Vlerick Business School: Enterprise architecture @ work - vlerick research insights and belgacom testimonial

1. 24/10/2013
24 OCTOBER 2013 - WE INVITE FOR YOU
ENTERPRISE ARCHITECTURE @VLERICK BUSINESS SCHOOL
AGENDA FOR THIS EVENING
I. EA Research Insights
II. Enterprise Architecture @ Work
III. Centre for Excellence in EA
IV. EA @ Belgacom
V. Networking
© Vlerick Business School
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2. 24/10/2013
BJORN CUMPS - SHORT INTRODUCTION
@bjorncumps
Bjorn.Cumps@vlerick.com
PhD on BusinessICT Alignment
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-
HQ: Group ORG
Branch Manager
-
Financial Services
Management & ICT
EA & BPM
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ENTERPRISE ARCHITECTURE
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3. 24/10/2013
EA WITH BUSINESS TOUCH – EA PHONE?
 http://www.phonebloks.com/
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HOW MUCH ARCHITECTURE DO YOU
NEED?
What is
“Just enough architecture”?
 Do we see an evolution in EA practices? If yes,
how do organisations make this transition?
 How do organisations make their EA efforts
sustainable? Do organisations over-invest or
under-invest in EA? In other words, how do
organisations invest in “Just-Enough-EA?”
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4. 24/10/2013
PARTICIPATING ORGANISATIONS
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EA QUADRANT MODEL
HIGH
Isolation
Enabling
Losing
Barrier
Level of
architectural
maturity
LOW
LOW
HIGH
Integration in the organisation
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(Van Den Berg & Van
Steenbergen, 2006)
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5. 24/10/2013
THE 3 ELEMENTS OF DESIGN
Drawing
Design
Problem
Solving
Ideal Pursuing
(Taura & Nagai, 2009)
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DRAWING - GENERAL DESIGN EXAMPLES
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6. 24/10/2013
DRAWING - ORGANISATIONAL DESIGN
EXAMPLES
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SKILLS - ENTERPRISE ARCHITECT (TEAM)
Accurate
Analytical
Expert
Associative
Communicative
Client-focussed
Influencing
Visionary
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Sensing
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7. 24/10/2013
THE ENTERPRISE ARCHITECT AS
CREATIVE ORGANISATIONAL DESIGNER
Leader
Engineer
Creative Designer
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TOWARDS EA-INFUSED ORGANISATIONS
EA 1.0 (Old vision)
EA 2.0 (New vision)
Characteristics of the EA-Aware vision
Characteristics of the EA-Infused vision
Formal/Conceptual EA
Pragmatic EA
EA is Framework-based
EA is Framework-inspired
Fixed-method for EA
Dynamic, flexible method for EA
EA is focused on completeness
EA is focused on usefulness
Modelling
Focussed, problem-driven modelling
EA to create output/documentation
EA for output + importance of process of architecting
EA is ICT-focused
EA is Business & Client-focused
EA is isolated/on its own
EA is integrated in existing management practices
ICT or CC has ownership of EA
Business has ownership of EA
EA is auditor
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EA is enabler
Architect has mainly technical skills
Architect is creative organisational designer
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8. 24/10/2013
KANO MODEL – EA AS SATISFIER OR
DELIGHTER?
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RECOMMENDATIONS
Be the
tortoise not
the hare
Talk the walk
Map the road
ahead, but
do it in pencil
16
Get inspired,
not
indoctrinated
Prove your
worth
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9. 24/10/2013
GET INSPIRED, NOT INDOCTRINATED.
IT’S NOT ABOUT THE MODELS.
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BE THE TORTOISE: TAKE YOUR TIME AND MODEL
THOSE VIEWS YOU NEED TO SOLVE SPECIFIC
PROBLEMS
Population Density
Metro Map
Emissions
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Historic Prague
Traffic Noise
If you don’t know where you’re going, you might not
get there! (Yogi Berra)
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10. 24/10/2013
NOT THE HARE - DON’T INVEST IN A LARGE
COLLECTION OF DEAD VIEWS/MODELS FOR
THE FUTURE.
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DIGITAL BANKING WORKSHOP
ARCHITECTURES ARE NOT STATIC – SO
DRAW THE ROAD AHEAD …
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DIGITAL BANKING WORKSHOP
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11. 24/10/2013
BUT DO IT IN PENCIL …
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DIGITAL BANKING WORKSHOP
PROVE YOUR WORTH - ALIGN AND
CONNECT WITH BUSINESS REALITY
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DIGITAL BANKING WORKSHOP
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12. 24/10/2013
CREATE VALUE & CONTRIBUTE. NO
MODELLING JUST FOR THE SAKE OF IT.
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DIGITAL BANKING WORKSHOP
TALK THE WALK - COMMUNICATE
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13. 24/10/2013
ENTERPRISE ARCHITECTURE @ WORK
NEW 2-DAY MANAGEMENT PROGRAMME
JUNE 2014
ENTERPRISE ARCHITECTURE @ WORK
NEW 2-DAY PROGRAMME
EA Infused Organisation
Roadmapping
Governance & Roles
Skills & Capabilities
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14. 24/10/2013
GOVERNANCE & ROLES – THE ARCHITECTS
Enterprise
Architect
Business
Architect
Solution
Architect
RACI
RACI
Application
Architect
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RACI
Information
Architect
RACI
Technical
Architect
Yet another
Architect
RACI
© Vlerick Business School
EA => BUSINESS TRANSFORMATION
=> DEALING WITH CHANGE
1. Be the tortoise, not the hare
2. Get inspired, not indoctrinated
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3. Prove Business School
your worth
© Vlerick
4. Draw the road ahead, but do it
in pencil
5. Talk the walk
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15. 24/10/2013
DEALING WITH CHANGE &
TRANSFORMATION
Create a
Sense of
Urgency
Pull Together
the Guiding
Team
Develop the
Change Vision
& Strategy
Communicate
for
Understanding
& Buy-in
Empower
Others to Act
Produce Shortterm Wins
Get it started: vision,
leadership, enthusiasm
AS-IS
Evaluate
maturity
Burning
platforms
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EA Leadership
Influence
Understanding
context
TO-BE
Formulate
vision
& Architecture
Alignwith
strategy
Networking
Storytelling
Don’t Let Up
Create a new
Culture
Make it last: methods,
systems, structures
Governance
Roles,
structures,
EA Office
People
Capabilities &
training
Technology
Method & tools
Support
projects
Bottom-up /
top down
Institutionalize
Performance
management
Infuse the
organisation
Attitude
KPI’s
Incentives
Governance
Behaviour
Values
Structures
© Vlerick Business School
SKILLS - ENTERPRISE ARCHITECT (TEAM)
Accurate
Analytical
Expert
Associative
Communicative
Client-focussed
Influencing
Visionary
30
Sensing
© Vlerick Business School
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16. 24/10/2013
ENTERPRISE ARCHITECTURE @WORK
NEW 2-DAY PROGRAMME
OBJECTIVE










