:30 Break




34

Case-Study Approach

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Capability Analysis

Identify target capabilities

Perform impact and gap analysis for all

architectural elements

Analyse and prioritize capabilities

Solution development Define possible solutions for all

architectural elements

Evaluate and choose final solution

Identify strategic, cross-cutting elements

Planning and implementation

Define capability increments

Create capability roadmap

Plan and commission projects

Business Context and Objectives

Determine the context, constraints, and scope

Describe value chain or business process

Verify the business problem and objectives

1. Verify the business problem and objectives

2015-01-15 36

Problem or opportunity

n  Is the business problem clear?

n  Are the consequences clear, if nothing is done (e.g. costs, quality, effort, time, risks)?

n  Is the problem described as a statement of what needs to be accomplished and not how?

n  Is the problem too vague, unactionable, or too specific?

n  Is it clear where, when, and why the problem occurs?

Goals

n  Are the business goals clear and well-defined (SMART - specific, measurable. action-oriented, realistic, time specific)?

n  Is it clear why the goals have been set, e.g. return on investment, open new markets, scalability, compliance to standards, time-to-market, agility, growth though new customers or new markets?

!

2. Determine the context, constraints, and scope

2015-01-15 37

Context

n  Understand business strategic issues

n  Understand the competitive, economic, and market environment

n  Understand the organisational maturity

Constraints

n  Determine organizational constraints (e.g. skills, availability of resources, culture, etc)

n  Determine technological constraints (e.g. COTS, Legacy, Frameworks, Standards)

n  Determine regulatory constraints

n  Determine budget and time constraints

Scope

n  Determine the breadth of coverage (e.g. business domains, capabilities, functions)

n  Determine level of detail of the enterprise

n  Determine the architecture domains to be covered (business, data, application, technology)

n  Determine priorities

3.Describe value chain or business process

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The Anatomy of A Capability Map, Jeff Scott, 2010

3.Describe value chain or business process

2015-01-15 39

4. Identify target capabilities Sources of inspiration

Sources of information n  Strategy, goals, and requirements

n  Current-state architecture

n  Processes

n  Organizational charts

n  Roles

n  Application features

n  Projects

n  Information objects

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Principles n  Represent distinct, stable business functions that

deliver measurable, specific outcomes

n  Define what a business does, not where, why, or how something is done

n  Are nouns, not verbs

n  Are defined in business, not technical terms

n  Have relationships to organization units, information, resources, technologies, etc., but do not contain, encompass, or subsume these aspects

n  Outsourced capabilities also belong to the business

n  A capability map should be implemented once for an organization and cross organizational and process boundaries

n  Capability Maps should contain at least two, but no more than five levels

4. Identify target capabilities

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Capability Name: Booking

Description: The “Booking” capability enables a user to arrange travel by train, use a hotel room, fly by plane, etc at a particular time in the future. A booking is a contract for travel. Depending on the type of travel and vendor relationships, the booking can represent a reservation with or without upfront payment for the travel arrangement.

Desired Business Outcome: Contractual agreement for travel arrangements

Value-Add metrics: §  Number of bookings per year §  Revenue per booking §  Bookings per search

Organization: §  Each travel division

(Flights, Package, Custom, Group) is responsible for their respective bookings

Processes and Information: §  Each travel division

defines and implements processes that are specific for the types of bookings

Information: §  Booking §  Reservation §  Contract

Technologies: §  Each division has their own

booking system §  Bookings are managed

externally by “Global Distribution Services (GDS) between R&H Travel and the vendors






42



10:15-10:30 Break

10:30-12:00 R&H Travel Solution 12:00-12:30 Iasa EAM and Feedback


43

5. Perform impact and gap analysis

2015-01-15 44

Derived from:

Realized with:

Organisation (Structure, Culture, Employees, Skills, Knowledge, Financials,

Location, Facilities)

Business Capability

Information (Objects, Flow)

Requirements Strategy


Technologies (Applications,

Infrastructure, Tools)

Goals

Prozess


Impact of these …

On these …

5. Perform impact and gap analysis Capability-Organisation

2015-01-15 45

CEO and Board

Flights Division

Sales and Marketing

Airline Contracting

Domestic

International

Package Travel

Sales and Marketing

Offer Management


Travel Planning

Sales and Marketing



Group Planning

Sales and Marketing

Group Logistics

Package Mangement

Travel Company

Management Support

Legal and Risk

Human Resources

Finance


IT


Account Management

Sales and Marketing

Corporate Support

Partner Management


Travel Management

Capabilities

5. Perform impact and gap analysis Capability-Process Impact

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Plan the Trip Search for offerings Select trip Book Trip Pay for trip Prepare for

travel ??

