• All notes to the presentation team have blue backgrounds • Slides with white backgrounds are to be used in presentation Game plan for DFW SIM Roundtable 1-Aug-07 1. Leon: Session intro 2. Interactive: Facilitated discussion Where’s IT hurt? 3. Leon: What is EA? 4. Brian: EA as evolution – EA Maturity 5. Michael: CSFs of EA: Institutionalizing EA 6. Break: 7. Ron: Case: EA to solve an IT problem 8. Russ/Rollie: Case: EA to solve a biz problem 9. Q&A session 10. Leon: Close
Transcript
• All notes to the presentation team have blue backgrounds • Slides with white backgrounds are to be used in presentation
Game plan for DFW SIM Roundtable 1-Aug-07 1. Leon: Session intro2. Interactive: Facilitated discussion Where’s IT hurt?3. Leon: What is EA? 4. Brian: EA as evolution – EA Maturity 5. Michael: CSFs of EA: Institutionalizing EA6. Break: 7. Ron: Case: EA to solve an IT problem8. Russ/Rollie: Case: EA to solve a biz problem9. Q&A session10. Leon: Close
1. Leon does intro
The SIM Enterprise Architecture
Working Group (SIMEAWG)
http://simeawg.unt.edu/
SIMEAWG Member Organizations
• Association of Enterprise Architects• Atos Origin, Inc.• Aviall Services• BAE Systems Information Technology• Chubb & Son• CIBER• Citigroup• City of Denton, Texas• Community College of Southern
Nevada• EA Directions Inc.• EDS• International Paper• Interstate Batteries• LiquidHub, Inc.
• Metallect Corp.• New Madison Avenue• nextPression, Inc.• Northwestern Mutual• Pariveda Solutions• People's Bank • Syracuse University• University of Maryland University
College • University of Missouri - Rolla• University of North Texas• Information Systems Research
Center, University of North Texas,• Zachman Framework Associates• Zachman International
Enterprise Architectureand the
Next Generation Enterprise
Today’s panelists• Leon Kappelman, Professor of IS @ UNT • Brian Salmans, USAF & UNT • Michael Holland, Senior IT Analyst, GAO• Ron de Vries, Director ERP Technology
Services, Atos Origin • Russell Douglas, Director Customer &
Supplier Services, Aviall (Boeing)
Take out your pencils and paper …
Where’s IT hurt?
2. Interactive session: What’s your problem?
• Facilitated discussion to answer questions like …• What’s keeping you up at night?• What would you like to accomplish but just can’t seem to? • Where is your pain? Where’s IT hurt?
• Table discussions, table reports, distill into main areas for tables to present
• Facilitator observation questions: Is the focus on symptoms or causes? Are all the interrogatives covered (who, what , where, why, when, how)?
• Then Leon will do 3. “What is EA?”
Mission of the SIMEAWG as endorsed by the SIM Executive Board Oct-2006
• The SIMEAWG will • identify and share processes, methods,
tools, concepts, and best practices;• in order to enable IT organizations to
understand, create, and manage EA in partnership with the business; and
• help these IT organizations substantially enhance the way they manage change, reduce complexity, reengineer processes, plan, strategize, govern, manage projects, and deliver value.
Although not of one mind, the SIMEAWG believes that …
• EA is the key to achieving alignment and a seat at the strategic table. EA gets to the essence of IT success.
• Mis-alignment and lack of alignment are symptoms of deeper problems. They are not causes.
• Focusing on symptoms instead of their causes is like weighing yourself to lose weight. It won’t work. It can’t.
• Weight loss requires changes in attitudes and behaviors. Achieving alignment and a seat at the table do too.
• “Enterprise Architecture” is what we call that change. EA’snot the best word for it, but it’s the word we now have.
• EA includes many things you are already do; such as, IT strategic planning, requirements analysis, network design, and standard setting, BUT EA is much much more than that.
• EA is about a different way of seeing the enterprise and all of its assets, including its technologies.
• US government’s GAO says an EA : • …provides “a clear & comprehensive
picture of an … organization.”• Information Technology: Enterprise Architecture Use Across The Federal Government Can Be
Improved, GAO-02-6, February 2002, http://www.gao.gov/new.items/d026.pdf.
• “is a blueprintblueprint for organizational change defined in modelsmodels [of words, graphics, & other depictions] that describe (in both business and technology terms) how the entity operates todaytoday and how it intends to operate in the futurefuture; it also includes a plan for transitioningtransitioning to this future state.”
