repositioning the value of the architecture practice

C A PA B I L I T Y S TAT E M E N T - E N T E R P R I S E A RC H I T E C T S © 2 0 1 4 | PAGE 1

PRESENTED BY:

Craig Martin Chief Architect, Enterprise Architects

The Practice of Architecture Thinking

RE-POSITIONING THE VALUE OF THE ARCHITECTURE PRACTICE


ABOUT E

zero

HOURS A DAYBACK OFFICEVENDOR ALIGNMENT

MORE THAN 1600 PEOPLE TRAINED IN ARCHITECTURE PRACTICES (AND RISING)

12YEARS IN BUSINESS 8

GLOBAL OFFICES1600

MORE THAN 10,000 DAYS OF ARCHITECTURE SERVICES DELIVERED LAST YEAR

10,000

one COMMON METHOD

20four

sixOPERATING IN6 CONTINENTS


OUR SERVICES

Servicing theStrategy and Architecture needs ofGlobal Organisations

STRATEGY CONSULTING

› Business Architecture› Strategic Services & Operating Model

Design:» Business Services & Capabilities» IT Services & Capabilities

› Segment Strategies and Roadmaps:» Customer Experience & Digital» Enterprise Information Management» Big Data Analytics» Applications» Cloud & Infrastructure» Security, Risk & Resilience» Innovation Management

PRACTICE DEVELOPMENT

› Architecture Service Model Design› Architecture Operating Model Design› Service and Capability Readiness

Assessment› Professional Training and Certification

(Business Architecture, Information Management, TOGAF®, CDMP®, ArchiMate® and Design Thinking)

› Project Architecture Resources› Architecture Talent Strategy and

Professional Development› Architecture Back Office Services


OUR CLIENTS

C A PA B I L I T Y S TAT E M E N T - E N T E R P R I S E A RC H I T E C T S © 2 0 1 4 | PAGE 5K

WHY


* From Roger Martin (2009) The Design of Business

GOAL: Exploitation; Reliability

Produce consistent, predictable outcomes

GOAL: Exploration; Validity

Produce outcomes that meet an objective

THE RESULTS OF DISRUPTION A stronger focus on the exploration and intuitive aspects of business are producing a strong drive for innovation within the business and in corresponding business models

Unresolved Business

Challenges

HeuristicsRules of thumb

Robust, repeatable and replicable

processes

A reliable system will produce the same test

results every time

A valid system will produce a result that is shown, through the passage of time, to be

correct


THE KNOWLEDGE FUNNEL

Non-core but complex - Outsource

Innovation, chaos & unresolved mysteries

HIGH

HIGH

LOW

LOW

Must be done but adds little value to product or services

Very important to success, high value added to products and services

STRATEGIC IMPORTANCE & VALUE

COM

PLEX

ITY

AND

DYN

AMIC

S

Complex negotiation, design, or decision

process

Many business rules; expertise involved

Some business rules

Procedure or simple algorithm

Non -Core Competencies

Core Differentiating Competencies

Everyday, highly repeatable and

automated

Make repeatable and reliable to gain

efficiency

Core Competitive

Competencies

THE RESULTS OF DISRUPTIONTHE SPEED THROUGH THE KNOWLEDGE FUNNEL IS ALSO

INCREASING

Source: Adapted from “Business Process Change” by Paul Harmon

GOAL: Reliably produce consistent, predictable

outcomes

GOAL: Validity- Produce outcomes

that meet desired objectives


THE RESULTS OF DISRUPTIONTHE COMMODITY SPACE IS GROWING, MAKING THE

DIFFERENTIATION SPACE MORE COMPETIT IVE


Innovation, chaos & unresolved mysteries

HIGH

HIGH

LOW

LOW




COM

PLEX

ITY

AND

DYN

AMIC

S


process


Some business rules




Everyday, highly repeatable and

automated


efficiency

Core Competitive

Competencies


Innovation, chaos &

unresolved mysteries

HIGH

HIGH

LOW

LOW




COM

PLEX

ITY

AND

DYN

AMIC

S


process


Some business rules




Everyday, highly repeatable and automated


efficiency

Core Competitive

Competencies

Opportunity or Threat?


