enterprise management & togaf 9 - the open...

Enterprise Management

Frameworks

&

TOGAF 9

Presented By:

Mr. Robert (Bob) Weisman MSc, PEng, PMP, CD

CEO/Principal Consultant, Build The Vision Inc.

[email protected]

www.buildthevision.ca

mailto:[email protected]

Agenda

• Perception of EA in CIO

• Other Management Frameworks

• The Impact of Architecture Definition

• TOGAF and Other EA Frameworks

• Other New Features not already covered

• Concluding Material

Change Management – A Survey

• Conference Board of Canada Survey (70 Companies)

– 82% Change Management as a Priority– 99% Increase in Change Management– HR Leaders – NO MENTION OF CIO at all

• VP Strategy, Development, Planning second

– Key Competencies• Effective communications• Building trust• Achieving collaboration

– Top Challenges• People Issues• Organizational Resistance• Communication Weaknesses

© Robert Weisman / Build The Vision

2008

Contribution to Improved Enterprise Performance

Low

(IT cost only)

Med

High

68% 32%Business ImpactIS Impact

Infrastructure47%

Utility21%

Enhance-ment21%

Frontier11%

Applications 53%

Typical Portfolio of IT Investments Share of Total IT Spending

Business Alignment & Business Value

Info Systems Value

(Courtesy Gartner Group Dec 2003)

Perceptions of IT in Corporate BoardroomAbout 1/3 of IT Spending Improves Business Performance (Gartner)

2/3 is keeping

the lights on !!!

© Robert Weisman / Build

The Vision 2008

Enterprise Architecture Works in Concert with the Management

Frameworks

© Robert Weisman / Build The Vision 2009 Slide 5

Enterprise

Architecture

Development

Method

System

Development

Method

Operations

Management

Portfolio/

Project

Management

Business

Capability

Management

GOVERNANCE

© Copyright Open Group /

CGI July 2008 - All rights

reservedSlide 6

The Role of EA within the Business

Business

Planning

Enterprise

Architecture

Business Direction

Portfolio

Management

Structured

Direction

Operations

Management

Delivers

Runs The

EnterpriseThe Old

Way

Project

Management

Capability Based Business Planning


2008Slide 8

Operations Management - Corporate IT Infrastructure

IM/IT

Portfolio

Corporate

Portfolio

(e.g. HR, Fin, …)

Line of

Business

Portfolio

ProjectProject

Corporate Governance(Including Corporate IM/IT)

Capability 1 – (e.g. Electronic Service Delivery)

Capability 2 – (e.g. Sarbanes Oxley Compliance)Capability

Management

(Horizontal)

Functional

Management

(Vertical)

Capability Concept


2008Slide 9

People Dimension

Individual Training

Collective training

Professional Development

Process Dimension

Concepts

Business Processes

Information Mgt

Materiel

Dimension

Infrastructure

Information Technology

Equipment

CapabilityCapabilityCapability Increment

Capability

Outline Capability Management


2008Slide 10

Capability

Management

Building Blocks

(Deliverables)

Designates

Horizontal Management Across

Portfolios

•Strategic Business Leadership

Possible Capability Dimensions

•Personnel

•R&D

•Infrastructure/facilities

•Concepts/Processes

•Information Management

•Materiel

Corporate

Business PlanBusiness Transformation

Goals and Objectives

5 – 10

years

Capability(Outcome

Oriented)

Manages & Creates

3 – 5

years

Capability

Increment

Contains

.25 – 1.5

years

Portfolio/Project Management


2008Slide 11

Corporate

Strategic PlanBusiness Transformation

Goals and Objectives

5 – 10

yearsFunctional

Portfolios

(e.g. IT, HR)

Identifies

.5 – 1.5

yearsProject/

Initiative

Increment

Contains

ProjectProjectProject/

Initiative

3 – 5

years

Consists of

Strategic Not Business

Business Planning Relationships


2008Slide 12

12 Months

5 Years

10

Years

SegmentBusiness

Plan

SegmentBusiness

PlanSegmentBusiness

Plan

SegmentBusiness

PlanSegmentBusiness

Plan

SegmentBusiness

Plan

Departmental Strategic Plans

Target

Enterprise

Vision

BaselineEnterprise

Status

Time

Scope

Depth

(Content)

EA (TOGAF 9) - Architecture Relationships


2008Slide 13

ProjectArch

ProjectArchProject

ArchProject

ArchProject

Arch

ProjectArch

Time

Scope

Depth

(Content)

