Setting up an EA Office - BAEA | Empowering Enterprise...

Setting up an EA OfficeStef Devos

This presentation and its content are confidential and owned by AE.1

• Yara• The context of our engagement

• AE • Portfolio & EA Value Proposition

• Our story• Getting started

• Setting up a lean EA capability

• Delivering value through projects


Mission

Responsibly feed the world

and protect the planet

Vision

A collaborative society;

a world without hunger;

a planet respected

3

Born in Norway, Yara has pioneered agricultural growth and production for over 100 years

Going public —

industry shaper

March 25, 2004, Yara is

listed on the Oslo Stock

Exchange. The tagline

‘Knowledge grows’

introduced.

Yara offers solutions and

work with public and

private partners to create

profitable and sustainable

growth both for

shareholders, stakeholders

and society at large

2004-2014

Going

global

Qafco JV established in

1969. Yara acquires

companies in the

Netherlands, Sweden,

Germany, the UK, France,

Italy and China and

establishes an office in

Zimbabwe. Adubos Trevo

is acquired in Brazil.

1960-2003

Knowledge grows

— providing

shared value

Yara´s knowledge,

products and solutions

grow farmers’, distributors’

and industrial customers´businesses profitably and

responsibly while nurturing

and protecting the earth´s

resources, food and

environment.

2015

Extending

our reach

Stockholm is home to a

new sales office and the

USA becomes a customer.

The Glomfjord plant opens

using hydroelectric power

to upgrade ammonia to

calcium nitrate and NPK.

1940-1959

Attracting Royal

attention

New large scale production

plants opening and under

construction in Notodden

and Rjukan respectively

are visited by King

Chulalongkorn of Siam.

The plant at Herøya

established in 1928. First

production of regular NPK

fertilizer in 1938.

1906-1939

Birkeland’s

invention

Birkeland’s discovery that

hydroelectric power could

be used to extract nitrogen

from the air led to Norsk

Hydro opening December

2, 1905.

1900-1905


Basic products

Ammonia Urea TANNitric Acid NitratesSSP CNNPK

Yara portfolio

CropNutritionsolutions

Industrial solutions

Environmentalsolutions

What

We offer

Revenue

NOK 93.8

Billion(USD 11.4 Billion)

In 2017

Yara In numbers

More than

17,000employees

Sales to about

160countries

Yara global presence is growing

+17000The number of people we employ

+60The number of countries we operate in

20 millionThe number of farmers we work with

+160The number of countries we sell to

800Agronomists on the ground

9000Retail outlets

300 millionpeople our products help to feed

Yara Strategy

Operational excellence – managing cost, reducing complexity and strengthening a culture of continuous improvement and productivity.

Scalable solutions – sharpen our focus on farmers and the food chain through more solutions selling and stepping up digital offerings, and create differentiation for industrial customers.

Innovative growth – growing profitably within existing and new business areas.

SunRise – towards a new IT operating model

• Clear Governance model• Clarify software ownership• Install new Enterprise Architecture function• Set up new global coordination process for portfolio management and governance

• New delivery model• Pilot and roll out continuous delivery teams• Refine IT project methodology• Improve IT cost visibility and management

• Enablers• Reorganize Yara IT• Develop new capabilities• Establish continuous capability management• Set up change management and transformation journey• Implement key technology initiatives• Sourcing







A value-driven, networked, learning Organization

2019Wh

o w

e a

re

1999

- 100

- 200

Yearsa great place to work, and

a great company to work with

- 300

Helping Business & IT organizations transformin a VUCA world – from strategy to execution

This presentation and its content are confidential and owned by AE.12 Wh

at

we

do

Just Enough and Just-In-Time Enterprise Architecture

• A minimal set of views on the enterprise level, sketched in a limited time.

• Offers a stable frame of reference

• Leaving room for innovation during execution

• An accompanying governance model to realize value

• Allows to estimate a yearly budget on an enterprise level.

