Time-Lapse EAM
Time-Lapse EAM
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview
09:25-09:45 Case Study Description
09:45-10:15 R&H Travel Solution
10:15-10:30 Break 10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
2
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview 09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution
10:15-10:30 Break 10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
3
Introduction
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Jon acts as a solution architect and project manager for business transformations within telecommunications and banking.
His experience spans over 20 years of supporting startups, SMEs and international enterprises and is currently looking into R&D subjects involving Information Security/Data Architecture.
He supports Roger as a member of the IASA Germany Chapter Board looking to establish the role that Solution Architects play in Enterprise Architecture Management.
Roger is an Enterprise Architect with over 20 years of experience in transforming business strategies into business capabilities for large corporations in the USA, Europe and Asia.
As Enterprise Architect at DB Systel, Roger supports the business strategy and goals through the development of enterprise-wide IT strategies and solutions.
As Chapter President in Germany for Iasa, Roger promotes the awareness and the value of Enterprise Architecture Management and the IT-Architecture profession in general across the industry
Goals of the Workshop
Workshop Goals n Present a process for transforming business strategy into viable enterprise-wide
solutions that ensures business value and alignment n The fundamental premise is that IT solutions ensure business value when the solution
decisions can be traced back to the original business strategy and goals
Learning goals
n The participants achieve an overview of the following topics: n Definition of Enterprise Architecture
n Enterprise-Architecture process from requirements analysis to solution creation and planning
n Business capabilities and capability-based planning
n Viewpoints that describe an enterprise-wide solution
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09:00-09:10 Introduction and Workshop Goals
09:10-09:25 EAM Overview 09:25-09:45 Case Study Description
09:45-10:15 R&H Travel Solution 10:15-10:30 Break
10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
6
EAM Definition E = Enterprise
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Federal Enterprise Architecture Framework (FEAF) Levels and Attributes
EAM Definition A = Architecture
Business Architecture § Goals, KPIs § Organisation (Structure, Culture, Skills, Knowledge) § Location § Business Capabilities and Functions § Business Services § Processes § Products and Services § Partners and Suppliers
Information Architecture § Business Objects § Information Flow § Data Governance
Application Architecture § Applications § Components § Data Entities § Interfaces
Infrastructure Architecture § Software und Hardware Server § Storage und Network § Facilities
8 2015-01-15
Architectural Elements
EAM Definition M = Management
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Primary Focus of EAM is IT and Process Portfolio Management
Strategy Management
Product Management
EAM Portfolio
Finance Management
Project Management
IT and Process Portfolio
Management
Resource Management
EAM End-to-End Process
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Develop strategy Develop solution Plan and implement Optimize Perform current-state analysis
Purpose § Achieve transparency § Understand the current state § Clarify the context and
conditions § Identify risks and
opportunities
§ Provide long-term orientation
§ Stipulate the goals and objectives
§ Verify requirements § Determine suitable solution
that supports the business goals and standards
§ Prioritize and plan the implementation activities
§ Commission the projects
§ Verify that the business goals have been met
§ Continuous improvement
Deliverables § Motivation § Domain model § Capability map § Value Chain § Description of current-state
architecture § Architectural analysis § Risks, open issues, and
constraints § Stakeholder analysis § SWOT and Market analysis
§ Vision, Goals, KPIs § Requirements § Principles und Guidelines § Business and IT Strategy § Product portfolio analysis
and planning § Communications plan § Resource plan
§ Business Scenarios § Capability Map § Impact- und Gap-Analysis § Solution options for all
architectural elements § Solution assessment based
on predefined criteria § Product evaluation and call
for tender § Business case § Make, Buy, Reuse decision § Proposal § Target architecture § Intermediate architectures
§ Feasibility study § Migration concept § Functional and technical
Roadmap § Budget plan and forecast § Project charters § Project portfolio planning § Release plans
§ Process description § Maturity Assessment § Tool support § Standards § KPI Assessment § Architecture Compliance
Review § Training requirements § Lessons Learned
EAM End-to-End Process Workshop Scope
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Develop strategy Develop solution Plan and implement Optimize Perform current-state analysis
