Enterprise architecture tools help organizations transform by capturing essential business and IT information. The tools must: 1. Include repositories for business, information, technology, and solutions viewpoints and their relationships. 2. Support modeling, decision analysis, visualization, and administration capabilities. 3. Integrate with project and portfolio management to ensure investments align with business strategy and vision. The document discusses how enterprise architecture tools can help organizations address challenges like aligning supply and demand, integrating business and IT strategies, and executing business strategies. It outlines requisites for tools to support business strategy modeling, domain modeling, process modeling, and governance. Overall, the document argues that enterprise architecture tools are necessary to drive organizational change and

1. Essentials of Enterprise
Architecture Tools
IASA Global - India Chapter Webinar by
Vinu Jade
Information Systems Strategy Advisor
With Acknowledgement to Mr. Reed Taneja
MEGA – APAC
&
Gartner 2014 Assessment of Tools for EA
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NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

2. Agenda
1. Discuss what are EA Tools, what do they
feature and High Level Requisites
2. EA is all about Change and
Transformation
3. Business, IT and Their Strategy
4. Requisites of an EA suite
5. Challenges Tools focus
6. Recommandations and Strength and
Weakness of Tools
2
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B&PP
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RoBT
Openreach
BTWS
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OR
BMS
BTWS/S
Dialogue Services
e.g. Appointing and
Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
EIP RoBT MIS RoBT NAD
EIP OR MIS OR NAD
OR
IVRs
NSI&DP
Number Mgt
N.B
Example systems only
OR COP links to BTR SB
Gateway
GTC(I)
OR
GTC(S)
PEW
Mediation
LIMS(CDD
CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

3. What are EA Tools?
 Used effectively,EA tools enable organizations to meet the challenges
facing business by capturing, integrating, and analyzing information to
enable business decisions.
 The EA tool market is fragmented and has shown little change in the
past year, with a few exceptions.
 Enterprise architecture (EA) tools are software applications targeted
primarily at supporting the direct participants and stakeholders of the
EA discipline in their strategically driven planning through to execution.
 Support for strategic decision making is provided through capturing
vital enterprise context, along with content development and analysis
capabilities across the business,information,technology and solution
architectures.
Quoted from Gartner

4. What does EA Tools Feature?
 EA tools capture, store, structure and analyze information pertaining to
EA and present the information to enterprise stakeholders.
 The tools should facilitate the implementation of a business strategy
focused on business outcomes and risk mitigation.
 The information must be presented to a variety of stakeholders set on
transition-planning the future-state architecture across a number of
viewpoints,including business,information, technology and solutions.
 This is done to enable business change that supports the direction and
strategy of the organization while confronting many types of business
disruptions.
 At a minimum, EA tools should integrate with project and portfolio
management solutions to ensure the best investment mix of projects to
execute on business direction, vision and strategy.
Quoted from Gartner

5. High - level Requisites for an EA
Tool
EA tools must address the requirements of a variety of business
and IT stakeholders in the organization, and the tools must
contain:
 A repository that supports, at a minimum, the business,
information, technology and solution viewpoints and their
relationships.
 The repository must also support business direction, vision and
strategy, as well as business disruptions.
 Modelling capabilities that support the minimum viewpoints of
business, information, solutions and technology.
 Decision analysis capabilities, such as gap analysis, impact
analysis, scenario planning and system thinking.
Quoted from Gartner

6.  Presentation capabilities that are visual or interactive to meet
the demands of a myriad of stakeholders.
 Administration capabilities that enable security, user
management and other tasks.
 Configurability capabilities that are extensive, simple and
straightforward to accomplish while supporting multiple
environments.
 Support for frameworks and standards, often used while
providing the flexibility to customize the framework.
 Usability, including intuitive, flexible and easy-to-learn user
interfaces (UIs).
High - level Requisites for an EA
Tool
Quoted from Gartner

7. Agenda
1. Discuss what are EA Tools, what do they
feature and High Level Requisites
2. EA is all about Change and
Transformation
3. Business, IT and Their Strategy
4. Requisites of an EA suite
5. Challenges Tools focus
6. Recommandations and Strength and
Weakness of Tools
7
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OR
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Dialogue Services
e.g. Appointing and
Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
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EIP OR MIS OR NAD
OR
IVRs
NSI&DP
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N.B
Example systems only
OR COP links to BTR SB
Gateway
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OR
GTC(S)
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LIMS(CDD
CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

