world class ea
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Global Trends: Multinational architecture deployments
World Class EA
In collaboration with
Introduction
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Application Services
Mick Adams
Capgemini UKM +44 (870) 905 3351
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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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