ict startegy and architecture

Building an ICT Strategy and ArchitectureBuilding an ICT Strategy and Architecture

Custom-made to fit your firm

ENG. Nikola Terziev, CISA

18 July 2013

Building an ICT Strategy and ArchitectureGoals and Objectives

• Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture

• Take a look at a real-life example of building a Technology Architecture strategy

• Understand the relationship between Business Strategy and Technology Strategy

• Begin mapping your own Technology Strategy against the Business Strategy for your firm

Building an ICT Strategy and Architecture

Agenda– Introduction– Defining Architecture– Structuring a Strategic Enterprise

Architecture Program– Technical Architecture, including

Case Study– Business Architecture– Selling Architecture as Strategy– Where Should you Start?– Conclusions


Defining ArchitectureDefining Architecture

Architecture and Enterprise ArchitectureMultiple Definitions• Different “themes” of the definition

– Broad Technology– Specific Technology– Government agency-specific– Business-Technology Focus

EA is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution.

– Gartner

Different Approaches for Strategic Look at EAFrameworks

• COBIT• Zachman Framework• TOGAF, The Open Group Architecture Framework• FEAF, US Federal Enterprise Architecture (Framework)• NASCIO Enterprise Architecture Toolkit (US State Governments)• DoDAF, US Defense Framework• MoDAF, UK Defence Framework• Gartner Enterprise Architecture Framework• Microsoft Solutions Framework

COBIT 5

Zachman Framework

• • Administration – Governance Roles & Responsibilities

• •Planning – EA program road map and implementation plan

• Framework – processes and templates used for Enterprise Architecture

• Blueprint – collection of the actual standards and specifications

• Communication –education and distribution of EA and Blueprint detail

• Compliance – adherence to published standards, processes and other EA elements, and the processes

• to document and track variances from those standards

• Integration – touch-points of management processes to the EA

• Involvement – support of the EA Program throughout the organization

NASCIO

Different Approaches for Strategic Look at EAFrameworks – Gartner

• “Viewpoints”• Technology Architecture• Business Architecture• Information Architecture• Business Context

• Result in “Solution Architecture”

Different Approaches for Strategic Look at EAFrameworks – Gartner

Structuring a Strategic EA ProgramStructuring a Strategic EA Program


Structuring a Strategic EA ProgramWhat is the Enterprise View?

Structuring a Strategic EA ProgramWhat makes a good EA development process?

• It’s Pragmatic– Introspection and “Ivory Tower” academic exercises won’t work– Needs to quickly deliver value, while being based in reality

• It’s Aligned with the Business– Business strategy should drive EA – Top down– Agile enough to adapt to new requirements from the business

• It’s Kinetic– This isn’t about standards, models, and static artifacts– Like anything else in IT—needs to have discreet projects to move it forward

Structuring a Strategic EA Program

Position EA for Success• It’s all about the business

– Focus on business goals and business results; “re-cast” efforts in business terms

• Measure and Market– Execution is key, but make sure you’re measuring your

success– Communicate successes

• Plan ahead– Make sure each project can be built on by future projects– Manage scope so that you can deliver quickly and

regularly

Technical ArchitectureTechnical Architecture


Information ArchitectureWhat it is – What it isn’t

• For many firms, Information Architecture will “start” as a part of Technical Architecture

Information ArchitectureDriven by Principles and Requirements

• Make sure information is consistent and consistently available

• BI, Data Integration, EAI

• Establish the version of the “truth”• Master Data Management

• Establish Information ownership• Governance and accountability for

compliance and reliability

• Architect for re-use• “SOA” with appropriate security

Microsoft TA ModelMicrosoft TA Model

Context

“Business”

Access to information

“IT”

