Enterprise Architecture platform for connected government Practice & Innovation by Paul

1. EnterpriseArchitecture
Platform for connected governm practice
ent
& Innovation

2. Session Overview
•
Understanding EA
•
Structuring an
Architect
Organization
•
Exploring
Frameworks and
Methodologies

3. Topic 1:
Understanding
EA
Enterprise Architecture is
Business Value

4. Topic:
What is EA
n We must differentiate between
n An Enterprise ARCHITECTURE
n An Enterprise ARCHITECT
n Enterprise Architecture models
and documents
1. The technology strategy
2. Aspects of the overall business
n Enterprise Architects
1. Own the technology strategy
2. Participate in business strategy
(as equals)

5. Topic:
Architecture and ‘The Business”
n Architecture is traditionally an IT group
n We have allowed IT to function as a business unit
n Valuation techniques
n Technology led business transformation
n This allows us entry into more traditional aspects of
strategic planning
n WARNING: Lose your technology capability and you
lose your core value proposition

6. Topic:
The Two Parts of Government
EA
n Internal
to n External
to
Government Government
n Technology Strategy for
n Education
Government n Career Growth and
Support
n Models and Deliverables n Job Market
n People and Skills n Country Competitive
Advantage

7. Topic:
Internal to Government
n Government has a massive impact on architecture
practice
n Government internal standards drive vendor capabilities
n Vendors hire and train the largest number of architects
n Government job descriptions may be codified into law

8. Topic:
Government and Professions
n Government may stimulate the new architecture
economy
n Education programs through secondary and university
n Corporate competitive advantage
n Jobs
n Service based growth internal and external to the
country
n Tools and product marketplace
n Liability and responsibility

9. Topic:
Constituent Value Most
Important in Governments
n Inthe public sector technology must generate
constituent (citizen, member, etc) value
n Constituent value is a measurable quantity of
improvement of some variable important to an
individual or group
n Example: Voting machines make voting easier by a
specific amount

10. Topic 2:
Structuring an
Architect
Organization
How You Build a Successful
Architecture Organization

11. Topic:
Aspects of a Complete
Enterprise Architecture
n A great
enterprise architecture will possess two
components
n Architecture Principles – the ethos and people
n Architecture Components – the structure and
deliverables
n Combining BOTH is the only way to succedd

12. Topic:
The Principles of Architecture

13. Topic:
The Components of
Architecture

14. Architect Deployment Prototype
Enterprise
Architects
Enterprise
Finance Sales LOB IT
Business Information
Architects Architects Business Capability
Infrastructur
Software Architect e
Architects
Data Center
Software Software
Architect Architect

15. Unique Skill Set
Enterprise Architecture
Software Infrastructure Information Business
Architecture Architecture Architecture Architecture
Foundation Body of Knowledge
Design
Human Dynamics
Quality Attributes
IT Environment
Business Technology Strategy
The use, disclosure, reproduction, modification, transfer, or

16. Architect Career Path

17. Iasa Engagement Model
n The engagement model describes all ways architects
touch a business or customer.
n It determines the success or failure of an architect
team.
n It includes:
1. Setting goals of the architecture team
2. Selecting appropriate terms/definitions/PAREs (Publicly
Accessible Resource Elements such as TOGAF)
3. Structuring architecture roles and processes

18. Engagement Is
Every way architecture
touches a business
o
Good r Bad
The use, disclosure, reproduction, modification, transfer, or transmittal of this work without the written permission of IASA is strictly prohibited. © IASA 2010

19. Iasa Engagement Model
n Engagement is not abstract, it is about contribution to
shareholder value
n It includes all conversations/decisions that impact
technology strategy
n It is similar to the way finance engages a
business/customer
n It may be run top-down, bottom-up, or middle-out

20. Engagement Maturity Model
n Assess your organization against value delivery
n Ensure you architects are functioning as a team
n Grow your program through stable phases of
architecture
n 4 levels
n None
n Repeatable
n