Developing a roadmap for EA implementation: How/where to
start? What works best and what doesn’t work?
How does EA as a discipline fit with strategy, portfolio
management, project management, change management, …?
How does this all fit together?
How can you put EA on the board’s agenda? Should you?
How do you tackle the question of the ROI/added value of EA?
How can EA be used to deal with business transformation?
The Enterprise Architect as creative organisational designer:
What is the required skillset? What is his/her role or function?
How/where do you find this person? - …
Building an Enterprise Architecture capability in your
organisation, do’s and don’ts.
How to invest in “just-enough-architecture”?
...
DURATION
2 DAYS – 3 & 4 JUNE 2014
TARGET GROUP
BOTH EXPERT AND NON-EXPERT PROFESSIONALS –
ARCHITECTS, ANALYSTS, MANAGERS AT BUSINESS
AND ICT SIDE
WEBSITE
WWW.VLERICK.COM/EA
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© Vlerick Business School
NEW CENTRE FOR EXCELLENCE
IN ENTERPRISE ARCHITECTURE MANAGEMENT
STARTING NOVEMBER 2013
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17. 24/10/2013
NEW CENTRE FOR EXCELLENCE IN
ENTERPRISE ARCHITECTURE MANAGEMENT
Webinars
Blogs/communities
4 workshops/year
Video Resources
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Testimonials &
knowledge co-creation
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18. 24/10/2013
Need more info on enterprise
architecture management
programmes or research @
Vlerick Business School?
Contact Bjorn Cumps, PhD at
Bjorn.Cumps@vlerick.com or
visit www.vlerick.com/ea.
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© Vlerick Business School
EVERYTHING YOU WANTED TO KNOW
ABOUT EA @ BELGACOM
WOUTER DEPOORTERE
HEAD OF EA @ BELGACOM
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19. “Everything you wanted to know about
EA … at Belgacom… but were afraid to
ask.”
WE INVITE FOR YOU… WOUTER DEPOORTERE – HEAD OF EA, BELGACOM
Vlerick Campus Brussel, 24/10/2013
(Table of content)
 INTRODUCTION
WHAT IS EA ?
POSITION & ROLE
FRAMEWORKS & TOOLS
CHALLENGES
 WRAP-UP
WE INVITE FOR YOU… WOUTER DEPOORTERE – HEAD OF EA, BELGACOM
Vlerick Campus Brussel, 24/10/2013
1

