IBM Rational Software Conference 2009: Enterprise Architecture Management Track Keynote

IBM Rational Software Conference 2009
Enterprise Architecture Keynote

Actionable Architecture for the Smarter Enterprise

Greg Sikes
Director, Architecture and Modeling
greg.sikes@us.ibm.com

Session Number EAM01

© 2009 IBM Corporation


Innovation is key to remaining relevant
Globalization

Intensified
competition Workforce issues

Escalating customer 66% of CEOs Technological
expectations advances
expect their
Unexpected organizations Regulatory
market shifts to be inundated concerns
with change

“We will fight our battles not on the low road to commoditization,
but on the high road of innovation.”
Howard Stringer, Chairman and CEO, Sony

Source: IBM CEO Study 2006

Session Number EAM01 2


Enterprise investments must yield even more value
Especially with today’s economic pressures

“Supporting investment in information technology is critical in order to
raise productivity… Those who maintain their investments in IT will be
primed for more aggressive growth when the economy recovers.”
– Helen Walters, BusinessWeek, January 26, 2009
“For Recession Help, an IT Innovation Tax Credit?”

“Transformation and innovation will lead recovery. When we come out
the other side of this crisis, companies will look quite different – and
technology will have been a catalyst in those changes.
– George Colony, Forrester Research, October 26, 2008
“Why this tech recession will be different”

“Although times are lean, many companies are finding that they can't
afford to postpone IT investments that lead to increased security,
efficiencies or revenues.”
– Denise Dubie, NetworkWorld, April 14, 2009
“Recession resistant: 10 technologies CIOs are still buying”



Invest across the spectrum of improvement to manage
risks and optimize business outcomes

Improve Automation Improve Improve Increase Flexibility
Collaboration Process & Investment Value

Cost to Implement: Cost to Implement: Cost to Implement: Cost to Implement:
Business <5% 5%-10% 10%-35% 25%-50%
Very predictable Predictable Some culture change Much culture change
Value
ECONOMIC IMPACTS

Productivity: Productivity: Productivity: Productivity:
5-25% 15-35% 25-100% 50-200+%
Timeframe = Days Timeframe = Weeks Timeframe = Months Timeframe = Years

Efficiency

Control

Implementation costs
are per person per year Individual Team Organization Business

Focusing on business outcomes offers the greatest return on investment



How can architecture(s) help?
Understand What You Have Improve What You Have
Current state analysis Find incremental improvements
Your IP and Assets Manage business transformation

Satisfy Mandated Compliance Pass an Audit
Regulatory or contractual Architecture & business transparency
DoDAF, TOGAF, FEA (iRMA), etc. Repeatable, documented

Manage the Portfolio Return on Assets
Applications/Products Leverage elements across subsystems
Improved reuse across organization and product lines

Visualize and Communicate Common Project Starting Points

Beyond basic drawing tools Initiate new projects from a common
starting point based on an EA model

Manage Outsourcing
Manage Packaged Applications
Customer: Req’ts, specs, testing
Integrate with rest of architecture
Vendor: Actual architectures



What is Enterprise Architecture?
IBM: “The Enterprise Architecture discipline defines and maintains the
architecture models, governance, and transition initiatives needed to
effectively co-ordinate semi-autonomous groups towards common
business and/or IT goals” 1

Gartner: “Enterprise architecture is the process of translating business vision and
strategy into effective enterprise change by creating, communicating and
improving the key principles and models that describe the enterprise's
future state and enable its evolution.” 2

Wikipedia:
“Enterprise architecture is the organizing logic for business processes
and IT infrastructure reflecting the integration and standardization
requirements of the firm’s operating model. Practitioners are called
enterprise architects.”

