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Building a ICT Strategy with an Enterprise Architecture Mindset

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Building a ICT Strategy with an Enterprise Architecture Mindset

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The attached slides are from my 1-hour workshop held at the BCS Enterprise Architecture Specialist Group 2nd Annual Conference - 26th June 2018
As this was an interactive workshop, the slides were presented to provide 'context' to stimulating debate, so some of the essence of content may be lost e.g the debate around funding – but sharing to the community.

The attached slides are from my 1-hour workshop held at the BCS Enterprise Architecture Specialist Group 2nd Annual Conference - 26th June 2018
As this was an interactive workshop, the slides were presented to provide 'context' to stimulating debate, so some of the essence of content may be lost e.g the debate around funding – but sharing to the community.

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Building a ICT Strategy with an Enterprise Architecture Mindset

  1. 1. Building a ICT Strategy with an Enterprise Architecture Mindset Workshop Daljit Banger MSc FBCS BCS Enterprise Architecture Specialist Group 2nd Annual Conference Tuesday 26 June 2018 London, UK #BCS #BCSEASG #EASG2018AC www.bcs.org
  2. 2. Todays Workshop Question How do we Build An ICT Strategy and how can EA tools / Mindset Add Value ? • Part 1 – A Primer • PART 2 – Strategy – The What / How • PART 3 - Group Exercise 10 mins 15 mins 30 mins #BCSEASG
  3. 3. Theory Production Realisation EA Products/input Compliance
  4. 4. Part 1 Enterprise Architecture(EA) A Primer
  5. 5. ▪Enterprise Architecture supports how one builds a reusable Unified Information Systems/Management Capability that supports and meets Organisational needs. ▪The EA Goal is to Align and Manage the Technology landscape of an Organisation with its Strategic / Operational Goals/Objectives for both today and tomorrow. FOOD FOR THOUGHT ▪ Enterprise Architecture is NOT Enterprise Systems Architecture. ▪ Enterprise Architecture is NOT a methodology for building a stand-alone single information system.
  6. 6. Enterprise Systems Architecture The Processes, Patterns & Practices associated with the alignment and re-calibration of the organisational Technology Landscape to that of its Business Operating Model DefinitionContext
  7. 7. Mapping the Business Operating Model to the Technology Landscape
  8. 8. The Stack (Methods/Questions) Each layer of the Stack is a complex view in its own right of a specific element of how the layer above / below maps and interacts to support the Organisational Business Operating Model What are the tools available to us to analyse, visualise and render to stakeholders the alignment ?
  9. 9. Point in Time..
  10. 10. Part 2 Strategy What / How
  11. 11. Definitions / Context A Definition A plan of action designed to achieve a long-term or overall aim. (Source : web) Great Context Strategy is the great work of the organisation. In Situations of Life and death, it is the Tao of Survival or Extinction. Its study cannot be neglected" (Source: Sun Tzu the Art of War“)
  12. 12. How do we Construct/Deliver an ICT Strategy – Key Factors ? Description of Strategy formulation, delivery and approach Work Package - Task Breakdown (discuss but won’t cover) DependenciesRisk / Mitigation (Workshop Discussion)
  13. 13. Due Diligence Commns / Release Plan Release Current State Analysis View •The Business •Operations Formulation / ProductionReview 1 23 4 Approach - Level 0 Creation Delivery (Workshop Discussion)
  14. 14. An Approach – Decomposed ICT Strategy Current State •Analysis •Review Production •Formulation •Documentation Peer Review Document Updates Delivery • Release Plan • Communicati ons Plan • Drivers for change • Tech Environmental Factors • External Forces • Cost Model • Future Technology landscape • Realisation Plan • Mid Point Review • Content Review • Document Updates • Approvals • Business Strategy • Themes / IT Capabilities • Technology landscape • Service Delivery • IT Budgets / Portfolio • Supplier Analysis (SWOT) • Maturity Assessment • Keeping the Lights on • Operational Efficiency • New Capabilities / Services • Innovation Funnel • Technology Debt Management
