Enterprise Management Frameworks & TOGAF 9

Transcription

1 Enterprise Management Frameworks & TOGAF 9 Presented By: Mr. Robert (Bob) Weisman MSc, PEng, PMP, CD CEO/Principal Consultant, Build The Vision Inc. Robert.weisman@buildthevision.ca

2 Agenda Perception of EA in CIO Other Management Frameworks The Impact of Definition TOGAF and Other EA Frameworks Other New Features not already covered Concluding Material

3 Change Management A Survey Conference Board of Canada Survey (70 Companies) 82% Change Management as a Priority 99% Increase in Change Management HR Leaders NO MENTION OF CIO at all VP Strategy, Development, Planning second Key Competencies Effective communications Building trust Achieving collaboration Top Challenges People Issues Organizational Resistance Communication Weaknesses Robert Weisman / Build The Vision Slide 3

4 Perceptions of IT in Corporate Boardroom About 1/3 of IT Spending Improves Business Performance (Gartner) 2/3 is keeping the lights on!!! Contribution to Improved Enterprise Performance IS Impact Business Impact 68% 32% High Med Low (IT cost only) Robert Weisman / Build Slide 4 The Vision Infrastructure 47% (Courtesy Gartner Group Dec 2003) Utility 21% Enhancement 21% Applications 53% Frontier 11% Typical Portfolio of IT Investments Share of Total IT Spending Business Alignment & Business Value Info Systems Value

5 Enterprise Works in Concert with the Management Frameworks Business Capability Management Enterprise Development Method GOVERNANCE Portfolio/ Management Operations Management System Development Method Robert Weisman / Build The Vision 2009 Slide 5

6 The Role of EA within the Business Business Planning Business Direction Enterprise Runs The Enterprise The Old Way Structured Direction Operations Management Delivers Portfolio Management Management Copyright Open Group / CGI July - All rights reserved Slide 6

7 Capability Based Business Planning Line of Business Portfolio Corporate Governance (Including Corporate IM/IT) Corporate Portfolio (e.g. HR, Fin, ) IM/IT Portfolio Functional Management (Vertical) Capability 1 (e.g. Electronic Service Delivery) Capability 2 (e.g. Sarbanes Oxley Compliance) Capability Management (Horizontal) Operations Management - Corporate IT Infrastructure Slide 8 Robert Weisman / Build The Vision

8 Capability Concept Capability Capability Capability Capability Increment People Dimension Individual Training Collective training Professional Development Slide 9 Process Dimension Concepts Business Processes Information Mgt Robert Weisman / Build The Vision Materiel Dimension Infrastructure Information Technology Equipment

9 Outline Capability Management 5 10 years 3 5 years years Corporate Business Plan Business Transformation Goals and Objectives Manages & Creates Capability (Outcome Oriented) Contains Capability Increment Designates Building Blocks (Deliverables) Horizontal Management Across Portfolios Strategic Business Leadership Possible Capability Dimensions Personnel R&D Infrastructure/facilities Concepts/Processes Information Management Materiel Slide 10 Capability Management Robert Weisman / Build The Vision

10 Portfolio/ Management Corporate Strategic Plan Business Transformation Goals and Objectives Strategic Not Business 5 10 years Identifies Functional Portfolios (e.g. IT, HR) Consists of 3 5 years / Initiative Contains years / Initiative Increment Slide 11 Robert Weisman / Build The Vision

11 Business Planning Relationships Scope Baseline Enterprise Status Time Departmental Strategic Plans Target Enterprise Vision 10 Years 5 Years 12 Months Depth (Content) Segment Business Plan Segment Business Plan Segment Business Plan Segment Business Plan Segment Business Plan Robert Weisman / Build The Vision Segment Business Plan Slide 12