• Enterprise Architecture: Leadership Remains Key To Establishing And Leveraging Architectures for Organizational Transformation, GAO- 06-831, August 2006, http://www.gao.gov/new.items/d06831.pdf.
What is EA?
What’s wrong with this picture?
• “top IT management concerns of CIOsin 2006 … the alignment of IT and business at their companies …according to …survey by the Society for Information Management. ” (InformationWeek, 18Sep06)
• “Yet again, alignment is the top priority for CIOs ”Business Alignment: The Eternal Priority” (CIO Insight, 22Mar07)
Key Issues Facing Information Systems Executives, 2004, Ives & Mandviwalla.
“KEY ISSUES FOR IT EXECUTIVES 2005” MISQE, 2006, Luftman, Kempaiah, & Nash.
“KEY ISSUES FOR IT EXECUTIVES 2004” MISQE, 2006, McLean & Luftman.
• EA is about communications and the creation of a shared language to “think and talk” about the enterprise.
•• CONSIDER THIS:CONSIDER THIS: If the people of the If the people of the enterprise cannot adequately enterprise cannot adequately communicate in order to synchronize communicate in order to synchronize their thinking, then how can we their thinking, then how can we expect the tangible expect the tangible ““thingsthings”” managed managed by those people to be synchronized by those people to be synchronized with the more intangible things like with the more intangible things like strategy, goals, and objectives?strategy, goals, and objectives?
• “Alignment,” “flexibility,” “nimbleness,”“simplicity,” and so on are design objectives; answers to questions like “what do we want it to look like?”
• The answer to the question “how do we accomplish it?” …• is what most now call “planning” or “strategic
planning” or “analysis and design”; • We call it “Enterprise Architecture.”• Fed Chairman Bernanke calls it "intangible
capital“ …
Federal Reserve Board ChairmanBen Bernanke says it this way …
"In the case of information and communication technologies …investments in associated intangible capital -- figuring out what to do with the computer once it's out of the box -- are quite important indeed.” June 2006 commencement speech @ MIT
• The full economic benefits of recent technological changes have not yet been completely realized."
June 2006 commencement speech @ MIT
• To make effective use of such a technology within a specific firm or industry, however,managers must supplement their purchases managers must supplement their purchases of new equipment with investments in firmof new equipment with investments in firm--or industryor industry--specific research and specific research and development, worker training, and development, worker training, and organizational redesignorganizational redesign -- all examples of what economists call intangible capital.
• Industrial Age: Enormous productivity gains due to intellectual/intangible capital of “scientific management”as described by Frederick Taylor.
• Information Age: “EA” is also about enormous increases in productivity & quality.
• THINK ABOUT IT: Managing for productivity and quality is central to management practice today. • But when we say “efficiency” or “productivity” most
don’t think of Taylor, his 1881 paper, 1911 book, or the words “scientific management”
• Nor do we think of Joseph Juran, his 1928 pamphlet, 1951 Quality Control Handbook, or the words “statistical quality control” when we say “quality” or “effectiveness.”
• I don’t know what we’ll call EA in 50 years, but I’m sure successful managers will doing it will.
Productivity and Quality
• A new way of thinking, communicating, and doing.• Change in culture, hearts, and minds in the
enterprise.• A journey, not a task. • Capturing & managing all the knowledge about
enterprise• Using that knowledge to manage the enterprise in
order to achieve alignment, agility, simplicity, and any other objectives.
What is EA? EA is …
4. Brian: EA maturity
• EA is evolutionary• Models/Theories of EA maturity
• Use maturity models to:• Support process improvements• Benchmark effectiveness of EA practices and EA status• Illustrate benefits (current and projected)• Set goals• Support EA program efforts• Measuring EA efforts to ‘sell’ EA to leadership
• Assessing EA through maturity models:• Demonstrates structure • Indicates a plan
Assessing EA as a Process Not a Project
0 1 2 3 4 5
Enterprise Architecture Maturity Models
SIM EA Working Group Survey:Incorporating the EA Maturity Models
GAO
CMM
MIT-CISROMB
State of Enterprise Architecture
Survey Questions Mapped to EA Maturity Models
5. Michael: CSFs of EA
• How to Institutionalize EA • How to do EA successfully• CSFs of EA
• Followed by 6. Break
Enterprise Architecture Critical Success Factors
August 2007
2
GAO and the U.S. Federal Government
Legislative
Acquisition Sourcing and Management
Defense Capabilities and Management
Education, Workforce, and Income Security
Health Care
Financial Markets and Community Investment
Financial Management and Assurance
Homeland Security and Justice
International Affairs and Trade
Information Technology
Strategic Issues
Natural Resources and Environment
Physical Infrastructure
3
Critical Success Factors
• Building a Management Foundation
• Sustained Leadership
• Effective Communication
• Workforce Planning
• Etc.
