metimea.ca the systematic enterprise: how to synchronize ea, pm and other management methods alana...
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METIMEA.ca
The Systematic Enterprise: How to synchronize EA, PM and other management methods
Alana BoltwoodConsultant in Enterprise Architecture, Methodology and Information ManagementEnterprise Architecture Symposium, TorontoMarch 29-30, 2010
METIMEA.ca
A plethora of formal methods
Vision Stateme
ntStrategic Planning
Acc
ounting &
Fin
ance
Opera
tio
ns
Mar
ketin
g, S
ales
,
Com
mun
icat
ions
Hum
an
Res
ourc
es
Information Technology
IM
EA
PMBoK
CMM
Portfolio Mgmt
BPMSDLC ITSM
METIMEA.ca
Example: Government of Ontario• Results-Based Planning (Controllership)• Unified IT Project Methodology
– Portfolio Management– Enterprise Architecture– Systems Development Life Cycle
• IT Service Management: Change Advisory Board• Enterprise Information Management• Capability Maturity Model• … and more…• Federated model (ministry, cluster, corporate
levels)
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The Systematic Enterprise
• Uses formal management methods and frameworks to:– Translate the enterprise vision into results– Do business more efficiently– Serve customers more effectively– Reduce errors and increase reliability– Manage risk
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When you have multiple formal methods• Competing philosophies• Inconsistent frameworks, terms, methods• Redundant documents and repositories• Overlapping governance approvals• Extra bureaucracy & confusion• Reduces the benefits of formal methods• Result: Not a systematic enterprise
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How can we get the benefits of many formal management methods, without redundancy and confusion?
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Holistic
• From holos, Greek, meaning all, entire, total
• "The whole is more than the sum of its parts" - Aristotle
• To develop a Systematic Enterprise, you can’t just manage each aspect separately
• The enterprise as a whole determines how its parts behave
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Understanding the enterprise as a whole• Observe how stuff gets done: individual or
team effort? Quick or deliberate? Command or consultation?
• Ask employees to create music, games or artworks that express how the organization behaves
• Evaluate how “systematic” the enterprise is now
• Ask how systematic the enterprise wants to be
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Evaluate the needs for formal methods• Each current formal method
– Why adopted?– In use across the enterprise?– Adapted well to the culture?– Strengths? Weaknesses?
• The set of formal methods– Are there redundant deliverables?– Is the governance coordinated?– Is there any inconsistency or confusion?
• Business functions that need a formal method
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Set the enterprise boundary
Need a champion to align across the
organization
Pilot-testPlan for later expansion
Consider subsidiaries &
agencies
Consider suppliers, clients,
partners
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Initial steps
• Get general agreement to synchronize• Find the formal methods being used (in all
departments)• Decide which methods to continue, and to add• Set objectives & performance indicators for the
holistic approach• Create task force to synchronize the methods,
frameworks, deliverables, repositories & software
• Compare & map the framework elements
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Example: harmonized project & architecture governance in Government of OntarioUnified Project Methodology
Enterprise Architecture approvals
Gate 0 Feasibility
Gate 1 Approval Checkpoint 0 (plans for doing EA)
Gate 2 Project Charter
Gate 3 Project Plan Checkpoint 1 (Zachman rows 1&2)Checkpoint 2 (Zachman row 3)
Gate 4 Revised docs after implementation
Checkpoint 3 (Zachman row 4)
Gate 5 Close-out review Checkpoint 4 (lessons learned)
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Comparing PMBoK and TOGAF phases Establish PM & EA methods
Concept Phase
Definition Phase
Planning Phase
Implementation Phase
Close-out Phase
Both are process-oriented frameworks
PMBoK• Time-limited• Single passTOGAF • Ongoing• Iterative cycle
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Short situations
Compare the methods
Ongoing enterprise governance
Long time spans Long time spans
Short situations
Tec
hnol
ogy
B
usin
ess
Short situations
Short situations
Deliverables
Terminology
Phases Criteria
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Harmonizing the deliverables• Compare & analyze elements of your formal
methods• Combine the glossaries to find synonyms,
homonyms• Use metamodeling to un-duplicate information
structures• Training, hiring & updates will be easier if you
avoid changing the original methods, frameworks & deliverables
• Use software & repository to reuse content in multiple deliverables
• Anticipate adding other formal methods
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Example: Ways to record responsibilitiesService Integration &
Accountability ModelService Provider
organization
Client organization
Service
Output Service Level Agreement
RACI Chart
Con
tracts
Pla
nn
ing
Opera
tion
s
Dep’t A R R A
Dep’t B C I R
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Use one high-level enterprise description
Process Models, BPM
Budget
Project Portfolio Management
Document & Records Management
Business Rules
Vision & Goals
Strategy
Policy
Organization Chart
Function
HierarchyProduct /
Service CatalogData
architecture
Cost accountin
g
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Establishing the holistic approach• Establish one authoritative enterprise
description• Declare the synchronized framework of
methods• Establish governance policies & approvals• Select pilot department and projects• Train staff in the holistic approach• Start using it!• Evaluate & improve the holistic approach• Add & update formal methods as required
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Evaluating your holistic approach• Across the enterprise?• One enterprise
description?
• Fits the culture?• Affordable to start up
and practice?• Fast governance
approvals?• Increased maturity
levels (using CMM or similar)?
• Will it make the enterprise more systematic?– Achieve business goals– Do business more
efficiently (save time & money)
– Reduce errors and increase reliability
– Deliver better customer service
– Manage risk
METIMEA.ca
Questions? Discussion?Alana BoltwoodConsultant in Enterprise Architecture, Methodology and Information [email protected] at Metimea.ca