architecture with cutting edge paradigm in paradigm in an
TRANSCRIPT
Architecture with Architecture with
Cutting Edge Cutting Edge
Paradigm in Paradigm in an an
Integrated Integrated
Collaborative Collaborative
EnvironmentEnvironmentEnvironmentEnvironment
Monday, May 11, 2015
Workshop W10 Afternoon Session
Vinu Jade
Ambassador and Chapter Lead, IASA [email protected]
Information Systems Strategy Advisor
Architecture with Cutting Edge Paradigm in ICEArchitecture with Cutting Edge Paradigm in ICEModuleModule 11 30 Min30 Min
Business and Its Strategy
Cutting Edge Paradigm
Module Module 22 1 Hour1 Hour
Integrating Business and Technology
Strategies &
Drive Cutting Edge
ModuleModule 3 & 3 & 44 1 Hour1 Hour
Architecting & Transformation
Module 5, with Module 6Module 5, with Module 6 1 Hour1 Hour
Strategy Uncovered with Measurement of Valuewith a Case study for reference in Hi-Tech and EA Tools ( Both Optional )
Introduction
To Speaker VINU JADE
Ambassador and Chapter Lead, IASA India
Information Systems Strategy Advisor
Vinu Jade
Vinu is an expert in providing corporate level practical Enterprise
Architecture Orientation and Training to large number of senior architects
in major System Integrators, Banks and Automotive organizations in India,
United States and APAC, adopting Open Group and Iasa. He is a Certified
Instructor for Iasa Global. He has been a part of Academic Advisory
council for Computer & Software Architecture in universities in United
States and India.
Observations from experience
� Business Professionals and their strategists have lack of clarity in
understanding value benefits – Is IT Worth the investment or is IT a cost center?.
Their priority focus is in improving supply chain or customer retention and product
innovation based on economics and market dynamics for a profitable growth.
� The value of dedicated Business strategists and domain modelers
are not very recognized in organizations,. They are not easily available in the
market . Few internal drivers are executing this role, in each of their own methods within market . Few internal drivers are executing this role, in each of their own methods within
their area. They are unable to perceive an enterprise wide impact on any
changes to their domain, for e.g. Customer acquisition, product innovation, billing,
marketing etc, on overall landscape of enterprises.
Observations from experience
� Technology Professionals and their strategists are in a silo of their own.They lack in understanding the business, to provide value. These professionals are more
focused on software or ‘ware’ sale with newer hype terms – SOA, BPM, Cloud, Big Data to
name a few, which business are not able to comprehend how it benefits them.
� The art of Enterprise Architecture is in an IT wrap, rather than an
enterprise value. There are few experts who provide solutions to domain issues
through architectural transformation, which are tactical in nature. This is limited to Vendorthrough architectural transformation, which are tactical in nature. This is limited to Vendor
product suites or limited to domains. Applicability of this to cross functional domain
solutions, purely enterprise are rare with a transformation or strategic approach.
� Even if direction to adopt right technology is provided,
implementation partners do not seem to understand how best to execute,
especially transformation program.
Observations from experience
� There is lack of strategists group who understand Business to direct or
deliver best value from technology, more so in Information technology. This is often
driven by knowledge shared by IT vendors with conflict of interest in directing business to
adopt the right technology
� The aspect of keeping business alive with low cost of investment has
been one of the factors for IT projects failing 66% of time as per
analysts. The Technology projects rarely have a view of returns of investment paradigm
with Business Valuewith Business Value
� Information technology is taking a big chunk of profit of business,
with no visible returns. The project failures due to lack of understanding of
business needs have forced corporate to either hold or work around the issues due to
economic situations, when actually IT should provide proactive solutions with
conscious view of business growth in the present global context.
Objectives of Workshop
�� ModuleModule 11 -- UnderstandUnderstand Overview of Business, Itsimperatives and Where Technology fits
�� ModuleModule 11 -- UnderstandUnderstand The major impact factors of ITon Business, to be profitable and competitive in the market
�� ModuleModule 22 -- UnderstandUnderstand The key benefits and strategicvalues of Architecture to the business by opting to combine the bestpractices of Architecting with an agile IT and Business Strategy.practices of Architecting with an agile IT and Business Strategy.
�� ModuleModule 22 -- UnderstandUnderstand Key benefits and strategicvalues of what IT Architecture brings to the business.