1. Enterprise Architecture in the era of On-Demand, IBM Academy of Technology Study, October 2004
2. Short form, Gartner Defines the term ‘Enterprise Architecture’, Anne Lapkin, Gartner, July 12, 2006



EA helps minimize risk associated with change
Enterprise Strategies
& Direction

Projects & Business Processes & Services Orgs &
Initiatives People

Applications Data

IT Infrastructure & Services

Understand Enterprise Strategies & Their Implementation
Understand How Infrastructure Changes Impact the Business
Understand Projects’ Dependencies and Impacts on the Organization


Change is coming … when will the phone ring?
Risk
Management Time to
Market
iEA06
Turn your IT Plan into a
Competitive Advantage iEA09
Tuesday, June 2, Roadmap Your Successful
10:00 am - 11:00 am Enterprise
Tuesday, June 2,
3:30 pm - 4:30/5:00 pm

Total Cost
Customer of
Satisfaction Ownership
EAM06
Enterprise Architecture: iEA04
Putting the "A" into Green Enterprise Architecture –
Business Process Driving Energy-Efficient and
Management Cost-Effective Business Operations
Tuesday, June 2, Monday, June 1, 3:00 pm - 4:00 pm
10:00 am - 11:00 am

Smarter Enterprises use EA to avoid red phone calls!


Challenges impeding the broader adoption of EA
Creating
the
Architecture

Communicating to Populating the EA with
stakeholders in their context information from all domains

Challenge in transforming business requirements into implementation

Consuming
Keeping implementations in the Managing constant
synch with the prescribed EA Architecture enterprise-wide change



Creating
the
Architecture

Enhanced reporting
Populating the EA with
and usability to improve
information from all domains
communication


Consuming



Creating
the
Architecture

Enhanced reporting Simpler and automated
and usability to improve harvesting from all
communication enterprise resources


Consuming



Creating
the
Architecture



Consuming Governance with enterprise
Keeping implementations in the wide change management and
synch with the prescribed EA Architecture best practices measurement



IBM’s vision for enabling broader adoption of EA
Creating
the
Architecture


Integrated business & implementation requirements

Integrated solution delivery Consuming Governance with enterprise
enabling reuse of assets and the wide change management and
practices Architecture best practices measurement

EAM04
Making Enterprise Architecture Actionable
Monday, June 1, 3:00 pm - 4:00 pm



What does successful EA adoption look like?
EAM11
Driving Business Transformation with Enterprise Architecture
Wednesday, June 3, 11:15 am - 12:15/12:45 pm Customer Speak!

“We were better able to
compare our current
Manage the impact of change, consolidation and M&A infrastructure with future
Increase operational efficiency, reduce recurring costs and mitigate risks goals and visualize the
journey between the two.”

“We can easily prioritize
our next steps, assign
Crystallize business priorities for IT action responsibility and predict
Make planning actionable how change will impact
the organization.”

“We saved $20M by
Leverage resources to innovate & improve performance finding and avoiding risk
Realize business benefits from technology solutions in the consolidation of
our merchandising
operations.”



Manage the impact of change, consolidation and M&A
Increase operational efficiency, Redundant, Inefficient, High Cost
reduce recurring costs and mitigate risks

Gain clarity in enterprise decision making
Enhanced web collaboration creates a common
perspective of the organization, from one location
New enterprise search quickly reveals critical data
required for accurate decisions
Increase
Operational
Identify redundancy and reuse Efficiency

of business and technology assets
Enhanced heat maps report IT information
in business-friendly formats
Consolidated, Reused and Optimized!
Identify and minimize execution risk
“We used enterprise architecture to guide
New “work space” feature groups information the consolidation of our US operations in an
for more accurate integration planning efficient and cost-effective manner.”

Director of IT
Rational System Architect Leading Express Shipping Organization



Crystallize business priorities for IT action
Make planning actionable

Prioritize competing projects and supporting
investments
New integration enables cost-benefit and trade-off
analysis of the business and IT architecture
Enable collaboration on priorities across
broad constituencies

Show impact of portfolio decisions
New workflow to extend application planning
into enterprise architecture
iEA12
Achieving Business Agility with
Assure projects remain aligned Enterprise Architecture
Wednesday, June 3, 1:45 pm - 2:45 pm
with business goals
New IT roadmaps guide planning to successful outcomes “[We] saved time and money by prioritizing
applications for reuse, and by identifying areas
where spend is not aligned to the IT roadmap.”
Rational System Architect
Rational Focal Point for Product Chief Information Officer
and Portfolio Management Large Financial Organization



