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Enterprise Architecture -- a catalyst to manage complexity and achieve transformation .

Enterprise Architecture -- a catalyst to manage complexity and achieve transformation . TASSCC Conference -- August 2, 2010. Presented by: Ritchie Schlette Consulting IT Architect -- Enterprise IT Optimization r itchie.schlette@mainline.com Ph. 214-454-7108.

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Enterprise Architecture -- a catalyst to manage complexity and achieve transformation .

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  1. Enterprise Architecture -- a catalyst to manage complexity and achieve transformation. TASSCC Conference -- August 2, 2010 Presented by: Ritchie Schlette Consulting IT Architect -- Enterprise IT Optimization ritchie.schlette@mainline.com Ph. 214-454-7108

  2. Global Public Sector CEO Study • The vast majority of CEOs anticipate even greater complexity in the future, and more than half doubt their ability to manage it. • CEOs believe creativity is the most important leadership quality. • The most successful organizations co-create products and services with customers, and integrate customers into core processes. • Better performers manage complexity on behalf of their organizations, customers and partners.

  3. CEO Study–How to manage “Complexity”

  4. The “need” for Enterprise Architecture Management needs the big picture. They need a view that combines strategy, business architecture, information systems and technology domains. This is crucial for quickly analyzing the impact of proposed changes and prioritizing projects that drive the most value to the business. Align IT investments with business goals. Creating a platform for business-IT stakeholder collaboration is essential. Effective enterprise architecture supports strategy, analysis and planning by providing stakeholders a blueprint of the current state of the business and IT landscape as well as the desired future state. Enterprise: applications, systems and platforms have complex interdependencies that make it challenging to enhance IT capability. An enterprise architecture strategy is essential to achieving successful, lasting transformations -- such as major SOA initiatives and package application implementation -- and managing the inherent risks of technology-enabled business transformation. Reverse the 80/20 scenario

  5. Key Components of Enterprise Architecture • IT strategy: establishing the overall IT strategy for an enterprise – including the: • SOA Strategy, Application Support Strategies, Governance models and innovative technology strategies. • IT performance management: helping to improve IT processes to deliver higher quality and reduced costs. • Tied to Process Improvement and Business Impact Analysis • Logical and Physical Architecture: helping to establish/evaluate an overall enterprise architecture and/or SOA for the business. Strategy Model Process Model Application Model Infrastructure Model

  6. Developing an Enterprise Architecture is a Journey conveyed via a Roadmap. It is founded in the Client’s purpose within an affordable cost and delivered in an acceptable period of time.

  7. Methodology – Step 1 – Know where you are going

  8. IBM Service Delivery Model – Global Social Segment Services Model

  9. Successful Enterprise Architecture is a Balance of:

  10. Architect the Process and the Human Capital Interaction

  11. How do you begin? Engage Mainline to: Develop a High Level Understanding of the ITO needs of your Company with a Client Sponsor and assign a set of Subject Matter Experts to the joint EITO Team. Execute an EITO Workshop and set of due diligence interviews with selected business and IT resources to gather information by which to build the ITO roadmap. Compile a Roadmap with specific recommendations and next steps by using the methods and best practices of EITO.

  12. EITO workshops view the problem from different perspectives in one place Goals & Measurements – What are you trying to achieve? An EITO Workshop: An impact analysis and execution plan Business Interactions – Rapid overview of the business impacts at all layers Opportunities – What does the strategy prescribe? Problems – What is not working? Value Chain – What is impacted? Swim-Lanes – How do we execute change?

  13. EITO workshops deliver an impact-based business analysis and roadmap A Business Impact Analysis • People, Process, Technology, and Cultural changes to implement strategy • Prioritisation of Initiatives • Clear linkage to goals and measurements. • Understanding of the Return on Investment An EITO Roadmap • Clear understanding of the impact of change • An EITO Roadmap to support the long term management of critical changes • A building block to accelerate future projects: consolidation, utilitization, commoditization, outsourcing • Knowledge to manage change control and risk better

  14. Closing Remarks -- Enterprise Architecture will: • Help management analyze, plan and execute change faster and with better insight. • Get IT and business stakeholders collaborating for better alignment around requirements. • Create enterprise blueprints as a roadmap for exploiting IT architectural building blocks and achieve business transformation. • Attain improved compliance and more predictable project outcomes. • Improve IT contribution to business returns with improved integrity and agility.

  15. Contact Information: Ritchie Schlette Mainline Information Systems Consulting IT Architect -- Enterprise IT Optimization ritchie.schlette@mainline.com Ph. 214-454-7108

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