Removing the barriers to business transformation with ArchiMate

from ideas to delivery© Corso 2013

Removing the barriers to business transforma8on with

ArchiMate®

Mar8n Owen CEO, Corso


Agenda

•  Typical Entry Points for Enterprise Architecture

•  What is ArchiMate? •  How ArchiMate helps business transforma8on •  Current tools used to manage business transforma8on


Typical Entry Points for EA


Entry Points for Business Transformation (1 of 3) Business Aim Entry Point Entry Point Entry Point Entry Point

Business Efficiency Use case 1-4

Business Transformation 1.  My operating cost in several

divisions is uncompetitive. I need to reduce operating spend 30% in 2 years. IT comprises 2%. Outlets will close, partners will be consolidated.

2.  With our recent acquisitions, we are restructuring the entire organization into four business units; what goes where, what do we keep, what do we eliminate, which processes do we retain and how do we logically proceed?

Specific Business Objective

1.  15% cost of returns for our products is far too high; we need to reduce this to 3 in 1 year. How? What’s affected?

2.  We need to launch two new customer services/programs in the next 18 months; what is needed, what are the steps, what is going to be affected?

Business Process Rationalization

1.  We know that the orders process for our EMEA division works well, but customer services processes are weak. How do we make them common?

2.  We have 13 business units and many of our common processes are different in each business unit; which processes represent the best practices for the organization? Can we standardize? How will these standard processes be enabled?

Excessive Operating Costs 1.  I’m stuck with this issue that 90% of

my IT budget is committed. I can’t drive more business efficiency projects because IT is unable to staff, promise and deliver. Show me THE PLAN to liberate resource & cost…affect on business? Changes?

2.  Where are my costs in my organization? Do I have redundancies in processes, technologies and infrastructure that can be eliminated?

IT Planning Optimization Use case 5-9

IT Consolidation and Maintenance Cost Cutting

1.  Eliminate 60% of my application portfolio in 5 years

2.  Free up maintenance costs to fund new growth.

IT Transformation 1.  Efficiencies were promised to

the board

2.  Time sequenced IT architecture planning

3.  Set milestones and goals

4.  Communicate progress to the board for approval and additional funding

Application Portfolio Management

1.  Captures and organizes information about the application portfolio

2.  Guide business and IT executives in making decisions around investing / replacing / retiring applications

Cloud Transformation 1.  Plan cloud strategy and deployment

2.  Manage cloud assets for reuse 3.  Guide transformation and reduce risk

Outsource Transformation

•  Plan outsource strategy and roadmap deployment

•  Asses options, costs, management approach.

•  Guide transformation and reduce risk


Entry Points for Business Transformation(2 of 3) Business Aim Entry Point Entry Point Entry Point Entry Point

ERP, Core Business Systems’ Transformation Use case 10-13

The ERP/ CBS Transformation 1. This is about replacing a broad set of applications with ERP, or a chosen “bought in” core system (CS , such as back-office banking or Insurance Admin.

2. Effectively we are standardizing on an ERP / CS application, and taking out many other RYO and previously purchased apps.

3. This is partly about cost. Also about process efficiency, also about driving standards.

Standardized ERP 1. I have 12 completely different configurations of my ERP; surely I should have some “commonality”. It'll save me large amounts, I think?

2. Can our organization be more effective and efficient if we standardize on ERP components, data and functions? Can we have SOPs utilizing our ERP across multiple business units?

SAP Migration 1. I need to replace 3 or 4 existing applications, with SAP. There are many linked infrastructure and data issues. Multiple Sap modules, inc sales management as well as “standard ERP”, how do I plan a seamless migration of data, functions and users?

ERP Control 1. As I do this upgrade, I want to make my move to new technology infrastructure. Who is served by this first?

2. I have numerous change requests for ERP licenses and upgrades; do we need these additional components and do they support our business goals and objectives? Also, are we utilizing all of the licenses and applications that we are currently paying for?

System of Systems Use case 14-17

MOD’s Systems of Systems Architecture (SOSA) Approach Issues were that previous architecting was domain driven; there were many disparate domain architectures (C4, ISTAR, SSCS, Subs, etc) All these domain-specific architectures were unshared, inconsistent, and varied in scope Solution -- SOSA: -Context Layer; System-of-systems architecture models Organizations and standards; Capability Configurations References to requirements. -Operational /Service Layer -Project/Program Layer (using tool like Rhapsody, RSA, etc).