Leverage resources to innovate & improve performance
Realize business benefits from
Application
technology solutions Enterprise & Project
Architecture Portfolio
Make architecture actionable Prioritization
New integrations drive transformation and
traceability of artifacts from business and IT strategy
to solution development and delivery
Pinpoint how and when to leverage services and
technologies
Improve efficiency and agility – change architectures Solution
to respond to business change Delivery

Reduce cost and improve solution quality
Achieve increased asset reuse and governance
Assure new applications and services are driven by
business needs “The challenge in any company is to do
more with less, [our enterprise architecture]
Rational System Architect continues to enable us to achieve our goals
at relatively low cost.”
Rational Focal Point for Product
and Portfolio Management
Wayne Pales, Head of Strategy &
Rational Software Architect
Architecture, AGL



EAM07
Is there a single approach? Establishing an Enterprise Architecture Practice
Tuesday, June 2, 11:15 am - 12:15/12:45 pm
A Spectrum of EA Entry Points

COST REDUCTION STANDARDS BROADEN SCOPE SOLUTION DELIVERY
What do we have? Develop standards Meet business Develop strategy
and recommended needs by linking IT
Need all of it? best practices to business Describe value
(e.g., technology propositions
Consolidate to Managing
reduce costs? stacks, server Refine into To-Be
platforms) architectures
Desire for impact outside IT Compare to As-Is
analysis Seeking (if it exists)
repeatability Increasing focus
on business Create transition plan
Encourage IT architecture and
evolution process Execute

Focusing on IT
scope only

IBM’S EA approach allows:
• Multiple entry points to more quickly realize value
• The ability to manage upstream to downstream process flows


Emergence of Architecture Management

The management of both business and solution architectures
Architecture Management
The practice of dynamically managing the broad array of both
business and solution architectures spanning the enterprise

Represents the steady-state of practicing against an actionable EA

Plan Build
Refine



The two sides of Architecture Management
Upstream: Plan: Enterprise Architecture
Viable strategies underpinned by a sound architecture
Sound architecture inspires viable implementation strategies
This part of EA is understood and well-established in the industry

Ensure Strategies and Implementation Plans are Optimal

Architecture Management
The practice of dynamically managing the broad array of both
business and solution architectures spanning the enterprise

Solution Delivery Guidance

Downstream: Build: Architecture-based Systems and Software
Successful solution delivery driven by and traced to a sound business architecture
Success is only achieved when intent turns into solution delivery with measurable results

Enabling a Smarter Enterprise!


Integrated architectures with role-dependent access

Organizational Business Goals,
Architecture Architecture Enterprise
Mission & Analysis
Data Technology Capabilities
Architecture Architecture

Control
Settings

Better
Results

Executive Operations Development


Successful businesses will manage software and
systems delivery as a robust business process

Collaborate Automate Report
Achieve common goals Increase control Continuously improve
by optimizing how and efficiency by by measuring progress
people work integrating workflows in real time



Smarter Enterprises will continue to better manage assets

Scalable, Flexible, Enterprise-Level Solution

Store and Customize Impact Audit and
Organize Workflow Assessment Report

Repository to Customizable Flexible Reporting on
catalog flexibly workflow & solution for key metrics to
organize and policies to capturing support
search for automate the relationships planning and
assets process of between assets assessment
managing the for impact
asset lifecycle analysis

Integrate with your design environment including other existing
repositories (Development Environment, Software Configuration
Management, Change Management and Product Line Management)



Continue support of industry standards & frameworks

Multiple Modeling Notations and
Standards Industry Frameworks
Strategy Modeling TOGAF, Zachman
Business Process Modeling (BPMN) DoDAF, DoDAF ABM
Network and Infrastructure Modeling MoDAF, NAF, FEA (iRMA)
Data / Information Modeling Custom framework manager



Broad themes for the future Planning
Scenarios
Mining IT

Analytics

Control
Settings

Impact Analysis Better Results
Asset Mgmt

Solution
Delivery

BP Integration

Web Services
Decision
Making Note: This does not show delivery order



So … how does Jazz fit?

