TOGAF from Strategy to Deployment

Transcription

1 Insights from the Road TOGAF from Strategy to Deployment By Ramsay Millar TOGAF is a registered trademark of The Open Group in the United States and other countries Vancouver, BC - INTEGRATE Association of it Enterprise Architects Ramsay Millar, Slide 1

2 TOGAF or not TOGAF? Slide 2

3 Have you heard of any Business Transformation failures? Slide 3

4 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 4

5 What does success look like? Effective enterprise architecture is critical to business survival and success and is the indispensable means to achieving competitive advantage" The Open Group Slide 5

6 Strategic Vision What does success look like? Jack Welch, CEO, left GE the world's most valuable company due to his revolutionary management principles He was Chairman and CEO of General Electric between 1981 and During his tenure at GE, the company's value rose 4000% Welch transformed GE from a manufacturing to a service centered business by embracing change and by creating a boundary-less organization with a focus on global communication Business leaders are far ahead of TOGAF and know the value of Transformation, Culture and Enterprise Business Architecture Slide 6

7 Inspiration What does success look like? W. Edward Deming, American economist and inspiration of the quality movement in Japan once said "If you cannot describe what you do as a process, you do not know what you are doing Deming revolutionized Toyota by developing operational excellence using four principles that deliver quality outcomes: Improve Human Capital competencies to improve service quality Improve Customer value by focusing on the customer experience Improve Process Management using productivity and quality with performance measures Improve Portfolio management to strategically drive initiatives and projects William Edward Deming American Economist Slide 7

8 Core Competencies What does success look like? Fix the Process They are customer centric The are process driven The reduce petty politics They do not blame people for broken processes They make the process visible using models Sharpen their Tools and Techniques The learn to become flexible They improve quality to avoid rework They reuse assets using repositories They DO NOT reinvent the wheel They adopt standards and reuse frameworks They have repeatable processes Empower Workers They hire or encourage smart people Happy workers are more creative Train and reward creative thinking They recognize their people are their greatest assets Slide 8

9 Customer Value Analysis What does success look like? Slide 9

10 Customer Value Stream drives Process modeling Slide 10

11 Portfolio Management What does success look like? Slide 11

12 The Digital Enterprise The digital enterprise is a new way of interacting with customers, partners and employees, enabled by technologies that allow you to create new ways of doing business. we need to rethink the role of people, information and technologies to reinvent how you create and deliver products and services. The Digital Enterprise needs to harmonize and orchestrate the following innovations for continual process excellence using these innovative solutions Mobile Cloud Social Media Internet of Things Big data and analytics Semantic Technology Slide 12

13 Key attributes of the Digital Enterprise Customer Centric - The digital enterprise is relentlessly customer-centric in its goal to attract, delight and retain customers. This requires understanding the customer journey and predicting their needs to offer the right service and information at the right time via the right channel Knowledge Centric - The digital enterprise provides a contextual, information-rich environment for knowledge workers to support their collaboration and decision-making, regardless of location Process Centric - The digital enterprise standardizes and automates routine business processes for efficient operations, driven by analytics and intelligent automated decision-making Continual Innovation - The digital enterprise encourages constant innovation to drive new business models and maintain a competitive edge Slide 13

14 Tools What does success look like? Architecture Repository Tool MUST: Be a leader in industry Open Standards Must be easy to use Allow collaboration between domains Support all open MDA Frameworks and methods Be highly scalable for large teams spanning many projects Provide User /Group package security Use industry leading relational databases Generate model driven documentation for all popular formats Support Model Driven Frameworks Must be customizable to fit the purpose Support life cycle re-use across all domains Be reasonably priced Slide 14

15 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 15

16 The Enterprise Architect Enterprise architects work with stakeholders, leadership and subject matter experts, to build a holistic view of the organization's strategy, processes, information, and information technology assetsadaptable manner Slide 16

17 What is Enterprise Architecture? Capability based strategic planning Slide 17

18 Business value assessment technique Create Initiative metrics A technique to assess business value is to create a matrix based on a value index dimension and a risk index dimension The index and its criteria and weighting should be developed and approved by project management Project size is indicated by size of circle Slide 18

19 Critical success factors Begin small, prove value as you go EA is a people business Train the first team well Management support is essential Iterate towards EA maturity Leverage frameworks Use a tool TOGAF is a Management Framework TOGAF is not System Design! Slide 19

