Digital Transformation: Using Open Standards to Accelerate the Journey

Copyright © The Open Group 2016
Webinar: Digital
Transformation: Strategy to
Implementation using Open
Group Standards
By Sriram Sabesan & Dave Hornford
of Conexiam
04 April, 2017

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The Open Group
» Enable all organizations that use information technology to do things better,
faster, and cheaper
» Enable all suppliers of information technology products and services to gain
business benefit
» Enable every individual that we meet to develop their skills and capabilities
Everything we do, is intended to …
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Final Thought
“You have a choice: you can either create your own
future, or you can become the victim of a future that
someone else creates for you.”
Vice Admiral (ret.) Arthur K. Cebrowski
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Recording of the Webinar
https://www2.opengroup.org/ogsys/catalog/D191

Agenda
» Who we are
» Why This Whitepaper
» Terms of Reference
» Architecture as Guidance
» A Quick Walkthrough
» Takeaways
» Q&A
6

Who Conexiam, Dave & Sri are
» Conexiam is a specialist enterprise architecture firm
» Key Services
– Straightforward & executable enterprise architecture
– Enhance client’s in-house EA capability
» Very active in industry standards development
– Open Group & SABSA Institute
– TOGAF® & IT4IT® Standards
– Data Lake, Digital Customer & EA Capability papers
» Sriram, Conexiam Partner
» Dave, Conexiam Managing Partner
www.conexiam.com
7

Why This Whitepaper
» Conexiam’s Philosophy
– Share our practice
– Use open standards as base of service offering
We don’t reinvent the basics of the wheel
– Conexiam only does EA & EA Capability development
» Acceleration
– Use Open Group standards, best practices, snapshots, and publications to
accelerate digital business transformation.
– Frames conversations about strategy, IT delivery, governance, and digitization at
all levels of the enterprise
– Highlight TOGAF’s framework support for Digital Transformation
» Effective guidance to our clients
– Business Cycle alignment 8

Components Required for a Digital Enterprise
9
Drives Agility and
Improves MarginOperational Backbone
(Location Agnostic, Easily Replaceable, Highly
Scalable)
Digital Backbone
(End-to-End Visibility into Business Processes)
External
Engagement
(Transforms Go-To
Market Strategy)
Digital Products
(Transforms Business
& Revenue Model) Revenue and
Margin

Terms & References
» Digital Enterprise / Service Provider
– almost all processes automated / Has ability to respond to external stimuli in
short duration.
– provides a channel to aggregate, store, or distribute contents
» Digital Strategy and Transformation
– gain a competitive advantage by digitization of operations
– changing the organizational behavior to work with fast feedback cycles
» Digital Fluidity
– ability to change course with ease like a stream of water
10

Transformation Project Stages
» It’s a cycle
– Support Goals & Objectives
– Manage Portfolio
• deliver competitive edge
• sustain competitive edge
– Deliver products and
services
– Support products and
services
– Be Customer Centric
Strategy
Investment
Planning
Delivery of
Solutions
Operating
Solutions
Usage
Tracking
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Rhythm of Business
– Even privately held businesses have a pattern.
– Based on calendar year or fiscal controls
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Capability Based Planning
» Capability
– Not a decomposition model
– An investment planning structure
– Guides the transformation project
– Sustain current operations
» Investment Approach
– Offset the capability investment
recommendation by at least 6
months before the decision
» Debt (Business and Technical)
– Value not realized
– Time-to-Market not enabled
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Drives Agility and
Scalable)
Digital Backbone
External
Engagement
(Transforms Go-To
Market Strategy)
Digital Products
Margin

EA as a Management Tool
» Iterative and incremental
– Guide decisions with just
enough detail
– Supporting strategic
decisions to operational
control.
– Exercise all phases of
TOGAF ADM
– Drill down to other
standards as needed
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Assessing the Enterprise
» Directional vs Specific
– Leadership focus is directional
– Transformation is multi-
dimensional
– Technology includes
applications, information, and
infrastructure
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Guiding Investment Decisions
» Portfolio Decisions
– An architected approach supports and guides decisions
– Each purpose based architecture delivered in 7 week sprints
– Solution Delivery phase controls 80% of effort and spend
– Earlier phases are critical to guide this investment 17