12 EA (TOGAF 9) - Relationships Scope Baseline Enterprise Conceptual Time Strategic Enterprise Vision Phase A Target Enterprise Enterprise Domain s (Phases B-D) Enterprise Domain s (Phases B-D) Logical Depth (Content) Arch Implementation and Migration Plan (Phases E & F) Arch Arch Arch Governance and Change Management Arch (Phases G & H) Robert Weisman / Build The Vision Arch Slide 13 Physical Physical Out-of-Context

13 Intent Lessen Burden on s EA Support Scope Enable s to Focus On AGILE Delivery not Complex Design Enterprise Agile Strategic Tactical Transition Operational Reusable Patterns, Solutions & Standards Scope Robert Weisman / Build The Vision Slide 15

14 Management Framework Relationships Identifies Corporate Strategic Plan Business Transformation Goals, Objectives and Capabilities Robert Weisman / Build The Vision Directs 5 10 years Functional Portfolios (e.g. IT, HR) Manages & Creates Structures Strategic EA Vision & Plan 3 5 years Consists of / Initiative Approves Capability (Outcome Oriented) Contains Directs Identifies, And Technical Direction Consists of Definition years Contains / Initiative Increment Coordinates & Funds Business Plan Capability Increment Designates Directs Integrates Contains Transformation Transformation Transition Operations Management Delivers Building Blocks (Deliverables) Designs Corporate Infrastructure Portfolio/ Management Capability Management Slide 16 Management

15 Legend Strategic Plan (XXX) Drives 3..n Business Plan (XXX) Business Accountability Business Specify Specify Output Objectives Accountability Delivery Accountability Strategic Outcomes (XXX) Outputs (XXX) Capability Focus Area (XXX) Sub-Outputs (XXX) Sub-Output Activities (XXX) Operations Accountability Requirements Requirements Business & IT Arch Strategic Capabilities (TOGAF 9/XXX) Specify Target Capabilities (TOGAF 9/XXX) Contain 1..n Capability Increments (TOGAF 9) Reflected In Addressed In Structured In Baseline (TOGAF 8) Segment Arch Strategic Vision (TOGAF 9) Initiative Groupings Basis For 1..n Reference (Defined) (TOGAF 8) Logical Activity Grouping Basis For 1..n Transition Solution Target (TOGAF 9) Integrated Solution Direction Implementation & Migration Plan (TOGAF 8) Modifies Delivery Portfolio Charters (TOGAF 9) 5-10 Year Focus Robert Weisman / Build The Vision Contain 1..n Charters (TOGAF 9) 3-5 Year Focus Slide 17 Contain 1..n Increment (TOGAF 9) One Year Focus 1-3 Year Focus Modifies Baseline Infrastructure (Recommended) Operations

16 Requiring Close Coordination Incrementally Delivering Business Capability Slide 18 IT Portfolio IT Corporate Services Portfolio HR Line of Business Portfolio Line of Business Increment 1 Increment 2 Increment 3 Closeout Increment 1 Increment 2 Increment 3 Closeout Increment 1 Increment2 Increment 3 Closeout Robert Weisman / Build The Vision Strategic Priority / Capability Capability Increment 1 Capability Increment 2 Capability Increment 3 Capability Delivered

17 Definition - Foundation Technical Reference Model Model and taxonomy of generic platform services Based upon DoD TAFIM TRM (IEEE POSIX ) S E R V I C E Q U A L I T I E S Software Engineering Services Security Services Infrastructure Applications Applications Platform Interface System and Network Management Data Transaction User Interface Interchange Processing Services Operating Systems Services Communications Infrastructure Interface Communications Infrastructure Robert Weisman / Build The Vision Location and Directory Services Network Services Business Applications International Operations Data Management Services Graphics & Image Services

18 Potential Service Reference Model Enterprise Repository Services (Solution Domain) Governance & Service Management Services (Governance Domain) Business Transformation Services (Business Domain) Data/Information Services (Data/Information Domain) Security, Privacy, Confidentiality, & Protection Services (Security Domain) Interoperability & Service Exchange Services Multi-Channel Presentation Services (Applications Domain) Business (Unique) Applications Services (Applications Domain) Communications & Infrastructure Services (Technology Domain) Application Platform Services (Technology Domain) Shared Applications Services (Applications Domain) Robert Weisman / Build The Vision