Strategic, Capability and Operational Analysis Operational analysis to identify what organizations do and how best to implement changes to capability

Better understanding of who does what, where, and when, and why

Operational Architectures describe the major processes and activities that drive business/tactical operations. With the advent of DoDAF 2 (and MODAF), this now also includes strategic and capability views.

Planning of integrated ‘battlefield’ capabilities Planning of integrated ‘battlefield’ capabilities

Operational needs Resources Technology

Enable Program Funding For DoD, a Program must adhere to JCIDS (Joint Capabilities Integrated Development System) process and requirements

§ Process mandates reviews at various milestones (Example: KPT, Key performance parameters)

§ JCIDS Milestones require certain work products

§ Program pass key milestones in JCIDs process to get their funding

§ Audit trail that proper analysis, design, and architecture are complete and have a plan

Example: Information Support Plan (ISP)


Entry Points for Business Transformation (3 of 3) Business Aim Entry Point Entry Point Entry Point Entry Point

Service Architecture Use case 18-21

Business Service Management 1. Linking enterprise and development assets to the operations environment

2.  How can I review software development assets before they are officially deployed and visible to operations environment?

3.  How can I deploy and provision development assets to the operations environment more efficiently?

4.  How can I understand which development assets have been validated for new operational configurations?

5. How do I establish traceability between operation incidents that require development changes (RFEs and Defects) and the corresponding development assets?

What do I have? I need a view as to what REALLY is in production. 1. Before I plan where I go – the “to be architecture” I need to know what I HAVE. It’s in my CMDB.

2.  I actually don’t know what I have, particularly around my legacy “home grown”. What about my z-apps too? It’s NOT in my CMDB. How do I harvest? Can I make “services”?

3.  When I change, I’d like auto-population of the CMDB. Services, and not.

4.  When someone changes the CMDB, I’d like to see that as asset. In current architecture.

SOA Planning and developing the services that are maxi mum business value. They make the SOA work

§  How do I publish my process models in a way that drives solution architecture and delivery? §  How do I relate the details of my business process models to my overall business architecture?

Topology Deployment Planning & Automation §  How can I graphically define and automate the tasks necessary to provision content described in a deployment topology?

§  How can I automate the generation of workflow diagrams generated from topologies?

§  How can I publish automation workflows so that they can be shared with and governed for other stakeholders?

Governance, Risk and Compliance Use case 22-25

Governance Guide organization execution and priorities based on architectural plans

Risk Understand and manage business and technology risks related to business processes dependent on technology

Compliance Ensure compliance with business, technology, government and market standards such as SARBOX, GLB, ISO, COSO, ITIL

Auditing Audit the organizations assetts to support decisions and to understand impact of programs and projects.

from ideas to delivery© Corso 2013 © Corso 2013

What is ArchiMate?


What is ArchiMate?

•  ArchiMate is a modelling technique ("language") for describing enterprise architectures. It presents a clear set of concepts within and rela8onships between architecture domains, and offers a simple and uniform structure for describing the contents of these domains.


Domain Architectures

•  Within companies various domain architectures can be found – organiza8on, business process, applica8on, informa8on, and technical architectures

– each architecture domain has its own concepts for the modelling and visualiza8on of its internal coherence

–  these specific models and visualiza8ons simplify communica8on, discussion and analysis within the domain.


Domain Architecture Issues

•  The rela8ons between the concepts in these different domains are in many cases unclear

•  Architecture domains oTen par8ally overlap but use different no8ons to express the same ideas – unknown to the people using them

The resul8ng ambigui8es and confusion stand in the way of the flexibly and efficiently building enterprise architectures

from ideas to delivery

ArchiMate Metamodel

ArchiMate aims to do away with ambigui8es.

It presents a unified way of modeling an enterprise

architecture by integra8ng the various domains and

describing them in an easily readable way.

from ideas to delivery© Corso 2013 © Corso 2013

Standard Nota8on


What is the benefit of ArchiMate? •  It is an interna'onal, vendor-‐independent standard of The Open Group, libera8ng you from

the lock-‐in of vendor-‐specific tools and frameworks. There is ac8ve support from the ArchiMate Forum of The Open Group.

