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Establishing a Successful Enterprise Architecture Program Office

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Title: Establishing a Successful Enterprise Architecture Program Office


1
Establishing a Successful Enterprise Architecture
Program Office
  • Presented by
  • Annette Hobbs, PMP
  • hobbs_al_at_yahoo.com
  • for Baltimore PMI Chapter

2
Agenda
  • Background
  • What is Enterprise Architecture (EA)?
  • Why is EA important?
  • How to create a successful EA program office
  • Questions and Answers

3
What is Enterprise Architecture?
  • The fundamental organization of an enterprise
    ANSI/IEEE std 1471-2000
  • The discipline of creating a blue print of an
    agencys business, data, applications and
    technology FEA-PMO http//www.egov.gov
  • Enterprise Houghton Mifflin
  • An undertaking, especially one of some scope,
    complication, and risk.
  • A business organization.
  • Industrious, systematic activity, especially when
    directed toward profit Private enterprise is
    basic to capitalism.
  • Architecture Webster
  • The practice of designing structures (a
    discipline)
  • A coherent form or structure (an attribute)

4
Or we could say
  • Enterprise Architecture
  • Is the practice of designing and documenting the
    form or structure of a business organizations
    undertaking.

5
Do all enterprises have an architecture?
  • Absolutely!!!!
  • Most enterprise architectures were not planned,
    they just happened.

6
A large part of the effort
  • Involves analyzing and documenting the current
    architecture, as well as, planning, designing and
    engineering the future architecture.

7
EA Origin John Zachman
  • Mr. Zachman focused on architecture since 1970.
    His 1st article and the original framework was
    published in 1987 (A Framework for Information
    Systems Architecture, IBM Systems Journal, vol.
    26(3), 1987. http//www.research.ibm.com/journal/s
    j/263/ibmsj2603E.pdf ).
  • In 1992 John Zachman and John Sowa wrote another
    article (Extending and Formalizing the Framework
    for Information Systems Architecture." J.F. Sowa
    and J. A. Zachman. IBM Systems Journal, vol. 31,
    no. 3, 1992. http//www.research.ibm.com/journal/s
    j/313/sowa.pdf) expanded the framework to its
    current 36 cell framework (Enterprise
    Architecture A Framework).

Source http//www.zachmaninternational.com
8
Zachmans A Framework for Enterprise Architecture
Business
Technical
http//www.zachmaninternational.coml
John A. Zachman, Zachman International
9
Perspectives
  • Planner
  • Owner
  • Designer
  • Builder
  • Sub-contractor
  • User in the functioning enterprise

10
Zachman for School Classroom
Source ORourke, C. (2003) Enterprise
Architecture Using the Zachman Framework Course
Technology
11
Why is EA Important?
  • Enterprise Architectures (EA) help align the
    infrastructure with the business mission.
  • Provides details of relationships.
  • Identifies gaps between needs and capabilities.
  • Describes where we are and where we are going.
  • EA is a tool for when systems are built they
    become business tools.
  • Provides communications mechanism between
    business stakeholders because stovepiped-processes
    and systems lead to wasteful duplication.
  • Promotes interoperability and resource sharing
    providing greater potential for cost savings.

Cant afford not to. The alternative is to
suboptimize the enterprises performance and
results., Randy Hite, Director of Information
Technology Issues at GAO
12
Zachman on EA value
  • Without the EA you can NOT achieve
  • IT alignment with the business goals
  • Integration
  • Change management
  • Reduced time to market

Speech at Data Management and Information Quality
Conferences in the UK, 7-10 November 2005
13
Change Management
  • EAs value is tied directly to its ability help
    organizations deal with complexity and change.
    The greater the complexity and the greater the
    envisioned change, the greater will be the EA
    value to facilitate that change.
  • Readily available descriptive representations of
    the enterprise
  • Ability to unify and integrate business processes
    across the enterprise
  • Ability to unify and integrate data across the
    enterprise
  • Increased flexibility of the enterprise to link
    with external partners
  • Increased agility by lowering the "complexity
    barrier.
  • Reduced solution delivery time and development
    costs by maximizing reuse of enterprise models
  • Ability to create a common vision of the future
    shared by the business and IT communities
    continuous business/IT alignment

Source Brown, A. (2004), Enterprise
Architecture Value Proposition
14
EA Return on Investment or Return on Asset
  • Return on Investment
  • John Hancock realized a 6.25M savings on
    redundancies discovered.
  • Dow realized 300M savings on revenue from
    implemented a new project identified through EA
    work.
  • Key Corp realized a 1 year savings of 7M in
    reduction in software maintenance
  • Return on Asset
  • EA helps you make decisions that will in due
    course improve your business productivity

Source Blevins, T. (2004, April). Enterprise
Architecture Return on Investment.
http//www.opengroup.org/comm/newsletter/2004/04.h
tm
15
Federal Government EA History
  • The Clinger-Cohen Act - 1996
  • Federal Enterprise Architecture Framework (FEAF)
    - 1999
  • OMB Circular A-130 - 2000
  • The E-Government Act - 2002
  • OMB Circular A-11 2004
  • Various OMB memorandums

16
OMBs EA Assessment Frameworkfor 2006
  • Use your EA to demonstrate results
  • Do you have an EA? Does it integrate cross
    agencies?
  • Does it show (business) results?

