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Setting up an Enterprise Architecture Practice A CGI experiencePresented to: Open Group EA Conference BrusselsDate: 21st of April, 2004Prepared by: Robert (Bob) Weisman, Partner and Executive Consultant, EA Leader, CGIContact: robert.weisman@cgi.com or (613)566-4689

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI2

Agenda

Definition of EAClient BaseCore CompetenciesTrainingFocusToolsChunkingConclusions

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI3

Define EA

Many definitionsEnterprise Application Integration (EAI) ?FrameworkDeliverablesMethodologyMetrics

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI4

Client Base

Private SectorPublicly OwnedQuarterly FocusClear quantitative ROIPlanning CultureLegislation

Public SectorState of GovernmentArchitecture consciousnessLegislationFunding FormulaContracting

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI5

Core Competencies

BusinessNeed to engage executive managementUnderstandingExperienceFacilitation & NegotiationProject Management

TechnicalConceptual ThinkersAbstractionFormal Broad KnowledgeSpecific expertise

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI6

Training

EA is all-encompassingMulti-disciplinarySoft skillsFormalCertification

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI7

Focus

Corporate Business ModelEA ModelBusiness Architecture

Management ConsultingHas to be done

Implementation ArchitecturesSelect DimensionAchieveProceed to next

Build References

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI8

Tools

ConsistencySpeedEase of UseSolvencyOpennessAbstraction

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI9

Chunking

Rome not built overnightDiscrete deliverablesStudy and ListenCustomizeBlocks

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI10

Conclusions

Difficult PracticeMajor Impact

Multi-DisciplinaryIncremental DeliveryTeamwork

Horizontal practice

Many YearsCompetenceCredibility

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Setting up an Enterprise Architecture Practice A CGI experience

Robert (Bob) Weisman, Partner and Executive Consultant, EA Leader, CGIContact: robert.weisman@cgi.com or (613)566-4689

QUESTIONS ?Thank-you

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI12

A New Way of Looking at EA - Logical

Enterprise ImplementationArchitectures

Business Architecture

Supply Chain

Financial Management

Human Resource Management

Public/Corporate Policy and Management

Information Technology

And so on …

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI13

IT Governance Processes

Set Objectives•IT aligned with business•IT enables business & maximizes benefits•IT used responsibly•IT-related risks managed

IT Activities• Increase automation• Decrease Cost• Manage Risks

Measure Performance

• Key Goal and Performance Indicators (CoBIT) and PRM•Customer Orientation, Operational Excellence, Future Orientation and Corporate Contribution (BSC)

Provide Direction• IT Part of corporate guidance

• Best Practices• Value• Alignment• Manage Resources• Manage Risk• Manage Performance

Compare

How

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI14

IT Governance Who and When

WhoBoard – Board of Directors and IT Strategy CommitteeExecutive Management – Commissioners, D/Com, and CIO (Portfolio Management)Committees – IT Steering Committee, Tech Council, IT Arch Review Board

When Implement an IT Governance Implementation Plan NowImplement IT Governance iteratively and move up the maturity ladder

Nonexistent Initial Repeatable Defined Managed Optimized

0 1 2 3 4 5

© CGI 2004 Subsequent disclosure of material contained within this presentatin requires express permission from CGI15

IT Governance - Concluding Comments

Manage IT like any other corporate assetIT becoming key corporate value delivery enablerNeed to involve non-IT personnelExisting body of governance knowledge

E.g. Information Technology Governance Institute, OECD

Enterprise Architecture for strategic alignment, efficient resource management and capability delivery

E.g. Federal Enterprise Architecture Framework E.g. DoD Architecture Framework