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24/10/2013
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24 OCTOBER 2013 - WE INVITE FOR YOU
ENTERPRISE ARCHITECTURE @VLERICK BUSINESS SCHOOL
© Vlerick Business School
AGENDA FOR THIS EVENING
I. EA Research Insights
II. Enterprise Architecture @ Work
III.Centre for Excellence in EA
IV. EA @ Belgacom
V. Networking
24/10/2013
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© Vlerick Business School
BJORN CUMPS - SHORT INTRODUCTION
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PhD on Business-ICT Alignment
- HQ: Group ORG - Branch Manager
- Financial Services - Management & ICT - EA & BPM
@bjorncumps
© Vlerick Business School
ENTERPRISE ARCHITECTURE
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© Vlerick Business School
EA WITH BUSINESS TOUCH – EA PHONE?
http://www.phonebloks.com/
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© Vlerick Business School
HOW MUCH ARCHITECTURE DO YOU NEED?
What is “Just enough architecture”?
Do we see an evolution in EA practices? If yes, how do organisations make this transition?
How do organisations make their EA efforts sustainable? Do organisations over-invest or under-invest in EA? In other words, how do organisations invest in “Just-Enough-EA?”
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© Vlerick Business School
PARTICIPATING ORGANISATIONS
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© Vlerick Business School
EA QUADRANT MODEL
Isolation Enabling
Losing Barrier
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LOW
LOW
HIGH
HIGH
Integration in the organisation
Level of architectural
maturity
(Van Den Berg & Van Steenbergen, 2006)
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© Vlerick Business School
THE 3 ELEMENTS OF DESIGN
Drawing
Problem Solving
Design
Ideal Pursuing
(Taura & Nagai, 2009)
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© Vlerick Business School
DRAWING - GENERAL DESIGN EXAMPLES
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© Vlerick Business School
DRAWING - ORGANISATIONAL DESIGN EXAMPLES
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© Vlerick Business School
SKILLS - ENTERPRISE ARCHITECT (TEAM)
Expert
Accurate
Analytical
Associative
Client-focussed
Sensing Visionary
Influencing
Communicative
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© Vlerick Business School
THE ENTERPRISE ARCHITECT AS CREATIVE ORGANISATIONAL DESIGNER
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Leader
Creative Designer
En
gin
eer
© Vlerick Business School
TOWARDS EA-INFUSED ORGANISATIONS
EA 1.0 (Old vision)
Characteristics of the EA-Aware vision
EA 2.0 (New vision)
Characteristics of the EA-Infused vision
Formal/Conceptual EA Pragmatic EA
EA is Framework-based EA is Framework-inspired
Fixed-method for EA Dynamic, flexible method for EA
EA is focused on completeness EA is focused on usefulness
Modelling Focussed, problem-driven modelling
EA to create output/documentation EA for output + importance of process of architecting
EA is ICT-focused EA is Business & Client-focused
EA is isolated/on its own EA is integrated in existing management practices
ICT or CC has ownership of EA Business has ownership of EA
EA is auditor EA is enabler
Architect has mainly technical skills Architect is creative organisational designer
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© Vlerick Business School
KANO MODEL – EA AS SATISFIER OR DELIGHTER?
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© Vlerick Business School
RECOMMENDATIONS
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Be the tortoise not
the hare
Get inspired, not
indoctrinated
Prove your worth
Map the road ahead, but
do it in pencil
Talk the walk
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© Vlerick Business School
GET INSPIRED, NOT INDOCTRINATED. IT’S NOT ABOUT THE MODELS.
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© Vlerick Business School
BE THE TORTOISE: TAKE YOUR TIME AND MODEL THOSE VIEWS YOU NEED TO SOLVE SPECIFIC PROBLEMS
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Population Density Historic Prague Metro Map
Emissions Traffic Noise
If you don’t know where you’re going, you might not get there! (Yogi Berra)
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© Vlerick Business School
NOT THE HARE - DON’T INVEST IN A LARGE COLLECTION OF DEAD VIEWS/MODELS FOR THE FUTURE.
