operate ea practice - c.ymcdn.com · 188 mile bike ride, poor planning on my part inspire 40p you...

qrs3E.com distributed by Jason Uppal, Fellow Disruptive Change with no Disruptions Forum

1

® Disruptive Change Disruptions with no

free Monthly Webinar Series: May 22nd, 2015

11th Webinar: Enterprise Architecture Capability –

Operate EA Practice

DCwnD.com; #DCwnD

Sponsored by


2

Apologies for last week - London Revolution 188 Mile Bike Ride, Poor planning on my part

inspire 40p you lead, we help ®

• Optimize: incrementally improve but don’t make any structural changes – example most hospitals have well defined Lean 6 Sigma programs

• Transform : some organizations are comfortable with making structural changes – example Kaiser, Cleveland Clinic etc

• Innovation : Disrupt the current value chain, that often comes from non players or outsiders – in healthcare key stakeholder is a care provider that person is part of the establishment

Ideas like EA, PMO, Business Transformation, Culture of Safety -> often feel like uphill battle-why?

Time to Reflect

Type of Organization you work in ?


3

About the Presenter Jason Uppal is a professional engineer registered in Ontario Canada. His experience as an Industrial Engineer for the first 15 years of his career and enterprise architect for the last ten, uniquely qualifies him as a leader of these webinars. With the help of other EA fellows, Jason has developed Disruptive Change without the Disruptions toolkit that leverages TOGAF ®, COBIT, PMI and ITSM etc. He is a practicing architect certified by The Open Group at Open CA Level 3 Chief Architect

Major Jason Uppal Uppal_j [email protected] #DCwnD


4

Disclaimers and Conflict of Interest Declaration • AEA does not endorse the content presented in these webinars • The content presented here is the opinion of Disruptive Change with no

Disruptions (DCwnD) forum Fellows • Jason Uppal is the DCwnD forum fellow and administrator • Content presented here and all other content made available is open and

free for use by any organization or individual • Any architect who wants to join this forum – reach out to me

[[email protected]] • TOGAF® is a product of The Open Group, refer to usage rules • This webinar will be recorded and discussion results will be posted • Slides will be made available


5

www.qrs3E.com

Our premises

Available Resources

Download Resources


6

i.0 EA Discipline based Services

Date: March 2014 Based on The Open Group Architecture Framework Prepared by: M. Jason Uppal, P.Eng. Open CA Level 3 Certified Chief Architect :

Legends: -- One Time -- Project Centric -- and Ongoing

1. Transform Enterprise Capabilities

1.1 Map Change Strategy

1.2 Architect Roadmap

1.3 Transition Plan and Business Case

1.4 Execute Change

3. Enterprise Architecture Practice

3.1 Build EA Practice 3.2 Operate EA Practice

3.3 Develop EA Skills across the Enterprise

2. Optimize Enterprise Capabilities

2.1 Define Value Chain and Enterprise

Capabilities

2.2 Map Operational Strategy

2.3 Support and Continuous

Improvement

2.4 Monitor Capability

Performance and Business Outcomes


7

@ this point we should know : i.1 Value Chain -> Enterprise Capabilities -> know the Capabilities performance -> impact on Outcomes -> Enterprise Vision If gaps between Required and Current – we help close

EA Services – Capabilities Repository, Measure Performance, if required – optimize or transform. We define roadmaps, business cases and provide expertise based leadership to ensure capabilities performance gaps are closed

Well defined framework + methods + practices that are understood by all key stakeholders

why

what

how


8

Checklist – assessment of current state i.2 Green: well managed | Yellow: could be improved | Red : non existent

1: EA Process – intake -> triage -> optimize or -> transform -> business case -> implementation -> assessment of capability performance and results achieved : Green Yellow or Red

3: EA Repository – value chain and capabilities, capabilities performance, architecture requirements, across the enterprise transparency and accountability: Green Yellow or Red

2: EA Staffing – required vs available skills match, staff performance benchmarked and evaluated regularly, non punitive culture to help close knowledge gaps : Green Yellow or Red

4: EA Communication – process to assess the value of EA deliverables in enterprise decision making : Green Yellow or Red

5: Staff Engagement – process for staff to report Architecture Requirements : Green Yellow or Red


9

You can’t Operate – if you don’t have it i.3

# _____ # _____ # _____

Strategy to Move Forward - • All Green – get a professional manager to manage the practice • Mostly Yellow and Green - hire an expert consultant for less than three

months • Mostly Yellow and Red : hire an expert for two weeks and get a good

roadmap to answer why you should be doing architecture and sell to key stakeholders ? – you can’t do this by yourself

TOGAF Training X


10

Discussion Topics for Today

A: Manage EA Services Delivery 1. Workload and Required Staffing 2. Skills Gaps – outsource not to third party but to line of business management 3. Procure Resources – identify, recruit, educate, train and mentor

B: Communicate and EA PR 1. EA Practice Performance Indicators 2. Engage key stakeholders to assess Failure Modes and close the gaps 3. Build Principled Relationship with Key stakeholders

C: Culture of Engagement 1. # one focus how to get people engaged and continuously identify architecture

requirements

i.4 What do we need to Operate an EA Practice


11

Workload and Required EA Competencies A.1 Not the Only way - just one suggestive way to do this

Demand • Current Portfolio of Projects

• Based on all the available information, map the projects to enterprise capabilities and required performance improvement

