enterprise architecture & project portfolio management 1/2

Making Technology Work for You!

Enterprise Architecture & Project & Portfolio Management

Translation to Execution

Translation to Execution

Delivering Excellence

2

1 EA vs PPM

2 Project Architecture

3 Collaboration Model

4 Conclusion

3

EA vs PPM

I skate to where the puck is going to be, not where it has been. Wayne Gresky

4

EA vs PPM

What new knowledge and skills are needed to be successful?

What's changing the nature of EA & PPM?

How can the new knowledge and skills be acquired?

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EA vs PPM

Business Expectations EA & PPM Challenges• Increase focus on Business Value• Increase knowledge of Business &

Information Architecture• More collaboration, less silos• Focus on prioritization• Focus on delivering pragmatic &

immediate benefits

• Must understand & translate business value into execution

• Soft skills are critical • Understand enterprise

strategic priorities• Architect for the business • Work differently

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EA vs PPM

The driver is “perceived value and cost.”

Add soft skills to express business strategic priorities

Upskill talent and apply collaboration models

Add technical knowledge of business and information architectures.

EA vs. PPM

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EA vs. PPM

Project and Portfolio Management is driving the enterprise strategically forward.

Enterprise Architecture is the navigator, guidingthe enterprise forward towards the target state.

EA vs. PPM

The reality is both organizations have functional differences but share ….

• The concept of strategies, portfolios, projects

• The goal to translate business and technical strategies into high performance results.

Question? How can EA be the instrument by which the PMO steers the portfolio?

EA vs. PPM

Current & TargetArchitecture

Enterprise Architecture

Business Strategy

Business Direction

Capability Planning

Portfolio Management

Structured Direction

Program Management

Project Management

Stra

tegy

Exe

cutio

n

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A Functional “View”

Executive Committee

Portfolio Management Board

Staff Business Strategy Committee

Stra

tegy

&

Dire

ctio

n

Business Unit # NBusiness Unit # N

Business Unit # NBusiness Unit #1Portfolio Managers

Enterprise PMO

Portfolio &

Initiatives

Portfolio &

Initiatives

Portfolio &

Initiatives

Oversight

Support

Business Cases

Initiatives Reviews & Decisions

Enterprise Architecture

TechnicalEvaluation

GAPProject Architecture

EA vs. PPMInterdependent Process

EA Role PPM Role

Strategy Ensures Business & IT Strategy align Supports Strategic PlanningInvestment Influences investment decisions & IT

budget formulationSupports budget formulation process & monitors investments

Investment Support

Integral member of integrated project team developing business case & solution

Provides standards, tools, assists with scope, schedules, budget, risks & communications

Investment Review Process

Member of review process, project portfolio planning & review board which monitors portfolio & project performance against scope, schedule, costs, risks, etc.

Leads review process. Adds new projects to portfolios, monitors & reports demand, risks/issues & performance problems

Acquisition Oversight

Ensures IT acquisitions align with target architectures & Technology Standards lifecycle. Promotes RE-USE.Provides acquisition support (lab & governance process)

Supports development of acquisition package (alternative analysis, cost estimates, RFPs & selection plan.

EA vs PPM

EA vs PPM

Understand the Business Processes the “Solution” Impacts.

EA vs PPM

Understand Interdependencies of Applications the “Solution” Impacts.

EA vs PPMUnderstand Critical Applications with Poor Business and

Regulatory Alignment

SOX Relevant

EA vs PPM

How many initiatives have been scoped without understanding…

• The level and volume of business processes?

• What business critical applications and their interfaces will be impacted

• Infrastructure components

• Security and compliance issues

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Project Architecture

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Project Architecture blends Business Architecture, and Application Portfolio Management with

Project and Portfolio Management

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..

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Re-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use

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Collaboration Model

In Put Out Put Expected OutcomesPreliminary Business Case.

1. Determine the architectural complexity (e.g., services, business and technical capabilities, governance and risk levels)

2. Identify candidate architecture and recommended approach

3. Define infrastructure needs.

• Project risks assessed across architectural domains

• Project reviewed and assessed for alignment with capability and application target roadmaps

• Services identified and assessed for correctness and potential reuse

• Business and technical capabilities assessed for suitability and reuse

• Architectural options reviewed and assessed across all architectural domains for pros/cons, benefits, business impacts technology impacts, standards,

dependencies• Architectural recommendation on approach

Clarity Smart EA

Collaboration ModelEXAMPLE PROJECT ARCHITETURE CONSULT

Project Architect: Completed / / 2015

Project Manager: Submitted to EA / / 2015

Consult for: {enter name of project or initiative}

Business Drivers {Enter the key business requirements that drive this architectural decision}

Technical Drivers {Enter the key technical requirements that drive this architectural decision}

Architectural Approach

{Enter one or more of the most feasible architecture components and technology brick options that are relevant for this project solution; Compare and propose a recommended components/brick/platform.

Application Patterns & Technology Space

{Identify applicable Application patterns and include a schematic on genealogy patterns being used in this solution, if appropriate; Identify the layer in the Application Reference Architecture and technology solution space to which this technology brick belongs, if appropriate).

Benefits {Enter the key benefits of the proposed solution and technology brick; for the most part these should directly tie in to the above-mentioned drivers}

Delivery Impacts { Enter the general delivery impacts of adopting this technology brick}

Operational Impacts {Enter the Application support impacts of adopting this solution and technology brick. Identify the assumptions related to level 2 support needed for operationalizing this technology brick}

Dependencies { List any dependencies on other applications, projects, programs, or operational initiatives, and their time lines on implementing the solution and/or new technology brick }

Technology Adoption Plan

{Enter brief summary of steps needed to build the needed technology proficiency in people, process modification (e.g. changes to existing application SLA monitoring process etc. and any new automation tools to help with adoption and operationalization of the technology}

Conclusion {A brief summary of why this particular approach was selected}

Key Decision Checklist from EA

(Enter a check mark for each EA decision met) □ Alignment with the Target Architecture and Business Process Model □ Alignment with the Enterprise Application Standards □ Alignment with Architecture Components (Reference Architecture, Patterns, and Guidelines) □ Key architecture risks and options for mitigation have been identified □ Opportunities for value addition to the existing solution architecture have been identified

Promotion □ Yes/No promote to Leadership Committee □ Yes /No promote to the Enterprise Architecture Review □ Yes/No Passed Consult

Conclusion

The key takeaway for today is that the EA and PPM view portfolios and projects from different but complimentary perspectives.

Both are critical to executing IT’s ability to translate strategy into realized value.

The opportunity lies in working differently – yet together..

Jean Gehring

. Senior advisor in IT Transformation

Services for fortune 500 and

fast growth companies

Partnering with a network of industry

experts brings unique strengths to clients transforming their IT capabilities into actionable and

sustainable operations

[email protected]

Reston, Virginia

Enterprise Architecture • IT Portfolio Management • Governance