DIGITAL BANKING WORKSHOP 19
© Vlerick Business School
ARCHITECTURES ARE NOT STATIC – SO DRAW THE ROAD AHEAD …
DIGITAL BANKING WORKSHOP 20
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© Vlerick Business School
BUT DO IT IN PENCIL …
DIGITAL BANKING WORKSHOP 21
© Vlerick Business School
PROVE YOUR WORTH - ALIGN AND CONNECT WITH BUSINESS REALITY
DIGITAL BANKING WORKSHOP 22
24/10/2013
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© Vlerick Business School
CREATE VALUE & CONTRIBUTE. NO MODELLING JUST FOR THE SAKE OF IT.
DIGITAL BANKING WORKSHOP 23
© Vlerick Business School
TALK THE WALK - COMMUNICATE
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24/10/2013
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ENTERPRISE ARCHITECTURE @ WORK
NEW 2-DAY MANAGEMENT PROGRAMME
JUNE 2014
© Vlerick Business School
ENTERPRISE ARCHITECTURE @ WORK NEW 2-DAY PROGRAMME
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EA Infused Organisation Roadmapping
Governance & Roles
Skills & Capabilities
24/10/2013
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© Vlerick Business School
GOVERNANCE & ROLES – THE ARCHITECTS
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Enterprise Architect
Business Architect
Solution Architect
Technical Architect
Application Architect
Information Architect
Yet another Architect
RACI RACI RACI
RACI RACI
© Vlerick Business School
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1. Be the tortoise, not the hare 2. Get inspired, not indoctrinated 3. Prove your worth
4. Draw the road ahead, but do it in pencil 5. Talk the walk
EA => BUSINESS TRANSFORMATION => DEALING WITH CHANGE
24/10/2013
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© Vlerick Business School
DEALING WITH CHANGE & TRANSFORMATION
Burning platforms
EA Leadership
Influence
Understanding context
AS-IS
Evaluate maturity
TO-BE
Formulate vision
& Architecture
Alignwith strategy
Networking
Storytelling
Governance
Roles, structures,
EA Office
People
Capabilities & training
Technology
Method & tools
Support projects
Bottom-up / top down
Institutionalize
Performance management
KPI’s
Incentives
Governance
Infuse the organisation
Attitude
Behaviour
Values
Structures
Create a Sense of Urgency
Pull Together the Guiding
Team
Develop the Change Vision
& Strategy
Communicate for
Understanding & Buy-in
Empower Others to Act
Produce Short-term Wins
Don’t Let Up Create a new
Culture
Get it started: vision, leadership, enthusiasm
Make it last: methods, systems, structures
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© Vlerick Business School
SKILLS - ENTERPRISE ARCHITECT (TEAM)
Expert
Accurate
Analytical
Associative
Client-focussed
Sensing Visionary
Influencing
Communicative
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© Vlerick Business School
OBJECTIVE
DURATION
TARGET GROUP
Developing a roadmap for EA implementation: How/where to start? What works best and what doesn’t work?
How does EA as a discipline fit with strategy, portfolio management, project management, change management, …? How does this all fit together?
How can you put EA on the board’s agenda? Should you? How do you tackle the question of the ROI/added value of EA? How can EA be used to deal with business transformation? The Enterprise Architect as creative organisational designer:
What is the required skillset? What is his/her role or function? How/where do you find this person? - … Building an Enterprise Architecture capability in your
organisation, do’s and don’ts. How to invest in “just-enough-architecture”? ...
2 DAYS – 3 & 4 JUNE 2014
BOTH EXPERT AND NON-EXPERT PROFESSIONALS – ARCHITECTS, ANALYSTS, MANAGERS AT BUSINESS AND ICT SIDE
ENTERPRISE ARCHITECTURE @WORK NEW 2-DAY PROGRAMME
WEBSITE WWW.VLERICK.COM/EA
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NEW CENTRE FOR EXCELLENCE
IN ENTERPRISE ARCHITECTURE MANAGEMENT
STARTING NOVEMBER 2013
24/10/2013
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© Vlerick Business School
NEW CENTRE FOR EXCELLENCE IN ENTERPRISE ARCHITECTURE MANAGEMENT
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Blogs/communities Webinars
Testimonials & knowledge co-creation Video Resources
4 workshops/year
© Vlerick Business School 34
24/10/2013
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© Vlerick Business School 35
Need more info on enterprise architecture management programmes or research @ Vlerick Business School? Contact Bjorn Cumps, PhD at [email protected] or visit www.vlerick.com/ea.
EVERYTHING YOU WANTED TO KNOW ABOUT EA @ BELGACOM
WOUTER DEPOORTERE
HEAD OF EA @ BELGACOM
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“Everything you wanted to know about EA … at Belgacom… but were afraid to ask.”
