Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture Take a look at a real-life example of building a Technology Architecture strategy Understand the relationship between Business Strategy and Technology Strategy Begin mapping your own Technology Strategy against the Business Strategy for your firm

1. Building an ICT Strategy and
Architecture
Custom-made to fit your firm
ENG. Nikola Terziev, CISA
18 July 2013

2. Building an ICT Strategy and Architecture
Goals and Objectives
• Provide an introduction to some of the
different the ideas around ICT Strategy and
Enterprise Architecture
• Take a look at a real-life example of building a
Technology Architecture strategy
• Understand the relationship between
Business Strategy and Technology Strategy
• Begin mapping your own Technology Strategy
against the Business Strategy for your firm
Page 2

3. Building an ICT Strategy and
Architecture
Agenda
– Introduction
– Defining Architecture
– Structuring a Strategic Enterprise
Architecture Program
– Technical Architecture, including
Case Study
– Business Architecture
– Selling Architecture as Strategy
– Where Should you Start?
– Conclusions
Page 3

4. Building an ICT Strategy and
Architecture
Defining Architecture

5. Architecture and Enterprise
Architecture
Multiple Definitions
• Different ―themes‖ of the definition
– Broad Technology
– Specific Technology
– Government agency-specific
– Business-Technology Focus
EA is the process of translating business vision and strategy into effective
enterprise change by creating, communicating and improving the key principles
and models that describe the enterprise's future state and enable its evolution.
– Gartner
Page 5

6. Different Approaches for Strategic
Look at EA
Frameworks
• COBIT
• Zachman Framework
• TOGAF, The Open Group Architecture Framework
• FEAF, US Federal Enterprise Architecture (Framework)
• NASCIO Enterprise Architecture Toolkit (US State Governments)
• DoDAF, US Defense Framework
• MoDAF, UK Defence Framework
• Gartner Enterprise Architecture Framework
• Microsoft Solutions Framework
Page 6

7. COBIT 5

8. Zachman Framework

9. TOGAF

10. FEAF

11. • • Administration – Governance Roles &
Responsibilities
• •Planning – EA program road map and
implementation plan
• Framework – processes and templates
used for Enterprise Architecture
• Blueprint – collection of the actual
standards and specifications
• Communication –education and
distribution of EA and Blueprint detail
• Compliance – adherence to published
standards, processes and other EA
elements, and the processes
• to document and track variances from
those standards
• Integration – touch-points of management
processes to the EA
• Involvement – support of the EA Program
throughout the organization
NASCIO

12. DoDAF

13. MoDAF

14. Different Approaches for
Strategic Look at EA
Frameworks – Gartner
Page 14
• ―Viewpoints‖
• Technology Architecture
• Business Architecture
• Information Architecture
• Business Context
• Result in ―Solution Architecture‖

15. Different Approaches for
Strategic Look at EA
Frameworks – Gartner
Page 15

16. Structuring a Strategic EA
Program
Building an ICT Strategy and
Architecture

17. Structuring a Strategic EA
Program
What is the Enterprise View?
Page 17

18. Structuring a Strategic EA
Program
What makes a good EA
development process?
Page 18
• It‘s Pragmatic
– Introspection and ―Ivory Tower‖ academic exercises won‘t work
– Needs to quickly deliver value, while being based in reality
• It‘s Aligned with the Business
– Business strategy should drive EA – Top down
– Agile enough to adapt to new requirements from the business
• It‘s Kinetic
– This isn‘t about standards, models, and static artifacts
– Like anything else in IT—needs to have discreet projects to move it forward

19. Structuring a Strategic EA Program
Position EA for Success
• It‘s all about the business
– Focus on business goals and business results; ―re-cast‖
efforts in business terms
• Measure and Market
– Execution is key, but make sure you‘re measuring your
success
– Communicate successes
• Plan ahead
– Make sure each project can be built on by future projects
– Manage scope so that you can deliver quickly and
regularly
Page 19

20. Technical Architecture
Building an ICT Strategy and
Architecture

21. Information Architecture
What it is – What it isn‘t
• For many firms, Information Architecture will ―start‖ as a part of Technical Architecture
Page 21

22. Information Architecture
Driven by Principles and Requirements
• Make sure information is consistent and
consistently available
• BI, Data Integration, EAI
• Establish the version of the ―truth‖
• Master Data Management
• Establish Information ownership
• Governance and accountability for
compliance and reliability
• Architect for re-use
• ―SOA‖ with appropriate security
Page 22

23. Microsoft TA Model

24. Context
―Business‖
Access to
information
“IT”
Flexibility
Availability
Productivity
Sourcing
options
Service
levels
Mitigate
risks
Manage
costs
Page 24