BUSINES

S MODEL

Markets

Indust

ries

Custom

ers

Market

Segm

ent

Chann

els

Custom

er Re

lation

ships

Value

Prop

ositio

n

Offering

:

Servi

ces/Pr

oduct

s

Proces

ses/ V

alue C

hains

Compe

tencie

s

Busine

ss Se

rvice

Functi

ons

Data

Applica

tions

Techn

ology

MARKET

MODEL

OPERA

TING

MODEL

SERV

ICE

MODEL

THIS ACCELERATION IS PUTTING PRESSURE ON

CURRENT BUSINESS MODELS

Technology commoditising from

below

Business roles taking on more architecture accountabilities


Utility(Foundation)

Innovate

Build Advantages

Assemble

Prolong Advantages

Mix

Reduce Disadvantag

es

THE CREATIVE COMMONS GROWTH

Differentiation


THE GROWTH OF BUSINESS UTILITY

Unique differentiators and offerings are becoming commonplace through new value exchange models

The Telecommunications PCF features processes for infrastructure planning, enterprise architecture management, defining channel strategy and service levels, new service development and rollout, supply chain management, service activation, and customer relationship management.


A GAP IS EMERGING BETWEEN THE UTILITY AND THE MIX ASPECTS OF

BUSINESS

Utility(Foundation)

Innovate

Build Advantages

Assemble

Prolong Advantages

Mix

Reduce Disadvantag

es


THE GAP BETWEEN THE C’S

37%

34%

29%

22%

Customer Loyalty

Increasing flexibility &

speed

Reducing Costs

Increasing Innovation

Percentage of CEOs reporting

COMMON DRIVERS FOR INCREASING BUSINESS FLEXIBILITY

1. Customer demand for quick turnaround and increased need for customisation

2. Shorter decision cycles

3. Increased need for product innovation

4. Globalisation of corporate footprint

Where are the CIO challenges?


THE GAP BETWEEN THE C’SYawning gap between the CEO and the traditional CIO landscape

*Infotech executive research


…IF HISTORY IS ANYTHING TO GO BY…

Business architecture holds the potential to impact organisations’ progress on strategic objectives.

Leverage business architecture to

mitigation failure points across the

cycle

One-third of firms fail to achieve

expected results from annual

strategic plans.

More than half of all business projects

fail.

Forty-six percent of business failures stem

from misguided strategies.

*Corporate Executive Board


BUSINESS WANTS TO MIX BETTER AND FASTER, AND IF DONE EFFECTIVELY, THE RESULTS SPEAK FOR

THEMSELVESCompanies with a High Level of Cohesion affect EBIT Directly

0 20 40 60 80 100 1204%

8%

12%

16%

20%

24%

28%

32%

EBIT

mar

gin,

200

3-20

07

Capabilities coherence score

Coca-Cola

Wrigley

PepsiCoKimberly-Clark

Sara Lee

ConAgra Merck

UnileverH.J. Heinz

Kraft

General Mills

Clorox

Campbell Soup Company

P&G

*Adapted from “The Coherence Premium” – Harvard Business Review, June 2010

A coherent organization is one that is thought of and executed as a whole


Improve project performance

Improve enterprise wide investment performance

Improve Business Performance

Improve Market Performance

AB

VALU

E

MANDATE

C

E

Improve Product and & Service PerformanceD

IMPROVING ARCHITECTURE VALUE

By EA is often stuck with an old mandate with diminishing utility value

*Adapted from Ruth Malan, Dana Bredemeyer

EA = IT Architecture

EA = Enterprise-WideIT Architecture (EWITA)Improve IT performance

EA = Business Architecture (BA) + EWITAImprove Business Performance

EA = Strategic Enabler + BA + EWITA(Shareholder Value)

EA = Product Architecture + BA + EWITAImprove Product/Service Performance

ReduceOperating Costs

Positioned For Growth & Change

Focus on Strategic Imperatives

EnhancedAdaptable

FrontierInfluential

Utility Predictable


EVIDENCE OF THE ERODING GOALS PATTERNS IS SEEN IN THE CIO AND CEO

RELATIONSHIP


Catch 22:The CEO is looking for more value, but the CIO

has a mandate of diminishing value that’s often focussed on keeping the lights on


THIS AWARD IS TELLING OF THE SHIFT. CIO OF THE YEAR: ITNEWS BENCHMARK AWARD


THREAT OR OPPORTUNITY FOR THE

ARCHITECTURE FUNCTION?


