Enterprise Management
Frameworks
&
TOGAF 9
Presented By:
Mr. Robert (Bob) Weisman MSc, PEng, PMP, CD
CEO/Principal Consultant, Build The Vision Inc.
www.buildthevision.ca
Agenda
• Perception of EA in CIO
• Other Management Frameworks
• The Impact of Architecture Definition
• TOGAF and Other EA Frameworks
• Other New Features not already covered
• Concluding Material
Slide 3
Change Management – A Survey
• Conference Board of Canada Survey (70 Companies)
– 82% Change Management as a Priority– 99% Increase in Change Management– HR Leaders – NO MENTION OF CIO at all
• VP Strategy, Development, Planning second
– Key Competencies• Effective communications• Building trust• Achieving collaboration
– Top Challenges• People Issues• Organizational Resistance• Communication Weaknesses
© Robert Weisman / Build The Vision
2008
Slide 4
Contribution to Improved Enterprise Performance
Low
(IT cost only)
Med
High
68% 32%Business ImpactIS Impact
Infrastructure47%
Utility21%
Enhance-ment21%
Frontier11%
Applications 53%
Typical Portfolio of IT Investments Share of Total IT Spending
Business Alignment & Business Value
Info Systems Value
(Courtesy Gartner Group Dec 2003)
Perceptions of IT in Corporate BoardroomAbout 1/3 of IT Spending Improves Business Performance (Gartner)
2/3 is keeping
the lights on !!!
© Robert Weisman / Build
The Vision 2008
Enterprise Architecture Works in Concert with the Management
Frameworks
© Robert Weisman / Build The Vision 2009 Slide 5
Enterprise
Architecture
Development
Method
System
Development
Method
Operations
Management
Portfolio/
Project
Management
Business
Capability
Management
GOVERNANCE
© Copyright Open Group /
CGI July 2008 - All rights
reservedSlide 6
The Role of EA within the Business
Business
Planning
Enterprise
Architecture
Business Direction
Portfolio
Management
Structured
Direction
Operations
Management
Delivers
Runs The
EnterpriseThe Old
Way
Project
Management
Capability Based Business Planning
© Robert Weisman / Build The Vision
2008Slide 8
Operations Management - Corporate IT Infrastructure
IM/IT
Portfolio
Corporate
Portfolio
(e.g. HR, Fin, …)
Line of
Business
Portfolio
ProjectProject
Corporate Governance(Including Corporate IM/IT)
Capability 1 – (e.g. Electronic Service Delivery)
Capability 2 – (e.g. Sarbanes Oxley Compliance)Capability
Management
(Horizontal)
Functional
Management
(Vertical)
Capability Concept
© Robert Weisman / Build The Vision
2008Slide 9
People Dimension
Individual Training
Collective training
Professional Development
Process Dimension
Concepts
Business Processes
Information Mgt
Materiel
Dimension
Infrastructure
Information Technology
Equipment
CapabilityCapabilityCapability Increment
Capability
Outline Capability Management
© Robert Weisman / Build The Vision
2008Slide 10
Capability
Management
Building Blocks
(Deliverables)
Designates
Horizontal Management Across
Portfolios
•Strategic Business Leadership
Possible Capability Dimensions
•Personnel
•R&D
•Infrastructure/facilities
•Concepts/Processes
•Information Management
•Materiel
Corporate
Business PlanBusiness Transformation
Goals and Objectives
5 – 10
years
Capability(Outcome
Oriented)
Manages & Creates
3 – 5
years
Capability
Increment
Contains
.25 – 1.5
years
Portfolio/Project Management
© Robert Weisman / Build The Vision
2008Slide 11
Corporate
Strategic PlanBusiness Transformation
Goals and Objectives
5 – 10
yearsFunctional
Portfolios
(e.g. IT, HR)
Identifies
.5 – 1.5
yearsProject/
Initiative
Increment
Contains
ProjectProjectProject/
Initiative
3 – 5
years
Consists of
Strategic Not Business
Business Planning Relationships
© Robert Weisman / Build The Vision
2008Slide 12
12 Months
5 Years
10
Years
SegmentBusiness
Plan
SegmentBusiness
PlanSegmentBusiness
Plan
SegmentBusiness
PlanSegmentBusiness
Plan
SegmentBusiness
Plan
Departmental Strategic Plans
Target
Enterprise
Vision
BaselineEnterprise
Status
Time
Scope
Depth
(Content)
EA (TOGAF 9) - Architecture Relationships
© Robert Weisman / Build The Vision
2008Slide 13
ProjectArch
ProjectArchProject
ArchProject
ArchProject
Arch
ProjectArch
Time
Scope
Depth
(Content)
Strategic Enterprise Architecture VisionPhase A
Enterprise DomainArchitectures (Phases B-D)Enterprise Domain
Architectures (Phases B-D)
