What are we covering today The EA Toolbox Role of the Enterprise Architect The Thinking Gap Whats Next The Thinking Gap between the Business Culture and the IT Culture The Role of the Enterprise Architect Small differences make ID: 622808
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Enterprise Architecture: Unifying Business and ITSlide3
What are we covering today?
The EA
Toolbox
Role of the
Enterprise
Architect
The
Thinking
Gap
What's Next
The Thinking Gap between the Business Culture and the
IT Culture
The Role of the Enterprise Architect: Small differences make
a big difference
The Enterprise Architecture Toolbox: What we have relied on
and why we need a new approach!
Conclusion: What we can do next ~ A Future full of opportunity!Slide4
Enterprise Architecture has consistently failed to deliver to business
(Gartner 2007 75% struggling, 25% in simple environments)
Frameworks have grown ever more complex
(Poorly performing teams – Winning the rally race)Competitive pressure has never been more
(Business is changing daily – the nature of performance changes as well)So how can Enterprise Architecture deliver results?
(We will look at being more creative and effective to deal with these problems)
Enterprise Architecture
Create, Integrate, CommunicateSlide5
Business Methods are specialised
(A difference in philosophy, a distinction)
Technical Contexts are specialised
(Network Load, Capacity, Growth, Refresh cycles))Business and Technology have specialists
(Henry Ford and the 1 armed operator, comfortable with the idea of specialisation)
Communication and Language
(The specialists have specialised vocabulary, opaque to those outside, a barrier)
Thinking GapSlide6
Sales Lead, Service Culture, Vision, Investors
(Technology is more like ‘Engineering’ – No sales)
What is ‘Business’?
(You make things for less than a buck, sell things for a buck and the customer thinks it is worth more than a buck!)
Is the right quality Perfection?
(Not usually – The Model T Ford wasn’t perfect but it sold. Lots.)
Making things more valuable with marketing
(The Firewall story)
Flexibility vs. Process
(If you get too flexible in IT a backup-Admin could get fired!)
IT and Business LanguageSlide7
Fascinated and Repelled
Form over Function shift
(Glamorous reports, great messages looking great, print shop printing, The Typing Pool)
Speed of Data ever increasing
We still only use supercharged quill and ledgers thoughPoor priorities and little resilience in the system
Fascination with TechnologySlide8
We all need focus
Technical Focus
Engineering, Coding, Rules, Routing, Debugging
Business Focus
Responsive, Customer, People, Leadership, Innovation
What must an EA do?
Business & Technical cultures, value & merit, language & vocabulary, Effort, Drive and Focus
Thought Leadership gets to the fulcrum point in the enterprise
The last big difference ~ What is Focus?Slide9
Where have we got to…
EA: Unifying Business and IT
The EA
Toolbox
Role of the
Enterprise
Architect
The
Thinking
Gap
What's NextSlide10
Informing and Clarifying Business Strategic Vision
What is an Enterprise?
Satisfying business “imperatives”
Direct and motivate IT activity
The Role of EASlide11
Sculptor works stone
The objective is the statue
The tools are the method
More complex tools do not make better statues
Frameworks are tools not objectivesSlide12
Extant to Envisaged
A journey into the future
Using the right vehicle
Lingua Franca
Strategic JourneySlide13
Specialised vocabulary
Plain Speaking is vital
Detailed understanding of the toolbox
- Business Analysis - Marketing
- IT - Sales
- Acounting
Relevant Language
Communication
Create, Integrate, CommunicateSlide14
Where have we got to…
EA: Unifying Business and IT
The EA
Toolbox
Role of the
Enterprise
Architect
The
Thinking
Gap
What's NextSlide15
TOGAF
Zachman
Foundation Infrastructures
The Operating Model supporting Agility
What is Your Business
The EA ToolboxSlide16
A set of methods for IT Architectures
IT Emphasis
Aims to provide a Common Vocabulary
The Open Group
Technology Neutral
Technical Pedigree
TOGAFSlide17
A principal structural mechanism
A Universal Language
Cross-Discipline and Diverse methods
A Thought tool
Zachman and TOGAF are not equivalent
Where do you stand?
Zachman
=
ûSlide18
Enterprise Architecture as Strategy
Creating a Foundation for Business Execution
By
Jeanne W. Ross
Peter Weill
David C. Robertson
Foundation InfrastructureSlide19
The Foundation for Execution
Foundation for execution
Core business processes
IT infrastructure
Strategic Initiatives
Operating model
Defines integration and standardization requirements
Enterprise architectureSlide20
Foundation is
Partly
the IT Infrastructure
Automated and non-automated technologyUnderstanding is key
The tool is not the job!
Supporting the ‘Undertaking to do Business’
Foundation and InfrastructureSlide21
Exploiting the Model
Integration & Standardisation
Agile Strategic Initiatives
Managed Progression
Business Types
Supporting AgilitySlide22
The EA
Toolbox
Role of the
Enterprise
Architect
The
Thinking
Gap
EA: Unifying Business and IT
Where have we got to…
What's NextSlide23
The EA and the CTO
The Board
The CTO's
World
The EA's
World
The Coal-FaceSlide24
The EA and the Programme Manager
The Board
The EA's
World
The Coal-Face
The Programme
Manager's WorldSlide25
The EA and the Users
So we have the departments….
And where does the EA fit?
The answer is ‘Everywhere’!
(If there is plenty of room then the EA function must be filled by several people! You can’t compromise on where you integrate with the users)
SMT
Sales
Eng.
I.T.
EA
EA
EA
EASlide26
What do we take away?
To succeed we must Create, Integrate and Communicate
The tools are NOT the job and we must avoid fixating on the methods
Integrating with the enterprise is a vital ‘team-working” method
Work with the CTO and the Programme Manager if you want to succeedSlide27
Jonathan.German-Morris@sungardps.com