  15. 15. Security (CIA) CORP SYS : ERP,MI,BIMDM Approach Dissected Contd..
  16. 16. Approach Dissected Contd.. EXTERNAL – “Operational Business” INTERNAL – “Business Operations “ Goals Desired Outcomes Capabilities • Industry Analysis – Government , Partners • Supplier Analysis –Enterprise Systems e.g. ERP, MDM, BI, HR, Finance • Competitor Analysis (Domestic / International) • Technology Benchmark – If Applicable • External drivers (Government, Market -> PEST) • Partner Analysis – 3rd Parts Trusted Partners • Service Providers – Suppliers • Technology Horizon Scanning • External Reporting • Customers • Information Consumers Structure Drivers • Technology landscape • Enterprise Orchestration • Application (COTs, Build, Bespoke, Services) • Data / Information Management Cycle • Infrastructure (Data Centre Services) • Hygiene (Security,DR,IM, Naming-Directory Services) • Technology Debt Current / Future / Innovation • Service Delivery Model / Security • IT Budgets / Portfolio • Resourcing Model / Skills (perm/Contract) • Outsource Partner / Supplier Analysis (SWOT) • COBIT Maturity Assessment • Roadmaps (Operational , Product & Services) • Reporting / IM / BI / Channels • Governance / Compliance 70 % 30 % 70 % 30 % ICT Strategy Input Tech Debt Stakeholders
  17. 17. Using The Stack (input) Focal Points
  18. 18. Core & Subsidiary Deliverable • TOC • Introduction • Business Canvas Model • Key drivers / Themes for Change • Key Principles (Regulatory / Organisational) • Summary Costs • Target Architecture / Vision • The Business we Run (Information Sharing ) • Running the Business (Corporate Systems) • Channels for Operation • People, Process & practices for delivering ICT Services (Service Delivery Model) • Sourcing Strategy – Cloud / On Premise – as a Service • Realisation Business Plan • Cost Model • Milestones • Measuring Success • Efficiency Saving • KPIs • Governance / Controls By-Product
  19. 19. Operating Model Definition Level 0 the Business Canvas
  20. 20. Subsidiary Deliverable - Road Maps on a Page 2018 2019 2020 2021 2022 Business Foundation Activities Business Capabilities In Flight Projects ICT Strategy
  21. 21. Some Points to note • Like Enterprise Architecture Strategy is an Art; never a Science and a Mindset supported by patterns, principles, processes and practices • The Approach to Strategy Formulation should be structured and ‘time boxed’ especially as environmental factors are often dynamic – repeatable process . • Key Milestones & Dependencies should be highlighted • The Strategy will have a ICT bias and full traceability to decisions. • The use of Internal resources e.g. Business Architect , Technical Author will reduce analysis and document production costs – Can a 3rd party really write your ICT Strategy without deep diving into the estate ?
  22. 22. Part 3 Group Exercise
  23. 23. Lets revisit the Exam Question we started with … How do we Build a ICT Strategy and how can EA tools / Mindset add value ? Discussion – So what is the answer ?
  24. 24. We will now Break into 3 Groups. These are ; ▪ Enterprise Architect Group ▪ Strategy Development Group ▪ Business Stakeholder (nominated individual) The Task… Each Group will spend 10 mins to decide on key points elements (from their viewpoint) that they feel should be in an ICT Strategy – not any industry specific The Business Stakeholder will spend 10 mins to consider ‘the value they wish to see from both parties . At the end we will discus as a group the view points and the value the EA can and should bring
  25. 25. Final Message “Everyone has a plan till they get punched in the mouth” Mike Tyson Plans Can & Should always be recalibrated and realigned to factor in changes in the environment to achieve a positive set of outcomes
  26. 26. Website : www.s-ea-t.com (Tools, Papers Downloads) Blog : https://dalbanger.wordpress.com/ Email : dal@s-ea-t.com Thank You

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