•  Its well-‐founded concepts and models provide precision. It helps you get away from the 'fuzzy pictures' image of architecture.

•  It is a lean and simple language. It contains just enough concepts for modeling enterprise architecture and is not bloated to include everything possible. Its uniform structure makes it easy to learn and apply.

•  It has clear links to exis'ng approaches for specific architecture areas such as soTware or business processes. Several concepts in ArchiMate have deliberately been borrowed from other languages such as UML or BPMN, to provide an easy bridge.

•  It does not prescribe a way of working, but it is easily combined with exis8ng methods such as TOGAF.

•  It has been tried and tested by many different user organiza8ons and is supported by numerous consultancies and soTware tools.


How ArchiMate helps business transforma8on

APM Entry Point


Business Transforma8on Benefits

•  Improve communica8on throughout organiza8on

•  Accurate, reliable plans and roadmaps •  Understand the impact of change and iden8fy real cost

•  Increased project success and reliability •  Standardized business and IT assets •  Traceability of objec8ves to projects for increased visibility


An EA Entry Point example

Applica8on Pordolio Management (APM)


Document Current State Architecture

Create roadmaps and plans for transitioning business and IT

Gather Business Architecture

Capture Information

System Architectures

Produce Technology Architecture

Define Transition Plans

Govern and Manage Solution Deployment

Govern Solutions

Manage Changes to Architecture

Activities 1.  Bus Exec: Set scope of initiative

(ArchiMate Motivation Extension) 2.  Bus Exec: Collect stakeholder/financial

priorities (ArchiMate Motivation Extension)

3.  Bus Analyst: Specify constraints and business rules (ArchiMate Motivation Extension)

Set Business Goals and Target Milestones, Business Direction

Define Strategy and Vision

Activities 7. Bus Analysts: Identify Current Business Capabilities (ArchiMate Business Service) 8. Bus Analysts: Capture Business Processes/Org Structure (ArchiMate Business Actor/ BPMN) 9. Bus Analyst: Optimize Business Processes (BPMN)

Activities 4.  Ops Analyst: Identify current physical

application assets (ArchiMate System Software )

5.  App Architect: Harvest appropriate applications for application architecture (ArchiMate Application Component)

6.  App Architect: Define key capabilities of Applications and usage patterns (ArchiMate Application Collaboration)

Recognize return on investment opportunities and maximise savings

Identify Opportunities and Solutions

Activities 13. App Architect: Map applications to required capabilities (ArchiMate Business/Application Layer) 14. Project Mgr/PMO: Document current solution projects (ArchiMate Implementation and Migration Extension) 15. App Architect: Identify overlapping capabilities in applications and provide recommendations – Future State (ArchiMate Implementation and Migration Extension) 16. Bus Exec/Stakeholders: Prioritize initiatives (ArchiMate Implementation and Migration Extension)

Activities 10. Tech Architect: Produce technology

reference model (ArchiMate Node, Device, Network)

11.  Tech Architect: Harvest existing technology (ArchiMate Node)

12.  Tech Architect: Map applications to technology (ArchiMate Application/Technology Layer)

Activities 17.  Project Mgr/PMO: Define Application Roadmap

(Corso Roadmapping and ArchiMate Implementation and Migration Extension)

18.  Bus Exec/IT Exec: Approve transition plans (Corso Roadmapping and ArchiMate Implementation and Migration Extension)

Activities 19.  Architect: Measure architecture

volatility (ArchiMate Model) 20.  Architect: Submit changes for

approval (ArchiMate Model) 21.  Stakeholder: Be notified when

architecture changes (ArchiMate Model)

22.  Review Board: Approve changes to Architecture (ArchiMate Model)

Activities 23.  Stakeholders: Provide metrics and

dashboards (ArchiMate Model) 24.  Architect: Provide reference guidance

to projects (ArchiMate Model) 25.  Architect: Feedback changes to

Architecture (ArchiMate Model) 26.  Architect: Publish assets for re-use,

knowledge mgt (ArchiMate Model)

IT op8miza8on / APM

A

BC D

E

F

G H

Applica8on Pordolio Management – Aligned with TOGAF 9 and ArchiMate


Current tools used to manage business transforma8on


PowerPoint Architec8ng

•  Good for presenta8ons •  Lack of consistency

– Seman8cs – Nota8on

•  No central repository •  No source of truth or integrity •  Hard to modify and keep up to date •  Spreadsheets get complex quickly •  A huge hidden cost in maintenance of models


Corso Solu8ons


IBM Ra8onal System Architect

•  In Gartner leaders quadrant for Enterprise Architecture

•  IBM’s enterprise architecture tool of choice •  Large interna8onal client base •  Created in 1987 as first EA tool •  Has developed over 8me and pioneered many firsts… – Framework manager, BPMN, TOGAF, Zachman etc.


