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Enterprise Architecture

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Title: Enterprise Architecture


1
Enterprise Architecture -- a catalyst to manage
complexity and achieve transformation. TASSCC
Conference -- August 2, 2010
Presented by Ritchie Schlette Consulting IT
Architect -- Enterprise IT Optimization ritchie.sc
hlette_at_mainline.com Ph. 214-454-7108
2
Global Public Sector CEO Study
  • The vast majority of CEOs anticipate even greater
    complexity in the future, and more than half
    doubt their ability to manage it.
  • CEOs believe creativity is the most important
    leadership quality.
  • The most successful organizations co-create
    products and services with customers, and
    integrate customers into core processes.
  • Better performers manage complexity on behalf of
    their organizations, customers and partners.

3
CEO StudyHow to manage Complexity
4
The need for Enterprise Architecture
  • Management needs the big picture.
  • They need a view that combines strategy, business
    architecture, information systems and technology
    domains. This is crucial for quickly analyzing
    the impact of proposed changes and prioritizing
    projects that drive the most value to the
    business.
  • Align IT investments with business goals.
  • Creating a platform for business-IT stakeholder
    collaboration is essential. Effective enterprise
    architecture supports strategy, analysis and
    planning by providing stakeholders a blueprint of
    the current state of the business and IT
    landscape as well as the desired future state.
  • Enterprise applications, systems and platforms
    have complex interdependencies that make it
    challenging to enhance IT capability.
  • An enterprise architecture strategy is essential
    to achieving successful, lasting transformations
    -- such as major SOA initiatives and package
    application implementation -- and managing the
    inherent risks of technology-enabled business
    transformation. Reverse the 80/20 scenario

5
Key Components of Enterprise Architecture
  • IT strategy establishing the overall IT strategy
    for an enterprise including the
  • SOA Strategy, Application Support Strategies,
    Governance models and innovative technology
    strategies.
  • IT performance management helping to improve IT
    processes to deliver higher quality and reduced
    costs.
  • Tied to Process Improvement and Business Impact
    Analysis
  • Logical and Physical Architecture helping to
    establish/evaluate an overall enterprise
    architecture and/or SOA for the business.
  • Strategy Model
  • Process Model
  • Application Model
  • Infrastructure Model

6
Developing an Enterprise Architecture is a
Journey conveyed via a Roadmap. It is founded in
the Clients purpose within an affordable cost
and delivered in an acceptable period of time.
7
Methodology Step 1 Know where you are going
8
Services Model
IBM Service Delivery Model Global Social Segment
9
(No Transcript)
10
Successful Enterprise Architecture is a Balance
of
11
Architect the Process and the Human Capital
Interaction
12
How do you begin?
  • Engage Mainline to
  • Develop a High Level Understanding of the ITO
    needs of your Company with a Client Sponsor and
    assign a set of Subject Matter Experts to the
    joint EITO Team.
  • Execute an EITO Workshop and set of due diligence
    interviews with selected business and IT
    resources to gather information by which to build
    the ITO roadmap.
  • Compile a Roadmap with specific recommendations
    and next steps by using the methods and best
    practices of EITO.

13
EITO workshops view the problem from different
perspectives in one place
An EITO Workshop An impact analysis and
execution plan
Goals Measurements What are you trying to
achieve?
Business Interactions Rapid overview of the
business impacts at all layers
Value Chain What is impacted?
Swim-Lanes How do we execute change?
Problems What is not working?
Opportunities What does the strategy prescribe?
14
EITO workshops deliver an impact-based business
analysis and roadmap
A Business Impact Analysis
  • People, Process, Technology, and Cultural changes
    to implement strategy
  • Prioritisation of Initiatives
  • Clear linkage to goals and measurements.
  • Understanding of the Return on Investment

An EITO Roadmap
  • Clear understanding of the impact of change
  • An EITO Roadmap to support the long term
    management of critical changes
  • A building block to accelerate future projects
    consolidation, utilitization, commoditization,
    outsourcing
  • Knowledge to manage change control and risk better

15
Closing Remarks -- Enterprise Architecture will
  • Help management analyze, plan and execute change
    faster and with better insight.
  • Get IT and business stakeholders collaborating
    for better alignment around requirements.
  • Create enterprise blueprints as a roadmap for
    exploiting IT architectural building blocks and
    achieve business transformation.
  • Attain improved compliance and more predictable
    project outcomes.
  • Improve IT contribution to business returns with
    improved integrity and agility.

16
Contact Information
  • Ritchie Schlette
  • Mainline Information Systems
  • Consulting IT Architect --
  • Enterprise IT Optimization
  • ritchie.schlette_at_mainline.com
  • Ph. 214-454-7108
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