1. 11
Workbook 4Workbook 1
Authored by:
Alexander Doré
August 14, 2010
Workbook 4
Architecture Services Mobilization
Operational Model - Delivery
Business Architecture Program
Business Enterprise Architecture Governance (BEAG)
Confidential
C-MAD Group Inc
Computer Science & Engineering Architecture Consulting Services

2. 22
Chief Architect Objectives
• Implement a sustainable Business Enterprise Architecture
Governance Program (BEAGP) within current and evolving
organizational end-to-end Project delivery
• Build SOA Governance and Unified Operating Models [UOM]
• Discuss recommendations to complete the end-to-end Project
delivery together with SOA Unified Operating Models, “tying-together”
the IT Strategy & Vision (ITSV) together with a new Business
Enterprise Architecture Governance Program (BEAGP)
• Review strategic, tactical and operational recommendations to
institutionalize a cohesive blending of IT Strategy & Vision together
with Business Enterprise Architecture Governance Program using
Pilot Programs and Simulations

3. 33
IT Strategy &
Vision
Enabling End-to-end Delivery Model Traceability
Program Management [PMO]
Portfolio
Management
Initiative
Planning
Discovery
Detailed
Req’s
Detailed
Design
Dev. Testing Implemen-
tation
Strategic
Planning
Business
Architecture
Business
Strategy
Business
Capabilities
BEAGP
Vision
SP/BI’s ROI
Solutions
Req’s
Detail
Design Code Test
Business Architecture currently
being defined
Strongly Recommend institutionalizing the Business Enterprise Architecture Governance
Program to ensure ongoing alignment with current IT Strategy & Vision processes
Business Enterprise Architecture Governance (BEAGP)
BEAGP processes, structure,s and roles will
constantly be proposed, including
recommending on-going Pilot Simulations
BEAGP Vision is a process constantly being
refreshed. Goal is to institutionalize this
capability in all BEAGP process, tools, roles,
etc.
• E1 Piloting Discovery and reviewing User Acceptance Testing (UAT) process, organization and artifacts
• E2 Lean ITIL reviewing full SDLC starting at Technical Requirements
• QA SDLC Definition driving E1 and E2 recommendations into Unified Process Method Composer
• QA User Acceptance Testing (UAT) focused on testing improvements

4. 44
Business Needs Drive End-to-End Process Update
! Establish Strategic business goals and objectives (e.g. Sustainability,
Growth, Health Wellness, Excellence @ Day-to-Day)
! Define macro investments and critical dependencies based on macro
business strategy, that feed capability definition in business architecture and
other downstream activities (e.g. Solution Shaping)
! Decompose business goals and objectives into actionable business
capabilities (i.e. Speed to market, 360 view of customer) with guidance from
BEAGP Vision)
Planning Refinement and Execution
1
2
3
Strategy
! As solutions are refined into
detailed design and then
implemented, Architecture
Governance provides
! A vehicle for stewarding the vision
in downstream delivery and
managing departures from the
vision
! A feedback on what is actually
being delivered against the vision
4
BEAGP Strategy provides the linkage to IT Strategy & Vision, and ensures target
organization is a key input to Planning and Execution activities
IT Strategy &
Vision
Program Management [PMO]
Portfolio
Management
Initiative
Planning
Discovery
Detailed
Req’s
Detailed
Design
Dev. Testing Implemen-
tation
Strategic
Planning
Business
Architecture
Business
Strategy
Business
Capabilities
BEAGP
Vision
SP/BI’s ROI
Solutions
Req’s
Detail
Design Code Test
Business Enterprise Architecture Governance Program (BEAGP)
1
2
3
4 4 4 4 4

5. 55
External and Internal Forces Drive Change
• External & internal forces, coupled with complex execution dependencies,
will accelerate and amplify the need to periodically update the vision.
Internal Forces
• Acquisitions & divestitures
• Development of strategies within BUs
• Resource constraints
External Forces
• Macro-economic conditions
• Competitor actions/non-traditional entrants
• Regulatory Reform
Execution Dependencies
• Complex implementation and execution creates ongoing shifts in timelines and dependencies
that require close coordination
Strategy & Vision Benefits
IT Strategy &
Vision
BEAGP
Vision
BEAGP vision delivers key benefits
• Help align business constituents around key business capabilities
• Focuses efforts to define future spending
• Aligns resources and capacity around top priorities and winnable battles

6. 66
Business Needs Assesses Costs & Define Dependencies
IT Strategy &
Vision
BEAGP
Vision
Strategy & Vision Process
Vision Refresh
Triggers
• Changes in Business
Strategy (Enterprise and/
or BUs)
• Mergers & Acquisitions
• Delivery of major
milestones in programs
• Operational Imperatives
• Cost Management
• Regulatory
Compliance
Strategic
Objectives
BU
Strategies
Initiatives
Discovery
Estimates
Planned Efforts
• Prioritization
• Critical path
• Funding
Vision
Analysis
BEAGP
Vision
Timing
Dependencies
Cost Impacts
Capabilities
Business
Solution
Shaping
Delivery
Planning
1 2
2
2
2
2
3 4
5
5
5
6
6
! Business and
Operational drivers
provide an ongoing
need to perform rolling
refreshes of the
BEAGP vision
1 ! BEAGP vision
process uses
strategic plans,
initiative ideas,
planning estimates,
and in-flight efforts
as inputs
2 ! Prioritization, dependency, and
cost analysis are iterated to
define the BEAGP vision
! BEAGP vision is composed of
business capabilities, timing and
sequencing of changes, and an
investment forecast
3
4
! BEAGP capabilities
drive Business,
Solution Shaping, and
Detailed Design
! Timing, Dependencies
and Cost Impacts drive
Planning and Delivery
5
6
Sprints
Sprints

