Essentials of enterprise architecture tools

Essentials of Enterprise Architecture Tools

IASA Global - India Chapter Webinar by Vinu Jade

Information Systems Strategy Advisor With Acknowledgement to Mr. Reed Taneja

MEGA – APAC &

Gartner 2014 Assessment of Tools for EA

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Agenda

1. Discuss what are EA Tools, what do they feature and High Level Requisites

2. EA is all about Change and Transformation

3. Business, IT and Their Strategy

4. Requisites of an EA suite

5. Challenges Tools focus

6. Recommandations and Strength and Weakness of Tools

2

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Capability-Driven

What are EA Tools?

Used effectively, EA tools enable organizations to meet the challenges facing business by capturing, integrating, and analyzing information to enable business decisions.

The EA tool market is fragmented and has shown little change in the past year, with a few exceptions.

Enterprise architecture (EA) tools are software applications targeted primarily at supporting the direct participants and stakeholders of the EA discipline in their strategically driven planning through to execution.

Support for strategic decision making is provided through capturing vital enterprise context, along with content development and analysis capabilities across the business, information, technology and solution architectures.

Quoted from Gartner

http://www.gartner.com/technology/reprints.do?id=1-22K5W1Z&ct=141001&st=sb

What does EA Tools Feature?

EA tools capture, store, structure and analyze information pertaining to EA and present the information to enterprise stakeholders.

The tools should facilitate the implementation of a business strategy focused on business outcomes and risk mitigation.

The information must be presented to a variety of stakeholders set on transition-planning the future-state architecture across a number of viewpoints, including business, information, technology and solutions.

This is done to enable business change that supports the direction and strategy of the organization while confronting many types of business disruptions.

At a minimum, EA tools should integrate with project and portfolio management solutions to ensure the best investment mix of projects to execute on business direction, vision and strategy.

Quoted from Gartner


High - level Requisites for an EA Tool

EA tools must address the requirements of a variety of business and IT stakeholders in the organization, and the tools must contain:

A repository that supports, at a minimum, the business, information, technology and solution viewpoints and their relationships. The repository must also support business direction, vision and

strategy, as well as business disruptions.

Modelling capabilities that support the minimum viewpoints of business, information, solutions and technology.

Decision analysis capabilities, such as gap analysis, impact analysis, scenario planning and system thinking.

Quoted from Gartner


Presentation capabilities that are visual or interactive to meet the demands of a myriad of stakeholders.

Administration capabilities that enable security, user management and other tasks.

Configurability capabilities that are extensive, simple and straightforward to accomplish while supporting multiple environments.

Support for frameworks and standards, often used while providing the flexibility to customize the framework.

Usability, including intuitive, flexible and easy-to-learn user interfaces (UIs).

High - level Requisites for an EA Tool

Quoted from Gartner


Agenda







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Enterprise Architects in Transformation brings Value and DRIVES, For any CHANGE! – Integrated tool is a necessity

- 8 -

Vision

Goals

Strategy

Roadmap

Example: Best-In-Class Customer Experience

To achieve Best-In-Class Consistent Customer Experience As an Example Theme

Transformation Programs • Meeting Capability for Business with Value • Capability to Govern

One-IT Example: ( Can be driven out of any of the 4 pillars, Strategy or Architecture in Business and Technology) • New customer paradigm – self service, zero touch, real time • New business model - collaborative business • Convergence – communications and computing - Acquisitions and Merger • Compliance – statutory obligation and governance • Optimization – application rationalization and technology homogenization

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Capability-Driven

Frozen in the past

In the Abyss

Leading

Competitive

Operational & IT spending increases

Limited access to information

Little flexibility

No IT agility

IT delivers little business values

Uncontrollable operational & IT spending

IT as Huge Cost Center

IT in the Fire-Fighting Modes

Business & IT Integration

IT Architecture Framework in place

IT Architecture Organization (ITAO) in place

IT delivers Strategic Business values

IT as Profit Center

IT Spending under control

IT Supports business operation

Effective new development

IT Architecture blueprint in place

IT Governance in place

Enterprise Architecture with Tools helps in A Health Check for Transformation

Presenter

Presentation Notes

Agenda







10

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LIMS(CDDCDP)

NuNCAS V21

Piper

NCAD

TCPDMT

NCADTCP

RAP

Process-Centric

Service-Oriented

Capability-Driven

Business and Its Strategy – Cutting Edge Paradigm 1. Architecting to meet Demand with Effective Supply

Enterprise Architecture & Strategy Focus

Business and Its Strategy – Cutting Edge Paradigm 2. Architecting for Technology and Business Focus towards Value

Enterprise Architecture & Strategy Focus

Enables Cutting Edge

3. Alignment to business is critical aspect of “envision” ‘Business-IT Alignment’ has multiple perspectives

- 13

• There are 4 dimensional

perspectives for assessing

Business-IT Alignment

– Business Strategy as a driver • Strategy Execution (1 – 2 – 4)

• IT Transformation (1 – 3 – 4)

– IT & Data Strategy as an

Enabler • Competitive Potential (3 – 1 – 2)

• Service Level (3 – 4 – 2)

• Each of the above perspective

requires different role play of

management team

• All perspectives are important to

consider while defining IT Strategy

and managing it.