17
Future of EA in Federal Government
Agencies include Gov-wide Initiatives in their EA
Agencies Contribute to Gov-wide Initiatives
E-Gov initiatives LOB
Centers of Excellence Smart Buy
Lower level Architectures include Department and
Agency solutions
Department/Agency Specific
Implementation/use of Government-wide
Source Dick Burk Briefing at IAC meeting
1/27/2006
18
Capital Investment Planning
Strategic Plan
Enterprise Architecture
Migration Plan
Maps Investment to Returns
FY FY FY FY

19
Now that we understand what an EA is and its
value to an organization Lets talk about how to
establish a successful EA program office
20
Staff the Program Office
  • Typically a staff of 4-6 people working closely
    with functional staff and system developers
  • Chief Architect
  • Business Architect
  • Systems Architect
  • Data Architect
  • EA Tool Expert
  • Make sure staff is qualified and trained

21
Identify other stakeholders
  • Sponsor Champion of the EA program ensures
    resources
  • Business Manager Participates in EA decisions
    and promotes EA solutions
  • Business End-Users Identifies requirement and
    provides feedback on results of solutions
  • CIO Executive leader primary EA decision
    maker
  • Other Chief Architects of related businesses

22
Determine the purpose of your EA
  • This is unique to each organization
  • Helps answer some other questions that will need
    to be answered for future decisions
  • Helps determines the depth and breadth of the EA
    effort

23
Create a charter
  • Similar to one for projects
  • Short, concise but informative
  • Obtain signatures
  • May be called other names in different
    organizations

24
Select an EA Framework Below is a partial list
of available frameworks
  • Zachman http//www.zifa.com/
  • EA3 Scott Bernard
  • Federal Enterprise Architecture Framework (FEAF)
  • http//www.cio.gov/archive/bpeaguide.pdf
  • Department of Defense Architecture Framework
    (DODAF)
  • http//www.defenselink.mil/nii/doc/DoDAF_v1_Volume
    _I.pdf
  • Gartner Group
  • Purdue Enterprise Reference Architecture
  • Information Framework (IFW)
  • Treasury Enterprise Architecture Framework (TEAF)
  • NIST Enterprise Architecture Framework
  • TOGAF Open Group http//www.opengroup.org/archite
    cture/togaf/
  • The framework should support your organizations
    specific needs, uses and scope of the effort

25
Determine and Document EA Implementation
Methodology
  • Detailed step-by-step description
  • Describes how EA program will be
  • Established
  • Executed
  • Describes how the EA documentation will be
  • Developed
  • Maintained
  • Used

26
Determine Methods for Collecting and Documenting
EA
  • Centralized
  • Makes integration and maintenance easier
  • Might make buy-in harder
  • Are there enough resources with the necessary
    skills?
  • Decentralized
  • Make buy-in easier
  • Decentralized offices might not participate
  • Makes integration and maintenance harder
  • Program Office must create guidelines and
    standards that will continually be challenged
  • Combination
  • Program Office provides overarching enterprise
    structure for starting the effort
  • Program Office facilitates modeling and
    documentation sessions
  • Business organizations must provide subject
    matter experts
  • Resources and schedules are challenging
  • Requires strong EA sponsorship at the right level
    in the organization

27
Establish Governance
  • How will conflicts be resolved?
  • How will changes be approved?
  • Who will approve changes?
  • How will versions be controlled?
  • How will the EA be enforced?
  • How often will EA documents be re-published?
  • Etc.

28
Develop an EA Management Plan
  • Documents the enterprises
  • Summary of the current and future architecture
  • Performance gaps,
  • Planned solutions
  • Resource requirements,
  • EA management process
  • EA implementation methodology
  • EA framework

29
EA Management Plan (continued)
  • Living document
  • Updated at regular intervals (annually)
  • Placed under version control
  • Sequencing sub-plan section
  • Tasks
  • Milestones
  • Timeframes for implementing new EA components and
    artifacts
  • May have dependencies

30
Select Tools
  • No single tool currently exists
  • Types of tools to consider
  • Database or Repository
  • Documentation tools
  • Communication tools
  • Modeling tools
  • Analysis tools
  • Business intelligence tools
  • Decision support tools
  • Initial tool needed is the repository

31
Purpose of EA Repository Tool
  • Single place for storage retrieval of EA
    artifacts
  • Easy access
  • One-stop-shop for all the documents

32
Places to Look for EA Tool Assessments
  • Gartner Group studies
  • Institute for Enterprise Architecture
    Developments (IFEAD) tools assessment and EA Tool
    Selection Guideline http//www.enterprise-architec
    ture.info/EA_Tools.htm

33
Dont forget the following critical steps
  • Develop a Communications Plan
  • Build templates and offer good examples
  • Obtain buy-in from participants
  • Manage stakeholders
  • Use EA for management decisions
  • Analysis tools
  • Decision support tools

34
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