7. 77
Transition
• Straw-man BEAGP vision frameworks and models (including
economic) need to be developed as part of the latest refresh that can
be used to maintain vision going forward:
– Activities must be performed by Enterprise Architects who also have
delivery responsibilities to ensure the BEAGP vision is feasible and is
updated with insights developed in implementation
– Maintenance of BEAGP will require 10-20% of an Business Enterprise
Architect’s time.
– Current headcount does not provide the capacity to support vision refreshes
in addition to solution shaping, blueprints, and PMO project architecture
efforts
– Recommend pulling forward High $ investments from PMO to fund an
additionally needed resources on an annual basis to provide the
architecture capacity needed to maintain the BEAGP vision on an ongoing
basis
IT Strategy &
Vision
BEAGP
Vision
Strategy & Vision Transition and Roles

8. 88
• BEAGP is projected to increase delivery process improvements but will take time to
reach full effectiveness”
– “X” projects will require “Discovery like” activities in years to come.
– Other delivery process improvements will take time to roll-out across the enterprise
• Architecture Governance must place top resources in position to make key decisions that
ensure the BEAGP vision is actually being delivered as intended
– Aligns capability delivery to strategies
– Improves ROI by focusing IT investment on the right prioritized projects
– Ensures compliance to IT standards and best practices
– Forces explicit decision making so that if exceptions are made, they are elective
Vision Business Enterprise Architecture Governance Benefits
Architecture
Governance
Benefits BEAGP

9. 99
! Solution shaping: Approve
architecture design document
relative to BEAGP vision
6 Key Decision-Points in End State
! BEAGP Vision reviewed for
alignment to strategy and
capabilities
! High level requirements
definition: Provide architecture
recommendation for approval /
denial/modification of investments
! Approve detailed requirements
! Approve detailed design
! Approve testing results
2 3
4
5
6
1
Planning Refinement and ExecutionStrategy
IT Strategy &
Vision
Program Management (PMO)
Portfolio
Management
Initiative
Planning
Discovery
Detailed
Req’s
Detailed
Design
Dev. Testing Implemen-
tation
Strategic
Planning
Business
Architecture
Business
Strategy
Business
Capabilities
BEAGP
Vision
SP/BI’s ROI
Solutions
Req’s
Detail
Design Code Test
Business Enterprise Architecture Governance Program (BEAGP)
1
5 6
2
3
4
Vision Business Enterprise Architecture Governance Process
Architecture
Governance

10. 1010
Multiple-level of Oversight Oversees Envisioned
Architecture Governance Process
Project Governance
Project Business Sponsors
Enterprise, Solution and Architects
! Recommend funding approval
! Approve or reject changes to
future-state architecture
! Resolves exception issues
! Suggest prioritization of
initiatives
! Conducts detailed architecture
delivery work product reviews
for compliance
! Identifies and logs architecture
issues for Level 1 review/
exception
Enterprise Systems and Solution Governance
Business Governance Architecture Governance
Business Process
Operations Council
IT Executive Council
CIO
CTO
Chief Architect
ITIL
Infrastructure
Lead
Steering Committee
ELT, BPOC Council, CTO, CIO (as
needed), Chief Architect
BU Owners, Sponsors,
Stakeholders
Executive Leadership
Team [ELT]
Enterprise Architects
All other Lead Architects
Business
Partners
Enterprise Level
Program Level
Project Level
! Adjudicates on issues that
cannot be resolved by Level 2
governance
! Approves policies, future-state
architecture diagrams and
standards
! Handles exceptions that
cannot be resolved at the
Enterprise Systems and
Solutions governance level
Vision Architecture Governance Structure and Roles
L1
L2
L3
L4
Architecture
Governance

11. 1111
Existing programs [TBD] will not be targeted for architecture governance to minimize disruption to in-
flight efforts already in delivery
Initial focus on “end-to-end” governance for BEAGP
platform consolidation is recommended
Governance
Pilot
Broader Roll
Out to Major
Programs
Review the
“self” segment
during
planning and
the “proactive”
segment
during delivery
Self
governance
propagated to
low level
processes
1 2 3 4
Qa Qb
Detail
Governance
Definition
0
Qc Qd…Qn Year
Scope:
US/Other
Platform
Consolidation
Major Programs
Enterprise
Wide
Adoption
Broad Adoption
Architecture Governance Rollout StrategyArchitecture
Governance

12. 1212
Recommend Strategically funding BEAGP definition & pilot
Architecture Governance Transition and Roles
• Scope of change in BEAGP effort will require architecture governance to
ensure appropriate coordination across systems. BEAGP operating model
estimates will include these activities given complexity
– Ramp up is incorporating Architecture Governance detailed design
activities and will provide funding to launch the pilot.
– CTO Architects (i.e. Enterprise, SOA Services, Information (MDM), etc.)
who understand the BEAGP vision, and have delivery responsibilities,
will be required in architecture governance
• Roll out to other major programs, and eventually the full PMO, will require
that Architecture Governance be included in estimates going forward
– Architecture Governance activities will represent 10% of an Enterprise
Architect Group’s time
– Architecture capacity will need to be actively managed to align with
demand for all architecture activities, including Architecture Governance
– SOA has its own Architecture Governance and must be included
Architecture
Governance

13. 1313
Next Steps
• Identify BEAGP resources/support/funding and PMO economic models
to transition ownership from IT tactical processes currently in place
• Strategically launch Business Enterprise Architecture Governance
Program (BEAGP) in conjunction with platform consolidation efforts