20 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 20

21 Process Management What does success look like? Source: Foresster Research for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 21

22 Business Architecture Guild (BIZBOK) Leveraging business patterns and frameworks A Guide to the Business Architecture Body of Knowledge (BIZBOK ) The Business Architecture Guild produces A Guide to the Business Architecture Body of Knowledge (BIZBOK ) in a series of iterative stages to incorporate the practice-based experience and expertise of Guild members who represent a large and growing community of practice. Each content release builds upon previous releases, expanding the breadth of practice and depth of content. This community of practice represents hundreds of organizations, in multiple industries, across six continents. Slide 22

23 Business Architecture Guild (BIZBOK) Select reference models, catalogs, matrices & diagrams for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 23

24 Why? Business Motivation Model (OMG BMM) for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 24

25 Business Context for Integrated Health and Human Services project example The circumstances that influence, are influenced by, and provide understanding of the change Model or describe the context in formats that are understandable and usable by all stakeholders From BABOK 3 for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 25

26 Capability Heat Map project example Identify relationships between key elements of the business Cross Functional Business Planning Resource Sharing Resource Planning (Roles & Responsibilities) Facility Design Communicate Business Technology Requirements Sub-Project Detail Support Support external business partners Design Process Workflows Program Management Support Department Proximity Planning for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 26

27 Capability Heat Map project example 38 Redundant Capabilities Consolidated Capability Heat Map Poor (red) Problematic (yellow) Good (green) Missing (purple) Not evaluated (white) for Business Analysts INTEGRATE it, LLC Copyright material Slide 27

28 Process Management Lean Process Stream project example Slide 28

29 Process Management Process Scope Process Management Slide 29

30 Process Scope Pattern Inputs, Goals, Outputs, and Suppliers Needs Value = Quality x Service x Flexibility Cost x Cycle time? Customer perspective Satisfaction A process must serve the "Voice of the Customer" Slide 30

31 Process Management BPMN Swimlane model project example Slide 31

32 Service Collaboration diagram <<information service>> for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 32

33 Medical Requisition Service project example Name Use Cases with strong Verb Noun phrases Names are written using business terms All Use Cases are written from the Role view That is outside looking in Voice of the customer Create a package named after each Service for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 33

34 Information model Information model is a map of business entities and their associations. This describes the semantics of an organization and represents a series of facts about its nature. Specifically, it describes the things of significance to an organization, about which it is inclined to collect information, and characteristics of attributes and associations between entities Slide 34

35 Step 8 Finalize the Business Architecture Definition Document rationale for building block decisions in the Architecture Definition Document The Business Architecture Definition Document provides a view of the solution and aims to communicate the intent of the architect Draft Business Architecture Requirements Gap analysis results Technical requirements impact on architecture domains Updated Application Requirements for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 35

36 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 36

37 Risky Requirements Cause Problems Downstream If a requirement was misunderstood, all modeling decisions based on that requirement are invalid, the code written is also in question, and the testing efforts are now verifying the application under the wrong conditions - Scott Ambler, Founder Agile Modeling IT Project failure is common and analysts report that "as many as 53 % of software projects that fail do so because of poor requirements management, making it the single biggest reason for project failure." (CIO magazine, Nov 15, 2007). for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 37

38 Requirements Management in % of companies have low level of requirements management maturity These organizations achieve the business objectives of a project only 54% of the time and take 35% more time to achieve this poorer result 75% of organizations surveyed waste over 1 in 3 dollars spent on IT development and implementation annually as a result of poor requirements maturity Poor requirements definition and management wastes 34% of the average organization s IT Budget Source: 2009 IAG Business Analysis Benchmark survey Slide 38

39 Requirements Management % of organizations reported high requirements management maturity 47% of unsuccessful projects fail to meet goals due to poor requirements management Inaccurate requirements gathering is listed as primary cause of failure (37%) 5.1% of every dollar spent on projects and programs is wasted due to poor requirements management 51% of organizations do not have the necessary resources to perform requirements management Only 46% report performing well on Collaboration between the project manager and business analyst Source: Requirements Management Today Slide 39

40 The Business Analyst Some more answers? Facilitator Communication (verbal, written and political) Change Agent Business driven and add value Determine and manage risk Mediator Product champion Conduit or channel Filter Requirements analyst Quality Assurance Solution Problem Slide 40

