WE SHARE IN YOUR VISION

RUN • GROW •TRANSFORM

Solutions that work for Today and Tomorrow

NEXTGEN GLOBAL®

Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential

Presenter: Fru Louis“Building Tomorrow’s Enterprises”

Enterprise Architecture (EA)

Prescriptive Step by Step Guide to go about instantiating an EA Practice at your Organization.

Part II: Actualizing EA

Goal

The Goal: Get from baby steps, with low EA maturity in the organization to a highly mature and optimized practice.

Agenda

Part II: Actualizing the EA Practice

- Rethinking the IT Department

- EA Mandate and Value proposition

- Three main Phases of the EA journey

- Building an EA team (Core and Extended)

- Decision maker’s check list.

Actualizing the EA JourneyIn the Organization

Part II

Rethinking IT: The IT Department is a…

Pro-Active Service Delivery and Capability Development Shop Vs. Re-active Support shop

IT Shop

Business Intelligence and Data

Warehousing

Application development

& Maintenance

Support & Training

Enterprise Portals & Content

Management

QA/Testing

• Data Center Ops,• Database Mgmt, • Cloud/Hosting Solutions,• Storage Solutions• Reporting and Analytics

solutions

• Network/System Management,

• Managed backups• Help Desk• System Monitoring

• Content Management,• Product Portfolio mgmt.

and PLM• Corporate information

and portal management• Support and Training

• Business Continuity• Audits & Regulations,• Planning and Innovation• CIO Services,

Business Objectives and

Goals

Enterprise Applications

and Solutions

Data and Information Architecture

Implementation

Network And Infrastructure

Systems Implementation

EA Transformation Journey

Re-Active IT Support Model Pro-Active IT Service Model

Solutions/Project Performance• What do we have?• Do we need it all?• Consolidate and

Reduce?• Change impact

analysis

Improve Enterprise wide program and Portfolio performance.• Develop Standards• Recommend best

practices (technology, server platforms)

• Encourage IT Evolution

Improve Business Product/Services Performance• Align Business to

IT• Increase focus on

Business architecture and Business processes

• Maximize customer lifecycle value

Improve Market Performance• Develop business

strategy• Maximize Product

profitability• Maximize Market

share.• Create transition

plan• Execute share

holder value better

Mandate

Val

ue

Tactical

Objectives

Strategic

Objectives

Cost Incentives Value Incentives

EA Mandate: The success of the EA Journey depends upon the mandate from the business

Value increases asMandate increases

The journey is usually non-linear

Mandate to Value Curve

Mandate Reference Matrix (MRM)

This is typically the best starting point for most stakeholders

Level 1:EnterpriseStrategy

Level 2:Enterprise

Design

Level 3:Segment

Architecture

Level 1:EnterpriseStrategy

Level 2:Enterprise

Design

Level 3:Segment

Architecture

Str

ateg

yS

olu

tio

n

Level 4:Solution

Architecture

Str

ateg

yS

olu

tio

n

Level 4:Solution

Architecture

Starting the EA Journey: a high-level plan and groundwork for first iteration processes

Lay Groundwork

Describe Current EA

Design Target EA

Review Projects

Time

Objective

Business participation

X months (finish by mm/dd/yy)

X months (finish by mm/dd/yy)

X months (finish by mm/dd/yy)

X months (finish by mm/dd/yy)

• Approve the initiative• Allocate funding• Provide a business

sponsor• Define Mandate

Document the current state of the enterprise’s domains:• Business• Applications• Data • Technology

Design the target state of the enterprise:• Improved business

process• Better IT/business

alignment• Design of transition

architectures

• Start using the tool to improve business decision making

• Engage in an organizational readiness assessment to ensure compliance standards are met

Title of business decision-maker:• Approval• Funding sign-off• Provide executive

support by allocating an adequate amount of business staff's time to participate in EA-related activities

Title of executive(s) likely to help:• Help documenting the

current strategic planning process

Title of operations groups likely to help:• Help documenting

business processes

Title of executive(s) likely to help:• Help integrating the

EA initiative to the current strategic process

Title of operations groups likely to help:• Help redesigning our

business processes

Title of executive(s) involved in strategic planning:• Enforce the

architectural design such that it is consistent with the vision

• Ensure EA blueprints are continually maintained

Socialize and Show the need

Acquire Executive sponsorship

Formally establish the EA program with charter

Initiate EA governance mechanisms

Engage all IT/Business leaders and gain funding

Show value quickly with quick wins

Starting the EA Journey (Implementation Phases)

Drive adoption from top and bottom

Communicate value throughout the organization

Expand to other areas in organization e.g. business architecture

Operate and Mature. Demonstrate value through a

partial model of the target state

Program InitiationProgram charter, maturity

assessment, Schedule dates, durations, and locations

Gain Buyin and ImplementOutline roles, responsibilities and

deliverables

Iteration Loop, with Feedback

1

2

3

Phase 1

Phase 2

Phase 3

What Next?...

