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Enterprise Architecture Management (EAM Navigator (BB1 EAM Agenda CEO …

- - - - Target (to be) Operating Model (TOM)
      - Enhance corporate change capabilities
        
        Bottom up: IT heavy
        
        Top down: strategic initiative to improve business control of IT
    - - Reason 1:
        
        Vertically integrate strategic directions.
        
        Horizontally align business change with technology and vice versa
      - Reason 2:
        
        Refine strategic decisions and challenge derived concepts in a timely manner, saving money and time
      - Reason 3:
        
        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.
    - - Changing business models
      - Preparing for cost reduction
      - enhanding standardisation initiatives ito standardization clusters
      - Data quality
- - - - 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.
      - enterprise-wide IT architecture that provides efficiencies through technology standardization
    - - 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
      - Risks
        
        managerial resistance to both the concept of standards and, in some cases, the dictatorial approach used to implement standards
    - - 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
      - Risks
        
        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
    - - 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