8. Enterprise Architects in Transformation
brings Value and DRIVES, For any CHANGE! – Integrated
tool is a necessity
- 8
Vision
Goals
Strategy
Roadmap
Example: Best-In-Class Customer
Experience
To achieve Best-In-Class Consistent Customer Experience
As an Example Theme
Transformation Programs
• Meeting Capability for Business with Value
• Capability to Govern
One-IT Example: ( Can be driven out of any of the 4 pillars,
Strategy or Architecture in Business and Technology)
• New customer paradigm – self service, zero touch, real time
• New business model - collaborative business
• Convergence – communications and computing - Acquisitions and Merger
• Compliance – statutory obligation and governance
• Optimization – application rationalization and technology homogenization
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Geneva
RoBT
Openreach
BTWS
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OR
BMS
BTWS/S
Dialogue Services
e.g. Appointing and
Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
EIP RoBT MIS RoBT NAD
EIP OR MIS OR NAD
OR
IVRs
NSI&DP
Number Mgt
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LIMS(CDD
CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

9. Frozen in
the past
In the Abyss
Leading
Competitive
Operational &
IT spending
increases
Limited access
to information
Little flexibility
No IT agility
IT delivers little
business values
Uncontrollable
operational & IT
spending
IT as Huge Cost
Center
IT in the Fire-
Fighting Modes
Business & IT
Integration
IT Architecture
Framework in
place
IT Architecture
Organization
(ITAO) in place
IT delivers
Strategic
Business values
IT as Profit
Center
IT Spending under
control
IT Supports
business operation
Effective new
development
IT Architecture
blueprint in place
IT Governance in
place
Enterprise Architecture with Tools helps in
A Health Check for Transformation

10. Agenda
1. Discuss what are EA Tools, what do they
feature and High Level Requisites
2. EA is all about Change and
Transformation
3. Business, IT and Their Strategy
4. Requisites of an EA suite
5. Challenges Tools focus
6. Recommandations and Strength and
Weakness of Tools
10
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B&PP
Billing for RoBT
Geneva
RoBT
Openreach
BTWS
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OR
BMS
BTWS/S
Dialogue Services
e.g. Appointing and
Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
EIP RoBT MIS RoBT NAD
EIP OR MIS OR NAD
OR
IVRs
NSI&DP
Number Mgt
N.B
Example systems only
OR COP links to BTR SB
Gateway
GTC(I)
OR
GTC(S)
PEW
Mediation
LIMS(CDD
CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

11. Business and Its Strategy – Cutting Edge Paradigm
1. Architecting to meet Demand with Effective Supply
Enterprise Architecture
& Strategy Focus

12. Business and Its Strategy – Cutting Edge Paradigm
2. Architecting for Technology and Business Focus towards Value
Enterprise Architecture
& Strategy Focus
Enables Cutting Edge

13. 3. Alignment to business is critical aspect of “envision”
‘Business-IT Alignment’ has multiple perspectives
-
• There are 4 dimensional
perspectives for assessing
Business-IT Alignment
– Business Strategy as a driver
• Strategy Execution (1 – 2 – 4)
• IT Transformation (1 – 3 – 4)
– IT & Data Strategy as an
Enabler
• Competitive Potential (3 – 1 – 2)
• Service Level (3 – 4 – 2)
• Each of the above perspective
requires different role play of
management team
• All perspectives are important to
consider while defining IT Strategy
and managing it.

14. Agenda
1. Discuss what are EA Tools, what do they
feature and High Level Requisites
2. EA is all about Change and
Transformation
3. Business, IT and Their Strategy
4. Requisites of an EA suite
5. Challenges Tools focus
6. Recommandations and Strength and
Weakness of Tools
14
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SM PACS
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BTW
Geneva for OR
B&PP
Billing for RoBT
Geneva
RoBT
Openreach
BTWS
Siebel
NSI&DP
OR
BMS
BTWS/S
Dialogue Services
e.g. Appointing and
Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
EIP RoBT MIS RoBT NAD
EIP OR MIS OR NAD
OR
IVRs
NSI&DP
Number Mgt
N.B
Example systems only
OR COP links to BTR SB
Gateway
GTC(I)
OR
GTC(S)
PEW
Mediation
LIMS(CDD
CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

