World Class EA. Global Trends: Multinational architecture deployments

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1 World Class EA Global Trends: Multinational architecture deployments

2 Introduction Application Services Mick Adams Capgemini UK M +44 (870) mick.adams@capgemini.com Capgemini - All rights reserved 1

3 Observed geographic trends: architecture deployments Marked push for staff assurance via certifications; North America vs European vs ROW: 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. Where is is India in in all all of of this?; where does it it want to to be? 2

4 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 on a number of of these areas since TOGAF 9 release 3

5 Majority of work for multinationals sits within project level capability area Description of the lower level elements of these capabilities These are are the the main capabilities which add value to to organisations and drive outcomes 4

6 Majority investments beyond salary are in supporting and foundation capabilities Description of the lower level elements of these capabilities These capabilities ensure the the EA EA function is is well managed, high performing, aligned and consistent in in its its operation and content at at the the strategic, program and project level 2006 Capgemini - All rights reserved 5

7 What can we use this model to achieve? There are three main activities we observe teams undertaking right now: 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. The whole point is is to to identify capabilities that will will deliver value, and then deliver these in in line with leading practice 6

8 Worked Example Let s look at how to use this model to plot a team s progression throughout the various stages of maturity: Time = now Maturity = 0.8 Time = 6 months Maturity = 3.2 Time = 18 months Maturity = 2.4 Critical to to this exercise is is the the prioritisation of of capability based on on the the original definition and agreement of of the the business objectives & drivers 7

9 Published Links World Class Enterprise Architecture World Class EA: Framework Guidance & TOGAF 9 Example TOGAF 9 Template Artifacts and Deliverables Capgemini - All rights reserved 8

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