Why do we use Open Standards?
» Limits the need to reinvent
» Focus on customer problems than “how to”
» Provides a platform to evaluate products / solutions
» Accelerates time-to-market for us and our customers
» Makes it easy to assess any enterprise
» Enables decision makers to narrow down their differentiators
» Consistency of execution across solution implementers
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Publications as Management Guidance
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Security
(Digital) Solution
Delivery
IT4IT
Strategy &
Enterprise
Governance
TOGAF ADM
Implementation
Approach
MSA, SOA RA, O-BDL,
Open Platform 3.0
Infrastructure
Cloud Computing
Digital Strategy &
Customer Experience
Open Platform 3.0

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Consideration for
Solution Delivery
Application of a
Standard or Publication How is it used?
Delivery Agility
Solution Delivery
Environment
Virtualization
The Open Group Standard: Service-
Oriented Cloud Computing Infrastructure
(SOCCI) Framework (for private or public
cloud)
• metering service, billing service - (Maps to Usage Component,
Chargeback and Showback component in IT4IT)
• monitoring and event management, capacity, performance and
provisioning management, and configuration management (Maps to
Detect to Correct Value Stream in IT4IT)
• resource pooling and virtualization (Maps to Fulfillment Execution
component in IT4IT)
• operational (aka non-functional considerations)
• solution platform (integration and health of solution)
• managing usage (quality of service)
This helps the architect define appropriate work packages and
architecture specifications.
The Open Group Standard: SOA
Reference Architecture (SOA RA)
Agile and DevOps The Open Group White Paper: IT4IT™
Agile Scenario: Using the Reference
Architecture
Delivery Agility & Ease of Change
Architectural
styles
(for solutions to
follow)
The Open Group White Paper:
Microservices Architecture
Publications related to SOA and Open
Platform 3.0
Architecture specifications for workflow service, validation service,
coordination service, or modes of navigation

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Consideration for
Solution Delivery
Application of a
Standard or Publication How is it used?
Ease of Change
Service Interface
Management
(of the solutions)
The Open Group Snapshot: Open Platform
3.0™
Architecture specifications for sensors, controllers, and ecosystem
participants’ services interface-to-interface message
transformation service (white-box brokering service)
Ease of Developing Insights
Analytics and Data Mining Microservices and Business Data Lake (BDL) Architecture specifications, Operational Agility, Ability to identify
new revenue streams
Integrating Systems of
Perception (SoP) and
Systems of Engagement
(SoE)
SOCCI and SOA RA standards, and O-BDL Techniques like Complex Event Processing and Business Activity
Monitoring to improve operational agility
Security & Risk
Security Architecture The Open Group Guide: Open Enterprise
Security Architecture (O-ESA)
The Open Group Guide: Integrating Risk and
Security within a TOGAF® Enterprise
Architecture
The Open Group White Paper: An
Architectural View of Security for Cloud
Assessments, Governance, Architecture Specifications
Risk The Open Group Guide: Integrating Risk and
Security within a TOGAF® Enterprise
Architecture
Open FAIR™
Assessments, Governance, Architecture Specifications

Refining your Assessment
» Service Design
(Design Thinking)
Has three parts:
– Outside-In
– Inside-Out
– Analysis
» Open Thinking
Use open standards
– accelerate
– achieve scale
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Transformation Project Stages
» It’s a cycle
– Support Goals & Objectives
– Manage Portfolio
• deliver competitive edge
• sustain competitive edge
– Deliver products and
services
– Support products and
services
– Be Customer Centric
Strategy
Investment
Planning
Delivery of
Solutions
Operating
Solutions
Usage
Tracking
23

