Measuring Enterprise Architecture Success Information Technology Conference 2009 April 15-16, 2009

1. Measuring Enterprise Architecture SuccessInformation Technology Conference 2009April 15-16, 2009 Michael Rollings Senior Analyst Executive Advisory Program mrollings@burtongroup.com 2009

2. Measuring Enterprise Architecture Success • Agenda • Things We Have Forgotten aboutEnterprise Architecture (EA) Value • Determining Program Success • Value and Other Success Measures

3. Measuring Enterprise Architecture Success • Agenda • Things We Have Forgotten about EA Value • Determining Program Success • Value and Other Success Measures

4. Things We Have Forgotten About EA Value 4 • Burton Group’s View of Enterprise Architecture • Planning, optimization and design discipline • Not solely for the enterprise • Active - EA is something you do • Focused on business outcomes • Influences IT decision-making • Architecture is personal • EA results in an architecture (what gets built) • A way to synchronize with the business Planning Governance Measurement Execution

5. Things We Have Forgotten About EA Value Perspective... Exploring the relative importance of an idea Relevance... Influencing an outcome without direct control

6. Things We Have Forgotten About EA Value • WARNING!Signs of program failure • Poor business participation • No resources or executive-level commitment for change • The EA team has no influence • Poor communication • Enforcer rather than a collaborator • Disconnected from business model change • Disconnected from software development and projects The system shorts out (with casualties) Analysis paralysis Stale artifacts Ivory-tower Disconnected

7. Things We Have Forgotten About EA Value • How to assess our contribution? • Benchmarks and Comparisons ≠ What needs to improve • Maturity ≠ Effectiveness or Quality • Baseline ≠ Report Card • “Just because you know where you are, and others are with you, does not mean that you are not lost or that you should follow the same path.”

8. Measuring Enterprise Architecture Success • Agenda • Things We Have Forgotten about EA Value • Determining Program Success • Value and Other Success Measures

9. Determining Program Success • Business Synchronization • Does the architecture embody the business strategy and operating model? • How are these linkages made? • Are the dependencies documented? • Is the connection apparent at all levels of architecture (e.g., is it clear what standards are required for certain strategies and operating principles)?

10. Determining Program Success • EA Program Oversight • Is there responsibility for the EA program? • How are the many project, communication, governance, process, and behavior changing  activities coordinated? • Does a charter exist for the EA program? • What is the process used to create, enhance, and maintain architecture artifacts? • How is the EA function organized and how are resources used as part of the process? • Is the value of EA known, measured, and communicated?

11. Determining Program Success • Communication and Change Leadership • Does a plan exist to assure buy-in, achieve participation, improve awareness, and maintain consistency of program messages? • What activities exist for regular communication to share progress and findings, and to influence change? • How do stakeholders show their support of the EA program? • Are agreement networks modeled and managed?

12. Determining Program Success • Governance • Has the role of EA in IT governance been formalized? • How is EA currently linked to… • Strategy development process • Project/program funding process • Software development lifecycle • Procurement • Measurement • Are informal structures in place to facilitate decision-making in line with EA guidance without compliance checking?

13. Determining Program Success • Are there walls between siloed processes? IT Planning & Execution CIO Portfolio Mgmt PM SDLC OPS EA CIO – Chief Information Officer PM – Project Management SDLC – Software Development Life Cycle EA – Enterprise Architecture OPS – Operations

14. Determining Program Success • Use, improve, and share decision-quality information IT Planning and Execution CIO Portfolio Mgmt PM SDLC OPS EA CIO – Chief Information Officer PM – Project Management SDLC – Software Development Life Cycle EA – Enterprise Architecture OPS – Operations

15. Measuring Enterprise Architecture Success • Agenda • Things We Have Forgotten about EA Value • Determining Program Success • Value and Other Success Measures

16. Value and Other Success Measures • Business outcomes achieved • Business case attainment • Estimates blown due to poor dependency analysis • Decisions influenced and impact • Awareness and perception • Are projects receiving active guidance? • Other Instrumentation • % of investment in dated technologies • % projects using standard solution patterns • # exceptions granted • Schedule and cost reductions due to reuse Value? Value Perception Actual Value Contribution

17. Summary • EA is most useful when it influences a better outcome • Use assessments to bring focus on required EA improvements and not as grade or a benchmark • Reveals weaknesses and barriers to progress • Provides a valuable baseline to plan next set of actions and solidify stakeholder participation • Approach EA as a way to facilitate the creation, sharing and use of decision-quality information • Affect planning, design, implementation and financial outcomes • Improve top-down, bottom-up and project planning perspective • Drive both process improvement and behavior change

18. Contacts Michael Rollings Senior Analyst, Executive Advisory Program mrollings@burtongroup.com Burton Group 7090 Union Park Center Suite 200 Midvale, UT 84047-6051 office +1.801.566.2880 fax +1.801.566.3611