Presentation. Jane Varnus Navdeep Panaich 20 th July, 2009

Size: px

Start display at page:

Download "Presentation. Jane Varnus Navdeep Panaich 20 th July, 2009"

Cori Potter
6 years ago
Views:

1 TOGAF 9 Survey Results Presentation Jane Varnus Navdeep Panaich 2 th July, 29

2 Contents Organization Demographics Scope & Mandate Drivers & Benefits EA Frameworks EA Practice Capability & Maturity

3 The Open Group now wishes to: Building upon the Release of TOGAF 9 Refine and prioritise the TOGAF development plans Refine the Strategy being developed for the Forum Provide data to the TOGAF Adoption Strategies working group We therefore need to understand: How TOGAF is being adopted by Open Group Architecture Forum members Whether any patterns describe how TOGAF adoption relates to the larger context of the members various business endeavours Any additional approaches to the Architecture Problem Space, other than Any additional approaches to the Architecture Problem Space, other than TOGAF, which are used by our members

4 Section Organization Demographics Scope & Mandate Drivers & Benefits EA Frameworks EA Practice Capability & Maturity

5 Profile of Respondents who undertook the Survey EA Practitioners Worldwide Infosys Survey (73 valid respondents) Open Group Forrester Survey Architecture Forum (79 respondents) Membership 2+ Companies from which 94 people responded

6 What is the (primary) industry of your organization? Other Wholesale Distribution Utilities Telecommunications Retail Professional Services Media Oil and Gas Mining Life Sciences Industrial Manufacturing High Tech Manufacturing Engineering i and Construction ti Consumer Products Chemicals Automotive Aerospace and Defense Insurance Higher Education Healthcare Defense & Security Banking Public Sector Central Government Local Government Respondents are primarily il from the Professional Services sector

7 How many employees are there in your organization? 5,+ 2, - 5, 2 5, -, 8, - 5, 5 -, 5 8 Respondents are from both ends of the revenue/ employee spectrum What is the annual revenue of your organization (in US dollars)? > $B 43 $M - $B 3 $M - $M 4 - $M 3

8 How many employees are there within your IT department (including outsourced IT suppliers directly assigned to your organization)? 5,+ 23, - 5, 3 5 -, 8-5 IT mirrors the organisation as a whole What is the annual IT budget of your organization (in US dollars)? >$2M 34 $5M - $2M 5 $M - $5M 3 $M - $M 5 - $M 43

9 How many architects work in your organization? Employee figures reflect the IT budget figures Consistent t with the Infosys 28/29 Survey which h reported: EA staff up to a maximum of 5 in large companies EA staff tends to be 2-4% of IT staff The role of an Enterprise Architect is becoming mainstream

10 Where is the head office of your organization located? Uruguay United States of America 3 United Kingdom 6 Switzerland 4 Sweden 3 South Africa 9 Singapore New Zealand The Netherlands 6 Italy Germany France Columbia Head Offices (managing Enterprise Architecture practices) are located around the globe China Canada 9 Belgium Australia

11 Please select the countries where architects are based in your organization United Kingdom Thailand Switzerland Spain Singapore Portugal Philippinesi Nigeria The Netherlands Malaysia Japan Israel India Germany Finland Egypt Czech Republic China Bulgaria Belgium Argentina And architects are distributed/ federated more widely and evenly around the global

12 In which year did your organization begin its (current) Enterprise Architecture program? Before The recent deployment of distinct EA programs is probably due to a number of factors. 996 p og a s s p obab y due to a u be Not started 3 7 7

13 Section Organization Demographic Data Scope & Mandate Drivers & Benefits EA Frameworks EA Practice Capability & Maturity

14 How are architects funded within your organization? Funded by cross-charging to change activity 36 Centrally funded 64 Centrally funded models are more popular than cross-charging models by a ratio of 2: Consistent with the Infosys 28/29 Survey which reported: 59% of organisations fund EA from a separate budget 2% impose a corporate tax on to all units 29% charge architects to projects

15 Who is considered to be the primary stakeholder (or sponsor) for enterprise architecture within your organization? Other 3 COO 8 CTO 27 Head of Change CIO 34 The Others category included 7 CEOs and a vice-chancellor of education Consistent t with the Infosys 28/29 Survey which h reported: 6% of all architecture teams already report to a person outside of IT the CEO, head of strategy, the CFO or even board of directors The ownership of enterprise architecture is moving towards the business

16 Which other roles are considered to be important stakeholders for Enterprise Architecture? stakeholders for Enterprise Architecture? Business Operations Community 2 IT Operations Community 4 IT Developer Community 3 COO 3 CTO 5 Head of Change 9 CIO 5 Other business stakeholders are emerging as key stakeholders The alignment of the business and IT is strengthened