25. TA concepts
The meta model
Scenario‘s
Products
Expressed in language of
customer/industry/country
Unit of planning for
business value Capabilities
Workloads
Prescribed
by TA
model
Services
1. Compiled in a
customer engagement
from the service map
Prescribed
by TA
model
Business IT
Personas
2. Unit of
deployment
Features
Description of future state in
business context
Cloud
On-
Premise
3. Consumed by
the business
Provides context
for the business
Prescribed by
product group
Page 25

26. Basic Infrastructure
Core Infrastructure
Services
Client Services Application Services Business Productivity
Services
IMPACT Reference Model - IT Service domains
Page 26

27. IMPACT Reference Model - IT Services Taxonomy
Page 27

28. IMPACT Reference Model - Desktop deployment
Core Infrastructure Services
Protection
Content
Synchronization
User Interface
Document
authoring &
publishing
User State
Communication
Clients
User
Authentication Identity and
Access
Management
Agent
Basic Infrastructure
StorageProcessing
Basic
Networking
Service
Operations
Devices &
peripherals
Connectivity
File discovery
& Sharing
Application
Delivery
File- and Print
Protection
Service Delivery
Client Services Application Services
App Server
Data Management
Integration
Data Warehousing
Web Server
Process
Management
Development
Business Productivity
Services
Collaboration
Communication
Insights
Messaging &
Calendaring
Enterpise Search
Composite
applications
Enterprise Content
Management
Unmanaged
client
Managed
client
Office worker Mobile worker Task worker Contract worker Home acces All personas
Desktop Delivery
Advanced
NetworkingVirtualization
Appl. Virt.: allways
Desktop Virt. Home
access
OS Virt: Contract worker
Task worker: Remote
Desktop Session host
Contract worker.:
Remote Desktop
Virtualization host
Home: access Remote
Desktop Services Web
Access
Mobile worker:
DirectAccess, UAG, NAP
Contract worker+Home
Access: UAG, Remote
Desktop Services
Mobile worker
Page 28

29. IMPACT Reference Model - Technology innovations
Core Infrastructure Services
Protection
Content
Synchronization
User Interface
Document
authoring &
publishing
User State
Communication
Clients
User
Authentication Identity and
Access
Advanced
Networking
Management
Agent
Basic Infrastructure
StorageProcessing
Basic
Networking
Service
Operations
Devices &
peripherals
Connectivity
File discovery
& Sharing
Desktop delivery
Application
Delivery
File- and Print
Protection
Service Delivery
Client Services
Virtualization
Application Services
App Server
Data Management
Data Warehousing
Web Server
Process
Management
Business Productivity
Services
Collaboration
Communication
Insights
Messaging &
Calendaring
Enterpise Search
Composite
applications
Enterprise Content
Management
OnpremisedatacentreCloudServicesHostedservice
UnmanagedclientManagedclient
Development
Page 29

30. IT Strategy, Technical &
Information Architecture
Case Study:
Page 30

31. Page 31
IT requested
to ‗lead‘
business
transformati
on
discussion
Services to
extend
across
technology,
people and
process
why?
No strategy or
EA in place
prior to 2011 –
lack of
direction &
business
partnership
IT perceived as
‗reactive‘ not
proactive. IT
excluded from
conversations
around business
strategy
Lack of
ownership
from IT team
around
services
Client ‗value-
add‘ and
business
process
innovation a
focus. EA
supports this
process

32. IT STRATEGY
• Business needs, IT risk, best practice & competitor
assessment
• Opportunity & theme identification
• Focus on business transformation & client ‗value-add‘
• Strategic phases defined
• Governance identified
• ‗Solutions‘ considered from a technology, people & process
model & aligned with strategic pillars
• Strategy & EA have an inter-dependency
• Confirmed ‗with‘ business & external partner/s
Page 32
• Development Process

33. IT STRATEGY: THEMES 2011-2014
Page 33
• Delivering client value through best practice
technology services
IT Governance &
Project Management
Business Reporting
& Process
Automation
Mobility & Flexibility
Modernising Client
Services
Communication &
Collaboration
Information
Management,
Privacy & Security

34. Page 34
• Evolution of DoDAF (sample)
HISTORY PROSPECTIVE

35. IT STRATEGY: PHASES & TIMELINE
Page 35
• Our focus - sample

36. IT & BUSINESS STRATEGY
1. Growth, Markets & Brand Dashboard
2. Engaged People
3. Quality & Risk
4. Operational Performance & Innovation
Page 36
• Alignment to Company's strategic pillars
IT Business Plan
extract
demonstrating
alignment

37. IT STRATEGY & GOVERNANCE
• ICT Steering Committee
• ICT 6 monthly audit by independent organisation
• ICT Annual penetration test
• Service Level Agreement (SLA)
• ITIL Standards
• Project management framework & standards
• Project management office (PMO)
Page 37
• Monitoring & managing risks & opportunities