Purpose § Achieve transparency § Understand the current state § Clarify the context and
conditions § Identify risks and
opportunities
§ Provide long-term orientation
§ Stipulate the goals and objectives
§ Verify requirements § Determine suitable solution
that supports the business goals and standards
§ Prioritize and plan the implementation activities
§ Commission the projects
§ Verify that the business goals have been met
§ Continuous improvement
Deliverables § Motivation § Domain model § Capability map § Value Chain § Description of current-state
architecture § Architectural analysis § Risks, open issues, and
constraints § Stakeholder analysis § SWOT and Market analysis
§ Vision, Goals, KPIs § Requirements § Principles und Guidelines § Business and IT Strategy § Product portfolio analysis
and planning § Communications plan § Resource plan
§ Business Scenarios § Capability Map § Impact- und Gap-Analysis § Solution options for all
architectural elements § Solution assessment based
on predefined criteria § Product evaluation and call
for tender § Business case § Make, Buy, Reuse decision § Proposal § Target architecture § Intermediate architectures
§ Feasibility study § Migration concept § Functional and technical
Roadmap § Budget plan and forecast § Project charters § Project portfolio planning § Release plans
§ Process description § Maturity Assessment § Tool support § Standards § KPI Assessment § Architecture Compliance
Review § Training requirements § Lessons Learned
Business Capabilities
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Derived from:
Realized with:
Organisation (Structure, Culture, Employees, Skills, Knowledge, Financials,
Location, Facilities)
Business Capability
Information (Objects, Flow)
Requirements Strategy
Products and Services
Technologies (Applications,
Infrastructure, Tools)
Goals
Prozess
Partners and Suppliers
Business Capabilities
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Derived from:
Realized with:
Organization
Business Capability
Information
Requriements Strategy
Products and Services
Technologies
Goals
Prozess
Partners and Suppliers
n Capability n A business capability is the internal ability to deliver a specified business outcome n Business capabilities are an abstraction of the Organization, Processes, Information,
Technology, etc. n Business capabilities are stable, internal business functions that bring structure to the
enterprise architecture n Capabilities define what is required for an organization to succeed in the marketplace
n Capability Map n A capability taxonomy n The capability map represents all of the capabilities essential to the business operating
model and value chain
n Principles n Represent distinct, stable business functions n Define what a business does, not where, why, or how
something is done n Are nouns, not verbs n Are defined in business, not technical terms n Have relationships to organization units, information,
resources, technologies, etc., but do not contain, encompass, or subsume these aspects
n Outsourced capabilities also belong to the business n A capability map should be implemented once for an
organization and cross organizational and process boundaries
n Capability Maps should contain at least two, but no more than five levels
n Uses n Validate strategic direction n Ensure Business-IT Alignment n Support investment and outsourcing decisions n Prioritize IT Requirements
n Analysis Criteria n Strategic Importance (strategic, value-add, support) n Value proposition (cost, revenue, image, agility, quality,
compliance, security, …) n Competitive Differentiation n Ability to execute (maturity of processes, technology,
organization, products, partners, …) n Risk potential (Vendor viability, Market and political
environment, customer acceptance, realization complexity and duration, …)
n Change dynamic (how often the capability will change)
R&H Travel Case Study Capability Model
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Business Capabilities
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CEO and Board
Flights Division
Sales and Marketing
Airline Contracting
Domestic
International
Package Travel
Sales and Marketing
Offer Management
Custom Travel Division
Travel Planning
Sales and Marketing
Partner Coordination
Group travel Division
Group Planning
Sales and Marketing
Group Logistics
Package Mangement
Travel Company
Management Support
Legal and Risk
Human Resources
Finance
Facilities Managmeent
IT
Corporate Development
Account Management
Sales and Marketing Corporate Partner
Management Products and
Services Travel
Management
Capabilities
Business Capabilities Level of Detail
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Purpose Audience
Level 1 § Facilitate enterprise and cross-functional strategic discussions and decision making
§ Executive Leadership
Level 2 § Facilitate strategic discussions and decision making
§ Inform scope decisions, implementation planning, and business process redesign
§ Executive Leadership
§ Business Analysts
§ Enterprise Architects
Level 3 § Identify areas of integration
§ Inform business process & capability redesign
§ Operational Leadership
§ Business Analysts
§ Enterprise and Solution Architects
Level 4 § Identify opportunities to rationalize applications, data, etc.