The EA Journey: Costs and resource requirements

New resources• Enterprise architect(s)• Business Analyst(s)• Domain architect(s) (business and IT)

Cost estimate (TBD)

New activities for existing resources

• Solution architects, project managers’ time to review project outputs for conformance with the enterprise architecture

Cost estimate (TBD)

Frameworks and tools• Licenses for proprietary documentation

(models, etc.)• Enterprise architecture software

Cost estimate (TBD)

Training• Training of internal staff in EA models

and methodologiesCost estimate (TBD)

Quick Facts: 1 - Survey Data

Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container

Quick Facts: 2 - Survey Data

Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container

Quick Facts: 3 - Survey Data

Survey from: http://www.cioindex.com/cio-events/ctl/details/mid/5160/itemid/27?ContainerSrc=[G]Containers/_default/No+Container

Team members for the EA Journey: Core and Extended

Extended Virtual Teams

CoreTeam

EA Architect

VP of Technology

CFO

COO

LOB Leaders

End Users

CEO

Key Senior Managers

IT Managers

IT Steering Committee

ArchitectureReview Board (ARB)

IT SupportStaff

AreaDirectors

VP of

Information Tech. (IT)

Project Manager(s)

IT OperationsManagers

Corporate Operations Managers

Franchise Operations Manager(s)

Admin

Staff

Admin Admin Admin Admin

Extended Leadership Team

Directors

StaffStaff

Staff

EnterpriseArchitect(s)

Instantiating The Team Hierarchy for the EA Journey

Staff

Executive Team

Marketing & Sales Managers

Consultative

Reports

EA Connecting the DotsWith time, all organizations are changing, getting complex, chaotic and Volatile.

EAProject 1

Project 2

Project 3

Project 4

Project 5

Project 6

Project 8

Project 9

Architecture is a maturing asset that can help deal with change and complexity in organizations.

1

•Are there any dots not being connected

2

• Is there any possibility for simplification and Reuse

3

•Are we optimally utilizing all resources in the process

4

•Are we being delivered the services we are paying for?

Decision Makers ChecklistProjects Landscape

EA’s Guiding Principle # 1: It’s not about the tools or gadgets, it’s about the story.

Probably, you noticed the happy family on a journey. Then you realized they were riding on a Bike. The fact that you didn’t notice the bike first confirms that a story is usually more important than the tools that make it happen. Technology should be this way. i.e. A tool helps tell a story, but is NOT the story in and of itself.

What do you see in this picture?

“Just enough EA to get the job done!”

EA’s Guiding Principle # 2: No Pain, No Gain

Socialize and Show the need

Acquire Executive sponsorship

Formally establish the EA program with charter

Initiate EA governance mechanisms

Engage all IT/Business leaders and gain funding

Show value quickly with quick wins

First things First: Let the Journey Begin

Drive adoption from top and bottom

Communicate value throughout the organization

Expand to other areas in organization e.g. business architecture

Operate and Mature. Demonstrate value through a

partial model of the target state

Program InitiationProgram charter, maturity

assessment, Schedule dates, durations, and locations

Gain Buyin and ImplementOutline roles, responsibilities and

deliverables

Iteration Loop, with Feedback

1

2

3

Phase 1

Phase 2

Phase 3

EA Value Derivative Worksheet – (Executive ToDo)

# Value Derivatives Yes No Maybe

1 Would you like to identify the project vision, goals, objectives, plans activities, events, conditions, measures, effects (outcomes) and produced objects?

2 Would you like to know what terms are used throughout your enterprise architecture?

3 Would you like to have a graphic capture of your operational concepts

4 Would you like to understand the resources that flow between each activity that your organization performs?

5 Would you like to clearly understand and be able to articulate how your organizations 4 years business plan put forth by the CEO and executives is aligned with IT’s 4 years capability map? *

6 Would you like to understand how your organization is structured and capture the relationships within the organization

7 Would you like to have a hierarchy of operations that your organization performs?

8 Would you like to know what business activities are being performed, their sequencing, their inputs, outputs, and controls placed on them, and how they are performed?

9 Would you like to know the business rules that constrain your operations?

10 Would you like to know how your business processes respond to various events?

11 Would you like to understand how your organization operates in a given scenario?

12 Would you like to understand the high level data concepts and relationships throughout your organization.

Thank You for The Attention!

Question Time

About NextGenNextGen Global Solutions, LLC. (NGG: IT) is an information technology consulting, research and advisory company. We deliver the technology-related insight necessary for our clients to make the right decisions, every day. From CIOs and senior IT leaders, to business leaders, Engineering and Service professionals. Information is power in this digital age, and we try to research and provide the resources and solutions that would help decision makers run, grow and transform their organizations.

Get a Different Perspective

Are your competitors talking

about you in their boardrooms?

Does your strategy guide how you

allocate resources? Can every

employee articulate your strategy

and are they empowered to

execute on it?

At NGG, we see strategy as much

more than a plan. We work with

companies in every industry to

develop strategies that deliver

results. We conduct surveys,

interviews, and observations for

comprehensive needs analysis.

Track Key Performance Indicators

(KPIs) to ensure the success of

your Business Programs by

making appropriate adjustments

X-Ray your Business Potentials

New technologies create new

opportunities. But having too

many choices makes prioritizing

them difficult. 

At NGG, we partner with our

clients to produce the broad IT

transformations that are

necessary to extend IT’s

capabilities and create an

organization that is better able

to respond to new

opportunities.

Create comprehensive Road-

maps to efficiently align your

Business Goals and Objectives

with your Business and

Technology Capabilities. And

help monitor your projects

implementation process from

start to finish.

Because the Bottom-line Matters

Focusing on the core customer

base enables a company to cut

through product complexity and

other nuances. If you know

exactly what your primary

customers most want—if you

know what their sweet spot is—

you can concentrate on giving

them exactly that.

At NGG, we help our clients follow

the time honored principle:

Delight the few to attract the

many.

By focusing on their core

customers, customers can tailor

offerings that are exactly what

the core customers want, and

hence are likely to appeal to large

numbers of other customers.

 Visit nggsolutions.com Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential

WE SHARE IN YOUR VISION

RUN • GROW •TRANSFORM

Solutions that work for Today and Tomorrow

NEXTGEN GLOBAL®

Property of NextGen Global Solutions © 2015 — www.nggsolutions.com — Proprietary and Confidential