• Facilitates decisions on alternative solutions at the right time on domain level

Vis

ion o

n E

A







Introducing EA is a transformation journey

• Installing an EA capability is aboutorganizational change and encompasses

• Engaging People• Changing/introducing Processes• Introducing Tools• Transferring Knowledge (know what & know how)

• Introducing EA in a company boils down to • Implementing the EA function itself• Adapting/Implementing the Governance Model

(how value, risk and performance are managed) • Changing the Delivery Model

(how programs/projects are executed)

Capability Model

Adapting the AE approach to Yara needs







Introducing EA = Jumping on a moving train

18

API economy

Data Lake

ERP Roadmap

Governance Model& touch-points

• Project• Project• Project




Do

mai

ns

Working on the Capability

Working on Solutions

EnterpriseArchitecture

Process

Yara DirectivesStandards & Guidelines

Development Methodology

Governance (YPPM)

Domain ModelHigh-levelFlight Plan

OrganisationTeams & Roles

Tools ArisShare-point

Policies, Best practices & work

instructions

Visio

Roadmaps= list of projects

This presentation and its content are confidential and owned by AE.

Install

new

EA

function

Process

People /Team

Tooling

Planning & Progress

Inventory made

today

Implement

key

Technology

initiatives

Community building (EA Board)Communication & CoachingStrengthen collaboration Business & ITRecruiting /Selection/Coaching

API economy (→ Establish Integration Architecture)

ERP Roadmaps (→ Reinforce Process Architecture)

Datalakes (→ Establish Information Architecture (incl Master Data Management))

Design & Roll-out Domain approachDefine roles & responsibilitiesAdjust IT operating model

Job descriptions of (Head of) EANetwork with ‘Domain Architects’

Knowledge

Align with YPPM, CVP, Process councilImplement the IT operating model & Demand mgt

Sharepoint – active community platformAris process tool → EA tool

Integration Architecture Information Architecture

18Q4 19Q118Q318Q2

Process Classification → Architecture

Making the turn

20This presentation and its content are confidential and owned by AE.

Run The Business

Current IT Landscape

Change The Business

Current way of doing projects

Evolving Business

Evolving ITLandscape

Evolving Business


Evolving Business

Improving Capability


Establish Reference Architecture

Realign Project Portfolio

Implement Governance of change

Improving Capability

Improvingcapability

Shift the MindsetTo Agility

As Is

To Be

Get the right people in the bus

Creating a shared mental model


A Domain is a specified sphere of activity or knowledge, a coherent, self-contained set of business functions

• A logical, business/functional structure

• NOT an organizational structure

• NOT a tool-based structure

IT is ‘just another’ Business Domain

Every Domain is considered as a Capability.

The pattern People + Pocess + Tools + Knowledge

is used to streamline the Domains

Domain Model

Mobilizing the right people


DomainArchitect

Enterprise Architect

SolutionArchitect

• Responsible for realizing change • through programs/projects

• Defining the big picture (Domain Model) and consolidating (domain) roadmaps on enterprise level (Flight Plan)

• Mature the (Enterprise) Architecture Practice, by defining the Architecture approach, policies, principles & guidelines, integrating them in the governance system and methodology and by monitoring, coaching and challenging domain and solution architects and project teams

• Driving the Decision Making Process in technology investments Dossiers (resolves cross-domain issues)

• Acts as a the feet on the ground of EA, for a limited perimeter

• Oversees a set of (coherent) business capabilities

• Drives the change portfolio with respect for the other domains,

• Acts as a change agent to institutionalize change

Business Organization

Team work

Enterprise Architect

Arc

hit

ectu

re B

oar

d

BusinessOwner

Domain Sales/Customer

Relationship Management

Domain Architect

Domain Production

Communication & Collaboration

Projects

Projects

Projects

Projects

1

2

4

3


Clear roles and responsibilitiesAll in he same boat▪ Domain Owners & Architects▪ Mandated by their Organizations▪ Business AND IT▪ Involved in Decision taking process▪ Facilitated by Enterprise Architect

Reinforce things that work…


… and tune what doesn't


Connect to the Governance system

• Define the objectives and priorities of the enterprise

• Allocate the means (budget, resources) to the retained activities (per domain)

• Coordinate and guard their execution(programs/projects).

The big picture & the big story (enterprise level)

The way forward (domain level)

• Description of the domain• Positioning in the corporate context• Explaining the WHY (purpose, goal/objectives, intended value)

• As Is situation • Description of the current situation from a Process, Application &

Information perspective (if relevant) indicating• Current pain points • Gaps to realize the objectives• Roadblocks for the future

• To Be state• Description of the desired future state• Target Operating Model• Evolution on IT systems• Impact on Organization

• Roadmap • Possible scenarios to realize the objectives• A high-level milestone planning

(*) In the ideation phase, a rough sketch is sufficient.By moving forward, the content can be refined in an iterative way.

