world class ea

Global Trends: Multinational architecture deployments

World Class EA

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Introduction

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Application Services

Mick Adams

Capgemini UKM +44 (870) 905 3351

mick.adams@capgemini.comwww.capgemini.com

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Observed geographic trends: architecture deployments

Marked push for staff assurance via certifications; North America vs European vs ROW:

Where is India in all of this?; where does it want to be?Where is India in all of this?; where does it want to be?

•Staffing the right people onto architecture related work remains a challenge; response globally is to certify staff

•Architecture focus in US remains very focused on projects compared to

project/IT streamlining within European operations.

•ROW (“Rest of World” – apologies) lag 2 years+ across regions, lag

window diminishing

•Measurement of successful strategy tracked over 3-5 year window; this

presents a massive challenge to justify in current socio-economic climate, decision makers must see the big picture but deliver in tangible ‘chunks’.

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World Class EA Capability Model

The 6 high level capabilities that are valuable according to the sponsors with whom we engage:

Multinationals have been focussed on a number of these areas since TOGAF 9 releaseMultinationals have been focussed on a number of these areas since TOGAF 9 release

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Majority of work for multinationals sits within project level capability area

These are the main capabilities which add value to organisations and drive outcomes These are the main capabilities which add value to organisations and drive outcomes

Description of the lower level elements of these capabilities

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Majority investments beyond salary are in supporting and foundation capabilities

Description of the lower level elements of these capabilities

These capabilities ensure the EA function is well managed, high performing, aligned and consistent in its operation and content at the strategic, program and project level

These capabilities ensure the EA function is well managed, high performing, aligned and consistent in its operation and content at the strategic, program and project level

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What can we use this model to achieve?

There are three main activities we observe teams undertaking right now:

The whole point is to identify capabilities that will deliver value, and then deliver these in line with leading practice

The whole point is to identify capabilities that will deliver value, and then deliver these in line with leading practice

• Capability Prioritisation - what capabilities should the team be developing or utilising, and of equal importance, what capabilities should it not be pursuing;

• Individual-to-Capability Alignment - based on the capabilities identified, how well are the individuals, assigned to each capability, actually placed to fulfil them;

• Team Benchmarking – Maturity Assessment - with a view to progressing or developing new capabilities as a consequence of comparison against other teams within the marketplace, either within their own industry or in a completely different industry.

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Worked Example

Let’s look at how to use this model to plot a team’s progression throughout the various stages of maturity:

Critical to this exercise is the prioritisation of capability based on the original definition and agreement of the business objectives & drivers

Critical to this exercise is the prioritisation of capability based on the original definition and agreement of the business objectives & drivers

Time = nowMaturity = 0.8

Time = 6 monthsMaturity = 3.2

Time = 18 monthsMaturity = 2.4

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Published Links

World Class Enterprise Architecture

�http://www.opengroup.org/bookstore/catalog/w102.htm

World Class EA: Framework Guidance & TOGAF 9 Example

�http://www.opengroup.org/bookstore/catalog/w103.htm

TOGAF 9 Template Artifacts and Deliverables

�http://www.opengroup.org/bookstore/catalog/i093.htm

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