BaselineEnterprise
Architecture
Target
Enterprise
Architecture
Implementation and Migration Plan
(Phases E & F)
Governance and Change Management
(Phases G & H)
Conceptual
Logical
Physical
Physical
Out-of-Context
Architecture Intent – Lessen
Burden on Projects
© Robert Weisman / Build The Vision
2008Slide 15
Project
Architecture
Scope
EA SupportEnterprise
Architecture
Project
Architecture
Scope
Enable Projects to Focus
On AGILE Delivery
not Complex Design
• Agile Architecture
• Strategic
• Tactical
• Transition
• Operational
• Reusable Patterns,
Solutions & Standards
Management Framework Relationships
Slide 16Architecture
Management
Capability
Management
Portfolio/Project
Management
Corporate
Strategic PlanBusiness Transformation
Goals, Objectives and Capabilities
5 – 10
years
3 – 5
years
1 – 1.5
years
Structures
Strategic
EA Vision
& Plan
Capability(Outcome
Oriented)
Functional
Portfolios
(e.g. IT, HR)
Identifies Directs
Manages & Creates
Business Plan
Capability
Increment
Contains
Operations
Management
Corporate
Infrastructure
ProjectProjectProject/
Initiative
Approves
Consists of
Architecture
DefinitionIdentifies,
And Technical
Direction
Directs
Consists of
Transformation
ArchitectureTransformation
ArchitectureTransition
Architecture
Coordinates
& Funds
Directs
Integrates
Project/
Initiative
Increment
Contains Contains
Designs
Building Blocks
(Deliverables)
Delivers
Designates
© Robert Weisman / Build The Vision 2008
© Robert Weisman / Build
The Vision 2008Slide 17
5-10 Year
Focus
3-5 Year
Focus
One Year
Focus
1-3 Year
Focus
Baseline
Architecture
(TOGAF 8)
Baseline
Infrastructure
(Recommended)
Implementation
& Migration Plan
(TOGAF 8)
Modifies
Modifies
Strategic
Capabilities
(TOGAF 9/XXX)
Target
Capabilities
(TOGAF 9/XXX)
Capability
Increments
(TOGAF 9)Contain 1..nSpecify
Requirements
Business
&
IT Arch
Reference
(Defined)
Architecture
(TOGAF 8)
Transition
Solution Target
Architecture
(TOGAF 9)Basis For
1..n
Strategic
Architecture Vision
(TOGAF 9) Basis For
1..n
Reflected In Addressed In Structured In
Segment
Arch
Portfolio
Charters
(TOGAF 9)
Project
Charters
(TOGAF 9)
Project
Increment
Architecture
(TOGAF 9)Contain
1..n
Contain 1..n
Initiative Groupings Logical Activity GroupingIntegrated Solution
Architecture Direction
Delivery
Operations
Strategic Plan
(XXX)
Business Plan
(XXX)Drives 3..n
Outputs
(XXX)
Sub-Outputs
(XXX)
Sub-Output
Activities
(XXX)
Strategic
Outcomes
(XXX)
Capability
Focus Area
(XXX)
SpecifySpecify
Output
Objectives
Requirements
Business
Business
Accountability
Architecture
Accountability
Delivery
Accountability
Operations
Accountability
Legend
Requiring Close Coordination
© Robert Weisman / Build The Vision
2008Slide 18
IT Project Project
Increment 2
Project
Increment 1
Project
Increment 3
HR Project Project
Increment 2
Project
Increment 1
Project
Increment 3
Line of Business
ProjectProject
Increment2
Project
Increment 1
Project
Increment 3
IT Portfolio
Corporate Services
Portfolio
Line of Business
Portfolio
Strategic Priority
/ Capability
Capability
Increment 1
Capability
Increment 2
Project Closeout
Project Closeout
Project Closeout
Capability Delivered
Capability
Increment 3
2009
2011
2013
Incrementally Delivering Business Capability
Architecture Definition - Foundation Architecture
Technical Reference Model
© Robert Weisman / Build The Vision
2008
• Model and
taxonomy of
generic platform
services
• Based upon DoD
TAFIM TRM (IEEE
POSIX 1003.0)
Communications Infrastructure
Applications Platform Interface
Communications Infrastructure Interface
Network Services
Operating Systems Services
Security
Services
Transaction
ProcessingUser Interface
Data
Interchange
Services
Graphics
& Image
Services
Software
Engineering
Services
System and
Network
Management
Location and
Directory
Services
International
Operations
Data
Management
Services
Infrastructure
Applications
Business
Applications
S
E
R
V
I
C
E
Q
U
A
L
I
T
I
E
S
Potential Service Reference Model
© Robert Weisman / Build The Vision
2008
Communications &
Infrastructure Services(Technology Domain)
Multi-Channel
Presentation Services(Applications Domain)
Business (Unique)
Applications Services(Applications Domain)
Shared Applications
Services(Applications Domain)