WHO?


WHAT WE HAVE FOUND IN LARGE ACCOUNTS

Cohesion MandateUndefined - Enterprise Planning Ownership

An ownership gap for business architecture exists - Lines of responsibility around coherency and business architecture, are often unclear

Ente

rpris

e Pe

rfor

man

ce

Capa

bilit

ies

X-Fu

nctio

nal

Capa

bilit

ies

Func

tiona

l Ca

pabi

litie

s

CONTEXTMarkets

Industries

Customers

Market Segment

Channels

Customer Relationships

Value Proposition

Offering:Services/ProductsProcesses/ Value

Chains

Capabilities

Business Service

Functions

Data

Applications

Technology

MARKET MODEL

OPERATING MODEL

SERVICE MODEL

Strategic Architecture

Mandate – Business

Ownership

IT Architecture

Mandate – IT

Ownership

Business Architecture

MandateUndefined


DISCIPLINE CONFUSIONConfusion reigns around which disciplines are used for what situations

STRATEGIC PLAN

MARKETING PLAN

OPERATIONAL PLAN

DELIVERY & EXECUTION OPERATIONS

Planning Delivering

Operating

PORTFOLIO, PROGRAM AND PROJECT MANAGEMENTBUSINESS ARCHITECTURE

ENTERPRISE ARCHITECTUREPRODUCT & SERVICE DESIGN

BUSINESS PLANNING SOLUTIONS ARCHITECTURE

SOLUTIONS DEVELOPMENT

ENTERPRISE DESIGN

BUSINESS ANALYSIS

Environment analysis / SWOT, competitor / Business motivation / Product and portfolio analysis / Strategic Options

Market analysis and forecasting Model the business / Evaluate and select strategy / Risk and funding analysis

Project, portfolio and program management, solutions delivery

Daily operations, run the business


MISALIGNMENT OF DISCIPLINESIn navigating the minefield between strategy and execution there are multiple possible

failure points

STRATEGY PROJECTS Strategy not

sufficiently tied to operations

Needed capabilities not properly understood or

measured

Planners not accountable for

delivery

Benefits aren’t quantified or traced

back to original goals

The drivers of strategy are often

misaligned

This often leads to some typical stakeholder issues regarding transformation exercises

Are we investing in the right areas across the enterprise?

Is my investment portfolio balanced across all of the

economic value add dimensions?

Are the strategic programs aligned, or for that matter, are they the right

strategic programs?

There is a lot of activity going on out there, how do I know we are

doing the right things?

Where can we take advantage of synergies across the major

strategic programs?


FRAGMENTATION BEGINS IN STRATEGIC PLANNING

Scenario 1: Business improvement - spawning initiatives from the strategy map

STRATEGIC THEMES

Initiative 5

Initiative 6

STRATEGIC THEMES

Initiative 1

Initiative 2

STRATEGIC THEMES

Initiative 3

Initiative 4

Mandate: Improve enterprise wide program and portfolio performance

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Initiatives straight from strategy often results in loss of cohesion


ARCHITECTURE AS AN AFTERTHOUGHT

Strategic Planning

Business Planning

Portfolio and Project

Management

Architecture

Solution Architecture

Solution Development

Scenario 1: Business improvement - spawning initiatives from the strategy map. PMO drives the

architecture efforts


MISALIGNMENT TENDS TO DELIVERY ISSUES

› General trend and perception is that projects, specifically those of an IT nature, did not deliver to expectations.

› The gap between the CIO and the perception of success vs the CEO and the perception of success is telling of the growing divide between business and IT.