19 Criticality of Technical (Service) Reference Model IT Planning Structure Stakeholders Drive Content Of Domains Service Reference Model Structures Description, Standards, & Communication Organization & Service Delivery Tactic Corporate Repository Structure IM/IT Skills & Training Slide 21 Robert Weisman / Build The Vision

20 TOGAF and Other EA Frameworks TOGAF Complements Generalized Enterprise Reference and Methodology (GERAM) Should Use Can Use Similar to Adapts to Industry Vertical Standards (e.g. FEAF, e-tom, DODAF) Accommodates Zachman EA Framework Enterprise Planning Domain Standards (e.g. BPMN) Common Solutions (e.g. RM-ODP) Robert Weisman / Build The Vision Slide 22

21 Other New Features (Not already covered on Monday) Tailoring the TOGAF 9 Development Method Risk Management Interoperability Business Transformation Readiness Documentation Personnel Skills

22 Practical Tailoring - A Simplified ADM Enterprise Preliminary Planning G - Implementation Governance H - EA Change Management Lessons Learned Change Requests Strategic Enterprise Vision Request for Work EA Framework IM/IT Governance A- Vision Strategic EA (Statement Work) Enterprise Implementation Management Requirements Management Enterprise Definition B-Business C1- Data/Information C2 - Applications D -Technology X - Security Transition EA (SBB) Implementation and Migration Plan Enterprise Transformation Definition (ABB) E- Opportunities & Solutions F - Migration Planning Robert Weisman / Build The Vision

23 Risk Classification Scheme Corporate Risk Impact Assessment Effect Frequency Frequent Likely Occasional Seldom Unlikely Catastrophic E E H H M Critical E H H M L Marginal H M M L L Negligible M L L L L Slide 25 Robert Weisman / Build The Vision

24 Risk Identification and Mitigation Assessment Worksheet Risk ID Risk Preliminary Risk Residual Risk Mitigation Effect Freq Impact Effect Freq Impact Slide 26 Robert Weisman / Build The Vision

25 Managing Fit, Value and Risk A C B D Value F E G H Risk Robert Weisman / Build The Vision Slide 27 On target At Risk In Trouble

26 Definitions of Interoperability Core Enablers and Key Requirements Domains CROSS-CUTTING REQUIREMENTS DOMAINS: accessibility, privacy, security BUSINESS INTEROPERABILITY Delivery Networks edemocracy ebusiness Enterprise resource management Relationship and case management INFORMATION INTEROPERABILITY Knowledge management Business intelligence Information management Trusted identity TECHNICAL INTEROPERABILITY IT infrastructure Slide 28

27 Using Degrees of Interoperability Degree 1: Unstructured Data Exchange. Involves the exchange of human-interpretable unstructured data such as the free text found in operational estimates, analysis and papers. Degree 2: Structured Data Exchange. Involves the exchange of human-interpretable structured data intended for manual and/or automated handling, but requires manual compilation, receipt and/or message dispatch. Degree 3: Seamless Sharing of Data. Involves the automated sharing of data amongst systems based on a common exchange model. Degree 4: Seamless Sharing of Information. An extension of degree 3 to the universal interpretation of information through data processing based on co-operating applications. These degrees can be decomposed as illustrated in the NATO Consultation, Command and Control Technical (NC3TA) for example: 3.A Formal Message Exchange; 3.B Common Data Exchange; 3.C System Management; 3.D Secure Systems Management; 3.E Security Management; and 3.F Real-time Data Exchange. Slide 29