§ Identify opportunities for shared enterprise solutions
§ Operational Leadership
§ Requirements Analysts
§ Enterprise, Solution, Application, and Technical Architects
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview
09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution
10:15-10:30 Break
10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
17
Rhoades and Hills Travel Case Study
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R&H Travel Case Study Vision
Originally founded over 10 years ago to serve the private leisure market, R&H has grown significantly in terms of serviced customers, partners and of course revenue and is looking to enter the more lucrative yet demanding business travel market.
Company Stakeholders and Top Management have decided that R&H should enter the business/corporate travel business in 2016. At Rhoades and Hills (R&H) they understand that every company is different and that is why they plan to create a customized travel program that is tailored to the business customer's needs. They look at every travel program as a partnership.
In an incredibly fast-changing travel environment, their want to create long-term clients are testament to our ability to adapt, innovate and constantly move forward. Just as clients place their trust in R&H, R&H places their trust in their most precious resource, their people. They are empowered to make immediate decisions and react instantly to client needs.
Their personalized approach to travel management means that each client will have a dedicated account manager as the key point of contact for all travel program needs. A vibrant, dynamic and innovative approach in delivering travel requirements and one that would not only minimize travel spend, but also deliver a high quality service to travelers.
Rhoades and Hills wants to be recognized as one of the “premiere” business travel service providers in the country, and one of the leading travel management companies overall in Germany by 2019. They have developed industry leading best practices and benchmarking insight for their clients. R&H management approach has three cornerstones: customer service, cost control and trust.
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R&H Travel Case Study Problem and Business Goals
What is the problem that we are trying to solve with the strategy?
n Leisure travel is decreasing and, with it, revenues
n Customers who both travel for pleasure and business need a better booking experience
n Similar competitors already service business customers
What do we hope to achieve with the strategy?
n Reuse the capabilities and capacities that have already been established for the private market
n Growth in revenue as the business market is on average more lucrative
n Growth in hotel and flight bookings so that better discounts can be achieved
n Establish a better pipeline of bookings that is not so dependent on the holiday seasons of private customers
n Develop long lasting relationships with corporations
What are the constraints?
n The budget for the next 4 years has been set at 8.5 million Euros, not including acquisitions of new partners or Marketing
n Only the German speaking market first
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R&H Travel Case Study Goals (1 of 2)
Account Management Processes and Best Practices
n Ensures each R&H corporate client receives customized travel management assistance and benchmarking through a dedicated R&H Account Manager.
Customized corporate travel portal
n R&H is able to offer a customized web portal to assist in streamlining, automating and organizing travel programs and policies for R&H clients. It serves as a central point of information for travelers and travel managers alike.
Online Travel Booking Tools
n Offer a portfolio of secure, web-based corporate travel booking tools which provide business travelers with the ability to quickly plan and book complete travel itineraries, right from their desktop computers, while adhering to their employer’s travel policies.
On Demand Reporting. Real-time data. Anytime. Anywhere.
n State of the art web-based reporting with integrated, customizable dashboards on a user-by-user basis featuring on-demand reports, invoices and benchmarking resources. The simplicity of the user interface with back-end sophistication allows for batch reporting specific to your organization and a fully automated report delivery process.
Safety and security travel solution
n A turnkey safety and security travel solution featuring a mobile app, push notification travel alerts and a web-based tracker map to help employers keep track of all their traveling staff 24/7, as well as remote tracking capabilities.
Global Travel Services and Data Consolidation
n Cover more than 80 markets worldwide through its membership in Radius Travel. Each member knows its market the way R&H knows it's market, so their travelers and local offices have local resources to turn to – people who understand the language, culture, and all that is distinctive about their market.