› The delivery trend, driven by quarterly reporting cycles, is not going anywhere, this makes PMO type activities valuable

The percentage of projects that exceeded, met, or failed to meet business expectations ? As well as those that were outright cancelled

CEO CIO



UNIFYING THE ENTERPRISEScenario 2: Business Transition - developing the unified business model

STRATEGIC THEMES

Capability 5

Capability 6

STRATEGIC THEMES

Capability 1

Capability 2

STRATEGIC THEMES

Capability 3

Capability 4

Mandate: Improve Business Performance

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Business Unit 1

Program 1

Program 2

Creating a single unified business model helps build cohesion across the enterprise


ARCHITECTURE FOR PORTFOLIO AND INVESTMENT ALIGNMENT

Strategic Planning

Business Planning

Architecture


ManagementSolution

Architecture


As business architecture provides more value, its is being positioned above the delivery and execution space


PLANNING THE ENTERPRISE

Injecting Business Architecture into the strategic scenarios will Improve the Strategic Decisions as well as the execution of that strategy

Mandate: Improvemarket performance

Scenario 3: Planning and Performance - defining the business model for candidate strategic scenarios

Mission Vision VISIONARY

Stra

tegi

esGo

als

STRA

TEGI

C

Tactics Objectives TACTICAL

Semi Integrated Universal

Bank

Product Specialist

Customer Owner

Infrastructure

Provider


‘Enterprise Lifecycle's2014 © Enterprise Architects PTY LTD

PERO

RMAN

CE

TIME

ENTERPRISE

BRAND PLATFORM

BUSINESS MODEL

BUSINESS CAPABILITIES

PRODUCT

CONSTANT CHANGE IS MOVING UPWARDS FASTER

ORGANIZATIONS…AND ARCHITECTS NEED TO BE ABLE TO PROVIDE THE MEANS TO ENABLE THIS CHANGE


2007: CURRENT RECESSIONCOST MODEL, SERVICE MODEL, REVENUE MODEL,

PERFORMANCE MODEL, VALUE MODEL, OPERATING MODEL

Leading and Best Practice Research, 2011/2012Scope: 1765 CEO’s and 2936 business leaders representing all major countries and industries


ARCHITECTURE FOR INTEGRATION OF PLANNING EFFORTS

Strategic Planning

Architecture

Business Planning


ManagementSolution

Architecture


Facilitating Business Architecture as a strategic tool in the planning process is where the greatest value lies


Enterprise Design

BRINGING HUMAN CENTRED DESIGN TO PLANNING AND ARCHITECTURE

Strategic Planning

Architecture

Service Design

Business Planning


Management

Combining business architecture with design thinking provides a much broader value proposition where customer experience and value is linked directly to the architected components of the business. In other words the entire enterprise is architected to improve the experience the end customer has with the organization. Outside in as opposed inside out.

Business Analysis


ARCHITECTURE SERVICES DESIGN

I N T E R N A L C U S T O M E

R

Cx ExO P.M O D EL

M A R K ET

M O D E L

Outside In

A R C H I T E C T U R E O R G A N I S AT I O N

S E R V I CE

M O D E L

Communication

Design

STAKEHOLDERSEXECUTIVEIT EXECUTIVEPRODUCT & SERVICE

Service (What)

Capability (How)


CROSS DISCIPLINE TEAMSCreation of a Unified Team of cross enterprise disciplines

Change Manager

Finance

PMO

Business Improvement

Strategy

Technology

• Combination of People, Process & technology to drive out an outcome through projects