Agenda







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GTC(I)

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Process-Centric

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Capability-Driven

1.Supply – Demand, 2. Business – IT, & 3. Strategic Execution Lets Derive the Requisites of an EA Tool

BUSINESS CENTRIC CHALLENGES

Must Have – An Approach and Methodology for Business Strategy Modeling, helping in Agile

Business and Agile IT.

– Value thru Strategic Planning?

Improve the Supply & Demand Alignment (SAD) with improved Product Utilization, Leverage

Levels (PULL) in market and meet Agile Customer Experience (ACE)

– Qualitative Domain modeling?

IT & DATA CENTRIC CHALLENGES

Technology Strategy ( IT inclusive and NOT conclusive!) to enable the consumer meet the

product. - Logical Process Modeling?

GRC CENTRIC CHALLENGES

Operational Strategy for Support, Sustain and Succeed (ICE) with agile Technology enablement?, , with

Governance and Process Model (GAP)

Should We Adopt Enterprise Architecture Tools ?

Quoted from MEGA

ENTERPRISE REPOSITORY

BUSINESS AND OPERATIONS

IT AND DATA

GOVERNANCE, RISK AND COMPLIANCE

Solutions for Business Leaders to Analyse, Manage and Transform their Operating Model, in order to deliver on the Organizational and Strategic objectives of the company.

Solutions for IT Leaders to Analyse, Manage and Transform their IT Assets, in order to support the Business Model, contribute to Business Performance and navigate Digital Transformation.

Solutions for Leaders of Assurance functions – Risk, Control, Compliance and Internal Audit - to consistently manage the risk exposure of the organization in collaboration with the Business lines and the IT Function.

Hence – An Overview of EA Tool Requisites

16 Quoted from MEGA

BUSINESS STRATEGY & EXECUTION

ENTERPRISE RISK MANAGEMENT

COMPLIANCE MANAGEMENT

Control and Manage Risk

Design – Analyse – Assess - Improve - Transform

Govern

INTERNAL AUDIT MANAGEMENT

Requisites of an EA suite

17

Business and Operations

IT and Data

Assurance Functions

CxOs

Organization

OPERATIONAL GOVERNANCE

BUSINESS ARCHITECTURE

ENTERPRISE ARCHITECTURE

IT PORFTFOLIO MANAGEMENT

Quoted from MEGA

One approach to key challenges

18

ERM Process … articulated with Business Lines

Compliance Management … balanced with performance

3 lines of defense … integrated and consistent

Internal Audit … risk driven and streamlined

Execution of the Business Strategy

Development of Business Capabilities

Operational Governance, Risk & Compliance

Analysis and Improvement of Business Processes

Alignment of the Business-IT partnership

Transformation of Operating Model

1

2

3

4

1

2

3

4

5

6

Gov

erna

nce,

Ris

k &

Com

plia

nce

BU

SIN

ESS

IT &

DAT

A

Alignment and Agility of the IT Landscape

Management of the Application Portfolio

Digital Transformation

Solution Blueprint

Information Portfolio Management

Mitigation of the IT Risk Exposure

1

2

3

4

5

6

Quoted from MEGA

Agenda







19

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NuNCAS V21

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NCAD

TCPDMT

NCADTCP

RAP

Process-Centric

Service-Oriented

Capability-Driven

Challenges

1. Challenges Tools focus a) Business & Operations centric

b) IT & Data centric

c) GRC centric

20

BUSINESS AND OPERATIONS CHALLENGES

Execution of the Business Strategy

Evolution of Business Model capabilities

Operational Governance, Risk and Compliance


Alignment of the Business-IT Partnership

Transformation of the Operating Model

Business Centric Challenges

21

IT AND DATA


1 2

3 4

5 6

Quoted from MEGA

Operational governance, Risk and Compliance

Design and manage a robust strategic planning process Align strategic intent, organizational objectives and KPIs Identify the strategic contribution of organizational assets Monitor the execution of strategy through programs and projects

Tools help CxOs to Design the business strategy and consistently Define its execution through organizational objectives, transformation programs and improvement projects.

Tools help Business Leaders to Ensure the compliance of their business practices with external/internal regulations and Manage the risk exposure of their operations in line with the risk appetite of the company.