17 What is the ultimate t reporting line for architects within your organization? COO (Chief Operating Officer) 23 CTO (Chief Technology Officer) 4 Head of Change 5 CIO (Chief Information Officer) 33 EA is still considered to be within IT and thus reports primarily to CTOs or CIOs, regardless of sponsorship

18 EA s should be consulted, responsible or accountable in these areas Enterprise architects are still primarily consulted

19 EAs still have low levels of authority in final decision making

20 EAs feel supported when they have a clear role EAs still need to work on communication within the organisation

21 How far into the future is Enterprise Architecture used dto support strategic t planning? > 5 Years 6 5 Years 8 4 Years 3 Years 42 2 Years 22 Year Project E th h t h l t t i b diffi lt t d fi f th 3 th Even though technology strategies may be difficult to define for more than 3 years, the business may work on longer cycles

22 Section Organization Demographics Scope & Mandate Drivers & Benefits EA Frameworks EA Practice Capability & Maturity

23 What is considered to be the primary driver for Enterprise Architecture within your organization? Other 6 Supplier Integration 2 Agility 5 Cost Reduction Consolidation of Technology 2 5 Business & IT Alignment is the primary driver. Consolidation of Applications Consolidation of Data Consolidation of Process 2 Consistent with the Infosys 28/29 Survey which reported Business & IT Alignment as the primary objective at 36% Completeness of Deliverables Consistency of Deliverables Better IT Decision Making Better Strategic Planning Business / IT Alignment 44 Business / Business Alignment 4

24 In what areas are you currently achieving benefit from the practice of Enterprise Architecture? Other 2 Supplier Integration 3 Agility 6 Cost Reduction 8 Consolidation of Technology 9 Consolidation of Applications 8 Consolidation of Data 6 Consolidation of Process 7 Completeness of Deliverables 4 Consistency of Deliverables 7 Better IT Decision Making Better Strategic Planning 9 Business / IT Alignment 4 Business / Business Alignment 6 Benefits are realized across the board (i.e. all drivers)

25 What benefits are you seeking to achieve in future from the practice of Enterprise Architecture? Other 2 Supplier Integration 5 Agility Cost Reduction 8 Consolidation of Technology 6 Consolidation of Applications 7 Consolidation of Data 8 Consolidation of Process 7 Completeness of Deliverables 5 Consistency of Deliverables 7 Better IT Decision Making 9 Better Strategic Planning Business / IT Alignment Business / Business Alignment 7 Need to leverage EA to gain more of the same benefits

26 EA also drives efficiency in the IT space We need to articulate the benefits in business terms and industry acknowledged metrics

27 2+ How many objective Key Performance Indicators are collected to measure the effectiveness of the Enterprise Architecture function? Infosys 28/29 Survey states that 7% of organisations collect some kind of metrics What types of Key Performance Indicator are collected? Perception Oriented (e.g. stakeholder satisfaction) 4 Activity Oriented (e.g. number of artifacts created) 26 Value Oriented (e.g. cost reduction) 33 A lot more thought needs to be given to the metrics that actually measure value

28 Section Organization Demographics Scope & Mandate Drivers & Benefits EA Frameworks EA Practice Capability & Maturity

29 Has your organization standardized on the use of an Enterprise Architecture framework? a te p se c tectu e a e o A standard framework has been selected and integrated with core change processes 27 A preferred framework has been selected, but its use is ad hoc 44 Frameworks are selected and used on an ad hoc basis 27 No framework is in use 2 Forrester Jul 9 Report states that 66% of respondents (from their Dec 8 survey) used an EA framework. The consistent use of the EA framework selected is not yet widespread

30 Which Enterprise Architecture framework(s) are in use within your organization? POLDAT MODAF 2 FEAF 7 DODAF 7 Gartner EA Framework 6 IAF 4 Zachman 24 TOGAF 9 2 TOGAF 8 3 The Infosys 28/29 Survey and Forrester Jul 9 Report findings are consistent

31 Which Enterprise Architecture framework(s) is your organization considering for usage? POLDAT MODAF 3 FEAF 7 DODAF 6 Gartner EA Framework 8 IAF Zachman 4 TOGAF 9 42 TOGAF 8 Not considering a new framework 7 TOGAF 9 has stimulated a lot of interest in the industry

32 What is your organization's approach to customizing your selected enterprise architecture framework(s)? Customize and integrate with other processes and frameworks 57 Customize to meet organizational requirements (standalone) 33 Use the framework with no customization I f 28/29 S t t th t 7% f i ti t i th i EA Infosys 28/29 Survey states that 7% of organisations customise their EA frameworks