WE INVITE FOR YOU… WOUTER DEPOORTERE – HEAD OF EA, BELGACOM
Vlerick Campus Brussel, 24/10/2013
(Table of content)
INTRODUCTION
WHAT IS EA ?
POSITION & ROLE
FRAMEWORKS & TOOLS
CHALLENGES
WRAP-UP
WE INVITE FOR YOU… WOUTER DEPOORTERE – HEAD OF EA, BELGACOM
Vlerick Campus Brussel, 24/10/2013
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YOUR SPEAKER
http://about.me/wouter.depoortere
YOUR SPEAKER BACK IN 2007
3
Tip: watch out for the slides with this marking
in an attempt to balance audience attention intensity with presentation material (= my overload of slides)
BEFORE WE DIG IN…
WE HAVE SO MUCH TO SHARE
4
OUR ACTIVITIES We are a telecommunications company active in the Belgian and international market.
The quality and interconnection of our fixed and mobile networks makes us the leading operator in Belgium for residential, business, corporate and public-sector customers. We provide a complete range of telephony, Internet, digital television, ICT, and network services, and offer customers access to data and the best multimedia content, everywhere.
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OUR STRATEGY
We simplify our offers, systems, networks, and way of working.
We continuously improve our existing products, and prepare today the solutions of tomorrow.
Mutual respect and transparency are levers for greater engagement and efficiency.
We want to surprise our customers with high-quality, easy-to-use products and an efficient, personalized service.
“Enterprise Architecture?”
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WHAT EA IS NOT
Photograph: http://www.enterprise-advocate.com/2012/02/enterprise-architecture-jokes/
WE’RE 26 YEARS OLD
“During the 1980s, I became convinced that architecture, whatever that was, was the thing that bridged the strategy and its implementation… I published the result of this investigation in the September 1987 issues of the ‘IBM Systems Journal’ in an article entitled a ‘framework for information systems architecture’” – John Zachman
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WE HAVE OUR OWN HYPE CYCLE
expectations
Source: Gartner July 2013
Innovation Trigger
Peak of Inflated
Expectations
Trough of Disillusionment
Slope of Enlightenment Plateau of Productivity
time
Enterprise Business Architecture
EA Governance
Enterprise Information Architecture
Enterprise Architecture
5-10 years
WE HAVE OUR OWN DILEMMA
Forrester’s illustration on the Enterprise Architect’s Dilemma (…) It provides a good high-level understanding of the organizational barriers.
8
“EntErprisE ArchitEcturE (EA)
is the Process of translating
Business Vision and Strategy
into Effective Change by creating
and improving the Requirements,
Principles and Models of the
EntErprisE’s Future State, and
defining a Roadmap to enable
that future stAtE.”
OUR DEFINITION OF ‘EA’ (INSPIRED BY GARTNER)
Note : EA is still fairly young as Gartner ratified a standard definition of EA in May 2006
16/10/2013 Photograph: http://www.thefellowshipfgc.co.za/family_counseling.htm
QUITE A BIT LIKE FAMILY COUNSELING
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STARTS WITH BUSINESS VISION & STRATEGY
source: Walt Disney’s Alice in Wonderland (1951)
Photograph: http://www.cpsu.org.au/agency/news/28662.htmls
ARCHITECTING TO ENABLE CHANGE
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TRANSFORMING THE ENTERPRISE
trans·for·ma·tion
n.
1.
a. The act or an instance of transforming.
b. The state of being transformed.