Manage the impact of regulations and policies on business operations Assess the business risks and the risk of non-compliance Implement preventive and corrective actions to mitigate risk exposure Comply with external/internal requirements through controls

Multiple business lines Sophisticated strategies Complex organization

Execution of Business Strategy

Highly regulated environment Significant impact of risk High impact of non compliance

Business Centric Challenges (1/3)

22

1

2

Tools help Business Architects to Analyze actual capabilities of the organization, Make educated decision about changes needed to support new Business objectives and then Roadmap the development of capabilities through projects, processes and IT applications Understand the existing business capability landscape Identify capabilities required to support new business plans Alignment the Business & IT Roadmaps on the expected capabilities Review investments vs capability roadmap

Fast changing business environment Complex business models Transformation too critical to fail

Merger & Acquisition Process Standardization Initiative Deployment of a major new IT System

Review operating model and understand existing implementation Identify and analyze potential transformation scenario Define potential target operating model and make decisions Analyse impact and communicate to facilitate change

Tools help Business Leaders to Understand the impact of a change –internal or external – on existing operating models, Analyse the different potential implementation scenarios and Manage the organizational transformation toward the Target Operating Model


23

Evolution of Business Model Capabilities

Transformation of the Operating Model

3

4

Quoted from MEGA

Provide transparency on how IT supports business operations Increase business agility in safely analyzing impact of required IT changes Analyse IT contribution to business to better drive the IT Investment process Identify and assess the potential business benefits of untapped IT capabilities

Tools help Business Leaders to Identify the opportunities and fully Concretize the benefits of IT as a competitiveness factor and a source of differentiation. We help IT Leaders to Adapt Agilely IT Assets in order to Deliver business requirements, while guaranteeing that IT investments sustainably Align with the Strategy.

Tools help Business Architects to Analyze how the company’s value chain delivers on customer’s expectations, Review the performance of key processes, Explore the support they get from IT and Assess impact on key business informations.

Analyse and drill-down processes, functions, IT and Data Manage business performance through KPIs Identify and simulate the improvement scenarios

Numerous business processes Undocumented and unmanaged Looking for process improvement

Complex and Heterogeneous IT Landscape IT and Business strongly intricate Major business impact of digital transformation

Alignment of the Business - IT Partnership


24


6

5

Quoted from MEGA

IT AND DATA CENTRIC CHALLENGES


Alignment and Agility of the IT Landscape



Solution Blueprint Information Portfolio Management

IT Centric Challenges

25


Mitigation of IT Risk Exposure

1 2

3 4

5 6

Quoted from MEGA

Alignement and Agility of the IT Landscape

Review scenario for “digitally modified business” Identify business or IT capability expected or impacted Analyse the impact on the existing organization and business model Plan the development/adaptation of capabilities and the organizational transformation

Tools help CEOs or CIOs to Embrace digital transformation – Digitization, Mobility, Cloud, Big Data, Social - by Analyzing organizational impact of digitally enabled change scenario and by Providing insight to support the associated business and IT transformation.

Tools help CIOs and IT Leaders to develop control over the IT Assets and dependencies –Business, Application, Data, Infra - to safely Analyze the impact of project changes, to Enable IT rationalization and to Develop the business agility of the Information System.

Get a full insight into the Information System and the component IT Assets Understand up- and downstream dependencies to analyze impact of change Measure and guarantee alignment of IT Assets on Business Priorities Support rationalization of IT capabilities and Technology standardization

Industry with strategic IT role Risk of disruption by non traditional players Complex customers’ interaction and operating model


Heterogeneous IT Assets Various stakeholders – Vendors, Outsourcers, internal team Multiplication of interfaces

IT Centric Challenges (1/3)

26

1

2

Quoted from MEGA

Mitigation of IT Risk Exposure

Build and maintain a precise application inventory, with IT and Business stakeholders Assess the portfolios vs numerous criteria such as cost, business, risk, technology Identify improvements, rationalization opportunities and compare scenario Develop the transparency of the IT investment Process based on reliable data

Tools help Head of Applications to manage a more and more complex Application Portfolio – In House, Packaged Solutions, Shadow IT…-, to identify opportunities for freeing investment capabilities and to make transparent IT investment decisions based on indisputable data.

Tools help Head of IT Risks to manage and reduce the IT Risk Exposure of the organization, by analyzing the business impacts of IT Risks and by implementing a sound Risk Management Process for the IT Assets – from Identification to Mitigation.