Note: The above list is not intended to include all EA critical success factors.
• History: EAMMF version 1.0 issued in February 2002; was an extension of the Federal CIO Council’s A Practical Guide to Federal Enterprise Architecture (2001). EAMMF version 1.1 issued in November 2003; reflects comments on version 1.0. Revision of version 1.1 in progress.
• Purpose: Provide enterprise architecture program benchmarking tool to assess state of architecture program and developing improvement plans.
• Application: Does not provide a methodology or approach for applying the framework; depth and breadth of applications can vary.
6
Note: each stage includes all elements of previous stages.
Attribute 1: Demonstrates commitment
Attribute 2: Provides capability to meet commitment
Attribute 3: Demonstrates satisfaction of commitment
Attribute 4: Verifies satisfaction of commitment
Written and approved organization policy exists for EA maintenance.
EA products and management processes undergo independent verification and validation.
EA products describe both the “as-is” and the “to-be” environments of the enterprise, as well as a sequencing plan for transitioning from the “as-is” to the “to-be. "Both the “as-is” and the “to-be”environments are described in terms of business, performance, information/data, application/service, and technology. Business, performance, information/data, application/service, and technology descriptions address security. Organization CIO has approved current version of EA. Committee or group representing the enterprise or the investment review board has approved current version of EA.
Quality of EA products is measured and reported.
Source: GAO. maturation
Written and approved organization policy exists for IT investment compliance with EA.
Process exists to formally manage EA change.EA is integral component of IT investment management process.
EA products are periodically updated.IT investments comply with EA.Organization head has approved current version of EA.
Return on EA investment is measured and reported.Compliance with EA is measured and reported.
Written and approved organization policy exists for EA development.
EA products are under configuration management.
EA products describe or will describe both the “as-is” and the “to-be” environments of the enterprise, as well as a sequencing plan for transitioning from the “as-is” to the “to-be.”Both the “as-is” and the “to-be”environments are described or will be described in terms of business, performance, information/data, application/service, and technology. Business, performance, information/data, application/service, and technology descriptions address or will address security.
Progress against EA plans is measured and reported.
Adequate resources exist.Committee or group representing the enterprise is responsible for directing, overseeing, or approving EA.
Program office responsible for EA development and maintenance exists.Chief architect exists.EA being developed using a framework, methodology, and automated tool.
EA plans call for describing both the “as-is” and the “to-be”environments of the enterprise, as well as a sequencing plan for transitioning from the “as-is” to the “to-be.”EA plans call for describing both the “as-is” and the “to-be”environments in terms of business, performance, information/data, application/service, and technology.EA plans call for business, performance, information/data, service, and technology descriptions to address security.
EA plans call for developing metrics for measuring EA progress, quality, compliance, and return on investment.
Stage 1:Creating EA awareness
Stage 2:Building the EA management foundation
Stage 3: Developing EA productsStage 4: Completing EA products
Stage 5: Leveraging the EA to manage change
EAMMF Version 1.1
7
Attribute 1: Demonstrates commitment
Attribute 2: Providescapability to meet commitment
Attribute 3: Demonstrates satisfaction of commitment
Attribute 4: Verifies satisfaction of commitment
Stage 1
Stage 2: Building the EA management foundation
Adequate resources exist.Committee or group representing the enterprise is responsible for directing, overseeing, and approving EA.
Program office responsible for EA development and maintenance exists.Chief architect exists.
EA being developed using a framework, methodology, and automated tool.
EA plans call for describing both the “as-is” and the “to-be” environments of the enterprise, as well as a sequencing plan for transitioning from the “as-is” to the “to-be.”EA plans call for describing both the “as-is” and the “to-be” environments in terms of business, performance, information/data, application/service, and technology.EA plans call for business, performance, information/data, service, and technology descriptions to address security.