Strategic Enterprise Architecture VisionPhase A

Enterprise DomainArchitectures (Phases B-D)Enterprise Domain

Architectures (Phases B-D)

BaselineEnterprise

Architecture

Target

Enterprise

Architecture

Implementation and Migration Plan

(Phases E & F)

Governance and Change Management

(Phases G & H)

Conceptual

Logical

Physical

Physical

Out-of-Context

Architecture Intent – Lessen

Burden on Projects


2008Slide 15

Project

Architecture

Scope

EA SupportEnterprise

Architecture

Project

Architecture

Scope

Enable Projects to Focus

On AGILE Delivery

not Complex Design

• Agile Architecture

• Strategic

• Tactical

• Transition

• Operational

• Reusable Patterns,

Solutions & Standards

Management Framework Relationships

Slide 16Architecture

Management

Capability

Management

Portfolio/Project

Management

Corporate

Strategic PlanBusiness Transformation

Goals, Objectives and Capabilities

5 – 10

years

3 – 5

years

1 – 1.5

years

Structures

Strategic

EA Vision

& Plan

Capability(Outcome

Oriented)

Functional

Portfolios

(e.g. IT, HR)

Identifies Directs

Manages & Creates

Business Plan

Capability

Increment

Contains

Operations

Management

Corporate

Infrastructure

ProjectProjectProject/

Initiative

Approves

Consists of

Architecture

DefinitionIdentifies,

And Technical

Direction

Directs

Consists of

Transformation

ArchitectureTransformation

ArchitectureTransition

Architecture

Coordinates

& Funds

Directs

Integrates

Project/

Initiative

Increment

Contains Contains

Designs

Building Blocks

(Deliverables)

Delivers

Designates

© Robert Weisman / Build The Vision 2008


The Vision 2008Slide 17

5-10 Year

Focus

3-5 Year

Focus

One Year

Focus

1-3 Year

Focus

Baseline

Architecture

(TOGAF 8)

Baseline

Infrastructure

(Recommended)

Implementation

& Migration Plan

(TOGAF 8)

Modifies

Modifies

Strategic

Capabilities

(TOGAF 9/XXX)

Target

Capabilities

(TOGAF 9/XXX)

Capability

Increments

(TOGAF 9)Contain 1..nSpecify

Requirements

Business

&

IT Arch

Reference

(Defined)

Architecture

(TOGAF 8)

Transition

Solution Target

Architecture

(TOGAF 9)Basis For

1..n

Strategic

Architecture Vision

(TOGAF 9) Basis For

1..n

Reflected In Addressed In Structured In

Segment

Arch

Portfolio

Charters

(TOGAF 9)

Project

Charters

(TOGAF 9)

Project

Increment

Architecture

(TOGAF 9)Contain

1..n

Contain 1..n

Initiative Groupings Logical Activity GroupingIntegrated Solution

Architecture Direction

Delivery

Operations

Strategic Plan

(XXX)

Business Plan

(XXX)Drives 3..n

Outputs

(XXX)

Sub-Outputs

(XXX)

Sub-Output

Activities

(XXX)

Strategic

Outcomes

(XXX)

Capability

Focus Area

(XXX)

SpecifySpecify

Output

Objectives

Requirements

Business

Business

Accountability

Architecture

Accountability

Delivery

Accountability

Operations

Accountability

Legend

Requiring Close Coordination


2008Slide 18

IT Project Project

Increment 2

Project

Increment 1

Project

Increment 3

HR Project Project

Increment 2

Project

Increment 1

Project

Increment 3

Line of Business

ProjectProject

Increment2

Project

Increment 1

Project

Increment 3

IT Portfolio

Corporate Services

Portfolio

Line of Business

Portfolio

Strategic Priority

/ Capability

Capability

Increment 1

Capability

Increment 2

Project Closeout

Project Closeout

Project Closeout

Capability Delivered

Capability

Increment 3

2009

2011

2013

Incrementally Delivering Business Capability

Architecture Definition - Foundation Architecture

Technical Reference Model


2008

• Model and

taxonomy of

generic platform

services

• Based upon DoD

TAFIM TRM (IEEE

POSIX 1003.0)

Communications Infrastructure

Applications Platform Interface

Communications Infrastructure Interface

Network Services

Operating Systems Services

Security

Services

Transaction

ProcessingUser Interface

Data

Interchange

Services

Graphics

& Image

Services

Software

Engineering

Services

System and

Network

Management

Location and

Directory

Services

International

Operations

Data

Management

Services

Infrastructure

Applications

Business

Applications

S

E

R

V

I

C

E

Q

U

A

L

I

T

I

E

S

Potential Service Reference Model


2008

Communications &

Infrastructure Services(Technology Domain)