Build the risk library, identify the IT Assets Assess risks, consolidate risk exposure and analyze the impact on business Implement and test preventive and corrective measures Monitor and Report on IT Risk Exposure and Business IT Risk Exposure


Criticality of IT to support operations Multiplication of channels to access sensitive data Opened and integrated information system


27

3

4

Large number of applications Investments limited due to growing maintenance cost Delegated or decentralized ownership of applications

Quoted from MEGA

Manage business needs and keep track of corresponding IT requirements, Streamline the design process by leveraging standards and industry best practices Support IT Governance and enforce architecture standards throughout the IT Projects

Tools help IT Project Leader to turn business scenario into transparent traceable solution requirements to ensure customer satisfaction. We help Solution Architect to blueprint solutions relying on the existing Information System and complying with the Architecture rules defined by IT Governance to protect the IT agility.

Solution Blueprint


28

6 Complex solutions built over the time Difficulties in tracking of business requirements impacts Tumultuous Interactions User/IT Project team

Information Portfolio Management 5

Understand context and nature of critical data and information sources in your organization Get a clear view on data lineage, dependency of applications and business processes Understand the end-to-end data flow and the potential risk to key data Manage and consistently design information layers, from Business to conceptual to physical

Tools help Chief Data Officer to manage the portfolio of Information assets, to improve data alignment through business dictionary and logical models, to control the lifecycle of key data within the Business and IT processes and to identify potential risks.

Diversification of products, channels, customer segments… Multiplication of sources of data Master Data Management initiative


GRC Centric Challenges

29

IT AND DATA

GOVERNANCE, RISK AND COMPLIANCE CHALLENGES

ERM Process… articulated with Business Lines

Compliance Management… balanced with performance

3 lines of defense… integrated and consistent

Internal Audit… risk driven and streamlined

1 2

4 3

Quoted from MEGA

Tools help the Board to Implement and Guarantee a sound collaboration between the Assurance Functions through a common platform that centralizes key Risk & Control Data, supports consistent practices and consolidates reporting.

Silo effect among Risk, Compliance and Audit Difficulties to build a consistent Risk reporting for the board Duplication of information, inconsistency of practices

3 lines of defense … integrated and consistent

GRC Challenges (1/2)

30

Facilitates risk mapping, assessment, and control Support collaborative risk identification & assessment with Business Lines Analyse business impact analysis of risk on the organization Automate the consolidation and communication of exposure to risk

Tools help the Risk Management Department to Assess the organization’s exposure to risk, Ensure that risks are controlled appropriately by all departments and sustainably Include business lines as active stakeholders of the Enterprise Risk Management Process.

Multiple business lines Sophisticated strategies Complex organization

ERM Process … articulated with Business Lines

Support collaborative workflow between Risk, Audit and Compliance Centralize risk & control data in a common secured repository Implement consistent practices to guarantee consistency of assessment Ensure the relevance of reporting based on a single framework

Multiplication of regulation and policies Frequent changes of business practices and regulations Increasing cost of controls, decreasing business agility

Compliance Management… balanced with Business Performance

GRC Challenges (2/2)

31

Build risk driven audit plan and optimize allocation of resources Automate low-added value activities to increase audit capabilities Monitor execution to optimize effectiveness Follow-up on recommendation to guarantee improvement of business practices

Tools help the Internal Audit to Improve the quality of the Audit process by enabling to Plan and Execute Risk Driven Audits, and to Increase the execution capabilities of the department through automation of activities and monitoring.

Highly regulated environment Multiplication and diversity of business practices Limited Internal Audit resources

Internal Audit … risk driven and streamlined

Tools help the Compliance Department to Manage the regulatory and policy requirements of the company, Analyse their impact on the organization, Ensure a sound communication of standard practices and Test their implementation.

Manage and maintain libraries of regulation, requirements and policies Analyse the impact on the Business, Operations & IT Collaboratively design and deploy practices balancing control and performance Assess and Improve the compliance to standard practices

3

4

Quoted from MEGA

Agenda







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Use tools for Assessment & Transformation

Easily deploy a best practice portfolio management process

Take advantage of out-of-the box reports and dashboard

Business alignement

Transformation Roadmap Cost Analysis Technology standardization

End-to-end out-of-the-box process workflow

Gartner Recommends!

Business-outcome-driven EA is a practical approach to supporting EA that starts and ends with a focus on delivering signature-ready recommendations to business and IT leaders for adjusting policies and projects to achieve target business outcomes, based on the business direction that capitalizes on relevant business disruptions (see "EA Practitioners Must Focus on Outcome-Oriented Deliverables," "Define

the Business Outcome Statement to Guide Enterprise Architecture Efforts" and "Stage Planning a Business-Outcome-Driven Enterprise Architecture").

By putting business direction (strategy and operations), disruptions (opportunities and risks) and outcomes first in developing EA signature-ready guidance and actions, chief enterprise architects will become empowered to drive enterprise change, deliver high-impact value and lead the business forward in a competitive environment (see "Enterprise Architecture Leaders Focus on Business Impact").

Quoted from MEGA

Magic Quadrant Gartner 2014

mega

Software AG

Troux

IBM

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