Designers


WHAT


THE BUSINESS OF ARCHITECTURE


ARCHITECTURE PRACTICE MATURITY

ISOLATED OPTIMIZING

LOSING FRAGMENTED

INTEGRATION IN THE ORGANIZATION

LEVE

L OF

ARC

HITE

CTUR

AL T

HINK

ING

L O W H I G H

LO

WH

IGH


ROLES & OP. MODEL

THE BUSINESS OF ARCHITECTURE

CAPABIL ITYMODEL ROADMAP

GOVERNANCE

* Closed feedback loop to Motivation Model

MEANS ASSESSMENT

MOTIVATION MODEL

INFLUENCERS

ASSESSMENT

MEANS ENDS

CATALOGUE

SERVICES

MANDATE

WHAT

WHY

COMMUNICATION

ENGAGEMENT MODEL

DEMAND ANALYSIS SOURCING

CURRENT FUTURE

BUSINESS CONTEXT

HOW

WHO

WHERE

WHEN

CAPABIL ITYASSESSMENT

ENABLES


SERVICE DESIGN

ARCHITECTURE PRACTICE DEVELOPMENT

CAPABILITY MODEL CAPABILITY ASSESSMENTPRACTICE MOTIVATION MODEL

INTERNAL COMMUNICATIONS

ARCHITECTURE ENGAGEMENT MODEL

ARCHITECTURE OPERATING MODEL

ARCHITECTURE DEMAND ANALYSIS

SOURCING STRATEGY PRACTICE IMPROVEMENT ROADMAP


CO-DESIGN SERVICES THROUGH THE EYES, EMOTIONS AND NEEDS OF THE CUSTOMER

C U S T O M E R P E R S O N A S

S E R V I C E M O D E LE M PAT H Y M A P

V P C A N VA S


COMMUNICATION STRATEGY


COMMUNICATION MANUAL


HOW


A METHOD OF EXECUTIONTOGAF provides a more sophisticated method of the integration of the disciplines but does not provide the detailed

content and methods for the domains

Preliminary

A.Architecture

VisionB.


C.Information

Systems Architectures

F.Migration Planning

D.TechnologyArchitecture

E.Opportunities &

Solutions

G.Implementation

Governance

H.Architecture

Change Management

Requirements Management

• The business “hat” is worn in these phases since it involves the innovate, mix and assemble activities

• The strength of the business architect in this space is understanding the context and applying the right tools for that context

• At this point it is advantageous to introduce the motivation model, with specific reference focus as to how the customer experience drives out the outcomes in the motivation model.

• The capability model often does not resonate here - so the introduction of the underlying resource mix is more effective e.g.. People, Process and tools

• A First iteration of these phases drives out the key enterprise differentiation resources required to reach the outcomes

• A Second iteration drives out the products and services model (4P’s - Product, Place, Price & Promotion) and what cross functional resources we need to deliver these

• Journey management is a crucial aspect of the business architect during this phase

• Some limited BABOK and BIZBOK techniques support this area


A METHOD OF EXECUTIONThe Business Architect wears two hats when executing through this method

Preliminary

A.Architecture

VisionB.


C.Information

Systems Architectures

F.Migration Planning

D.TechnologyArchitecture

E.Opportunities &

Solutions

G.Implementation

Governance

H.Architecture

Change Management

Requirements Management

• The business architect wears the architecture “hat” in these phases since they involve the reliability and utility activities

• The business architect has to understand architecture in order to apply it and help the teams downstream

• This space requires more of the traditional architecture models - the people, process and tools resources can now be assembled and clustered into capabilities

• The architecture community is strong in this space but tends to be weak at requirements management across the whole process

• Techniques and resources within the BizBok will support the business architect efforts within these phases

• There are a number of techniques within the BABOK that the business analyst will use in supporting the business architect across these phases


WHYWHATHOWWHO

WHEREWHEN


CAPABILITY ASSESSMENT

Assess the readiness of your architecture capabilities to enable your services


WHEN


ARCHITECTURE DEMAND ANALYSIS


SOURCING STRATEGY

D E L E G AT E

PA RT N E R

M A N A G E

C O R E

LOW

HIGH

HIGH

RE

QU

IRE

D

OR

GA

NIS

AT

ION

AL

INT

IMA

CY

S E R V I C E D E M A N D

Solution design and review

Strategic

Planning

Vendor manageme

nt

Costing and

estimation

Technology manageme

nt

Technical SME

Business

Analysis

Portfolio Manageme

nt

LEGEND

RESOURCE POOL

Large(>10FTE)

Medium(<10FTE)

Small(<2FTE)

OWNERSHIP

Internal

External


RoadmapCurrent Strategy and Architecture Team

Jan 14

Apr 14 Jul 14 Oct 14 Jan 15 Apr 15 Jul 15 Oct 15 Jan 16 Apr 16 Jul 16 Oct 16 Jan 17 Apr 17 Jul 17

Sample Strategy and Architecture Team Roadmap – Roles Services, and Capabilities Roadmap

Version: 1.0.0Created: 28/04/2014 by Enterprise ArchitectsUpdated: 14/05/2014 by Enterprise ArchitectsSources:

Description: Provides a view of the roadmap of activities necessary to realise the future state architecture. The primary intent of the roadmap is to inform the detailed program of work.Concerns Addressed: What does the program of work look like? Where are the dependencies across the program of work? How does the program of work align to the IT Department objectives and principles?Stakeholders: IT Executives, Strategy and Architecture Team Manager, Architects, Business Executives, Business Managers

