Estab Successful EA Program Office.ppt

Establishing a Successful Enterprise Architecture

Program Office

Presented by: Annette Hobbs, PMP

[email protected] Baltimore PMI Chapter

6/2006 Baltimore PMI Chapter 2

Agenda

• Background– What is Enterprise Architecture (EA)?– Why is EA important?

• How to create a successful EA program office

• Questions and Answers

6/2006 Baltimore PMI Chapter 3

What is Enterprise Architecture?• The fundamental organization of an enterprise

[ANSI/IEEE std 1471-2000]• The discipline of creating a blue print of an agency’s

business, data, applications and technology [FEA-PMO http://www.egov.gov]

• Enterprise [Houghton Mifflin]– An undertaking, especially one of some scope, complication,

and risk. – A business organization. – Industrious, systematic activity, especially when directed toward

profit: Private enterprise is basic to capitalism. • Architecture [Webster]

– The practice of designing structures (a discipline)– A coherent form or structure (an attribute)

6/2006 Baltimore PMI Chapter 4

Or we could say:

• Enterprise Architecture

Is the practice of designing and documenting the form or structure of a business organization’s undertaking.

6/2006 Baltimore PMI Chapter 5

Do all enterprises have an architecture?

• Absolutely!!!!

• Most enterprise architectures were not planned, they just happened.

6/2006 Baltimore PMI Chapter 6

A large part of the effort

• Involves analyzing and documenting the current architecture, as well as, planning, designing and engineering the future architecture.

6/2006 Baltimore PMI Chapter 7

EA Origin – John Zachman• Mr. Zachman focused on architecture

since 1970. His 1st article and the original framework was published in 1987 (“A Framework for Information Systems Architecture,” IBM Systems Journal, vol. 26(3), 1987. http://www.research.ibm.com/journal/sj/263/ibmsj2603E.pdf ).

• In 1992 John Zachman and John Sowa wrote another article (“Extending and Formalizing the Framework for Information Systems Architecture." J.F. Sowa and J. A. Zachman. IBM Systems Journal, vol. 31, no. 3, 1992. http://www.research.ibm.com/journal/sj/313/sowa.pdf) expanded the framework to its current 36 cell framework (“Enterprise Architecture – A Framework”).

Source: http://www.zachmaninternational.com

6/2006 Baltimore PMI Chapter 8

Zachman’s A Framework for Enterprise Architecture

® John A. Zachman, Zachman International http://www.zachmaninternational.coml

Bus

ines

sT

echn

ical

6/2006 Baltimore PMI Chapter 9

Perspectives

• Planner

• Owner

• Designer

• Builder

• Sub-contractor

• User in the functioning enterprise

6/2006 Baltimore PMI Chapter 10

Zachman – for School ClassroomWhatThings

HowProcesses

WhereLocations

WhoPeople

WhenTime

WhyMotivation

Planner Approved Curriculum

Approved teaching delivery

Delivery technique

Professors

Instructors

Staff

School calendar

Government mandates

Owner Material of classroom content

Delivery according to student needs

Location of facilities

Teacher workflow

Teaching schedule

Scholastic achievement targets

Designer Optimal material composition

Optimal delivery of course plan

Preferred location of teaching activities

Teacher and student ratios

Student and teacher interaction

Grading rules and guidelines

Builder Practical material composition

Course plan based on enrollment & facility

Realistic location for activities

Class assignments to remove conflicts

Teacher assignments

Teacher rules and guidelines

Sub-contractor

Arrange classroom things

Lesson plan Location of classroom materials

Security needs

Attendance

Dismissals

Strategy & tactics based on plan, time, location & students

Functioning Enterprise

Books Montessori or individualization

Classroom Students & teachers

Timetables Prepared students

Source: O’Rourke, C. (2003); Enterprise Architecture Using the Zachman Framework; Course Technology

6/2006 Baltimore PMI Chapter 11

Why is EA Important?• Enterprise Architectures (EA) help align the infrastructure with the

business mission.

− Provides details of relationships.

− Identifies gaps between needs and capabilities.

− Describes where we are and where we are going.