15. 1.Supply – Demand, 2. Business – IT, & 3. Strategic Execution
Lets Derive the Requisites of an EA Tool
BUSINESS CENTRIC CHALLENGES
 Must Have – An Approach and Methodology for Business Strategy Modeling, helping in Agile
Business and Agile IT.
– Value thru Strategic Planning?
 Improve the Supply & Demand Alignment (SAD) with improved Product Utilization, Leverage
Levels (PULL) in market and meet Agile Customer Experience (ACE)
– Qualitative Domain modeling?
IT & DATA CENTRIC CHALLENGES
 Technology Strategy ( IT inclusive and NOT conclusive!) to enable the consumer meet the
product. - Logical Process Modeling?
GRC CENTRIC CHALLENGES
 Operational Strategy for Support, Sustain and Succeed (ICE) with agile Technology enablement?, , with
Governance and Process Model (GAP)
Should We Adopt Enterprise Architecture Tools ?
Quoted from MEGA

16. ENTERPRISE REPOSITORY
BUSINESS AND OPERATIONS
IT AND DATA
GOVERNANCE, RISK AND COMPLIANCE
Solutions for Business Leaders to Analyse, Manage and Transform their
Operating Model, in order to deliver on the Organizational and Strategic
objectives of the company.
Solutions for IT Leaders to Analyse, Manage and Transform their IT
Assets, in order to support the Business Model, contribute to Business
Performance and navigate Digital Transformation.
Solutions for Leaders of Assurance functions – Risk, Control, Compliance and
Internal Audit - to consistently manage the risk exposure of the organization in
collaboration with the Business lines and the IT Function.
Hence – An Overview of EA Tool
Requisites
16Quoted from MEGA

17. BUSINESS STRATEGY & EXECUTION
ENTERPRISE RISK
MANAGEMENT
COMPLIANCE
MANAGEMENT
Control and Manage Risk
Design – Analyse – Assess - Improve - Transform
Govern
INTERNAL AUDIT
MANAGEMENT
Requisites of an EA suite
17
Business and
Operations
IT and
Data
Assurance Functions
CxOs
Organization
OPERATIONAL
GOVERNANCE
BUSINESS
ARCHITECTURE
ENTERPRISE
ARCHITECTURE
IT PORFTFOLIO
MANAGEMENT
Quoted from MEGA

18. One approach to key challenges
18
ERM Process … articulated with Business Lines
Compliance Management … balanced with performance
3 lines of defense … integrated and consistent
Internal Audit … risk driven and streamlined
Execution of the
Business Strategy
Development of
Business Capabilities
Operational Governance, Risk
& Compliance
Analysis and Improvement of
Business Processes
Alignment of the
Business-IT partnership
Transformation of
Operating Model
1
2
3
4
1
2
3
4
5
6
Governance,Risk&Compliance
BUSINESSIT&DATA
Alignment and Agility of the
IT Landscape
Management of the
Application Portfolio
Digital Transformation
Solution Blueprint
Information Portfolio
Management
Mitigation of the
IT Risk Exposure
1
2
3
4
5
6
Quoted from MEGA

19. Agenda
1. Discuss what are EA Tools, what do they
feature and High Level Requisites
2. EA is all about Change and
Transformation
3. Business, IT and Their Strategy
4. Requisites of an EA suite
5. Challenges Tools focus
6. Recommandations and Strength and
Weakness of Tools
19
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Geneva for OR
B&PP
Billing for RoBT
Geneva
RoBT
Openreach
BTWS
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OR
BMS
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Dialogue Services
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Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
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EIP OR MIS OR NAD
OR
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CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

20. Challenges
1. Challenges Tools focus
a) Business & Operations centric
b) IT & Data centric
c) GRC centric
20

21. BUSINESS AND OPERATIONS CHALLENGES
Execution of the
Business Strategy
Evolution of Business
Model capabilities
Operational Governance,
Risk and Compliance
Analysis and Improvement
of Business Processes
Alignment of the
Business-IT Partnership
Transformation of the
Operating Model
Business Centric Challenges
21
IT AND DATA
GOVERNANCE, RISK AND COMPLIANCE
1 2
3 4
5 6
Quoted from MEGA