© Enterprise Architects (Vic) Pty Ltd 2014

Horizon 1 · Understand what Business needs and the role IT should play· Fix internal process bottlenecks, deliver some quick wins· Design appropriate organisation & processes for future

Horizon 2· Build the IT capability to deliver what the

business needs (people, structure, governance, technology, focus)

· Support Transition Activities

Horizon 3· Put the IT capability into action to deliver

transformational results

Current Services

Current State Capabilities

Owns and governs

Strategy & Architecture Manager

Practice CoordinatorPrincipal IT Architect

Enterprise Architect – Digital & Analytics

Enterprise Architect - Security

Lead Architect / Senior Solution Architect

Solution Architect

Owns and governs Owns and governs Owns and governs Owns and governs

Business Solutions Architect

Enterprise Architect – Applications & Integration

Enterprise Architect – Technology

Enterprise Architect – Information

Strategy Development

Blueprint Management Roadmap Management

Strategic Change Program Development

IS Asset Lifecycle Management

Solution Delivery Management

Solution Architecture Delivery

Stakeholder Value Analysis

Architecture Governance

Principles Management

Standard Management

Policy Management

IT Architecture Project Governance

Architecture Requirements Management

Architecture Risk Assessment

Compliance Management

IT Architecture Review Board Management

Technology Watch

Trend Analysis

IT Architecture Change Management

Solution Architecture Options Analysis

Current State Application Architecture Management

Target State Application Architecture Development

Architecture Impact Assessment

Current State Information Architecture Management

Current State Technology Architecture Management

Current State Security Architecture Management

Target State Information Architecture Development

Target State Technology Architecture Development

Target State Security Architecture Development

Capture Current State Business Architecture

Capture Target State Business Architecture

IT Architecture Roadmap Development

IT Architecture Portfolio Management

IT Transition Architecture Management

Proposed Strategy & Architecture Team

Target Services

Target State Capabilities

Owns and governs

Strategy & Architecture Manager

Practice CoordinatorPrincipal IT Architect

Enterprise Architect – Digital & Analytics

Enterprise Architect – Security

Lead Architect / Senior Solution Architect

Solution Architect

Owns and governs Owns and governs Owns and governs Owns and governs

Business Solutions Architect

Enterprise Architect – Applications & Integration

Enterprise Architect – Technology

Enterprise Architect – Information


Blueprint Management Roadmap Management

Strategic Change Program Development

IS Asset Lifecycle Management

Solution Delivery Management

Solution Architecture Delivery

Stakeholder Value Analysis


Principles Management

Standard Management

Policy Management

IT Architecture Project Governance

Architecture Requirements Management

Architecture Risk Assessment

Compliance Management

IT Architecture Review Board Management

Technology Watch

Trend Analysis

IT Architecture Change Management

Solution Architecture Options Analysis

Current State Application Architecture Management

Target State Application Architecture Development

Architecture Impact Assessment

Current State Information Architecture Management

Current State Technology Architecture Management

Current State Security Architecture Management

Target State Information Architecture Development

Target State Technology Architecture Development

Target State Security Architecture Development

Capture Current State Business Architecture

Capture Target State Business Architecture

IT Architecture Roadmap Development

IT Architecture Portfolio Management

IT Transition Architecture Management

Enga

gem

ent

Prac

tice

Bui

ldin

gEx

ecut

ion

& D

eliv

ery

Gov

erna

nce

1/06/2014 - 1/03/2015

Communications Strategy1/03/2015 - 1/12/2015

IT Department Socialisation and Awareness Campaign

1/03/2014 - 1/06/2014

Operating Model Development

Roles – Existing Roles – Non-Existent

Services – Offered Services – Partially Offered Services – Not Offered

Capability Maturity – Non-Existent

Capability Maturity – initial

Capability Maturity – Developing

Capability Maturity – Defined

Capability Maturity – Managed

Capability Maturity –Optimising

Roles – Non-Existent

Services – Offered Services – Partially Offered Services – Not Offered