Decision taking (projects)

This presentation and its content are confidential and owned by AE.

Tim

eR

isk

Op

po

rtu

nit

yM

on

ey

Business initiative

Example: investment India• Additional ERP – how to deal with it?• Extra Lotus Notes quid corporate decision to

decommission it? • Support non-core applications (e.g. school

management) : connect or not ?

Dossier

Investigate alternative Scenarios

1

Understand Local Context

3 Apply corporate guidance

2 Evaluate alternative Scenarios

in an objective wayagainst 4 drivers (TROM)

4

Make balanced decisionas a team (Business, IT, EA, …)

5

2929

Sell EA


Tweek the Development Methodologyjust enough & just-in-time Architecture

31This presentation and its content are confidential and owned by AE.

Architect

Programs/Projects

Portfolio composition (Scope, Interdependencies , Interfaces)

Design Build Roll-out(go-live)

Process

Knowledge

People

Design Build

Requirements

Roll-out(go-live)

Structure

Content

Domain/Program/Project Team

level

Enterprise Portfolio level

Iterate, learn & extend

• Set expectations and basic structures• Run and change• Solution and capability• Enterprise and domain level

• All in the same boat• Mixed virtual teams• Business AND IT

• Do Architecture through programs/projects • Start small ( a well chosen scope, mvp, mlp)• ‘Easy’ Client segment• End-to-end• All facets 360° (all stakeholders)

• Do the marketing & Scale-up • Oil stain principle• Extend to other teams







ERP Roadmap


Defining the Target Operating modelLogical Process (“global”)

Per Domain, we determine the appropriate Target operating model

Local variants

f(region, segment, tooling)

standardization

integration


Nothing more practical than a good theory


Global

Processes

Local

Processes

Global

Masterdata

EmployeeCustomer Farmer

Global Rules

Local Information

Regulatory

entity

Local

Masterdata

&

Information

Local Rules

Consolidated

Information

Local

Processes

EmployeeCustomer Farmer

Regulatory

entity

Local

Masterdata

&

Information

Local Rules

Local Information

steering

compliance

standardization

integration

Process Harmonization


Past Future

November 2018

MuleSoft Anypoint

PlatformVendor for the API

management platform

selected

February 2019

First use-cases

going liveAdobe Campaign-SF

& Sun-SF integrations

August 2018

API Economy

project launched as

a result of the Sunrise

Program

March 2019

Launch of serviceReceiving integrations

requests through

Service Now

December 2018

Platform go-liveFirst API launched

(Health Check)

Today

April 2019

Promoting the service and

publishing activities road map (Info session , workshops and trainings)

GRADUALLY EXPOSE YARA MASTER DATA

PROMOTING AND ONBOARDING OF INTEGRATION TEAMS

USE CASE DEVELOPMENTS

AUG-OCT NOV DEC MAR Q2/Q3JAN-FEB

INTEGRATION PORTFOLIO REVIEW AND ROADMAP

Integration portfolio review and Roadmap for

rationalization

Publish integration

standards v1 In collaboration with Domain

architects

Alignment with

Departments Through delivery unit

manager and business on

service and open cases for

future APIs / priorities

Service Now

UpdateInclusion of all

integration as CIs in

the Yara CMDB (SN)

API Economy


Business

ExecutionBusiness

Insight(Analytics, reports,…)

Enterprise

Services

Officer Apps DeveloperOwn/Other Company

Customer

Farmer

IoT

Open data

Observe

measureControl

steerService

API

Operator

Data Lake

Consumer

From Enterprise Application & Integration to Ecosystem connectivity


Application Reference Architecture

BusinessSystems

ApplicationServices

APIExposure

APIConsumerChannels

Enterprise Partner / Third-party Open

API Management

Developer Portal

Policy Definition &

Implementation

Lifecycle Management

Runtime Monitoring &

Analytics

API Design

Integration Services Microservices

Enterprise Services Business Execution Business Insight

Domain-Specific Applications

Data Lake

Identity and Access

Single Sign-On

Multi-factor Authentication

Identity Federation

Access Management

User & Role Management

Backend APIs Backend APIs Backend APIs

Authentication / Authorisation

Redaction

OWASP Treats Protection

API Plans

Key Validation

Rate Limiting & Throttling

Routing

Response Cache

Orchestration

Connectivity

Validation

Protocol Conversion

Transformation

Redaction

Choreography

Event Hub

Polyglot Programming /

Persistence

Non-shared Storage

Service Mesh

Container Orchestration

Finding a use case

YSAP

BSAP

PSAP

SAP PI / PO

DELL Boomi

MS PowerBISAP BI

GrowIT (ERP / CRM)Only used in

finland

Contracts / quotes / pricing / orders / complaints

COP (customer

order portal)?