33 Which other non-architecture frameworks need to be integrated with Enterprise Architecture within your organization? COBIT 8 ITIL 3 MSP 7 PMBOK 9 PRINCE2 4 Accelerated SAP (ASAP) 3 Rational Unified Process (RUP) 9 A growing recognition exists that the EA framework needs to be integrated with other management and IT frameworks This integration adds to the challenge of EA framework adoption

34 Results reflect reality where EA frameworks are comprehensive but not prescriptive

35 Insufficient experience and knowledge to exploit TOGAF 9

36 Section Organization Demographics Scope & Mandate Drivers & Benefits Frameworks EA Practice Capability & Maturity

37 How many phases were required to fully adopt your architecture framework? Ongoing 78 > What timeframe was required to complete your adoption program? Unkown / 68 >3 years 2-3 years 6-2 years 6-2 months 3 3 <6 months Most organisations are currently in the midst of deploying their chosen framework

38 What is your organization's approach to architecture certification? Architects certified against industry standard programs 36 Architects certified using an internal certification program 24 No requirement to certify architects 4 Certification drivers are not clear

39 What percentage of architects within your organization are currently certified? 8-% % 9 4-6% 5 2-4% 2-2% 32 % 9 Architects within organisations are at different stages of certification

40 Who is responsible for ongoing development of the architecture capability? Ongoing Enterprise Architecture program 3 Architecture Steering Group 3 Sponsor for Architecture 4 Chief Architect 37 Informal development from within the team 4 Two possible for the results could be:. For larger organisations, a program is used to initially launch an EA practice after which the Chief Architect has responsibility 2. For smaller organisations, the Chief Architect has responsibility from day one One size doesn t fit all

41 Which of the following options best describes your organization's approach to managing the community of architecture practitioners? There is a formal network of architects and a formal engagement program 29 There is a formal network of architects with informal communications 36 There is an informal network of architects 29 Architects are not perceived to be a community 7 Majority of EA practices have a formal structure although the communication style will vary Both formal and informal networks are important for communication throughout an organisation

42 Which option best describes your organization's approach to developing an Enterprise Architecture capability? Development undertaken as a project supported by a third party 9 Development undertaken as an internal project 47 Informal development as a part of general team activity 33 Insight is that most EA capability development is in-house without assistance

43 Which aspects of Enterprise Architecture are standardized within your organization? Architectural t components (e.g. product standards) d 2 Architecture capabilities and competencies 3 Architecutre notation 5 Architecture repository 5 Architecture tools 4 Architecture content framework 4 Architecture development method 9 Standardisation is consistently low across all EA components Presumably, these results are due to the transitional state of EA practices

44 Distribution is random across all the architecture domains, which reflects an inconsistent EA framework deployment approach

45 Not many EA practices have started to define the architecture in earnest

46 Which of the following options best characterizes your organization's attitude to updating architecture content? Processes are in place for content owners to update content as it changes 6 Processes are in place for projects to update content as it changes 3 Content is updated periodically 2 Content is updated when it is needed 39 Content is created as a snapshot and never updated Regardless of current IT capability, content creation/update processes are not being defined or followed Maintenance of content is critical for EA maturity

47 A hit t t d d t ti t b d fi d i ll d i b t d i tl Architecture standards are starting to be defined in all domains but are predominantly more mature in the technology domain

48 Which Enterprise Architecture tools are deployed within your organization? Microsoft Visio 8.6 Microsoft PowerPoint 78.9 Microsoft Excel 78.9 Orbus iserver Casewise 7.9 Troux.5 Mega 5.3 IBM System Architect 23.7 Sparx Enterprise Architect t 2. A l ti ld i t b t th f t d d d kt t l d th l A correlation could exist between the use of standard desktop tools and the low maintenance of architecture content

49 Summary We now understand: How TOGAF is being adopted by Open Group Architecture Forum members The patterns that describe how TOGAF adoption relates to the larger context of the members various business endeavours Any additional approaches to the Architecture Problem Space, other than TOGAF, which are used by our members Areas where we need more data On this basis, we now wish to: Refine and prioritise the TOGAF development plans Refine the Strategy being developed for the Forum Provide data to the TOGAF Adoption Strategies working group

Gaining and Maintaining IT & Business Alignment. presented by Robert Sheesley for PMI Pittsburgh Chapter

Gaining and Maintaining IT & Business Alignment. presented by Robert Sheesley for PMI Pittsburgh Chapter Gaining and Maintaining IT & Alignment presented by Robert Sheesley for PMI Pittsburgh Chapter Agenda The Dynamics: Not an Accidental Love Triangle The Problem: The Vicious Cycle of Alignment Aligning