20. YOUR SPEAKER
http://about.me/wouter.depoortere
YOUR SPEAKER BACK IN 2007
2

21. BEFORE WE DIG IN…
Tip: watch out for the slides
with this marking
in an attempt to balance audience attention intensity
with presentation material (= my overload of slides)
WE HAVE SO MUCH TO SHARE
3

22. OUR ACTIVITIES
We are a telecommunications company
active in the Belgian and international market.
The quality and interconnection of our
fixed and mobile networks makes us the
leading operator in Belgium for residential,
business, corporate and public-sector
customers.
We provide a complete range of telephony,
Internet, digital television, ICT, and
network services, and offer customers
access to data and the best multimedia
content, everywhere.
4

23. OUR STRATEGY
We continuously improve
our existing products,
and prepare today the
We want to surprise
solutions of tomorrow.
our customers with
We simplify our
offers, systems,
networks, and way
of working.
high-quality, easyto-use products and
an efficient,
personalized
service.
Mutual respect and transparency
are levers for greater
engagement and efficiency.
“Enterprise
Architecture?”
5

24. WHAT EA IS NOT
Photograph: http://www.enterprise-advocate.com/2012/02/enterprise-architecture-jokes/
WE’RE 26 YEARS OLD
“During the 1980s, I became convinced that architecture, whatever
that was, was the thing that bridged the strategy and its
implementation… I published the result of this investigation in the
September 1987 issues of the ‘IBM Systems Journal’ in an article
entitled a ‘framework for information systems architecture’” – John
Zachman
6

25. WE HAVE OUR OWN HYPE CYCLE
expectations
Enterprise Information Architecture
Enterprise Business Architecture
EA Governance
5-10 years
Enterprise Architecture
Innovation
Trigger
Peak of
Trough of
Inflated
Disillusionment
Expectations
Source: Gartner July 2013
Slope of Enlightenment
Plateau of
Productivity
time
WE HAVE OUR OWN DILEMMA
Forrester’s illustration on the Enterprise Architect’s Dilemma
(…) It provides a good high-level understanding of the organizational barriers.
7