EA plans call for developing metrics for measuring EA progress, quality, compliance, and return on investment.
Source: GAO. maturation
EAMMF Version 1.1
8
Sustained Leadership
9
In 2006, we reported that the state of the enterprise architecture programs at the 27 major federal departments and agencies is mixed, with several having very immature programs, several having more mature programs, and most being somewhere in between.
• The results showed that the federal government’s departments and agencies have satisfied 77% of the elements related to leadership elements.
• According to our survey, these successful organizations realized that sustained executive leadership was the key to overcoming virtually all challenges facing federal EA programs (e.g., cultural resistance, inadequate funding, etc.).
• Our findings were consistent with that of our 2004 survey, which emphasized that leadership remains key to agencies making progress on EA efforts.
Sustained Leadership
Source: Enterprise Architecture: Leadership Remains Key to Establishing and Leveraging Architectures for Organizational Transformation (GAO-06-831), August 2006
10
57
82
82
86
46
75
36
Stage 2: Building the EA management foundationStage 3: Developing the EAStage 4: Completing the EAStage 5: Leveraging the EA to Manage Change
Committee or group representing the enterprise is responsible for directing, overseeing, and approving EA. (Stage 2)
Written and approved policy exists for EA development. (Stage 3)
Written and approved policy exists for EA maintenance. (Stage 4)
Organization CIO has approved EA. (Stage 4)
Committee or group representing the enterprise or the investment review board has approved current version of EA. (Stage 4)
Written and approved organization policy exists for IT investment compliance with EA. (Stage 5)
Organization head has approved current version of EA. (Stage 5)
Source: GAO.
Percent SatisfyingElement
Note: This table reflects selected framework elements related to leadership.
Sustained Leadership
11
Effective Communication
12
• Enterprise architectures are corporate assets to be owned and used by the major business area executives. As such, it is critical that architecture plans and activities be transparent to, and have the support of, these stakeholders and their teams. (GAO-03-458)
• The Federal CIO Council’s Practical Guide to Federal Enterprise Architecture recommends that, before developing the architecture, organizations initiate a marketing program to educate stakeholders about the value of the architecture and emphasize the agency head’s support and commitment. Once initial participation and commitment is achieved, the guide recommends that an agency develop and implement an enterprise architecture communications strategy to facilitate the exchange of information and to keep business area executives and their teams informed and engaged. (GAO-03-458)
• In 2003, we recommended that The Secretary of Defense ensure that the enterprise architecture program is supported by a proactive marketing and communication program. In 2007, DOD reported that a communications plan was in development. (GAO-07-733)
Effective Communication
13
Workforce Planning
14
• Workforce planning is an essential component of program management. Workforce planning enables an entity to be aware of and prepared for its current and future human capital needs, such as workforce size, knowledge and skills, and training. Such planning involves assessing the knowledge and skills needed to execute the program, inventorying existing staff knowledge and skills, identifying any shortfalls, and providing for addressing these shortfalls. (GAO-05-702)
• In 2005, we reported that the absence of effective workforce planning had contributed significantly to the Department of Defense’s limited progress in developing its business enterprise architecture (BEA). (GAO-05-702)
• We recommended that the department ensure that plans and commitments provide for effective BEA workforce planning, including assessing workforce knowledge and skills needs, determining existing workforce capabilities, identifying gaps, and filling these gaps. In 2007, we reported that the department released a human capital strategic plan, but had yet to release an associated human capital implementation plan. (GAO-07-733)
Warehouse, Legal, & IS– Current state – Business Issues– Future goals
• Marketing Quarterly and Annual Reporting
• Gap Analysis • Strategic Plan vs Capabilities assessment
• Project Determinations• Required Capabilities to meet Strategic Goals• Consulting Support (Been there, done that!!!)
4
Funds Allocation
• Budget – (Show me the money! Where is the money?)
• *IT Investment decisions should align with projects and products that enable the strategic direction of the business (ie., needed capabilities)
• Appended “riders” to existing projects or IT investments that link to strategic goals
*Note. This comments assumes that you have a P&L or at least influence on sourcing and procurement decisions.