22. Operational governance,
Risk and Compliance
 Design and manage a robust strategic planning process
 Align strategic intent, organizational objectives and KPIs
 Identify the strategic contribution of organizational assets
 Monitor the execution of strategy through programs and projects
Tools help CxOs to Design the business strategy and consistently Define its execution
through organizational objectives, transformation programs and improvement projects.
Tools help Business Leaders to Ensure the compliance of their business practices with
external/internal regulations and Manage the risk exposure of their operations in line
with the risk appetite of the company.
 Manage the impact of regulations and policies on business operations
 Assess the business risks and the risk of non-compliance
 Implement preventive and corrective actions to mitigate risk exposure
 Comply with external/internal requirements through controls
 Multiple business lines
 Sophisticated strategies
 Complex organization
Execution of
Business Strategy
 Highly regulated environment
 Significant impact of risk
 High impact of non compliance
Business Centric Challenges (1/3)
22
1
2

23. Tools help Business Architects to Analyze actual capabilities of the organization, Make
educated decision about changes needed to support new Business objectives and then
Roadmap the development of capabilities through projects, processes and IT applications
 Understand the existing business capability landscape
 Identify capabilities required to support new business plans
 Alignment the Business & IT Roadmaps on the expected capabilities
 Review investments vs capability roadmap
 Fast changing business environment
 Complex business models
 Transformation too critical to fail
 Merger & Acquisition
 Process Standardization Initiative
 Deployment of a major new IT System
 Review operating model and understand existing implementation
 Identify and analyze potential transformation scenario
 Define potential target operating model and make decisions
 Analyse impact and communicate to facilitate change
Tools help Business Leaders to Understand the impact of a change –internal or external –
on existing operating models, Analyse the different potential implementation scenarios and
Manage the organizational transformation toward the Target Operating Model
Business Centric Challenges (2/3)
23
Evolution of
Business Model Capabilities
Transformation of the
Operating Model
3
4
Quoted from MEGA

24.  Provide transparency on how IT supports business operations
 Increase business agility in safely analyzing impact of required IT changes
 Analyse IT contribution to business to better drive the IT Investment process
 Identify and assess the potential business benefits of untapped IT capabilities
Tools help Business Leaders to Identify the opportunities and fully Concretize the
benefits of IT as a competitiveness factor and a source of differentiation.
We help IT Leaders to Adapt Agilely IT Assets in order to Deliver business requirements,
while guaranteeing that IT investments sustainably Align with the Strategy.
Tools help Business Architects to Analyze how the company’s value chain delivers on
customer’s expectations, Review the performance of key processes, Explore the support
they get from IT and Assess impact on key business informations.
 Analyse and drill-down processes, functions, IT and Data
 Manage business performance through KPIs
 Identify and simulate the improvement scenarios
 Numerous business processes
 Undocumented and unmanaged
 Looking for process improvement
 Complex and Heterogeneous IT Landscape
 IT and Business strongly intricate
 Major business impact of digital transformation
Alignment of the
Business - IT Partnership
Business Centric Challenges (3/3)
24
Analysis and Improvement
of Business Processes
6
5
Quoted from MEGA

25. IT AND DATA CENTRIC CHALLENGES
BUSINESS AND OPERATIONS
Alignment and Agility of
the IT Landscape
Management of the
Application Portfolio
Digital Transformation
Solution Blueprint
Information Portfolio
Management
IT Centric Challenges
25
GOVERNANCE, RISK AND COMPLIANCE
Mitigation of
IT Risk Exposure
1 2
3 4
5 6
Quoted from MEGA

26. Alignement and Agility of the
IT Landscape
 Review scenario for “digitally modified business”
 Identify business or IT capability expected or impacted
 Analyse the impact on the existing organization and business model
 Plan the development/adaptation of capabilities and the organizational transformation
Tools help CEOs or CIOs to Embrace digital transformation – Digitization, Mobility, Cloud,
Big Data, Social - by Analyzing organizational impact of digitally enabled change scenario
and by Providing insight to support the associated business and IT transformation.
Tools help CIOs and IT Leaders to develop control over the IT Assets and dependencies
–Business, Application, Data, Infra - to safely Analyze the impact of project changes, to
Enable IT rationalization and to Develop the business agility of the Information System.
 Get a full insight into the Information System and the component IT Assets
 Understand up- and downstream dependencies to analyze impact of change
 Measure and guarantee alignment of IT Assets on Business Priorities
 Support rationalization of IT capabilities and Technology standardization
 Industry with strategic IT role
 Risk of disruption by non traditional players
 Complex customers’ interaction and operating model
Digital Transformation
 Heterogeneous IT Assets
 Various stakeholders – Vendors, Outsourcers, internal team
 Multiplication of interfaces
IT Centric Challenges (1/3)
26
1
2
Quoted from MEGA