Sugar CRM (only used in Bulgarya and

Romenia)

SUN (ERP used in Africa

and Asia)

WebMethods

SAP GW

MAT (Fiori)

Scenario:

The farmer pays for this

service using a credit

card. The payment is

handled thru a 3rd party

payment service.

Once finalized, this

transaction needs to be

processed by the

corporate Yara ERP

system(s). This ERP will

differ depending on the

location of the farm.

Additionally we want to

have traceability of this

farmer in SF.

Digital Farming

Farmer

My Yara

WCM n-sensor


Demonstrate value

YSAP

BSAP

PSAP

SAP PI / PO

DELL Boomi

MS PowerBISAP BI


finland


COP (customer

order portal)?


Romenia)


and Asia)

WebMethods

SAP GW

MAT (Fiori)

Scenario:

Instead of pushing that

complexity to the DF

app, we introduce an

API “Process Financial

Transaction”. De DF

developer integrates this

API in his app. The

implementation of this

API will take care of the

correct processing in the

Yara backend systems

(ERP / CRM)

(in this example the farmer is located

in Brazil and the integration service is

implemented on DELL Boomi)

Digital Farming

Farmer

My Yara

WCM n-sensor

API Platform

Security:• Is this app allowed to invoke this API?

• Is this farmer allowed to invoke this API?

• …

Context Based Routing• Route to the correct backend based on location

…


Leverage investments

YSAP

BSAP

PSAP

SAP PI / PO

DELL Boomi

MS PowerBISAP BI


finland


COP (customer

order portal)?


Romenia)


and Asia)

WebMethods

SAP GW

MAT (Fiori)

Scenario:

This API can be used in

other apps requiring

similar functionality.

Digital Farming

Farmer

My Yara

WCM n-sensor

API Platform

Industrial


Datalake? Data management !

time

Rationalizing & Evolving

Existing IT landscape

(inefficiency and lack of

speed due to complexity)

Developing the new IT landscape gradually (more and other data, speed of use)

incl the foundation for rationalizing the existing landscape where possible

Digital Farming,

IoT Production Plants,

Production Volumes &

OEE,

…

“More” → ecosystem

“Bet

ter”

→im

pro

ved

go

vern

an

ce(b

ette

r co

ntr

ol,

avo

id p

ast

inef

fici

ency

)Salesforce,

ERP roadmap,

…

Current pain points

New business needs

Get the basics right before going fast


Data Management Challenges


Two separate tracks

Getting the foundation in place Common Language…

… common understanding


Defining the way forward

Data lake strategy

Interaction & Sharing of data

FarmOSby Yara

Food Chainby Yara

Crop Nutrition

Production

Industrial

?

Customers

R&D

Suppliers

Regulations

External Partners

Data lake strategy

Interaction & Sharing of data

FarmOSby Yara

Food Chainby Yara

Crop Nutrition

Production

Industrial

?

Customers

R&D

Suppliers

Regulations

External Partners

This presentation and its content are confidential and owned by AE. 49

Data Management Reference Architecture

Collect

Open Data

Systems of

Record

BW

Third Party Data

Other DS

Other DS

Data Lake

ETL

ELT

ELT

ETL

Traditional BI Analytics

(Analytics)

ProcessStore

MDM

Real-Time Decisions

Predictive Models

Sandboxes

Discovery Exploration

Governance

Streaming data flow

Publish

IoT

Reporting

Analytical Insight App.

Dashboards

Ad-Hoc Queries

Graph data

Structured & OptimizedData CRM

ERP

Real-time Decisions

Use Case Driven

Analytics

Str

ETL

Str

Meta Data Data SecurityData

Architecture

Raw data

ODS

Event ETL

Self Service enabled

Connect

Data Flow

Real-Time processing

Content data

Blob data

Focus on:Structured & Unstructured data

Historical dataHigh VolumeNew Sources

New types of data Agility (Time to Market)

Low CostInnovation

Predictive analysisExploration Lab

Focus on:Structured data

High quality / limited volumes Business/Enterprise insights

Descriptive analysisOperational Lab

AI

Data Marts








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