• Classify – Optimize and Transform

• Optimize : 3 weeks

• Transform : 6 weeks

• Identify Required Skills

Supply

• Resource Name

• Resource Skills

• Availability

Analysis

• Capture data – Demand and Supply (use attached excel)

• Map Resources

• Skills Gap – strategy to close them


12

Resource Gaps – a pragmatic strategy A.2 Change = quality of technical solution * commitment of those involved

For each Capability - identify person most responsible for its performance – for example : HRIS – there is person in HR ; DW/BI – there may be person in marketing ; Platform and Storage – somebody in IT

Insource

Get the Person to do the work and/or least provide input Educate and train Get them to take responsibility for the Outcome

Procurement Strategy – is not about hiring but mobilizing and engaging


13

Resource Gaps – long term strategy A.3 Change = quality of technical solution * commitment of those involved

• Identify Potential Candidates

• Recruit

• Educate and Train

• Mentor

• Opportunity to Contribute

People with domain knowledge, relationship and acumen for architecture thinking

Offer safe and rewarding career choices

Safe place to learn and mentor

Transferred people into EA and fired them two years later X


14

EA Practice – performance indicators B.1 Measures – should be designed to get the right behaviour not punish

• Architecture Requirements - # of requirements/employee : in a month

• Time and Cost to plan each Requirement

• # of capabilities where Pr > Pa: Optimization

• # of capabilities where Pt >> Pr: Optimization

• # of capabilities transitioned to required performance roadmap and business case; planned and actual

• Quality of Decision Information

Data required to compute

these measures


15

Engagement of Key Stakeholders B.2 Assess Failure Modes – be seen open

Failure Modes and Effects Analysis

Systematically review key capabilities using FMEA or equivalent analysis - Identifies new opportunities - Helps you build and sustain

relationship - Promotes a team culture – not

department culture

Architecture Manager to spend more than 50% of their time

leading this analysis


16

Principled Relationship Building B.3 we all have right to work in safe place

Open Communication ? • Speak with the Possibility to be Heard and

• Listen with the Possibility to be Changed

Critical Skill


17

Engage all Stakeholders C.1 Architecture Requirements is not the domain of selected few

Previous Sessions Stakeholders work with these capabilities On daily basis, as obstacles get identified, they should have place to report them Secondly they should feel safe for reporting Perhaps even rewarded for reporting

As an Architecture Manager –

you must be their

Champion


20

EA Practice Capabilities

Summary • EA Practice Process

• Communicate and EA Public

Relations

• Culture of Engagement

• Effective and Efficient Service Delivery

Build and Run


21

Checklist – assessment of current state i.2 Green: well managed | Yellow: could be improved | Red : non existent

1: EA Process – intake -> triage -> optimize or -> transform -> business case -> implementation -> assessment of capability performance and results achieved : Green Yellow or Red

3: EA Repository – value chain and capabilities, capabilities performance, architecture requirements, across the enterprise transparency and accountability: Green Yellow or Red

2: EA Staffing – required vs available skills match, staff performance benchmarked and evaluated regularly, non punitive culture to help close knowledge gaps : Green Yellow or Red

4: EA Communication – process to assess the value of EA deliverables in enterprise decision making : Green Yellow or Red

5: Staff Engagement – process for staff to report Architecture Requirements : Green Yellow or Red

One More Time !


22

i.6 EA Discipline based Services

Date: March 2014 Based on The Open Group Architecture Framework Prepared by: M. Jason Uppal, P.Eng. Open CA Level 3 Certified Chief Architect :

Legends: -- One Time -- Project Centric -- and Ongoing

1. Transform Enterprise Capabilities

1.1 Map Change Strategy

1.2 Architect Roadmap

1.3 Transition Plan and Business Case

1.4 Execute Change

3. Enterprise Architecture Capability

3.1 Build EA Capability

3.2 Operate EA Capability

3.3 Develop EA Skills across the Enterprise

2. Leverage Enterprise Capabilities

2.1 Define Value Chain and Enterprise

Capabilities

2.2 Map Operational Strategy

2.3 Support and Continuous

Improvement

2.4 Monitor Capability

Performance and Business Outcomes


23

® Disruptive Change Disruptions without the

Thank You Slides, Recording and Poll Question results will be made available

Business Value of Enterprise Architecture Discipline • Optimize • Transform • Innovate

Next Three Session • Enterprise Architecture skills within your

Organization ? June 19th

• Final Session and Report ( July 2015 – Baltimore Open Group Conference )


24

ii.0 Post Session Survey Questions

1. How long have your EA practice been in Operation? Less than One Year ; less than Five Years, less than Ten Years

2. Are you able to implement the defined EA practice performance measures in less than 4 weeks? Yes, or No,

3. What is your strategy to procure EA resources? Internal Development, Hire from outside, Consultants, Find a Warm Body and Hope for the Best

4. What percentage of people in your organization can explain what PMs do? More than 80%, between 50% and 79%; between 20 and 49%, between 0 and 19%

5. What percentage of people in your organization can explain what Architects do? More than 80%, between 50% and 79%; between 20 and 49%, between 0 and 19%

6. Do you know your supply and demand for EA competencies? Yes, No

operate ea practice - c.ymcdn.com · 188 mile bike ride, poor planning on my part inspire 40p you...

Documents