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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: [email protected] 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: [email protected] 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