IBM Ra8onal System Architect for ArchiMate

•  Method Wizard for quick build •  Full 2.0 nota8on •  Representa8onal consistency •  Out of the box Reports •  Explorer views •  Plug in for IBM Ra8onal System Architect

•  Cer8fied by the Open Group


Professional Services

•  ArchiMate Quick Start – Workshop with key stakeholders

•  Define the context of the Quick Start •  Define where to find the content and its suitability

– Refine ArchiMate metamodel – Gather then import model content from various sources (all mapped to ArchiMate)

– Create web based output and sample analy8cs ‘the quick start helped me get a vast amount of data into the tool, using the ArchiMate nota8on, in a short 8me and see immediate value’ – Financial Services Company


Document Current State Architecture

Create roadmaps and plans for transitioning business and IT

Gather Business Architecture

Capture Information

System Architectures

Produce Technology Architecture

Define Transition Plans

Govern and Manage Solution Deployment

Govern Solutions

Manage Changes to Architecture

Activities 1.  Bus Exec: Set scope of initiative (System

Architect for XT) 2.  Bus Exec: Collect stakeholder/financial

priorities (Focal Point) 3.  Bus Analyst: Specify constraints and

business rules (System Architect for XT)

Set Business Goals and Target Milestones, Business Direction

Define Strategy and Vision

Activities 7. Bus Analysts: Identify Current Business Capabilities (System Architect for XT) 8. Bus Analysts: Capture Business Processes/Org Structure (System Architect for XT) 9. Bus Analyst: Optimize Business Processes (System Architect Simulator)

Activities 4.  Ops Analyst: Identify current physical

application assets (Tivoli CCMDB/TADDM) 5.  App Architect: Harvest appropriate

applications for application architecture (System Architect, RAM)

6.  App Architect: Define key capabilities of Applications and usage patterns (System Architect, RAM)

Recognize return on investment opportunities and maximise savings

Identify Opportunities and Solutions

Activities 13. App Architect: Map applications to required capabilities (System Architect) 14. Project Mgr/PMO: Document current solution projects (RAM) 15. App Architect: Identify overlapping capabilities in applications and provide recommendations – Future State (System Architect) 16. Bus Exec/Stakeholders: Prioritize initiatives (Focal Point)

Activities 10. Tech Architect: Produce technology

reference model (System Architect) 11.  Tech Architect: Harvest existing

technology (Tivoli CCMDB/TADDM) 12.  Tech Architect: Map applications to

technology (System Architect)

Activities 17.  Project Mgr/PMO: Define Application Roadmap

(System Architect/Focal Point) 18.  Bus Exec/IT Exec: Approve transition plans

(Focal Point)

Activities 19.  Architect: Measure architecture

volatility (System Architect) 20.  Architect: Submit changes for

approval (RAM) 21.  Stakeholder: Be notified when

architecture changes (RAM) 22.  Review Board: Approve changes to

Architecture (RAM)

Activities 22.  Stakeholders: Provide metrics and

dashboards (System Architect (with Cognos))

23.  Architect: Provide reference guidance to projects (System Architect)

24.  Architect: Feedback changes to Architecture (System Architect)

25.  Architect: Publish assets for re-use, knowledge mgt (RAM)

IT op8miza8on / APM

A

BC D

E

F

G H

Applica8on Pordolio Management – Aligned with Corso SaaS offerings


SoTware as a Service

•  Solu8ons available to use today •  Monthly rental on Corso Cloud •  Use what you want, when you want •  Contact us for an evalua8on

www.corso3.com

Removing the barriers to business transformation with ArchiMate

Technology

collect stakeholderfinancial

define key

provide reference

define application

identify overlapping

measure architecture

manage business

optimize business