Multi-Channel

Presentation Services(Applications Domain)

Business (Unique)

Applications Services(Applications Domain)

Shared Applications

Services(Applications Domain)

Application Platform

Services(Technology Domain)

Data/Information

Services(Data/Information

Domain)

Security, Privacy,

Confidentiality,

& Protection Services

(Security Domain)

Interoperability &

Service Exchange

Services

Enterprise

Repository

Services(Solution Domain)

Business

Transformation

Services(Business Domain)

Governance &

Service Management

Services(Governance Domain)

Criticality of Technical (Service)

Reference Model


2008Slide 21

Service

Reference

Model

Architecture

Domains

Organization &

Service Delivery

Architecture

Description, Standards,

& Communication

Corporate

Repository

Structure

IT Planning

Structure

Stakeholders

Drive

Content OfTactic

IM/IT Skills &

Training

Structures


The Vision 2008Slide 22

TOGAF and Other EA Frameworks

TOGAF

Generalized

Enterprise Reference and

Architecture Methodology

(GERAM)

Complements

Industry

Vertical Standards

(e.g. FEAF, e-TOM, DODAF)

Adapts to

Domain

Standards

(e.g. BPMN)

Can Use

Enterprise

Architecture

Planning

Similar to

Zachman EA

Framework

Should

Use

Common

Solutions(e.g. RM-ODP)

Accommodates

Other New Features(Not already covered on Monday)

• Tailoring the TOGAF 9 Architecture

Development Method

• Risk Management

• Interoperability

• Business Transformation Readiness

• Architecture Documentation

• Personnel Skills

Practical Tailoring - A Simplified ADM


2008

Strategic

Enterprise

Architecture

Vision

Enterprise

Architecture

Definition

Enterprise

Architecture

Transformation

Requirements

Management

Enterprise Architecture

Preliminary Planning

B-Business

C1- Data/Information

C2 - Applications

D -Technology

X - Security

E- Opportunities &

Solutions

F - Migration Planning

G - Implementation

Governance

H - EA Change

Management

A- Vision

Strategic EA(Statement Architecture Work)

Architecture Definition

(ABB)

Transition EA

(SBB)

Implementation and

Migration Plan

Request for Architecture Work

EA Framework

IM/IT Governance

Lessons Learned

Change Requests

Enterprise

Architecture

Implementation

Management

Risk Classification Scheme

Slide 25

Corporate Risk Impact Assessment

Effect

Frequency

Frequent Likely Occasional Seldom Unlikely

Catastrophic E E H H M

Critical E H H M L

Marginal H M M L L

Negligible M L L L L


2008

Risk Identification and Mitigation

Assessment Worksheet


2008Slide 26

Risk

IDRisk

Preliminary Risk

Mitigation

Residual Risk

Effect Freq Impact Effect Freq Impact

Managing Fit, Value and Risk


2008Slide 27

Value

Risk

Project

F

Project B

Project D

Project

C

Project G

Project E

On target

At Risk

In Trouble

Project H

Project

A

Definitions of Interoperability

Slide 28

INFORMATION INTEROPERABILITYKnowledge management

Business intelligence

Information management

Trusted identity

BUSINESS INTEROPERABILITYDelivery Networks

eDemocracy

eBusiness

Enterprise resource management

Relationship and case management

TECHNICAL INTEROPERABILITYIT infrastructure

CROSS-CUTTING

REQUIREMENTS

DOMAINS:

accessibility,

privacy,

security

Core Enablers and Key

Requirements Domains

Using Degrees of Interoperability• Degree 1: Unstructured Data Exchange.

– Involves the exchange of human-interpretable unstructured data such as the free text found in operational estimates, analysis and papers.

• Degree 2: Structured Data Exchange. – Involves the exchange of human-interpretable structured data intended for manual

and/or automated handling, but requires manual compilation, receipt and/or message dispatch.

• Degree 3: Seamless Sharing of Data. – Involves the automated sharing of data amongst systems based on a common

exchange model.

• Degree 4: Seamless Sharing of Information. – An extension of degree 3 to the universal interpretation of information through data

processing based on co-operating applications.

• These degrees can be decomposed as illustrated in the NATO Consultation, Command and Control Technical Architecture (NC3TA) for example:– 3.A Formal Message Exchange;

– 3.B Common Data Exchange;

– 3.C System Management;

– 3.D Secure Systems Management;

– 3.E Security Management; and

– 3.F Real-time Data Exchange.