Collaborate
Automate
Report
Driving Business Differentiation



Flexibly integrated into a process based on client needs

c
Existing Rational New Rational/ Business Partner
Offerings IBM Offerings Offerings

Business
Your Planning
Existing & Alignment
Capabilities Product Compliance Collaborative
& Project & Lifecycle Design
Future Management Security Management & 3rd-Party
IBM Development Jazz
Capabilities Capabilities
Best Practice Processes

Administration: Users,
Collaboration projects, process
Presentation: Storage
Mashups Discovery Query

Jazz is…
A scalable, extensible team collaboration platform
An integration architecture, enabling mashups and non-Jazz based products to participate
A community at Jazz.net, where you can see Jazz-based products being built



First wave of Jazz products This slide is questionable
May need to omit if too long

Team Concert
Innovation Through Collaboration
Requirements Composer Quality Manager
Business Expert Collaboration Unify by “thinking & working” in
unison with real-time project heath Collaborative Business-Driven Quality
Elicit, capture, elaborate, discuss Coordinate quality assurance
and review requirements plans, processes and resources

Business Product Collaborative
Planning & & Project Lifecycle Compliance
Your Alignment Management & Security Engineering
existing Management
& Software 3rd-Party
Future capabilities Tools Jazz
IBM Capabilities
Capabilities

Administration:
Collaboration Users, projects,
Presentation: Storage process



The road ahead This slide is questionable
Jazz offerings in 2009 and beyond May need to omit if too long

Rational Rational Telelogic Rational ClearQuest,
Rational
Insight Project Portfolio Build Forge
ClearCase
Management & RequisitePro
Gain insight based on Extend the benefits of Extend
Manage global Realize the strengths
real-time and historical collaborative ALM to collaboration
projects and of ALM through Jazz
trend information systems delivery teams capabilities
resources integrations

Business Product Compliance
Planning & & Project & Collaborative
Your Management Security Lifecycle Engineering
existing Alignment Management & Software 3rd-Party
Future capabilities Tools Jazz
IBM Capabilities
Capabilities

Administration:
Collaboration Users, projects,
Presentation: Storage process

Client Integrations Server Integrations
Eclipse Existing Rational offerings
Visual Studio Business partner offerings
Lotus Quickr Open source offerings
Microsoft Sharepoint Others to come...


This slide is questionable
May need to omit if too long

Open Services for Lifecycle Collaboration
An initiative aimed at simplifying tool integration across the software delivery lifecycle
Open Services for
Lifecycle Collaboration
Barriers to sharing resources and
assets across the software lifecycle Specifications for sharing lifecycle
Multiple vendors, open source projects, resources
and in-house tools Inspired by Internet architecture
Private vocabularies, formats and Loosely coupled integration with “just
stores enough” standardization
Inextricable entanglement of tools with Common resource formats and services
their data A different approach to industry-wide
proliferation

Discovery
Administration REST API
(users, projects, process)

Query Core Task Specific
Logic Logic
Presentation: Mashups
Storage
Collaboration
Additional Services
Data
Core Services
Open Lifecycle Services



Conclusions
Investments must be closely managed, now more than ever
Larger ROI comes from focusing on business outcomes
Actionable Architecture helps reduce the impact of change
Enterprise Architecture is not “one-size fits all” -- multiple entry points
Asset management of <fill-in-the-blank> architecture components will grow in
importance
Smarter Enterprises will leverage the concepts of Architecture Management



Collaboration opportunities

Design Partner Program
Lab Advocacy Program
Board of Advisors
VoiCE Events
Rational Software Conference
jazz.net
developerWorks
Beta Programs
RFE Community
Global Rational User Groups
Rational Cafe

Learn more about Rational Customer Programs



Rational Software Conference track resource guides
ibm.com/rational/rsdc/resources

We have created a special Rational
Software Conference Track Resource
Guide on the web. It’s full of materials
you can use and share with your
team.
Includes:
Product demos from track sessions
Related Webcasts, tutorials, and
white papers
“Tell your boss” resources
Communities for post-event
networking
Link to Rational Software
Conference session presentations



© Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind,
express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have
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IBM Rational Software Conference 2009: Enterprise Architecture Management Track Keynote

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IBM Rational Software Conference 2009: Enterprise Architecture Management Track Keynote