2. A marked change, as in appearance or character, usually for the better.
http://www.thefreedictionary.com/transformation
16/10/2013 Photograph: Bernd Vogel/Bernd Vogel/Corbis
NOBODY LIKES CHANGE, REALLY
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Human Resources
“IT”
WHERE WE SIT ON THE ORG CHART
CEO
Strategy & Content
Consumer
Business Unit
Enterprise
Business Unit
Service Delivery
Engine
Network
Architecture,
Planning &
Program Office
Service
Platforms
Information
Technology
Product mgt., Marketing & Sales,
Customer Care Carrier &
Wholesale
Finance
Customer
Operations
Engineering & Operations
Human Resources
“IT”
EA AS THE LINCHPIN
CEO
Strategy & Content
Consumer
Business Unit
Enterprise
Business Unit
Service Delivery
Engine
Network
Architecture,
Planning &
Program Office
Service
Platforms
Information
Technology
Customer
Operations
Carrier &
Wholesale
Finance
BU
SIN
ES
S
RE
QU
IR
EM
EN
TS
BU
SIN
ES
S
CA
PA
BILITIES
DOING THE RIGHT THINGS
DOING THE THINGS RIGHT
BU
SIN
ESS F
ACTO
RY
VISION
REALITY
Product mgt., Marketing & Sales,
Customer Care
Engineering & Operations
12
Human Resources
WHERE WE USED TO SIT ON THE ORG CHART before the SDE re-org of 2012
CEO
Strategy & Content
Consumer
Business Unit
Enterprise
Business Unit
Service Delivery
Engine
Solution Development Infrastructure Deployment
& Field Operations
Service Center & Remote
Infrastructure Operations
Product mgt., Marketing & Sales,
Customer Care Carrier & Wholesale
Finance
Customer Operations
Network & IT
Transformation
Program Office
Architecture, Vendor Mgt
& Operational Excellence
Develop Deploy Operate Serve
THE ROLE CALLED ‘ENTERPRISE ARCHITECT’
Master of ICT Enterprise Architecture
“The end goal is not developing a model of ‘current state => future state => roadmap’; it’s creating insight that leads to well-found business decisions.” – Alex Cullen, Vice President, Research Director at Forrester Research
The role of the ‘enterprise architect’ is
to get all the right questions asked and answered in the different decisional arena’s and in a way that the whole is consistent.
13
UPPER LEFT CORNER OF SYSTEMS SIDE
the plan
= set of actors/agents that through a series of activities realize an
objective
the system
= set of elements that together constitute a functioning whole
Master of ICT Enterprise Architecture 2010 – inno.com institute
Enterprise Architecture
Supports / Enables / Automates
Business Capabilities Business Requirements
To give direction and structure to purpose
Photograph: http://www.barkcommunications.com/unleash-41801
TO GIVE DIRECTION & STRUCTURE TO PURPOSE
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Photograph: http://www.digitaleconomics.nls
THE REAL ARCHITECT OF THE ENTERPRISE
We connect !
we join the dots,
link between boxes,
build bridges between silo’s ;
to create a greater
sense of the whole
as a unified and
functioning whole.
CROSS-FUNCTIONAL VERSATILISTS
We are a lean & mean team of cross-functional versatilists providing thought leadership
and guidance on architecture aspects
connecting at the level of the enterprise
delivering value through those connections
because most of the other people within the enterprise are functional specialists that remain within their own specific box
15
Photograph: http://www.flickr.com/photos/jimmyharris//
WHAT DO YOU SEE?
Photograph: http://www.flickr.com/photos/jimmyharris//
SYDNEY OPERA HOUSE
16
Shape = looking outside-in
Structure = looking inside-out
The shape of the enterprise is the boundaries of its structure within the wider world.
The architect designed the shape of the Sydney Opera House that you see. Much, much later the engineers designed the internal structure to support it.
DIFFERENCE BETWEEN SHAPE AND STRUCTURE
1. The enterprise architect looking at the bigger picture and long term targets / roadmaps to enable strategic goals
2. The domain architect concerned with maintaining and evolving his/her domain
3. The project architect focussing on delivering solutions in line with scope, time and budget
A FEDERATED MODEL FOR ARCHITECTURE
1
10
17
the plan
= set of actors/agents that through a series of activities realize an
objective
the system
= set of elements that together constitute a functioning whole
Solution Architecture
To turn means into purposeful solutions
= to make EA a reality
Enterprise Architecture
Supports / Enables / Automates
Business Capabilities Business Requirements
To give direction and structure to purpose
EA NEEDS SOLUTION ARCHITECTURE
Master of ICT Enterprise Architecture 2010 – inno.com institute
Mentor
Guide
Review
Conceptual
Logical
Business Process Information IT systems
Target Operational Model
0..*
specifies
1..*
specified by
1..1
defined by
1..*
define
0..*
offered in
1..*
contain
1..1
specify
1..*
offered at
1..1
described by0..*
describe
1..1
offer
0..*
offered as
1..1
valid for1..1
specify
1..1
assigned to
0..*
have
0..*
belong to
0..*
exist of
0..*
applicable to
0..*
applied for
1..1
valid for
0..*
specify
0..*
used in
0..*
composition of
1..*
used in
1..*
composition of
0..*
refered by
0..*
refer
1..1
specified by
0..*
specify
0..*
offer
0..*
offered to
0..*
describe
0..*
described in
SimpleProductOffer BundledProductOffer
ProductOfferPrice
AssignedProduct
OneTimeFee RecurrentFee
ProductOffer
ProductComponent ProductMainComponent
ProductProductTemplate
ProductComponentAttribute
ProductComponentType
ValidityPeriod
(BaseTypes)
Customer
(Customer)
ProductGroupDeductionPlan
DistributionChannel
(SalesMarketing)
ProductCatalogue
BiAF
INTEGRATED ARCHITECTURE FRAMEWORK
EA
Physical
BPM
APP
18
BELGACOM ENTERPRISE INFORMATION MODEL
an integrated extendible enterprise information model specifying the major information concepts used in Belgacom's business processes. (eg. customer, party, order, ...), their key attributes and associations/relations.