26. OUR DEFINITION OF ‘EA’
(INSPIRED BY GARTNER)
“EntErprisE ArchitEcturE (EA)
is the Process of translating
Business Vision and Strategy
into Effective Change by creating
and improving the Requirements,
Principles and Models of the
EntErprisE’s Future State, and
defining a Roadmap to enable
that future stAtE.”
Note : EA is still fairly young as Gartner ratified a standard definition of EA in May 2006
QUITE A BIT LIKE FAMILY COUNSELING
Photograph: http://www.thefellowshipfgc.co.za/family_counseling.htm
16/10/2013
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27. STARTS WITH BUSINESS VISION & STRATEGY
source: Walt Disney’s Alice in Wonderland (1951)
ARCHITECTING TO ENABLE CHANGE
Photograph: http://www.cpsu.org.au/agency/news/28662.htmls
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28. TRANSFORMING THE ENTERPRISE
trans·for·ma·tion
n.
1.
a. The act or an instance of transforming.
b. The state of being transformed.
2. A marked change, as in appearance or character, usually for the better.
http://www.thefreedictionary.com/transformation
NOBODY LIKES CHANGE, REALLY
Photograph: Bernd Vogel/Bernd Vogel/Corbis
16/10/2013
10

29. WHERE WE SIT ON THE ORG CHART
CEO
Finance
Human Resources
Strategy & Content
Consumer
Business Unit
Service Delivery
Engine
Enterprise
Business Unit
Product mgt., Marketing & Sales,
Customer Care
Architecture,
Planning &
Program Office
Carrier &
Wholesale
“IT”
Service
Platforms
Network
Information
Technology
Customer
Operations
Engineering & Operations
EA AS THE LINCHPIN
CEO
Finance
VISION
Human Resources
Product mgt., Marketing & Sales,
Customer Care
Network
BUSINESS
CAPABILITIES
DOING THE Service Delivery
Enterprise
Engine
Business Unit RIGHT THINGS
BUSINESS
REQUIREMENTS
Consumer
Business Unit
FACTORY
BUSINESS
Strategy & Content
Architecture,
Planning &
Program Office
“IT”
DOING THE
THINGS RIGHT
Service
Platforms
Information
Technology
REALITY
Carrier &
Wholesale
Customer
Operations
Engineering & Operations
11

30. WHERE WE USED TO SIT ON THE ORG CHART
before the SDE re-org of 2012
CEO
Finance
Human Resources
Strategy & Content
Consumer
Business Unit
Service Delivery
Engine
Enterprise
Business Unit
Product mgt., Marketing & Sales,
Customer Care
Network & IT
Transformation
Carrier & Wholesale
Program Office
Solution Development
Infrastructure Deployment
& Field Operations
Service Center & Remote
Infrastructure Operations
Customer Operations
Develop
Deploy
Operate
Serve
Architecture, Vendor Mgt
& Operational Excellence
THE ROLE CALLED ‘ENTERPRISE ARCHITECT’
The role of the ‘enterprise architect’ is
to get all the right questions
asked and answered
in the different decisional arena’s and
in a way that the whole is consistent.
Master of ICT Enterprise Architecture
“The end goal is not developing a model of ‘current
state => future state => roadmap’; it’s creating
insight that leads to well-found business decisions.”
– Alex Cullen, Vice President, Research Director at Forrester Research
12

31. UPPER LEFT CORNER OF SYSTEMS SIDE
Business Capabilities
the system
Enterprise
Architecture
= set of elements that together
constitute a functioning whole
Business Requirements
the plan
To give direction and
structure to purpose
= set of actors/agents that through
a series of activities realize an
objective
Supports / Enables / Automates
Master of ICT Enterprise Architecture 2010 – inno.com institute
TO GIVE DIRECTION & STRUCTURE TO PURPOSE
Photograph: http://www.barkcommunications.com/unleash-41801
13

32. THE REAL ARCHITECT OF THE ENTERPRISE
Photograph: http://www.digitaleconomics.nls
CROSS-FUNCTIONAL VERSATILISTS
We connect !
we join the dots,
link between boxes,
build bridges between silo’s ;
to create a greater
sense of the whole
as a unified and
functioning whole.
We are a lean & mean team of
cross-functional versatilists
 providing thought leadership
and guidance on architecture
aspects
 connecting at the level of the
enterprise
 delivering value through
those connections
because most of the other
people within the enterprise are
functional specialists that
remain within their own specific
box
14