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Architecture to Support Strategy
Strategic, Phase A
Strategic, Partial Phase B
Strategic, Partial Phase C
Strategic, Partial Phase D
Architecture to Support Portfolio
Segment, Phase A
Segment, Partial Phase B
Segment, Partial Phase C
Segment, Partial Phase D
Strategy to Portfolio
Budget Planning Budget Preparation Budget Allocation Budget Control
Partial Phase E, F, G
Architecture to Support Project
Capability, Partial Phase
B
C
D
Requirement to
Deploy
E
Partial Phase F, G, H
Request to Fulfill
Detect
to
Correct
Architecture to Support Solution Delivery
B
C
D
E
Partial Phase F, G, H
SOA RA
Microservices Architecture
Open Platform 3.0
Open Business Data Lake
Customer Experience
Cloud Computing Infrastructure
SOCCI
Governance, Security
Inform Strategy
Improve Product
Or Service Excellence
Strategy&GovernanceSolutionDelivery
ImplementationApproach
Infrastructure
Segment, Partial Phase EStrategic, Partial Phase F
Margin & Revenue
Opportunities

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Drives Agility and
Scalable)
Digital Backbone
External
Engagement
(Transforms Go-To
Market Strategy)
Digital Products
Margin

List of Publications for a Quick Start
» TOGAF® Version 9.1, an Open Group Standard (G116), December 2011, published by The Open Group; refer to: www.opengroup.org/bookstore/catalog/g116.htm.
» The TOGAF® Leader’s Guide to Establishing and Evolving an EA Capability, an Open Group Guide (G168), December 2016, published by The Open Group; refer to:
www.opengroup.org/bookstore/catalog/g168.htm.
» World-Class Enterprise Architecture, White Paper (W102), April 2010, published by The Open Group; refer to: www.opengroup.org/bookstore/catalog/w102.htm.
» World-Class EA: A Practitioners’ Approach to Developing Enterprise Architecture Following the TOGAF® ADM (W174), Jan 2017, published by The Open Group.
» The Open Group IT4IT™ Reference Architecture, Version 2.0, an Open Group Standard (C155), October 2015, published by The Open Group; refer to:
www.opengroup.org/bookstore/catalog/c155.htm.
» IT4IT™ Agile Scenario: Using the Reference Architecture, White Paper (W162), February 2016, published by The Open Group; refer to:
www.opengroup.org/bookstore/catalog/w162.htm.
» An Architectural View of Security for Cloud, White Paper (W116), May 2011, published by The Open Group; refer to: www.opengroup.org/bookstore/catalog/w116.htm.
» Service-Oriented Cloud Computing Infrastructure (SOCCI) Framework, an Open Group Standard (C120), December 2011, published by The Open Group; refer to
» SOA Reference Architecture, an Open Group Standard (C119), December 2011, published by The Open Group; refer to:
» The Open Group Cloud Ecosystem Reference Model (C141), an Open Group Standard, January 2014, published by The Open Group; refer to:
» The Open Group Service Integration Maturity Model (OSIMM), Version 2, an Open Group Standard (C117), November 2011, published by The Open Group; refer to:
» A Framework for Digital Customer Experience, White Paper (W165), March 2016, published by The Open Group; refer to:
» Microservices Architecture, White Paper (W169), July 2016, published by The Open Group; refer to: www.opengroup.org/bookstore/catalog/w169.htm.
» Open Platform 3.0™, Open Group Snapshot (S152), October 2015, published by The Open Group; refer to: www.opengroup.org/bookstore/catalog/s152.htm.
» Customer Experience-Driven Enterprise Architecture: How to Revitalize your DSP Business, White Paper (W166), April 2016, published by The Open Group; refer to:
» Integrating Risk and Security within a TOGAF® Enterprise Architecture, an Open Group Guide (G152), January 2016, published by The Open Group; refer to:
www.opengroup.org/bookstore/catalog/g152.htm.
» Open Enterprise Security Architecture (O-ESA), an Open Group Guide (G112), April 2011, published by The Open Group; refer to:
www.opengroup.org/bookstore/catalog/g112.htmwww.opengroup.org/bookstore/catalog/g112.htm.
» TOGAF® and SABSA® Integration, White Paper (W117), October 2011, published by The Open Group; refer to: www.opengroup.org/bookstore/catalog/w117.htm.
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Extract from Q&A Session
» In light of Digital Transformation, is EA due to a transformation itself?
– We don’t think so. We see EAs who focus on IT transformation (adopting cloud or DevOps) or managers of landscape documentation or guide change. For the
people who guide change, there is no need to transform. It is just that time to provide useful inputs before decision has changed. Successful organizations
revisit their portfolio several times in a year. They have to provide guidance to maintain direction and perform just enough course-correction.
» why would digitized processes make the company more agile? I did not get it yet. It feels like a digitized process fixes the flow of the
stream instead of making it agile.
– Digitization of processes is not enough. We need to have the processes instrumented as well. An instrumented process renders insights into cycle times and
fractures in the flow. It also tells you where there are services that operate like a “monolithic blackbox”. As you break this blackbox, new insights emerge.
Insights that tell you “accommodative” thresholds of the users. Eg: Time on page, abandonment rate, bounce rate. You not only fix the flow stream, you will
change the stream as often as necessary, until the “sticky” patterns emerge. Once you address the flow, you will see rate of change of business rules. Based on
business rules, you will change service, hence workflow. So, agility is driven by digitized process and process change is driven by agility.
» Have you been able to implement actionable BI through inputs at various levels of the enterprise and how are conflicts between various
inputs at various levels handled and how are responses co-ordinated in practice in an enterprise
– Useful BI is what we chase. As you have seen from our presentation, we think architecture guides and supports decision making. Decision making should be
fact based. Executive and operational decisions always balance stakeholder concerns. We have to solve for all concerns – not just a few. Operational BI rolls
up into directional strategic BI data. We constrain the data to be collected and reported upon based on concerns at various levels. When people see data, they
will try to use them & make inferences – whether it is helpful or not. By guiding what to collect, why they are being collected and which form of visualization helps
fact based decision making, we are able to avoid conflicts and we are able to coordinate across all levels.
28