a blueprint data model which is to be reused as “the reference” starting point during application development and/or integration into Belgacom's service oriented architecture (SOA) and DWH.
a common vocabulary to the different business and IT departments within Belgacom to ensure that everyone uses the same "language" in Belgacom's processes and systems.
FUNCTIONAL ARCHITECTURE SUPPORTING TRANSFORMATION
a Belgacom-specific, service-oriented approach for IT a common language for IT ànd Business
separation of concerns
layere
d
modular clustering of related IT
capabilities into functional blocks
functional blocks providing business services
re-use of generic components
each functional block can contain 1 or more applications
vendor selected per functional block
loosely coupled between functional blocks
via our One ESB
with BEIM as canonical model
19
BEFORE FAST
Central
Product
Information Mgt
Activation
OMS
Logical Resource Management
BCI
PerformCustomerOrderFeasibility
SubmitCustomerOrder
CancelCustomerOrder
Communication
Opportunity
VOIP
Service Bundle::Offer
TV
HSI
Opportunity
Customer
One SellingOrder Capture :: MigrateToNewOffer
CustomerOrder 1
SiebelOrder
HomeGateway
CFS Decomposition
VOIP
TV
HSI
HomeGateway
TV VOD TV REC TV FOOT
AV Security Voucher 50 iTunes
EMAIL BOXEMAIL BOXEMAIL BOXEMAIL BOX
Update Inventory
Product Order Reassembly
Mobile Voice
Mobile Data
Mobile Handset
3G Modem
VOIP
Service Bundle::Offer
TV
HSI
HomeGateway
Mobile Voice
Mobile Data
Mobile Handset
3G Modem
PSTN
TV
InstallPoint
CurrentAsset
Mobile Voice
(Proximus)
Mobile Voice
Mobile Data
Mobile Voice
PNI/FIONA
Comptel
InstantLink
NPSLogical Resource
Management
Logical Inventory
Services
DARE
Pro-Active -
Scheduler
FITNESS
(TeraFibre)
Re-Active
Before/After worksABRABD ANA
Number Mgt
VOIP
NIP
(VOIP)Sync
IP Address
Mgt
VLAN
Mgt
IP
Address
Mgt
ISIS
Sync
VLAN
Mgt
Sync
Activation Engines
Service
Catalog
Resource
Catalog
Inventory
Fiber NEMALU IMS/SDP
(VSAM)
BAS TV
(Total Manage)E-Mail
Profile
User
?