33. WHAT DO YOU SEE?
Photograph: http://www.flickr.com/photos/jimmyharris//
SYDNEY OPERA HOUSE
Photograph: http://www.flickr.com/photos/jimmyharris//
15

34. DIFFERENCE BETWEEN SHAPE AND STRUCTURE
Shape = looking outside-in
Structure = looking inside-out
The shape of the enterprise is the boundaries
of its structure within the wider world.
The architect designed the shape of the Sydney Opera House
that you see. Much, much later the engineers designed the
internal structure to support it.
A FEDERATED MODEL FOR ARCHITECTURE
1
10
1. The enterprise
architect looking at the
bigger picture and long
term targets / roadmaps
to enable strategic goals
2. The domain architect
concerned with
maintaining and evolving
his/her domain
3. The project architect
focussing on delivering
solutions in line with
scope, time and budget
16

35. EA NEEDS SOLUTION ARCHITECTURE
Business Capabilities
Business Requirements
the plan
the system
Enterprise
Architecture
Mentor
To give direction and
structure to purpose
To turn means into
purposeful solutions
= to make EA a reality
Solution
Architecture
Guide
Review
= set of actors/agents that through
a series of activities realize an
objective
= set of elements that together
constitute a functioning whole
Supports / Enables / Automates
Master of ICT Enterprise Architecture 2010 – inno.com institute
INTEGRATED ARCHITECTURE FRAMEWORK
BiAF
Conceptual
Information
Business Process
IT systems
Target Operational Model
Logical
DistributionChannel
(SalesMarketing)
ProductCatalogue
0..*
o ffe re d to
1..1
va lid fo r
ValidityPeriod
(BaseT ypes)
Customer
(Customer)
0..*
de scribe
1..1
spe cify
1..*
o ffe re d a t
1..1
a ssigne d to
0..*
de scribe d in
0..*
o ffe r
1..1
va lid fo r
ProductOfferPrice
ProductOffer
1..1
spe cify
1..1
de scribe d by
0..*
de scribe
0..*
ha ve
AssignedProduct
1..*
co nta in
0..*
spe cifie s
0..*
o ffe re d in
SimpleProductOffer
OneT imeFee
BundledProductOffer
RecurrentFee
0..*
o ffe re d a s
0..*
spe cify
DeductionPlan
0..*
a pplica ble to
0..*
a pplie d fo r
ProductGroup
0..*
be lo ng to
0..*
e x ist o f
1..1
o ffe r
Product
ProductT emplate
1..*
use d in
0..*
use d in
0..*
co m po sitio n o f
1..*
co m po sitio n o f
ProductComponentT ype
ProductComponent
ProductMainComponent
1..1 0..*
spe cifiespe cify
d by
0..*
re fe re d by
1..1
de fine d by
0..*
re fe r
1..*
de fine
ProductComponentAttribute
1..*
spe cifie d by
Physical
BPM
EA
APP
17

36. BELGACOM ENTERPRISE INFORMATION MODEL
 an integrated extendible
enterprise information model
specifying the major
information concepts used in
Belgacom's business processes.
(eg. customer, party, order, ...),
their key attributes and
associations/relations.
 a common vocabulary to the
different business and IT
departments within Belgacom to
ensure that everyone uses the same
"language" in Belgacom's processes
and systems.
 a blueprint data model which
is to be reused as “the reference”
starting point during application
development and/or integration
into Belgacom's service oriented
architecture (SOA) and DWH.
FUNCTIONAL ARCHITECTURE
SUPPORTING TRANSFORMATION
separation of concerns
modular
layered
 clustering of related IT
capabilities into functional
blocks
 functional blocks providing
business services
 re-use of generic components
 each functional block can
contain 1 or more applications
 vendor selected per functional
block
loosely coupled
 between functional blocks
 via our One ESB
 with BEIM as canonical model
a Belgacom-specific, service-oriented approach for IT
a common language for IT ànd Business
18