Capability Maturity – Non-Existent

Capability Maturity – initial

Capability Maturity – Developing

Capability Maturity – Defined

Capability Maturity – Managed

Capability Maturity –Optimising

Roles – Existing1/06/2014 - 1/09/2014

Onboarding and Provisioning Approach

1/03/2015 - 1/09/2015

Knowledge Management and Architecture Repository strategy

1/12/2015 - 1/09/2016

Mature Portfolio Management

1/06/2015 - 1/12/2015

Current State Blueprinting

15/09/2015 - 1/03/2016

Target state Blueprinting

1/03/2016 - 1/09/2016

Architecture Roadmapping

1/12/2014 - 1/06/2015

Enrich Architecture Governance

1/12/2015 - 1/12/2016

Business Socialisation

1/03/2017 - 1/09/2017

1/12/2016 - 1/09/2017

Business Embedment

1/09/2014 - 1/03/2015

Architecture Process Specification

1/03/2016 - 1/09/2016

1/12/2015 - 1/09/20161/03/2015 - 1/12/2015

Build Program Architecture Capability

1/06/2015 - 1/03/2016

Uplift Solution Architecture Capability

1/12/2015 - 1/06/2016

Architecture Strategy Definition

1/09/2016 - 1/03/2017

Embed Technology Innovation

ProjectsProjects Continuous Improvement Activities

InitiativeDependency

Iteration and Collaboration

PrinciplesObjectives & ThemesArchitecture Principles

Principle BP01: Apply Principles Universally

Principle BP02: Proactive Business Leadership

Principle BP03: Recognise IT Department Responsibility

Principle BP04: Manage Enterprise Debt Value (EDV)

Principle BP05: Protect organisation DNA

Principle BP06: Think Strategically

Principle BP07: Business Continuity, Disaster Recovery and Contingency Planning

Principle BP08: Compliance

Principle BP09: Have a Sound Business case

Principle BP10: Reduce Complexity

Principle BP11: Avoid Under/Over Engineering

Principle BP12: Be Service Oriented

Principle BP13: Reduce Repetitive Manual Processes

Principle BP14: Open Integration

Principle AP01: Ease-of-Use

Principle AP02: Configure before Customisation

Principle AP03: Reuse before Lease before Buy before Build

Principle AP04: Application Security

Principle DP01: Data is an Asset

Principle DP02: Data Sharing

Principle DP03: Data Accessibility

Principle DP04: Common Vocabulary

Principle DP05: Data Security

Principle TP01: Increase Technology Independence

Principle TP02: Reduce Technology Diversity

Business Principles Application Principles

Data Principles

Technology Principles

Strategy Architecture Team

Drivers

Vision

Mission

The Strategy and Architecture team applies IT architectural thinking across the enterprise, and enables sustainable competitive advantage by identification and design of the organisation’s IT assets ensuring they are fully leveraged to

add value and meet the strategic agenda.

The Strategy & Architecture team will be a valued partner of the Business Units, and

contribute to business value by enabling the enterprise though provision of differentiated

and innovative IT services and solutions to achieve the organisation’s vision.

The IT Department needs to effectively respond to, influence and deliver the strategic IT needs of the organisation’s Business Units

Develop an architecture that supports the target TCO for the organisation

Minimise the operational risk associated with the organisation’s architecture

S&A a trusted advisor to the business units, maximising leverage and growth of new and existing IT assets, to enable competitive differentiation and realisation through strong alignment of IT and Business group strategies.

Remove redundancy through rationalisation across the architecture

Realise operational efficiency through the simplification of the architecture

Introduce flexibility, agility and opportunity to innovate through an architecture that enables the organisation to effectively and proactively respond to the business environment and demands

Establish manageable IT controls to effectively respond to market factors

Draw attention and focus to the role of IT in the context of Strategic , Business Critical and Differentiation opportunities and initiatives . S&A a key influencer in Business Capability planning and realisation , ensuring alignment of the project portfolio to enterprise goals .

Enable differentiated Technology and Business service offerings that are aligned to Business and Customer criticality and impact .

Provide a sustainable architecture for the organisation delivering operational stability

Trusted advisor during procurement of Vendor and Partner IT services, providing insight and governance into organisational fit , impact and operational and architecture risk profiling.