Radius
Profile
PSTN Validate Delivery Notify BillingNW DesignDN Alloc
Mobile Voice
Mobile Data
Validate Notify Billing
Validate Notify Billing
PortalTV
BPM.. Rosy
TV VOD
One Selling
Instant OrderingService Bundle::VODpack
VOD
CustomerOrder 2
S5: DN Alloc
TV TV VOD TV REC TV FOOT
Service Design Update Inventory Service Order Syncro
Task CreationService Design Update Inventory Service Order Syncro
Service Order A
Task Execution
Job Scheduler Job Execution
Task / Job EngineResource Design Resource Alloc Resource Alloc Job Creation
Order VOD
Events
Lead
Notify NRM Notify UTS
SIM Alloc
SIM Alloc
Delivery
Delivery Notify UTS
S6: NW Design
S7: NW resource alloc
S8: Delivery
BPM
Mobile
S9: Update NRM
Legacy
Order Exec
Flows
AI
SUPS
SalyExplorer
SALY
Physical Inventory
Order Execution Management
Assigned
Resources
Assigned
Services
GIS
WFM
AHS (AHO)
IAB WFM
Work Force Management
Service Order E
Product Delivered
Mobile DataService Order F
TV VODService Order X
VOIP Service Order B
HSI Service Order C
EMAIL BOXEMAIL BOXEMAIL BOXEMAIL BOX Service Order D
Product Order Completed
Product Order Completed
Product Order Completed
Product Order Completed
Bill & Notify
Service Order Execution
Management
Commercial
Catalog
Commercial
Catalog
Notes
FilesDrawings
GeoMarketing
Survey (EUC app)
QuoteSelling
Product Delivered Product Order Completed
3G Modem
CPE Order ZHomeGateway 3G Modem
PSTN Service Order F Legacy Order Execution
Product Order Completed
Product Order Completed
Legacy Order Execution
Legacy Order Execution
Customer
Asset
Via Shop, Partner or TaxiPost
Bill & Notify
Product Delivered
Product Delivered
Bill & Notify
Bill & Notify Product Order Completed
ResourceDeactivationHiq VOIP
Task Creation
ACT HSIACT EMAILBOX
JMS
DACT PSTN
PWD
Generator
Availability Feasibility Appointment.
.
DACTP
ACT VOIPACT IN ACT TV
DNS Web Hosting
Alloc Service ID Manage Workforce
TEST EMAIL TEST HOME GATEWAY
Service
Gateway(TR-069)
Service
Verify(TR-069)
Drawings
VoiceMail
SMS MMS
myHome
(FTTH+Mobile)
HSI
NetworkServices
Some physical resource
elements have a
logical resource equivalent
Update Charging
Charging
No WFM integration
during intermediate release.
Appointment & Work
optimisation handled by
deployment contracter.
DARE only as from 2012,
after having feedback info on
root cause analysis
If we also document DP’s and
”passed” situations: would allow
UTAC for “passed”
Resource
definitions
cfs-rfs
mappings
services
definitions
Allocate Subscriber Numbers
- Still supported?
- If yes, when
Configure
Service
Decomposition
Service Order
Status Management
Aggregate sub service orders or
service order items status’s
MIA
IP Address
Mgt
Backbone (Ethane) connection points
PSY DACTP
OMC
Switching
EWSD S12
If VDSL2
Commercial
Catalog
Notify Billing
Notify Billing
Notify Billing
Notify Billing
Notify Billing
Notify Billing
Notify Billing
Notify Directory Services
Notify Billing
Goods Delivery Completion Delivery Confirmation Goods accepted Update InventoryProduct Delivered
As Is
To Be
From/To
1
2 3
“AND DEFINING A ROADMAP TO…”
20
What do we need (by when)?
Can we cope with existing capabilities?
Identify decision points
What do we do when and how?
“70/20/10”
ROADMAPPING “to make sure we do the right things”
HEATMAPS
AS IS 3-level fit gap analysis
21
Strengths optimized for current business model & operations
• meets current operational expectations • high-level of process automization • high level of exception handling capabilities
Weaknesses gaps vs. long term vision
• seperate core systems for fixed & mobile • tuned for legacy network topology • lacking federation of inventories • no real E2E support • long time to market for new products
Opportunities few opportunities
• …
Threats IT debt to be dealt with
• old versions • accumulation of quick-fixes fine-tuned for current business & operations • scarce IT skills for legacy systems
DRAMA OF OUR LEGACY OSS not a burning platform
“Build new”
“Patch it up”
“Re-construct”
16/10/2013
Scenario Assessment
• business as usual, no fundamental changes (more of the same , more on top)
• current short-comings, IT deficit and complexity will continue to grow
• new landscape built in parallel with existing, slow
• complex migrations scenarios, with difficult orchestration between old and new (dual focus for org)
• major but step-by-step re-construction of the IT landscape
• risk of delay due to long-term changes versus short-term delivery needs
NO ‘BUILD NEW’ BUT ‘RE-CONSTRUCT’
22
Your roadmap will always be wrong, but serves at questioning your future.
ABOUT THAT ROADMAP
Be very clear about where you are going,
but very flexible in how you get there.
ACF #1 Initial feasibility o How does this fit with our Target
Architecture? (FAST & BEIM)
o Can we (re-)use an existing application?