37. BEFORE FAST
Communication
Order VOD
Commercial
Catalog
Notes
Customer
Opportunity
Survey (EUC app)
Portal
TV
GeoMarketing
Events
BCI
myHome
(FTTH+Mobile)
BPM
..
Lead
Drawings
Rosy
Opportunity
Files
Selling
Service Bundle::Offer
Quote
Service Bundle::Offer
TV
VOIP
HSI
EMAIL
HomeGateway
Mobile Voice
Mobile Handset
Mobile Data
3G Modem
Order Capture :: MigrateToNewOffer
InstallPoint
PerformCustomerOrderFeasibility
CurrentAsset
TV
PSTN
HSI
Customer
Asset
One Selling
One Selling
Instant Ordering
Service Bundle::VODpack
Commercial
Catalog
Allocate Subscriber Numbers
- Still supported?
- If yes, when
VOD
Mobile Voice
(Proximus)
Configure
Availability
Feasibility
Appointment
.
.
Notify Billing
Notify Billing
Notify Billing
Notify Billing
Notify Billing
Notify Billing
TV
VOIP
HSI
EMAIL
HomeGateway
Mobile Voice
Mobile Handset
Mobile Data
3G Modem
Commercial
Catalog
CustomerOrder 2
SiebelOrder
Notify Billing
Notify Billing
CustomerOrder 1
CancelCustomerOrder
SubmitCustomerOrder
HomeGateway
TV
VOIP
HSI
EMAIL
TV VOD
TV
TV REC
EMAIL BOX
EMAIL BOX
EMAIL BOX
EMAIL BOX
HomeGateway
Mobile Voice
Goods accepted
Update Inventory
Product Delivered
Bill & Notify
Product Delivered
Bill & Notify
Product Delivered
Bill & Notify
Product Order Completed
Service Order D
TV FOOT
EMAIL BOX
EMAIL BOX
EMAIL BOX
EMAIL BOX
Product Delivered
Bill & Notify
Product Order Completed
Service Order E
Mobile Voice
MMS
Delivery Confirmation
Service Order A
Service Order C
TV REC
Product Delivered
Service Order B
TV VOD
HSI
VoiceMail
Goods Delivery Completion
CPE Order Z
VOIP
3G Modem
SMS
3G Modem
TV FOOT
AV Security
Voucher 50 iTunes
DNS
Web Hosting
Order Execution Management
Via Shop, Partner or TaxiPost
Product Order Reassembly
TV VOD
CFS Decomposition
PSTN
Product Order Completed
Product Order Completed
Legacy Order Execution
Product Order Completed
Service Order X
OMS
Service
Decomposition
Aggregate sub service orders or
service order items status’s
Service Order
Status Management
Service Design
Update Inventory
Update Inventory
Service Order Execution
Management
Service Order Syncro
Service Design
Service Order Syncro
Task Creation
Task Execution
Validate
SIM Alloc
Mobile Data
Validate
SIM Alloc
PSTN
Validate
DN Alloc
Legacy
Order Exec
Flows
Delivery
Notify Billing
Delivery
NW Design
Notify UTS
Delivery
Notify NRM
Update Charging
Notify Billing
NPS
Resource Design
Hiq VOIP
IP
Address
Mgt
Logical Resource Management
Sync
Resource Alloc
Resource Alloc
Task / Job Engine
Job Creation
Job Scheduler
S6: NW Design
S7: NW resource alloc
S8: Delivery
IP Address
Mgt
DACTP
S9: Update NRM
NIP
(VOIP)
Number Mgt
VOIP
ACT IN
ACT VOIP
WFM
Sync
ISIS
Activation
Job Execution
TEST EMAIL
VLAN
Mgt
cfs-rfs
mappings
Resource
definitions
TEST HOME GATEWAY
JMS
Physical Inventory
WFM
Some physical resource
elements have a
logical resource equivalent
No WFM integration
during intermediate release.
Appointment & Work
optimisation handled by
deployment contracter.
DARE only as from 2012,
after having feedback info on
root cause analysis
DARE
Re-Active
Drawings
SalyExplorer
GIS
Before/After works
Backbone (Ethane) connection points
MIA
IP Address
Mgt
Comptel
InstantLink
ACT TV
DACTP
If VDSL2
ANA
ACT HSI
AHS (AHO)
IAB
ABR
ACT EMAILBOX
Work Force Management
VLAN
Mgt
PSY
services
definitions
Resource
Catalog
User
DACT PSTN
PNI/FIONA
ABD
Logical Resource
Management
Assigned
Resources
ResourceDeactivation
Service
Catalog
If we also document DP’s and
”passed” situations: would allow
UTAC for “passed”
Assigned
Services
S5: DN Alloc
BPM
Mobile
Logical Inventory
Services
Manage Workforce
Alloc Service ID
Notify Billing
Notify UTS
Inventory
Update Inventory
Task Creation
Mobile Voice
Central
Product
Information Mgt
Product Order Completed
Legacy Order Execution
Service Order F
TV VOD
Product Order Completed
Legacy Order Execution
Service Order F
Mobile Data
Mobile Data
Product Order Completed
Notify Directory Services
SUPS
Charging
Activation Engines
Sync
SALY
PWD
Generator
Services
Pro-Active Scheduler
Network
FITNESS
(TeraFibre)
AI
EWSD
S12
E-Mail
Profile
Radius
Profile
BAS
ALU IMS/SDP
(VSAM)
TV
(Total Manage)
Fiber NEM
Service
Gateway
Service
Verify
(TR-069)
OMC
Switching
(TR-069)
?
“AND DEFINING A ROADMAP TO…”
2 As Is
3
From/To
1 To Be
19