Flexibility

Availability

Productivity

Sourcing options

Service levels

Mitigate risks

Manage costs

TA conceptsThe meta model

Scenario’s

Products

Expressed in language of customer/industry/country

Unit of planning for business value

Capabilities

Workloads

Prescribed by TA model

Services

1. Compiled in a customer engagement from the service map

Prescribed by TA model

Business IT

Personas

2. Unit of deployment

Features

Description of future state in business context

CloudOn-Premise

3. Consumed by the business

Provides context for the business

Prescribed by product group

Basic Infrastructure

Core Infrastructure Services

Client Services

Application Services Business Productivity Services

IMPACT Reference Model - IT Service domains

IMPACT Reference Model - IT Services Taxonomy

IMPACT Reference Model - Desktop deployment


Protection

Content Synchronization

User Interface

Document authoring & publishing

User State

Communication Clients

User Authentication Identity and

Access

Management Agent


StorageProcessingBasic Networking

Service Operations

Devices & peripherals

Connectivity

File discovery & Sharing

Application Delivery

File- and Print

Protection

Service Delivery

Client Services Application Services

App Server

Data Management

Integration

Data Warehousing

Web Server

Process Management

Development

Business Productivity Services

Collaboration

Communication

Insights

Messaging & Calendaring

Enterpise Search

Composite applications

Enterprise Content Management

Unm

an

aged

clie

nt

Managed

clie

nt

Office worker

Mobile worker

Task worker Contract worker Home acces All personas

Desktop Delivery

Advanced NetworkingVirtualization

Appl. Virt.: allways Desktop Virt. Home accessOS Virt: Contract worker

Task worker: Remote Desktop Session hostContract worker.: Remote Desktop Virtualization hostHome: access Remote Desktop Services Web Access

Mobile worker: DirectAccess, UAG, NAPContract worker+Home Access: UAG, Remote Desktop Services

Mobile worker

IMPACT Reference Model - Technology innovations


Protection

Content Synchronization

User Interface

Document authoring & publishing

User State

Communication Clients

User Authentication Identity and

Access

Advanced Networking

Management Agent


StorageProcessingBasic Networking

Service Operations

Devices & peripherals

Connectivity

File discovery & Sharing

Desktop delivery

Application Delivery

File- and Print

Protection

Service Delivery

Client Services

Virtualization

Application Services

App Server

Data Management

Data Warehousing

Web Server

Process Management

Business Productivity Services

Collaboration

Communication

Insights

Messaging & Calendaring

Enterpise Search

Composite applications

Enterprise Content Management

On

pre

mis

e d

ata

ce

ntr

e

Clo

ud

Serv

ices

Host

ed

serv

ice

Un

man

ag

ed

clie

nt

Man

ag

ed

clie

nt

Development

Integration

IT Strategy, Technical & Information ArchitectureCase Study:

IT requested to ‘lead’ business transformation discussion

Services to extend across technology, people and process

why?why?

No strategy or EA in place prior to 2011 – lack of direction & business partnership

IT perceived as ‘reactive’ not proactive. IT excluded from conversations around business strategy

Lack of ownership from IT team around services

Client ‘value-add’ and business process innovation a focus. EA supports this process

IT STRATEGY

• Business needs, IT risk, best practice & competitor assessment

• Opportunity & theme identification• Focus on business transformation & client ‘value-add’• Strategic phases defined• Governance identified• ‘Solutions’ considered from a technology, people & process

model & aligned with strategic pillars• Strategy & EA have an inter-dependency• Confirmed ‘with’ business & external partner/s

• Development Process

IT STRATEGY: THEMES 2011-2014

• Delivering client value through best practice technology services

IT Governance & Project Management

Business Reporting & Process

Automation

Mobility & Flexibility

Modernising Client Services

Communication & Collaboration

Information Management,

Privacy & Security

• Evolution of DoDAF (sample)

HISTORY PROSPECTIVE

IT STRATEGY: PHASES & TIMELINE

• Our focus - sample

IT & BUSINESS STRATEGY

1. Growth, Markets & Brand Dashboard

2. Engaged People

3. Quality & Risk

4. Operational Performance & Innovation

• Alignment to Company's strategic pillars

IT Business Plan extract demonstrating alignment

IT STRATEGY & GOVERNANCE

• ICT Steering Committee• ICT 6 monthly audit by independent organisation• ICT Annual penetration test• Service Level Agreement (SLA)• ITIL Standards• Project management framework & standards• Project management office (PMO)