Interoperability Matrix

Inter-System Interoperability Requirements

System A System B System C System D System E System F System G

System A 2A 3D 2B 3A 3A 3B

System B 2B 3F 2C 3A 2B 2C

System C 3E 3F 2B 2A 2A 3B

System D 2B 2B 2B 3A 3A 3B

System E 4A 4B 2B 3A 3B 3B

System F 4A 4A 2B 3B 3A 2D

System G 2B 2B 3A 3A 3B 3B

© Copyright Open Group / CGI July 2008 - All rights reservedSlide 31

Business Transformation ReadinessReadiness Factor Assessment Summary

Ser Readiness Factor Urgency Readiness

Status

Degree of

Difficulty

to Fix

1 Vision

2 Desire/Willingness/Resolve

3 Need

4 Business Case

5 Funding

6 Sponsorship And Leadership

7 Governance

8 Accountability

9 A Workable Approach And Execution

Model

10 IT Capacity To Execute

11 Departmental Capacity To Execute

12 Ability To Implement And Operate

Documentation - Implementation Factor

Assessment and Deduction Matrix

Implementation Factor Deduction Matrix

Factor Description Deduction

<Name of the Factor> <Description of the Factor> Impact on the Migration

Plan

Change in Technology Shut down the message centres,

saving 700 personnel, and have

them replaced by email.

Need for Personnel

Training, Re-Assignment

Email has major personnel

savings and should be given

priority.

Consolidation of Services … …

Introduction of New

Customer Service

… …

Consolidated Gap, Solutions and

Dependencies List

Slide 33

© Copyright Open Group /

CGI July 2008 - All rights

reserved

Consolidated Gaps and Dependencies List

# Architecture Gap Potential Solutions Dependencies

1 Business New Order Processing

Process

Use COTS Software Tool

Process

Implement Custom

Drives Applications #2

2 Applications New Order Processing

Application

COTS Software Tool X

Develop In-House.

3 Information Consolidated Customer

Information Base

Use COTS Customer Base

Develop Customer data mart


2008Slide #

Emerging the EA Capability

• Emerge the EA Capability

– Step 1 – Establish Competency in EA

– Step 2 – Establish Credibility in CIO

– Step 3 – Establish Credibility in Business

– Step 4 – Collaborate as an integral part of Business Planning at all levels

Open Group - Architecture

Skills Framework

• Skills frameworks provide a view of the competency levels required for specific roles. They define:– The roles within a work area

– The skills required by each role

– The depth of knowledge required to fulfill the role successfully

• Roles– Architecture Board Members

– Architecture Sponsor

– IT Architecture Manager

– Enterprise Architects

– Domain Architects (Business, Data, Applications and Technology)

– Portfolios, Program and/or Project Managers

– IT Designer


2008Slide 36


The Vision 2008 Slide 37

Categories of Skills

• Generic Skills– typically comprising leadership, teamwork, inter-personal skills, etc.

• Business Skills and Methods– business cases, business process, strategic planning, etc.

• Enterprise Architecture Skills– modeling, building block design, applications and role design, systems

integration, etc.

• Portfolio, Program or Project Management Skills– managing business change, project management methods and tools, etc.

• IT General Knowledge Skills– brokering applications, asset management, migration planning, SLAs, etc.

• Technical IT Skills– software engineering, security, data interchange, data management, etc.

• Legal Environment– data protection laws, contract law, procurement law, fraud, etc.

Proficiency Levels


2008Slide 38

Level Achievement Description

1 Background Not a required sill though should be able to define and

manage skill if required.

2 Awareness Understands the background issues, and implications

sufficiently to be able to understand how to proceed further

and advise clients accordingly.

3 Knowledge Detailed knowledge of subject area and capable of

providing professional advice and guidance. Ability to

integrate capability into architecture design.

4 Expert Extensive and substantial practical experience and applied

knowledge on the subject.

Define Skill Levels for Roles


2008Slide 39

Concluding Material – EA is a Powerful Tool

• TOGAF 9 is a powerful tool for a business

• TOGAF 9 more than IT

• Enables coherent decision-making

Enterprise Management Frameworks

& TOGAF 9

Presented By:

Mr. Robert (Bob) Weisman MSc, PEng, PMP, CD

CEO/Principal Consultant, Build The Vision Inc.

[email protected]

www.buildthevision.ca

QUESTIONS ?

mailto:[email protected]

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