�� ModuleModule 22 -- ConceptualConceptual POV Accept both businessand IT teams need to handle the challenges by synergy with anenterprise view, within Integrated Collaborative Environment ( ICE)
�� ModuleModule 33 -- AppreciateAppreciate Various architectingtransformation with the business to map the planned organizationalstrategy, processes and governance
�� ModuleModule 33 -- PerceivePerceive How operational needsget simplified with this approach
Objectives of Workshop
�� ModuleModule 44 -- AwarenessAwareness EA is an essential skill -comprehend that important essentialities for future alignment of ITto Business and vice versa is in – Enterprise Architecture Practice –involving both Business and IT brains
�� ModuleModule 44 -- IntrospectionIntrospection Are these skills inherent in you,Do you fit the role, How can you improve the skills to be successful inimplementingimplementing
�� IASA Introduction IASA Introduction –– DiscussDiscuss Possible methods to achieve this skill and expertise, given your exposure to the situation and experience
�� ModuleModule 44 -- AppreciateAppreciate Comparative advantages ofEnterprise Architecture and various Frameworks, in successfullydelivering technology values and
�� Module Module 5 5 -- Understand Architecture Continuum , How to Make a Business Case for EA with Value and Maturity Model and Percieve a Hi Tech Business case for value delivery
� Module 6 – Understand the need and necessity for a EA Tool
�� GoGo backback to Industry and Make IT Simple!
Module 1
Business and Its Strategy
Cutting Edge Paradigm
�� UnderstandUnderstand Overview ofBusiness, Its imperatives and WhereTechnology fits
�� UnderstandUnderstand The majorimpact factors of IT on Business, to beprofitable and competitive in the market
Business and Its Strategy – Cutting Edge Paradigm Defining Strategy and Imperatives
Agile Customer Agile Customer
Experience ( ACE) based Experience ( ACE) based
on Value to Life Styleon Value to Life Style
Financial / Material / Financial / Material /
Service Supply Chain Service Supply Chain
OriginationsOriginations INTERNAL INTERNAL
CONTROLSCONTROLS
Product Utilization, Leverage Product Utilization, Leverage
Levels ( Levels ( PULLPULL))
Business Focused Business Focused
Product, Services from Product, Services from
EnterpriseEnterprise
EXTERNALEXTERNAL
CONTROLSCONTROLS
Business and Its Strategy – Cutting Edge ParadigmProcess and Domain Definition Modeling
with Technology Enablement
Vendor RelationshipVendor Relationship
Economic ProfilesEconomic Profiles
Customer Relationship, Customer Relationship,
Demographics, Demographics,
SegmentationSegmentation
Proactive Proactive
Process Process
Support Support
InitiativesInitiatives
Domain
Modeling
Observed
Variations to be
mapped
Reactive Market Reactive Market
& Regulatory & Regulatory
Support Support
InitiativesInitiatives
InitiativesInitiatives
Product Agility and Product Agility and
FocusFocus
Market Strategic InitiativesMarket Strategic Initiatives
Modeling
Process
Modeling
Business and Its Strategy – Cutting Edge ParadigmArchitecting to meet Demand with Effective Supply
Enterprise Architecture
& Strategy Focus
Business and Its Strategy – Cutting Edge ParadigmArchitecting to meet Demand with Effective Supply
Enterprise Architecture
& Strategy Focus
Enables Cutting Edge
Cutting Edge – Positioning
� In a Bank - The issue is regional expansion for a local bank in the area of retail banking and you are expected to provide IT Strategy for the transformation
� In an Automotive – The issue as stated in the governance committee are productivity of the assembly plants is inefficient
Scenario Presenting - You have been assigned as an
architect
committee are productivity of the assembly plants is inefficient due to supply chain issues. You are expected to assess and provide a IT roadmap for reengineering to improve with limited budget in short term
� In a Hi Tech Industry – They are starting in a new market with a JV with a local business group. They have already established in other geography, not similar to this market. Volume is very heavy and local prices must be low. How do you define a IT Architecture for the new company
Cutting Edge – Understanding
� In a Bank - The context is regional expansion for a local bank in the area of retail banking and you are expected to provide IT Strategy for the transformation
� In an Automotive – The context as stated in the governance committee are productivity of the assembly plants is inefficient
Scenario Presenting – Use Cutting Edge to learn
about the Business
committee are productivity of the assembly plants is inefficient due to supply chain issues. You are expected to assess and provide a IT roadmap for reengineering to improve with limited budget in short term
� In a Hi Tech Industry – They are starting in a new market with a JV with a local business group. They have already established in other geography, not similar to this market. Volume is very heavy and local prices must be low. How do you define a IT Architecture for the new company
Business and Its Strategy – Cutting Edge Paradigm
Business with Cutting edge
�� MustMust HaveHave – An Approach and MethodologyMethodology forfor BusinessBusiness StrategyStrategy
Modeling, helping in Agile Business and Agile IT.
– Value thru Strategic Planning?
�� ImproveImprove the SupplySupply && DemandDemand AlignmentAlignment (SAD) with improved Product
Utilization, Leverage Levels (PULL) in market and meet AgileAgile CustomerCustomer
ExperienceExperience (ACE) – Qualitative Domain modeling?
� Technology Strategy ( IT inclusive and NOT conclusive!) to enableenable the
consumerconsumer meetmeet thethe productproduct, with Governance and Process Model (GAP).
- Logical Process Modeling?
�� OperationalOperational StrategyStrategy for SupportSupport, SustainSustain and SucceedSucceed (ICE)(ICE) with agile
Technology enablement? -Adopt Enterprise Architecture?
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