41 Business Analysis Book of Knowledge (BABOK ) techniques Select and tailor Requirements Management framework The BABOK Guide describes Business Analysis areas of knowledge, their associated activities,and the tasks and skills necessary to be effective in their execution. Source: Business Analyst Body of Knowledge (BABOK 2.0) for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 41

42 BABOK These requirements may be stored in a repository Repository Benefits are: Collaborate with many stakeholders Store knowledge and re-useable facts Manage business and technical complexity Trace impacts across many projects Re-use promotes continual quality Re-use avoids rework Re-use saves time Slide 42

43 Generate the Architecture Definition Document Prepare the business sections of the Architecture Definition Document for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 43

44 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 44

45 Step 1 Select reference models, viewpoints, and tools Service Oriented Architecture (SOA) Pattern The Goal is an agile business-driven implementation Requires rigorous validation of the model Execution language-dependent restrictions WSDL, BPEL, Websphere, BEA Domain of the Process and Enterprise Architect and Software Engineer Slide 45

46 Application Architecture Architecture project example A Component can be composed of multiple Classes, or Components pieced together. As smaller Components come together to create bigger Components, the eventual system can be modeled, building-block style, in Component diagrams. (ie) TOGAF building blocks example from Production for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 46

47 Motion Web Services SBB infrastructure encapsulates Delivery project example for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 47

48 Do Now! TARGET Application Architecture What are some candidate traceable Building Blocks for the TARGET? What are the Gaps and Impacts? for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 48

49 TOOLS Relationship Matrix ABB business to SBB business matrix You may select a source package and a target package, the relationship type and direction You may store the selection format using Options Profile Hundreds of combinations are available SBB business apps to conceptual entity Capability to ABB business Role to SBB business SBB business to ABB business Slide 49

50 What is an Architecture Overview Diagram Develop Baseline Application Architecture Important things to note: An Architecture Overview Diagram contains schematic diagrams that represent the governing ideas and building blocks of an IT system An Architecture Overview Diagram may include both functional and operational concepts Slide 50

51 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 51

52 Data Management Book of Knowledge (DMBOK) Select reference models, viewpoints, and tools Benefits Realization Risk Management Policies and Standards Data Change Management Governance Data Quality Process Alignment Data Protection and Privacy Organizational Change Management Master Data Management Knowledge and Skills Metadata Communication Information Lifecycle Management Data Information Access Data Warehousing Big Data Analytics Performance Analytics Statistical and Predictive Modeling Data Stewardship People Structured and Unstructured Data Technology Phase 1 Solution Slide 52

53 Data Management Book of Knowledge (DMBOK) Select reference models, viewpoints, and tools The body of knowledge about data management is quite large and constantly growing. the DAMA-DMBOK Guide provides a definitive introduction to data management. It defines a standard industry view of data management functions, terminology and best practices, without detailing specific methods and techniques. Slide 53

54 Data Architecture Overview Develop a Baseline Description of the existing Data Architecture, to the extent necessary to support the Target Application Architecture Data Architecture Building Blocks Data Schemas Database Components Entity Relationships Slide 54

55 Business Information Intelligence Pattern Business Information Domains represent a Strategic Overview of Information Business Information Domains match the Capability Domain names Slide 55

56 Business Information Intelligence Heat Mapping Business Information Domains represent a Strategic Overview of Information Business Information Domains match the Capability Domain names Slide 56

57 TOOLS Relationship Matrix SBB data to process CRUD matrix You select a source package and a target package, the relationship type and direction You may store the selection format using Options Profile Hundreds of combinations are available Capability to conceptual entity Capability to Process Role to Event Process to SBB data Process to Goal Process to Enabler Stakeholder to Capability Stakeholder to concern Data Architecture Slide 57

58 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 58

59 Technology Architecture Overview The scope and level of detail to be defined will depend on the extent to which existing applications are likely to be carried over into the Target Technology Architecture To the extent possible, identify the relevant Technology Architecture building blocks, drawing on the Architecture Repository Slide 59

60 Do Now! Resolve impacts What are some candidate traceable Building Blocks for the TARGET? What are the Gaps and Impacts? for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 60

