enterprise architecture program management challenges
DESCRIPTION
Presented at the 2009 South African Government GITO Council Techni-Click.TRANSCRIPT
© Inspired Technology Worx Ltd 2009 1
Nashreen Hofmeester12 September 2009
EA Project ManagementProgramme
understanding risk
and managing failure
© 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
© 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)
© 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
© 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
© 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
© 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.
© Inspired Technology Worx Ltd 2009 8
Categories of stakeholders
Source: TOGAF 9TM, 2009
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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
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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
© 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.
© Inspired Technology Worx Ltd 2009 12
Sample stakeholder power grid
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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
© 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
© 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
© 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
© 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)
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Nature of risk
Inherent: Nature of project
objectives or scope
Acquired: Results from selected
organisation, approach / technology
Contextual: Results from events,
circumstances outside project
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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
© 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
© 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)
© Inspired Technology Worx Ltd 2009 22
Mapping Risk
© 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
© 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
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TOGAF 9TM deliverables
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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
© 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
© 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
© Inspired Technology Worx Ltd 2009 29
Project management methodologies
Prince2
© Inspired Technology Worx Ltd 2009 30
Project management methodologies
PMBoK
© 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
© 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
© Inspired Technology Worx Ltd 2009 33
Successful EA programmes
© Inspired Technology Worx Ltd 2009 34
Questions