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R&H Travel Case Study Goals (2 of 2)
Web Fare and Low Cost Airfare Search Engine
n Utilize technology that simultaneously searches over 150 different sites providing real-time, aggregated access to low-cost-carriers, airline web fares, and non-GDS and GDS carrier schedules and fares. This results in “Total Option Pricing” for their clients.
Quality Control Systems
n Deliver customized quality control and automated file finishing capabilities. The system automatically reviews every aspect of the reservation from the time it is booked until travel commences ensuring that company travel policies are adhered to and that traveller preferences are met in an efficient and accurate manner.
n Throughout the process communicate with the traveller from check-in notifications to itinerary updates.
Full service air desk
n Offer an international and trans-border rate desk manned by a team of fare specialists with years of experience and expertise in the use of airline tariffs, creative ticketing options, non-published fares and the latest airline promotions from 50 different companies.
A 24-7 global call response solution for travelers
n As the world becomes smaller and their travelers can be anywhere at any time, it has become increasingly necessary for them to have access to personalized service around the clock.
Executive Travel Services
n Provide travel services tailored to the busy corporate executive. R&H team of highly skilled “Elite Travel Advisors” understand the increasing demands, needs and time constraints of the corporate executive and will assist in making sure that every possible comfort is prearranged and delivered with unparalleled service.
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R&H Travel Case Study Key Requirements (1/2)
n Establish and/or partner with established loyalty programs and service offerings
n Focus search capabilities on dates & times rather than costs
n Include location services to enrich the information available to business customers
n Promotions and pricing based on short-notice, flexible, weekday, city-travel bookings
n Corporate accounts and profiles
n Company invoicing, including integration with company processes and systems
n Company reporting, including company-wide travel activities, financial accounting and reporting, compliance reporting and restrictions (e.g. archiving for SOX) etc.
n Manage expenses to allow the compliance and integration with company processes, systems, and policies for expense approval and reimbursement
n Expense reporting
n Receipt management
n Integration with company processes and policies such as approval process and booking restrictions
n Access control
n Aggregated reporting for department managers and accounting
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R&H Travel Case Study Key Requirements (2/2)
n Pre and post trip reporting for traveler and management
n Booking through a representative,
n Ability to ensure colleagues travel together
n Personal profiles include specific airlines, hotel chains, and car rental companies
n Simplified search and interfaces with limited options to speed search and booking time
n Addition of search criteria for things important to business travelers
n Priority customer support for frequent travelers (also based on company SLAs)
n Live or online travel agent support
n Cross-Selling based on company‘s travel behaviour and traveler‘s desire to combine business and leisure trips
n New pricing models, including traveler and supplier-side fees and commissions
n Offerings for higher-scale business hotels
n Additional offerings for catering
n Site Customization
n Integration with corporate human resources systems to automatically update profiles
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R&H Travel Case Study Organizational Structure
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CEO and Board
Flights Division
Sales and Marketing
Airline Contracting
Domestic
International
Package Travel
Sales and Marketing
Offer management
Custom Travel Division
Travel Planning Support
Sales and Marketing
Partner Coordination
Group travel Division
Customer Support
Sales and Marketing
Group Logistics
Package Mangement
Travel Company
Management
Admin-istration
Legal and Risk
Human Resources
Finance
Facilities Managmeent
IT
Corporate Development
R&H Travel Case Study End-to-End Process
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R&H Travel Case Study Capability Model
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R&H Travel Case Study Capability Model
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R&H Travel Case Study Capability Model
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R&H Travel Case Study Capability Model
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R&H Travel Case Study Capability Model
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Capability-Application Blueprint
User Management System
Search
Loyalty
Reservation Management System
Reservation Mgmt System
COTS Customer Support System
Payment System
Loyalty
COTS CSS
Reservation Management System User Management System Reservation Management System
Reservation Mgmt System
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Plan the Trip
Search for offerings Select trip Book Trip Pay for trip Prepare for
travel
Travel Management
Travel Inquiry
Travel Accounting
Travel Logistics
Reservation Mgmt
Loyalty Programs
Traveler Support
Process / Capabilities
R&H Travel Case Study Capability Footprint