The organisation’s IT architecture enables compliance with industry , regulatory and contractual obligations.

creates

creates

creates

creates

createscreates

creates

createscreates

creates

Theme 10: Adhere to Risk & Regulatory Compliance

T10

Theme 9: Inform Vendor Procurement

T9

Theme 8: Uplift Governance Processes

T8

Theme 7: Foster Innovation Agenda

T7

Theme 6: Mature the S&A Practice

T6

Theme 5: Reduce IT Department Operational Costs

T5

Theme 4: Drive “Fit for Purpose” Design and Focus

T4

Theme 3: Improve Portfolio Planning & Design

T3

Theme 2: Influence Strategy Development

T2

Theme 1: Organisational Engagement

T1 The S&A Mandate and Service offering are well communicated and understood across the organisation.

S&A viewed as 'key advisors' by Business stakeholders and provide advice on best practice to apply Technology solutions to solve business problems .

Focus is shifted to initiatives and opportunities that target major business value.

Able to identify key gaps in IT Department capabilities and develop a business case for investment prioritisation to resolve .

S&A is able to optimally shape the Portfolio Planning Design to maximise investment and business outcomes .

Defined a useable Reference Architecture to support Portfolio planning.

Identifies business critical Systems and Applications . Applications enhancements are aligned with Criticality.

Opportunities to reduce the IT Department’s cost profile and complexity are identified and are built into investment and portfolio plans .

Define how to build and represent enterprise architecture across the organisation.

Improvement opportunities are identified and improve use, quality and efficiency across Applications, Technologies and Information.

Deep awareness of Technology Industry Trends, practices and Solutions. S&A able to proactively match innovation opportunities to business problems.

The Enterprise architecture influences procurement and negotiations with Vendors.

S&A leads a culture change across the IT Department and 'fosters' an innovation culture.

Provide Technology solutions that match Business Needs .

Establishes the Strategic Steering committee with a purpose to govern strategy and roadmaps.

Defines a fit for purpose Architecture to meet regulatory and compliance requirements and agreed risk profiles.

T1 T1 T1 T1

T10T9T5T4

T5T4

T9T5T3

T7

T2

T6

T3

T6T4

T8

T6

T6

T6

T6

Architecture Engagement Management

Architecture Practice Management

Architecture Support for Enterprise Strategy Architecture Support for Projects

Architecture Support for Programs & Portfolio Management


Solution Architecture Development

Program Architecture Governance

Project Architecture Governance

Architecture Quality Assurance Management

Technology Research

Technology Innovation

Architecture Blueprint Development Management

Architecture Roadmap Development & Management

Program Architecture Development

Architecture Support Program Inception

Architecture Budget & Estimate Development

Architecture Practice Governance

Architecture Repository Management

Architecture Demand Management

Architecture SLA Management

Architecture Performance Management

Architecture Talent & Resource Management

Strategic Vendor Engagement

Architecture Stakeholder Management

Architecture Communication Strategy & Execution

Architecture Practice Improvement

Architecture Partner Management

Architecture Practice Risk Management


Architecture Engagement Management

Architecture Practice Management

Architecture Support for Enterprise Strategy Architecture Support for Projects

Architecture Support for Programs & Portfolio Management


Solution Architecture Development

Program Architecture Governance

Project Architecture Governance

Architecture Quality Assurance Management

Technology Research

Technology Innovation

Architecture Blueprint Development Management

Architecture Roadmap Development & Management

Program Architecture Development

Architecture Support Program Inception

Architecture Budget & Estimate Development

Architecture Practice Governance

Architecture Repository Management

Architecture Demand Management

Architecture SLA Management

Architecture Performance Management

Architecture Talent & Resource Management

Strategic Vendor Engagement

Architecture Stakeholder Management

Architecture Communication Strategy & Execution

Architecture Practice Improvement

Architecture Partner Management

Architecture Practice Risk Management



ARCHITECTURE PRACTICE MATURITY

ISOLATED OPTIMIZING

LOSING FRAGMENTED

INTEGRATION IN THE ORGANIZATION

LEVE

L OF

ARC

HITE

CTUR

AL T

HINK

ING

L O W H I G H

LO

WH

IGH

Incrementally work on your practice vertically and then begin to roll this out to your business to move horizontally along this axis


Q&A


OUR LOCATIONS

repositioning the value of the architecture practice

Education

i t y s t

r c h i t e c t s

business processchange

business services capabilities

little value

intuitive aspects of

corresponding business

design of businessc