Building an Enterprise Architecture Program

Continuity Consulting, Inc.

Building an Enterprise Architecture Program

PMI-SVC Government Forum June 18, 2009 Jamie Barrett

Background

In many organizations there is often very little coordination and planning between the Business and Program side of the house and IT. Developing an Enterprise Architecture (EA) Program can help organizations by establishing a clear understanding of your current and future business and IT environments and how they are linked to enable you to identify where to make future investments.

Furthermore, EA allows you to view both your current environment and future Project Concepts through the lens of your organizations goals and principles.

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Meeting Objective and Agenda

Objective ● Provide an insight into how to create an Enterprise Architecture Program

Agenda ● How to utilize project management disciplines to successfully establish your program ● Current OCIO direction and its impact on your program ● The EA Lifecycle ● Benefits of establishing an EA Program ● Private sector practices for IT investment ● Lessons learned from a recent State of CA EA Project

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Overview

â—? Definition o Enterprise Architecture helps you to understand your current and future business and IT environments and how they are linked to enable you to identify where to make investments

â—? Common Sense Questions o EA uses six common sense questions to gather information: Why, What, Who, How, Where, and When.

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Overview

● Process o EA provides a set of processes and templates that enable you to understand your current operations from a program and an IT perspective. EA helps you understand your future strategic direction based on measureable outcomes and to identify any known environment changes based on newly identified or planned legislation. Doing so identifies gaps that may require new IT Project Concepts. ● Future strategic direction + Environment changes – Current operations = Gaps (New IT Project Concepts)

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How to utilize project management disciplines to successfully establish your program

Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Fourth Edition ©2008 Project Management Institute, 14 Campus Blvd., Newton Square, PA 19073-3299 USA

Current OCIO direction and its impact on your program OCIO Enterprise Architecture related initiatives

Source: Enterprise Architecture Boot Camp - April 30, 2009: Presentation

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The EA Lifecycle

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Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

The EA Lifecycle • • • • • • • • • • • • • • • • •

Ensure Director Buy-In and Support Obtain Support from Senior Executives and Program Directors EA Program Kickoff Establish an EA Work Group Create an EA Work Group Charter Form EA Subgroups Establish a Technical Review Committee (TRC) Establish an EA Executive Steering Committee (EA ESC) Appoint or keep a Department Enterprise Architect (DEA) Select core team member roles Appoint / Keep core team members Develop an EA Communication Plan Develop a Resistance Management Plan Develop an EA Program Management Plan (EA PMP) Define the Intended Use of the Architecture Develop the EA Principles Select and Evaluate the Framework

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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The EA Lifecycle • • • •

Collect AS-IS information Build the Baseline (AS-IS) architecture Review, Validate, and Refine AS-IS Models Publish the AS-IS CRM

Figure 4 - Example Approach for AS-IS Architecture Development

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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The EA Lifecycle • • • •

Collect TO-BE information Build the target (TO-BE) architecture Review, Validate, and Refine TO-BE Models Publish the TO-BE CRM

Figure 5 - Example Approach for TO-BE Architecture Development

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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The EA Lifecycle • Identify Overlaps • Identify Gaps

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA

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The EA Lifecycle • • • • • • •

Form an Implementation Planning Team Develop a roles and responsibilities matrix Dependency Analysis Planning Criteria Create a draft Migration Plan Approve the Migration Plan Integrate the EA with the Project Life Cycle Framework

Figure 6 - ADKAR Change Management Model Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA ©Prosci. Used with permission under terms of license agreement.

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The EA Lifecycle • Measure performance • Gather / Analyze Lessons Learned

Source: A Practical Guide to Enterprise Architecture – Second Edition ©Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 USA ©Prosci. Used with permission under terms of license agreement.

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Benefits of establishing an EA Program â—? Alignment o Promotes better planning and IT investment decision making o Ensures business and information technology is aligned with the mission, goals and objectives of the program services provided o Captures the facts about the mission, functions, and business foundation in an understandable and coherent manner to be utilized to make decisions by the organization

â—? Integration o Improves communication within the organization o Better communication, transparency and accountability o Business and information technology personnel share a standardized vocabulary

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Benefits of establishing an EA Program â—? Change Management o o o o

Provides conceptual pictures that help communicate the complexity Provides a baseline for conducting impact analysis Develops documentation in order to manage complex environments Provides a tool for measuring program effectiveness and managing change

â—? Responsiveness o Improves information technology responsiveness to business needs o Ensures legal and regulatory compliance, and audit standards for program success

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Benefits of establishing an EA Program â—? Leveraging o Effective use of technology for business gain o Enables the organization to reduce the cost for program delivery o Identifies better ways to manage the information and leverage those technologies o Achieves economies of scale by sharing services

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Private sector practices for IT investment ● Large Enterprises market captured by major Enterprise Resource Planning vendors in the 1980s and 90s o Focused on Business Process Reengineering o ERP + BPR does not equal EA

● Innovation is slow and there’s very little platform switching o Few fast followers and fewer early adopters o Market demands proven and mature capabilities o ERP + BPR does not equal EA

● Adopting standards without EA framework disappoints o CMMI, ITIL, CoBIT, ISO9000 all misconstrued as “the solution”

● Hyper-efficiency is now in effect – Mantra is ROI…ROI…ROI… o Reality is ROI dwindles and you’re left with ROC – Recurring Operational Costs o IT Development investment equation skews from 70% innovation / 30% maintenance to 30% innovation / 70% maintenance

● Potential disruptors are Social Networking and Cloud Computing

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Lessons learned from a recent State of CA EA Project ● Executive Buy-In and Planning is critical o This area was a common category in “What went well?”

“The workgroup approach is an outstanding way to facilitate this work.” o This area was also a common category in “What were areas for improvement?” “ [We] need help and support for the smaller departments where training resources are very limited. “

● Communication is critical o The volume of information is staggering

● Once people see the value in EA, they will drive it’s implementation a) “Develop a set of EA review checklists to support governance activities” b) “Developing an Annual EA Activity plan tied to budget and ITCP cycles” c) “EAs should be involved in overall process of project life cycle”

Contact Information

Jamie Barrett Continuity Consulting, Inc. 2250 East Bidwell, Suite 100 Folsom, CA 95630 916.458.5151 JBarrett@ContinuityConsulting.com

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