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Process Technology Organization Partner Information Products
Travel Management
§ End-to-End Travel Management processes
§ Custom built Reservation Management System
§ Interfaces to third-party Loyalty, Payment, Inquiry systems
§ COTS Customer Support System
§ Flights, Package Travel, Custom Travel and Group Travel Divisions
§ Traditional and Online Agents
§ IATA § SABRE § Insurance § Airlines, Rental
Car, and Hotel Companies
§ Reservations § Bookings § Search results § Itineraries § Travel Logistic
Info § Payments § Call logs § User profiles
§ R&H Loyalty § Flights § Package &
Group Tours § Custom
Travel
Account Management
§ None defined § CRM System § Sales and Marketing
§ None § Customers § Complaints § Cust. Contracts
§ None
Sales and Marketing
§ Pricing and offer management processes
§ MS Office § Web and Data
Analytics § Web and Mobile
interfaces
§ Sales and Marketing
§ None § Offers § Analysis
Reports § Advertisements
§ None
Corporate Support
§ Financial, IT, HR, and Procurement processes
§ HRMS, SAP, MS Office, Fraud Management
§ Corporate Development
§ Administration § IT
§ IT Partners § Fraud Mgmt
§ Regulations § Strategy & KPIs § Employees
§ None
Partner Management
§ Contract management processes
§ No IT support § In the separate Travel divisions
§ None § Partners § Suppliers
§ None
Product and Services
§ None defined § No IT Support § In the separate Travel divisions
§ Same as Partners for Travel Mgmt
§ Products § Services § Prices
§ None
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview
09:25-09:45 Case Study Description
09:45-10:15 R&H Travel Solution 10:15-10:30 Break
10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
34
Case-Study Approach
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Capability Analysis
Identify target capabilities
Perform impact and gap analysis for all
architectural elements
Analyse and prioritize capabilities
Solution development Define possible solutions for all
architectural elements
Evaluate and choose final solution
Identify strategic, cross-cutting elements
Planning and implementation
Define capability increments
Create capability roadmap
Plan and commission projects
Business Context and Objectives
Determine the context, constraints, and scope
Describe value chain or business process
Verify the business problem and objectives
1. Verify the business problem and objectives
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Problem or opportunity
n Is the business problem clear?
n Are the consequences clear, if nothing is done (e.g. costs, quality, effort, time, risks)?
n Is the problem described as a statement of what needs to be accomplished and not how?
n Is the problem too vague, unactionable, or too specific?
n Is it clear where, when, and why the problem occurs?
Goals
n Are the business goals clear and well-defined (SMART - specific, measurable. action-oriented, realistic, time specific)?
n Is it clear why the goals have been set, e.g. return on investment, open new markets, scalability, compliance to standards, time-to-market, agility, growth though new customers or new markets?
!
2. Determine the context, constraints, and scope
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Context
n Understand business strategic issues
n Understand the competitive, economic, and market environment
n Understand the organisational maturity
Constraints
n Determine organizational constraints (e.g. skills, availability of resources, culture, etc)
n Determine technological constraints (e.g. COTS, Legacy, Frameworks, Standards)
n Determine regulatory constraints
n Determine budget and time constraints
Scope
n Determine the breadth of coverage (e.g. business domains, capabilities, functions)
n Determine level of detail of the enterprise
n Determine the architecture domains to be covered (business, data, application, technology)
n Determine priorities
3.Describe value chain or business process
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The Anatomy of A Capability Map, Jeff Scott, 2010
3.Describe value chain or business process
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4. Identify target capabilities Sources of inspiration
Sources of information n Strategy, goals, and requirements
n Current-state architecture
n Processes
n Organizational charts
n Roles
n Application features
n Projects
n Information objects
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Principles n Represent distinct, stable business functions that
deliver measurable, specific outcomes
n Define what a business does, not where, why, or how something is done
n Are nouns, not verbs
n Are defined in business, not technical terms
n Have relationships to organization units, information, resources, technologies, etc., but do not contain, encompass, or subsume these aspects
n Outsourced capabilities also belong to the business
n A capability map should be implemented once for an organization and cross organizational and process boundaries
n Capability Maps should contain at least two, but no more than five levels
4. Identify target capabilities
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Capability Name: Booking
Description: The “Booking” capability enables a user to arrange travel by train, use a hotel room, fly by plane, etc at a particular time in the future. A booking is a contract for travel. Depending on the type of travel and vendor relationships, the booking can represent a reservation with or without upfront payment for the travel arrangement.