(70/20/10)
o What standards are applicable?
Intake
ACF #2 High Level Solution Design o What is being implemented? (FAST & BEIM)
o How is it being implemented? (FAST & RSA &
70/20/10)
o Any impact on the ‘bigger picture’?
ACF #3 Delivery o Does what has been implemented accord with
the approved High Level Solution Design? (If
not, why?)
o Have all Principles been adhered too? (If not,
why?)
o Can we re-use any of the new functionality
elsewhere?
ARCHITECTURE CONFORMANCE FRAMEWORK “to make sure we do things right”
23
“There is no value in EA, in and of itself!”
The value of EA is in its execution. When projects apply the prescriptive guidance provided by EA.
By providing appropriate information, EA makes sure that :
no unnecessary activity takes place
duplication and waste is minimized
(critical) resources are conserved
decisions on prioritization are (more) efficient
scope and planning is managed
change is effective
idea
feasibility
plan
design
build
execute
Does it progress the business vision/strategy?
Is it doable? Should it be done?
When and how should it be done?
What standards & principles are applicable?
Does what is being built match with what is required?
Does the outcome deliver the identified benefits?
EA questions:
EA HAS AN INDIRECT VALUE PROPOSITION
WHAT YOU GET WITHOUT EA
Photograph: http://www.asfaltkonijn.be/?s=surr%C3%ABel
24
Unclear transformation path
Lack of commitment from the business side
Project risk standing from sheer size of the
effort
Close link with other concurrent (non-IT)
transformation initiatives
OUR MAIN CHALLENGES
IT as enabler of competitiveness and growth
leading to additional requirements (360°view on
customer data, high automation, …)
IT contribution to business KPIs is the ultimate
yardstick for overall IT performance
IT as a key business enabler instead of a
bottom-line optimizer
Shift from product orientation to customer
centricity requiring an integrated factory
Ongoing price pressure and consolidation
Several rounds of IT cost cutting have taken
place
Need for smart, sustainable measures, which
lead to continuous improvement
Complexity of architecture (fragmentation,
redundancies, …)
Underinvestment over past years (wrong mix of
Run vs. Change the business)
Increasing performance problems
Source: 2009 Boston Consulting Group study for ETIS
Changing role of IT
in the company Changing/increasing demand
from the business side Continuous pressure
on costs
IT landscape in danger
of collapse Transformation challenge
Senior Mgmt
Middle Mgmt
Opera-tional Mgmt
The Floor
???
Master of ICT Enterprise Architecture 2010 – inno.com institute
“Most companies do have an IT architecture, but very few control it. Instead, it grows organically, and the result is often duplicated systems, proliferating and inconsistent data and makeshift integration. To make matters still more complicated, at most large companies, even within divisions, many IT initiatives are driven as much by short-term business wants/needs as by any long-term blueprint.” (McKinsey Quarterly; IT architecture: Cutting costs and complexity, August 2009)
(TYPICAL) ATTENTION SPAN OF THE ENTERPRISE
25
Master of ICT Enterprise Architecture 2010 – inno.com institute
Information & Systems
Business Process
Enterprise Architecture
?
(DESPERATELY) SEEKING SPARRING PARTNER
MANY STAKEHOLDERS OF EA
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Direction
Structure
Reality
Purpose Solution Means
EA way of “framing” top-down
Business way of “appreciating” bottom-up
TOP-DOWN VS. AND BOTTOM-UP
Emergent Strategy Many day-to-day decisions and prioritisations
Intended Strategy
What we would like to happen
Deliberate Strategy
Top-down objectives/ initiatives
Realised Strategy
What actually occurs Unre
alis
ed
Stra
tegy
Th
ing
s le
ft beh
ind
Having an IT transformation roadmap is not enough. You need to implement it. Decisions with the allocation of funds & resources are not made within the architecture itself, nor its roadmap. The evolution towards that desired future state, which is laid out by the roadmap, needs to be safeguarded through a governance process.
THAT CONTINUOUS ALIGNMENT CHALLENGE
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SYSTEMICALLY DESIRABLE & CULTURALLY FEASIBLE
IF ONLY I COULD DO THIS
Photograph: http://www.photoree.com/photos/
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EXECUTIVE SUMMARY
Adaptation of a Dilbert cartoon by Scott Adams from July 20; 1997
SHOULD YOU WANT TO REACH OUT
http://about.me/wouter.depoortere