21. Maturity Categories
Engagement Shareholder Shareholder Technology Technology
Investment Value Costs Value
Architect Shareholder Level of shareholder Cost of The calculation,
interaction with awareness and value created. maintenance and amounts and
enterprise. active investment in new development reporting of
Specialization and technology as a including all technology
activity adoption. profit center. elements related contribution to
to Technology shareholder value.
Value.
Project & Strategy Partner Org Governance
Program Integration Ecosystem Satisfaction
Success
The methodology The amount of The amount and type Organizational The ongoing
by which projects inclusion of of inclusion in awareness and management of
are measured for architecture and IT technology in rating of execution against
success and the in strategy planning partner value and technology strategic goals.
relationship to and delivery. integration. support of
technology value. business
objectives and
direct support of
their roles.

22. Topic 3:
Exploring
Frameworks
and2: Implementing
Lesson
Methodologies
Frameworks For Your
Organization

23. Topic:
Exploring Frameworks and
Methodologies

24. Topic:
Exploring Frameworks and
Methodologies
When there is no clear winner, you have two choices:
n Adopt the closest “standard” framework and methodology
n Adopt a hybrid approach to create your own

25. Topic:
Exploring Frameworks and
Methodologies

26. Topic:
Exploring Frameworks and
Methodologies
Rate criterion
using a one-
to-four rating
system

27. Topic:
Exploring Frameworks and
Methodologies
n Antipatterns:
n Adopting a framework and methodology because its industry
standard
n Architects not understanding the similarities in both elements
and components across various frameworks and methodologies.
The need to contrast and compare.
n Pick just what you want out of the framework ignoring the reset.
n Using status quo thinking in selecting frameworks and
methodologies and their elements/components.
n Not collecting the “as-is” state of what is currently in use.

28. Topic:
Exploring Frameworks and
Methodologies Learning assessment
n List some core elements across most enterprise-level architecture frameworks.
n List some core elements across most enterprise-level architecture methodologies.
n What do frameworks and methodologies commonly provide at the following levels:
n Business
n Enterprise Architecture
n Project/SDLC
n Operations
n Maturity
n How do frameworks and methodologies commonly differ at the following levels:
n Business
n Enterprise Architecture
n Project/SDLC
n Operations
n Maturity
n Why is the Architects’ understanding of the business requirements necessary for selecting a
framework and methodology?
n Explain a framework and methodology’s “usability”?

29. Topic:
Determine the Best Adoption Approach
When there is no clear winner, you have two choices:
n Adopt the closest “standard” framework and methodology
n Adopt a hybrid approach to create your own

30. Topic:
Determine the Best Adoption Approach
Standard framework and methodologies - benefits:
n It is simple and iterative
n Usability and adoption constantly evaluated
n Customization held to minimum; closer alignment to the
“standard” with reduced cost
n Being “standard” means there are more resources and tools
available
n Individuals learn harvested best practices and methods
fostering new thinking rather than applying status quo thought;
increases innovation.
n A full rest is a real possibility even with a hybrid approach

31. Topic:
Determine the Best Adoption Approach
Hybrid framework and methodologies - benefits:
n There is often better usability and adoption as the framework
and methodology is customized to the Organization’s culture
n Often the Organization current taxonomy can be incorporated
to reduce confusing and re-training
n The framework and methodology is made up of best-of-breed
elements and components selected to specifically meet the
Organizations and Practices requirements.
n Depending of the Organization and industry there may be
some advantage in this being “our own framework and
methodology”

32. Topic:
Determine the Best Adoption Approach
Once you choose:
n Determine which elements
and components will be
implemented first
n Determine order of
implementation to allow
phasing

33. Topic:
Determine the Best Adoption Approach
n Antipatterns:
n Allow a culture of distrust between the technology and business
folks and between the delivery and architecture teams.
n Commit only at a single level of the organization
n Frameworks and methodologies cannot solve people
problems
n They can only provide a context in which those problems
can be solved.