38. EA – TECHNICAL & INFORMATION
Page 38
• Development Process
1. Gartner model selected for EA (simple concept).
2. EA an output of & input to the IT Strategy (‗living‘)
3. Technical architecture seen as fundamental to operations;
Information architecture sold as critical for ‗business
process innovation‘
4. Current state architecture developed
5. Future state, including roadmap & detailed directions
statement (for each area)
6. Information architecture for core processes only (not a full
business process map with data & information mapped)

39. TA: FUTURE STATE
Applications Platform & Environment
Hardware, Devices & Systems
Software
Network
Management & Control
Business Applications

40. Page 40
TA: FUTURE STATE

41. INFORMATION ARCHITECTURE
Page 41
• Business Process Innovation
• BPI – new way of thinking about IA & BPA
• IA is notorious for being ‗all-consuming‘ & can be seen as
not delivering any value to the Firm
• Targeted, key business process innovation only
• Comprehensive process mapping required; identifying data
relationships & re-engineering / automation opportunities
• May undertake a network analysis
• Examples of key processes mapped & to be automated
- Client engagement & independence process
- Staff on & off-boarding
- Client standard reports

42. Key ea lessons:
EA can be built over time
Choose a simple EA framework
Current & future states are important
Defining core business processes is a critical part of
understanding how IT can deliver value –
operationally & for clients. Otherwise, it can be ‗hit &
miss‘!
Page 42

43. Business Architecture
Building an ICT Strategy and
Architecture

44. Business Architecture
Viewpoint Defined
• The business context of the
enterprise architecture is the
articulation of the business strategy
and its implications
• The business context also
articulates external "environmental"
trends (such as regulatory
requirements, market trends or
technology trends) that influence the
enterprise architecture
• The business context informs the
subsequent architecture work and
ensures alignment of the
architecture with the business
strategy
Page 44

45. Business Architecture
Identifying Business Strategy• For the purposes of EA, there needs to be a consistent way of defining business
strategy
• Needs to apply to external as well as internal business lines
• Ideally, the business will have a consistent way of defining strategy
• Needs to be actionable and measureable
• Needs to relate the ends (goals, interests, and objectives) to the limited
resources available
• Needs to help set priorities in light of resource constraints
• Needs to provide understanding of how resources can be organized and
employed
For most firms, this isn’t available in a way that quickly translates to use in EA
Page 45

46. Business Architecture
Creating a Business Strategy Template
Page 46

47. Questions?
Building an ICT Strategy and
Architecture

48. Additional Reference Material
―Framework-less‖ view of EA as
Strategy

49. Selling Enterprise Architecture
& Strategy
Building an ICT Strategy and
Architecture

50. Selling Enterprise Architecture &
Strategy
Recommendations
• ―Build‖ the business architecture
• Time-box the build
Four to six weeks
Most of that time is spent socializing and
validating the components
• Involve the business – Creation is best,
validation is OK
The business has to have some ownership
Validate early and often
• Don't give up if the business doesn't
want to engage
Try a less formal process, but make
sure the business strategy is
represented
Page 50

51. Where Should you Start?
Enterprise Architecture as Strategy
Running IT Like a Business
―An enterprise architecture is critical for
building a foundation for execution because
it maps out important processes, data, and
technology, enabling desired levels of
integration and standardization.‖
―Successful implementation of each stage of
an enterprise architecture generates new or
expanded technology and business
benefits.‖
Page 92, Enterprise Architecture As
Strategy
Ross, Weill & Robertson
Harvard Business School Press, 2006
Page 51

52. Enterprise Architecture as
Strategy
Running IT Like a BusinessBenefits of Enterprise Architecture Evident in five areas:
• Reduced IT Costs
• Increased IT Responsiveness
• Improved Risk Management
• Increased Managerial Satisfaction
• Strategic Business Outcomes
• While the benefits thus far have been bottom line impacts, the most
compelling need for enterprise architecture is to enable strategic business
goals
• Four important strategic outcomes from enterprise architecture:
– Better Operational Excellence
– More Customer Intimacy
– Greater Product Leadership
– More Strategic Agility
Enterprise Architecture As Strategy, pp 92-100, Ross, Weill & Robertson, Harvard
Business School Press, 2006
Page 52

53. Enterprise Architecture as Strategy
Information & Data Management
Page 53

54. Enterprise Architecture as Strategy
Strategic Architecture mapped to
Continuum
Page 54

55. Questions?

56. Thank you!
ENG. NIKOLA TERZIEV, CISA
Mobile: + 359 882 497 006
n.terziev@bdo.bg
BDO Bulgaria Ltd.
51b, Bulgaria Bld. fl.4
1404 Sofia / BULGARIA
Telephones: + 359 2 421 06 57
+ 359 2 421 06 58
+ 359 2 421 06 59
Fax: + 359 2 421 06 55
Web: www.bdo.bg
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forms part of the international BDO network of independent member firms. BDO is the brand name for the BDO network and for each of
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