38. ROADMAPPING
“to make sure we do the right things”
What do we need (by when)?
Can we cope with
existing capabilities?
“70/20/10”
What do we do when and how?
Identify decision points
HEATMAPS
AS IS 3-level fit gap analysis
20

39. DRAMA OF OUR LEGACY OSS
not a burning platform
Strengths
Weaknesses
• meets current operational expectations
• high-level of process automization
• high level of exception handling capabilities
•
•
•
•
•
Opportunities
Threats
•…
• old versions
• accumulation of quick-fixes fine-tuned for
current business & operations
• scarce IT skills for legacy systems
optimized for current business
model & operations
few opportunities
gaps vs. long term vision
seperate core systems for fixed & mobile
tuned for legacy network topology
lacking federation of inventories
no real E2E support
long time to market for new products
IT debt to be dealt with
NO ‘BUILD NEW’ BUT ‘RE-CONSTRUCT’
Scenario
Assessment
“Patch it up”
• business as usual, no
fundamental changes (more
of the same , more on top)
• current short-comings, IT
deficit and complexity will
continue to grow
“Re-construct”
• major but step-by-step reconstruction of the IT
landscape
• risk of delay due to long-term
changes versus short-term
delivery needs
“Build new”
• new landscape built in parallel
with existing, slow
• complex migrations scenarios,
with difficult orchestration
between old and new (dual
focus for org)
16/10/2013
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40. ABOUT THAT ROADMAP
Your roadmap will always be wrong,
but serves at questioning your future.
Be very clear about
where you are going,
but very flexible in
how you get there.
ARCHITECTURE CONFORMANCE FRAMEWORK
“to make sure we do things right”
Intake
ACF #1 Initial feasibility
o
o
o
How does this fit with our Target
Architecture? (FAST & BEIM)
Can we (re-)use an existing application?
(70/20/10)
What standards are applicable?
ACF #3 Delivery
o
ACF #2 High Level Solution Design
o
o
o
What is being implemented? (FAST & BEIM)
How is it being implemented? (FAST & RSA &
70/20/10)
Any impact on the ‘bigger picture’?
o
o
Does what has been implemented accord with
the approved High Level Solution Design? (If
not, why?)
Have all Principles been adhered too? (If not,
why?)
Can we re-use any of the new functionality
elsewhere?
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41. EA HAS AN INDIRECT VALUE PROPOSITION
“There is no value in EA, in and of itself!”
The value of EA is in its execution. When
projects apply the prescriptive guidance
provided by EA.
EA questions:
By
EA