27. Mitigation of
IT Risk Exposure
 Build and maintain a precise application inventory, with IT and Business stakeholders
 Assess the portfolios vs numerous criteria such as cost, business, risk, technology
 Identify improvements, rationalization opportunities and compare scenario
 Develop the transparency of the IT investment Process based on reliable data
Tools help Head of Applications to manage a more and more complex Application Portfolio
– In House, Packaged Solutions, Shadow IT…-, to identify opportunities for freeing
investment capabilities and to make transparent IT investment decisions based on
indisputable data.
Tools help Head of IT Risks to manage and reduce the IT Risk Exposure of the
organization, by analyzing the business impacts of IT Risks and by implementing a sound
Risk Management Process for the IT Assets – from Identification to Mitigation.
 Build the risk library, identify the IT Assets
 Assess risks, consolidate risk exposure and analyze the impact on business
 Implement and test preventive and corrective measures
 Monitor and Report on IT Risk Exposure and Business IT Risk Exposure
Management of the
Application Portfolio
 Criticality of IT to support operations
 Multiplication of channels to access sensitive data
 Opened and integrated information system
IT Centric Challenges (2/3)
27
3
4
 Large number of applications
 Investments limited due to growing maintenance cost
 Delegated or decentralized ownership of applications
Quoted from MEGA

28.  Manage business needs and keep track of corresponding IT requirements,
 Streamline the design process by leveraging standards and industry best practices
 Support IT Governance and enforce architecture standards throughout the IT Projects
Tools help IT Project Leader to turn business scenario into transparent traceable solution
requirements to ensure customer satisfaction. We help Solution Architect to blueprint
solutions relying on the existing Information System and complying with the Architecture
rules defined by IT Governance to protect the IT agility.
Solution Blueprint
IT Centric Challenges (3/3)
28
6
 Complex solutions built over the time
 Difficulties in tracking of business requirements impacts
 Tumultuous Interactions User/IT Project team
Information Portfolio
Management
5
 Understand context and nature of critical data and information sources in your organization
 Get a clear view on data lineage, dependency of applications and business processes
 Understand the end-to-end data flow and the potential risk to key data
 Manage and consistently design information layers, from Business to conceptual to physical
Tools help Chief Data Officer to manage the portfolio of Information assets, to improve data
alignment through business dictionary and logical models, to control the lifecycle of key data
within the Business and IT processes and to identify potential risks.
 Diversification of products, channels, customer segments…
 Multiplication of sources of data
 Master Data Management initiative

29. BUSINESS AND OPERATIONS
GRC Centric Challenges
29
IT AND DATA
GOVERNANCE, RISK AND COMPLIANCE CHALLENGES
ERM Process…
articulated with Business Lines
Compliance Management…
balanced with performance
3 lines of defense…
integrated and consistent
Internal Audit…
risk driven and streamlined
1 2
43
Quoted from MEGA

30. Tools help the Board to Implement and Guarantee a sound collaboration between the
Assurance Functions through a common platform that centralizes key Risk & Control Data,
supports consistent practices and consolidates reporting.
 Silo effect among Risk, Compliance and Audit
 Difficulties to build a consistent Risk reporting for the board
 Duplication of information, inconsistency of practices
3 lines of defense …
integrated and consistent
GRC Challenges (1/2)
30
 Facilitates risk mapping, assessment, and control
 Support collaborative risk identification & assessment with Business Lines
 Analyse business impact analysis of risk on the organization
 Automate the consolidation and communication of exposure to risk
Tools help the Risk Management Department to Assess the organization’s exposure to
risk, Ensure that risks are controlled appropriately by all departments and sustainably
Include business lines as active stakeholders of the Enterprise Risk Management Process.
 Multiple business lines
 Sophisticated strategies
 Complex organization
ERM Process …
articulated with Business Lines
 Support collaborative workflow between Risk, Audit and Compliance
 Centralize risk & control data in a common secured repository
 Implement consistent practices to guarantee consistency of assessment
 Ensure the relevance of reporting based on a single framework