• EA is a tool; for when “systems” are built they become business tools.

− Provides communications mechanism between business stakeholders because stovepiped-processes and systems lead to wasteful duplication.

− Promotes interoperability and resource sharing providing greater potential for cost savings.

“Can’t afford not to. The alternative is to suboptimize the enterprise’s performance and results.”, Randy Hite, Director of Information Technology Issues at GAO

6/2006 Baltimore PMI Chapter 12

Zachman on EA value

Without the EA you can NOT achieve:

• IT alignment with the business goals

• Integration

• Change management

• Reduced time to market

Speech at Data Management and Information Quality Conferences in the UK, 7-10 November 2005

6/2006 Baltimore PMI Chapter 13

Change ManagementEA’s value is tied directly to its ability help organizations deal with

complexity and change. The greater the complexity and the greater the envisioned change, the greater will be the EA value to facilitate that change.

• Readily available descriptive representations of the enterprise• Ability to unify and integrate business processes across the

enterprise• Ability to unify and integrate data across the enterprise• Increased flexibility of the enterprise to link with external

partners • Increased agility by lowering the "complexity barrier“. • Reduced solution delivery time and development costs by

maximizing reuse of enterprise models • Ability to create a common vision of the future shared by the

business and IT communities = continuous business/IT alignment

Source: Brown, A. (2004), “Enterprise Architecture Value Proposition”

6/2006 Baltimore PMI Chapter 14

EA Return on Investment or Return on Asset

• Return on Investment:– John Hancock realized a $6.25M savings on redundancies

discovered.– Dow realized $300M savings on revenue from implemented a

new project identified through EA work. – Key Corp realized a 1 year savings of $7M in reduction in

software maintenance

• Return on Asset:– EA helps you make decisions that will in due course improve

your business’ productivity

Source: Blevins, T. (2004, April). “Enterprise Architecture: Return on Investment”. http://www.opengroup.org/comm/newsletter/2004/04.htm

6/2006 Baltimore PMI Chapter 15

Federal Government EA History

• The Clinger-Cohen Act - 1996

• Federal Enterprise Architecture Framework (FEAF) - 1999

• OMB Circular A-130 - 2000

• The E-Government Act - 2002

• OMB Circular A-11 – 2004

• Various OMB memorandums

6/2006 Baltimore PMI Chapter 16

OMB’s EA Assessment Frameworkfor 2006

• Use your EA to demonstrate results

• Do you have an EA? Does it integrate cross agencies?

• Does it show (business) results?

6/2006 Baltimore PMI Chapter 17

Future of EA in Federal Government

Pro

gram

Sol

utio

n

Pro

gram

Sol

utio

n

Pro

gram

Sol

utio

n

Pro

gram

Sol

utio

n

Agency/Bureau Solutions

Department/Agency Solutions

Federal Government-wide SolutionsE-Gov initiatives

LOB

Centers of Excellence

Smart Buy

Implementation/use of Government-wideLower level Architectures include Department and Agency solutions

Agencies include Gov-wide Initiatives in their EA

Department/Agency Specific

Agencies Contribute to Gov-wide Initiatives

Source: Dick Burk Briefing at IAC meeting 1/27/2006

6/2006 Baltimore PMI Chapter 18

Strategic Plan

Enterprise Architecture

Today’s Architecture

Future Architecture

(today +)

Migration Plan

FY FY FY FY

$$$ $$$ $$$ $$$

$$$ $$$ $$$ $$$

$$$ $$$ $$$ $$$

Maps Investment to Returns

Capital Investment Planning

6/2006 Baltimore PMI Chapter 19

Now that we understand what an EA is and its value to an organization

Let’s talk about how to establish a successful EA program office

6/2006 Baltimore PMI Chapter 20

Staff the Program Office

• Typically a staff of 4-6 people working closely with functional staff and system developers– Chief Architect – Business Architect– Systems Architect– Data Architect– EA Tool Expert

• Make sure staff is qualified and trained

6/2006 Baltimore PMI Chapter 21

Identify other stakeholders

• Sponsor – Champion of the EA program & ensures resources

• Business Manager – Participates in EA decisions and promotes EA solutions

• Business End-Users – Identifies requirement and provides feedback on results of solutions