5. Perform impact and gap analysis Capability-Application Blueprint and Analysis


Search

Loyalty




Payment System

Loyalty

COTS CSS



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Plan the Trip

Search for offerings Select trip Book Trip Pay for trip Prepare for

travel

Travel Management

Travel Inquiry

Travel Accounting

Travel Logistics

Reservation Mgmt

Loyalty Programs

Traveler Support


Search

Loyalty




Payment System

Loyalty

COTS CSS



Process / Capabilities

5. Perform impact and gap analysis Capability Heat Map

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6. Analyse and prioritize capabilities Strategic importance and dependencies

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Strategic

Capability 1 Capability 2 Capability 3

Core / Value-Add


Support


6. Analyse and prioritize capabilities

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Benefits / Value Proposition

Strategic importance (strategic, value-add, support)

Profitibility, e.g. costs, revenue potential, ROI

Image, Customer satisfaction

Agility, Time-to-Market

Conformity to business and technical strategy

Degree of requirements fulfilment

Compliance, standards conformity

Quality, e.g. reuse, scalability, maintainability, reliability, complexity, security, etc.

Decrease in vendor dependency

Competitive differentiation

Costs

Services

Development costs

Operations costs (personnel)

HW Server

Middleware, database

Storage

…

Ability to Execute

Clear relation to need, urgency, vision, and goals

Valid business case

Available funding

Governance, e.g. clear roles and accountability

Leadership, management, and decision support

Organizational readiness, e.g. available skills and resources, process maturity

Partnerships

IT capacity and maturity

Successful implementation of similar endeavours

Change management maturity

Ability to integrate in the current landscape

Risks

Financial risks, e.g. cost overruns, funding

Implementation duration or deadline

Vendor viability

Market and political environment

Functional risks, e.g. customer acceptance, substantial process change, complexity, etc.)

Technical risks, e.g. complexity, new technology

Organizational risks, e.g. resource or skill availability, culture, stakeholder support

6. Analyse and prioritize capabilities Spider Web

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0

0,5

1

1,5

2

2,5

3

3,5

4

4,5

5 Strategic Importance

Value proposition

Competitive differentiation

Costs

Ability to execute

Risks

Current

Increment 1

Target


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Stra

teg

ic I

mp

orta

nce

Value high low

low

hi

gh

Potential Strategic

Core Business Support

Cap 1

Cap 2

Cap 3

Cap 4

Size = Costs

Risks


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Val

ue

Requirements Fulfilment high low

low

hi

gh

Evaluate Invest

Tolerate Divest

Cap 3

Cap 1

Cap 2

Size = Costs

Risks


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Ben

efit

s

Ability to Execute high low

low

hi

gh

Evaluate Invest

Tolerate Divest

Cap 3

Cap 1

Cap 2

Size = Costs

Risks

6. Analyse and prioritize capabilities Capability Heat Map

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Process Technology Organization Partner Information Products

Travel Management

Account Management

Sales and Marketing

Corporate Support

Partner Management


Assessment based on maturity, risks, business importance, value, etc.

6. Analyse and prioritize capabilities Prioritize

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Capability 3

Capability 7

Capability 4

Capability 2

…

Capability 6

Capability 1

7. Identify strategic, cross-cutting solution elements

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Outsourcing

Mobile

Consolidation

Standardization and Integration

Internationalization

Cloud

8. Define possible solutions Best Practices

n  Define solutions for all levels of the enterprise architecture n  Business (process, organization, location, partnerships, …) n  Information (business objects, information flow, data governance) n  Application (applications, interfaces, …) n  Infrastructure (SW/HW components, storage, facilities, …)

n  Make-Buy-Reuse: don’t just think in building new solutions n  Evaluate non-IT Solutions

n  Manual processing is sometimes cheaper than automating n  Contract Re-Negotiation n  Eliminate & focus, e.g. sell, retire n  Outsourcing n  Partnerships

n  Consider the constraints and dependencies as well as new requirements n  Take the current Architecture into account

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8. Define possible solutions

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Com

pet

itiv

e D

iffe

ren

tiat

ion

Change Dynamic high low

low

hi

gh

Flexibility Automation

Source: Strategisches Management der IT-Landschaft, Hanschke

Automated & Integrated

Integrated bespoke software with

automated interfaces

Agile

Configurable, orchestrated

bespoke software or customized

standard software

Standard software with manual

interfaces and without

customization

Manual & Standard

Standard software with automated interfaces, but

without customization

Automated & Standard

Aut

onom

ous

Stan

dar

d

8. Define possible solutions

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Solution Description §  Business Architecture: §  Information Architecture: § Application Architekture: §  Infrastructure Architecture

Strengths / Benefits Weaknesses / Disadvantages §  ? §  ? §  ? §  ?