Desired Business Outcome: Contractual agreement for travel arrangements
Value-Add metrics: § Number of bookings per year § Revenue per booking § Bookings per search
Organization: § Each travel division
(Flights, Package, Custom, Group) is responsible for their respective bookings
Processes and Information: § Each travel division
defines and implements processes that are specific for the types of bookings
Information: § Booking § Reservation § Contract
Technologies: § Each division has their own
booking system § Bookings are managed
externally by “Global Distribution Services (GDS) between R&H Travel and the vendors
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview
09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution
10:15-10:30 Break 10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
42
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview
09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution
10:15-10:30 Break
10:30-12:00 R&H Travel Solution 12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
43
5. Perform impact and gap analysis
2015-01-15 44
Derived from:
Realized with:
Organisation (Structure, Culture, Employees, Skills, Knowledge, Financials,
Location, Facilities)
Business Capability
Information (Objects, Flow)
Requirements Strategy
Products and Services
Technologies (Applications,
Infrastructure, Tools)
Goals
Prozess
Partners and Suppliers
Impact of these …
On these …
5. Perform impact and gap analysis Capability-Organisation
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CEO and Board
Flights Division
Sales and Marketing
Airline Contracting
Domestic
International
Package Travel
Sales and Marketing
Offer Management
Custom Travel Division
Travel Planning
Sales and Marketing
Partner Coordination
Group travel Division
Group Planning
Sales and Marketing
Group Logistics
Package Mangement
Travel Company
Management Support
Legal and Risk
Human Resources
Finance
Facilities Managmeent
IT
Corporate Development
Account Management
Sales and Marketing
Corporate Support
Partner Management
Products and Services
Travel Management
Capabilities
5. Perform impact and gap analysis Capability-Process Impact
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Plan the Trip Search for offerings Select trip Book Trip Pay for trip Prepare for
travel ??
5. Perform impact and gap analysis Capability-Application Blueprint and Analysis
User Management System
Search
Loyalty
Reservation Management System
Reservation Mgmt System
COTS Customer Support System
Payment System
Loyalty
COTS CSS
Reservation Management System User Management System Reservation Management System
Reservation Mgmt System
2015-01-15 47
Plan the Trip
Search for offerings Select trip Book Trip Pay for trip Prepare for
travel
Travel Management
Travel Inquiry
Travel Accounting
Travel Logistics
Reservation Mgmt
Loyalty Programs
Traveler Support
User Management System
Search
Loyalty
Reservation Management System
Reservation Mgmt System
COTS Customer Support System
Payment System
Loyalty
COTS CSS
Reservation Management System User Management System Reservation Management System
Reservation Mgmt System
Process / Capabilities
5. Perform impact and gap analysis Capability Heat Map
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6. Analyse and prioritize capabilities Strategic importance and dependencies
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Strategic
Capability 1 Capability 2 Capability 3
Core / Value-Add
Capability 4 Capability 5 Capability 6
Support
Capability 7 Capability 8 Capability 9
6. Analyse and prioritize capabilities
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Benefits / Value Proposition
Strategic importance (strategic, value-add, support)
Profitibility, e.g. costs, revenue potential, ROI
Image, Customer satisfaction
Agility, Time-to-Market
Conformity to business and technical strategy
Degree of requirements fulfilment
Compliance, standards conformity
Quality, e.g. reuse, scalability, maintainability, reliability, complexity, security, etc.