31.  Multiplication of regulation and policies
 Frequent changes of business practices and regulations
 Increasing cost of controls, decreasing business agility
Compliance Management…
balanced with Business Performance
GRC Challenges (2/2)
31
 Build risk driven audit plan and optimize allocation of resources
 Automate low-added value activities to increase audit capabilities
 Monitor execution to optimize effectiveness
 Follow-up on recommendation to guarantee improvement of business practices
Tools help the Internal Audit to Improve the quality of the Audit process by enabling to
Plan and Execute Risk Driven Audits, and to Increase the execution capabilities of the
department through automation of activities and monitoring.
 Highly regulated environment
 Multiplication and diversity of business practices
 Limited Internal Audit resources
Internal Audit …
risk driven and streamlined
Tools help the Compliance Department to Manage the regulatory and policy
requirements of the company, Analyse their impact on the organization, Ensure a sound
communication of standard practices and Test their implementation.
 Manage and maintain libraries of regulation, requirements and policies
 Analyse the impact on the Business, Operations & IT
 Collaboratively design and deploy practices balancing control and performance
 Assess and Improve the compliance to standard practices
3
4
Quoted from MEGA

32. Agenda
1. Discuss what are EA Tools, what do they
feature and High Level Requisites
2. EA is all about Change and
Transformation
3. Business, IT and Their Strategy
4. Requisites of an EA suite
5. Challenges Tools focus
6. Recommandations and Strength and
Weakness of Tools
32
Users CMPCP
COP
CPs CP
One
Siebel
BTW
B2Bs
IVRs
BT.com
One
View Neo
DMP
CMPOR
Portal
OR B2B
OR
Siebel
COP
OR
Neo
SM(NT)P
OR
Neo
SM(NT)P
Neo
BTW as supplier to OR
SM PACS
B&PP
BTW
Geneva for OR
B&PP
Billing for RoBT
Geneva
RoBT
Openreach
BTWS
Siebel
NSI&DP
OR
BMS
BTWS/S
Dialogue Services
e.g. Appointing and
Address Matching (see
Matrix Capabilities slide
for Dialogue Services)
EIP RoBT MIS RoBT NAD
EIP OR MIS OR NAD
OR
IVRs
NSI&DP
Number Mgt
N.B
Example systems only
OR COP links to BTR SB
Gateway
GTC(I)
OR
GTC(S)
PEW
Mediation
LIMS(CDD
CDP)
NuNCAS V21
Piper
NCAD
TCP
DMT
NCAD
TCP
RAP
Process-Centric
Service-Oriented
Capability-Driven

33. Use tools for Assessment & Transformation
Easily deploy a best practice
portfolio management process
Take advantage of out-of-the
box reports and dashboard
Business alignement
Transformation Roadmap
Cost AnalysisTechnology standardization
End-to-end out-of-the-box process workflow

34. Gartner Recommends!
 Business-outcome-driven EA is a practical approach to supporting EA
that starts and ends with a focus on delivering signature-ready
recommendations to business and IT leaders for adjusting policies
and projects to achieve target business outcomes, based on the
business direction that capitalizes on relevant business disruptions
 (see "EA Practitioners Must Focus on Outcome-Oriented Deliverables," "Define
the Business Outcome Statement to Guide Enterprise Architecture Efforts" and
"Stage Planning a Business-Outcome-Driven Enterprise Architecture").
 By putting business direction (strategy and operations),disruptions
(opportunities and risks) and outcomes first in developing EA
signature-ready guidance and actions, chief enterprise architects will
become empowered to drive enterprise change, deliver high-impact
value and lead the business forward in a competitive environment
 (see "Enterprise Architecture Leaders Focus on Business Impact").
Quoted from MEGA

35. Magic Quadrant
Gartner 2014

36. mega

37. Software AG

38. Troux

39. IBM

40. Thanks
Please contact vjade@iasahome.org for more information