SA Power Networks. Architecture Roadmaps Drive IT Investment

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1 SA Power Networks Architecture Roadmaps Drive IT Investment Association of Enterprise Architects December 2016

2 About Me Sean Provis Lead Architect Strategic SA Power Networks Background: Bachelor of Information Technology (IT) 5+ years SAP experience Motivated architect, with a strong focus on realizing business outcomes Accountable for End to End strategic program architecture Interests include spending time with my family, travelling and surfing 2

3 About SA Power Networks Sole Electricity distributor for South Australia 3

4 icmg Architecture World Awards 4

5 About Initiative: Architecture Roadmaps Drive IT Investment In 2014, SA Power Networks ran over 100 Projects, majority had difficulty aligning to: Strategic Objectives Business outcomes Invest in the most cost-effective way 5

6 The Utilities market is rapidly changing Solar Wind Battery storage Heatwaves Electrical storms Bushfires Life support 6 Customer expectations

7 Our Strategic Vision changed significantly! : A leader in electricity distribution and infrastructure services in Australia : A leader in delivering energy services that customers value 7

8 IT also needed to transform & adapt to the changes Digital Technology Strategy & Roadmaps Were the key delivery vehicles to align to the new: Strategic vision & plan New CIO Reduced IT headcount by 42% New Digital Technology Strategy & Architecture Team IT operating model Ensure realising business outcomes New Management Team New Program Management Office Delivered regulatory submission 8

9 Architecture Structure & Roles at the Beginning CIO Technology IT Architecture Manager Enterprise Architecture Manager Business Chief Architect Domain Architect - Technology Domain Architect - Security Domain Architect Integration/Data Senior SAP Solution Architect Solution Architect 9

10 Delivering Strategy & Roadmaps to Drive IT Investment 10

11 Digital Technology Strategy Overview Lean TOGAF 9 Methodology 1. Adapt to the changes 2. Work together as a new team 3. Deliver a new Strategy Lean TOGAF 9 Why Lean? Speed up the process Deliver benefits ASAP Remove waste and duplication Critically, this enabled the Strategy to realise value to the organisation once finalised 11

12 Delivering the Strategy Step 1 Business Ourselves 1. How do we need to operate? 2. How do we enable our workforce to deliver results through technology? 3. How do we continue to support our business through secure and reliable services? The answers drove the strategy for

13 Digital Technology Strategy How do we want to operate? How do we enable our workforce to deliver results through technology? How do we continue to support our business through secure and reliable services? 13

14 Delivering the Strategy - Summary What went well? Easy to communicate and well received across the business Enables linkage of programs, projects and initiatives back to the Strategy Key input into: Investment Planning & Architecture Options Analysis What could we improve on? Received feedback to extend the strategy further to include key outcomes targeted for next 1-2 years This helped to realise the strategy & make it come alive 14

15 Digital Technology Strategy - Extended Strategic Area Link Vision Business Process Link High Level Initiatives / Activities Drivers 15

16 Ok so we have a strategy, what's next? Strategic Vision Strategic Plan Digital Technology Strategy Architecture Roadmaps Let s get our house in order first & mature Without our architecture roadmaps practice 16 IT Investment Planning

17 Maturing our architecture practice Defined architecture principles: Application Data Technology Security Integration 17

18 Maturing our architecture practice Created standard templates: Roadmaps Solution Architecture Options Analysis Imported Enterprise (Business) Process / Capability Model Defined common catalogues & re-usable items for: Applications Technology Established Governance structure (Strategic: CIO LT & Solution: ARF) 18

19 Ok so we have a strategy & mature architecture practice, what's next? Strategic Vision Strategic Plan Digital Technology Strategy IT Investment Planning 19

20 Without Roadmaps IT Investment Planning process Capital Budget: Annual point-in-time planning process Indicative wish-list Heavy negotiation in the absence of clear plans. IT Stakeholders: Complete a project justification on behalf of business stakeholders and from each silo of IT Minimal cross-collaboration or dependencies understood Business Stakeholders: Review of project justification Unclear on the intentions Lacked view of the big picture 20

21 How is a roadmap going to help? A roadmap is a plan on: How to meet short and long-term business goals Transitioning from current state to target state Including key events/milestones Provides a timeline of activities/initiatives and (crucially) their dependencies Standard structure and format They re never complete, constantly evolving to satisfy new objectives and priorities, subsequently refreshed ~ twice a year 21

22 Roadmap Pre-requisites 22

23 Roadmap Process Identify all Stakeholders Collect User Stories Draft Roadmap (in EA tool) Review roadmap with stakeholders Customer Centric! Finalise Roadmap & Priorities Present to Stakeholders for endorsement Indicative Costs Present to CIO LT for endorsement Including: Dependencies Linkages 23

24 Example Roadmap Vision Timeline Key events/ milestones Current State & Issues Initiatives / Activities Target State Outcomes 24

25 Roadmaps Feedback I liked your roadmap so much, I have printed it out and pinned it on my cubicle wall! Business Intelligence Analyst The roadmaps define and structure the best way to implement our technology vision in a structured and logical manner Manager Engineering Design & Technical Services Having a clear alignment from the high level company Strategy though to the IT Strategy and Roadmaps has been essential in driving the transformation of IT and the organisation. - CIO 25

26 With Roadmaps IT Investment Planning process CEO Endorsed Plan PMO Managed Portfolio Manage Portfolio Maintain Roadmaps Roadmap Initiatives Strategic Alignment Outcomes Dependencies Justification Stakeholders Ongoing Prioritisation Manage Capital Pipeline Business Led Prioritisation Stakeholders have a clear plan Ongoing view of capital pipeline 26

27 Digital Technology Strategy Modelling IT Capital Investment Spend Improve IT Other 27

28 Roadmaps - Summary What went well? The roadmaps helped realise large business benefits Increased our teams enterprise architecture maturity and business focus What could we improve on? Providing further detail (i.e. completing high level outlines) Whilst developing roadmaps our internal solution architecture maturity flat-lined 28

29 Our Journey about Delivering Strategy & Roadmaps 29

30 Architecture Structure & Roles Now Technology & Business Domain Architect/s Applications Consultant Architect/s Domain Architect/s Integration Consultant Architect/s Domain Architect/s Technology Consultant Architect/s Domain Architect/s Security Consultant Architect/s The (small) internal team couldn t do everything! Valuable opportunity to: Connect roadmaps to implemented solutions E2E Embed architecture practices into operational teams & realise business benefits 30

31 Next Steps (1 of 2) Extending roadmaps to 5 year plans, to provide a longer term investment cycle by iterating through TOGAF cycle again Measuring roadmap success 31

32 Next Steps (2 of 2) Governance focus: Alignment to roadmaps, for all stages of the initiative, throughout Architecture Design Build Increasing our Solution Architecture maturity Solution Arch Now on 32

33 Summary Strategies and Roadmaps were extremely valuable to ensure we were and will continue to be successful as a: Team Department Organisation We highly recommend them to: Align and drive Investment with Strategy Communicate with business stakeholders Global Architecture Methodology Best Australia/New Zealand Energy/Utility 33 CIO Recognised in the Top 30 CIO s Globally

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