providing appropriate information,
makes sure that :
no unnecessary activity takes place
duplication and waste is minimized
(critical) resources are conserved
decisions on prioritization are (more)
efficient
 scope and planning is managed
 change is effective
idea
Does it progress the
business vision/strategy?
feasibility
Is it doable? Should it be
done?
plan
When and how should it
be done?
design
What standards &
principles are applicable?
build
Does what is being built
match with what is
required?
Does the outcome deliver
the identified benefits?
execute
WHAT YOU GET WITHOUT EA
Photograph: http://www.asfaltkonijn.be/?s=surr%C3%ABel
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42. OUR MAIN CHALLENGES




Changing role of IT
in the company
Changing/increasing demand
from the business side
Continuous pressure
on costs




Unclear transformation path
Lack of commitment from the business side
Project risk standing from sheer size of the
effort
Close link with other concurrent (non-IT)
transformation initiatives
IT as enabler of
leading to additio
customer data, h
IT contribution to
yardstick for ove
Ongoing price pr
Several rounds o
place
Need for smart,
lead to continuou
IT landscape in danger
of collapse
Transformation challenge



IT as a key busin
bottom-line optim
Shift from produc
centricity requirin



Complexity of architecture (fragmentation,
redundancies, …)
Underinvestment over past years (wrong mix of
Run vs. Change the business)
Increasing performance problems
Source: 2009 Boston Consulting Group study for ETIS
(TYPICAL) ATTENTION SPAN OF THE ENTERPRISE
Senior
Mgmt
???
Middle
Mgmt
The Floor
Operational
Mgmt
Master of ICT Enterprise Architecture 2010 – inno.com institute
“Most companies do have an IT architecture, but very few control it. Instead, it
grows organically, and the result is often duplicated systems, proliferating and
inconsistent data and makeshift integration. To make matters still more
complicated, at most large companies, even within divisions, many IT
initiatives are driven as much by short-term business wants/needs as by any
long-term blueprint.” (McKinsey Quarterly; IT architecture: Cutting costs and complexity, August 2009)
24

43. (DESPERATELY) SEEKING SPARRING PARTNER
Information
& Systems
?
Enterprise
Architecture
Business
Process
Master of ICT Enterprise Architecture 2010 – inno.com institute
MANY STAKEHOLDERS OF EA
25

44. TOP-DOWN VS. AND BOTTOM-UP
EA way of “framing” top-down
Direction
Structure
Reality
Purpose
Solution
Means
Business way of “appreciating” bottom-up
THAT CONTINUOUS ALIGNMENT CHALLENGE
Deliberate
Strategy
Intended
Strategy
Unrealised
Strategy
Things left behind
What we would like to
happen
Top-down objectives/
initiatives
Realised
Strategy
What actually occurs
Emergent
Strategy
Many day-to-day
decisions and
prioritisations
Having an IT transformation roadmap is not enough. You need to implement
it. Decisions with the allocation of funds & resources are not made within the
architecture itself, nor its roadmap. The evolution towards that desired
future state, which is laid out by the roadmap, needs to be safeguarded
through a governance process.
26

45. SYSTEMICALLY DESIRABLE
& CULTURALLY FEASIBLE
IF ONLY I COULD DO THIS
Photograph: http://www.photoree.com/photos/
27

46. EXECUTIVE SUMMARY
Adaptation of a Dilbert cartoon by Scott Adams from July 20; 1997
SHOULD YOU WANT TO REACH OUT
http://about.me/wouter.depoortere
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