§  ? §  ? §  ? §  ?

Fulfilment of Business Requirements §  ? §  ? §  ? §  ?

Impact on the Architecture and associated Implementation Requirements §  ? §  ? §  ? §  ?

Risks Open Issues §  ? §  ? §  ? §  ?

§  ? §  ? §  ? §  ?

Benefits Assessment Cost Assessment Ability to Execute Risk Assessment

9. Evaluate and choose final solution

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Val

ue

Requirements Fulfilment high low

low

hi

gh

Evaluate Invest

Tolerate Divest

Sol 3 Sol1

Sol 2

Size = Costs

Risks B

enef

its

Ability to Execute high low

low

hi

gh

Evaluate Invest

Tolerate Divest

Sol 3 Sol 1

Sol 2


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Solution 1 Solution 2 Solution 3 Costs Total:

Release 1: Release 2: Operational:

Total: Release 1: Release 2: Operational:

Total: Release 1: Release 2: Operational:

Benefits

Ability to Execute

Risks

10. Define capability increments

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Business Capability

Increment 1 Maturity




Process 3

Description … 2

Description … 2

Description … 1

Description …

Organization 2

Description … 2

Description … 1

Description … 1

Description …

Information 3

Description … 3

Description … 2

Description … 2

Description …

Technologies 4

Description … 3

Description … 2

Description … 2

Description …


4 Description …

3 Description …

2 Description …

1 Description …

11. Create capability roadmap

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2015 2016 2017

Capability 3

Capability 7

Capability 4

Capability 2

Capability 6

Capability 5

12. Plan and commission projects

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Project Charter: Project xxx Project Information Short Description

Project ID Project xxx Deadline 2016 §  Info, info, info, info, info, info, Info, info, info, info, info, info, Info, info, info, info, info, info

§  Info, info, info, info, info, info §  Info, info, info, info, info, info

Customer Cust Budget xx T€

Capabilities Booking Contract Service

Process Book travel Project Mgr RER

Problem or Opportunity Business Case §  Info, info, info, info, info, info §  info, Info, info, info, info, info

§  Info, info, info, info, info, info §  Info, info, info, info, info, info

Project Objectives and Metrics Project Scope §  Info, info, info, info, info, info §  info, Info, info, info, info, info

§  Info, info, info, info, info, info §  info, Info, info, info, info, info

Milestone Plan and Deliverables Prerequisites, Constraints, and Assumptions §  Info, info, info, info, info, info §  info, Info, info, info, info, info


Key Stakeholders Project Issues and Risks §  Info, info, info, info, info, info §  info, Info, info, info, info, info


12. Plan and commission projects

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2015 2016 2017

Project 1 (Capabilities 3a, 7a)

Project 2 (Capabilities 3b, 4a)

Project 3 (Capabilities 3c, 7b, 2a)

Project 4 (Capabilities 3d, 2b, 4b)

Project 5 (Capabilities 6, 5a)

Project 6 (Capabilities 5b, 1)



10:15-10:30 Break




68

Iasa EAM Veranstaltungen

n  10.07.2015: Webinar EAM Requirements Management (German)

n  16.07.2015: EAM Solution Architecture (German)

n  July 2015: 2nd EAM Working Group (German)

n  22.09.2015: The Enterprise Architect: impediment, intermediary, designer, enabler, or innovator?, 10th annual EAM Conference, Berlin (German)

n  29.10.2015: Ensuring the value of IT with Enterprise Architecture, 4th annual IT Strategy, Governance Forum, Amsterdam (English)

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Feedback

n  Feedback to workshop approach and execution

n  Feedback to the process itself n  Would this work for your company? n  What needs to change?

n  What needs clarification?

n  …

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Danke für Ihre Aufmerksamkeit!

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Documents

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