enterprise architecture program management challenges

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© Inspired Technology Worx Ltd 2009 1 Nashreen Hofmeester 12 September 2009 EA Project Management Programme understanding risk and managing failure

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Presented at the 2009 South African Government GITO Council Techni-Click.

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Page 1: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 1

Nashreen Hofmeester12 September 2009

EA Project ManagementProgramme

understanding risk

and managing failure

Page 2: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 2

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 3: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 3

Definitions

Programme ‘A group of related projects managed in a co-ordinated way to

obtain benefits and control not available from managing them individually.’

Project Management Institute (PMI)

Project ‘A project is a unique process consisting of a set of co-ordinated

and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements including the constraints of time, cost and resources.’

International Organisation for Standards (ISO)

Page 4: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 4

Project vs. Programme

Programme

Narrow scope , specific deliverables, time-frame, budget.

Success measured by budget, on-time , outcome delivered according to scope.

Minimise scope variation. Detailed project plan. Focused on delivery.

Wide scope; may have to change over time.

Success measured by benefits delivered, new capabilities established, etc.

High-level plan providing guidance to projects.

Co-ordinated management across portfolio’s.

Project

Page 5: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 5

EA as programme

Ongoing iterative effort: Plan, develop, realise, maintain

Top-down planning of architecture projects Balanced and consistent manner

Facilitate alignment to enterprise strategy Facilitate compliance management Manage interdependencies between

enterprise projects

Page 6: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 6

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 7: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 7

Understanding your stakeholders

Why Identify people and groups with interest

• Know who you are dealing with– Who decides, who gains / lose, who controls resources, who

influence,?

Identify their concerns• Focus your effort• Produce ‘fit-for-purpose’ architecture

‘An individual or group with an interest in the success of an organization in delivering intended results and maintaining the viability of the organizations products and services.’

Balanced Scorecard Organization.

Page 8: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 8

Categories of stakeholders

Source: TOGAF 9TM, 2009

Page 9: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 9

Sample Stakeholder Category Interests

STAKEHOLDER INTEREST RELEVANT VIEWPOINTS

CxOe.g. CEO, CFO,

COO,CIO

Interested in the high-level drivers, goals, and objectives of the organization, and how these are translated into an effective process and IT architecture to advance the business.

•Business footprint•Goal/objective/service model•Organisation chart

Program Management

Office

Interested in prioritising, funding and aligning change activity. Understanding of project content and technical dependencies adds a further dimension of richness to portfolio management decision making.

•Roadmaps•Business footprint•Application communication•Functional decomposition

Line management e.g. Senior business

managers

Interested in top-level functions and processes of organisation and how key applications of the IT estate support these processes.

•Organisation/actor/Location•Goal/Objective/Service model•Cost view•Application/User/Location

Source: pp 286-292, TOGAF 9TM, 2009

Page 10: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 10

Stakeholder analysis

•Identify people and groups with interest in the EA programme•Identify who will be impacted by current iteration

•Review and verify stakeholders and their concerns

•Select appropriate views and viewpoints

•Understand concerns and issues per stakeholder

•Create stakeholder matrix•Determine management approach

Identify and classify

stakeholders

Identify and classify

stakeholders

Identify concerns

Confirm Stakeholder

concerns

Mapstakeholders

Tailor viewsand viewpoints

Page 11: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 11

Sample stakeholder matrix

STAKEHOLDER INTEREST CONCERNS RELEVANT VIEWPOINTS

Executive Management

(HODs, DGs, SGs, DDGs, CDs and

equivalents)

This stakeholder group is interested in the high-level drivers, goals, and objectives of the organization, and how these are translated into an effective process and IT architecture to advance the business.

Difficulty in integrated planning. •Business footprint

•Goal/objective/service model•Performance model•Legislation/business rule/process/actor•Quality of service

Poor service and service inequality.Poor performance management.Difficulty in monitoring regulatory compliance and governance.

Page 12: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 12

Sample stakeholder power grid

Page 13: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 13

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 14: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 14

Common challenges and issues

Poor executive buy-in Un-cooperative business owners Analysis ‘fatigue’ Business uncertainty (change, etc.) Mal-aligned expectations Lack of governance practice Operations focus vs. Strategic focus

Page 15: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 15

Common challenges and issues

No clearly defined objectives for EA No up-front success metrics Lack of ‘shared reality’ between business and

ICT organisation Lack of project / programme management and

practice Lack of skills or immature EA skills Historical ‘baggage’

Unsuccessful previous attempts

Page 16: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 16

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 17: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 17

What is risk

‘The possibility of incurring misfortune or loss’

Collins Dictionary

‘..the project risks are events or uncertain conditions that, in case they happen, they provoke a positive or negative effect in the project objectives.’