» How do you relate capability-increments to capability time-lines in practice in the enterprise. ie how do you establish
capability points along the spokes of each dimension in a "spider-diagram" for example. How do we communicate these
increments>clients
– When we roadmap, we define the transition stages as value realization / stopping points. Capabilities are defined to increment in maturity.
These increment levels are defined based on assessments against the target and gap against current state. For example, if we want the client
to improve portfolio management, we define the increment stages as “assessment”, “end-to-end coverage”, “value enablement”, “bi-directional –
strategy driven and operational adjustments”. By articulating these at the beginning of the transformation journey, supported by measurements
and indicators that demonstrate achievement of the increment level, we are able to show the movement in the spider diagram against the target
and stakeholder concerns.
» How do you improve response-times in cloud-computing methodologies especially public clouds where resources are
located at large distances
– There are lot of techniques. To state a few:
• Think about CDNs; Breaking the number of assets in a page; converting asset types from dynamic to static; caching and edge computing; API gateways
/ REST APIs.
• Separate transactional interaction from back office operations; minimize transactional interaction – leverage data about the customer / user from back
office data; Do just enough interaction;
• Think about enabling interaction with the customer / user in the most important bits, as rest of the page continues to render;
• Unless we know the specifics of your business, we can’t get to a specific recipe for your challenge
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» I understand the benefits of using TOGAF and following the ADM concepts, but have challenges in convincing customers who are not
familiar. Can you speak to this?
– To be honest, we don’t talk about ADM at all. We provide assurance to the customer that we use an Open Standard, that is peer reviewed and widely adopted.
The brand guarantee and method guarantee is all that matters. We communicate delivering value on time, short sprints, usable architecture. Customers want to
know about our ability to solve their problem and the approach we use is well established and proven. In the first week of our engagement, we train our
customer’s EA team on our method. At the end of the engagement, after the key stakeholders have seen the proof that there is a roadmap to solve their
problems / challenges, we show the EA team, how ADM was applied and the work they did over the past 7 weeks is actually exercising the ADM. This way, all
barriers are broken; both the client and us get the value we wanted.
» Slide 24, do you have the keys defined as per the disparate colours
– Good question. Deep blue on the top is TOGAF. Followed by brown is about Open FAIR and O-ESA. Turquoise in the middle is IT4IT. Deep purple is Open
Platform 3.0 and SOA family of documents. Finally, the green is about SOA for Cloud. Light blue feedback loop is just an indicator – not standards or
publication.
» In your experience, do you find that this framework applies more to traditional enterprises (med to large) v. startups/disruptors? I am
coming at it from Lean Startups from Eric Reis
– Good question. This could be a long conversation. Best handled offline. Drop an email to sriram.sabesan@Conexiam.com. Also, see my presentation at the
Open Group conference earlier this year at San Francisco.
– However, here is a short version. This method applies to Lean Startups as well. During the webinar, you heard us say “value” several times. We use Business
Model Canvas to clarity the customer segment and what is of value to the customer. When value is defined, we can then identify cost and price; what drives cost
and what demands premium pricing. Next is clarifying the configuration of a value chain. Large enterprises are likely to develop blind spots about frictions in
their processes and customer experiences. This top down model helps them see the gaps. A start up, invariably start with an intuition about the gaps and begin
to deliver. They don’t want to think about standards, but deliver working solution. Because, many people deliver the building blocks using the standards – say an
m8 fastener or “infrastructure-as-a-service” or SWIFT for international money movement. A start up that is well aware of these methods, reduce their time to
market dramatically. That is also why, our method is customized to deliver value every 7 weeks.
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» when stakeholders have conflicting interests - surely the decision will go
with the person with the deepest pocket and strongest personality
– That is exactly why we classify stakeholders as “Sponsors”, “Decision Makers”,
“Subject Matter Experts”, “Users” and “Governors”. We provide role clarity and
decision rights at the beginning of our engagement; remind our client participants
as often as necessary. When we present the roadmap and portfolio with clear
linkage and traceability to goals/objectives/value, we see a shift in the mindset of
these “deep pocket” personalities. We also solve for the concerns of all
stakeholders. So, they are able to see themselves in the roadmap and the
impact they provide for the overall value of the enterprise. This also satisfies
them. However, we are not successful always. We follow a three-strike model.
We will present the roadmap and decision path twice – we will disagree with such
stakeholders twice. Not the third time.
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Thank you for your attention
I hope you have a great event with us …