• CIO – Executive leader & primary EA decision maker

• Other Chief Architects of related businesses

6/2006 Baltimore PMI Chapter 22

Determine the purpose of “your” EA

• This is unique to each organization

• Helps answer some other questions that will need to be answered for future decisions

• Helps determines the depth and breadth of the EA effort

6/2006 Baltimore PMI Chapter 23

Create a charter

• Similar to one for projects

• Short, concise but informative

• Obtain signatures

• May be called other names in different organizations

6/2006 Baltimore PMI Chapter 24

Select an EA Framework Below is a partial list of available frameworks

• Zachman http://www.zifa.com/• EA3 – Scott Bernard • Federal Enterprise Architecture Framework (FEAF)http://www.cio.gov/archive/bpeaguide.pdf • Department of Defense Architecture Framework (DODAF)http://www.defenselink.mil/nii/doc/DoDAF_v1_Volume_I.pdf • Gartner Group• Purdue Enterprise Reference Architecture• Information Framework (IFW)• Treasury Enterprise Architecture Framework (TEAF)• NIST Enterprise Architecture Framework• TOGAF Open Group http://www.opengroup.org/architecture/togaf/

The framework should support your organization’s specific needs, uses and scope of the effort

6/2006 Baltimore PMI Chapter 25

Determine and Document EA Implementation Methodology

• Detailed step-by-step description• Describes how EA program will be:

– Established– Executed

• Describes how the EA documentation will be:– Developed– Maintained – Used

6/2006 Baltimore PMI Chapter 26

Determine Methods for Collecting and Documenting EA

• Centralized– Makes integration and maintenance easier– Might make buy-in harder– Are there enough resources with the necessary skills?

• Decentralized– Make buy-in easier– Decentralized offices might not participate– Makes integration and maintenance harder– Program Office must create guidelines and standards that will

continually be challenged• Combination

– Program Office provides overarching enterprise structure for starting the effort

– Program Office facilitates modeling and documentation sessions– Business organizations must provide subject matter experts– Resources and schedules are challenging – Requires strong EA sponsorship at the right level in the organization

6/2006 Baltimore PMI Chapter 27

Establish Governance

• How will conflicts be resolved?• How will changes be approved?• Who will approve changes?• How will versions be controlled?• How will the EA be enforced?• How often will EA documents be re-

published?• Etc.

6/2006 Baltimore PMI Chapter 28

Develop an EA Management Plan

• Documents the enterprise’s:– Summary of the current and future

architecture– Performance gaps, – Planned solutions – Resource requirements, – EA management process– EA implementation methodology– EA framework

6/2006 Baltimore PMI Chapter 29

EA Management Plan (continued)

• Living document• Updated at regular intervals (annually)• Placed under version control• Sequencing sub-plan section:

– Tasks– Milestones – Timeframes for implementing new EA

components and artifacts– May have dependencies

6/2006 Baltimore PMI Chapter 30

Select Tools

• No single tool currently exists• Types of tools to consider:

– Database or Repository– Documentation tools– Communication tools– Modeling tools– Analysis tools– Business intelligence tools– Decision support tools

• Initial tool needed is the repository

6/2006 Baltimore PMI Chapter 31

Purpose of EA Repository Tool

• Single place for storage & retrieval of EA artifacts

• Easy access

• “One-stop-shop” for all the documents

6/2006 Baltimore PMI Chapter 32

Places to Look for EA Tool Assessments

• Gartner Group studies

• Institute for Enterprise Architecture Developments (IFEAD) tools assessment and EA Tool Selection Guideline http://www.enterprise-architecture.info/EA_Tools.htm

6/2006 Baltimore PMI Chapter 33

Don’t forget the following critical steps:

• Develop a Communications Plan

• Build templates and offer good examples

• Obtain buy-in from participants

• Manage stakeholders

• Use EA for management decisions– Analysis tools– Decision support tools

6/2006 Baltimore PMI Chapter 34

Questions & Discussion