Application Platform
Services(Technology Domain)
Data/Information
Services(Data/Information
Domain)
Security, Privacy,
Confidentiality,
& Protection Services
(Security Domain)
Interoperability &
Service Exchange
Services
Enterprise
Repository
Services(Solution Domain)
Business
Transformation
Services(Business Domain)
Governance &
Service Management
Services(Governance Domain)
Criticality of Technical (Service)
Reference Model
© Robert Weisman / Build The Vision
2008Slide 21
Service
Reference
Model
Architecture
Domains
Organization &
Service Delivery
Architecture
Description, Standards,
& Communication
Corporate
Repository
Structure
IT Planning
Structure
Stakeholders
Drive
Content OfTactic
IM/IT Skills &
Training
Structures
© Robert Weisman / Build
The Vision 2008Slide 22
TOGAF and Other EA Frameworks
TOGAF
Generalized
Enterprise Reference and
Architecture Methodology
(GERAM)
Complements
Industry
Vertical Standards
(e.g. FEAF, e-TOM, DODAF)
Adapts to
Domain
Standards
(e.g. BPMN)
Can Use
Enterprise
Architecture
Planning
Similar to
Zachman EA
Framework
Should
Use
Common
Solutions(e.g. RM-ODP)
Accommodates
Other New Features(Not already covered on Monday)
• Tailoring the TOGAF 9 Architecture
Development Method
• Risk Management
• Interoperability
• Business Transformation Readiness
• Architecture Documentation
• Personnel Skills
Practical Tailoring - A Simplified ADM
© Robert Weisman / Build The Vision
2008
Strategic
Enterprise
Architecture
Vision
Enterprise
Architecture
Definition
Enterprise
Architecture
Transformation
Requirements
Management
Enterprise Architecture
Preliminary Planning
B-Business
C1- Data/Information
C2 - Applications
D -Technology
X - Security
E- Opportunities &
Solutions
F - Migration Planning
G - Implementation
Governance
H - EA Change
Management
A- Vision
Strategic EA(Statement Architecture Work)
Architecture Definition
(ABB)
Transition EA
(SBB)
Implementation and
Migration Plan
Request for Architecture Work
EA Framework
IM/IT Governance
Lessons Learned
Change Requests
Enterprise
Architecture
Implementation
Management
Risk Classification Scheme
Slide 25
Corporate Risk Impact Assessment
Effect
Frequency
Frequent Likely Occasional Seldom Unlikely
Catastrophic E E H H M
Critical E H H M L
Marginal H M M L L
Negligible M L L L L
© Robert Weisman / Build The Vision
2008
Risk Identification and Mitigation
Assessment Worksheet
© Robert Weisman / Build The Vision
2008Slide 26
Risk
IDRisk
Preliminary Risk
Mitigation
Residual Risk
Effect Freq Impact Effect Freq Impact
Managing Fit, Value and Risk
© Robert Weisman / Build The Vision
2008Slide 27
Value
Risk
Project
F
Project B
Project D
Project
C
Project G
Project E
On target
At Risk
In Trouble
Project H
Project
A
Definitions of Interoperability
Slide 28
INFORMATION INTEROPERABILITYKnowledge management
Business intelligence
Information management
Trusted identity
BUSINESS INTEROPERABILITYDelivery Networks
eDemocracy
eBusiness
Enterprise resource management
Relationship and case management
TECHNICAL INTEROPERABILITYIT infrastructure
CROSS-CUTTING
REQUIREMENTS
DOMAINS:
accessibility,
privacy,
security
Core Enablers and Key
Requirements Domains
Slide 29
Using Degrees of Interoperability• Degree 1: Unstructured Data Exchange.
– Involves the exchange of human-interpretable unstructured data such as the free text found in operational estimates, analysis and papers.
• Degree 2: Structured Data Exchange. – Involves the exchange of human-interpretable structured data intended for manual
and/or automated handling, but requires manual compilation, receipt and/or message dispatch.
• Degree 3: Seamless Sharing of Data. – Involves the automated sharing of data amongst systems based on a common
exchange model.
• Degree 4: Seamless Sharing of Information. – An extension of degree 3 to the universal interpretation of information through data
processing based on co-operating applications.
• These degrees can be decomposed as illustrated in the NATO Consultation, Command and Control Technical Architecture (NC3TA) for example:– 3.A Formal Message Exchange;
– 3.B Common Data Exchange;
– 3.C System Management;
– 3.D Secure Systems Management;
– 3.E Security Management; and
– 3.F Real-time Data Exchange.