Project Management Body of Knowledge (PMBoK)

Page 18: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 18

Nature of risk

Inherent: Nature of project

objectives or scope

Acquired: Results from selected

organisation, approach / technology

Contextual: Results from events,

circumstances outside project

Page 19: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 19

Risk management process

•Use collaborative approach•Identify overall risks for project•Revisit at start of each new phase

•Prioritise according to impact•Assess in terms of level of acceptability

•Maintain risk register•Assign ownership•Monitor and manage

•Determine cause•Estimate probability•Estimate consequence

•Define formal risk reporting mechanism•Formulate response to decrease, contain and control

Identify and define risks

Identify and define risks

Analyserisks

Evaluaterisks

Define,implementresponse

Monitor andmanage

Page 20: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 20

Common risks encountered

Lack of organisational readiness Lack of EA capability maturity Failure in scope definition and management Failure in governance Failure in schedule Failure in risk management Failure in communications management Resource constraints Political change

Page 21: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 21

Effective risk management

Commitment at all levels Communication and consultation Effective project management Risk ownership Partnership approach Continuous risk management (mitigating)

Page 22: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 22

Mapping Risk

Page 23: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 23

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 24: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 24

Architectural artefact vs. deliverable

Artefact: More granular work product

• Describes architecture from specific viewpoint– Catalogues– Matrices– Diagrams

Deliverable: Contractually specified work product

• Formally reviewed, agreed to and signed off• Snapshot of architecture landscape

Source: TOGAF 9TM, 2009

Page 25: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 25

TOGAF 9TM deliverables

Page 26: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 26

GWEA V1.2 deliverables

Technology Architecture Views (D)

Application Architecture Views (C2)

Business Architecture Views (B)

Data ArchitectureViews (C1)

Organisation Structure Model

Application Reference & Standards Model

Business Process Model

Business Function/Service Model

Business Performance Model

Business Information Model

Application Distribution Model

Technology/Network Distribution Model

Technology Platform Model

Technology Reference & Standards Model

Data Reference & Standards Model

Data Security Model

Data Gap Application Gap Technology Gap

Data-Application Model Application Stakeholder Model

Opportunities & Solution (E) and Implementation Plan (F) Views (Programmatic Views)

Business Gap

Preliminary (P) & Vision (A) Views

EA Org Model EA FW EA Request EA Principles EA VisionEA SOW Comm Plan

Business Roadmap Data Roadmap Application Roadmap Technology Roadmap

Consolidated Roadmap & Transition Architecture

Implementation and Migration Plan

Implementation Governance Model

Page 27: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 27

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common Challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 28: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 28

TOGAFTM ADM and project management

Conduct ADM cycles within project management framework of enterprise. Frame implementation and migration plan within enterprise project delivery

methodology

Source: TOGAF 9TM, 2009

Page 29: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 29

Project management methodologies

Prince2

Page 30: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 30

Project management methodologies

PMBoK

Page 31: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 31

ADM and project management phasesADM PHASES PRINCE2 PMBoK

Contextualisatio

n

Preliminary Starting up a project Initiate

Vision -Phase A Initiate a project

Planning Plan

Developme

nt

Business Architecture - Phase B Manage product delivery

Manage stage boundaries

ExecuteInformation Systems Architecture -Phase C

Technology Architecture -Phase D

Transition

Planning

Opportunities and Solutions - Phase E

Planning PlanMigration Planning -Phase F

Governanc

e

Implementation Governance -Phase GDirecting

Controlling ControlChange Management - Phase H

Page 32: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 32

Agenda

1

2

3

4

5

6

Project management vs. Programme management

Understanding your stakeholders

Common Challenges and issues

Managing risk

EA project deliverables

TOGAFTM ADM and project management

7 Conclusion

Page 33: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 33

Successful EA programmes

Page 34: Enterprise Architecture Program Management Challenges

© Inspired Technology Worx Ltd 2009 34

Questions