METIMEA.ca The Systematic Enterprise: How to synchronize EA, PM and other management methods Alana Boltwood Consultant in Enterprise Architecture, Methodology.

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The Systematic Enterprise: How to synchronize EA, PM and other management methods

Alana BoltwoodConsultant in Enterprise Architecture, Methodology and Information ManagementEnterprise Architecture Symposium, TorontoMarch 29-30, 2010

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A plethora of formal methods

Vision Stateme

ntStrategic Planning

Acc

ounting &

Fin

ance

Opera

tio

ns

Mar

ketin

g, S

ales

,

Com

mun

icat

ions

Hum

an

Res

ourc

es

Information Technology

IM

EA

PMBoK

CMM

Portfolio Mgmt

BPMSDLC ITSM

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Example: Government of Ontario• Results-Based Planning (Controllership)• Unified IT Project Methodology

– Portfolio Management– Enterprise Architecture– Systems Development Life Cycle

• IT Service Management: Change Advisory Board• Enterprise Information Management• Capability Maturity Model• … and more…• Federated model (ministry, cluster, corporate

levels)

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The Systematic Enterprise

• Uses formal management methods and frameworks to:– Translate the enterprise vision into results– Do business more efficiently– Serve customers more effectively– Reduce errors and increase reliability– Manage risk

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When you have multiple formal methods• Competing philosophies• Inconsistent frameworks, terms, methods• Redundant documents and repositories• Overlapping governance approvals• Extra bureaucracy & confusion• Reduces the benefits of formal methods• Result: Not a systematic enterprise

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How can we get the benefits of many formal management methods, without redundancy and confusion?

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Take a holistic approach to Systematic Enterprise governance.

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Holistic

• From holos, Greek, meaning all, entire, total

• "The whole is more than the sum of its parts" - Aristotle

• To develop a Systematic Enterprise, you can’t just manage each aspect separately

• The enterprise as a whole determines how its parts behave

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Understanding the enterprise as a whole• Observe how stuff gets done: individual or

team effort? Quick or deliberate? Command or consultation?

• Ask employees to create music, games or artworks that express how the organization behaves

• Evaluate how “systematic” the enterprise is now

• Ask how systematic the enterprise wants to be

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Evaluate the needs for formal methods• Each current formal method

– Why adopted?– In use across the enterprise?– Adapted well to the culture?– Strengths? Weaknesses?

• The set of formal methods– Are there redundant deliverables?– Is the governance coordinated?– Is there any inconsistency or confusion?

• Business functions that need a formal method

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How do we synchronize the formal methods?

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Set the enterprise boundary

Need a champion to align across the

organization

Pilot-testPlan for later expansion

Consider subsidiaries &

agencies

Consider suppliers, clients,

partners

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Initial steps

• Get general agreement to synchronize• Find the formal methods being used (in all

departments)• Decide which methods to continue, and to add• Set objectives & performance indicators for the

holistic approach• Create task force to synchronize the methods,

frameworks, deliverables, repositories & software

• Compare & map the framework elements

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Example: harmonized project & architecture governance in Government of OntarioUnified Project Methodology

Enterprise Architecture approvals

Gate 0 Feasibility

Gate 1 Approval Checkpoint 0 (plans for doing EA)

Gate 2 Project Charter

Gate 3 Project Plan Checkpoint 1 (Zachman rows 1&2)Checkpoint 2 (Zachman row 3)

Gate 4 Revised docs after implementation

Checkpoint 3 (Zachman row 4)

Gate 5 Close-out review Checkpoint 4 (lessons learned)

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Comparing PMBoK and TOGAF phases Establish PM & EA methods

Concept Phase

Definition Phase

Planning Phase

Implementation Phase

Close-out Phase

Both are process-oriented frameworks

PMBoK• Time-limited• Single passTOGAF • Ongoing• Iterative cycle

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Short situations

Compare the methods

Ongoing enterprise governance

Long time spans Long time spans

Short situations

Tec

hnol

ogy

B

usin

ess

Short situations

Short situations

Deliverables

Terminology

Phases Criteria

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Harmonizing the deliverables• Compare & analyze elements of your formal

methods• Combine the glossaries to find synonyms,

homonyms• Use metamodeling to un-duplicate information

structures• Training, hiring & updates will be easier if you

avoid changing the original methods, frameworks & deliverables

• Use software & repository to reuse content in multiple deliverables

• Anticipate adding other formal methods

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Example: Ways to record responsibilitiesService Integration &

Accountability ModelService Provider

organization

Client organization

Service

Output Service Level Agreement

RACI Chart

Con

tracts

Pla

nn

ing

Opera

tion

s

Dep’t A R R A

Dep’t B C I R

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Use one high-level enterprise description

Process Models, BPM

Budget

Project Portfolio Management

Document & Records Management

Business Rules

Vision & Goals

Strategy

Policy

Organization Chart

Function

HierarchyProduct /

Service CatalogData

architecture

Cost accountin

g

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Establishing the holistic approach• Establish one authoritative enterprise

description• Declare the synchronized framework of

methods• Establish governance policies & approvals• Select pilot department and projects• Train staff in the holistic approach• Start using it!• Evaluate & improve the holistic approach• Add & update formal methods as required

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Evaluating your holistic approach• Across the enterprise?• One enterprise

description?

• Fits the culture?• Affordable to start up

and practice?• Fast governance

approvals?• Increased maturity

levels (using CMM or similar)?

• Will it make the enterprise more systematic?– Achieve business goals– Do business more

efficiently (save time & money)

– Reduce errors and increase reliability

– Deliver better customer service

– Manage risk

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Questions? Discussion?Alana BoltwoodConsultant in Enterprise Architecture, Methodology and Information [email protected] at Metimea.ca