Slide 30
Interoperability Matrix
Inter-System Interoperability Requirements
System A System B System C System D System E System F System G
System A 2A 3D 2B 3A 3A 3B
System B 2B 3F 2C 3A 2B 2C
System C 3E 3F 2B 2A 2A 3B
System D 2B 2B 2B 3A 3A 3B
System E 4A 4B 2B 3A 3B 3B
System F 4A 4A 2B 3B 3A 2D
System G 2B 2B 3A 3A 3B 3B
© Copyright Open Group / CGI July 2008 - All rights reservedSlide 31
Business Transformation ReadinessReadiness Factor Assessment Summary
Ser Readiness Factor Urgency Readiness
Status
Degree of
Difficulty
to Fix
1 Vision
2 Desire/Willingness/Resolve
3 Need
4 Business Case
5 Funding
6 Sponsorship And Leadership
7 Governance
8 Accountability
9 A Workable Approach And Execution
Model
10 IT Capacity To Execute
11 Departmental Capacity To Execute
12 Ability To Implement And Operate
Slide 32
Documentation - Implementation Factor
Assessment and Deduction Matrix
Implementation Factor Deduction Matrix
Factor Description Deduction
<Name of the Factor> <Description of the Factor> Impact on the Migration
Plan
Change in Technology Shut down the message centres,
saving 700 personnel, and have
them replaced by email.
Need for Personnel
Training, Re-Assignment
Email has major personnel
savings and should be given
priority.
Consolidation of Services … …
Introduction of New
Customer Service
… …
Consolidated Gap, Solutions and
Dependencies List
Slide 33
© Copyright Open Group /
CGI July 2008 - All rights
reserved
Consolidated Gaps and Dependencies List
# Architecture Gap Potential Solutions Dependencies
1 Business New Order Processing
Process
Use COTS Software Tool
Process
Implement Custom
Drives Applications #2
2 Applications New Order Processing
Application
COTS Software Tool X
Develop In-House.
3 Information Consolidated Customer
Information Base
Use COTS Customer Base
Develop Customer data mart
© Robert Weisman / Build The Vision
2008Slide #
Emerging the EA Capability
• Emerge the EA Capability
– Step 1 – Establish Competency in EA
– Step 2 – Establish Credibility in CIO
– Step 3 – Establish Credibility in Business
– Step 4 – Collaborate as an integral part of Business Planning at all levels
Open Group - Architecture
Skills Framework
• Skills frameworks provide a view of the competency levels required for specific roles. They define:– The roles within a work area
– The skills required by each role
– The depth of knowledge required to fulfill the role successfully
• Roles– Architecture Board Members
– Architecture Sponsor
– IT Architecture Manager
– Enterprise Architects
– Domain Architects (Business, Data, Applications and Technology)
– Portfolios, Program and/or Project Managers
– IT Designer
© Robert Weisman / Build The Vision
2008Slide 36
© Robert Weisman / Build
The Vision 2008 Slide 37
Categories of Skills
• Generic Skills– typically comprising leadership, teamwork, inter-personal skills, etc.
• Business Skills and Methods– business cases, business process, strategic planning, etc.
• Enterprise Architecture Skills– modeling, building block design, applications and role design, systems
integration, etc.
• Portfolio, Program or Project Management Skills– managing business change, project management methods and tools, etc.
• IT General Knowledge Skills– brokering applications, asset management, migration planning, SLAs, etc.
• Technical IT Skills– software engineering, security, data interchange, data management, etc.
• Legal Environment– data protection laws, contract law, procurement law, fraud, etc.
Proficiency Levels
© Robert Weisman / Build The Vision
2008Slide 38
Level Achievement Description
1 Background Not a required sill though should be able to define and
manage skill if required.
2 Awareness Understands the background issues, and implications
sufficiently to be able to understand how to proceed further
and advise clients accordingly.
3 Knowledge Detailed knowledge of subject area and capable of
providing professional advice and guidance. Ability to
integrate capability into architecture design.
4 Expert Extensive and substantial practical experience and applied
knowledge on the subject.
Define Skill Levels for Roles
© Robert Weisman / Build The Vision
2008Slide 39
Concluding Material – EA is a Powerful Tool
• TOGAF 9 is a powerful tool for a business
• TOGAF 9 more than IT
• Enables coherent decision-making
Enterprise Management Frameworks
& TOGAF 9
Presented By:
Mr. Robert (Bob) Weisman MSc, PEng, PMP, CD
CEO/Principal Consultant, Build The Vision Inc.
www.buildthevision.ca
QUESTIONS ?