61 Information Technology Infrastructure Library (ITIL) Slide 61

62 Information Technology Infrastructure Library (ITIL) for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 62

63 TOOLS Relationship Matrix SBB deployment HW to SBB infrastructure app You select a source package and a target package, the relationship type and direction Hundreds of combinations are available You may store the selection format using Profile SBB infrastructure apps to SBB technology SBB technology to SBB business apps SBB technology to physical location SBB technology to SBB data Stakeholder to concern SBB technology to Architecture Requirement Slide 63

64 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 64

65 Objectives Migration Planning To ensure that the Implementation and Migration Plan is coordinated with any management frameworks To prioritize all work packages, projects, and building blocks To finalize the Architecture Vision and Architecture Definition Documents To confirm the Transition Architectures with the relevant stakeholders To create, evolve, and monitor the detailed Implementation and Migration Plan Slide 65

66 The Project Manager Project management is a TEAM SPORT All Teams need a LEADER It s all about your resources Time Cost Scope Quality is Free Slide 66

67 Strategic Capability based planning Roadmap Typical contents of the Architecture Roadmap are: Capability, Value Stream or process improvement building blocks Time-oriented Migration Plans Implementation recommendations Slide 67

68 Portfolio Management Migration Planning Slide 68

69 Estimate resource requirements and timing Determine Personnel and Infrastructure (Capital) Costs Determine Operations and Maintenance Costs Determine Transition Architecture/Project Increment Timings Slide 69

70 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 70

71 Leveraging frameworks Enterprise architects work with stakeholders, leadership and subject matter experts, to build a holistic view of the organization's strategy, processes, information, and information technology assets The enterprise architect links the business mission, strategy, and processes of an organization to its IT strategy, and documents the architectural views that show how the current and future states of an organization will be met in an efficient, sustainable, agile, and adaptable manner Slide 71

72 Model Guardianship Select reference models, viewpoints, and patterns OMG BMM OMG Value Stream BABOK 3 OMG SBVR OMG UML Zachman Slide 72

73 Pattern and Content Tailoring Artifacts, Elements are Basic Building Blocks Deliverables Formal products Contractually specified Outputs from a project A deliverable can contain many artifacts Building blocks components that can be combined with other building blocks to deliver architectures and solutions Artifacts Elements that describe an architecture from a specific viewpoint ( value stream, capability, use case store, solution building block, requirement, server) Artifacts are displayed as catalogs, matrices and diagrams Artifacts make up the content of the Architecture Repository Slide 73

74 TOGAF from strategy to deployment insights from the road What does success look like? The enterprise architect The business architect The business analyst The application architect The data architect The technology architect The project manager Leveraging frameworks Choosing tools Questions? Slide 74

75 Use Enterprise Architect! What do SMART organizations do well? Microsoft Visio Microsoft Excel Microsoft Project MS Word Enterprise Architect ARIS CaseWise Mega Planview Provision Software AG Slide 75

76 An INTEGRATED Framework for Architecture Repository Traceability Two ways to create traceability stored in the Enterprise Architect Relational Repository By creating a Diagram using relationships in diagrams By adding Relationships in the cells of the Relationship Matrix Here is how the INTEGRATED Framework Re-use packages are related You can also obtain information on what elements are related to other Elements for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 76

77 Choosing Tools? for TOGAF Practitioners INTEGRATE it, LLC Copyright material Slide 77

78 Ramsay Millar, Practice leader and mentor Aligning Business and IT since 1986 Judge of yearly BPM Excellence Awards OMG Business Architecture Committee Member of Business Architecture Guild (BIZBOK) TOGAF Certified consultant and educator Member of IIBA OMG BPMN2 Simulation Committee BPMN 2 consultant and educator Consulting, Mentorship and Training Enterprise Architect TOGAF 9.1 Certified course author Business Architect since 1989 Business Analyst (BACP) since 2003 OMG UML since 1997 Full life-cycle Agile Unified Process since 2001 Project Manager since years of success in business and IT solutions Enterprise Architecture, Business Architecture Business Analysis Software Engineering Sparx Systems Enterprise Architect SME Course author Enterprise Architecture, Business Architecture, Business Analysis, Software Engineering and CASE tools Slide 78

79 Questions?? Slide 79

80 Requirements Management 1. Diagram Shape Script - Here is my toolbox which is ok 2. What I require is when one drops an element into the diagram I would like it to look like this ideally Slide 80

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