28 Interoperability Matrix Inter-System Interoperability Requirements System A System B System C System D System E System F System G System A 2A 3D 2B 3A 3A 3B System B 2B 3F 2C 3A 2B 2C System C 3E 3F 2B 2A 2A 3B System D 2B 2B 2B 3A 3A 3B System E 4A 4B 2B 3A 3B 3B System F 4A 4A 2B 3B 3A 2D System G 2B 2B 3A 3A 3B 3B Slide 30

29 Slide 31 Business Transformation Readiness Readiness Factor Assessment Summary Ser Readiness Factor Urgency Readiness Status 1 Vision 2 Desire/Willingness/Resolve 3 Need 4 Business Case 5 Funding 6 Sponsorship And Leadership 7 Governance 8 Accountability 9 A Workable Approach And Execution Model 10 IT Capacity To Execute 11 Departmental Capacity To Execute Copyright Open Group / CGI July - All rights reserved 12 Ability To Implement And Operate Degree of Difficulty to Fix

30 Documentation - Implementation Factor Assessment and Deduction Matrix Implementation Factor Deduction Matrix Factor Description Deduction <Name of the Factor> <Description of the Factor> Impact on the Migration Plan Change in Technology Shut down the message centres, saving 700 personnel, and have them replaced by . Need for Personnel Training, Re-Assignment has major personnel savings and should be given priority. Consolidation of Services Introduction of New Customer Service Slide 32

31 Consolidated Gap, Solutions and Dependencies List Consolidated Gaps and Dependencies List # Gap Potential Solutions Dependencies 1 Business New Order Processing Process 2 Applications New Order Processing Application Use COTS Software Tool Process Implement Custom COTS Software Tool X Develop In-House. Drives Applications #2 3 Information Consolidated Customer Information Base Use COTS Customer Base Develop Customer data mart Copyright Open Group / CGI July - All rights reserved Slide 33

32 Robert Weisman / Build The Vision Slide #

33 Emerging the EA Capability Emerge the EA Capability Step 1 Establish Competency in EA Step 2 Establish Credibility in CIO Step 3 Establish Credibility in Business Step 4 Collaborate as an integral part of Business Planning at all levels

34 Open Group - Skills Framework Skills frameworks provide a view of the competency levels required for specific roles. They define: The roles within a work area The skills required by each role The depth of knowledge required to fulfill the role successfully Roles Board Members Sponsor IT Manager Enterprise Architects Domain Architects (Business, Data, Applications and Technology) Portfolios, Program and/or Managers IT Designer Slide 36 Robert Weisman / Build The Vision

35 Categories of Skills Generic Skills typically comprising leadership, teamwork, inter-personal skills, etc. Business Skills and Methods business cases, business process, strategic planning, etc. Enterprise Skills modeling, building block design, applications and role design, systems integration, etc. Portfolio, Program or Management Skills managing business change, project management methods and tools, etc. IT General Knowledge Skills brokering applications, asset management, migration planning, SLAs, etc. Technical IT Skills software engineering, security, data interchange, data management, etc. Legal Environment data protection laws, contract law, procurement law, fraud, etc. Robert Weisman / Build The Vision Slide 37

36 Proficiency Levels Level Achievement Description 1 Background Not a required sill though should be able to define and manage skill if required. 2 Awareness Understands the background issues, and implications sufficiently to be able to understand how to proceed further and advise clients accordingly. 3 Knowledge Detailed knowledge of subject area and capable of providing professional advice and guidance. Ability to integrate capability into architecture design. 4 Expert Extensive and substantial practical experience and applied knowledge on the subject. Slide 38 Robert Weisman / Build The Vision

37 Define Skill Levels for Roles Slide 39 Robert Weisman / Build The Vision

38 Concluding Material EA is a Powerful Tool TOGAF 9 is a powerful tool for a business TOGAF 9 more than IT Enables coherent decision-making

39 Enterprise Management Frameworks & TOGAF 9 QUESTIONS? Presented By: Mr. Robert (Bob) Weisman MSc, PEng, PMP, CD CEO/Principal Consultant, Build The Vision Inc. Robert.weisman@buildthevision.ca