5
Next Steps
• Create EA Team– Establish what EA means to Aviall– Create/refine current state business models– Determine best fit EA Framework (ie., Zachman, TOGAF, FEAF,
DODAF, E2AF etc…)– Begin business decomposition process (to discrete services or tasks)– Determine interim business success drivers (from interviews & strategic
plan)
10. Close … Leon
EA Action Guidelines: Getting Started• Use collaborative approaches to doing and governing EA:
• Organize an EA working group.• Develop understanding and agreement about language, models, and methods.
• Get participation & commitment from IT & business management:• At all levels (but start as high as possible).
• Determine the goals, focus, scope, and priorities:• Aim for completeness & comprehensiveness
• Embrace change and learning:• Remember, it’s a journey and a process.• Communicate, communicate, communicate!!!!!
• Start small and show early success: • Identify EA initiatives of most value to organization.• Success creates champions and wins hearts and minds.
• Monitor, evaluate, and improve on a continuous basis:• Quantify the benefits• Regularly take a hard look at its cost and value, and make it better.
• Use EA in IT to continuously improve IS development, security, operations, and user support to better serve enterprise needs
• AND TO COMMUNICATE WITH YOUR CUSTOMERS AND STAKEHOLDERS.
Road to the Future: Institutionalizing EA• This is a new way of life: There is no quick fix; no silver bullet.• This will take time and determination, as well as vision,
courage and commitment: Do not underestimate the difficulty and complexity of architecting (i.e., engineering and manufacturing) one of the most complex object yet conceived by humankind – the Enterprise.
• Do not get discouraged: This is a new way of life, a revolution in thinking, a discipline, an engineering process. Change of this magnitude takes time and perseverance.
• Set realistic expectations: Things will have to be implemented periodically so you have to accept some risk of “scrap and rework."
• Don't assume anything: Make executive education and technical training a continuous process. It is easy to forget long-term issues in the short-term stress of daily life.
• Learn!: The state of the art is only about 20 years old and the "playing field" still pretty level – there is still much to learn and discover, and many opportunities to create advantage and value.
Where are we now?Where are we now?We have not succeeded in answering all of our questions. Some of the answers we found, only serve to raise a whole set of new questions. In some ways we feel that we are as confused as ever, but we believe that we are confused on a higher level and about more important things.
For Further InformationReadings:• Finkelstein, Clive (2006). Enterprise Architecture for Integration: Rapid Delivery Methods and Technologies, Artech House,
1580537138.• General Accountability Office (2006). Enterprise Architecture: Leadership Remains Key To Establishing And Leveraging
Architectures for Organizational Transformation, GAO- 06-831, August, http://www.gao.gov/new.items/d06831.pdf.• Kappelman, Leon A. (2007). “Bridging the Chasm,” Architecture and Governance, vol. 3, no. 2,
http://www.architectureandgovernance.com/articles/09-lastword.asp.• Kappelman, Leon A. (2007). “Enterprise Architecture: Not Just Another Management Fad,” Alignment Journal, March-April,
24-27. http://courses.unt.edu/kappelman/aboutwork/articles/Kappelman-AlignJ-Mar-Apr07.pdf• Ross, Jeanne W., Weill, Peter, and Robertson David (2006). Enterprise Architecture As Strategy: Creating A Foundation For
Business Execution, Harvard Business School Press.• Zachman, John A. (1987). “A Framework for Information Systems Architecture,” IBM Systems Journal, vol. 26, no. 3, IBM
Publication G321-5298, http://www.research.ibm.com/journal/sj/382/zachman.pdf. • Zachman, John A. (2007). “Architecture Is Architecture Is Architecture,“ EIMInsight, vol. 1, no. 1, March, Enterprise
Information Management Institute, http://www.eiminstitute.org/library/eimi-archives/volume-1-issue-1-march-2007-edition.• Zachman, John A. and Sowa, J. F. (1992). “Extending and Formalizing the Framework for Information Systems
Architecture,” IBM Systems Journal, vol. 31, no. 3, IBM Publication G321-5488.
• Prepared for the DFW SIM CIO Roundtable to be held in Dallas, Texas on August 1, 2007, by:Leon A. Kappelman, Ph.D.Co-chair, SIM Enterprise Architecture Working GroupProfessor of Information Systems, Information Technology & Decision Sciences DepartmentDirector Emeritus, Information Systems Research CenterCollege of Business, University of North Texas, Denton, Texas 76203Voice: 940-565-4698 Fax: 940-565-4935 Email: [email protected] Mobile: 940-367-0405Website: http://courses.unt.edu/kappelman/
