Enterprise Architecture Management (EAM Navigator (BB1 EAM Agenda CEO …
Enterprise Architecture Management
BB3 Embedding EAM in strategic planning
BB4 Embedding EAM in project life cycle
BB2 EAM governance & organisation
BB5 Embedding EAM in operation & monitoring
BB1 EAM Agenda CEO :silhouette:
Target (to be) Operating Model (TOM)
Enhance corporate change capabilities
Bottom up: IT heavy
Top down: strategic initiative to improve business control of IT
Vertically integrate strategic directions.
Horizontally align business change with technology and vice versa
Refine strategic decisions and challenge derived concepts in a timely manner, saving money and time
Enhancing organisation's ability to sense, analyse and respond effectively to change, while reusing existing assets and capabilities.
1.Translate business strategy into architecture principles
Define & prioritize architecture services,
Define governance structure, project delivery approaches to integrate EAM at strategic points
Document baseline architecture
Define TOM or architecture vision
Define opportunities, gaps and solutions
Migration planning and transformation roadmap development
6-12 months, 3-20 people,
Use improved insight t allocate time, people and money to (intermediate) goals.
Positive environment/ enablers
Changing business models
Preparing for cost reduction
enhanding standardisation initiatives ito standardization clusters
BB6 EA Modelling, frameworks & tools
BB7 People, Adoption & Introduction of EAM
To develop a synergy between business strategy and IT architecture, firms must develop organizational competencies in IT architecture.
application silo architecture stage
enterprise-wide IT architecture that provides efficiencies through technology standardization
IT architectures of individual applications
Goal: local optimization
Over time, the applications form the firm’s legacy, which consists of independent applications on multiple technology platforms with embedded data.
By allowing variety in technology platforms, application silos are expensive and difficult to maintain.
standardized technology architecture stage
extends the enterprise-wide IT standards to data and processes
Technology standards to limit technology choice and reduce the number of platforms
enterprise architecture for the shared infrastructure
Business managers rarely participate in developing the enterprise architecture.
senior business managers are anxious for IT cost savings, so they support the CIO’s efforts to standardize and centralize infrastructure technologies by mandating compliance with the technology standards.
Goal: IT efficiency
process for recognizing when a business need justifies an exception to a standard.
challenges in investment decisions
longer payback periods
link funding to value received, but relative value provided by a shared infrastructure is difficult to assess
managerial resistance to both the concept of standards and, in some cases, the dictatorial approach used to implement standards
rationalized data architecture stage
distinguishing the subset of the firm’s data that must be unfailingly timely and accurate for the firm to consistently meet customer demands
process standardization ensures the quality of the central data stores
equires a dialog between IT and senior business managers to ensure that the core processes are indeed central to the organization and that the bus iness rules are stated definitively
Goal: process optimization
harder to sell to local managers than technology standardization
move too aggressively to change technology and organizational habits
focus on a small set of priorities
modular architecture stage
enterprise-wide global standards with loosely coupled IT components to preserve the global standards while enabling local differences
IT provides agility by:
giving business units greater discretion in their local processes, as long as they can connect to the wired core processes
creating reusable modules and allow business units to select customer-oriented processes from a menu of options
IT Architecture Competency
1 Define the firm’s strategic objectives.
2 Define key IT capabilities for enabling those objectives.
3 Define the policies and technical choices for developing the IT capabilities.