Decrease in vendor dependency
Competitive differentiation
Costs
Services
Development costs
Operations costs (personnel)
HW Server
Middleware, database
Storage
…
Ability to Execute
Clear relation to need, urgency, vision, and goals
Valid business case
Available funding
Governance, e.g. clear roles and accountability
Leadership, management, and decision support
Organizational readiness, e.g. available skills and resources, process maturity
Partnerships
IT capacity and maturity
Successful implementation of similar endeavours
Change management maturity
Ability to integrate in the current landscape
Risks
Financial risks, e.g. cost overruns, funding
Implementation duration or deadline
Vendor viability
Market and political environment
Functional risks, e.g. customer acceptance, substantial process change, complexity, etc.)
Technical risks, e.g. complexity, new technology
Organizational risks, e.g. resource or skill availability, culture, stakeholder support
6. Analyse and prioritize capabilities Spider Web
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0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
5 Strategic Importance
Value proposition
Competitive differentiation
Costs
Ability to execute
Risks
Current
Increment 1
Target
6. Analyse and prioritize capabilities
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Stra
teg
ic I
mp
orta
nce
Value high low
low
hi
gh
Potential Strategic
Core Business Support
Cap 1
Cap 2
Cap 3
Cap 4
Size = Costs
Risks
6. Analyse and prioritize capabilities
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Val
ue
Requirements Fulfilment high low
low
hi
gh
Evaluate Invest
Tolerate Divest
Cap 3
Cap 1
Cap 2
Size = Costs
Risks
6. Analyse and prioritize capabilities
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Ben
efit
s
Ability to Execute high low
low
hi
gh
Evaluate Invest
Tolerate Divest
Cap 3
Cap 1
Cap 2
Size = Costs
Risks
6. Analyse and prioritize capabilities Capability Heat Map
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Process Technology Organization Partner Information Products
Travel Management
Account Management
Sales and Marketing
Corporate Support
Partner Management
Product and Services
Assessment based on maturity, risks, business importance, value, etc.
6. Analyse and prioritize capabilities Prioritize
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Capability 3
Capability 7
Capability 4
Capability 2
…
Capability 6
Capability 1
7. Identify strategic, cross-cutting solution elements
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Outsourcing
Mobile
Consolidation
Standardization and Integration
Internationalization
Cloud
8. Define possible solutions Best Practices
n Define solutions for all levels of the enterprise architecture n Business (process, organization, location, partnerships, …) n Information (business objects, information flow, data governance) n Application (applications, interfaces, …) n Infrastructure (SW/HW components, storage, facilities, …)
n Make-Buy-Reuse: don’t just think in building new solutions n Evaluate non-IT Solutions
n Manual processing is sometimes cheaper than automating n Contract Re-Negotiation n Eliminate & focus, e.g. sell, retire n Outsourcing n Partnerships
n Consider the constraints and dependencies as well as new requirements n Take the current Architecture into account
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8. Define possible solutions
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Com
pet
itiv
e D
iffe
ren
tiat
ion
Change Dynamic high low
low
hi
gh
Flexibility Automation
Source: Strategisches Management der IT-Landschaft, Hanschke
Automated & Integrated
Integrated bespoke software with
automated interfaces
Agile
Configurable, orchestrated
bespoke software or customized
standard software
Standard software with manual
interfaces and without
customization
Manual & Standard
Standard software with automated interfaces, but
without customization
Automated & Standard
Aut
onom
ous
Stan
dar
d
8. Define possible solutions
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Solution Description § Business Architecture: § Information Architecture: § Application Architekture: § Infrastructure Architecture
Strengths / Benefits Weaknesses / Disadvantages § ? § ? § ? § ?
§ ? § ? § ? § ?
Fulfilment of Business Requirements § ? § ? § ? § ?
Impact on the Architecture and associated Implementation Requirements § ? § ? § ? § ?
Risks Open Issues § ? § ? § ? § ?
§ ? § ? § ? § ?