• Monitoring & managing risks & opportunities

EA – TECHNICAL & INFORMATION

• Development Process

1. Gartner model selected for EA (simple concept).

2. EA an output of & input to the IT Strategy (‘living’)

3. Technical architecture seen as fundamental to operations; Information architecture sold as critical for ‘business process innovation’

4. Current state architecture developed

5. Future state, including roadmap & detailed directions statement (for each area)

6. Information architecture for core processes only (not a full business process map with data & information mapped)

TA: FUTURE STATE

Applications Platform & Environment

Hardware, Devices & Systems Software

Network

Management & Control

Business Applications

TA: FUTURE STATE

INFORMATION ARCHITECTURE

• Business Process Innovation

• BPI – new way of thinking about IA & BPA• IA is notorious for being ‘all-consuming’ & can be seen as

not delivering any value to the Firm• Targeted, key business process innovation only • Comprehensive process mapping required; identifying data

relationships & re-engineering / automation opportunities• May undertake a network analysis• Examples of key processes mapped & to be automated

- Client engagement & independence process- Staff on & off-boarding- Client standard reports

Key ea lessons:Key ea lessons:

EA can be built over time

Choose a simple EA framework

Current & future states are important

Defining core business processes is a critical part of understanding how IT can deliver value –

operationally & for clients. Otherwise, it can be ‘hit & miss’!

Business ArchitectureBusiness Architecture


Business ArchitectureViewpoint Defined

• The business context of the enterprise architecture is the articulation of the business strategy and its implications

• The business context also articulates external "environmental" trends (such as regulatory requirements, market trends or technology trends) that influence the enterprise architecture

• The business context informs the subsequent architecture work and ensures alignment of the architecture with the business strategy

Business ArchitectureIdentifying Business Strategy

• For the purposes of EA, there needs to be a consistent way of defining business strategy

• Needs to apply to external as well as internal business lines

• Ideally, the business will have a consistent way of defining strategy• Needs to be actionable and measureable• Needs to relate the ends (goals, interests, and objectives) to the limited

resources available• Needs to help set priorities in light of resource constraints• Needs to provide understanding of how resources can be organized and

employed

For most firms, this isn’t available in a way that quickly translates to use in EA

Business ArchitectureCreating a Business Strategy Template

Questions?Questions?


Additional Reference MaterialAdditional Reference Material

“Framework-less” view of EA as Strategy

Selling Enterprise Architecture & StrategySelling Enterprise Architecture & Strategy


Selling Enterprise Architecture & StrategyRecommendations

• “Build” the business architecture• Time-box the build

Four to six weeks

Most of that time is spent socializing and validating the components

• Involve the business – Creation is best, validation is OK

The business has to have some ownership

Validate early and often

• Don't give up if the business doesn't want to engage

Try a less formal process, but make sure the business strategy is represented

Where Should you Start?Enterprise Architecture as StrategyRunning IT Like a Business

“An enterprise architecture is critical for building a foundation for execution because it maps out important processes, data, and technology, enabling desired levels of integration and standardization.”

“Successful implementation of each stage of an enterprise architecture generates new or expanded technology and business benefits.”

Page 92, Enterprise Architecture As Strategy

Ross, Weill & Robertson

Harvard Business School Press, 2006

Enterprise Architecture as StrategyRunning IT Like a BusinessBenefits of Enterprise Architecture Evident in five areas:

• Reduced IT Costs• Increased IT Responsiveness• Improved Risk Management• Increased Managerial Satisfaction• Strategic Business Outcomes

• While the benefits thus far have been bottom line impacts, the most compelling need for enterprise architecture is to enable strategic business goals

• Four important strategic outcomes from enterprise architecture:– Better Operational Excellence– More Customer Intimacy– Greater Product Leadership– More Strategic Agility

Enterprise Architecture As Strategy, pp 92-100, Ross, Weill & Robertson, Harvard Business School Press, 2006

Enterprise Architecture as StrategyInformation & Data Management

Enterprise Architecture as StrategyStrategic Architecture mapped to Continuum

Questions?

Thank you!

ENG. NIKOLA TERZIEV, CISA

Mobile: + 359 882 497 006

[email protected]

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