33
Here is what I was thinking...
a) Tell about why we align to business cycle
b) Tell about capability based planning, risk and debt
c) Digital Transformation requires clarity of purpose - hence the slide from CISR
(a), (b) and (c) are crucial to guide an enterprise.
So, how do we go about it.
1) Use Architecture for a purpose to frame the conversation and constrain the roadmap
2) Talk about 20-80 spend & effort... 20% on planning drives rest of the 80%. That 80% is in solution delivery.
2a) Agile / Predictable EA
2b) We use standards/ reference models, etc… to speed our delivery
3) As architects, our job is to help teams deliver consistently and faster. Decision makers need to know components and what
to govern. Implementers need building blocks.
3a) We need to get out of the way - architecture isn’t design (thinking of CSC, Strategic Roadmap to Pega…)
4) IT4IT provides components, governance and building blocks
5) DT is heavily reliant on cloud, API and cross boundary information flow.
6) Open Standards based platforms make it easy to select a provider for cloud based compute, storage, and data movement.
7) API is a representation of services and its granularity. It is guided by rest of the standards.
8) We, at Conexiam, use these standards to define the work packages and building blocks. Using standards based definitions
makes communication and governance easy. Implementers know what they need to deliver against and how to deliver.
9) There is a cycle. Strategy Formulation to Solution Implementation; Tracking the usage of the implemented solution to create
next (better) version of the solution or create new services. Design Thinking / Service Design and deep tracking of customer
experience helps complete the loop. Design thinking reduced friction in first time adoption. Customer Experience
management validates intent vs reality. This last part is where, we have extended the standard and we are in the process of
creating a new guide or a framework.

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