Benefits Assessment Cost Assessment Ability to Execute Risk Assessment
9. Evaluate and choose final solution
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9. Evaluate and choose final solution
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Val
ue
Requirements Fulfilment high low
low
hi
gh
Evaluate Invest
Tolerate Divest
Sol 3 Sol1
Sol 2
Size = Costs
Risks B
enef
its
Ability to Execute high low
low
hi
gh
Evaluate Invest
Tolerate Divest
Sol 3 Sol 1
Sol 2
9. Evaluate and choose final solution
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Solution 1 Solution 2 Solution 3 Costs Total:
Release 1: Release 2: Operational:
Total: Release 1: Release 2: Operational:
Total: Release 1: Release 2: Operational:
Benefits
Ability to Execute
Risks
10. Define capability increments
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Business Capability
Increment 1 Maturity
Increment 2 Maturity
Increment 3 Maturity
Increment 4 Maturity
Process 3
Description … 2
Description … 2
Description … 1
Description …
Organization 2
Description … 2
Description … 1
Description … 1
Description …
Information 3
Description … 3
Description … 2
Description … 2
Description …
Technologies 4
Description … 3
Description … 2
Description … 2
Description …
Product and Services
4 Description …
3 Description …
2 Description …
1 Description …
11. Create capability roadmap
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2015 2016 2017
Capability 3
Capability 7
Capability 4
Capability 2
Capability 6
Capability 5
12. Plan and commission projects
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Project Charter: Project xxx Project Information Short Description
Project ID Project xxx Deadline 2016 § Info, info, info, info, info, info, Info, info, info, info, info, info, Info, info, info, info, info, info
§ Info, info, info, info, info, info § Info, info, info, info, info, info
Customer Cust Budget xx T€
Capabilities Booking Contract Service
Process Book travel Project Mgr RER
Problem or Opportunity Business Case § Info, info, info, info, info, info § info, Info, info, info, info, info
§ Info, info, info, info, info, info § Info, info, info, info, info, info
Project Objectives and Metrics Project Scope § Info, info, info, info, info, info § info, Info, info, info, info, info
§ Info, info, info, info, info, info § info, Info, info, info, info, info
Milestone Plan and Deliverables Prerequisites, Constraints, and Assumptions § Info, info, info, info, info, info § info, Info, info, info, info, info
§ Info, info, info, info, info, info § info, Info, info, info, info, info
Key Stakeholders Project Issues and Risks § Info, info, info, info, info, info § info, Info, info, info, info, info
§ Info, info, info, info, info, info § info, Info, info, info, info, info
12. Plan and commission projects
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2015 2016 2017
Project 1 (Capabilities 3a, 7a)
Project 2 (Capabilities 3b, 4a)
Project 3 (Capabilities 3c, 7b, 2a)
Project 4 (Capabilities 3d, 2b, 4b)
Project 5 (Capabilities 6, 5a)
Project 6 (Capabilities 5b, 1)
09:00-09:10 Introduction and Workshop Goals 09:10-09:25 EAM Overview
09:25-09:45 Case Study Description 09:45-10:15 R&H Travel Solution
10:15-10:30 Break
10:30-12:00 R&H Travel Solution
12:00-12:30 Iasa EAM and Feedback
Topic: Time-Lapse EAM
68
Iasa EAM Veranstaltungen
n 10.07.2015: Webinar EAM Requirements Management (German)
n 16.07.2015: EAM Solution Architecture (German)
n July 2015: 2nd EAM Working Group (German)
n 22.09.2015: The Enterprise Architect: impediment, intermediary, designer, enabler, or innovator?, 10th annual EAM Conference, Berlin (German)
n 29.10.2015: Ensuring the value of IT with Enterprise Architecture, 4th annual IT Strategy, Governance Forum, Amsterdam (English)
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Feedback
n Feedback to workshop approach and execution
n Feedback to the process itself n Would this work for your company? n What needs to change?
n What needs clarification?
n …
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2015-01-15 71
Danke für Ihre Aufmerksamkeit!
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