Next generation Enterprise Architecture primer

Enterprise Architecture Primer

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“want to be relevant, make your presence felt”
a How to Guide.

Jason Uppal, P.Eng.
Chief Architect QRS
QRS | business transformation © QR Systems Inc. 200-2014

www.qrs3E.com

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0.

Rationale for this Document
Share my experience as an Enterprise Architect with CIOs, CFOs and selected EA
peers with the hope, it may advance the debate – how can an EA professional help
generate enterprise value?

Story Board
1 – the language

2 – professional

used by the
enterprise to
request EA
Services ?

services EA
offers to fulfil
enterprise
requests?

4 – quickly assess your maturity?

3 – cross walk between ask and EA
Services and Enterprise Value


5 - Take Action,
it is in you.

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1.

What do Enterprise Architects do?
In my view there are 7 broad scenarios that capture the essence of what EA professionals
are often asked to do.

In common, Enterprise Architecture professionals apply
scientific management methods to develop necessary
information that is accurate and complete.
The information is then used by various stakeholders to make
timely decisions.
The architects are inherently responsible for positive outcomes
based on the quality, responsibility and professionalism of this
information.


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1. What do Enterprise Architects do?

1.1

Architecture of the Enterprise
Service Consumer: CIO and CxO Team

Description:
• Document and Communicate the current Architecture
of the Enterprise.
• Define principles and standards required to create a fit
for the purpose of architecture, manage capabilities
and enterprise outcomes performance dashboard.
Value Proposition:
• Establish relationship between business outcome and
capability performance.
• Transparency and Accountable culture

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1.2

Change Strategy
Service Consumer: Relevant Member of CxO Team

• Description: Assess the impact of Discontinuities and
define Change Strategy in terms of capabilities that
must change the target performance for each of the
capability and for top down business case.
• Value Proposition: Change Strategy that inspires
people


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1.3

Operations Strategy

• Description: Identify underperforming capabilities,
develop and execute continuous improvement plan.
• Value Proposition: Lean and continuous
improvement culture.


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1.4

Roadmap for a Change Strategy
Service Consumer: Change Strategy Owner

• Description: For each Change Strategy, define
roadmap, pragmatic transition plan and bottom up
business case.
• Value Proposition: practical and implementable
roadmap


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1.5

Solution Architecture and Oversee Execution
Service Consumer: Transformation Program Manager

• Description: Define Solution Architecture for each
transition plan and oversee the execution plan to ensure its
conformation to both nature and specification of the
architecture
• Value Proposition: Develop architecture and ensure the
implementation conforms to enterprise standards and
principles.


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1.6

Transition Improved Capability to Production
Service Consumer: Capability Owner

• Description: Ensure transitioned capability meets the
performance target, and continuous improvement plan
is communicated to the capabilities owners
• Value Proposition: Transitioned capability meets the
target performance


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1.7

Continuous Planning and Improvement

• Description: Actively engage entire organization to
identify Architecture Requirements (obstacles that
prevent capabilities from performing at target level)
and help manage continuous improvement portfolio.
• Value Proposition: In real-time consider all
discontinuities within enterprise eco system and plan
accordingly.


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2.

Services by EA Professional
How do EA professionals fulfill the services requested in Section 1

• Review Enterprise Architecture Value Chain
• Five Fundamental EA Services

help paint the world in your own colours !


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2.0
Strategic
Intent

Enterprise Architecture Value Chain
Services that EA professional Provide

Strategic
Plan

2.1 Strategic Plan

Portfolio of
Projects

2.2 Strategy
Roadmap

Capabilities in
Production

2.3 Execute
Roadmap Programs

Continuous
Improvement

2.4 Enhance and
Exploit

Enterprise
Value

2.5 Continuous
Change Plan

• Enterprise Capabilities are optimally utilized
• Pragmatic management of changes in enterprise capabilities


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2.1

Strategic Plan

• Description: Assess the impact of Discontinuities and define
Change Strategy. Identify underperforming capabilities,
develop and execute continuous improvement plan
• Skills: advance industry and architecture experience, possibly
at Open CA Level 3 or equivalent
• Value Proposition: Change Strategy that inspires people,
Lean and continuous improvement culture


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2.2

Strategy Roadmap
Service Consumer: Change Strategy Owner

• Description: define roadmap for each Change Strategy, pragmatic
transition plan and bottom up business case

• Skills: knowledge of relevant capability and industry experience,
deep life cycle experience – possible Open CA Level 2 or equivalent

• Value Proposition: pragmatic roadmap and bottom up business
case to implement change strategy


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2.3

Execute Roadmap Programs
Service Consumer: Program Manager and Capabilities Owners

• Description: Define Solution Architecture for each transition plan
and oversee the execution plan to ensure its conformation to both
nature and specification of the architecture. Ensure transitioned
capability meets the performance target and continuous
improvement plan is communicated to the capabilities owners.

• Skills: solution architecture, project management and
implementation strategies experience.

• Value Proposition: develop architecture and ensure the
implementation conforms to enterprise standards and principles


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2.4

Continuous Change Plan

• Description: actively engage entire organization to identify
Architecture Requirements (obstacles that prevent capabilities from
performing at target level) and help manage continuous
improvement portfolio.

• Skills: enterprise planning, lean six sigma and enterprise portfolio of
capabilities management

• Value Proposition: in real-time consider all discontinuities within
enterprise eco system and plan accordingly


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2.5

Enhance and Exploit
Service Consumer: Capability Owner

• Description: work with enterprise capability owners , monitor
capability performance, develop and execute continuous
improvement plan, and maintain explicit link between capability
performance and enterprise outcomes.

• Skills: continuous improvement skills, knowledge of relevant
capability expertise, deep professional relationship with capability
owners

• Value Proposition: enterprise capabilities (enterprise assets) are
optimally utilized


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3.1

Professionalize EA Services
Leverage commonly available frameworks to make EA services, teachable, repeatable,
valuable and continuously improving

Request for EA Work
Architecture of the
Enterprise
Change Strategy

Operations Strategy

Available Frameworks
EA Professional Services
Enhance and Exploit

ITSM

TOGAF®

PM

Strategic Plan
SDLC

Roadmap for a Change
Strategy
Solution Architecture and
Oversee Execution
Transition Improved
Capability to Production
Continuous Planning and
Improvement


Strategy Roadmap

more

Execute Roadmap
Programs

Advance Applications of TOGAF®

Continuous Change
Plan

- integrate all of these frameworks to create EA
as a Capability

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3.2

Value Proposition

How does enterprise architecture professionals help generate tangible value?

Business
Transformation
Lead capabilities transformation –
through ideation, architecture,
design, change life cycle

Current
Enterprise
Capabilities

Scope of EA Professional

Support and Exploit
Provide expertise based leadership
capability to owners and help
exploit the enterprise capabilities to
the fullest.


Enterprise Goal
As articulated in Enterprise
Vision and Strategic Intent

For example: iCareQuality Inc.
• Vision – advancing care delivery
globally

• Strategic Intent: by 2019
essential health record will be
available across the care
continuum at less than one dollar
or equivalent per person per year
in minimum four countries.

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4.

Assess your EA Practice
Brief – 8 question survey

Briefly review questions on next 4 slides
and summarize your conclusion using
criteria on slide 6.5


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4.1

Strategic Enterprise Architecture

1.

Do all stakeholders in your Enterprise understand
capabilities, their performance measures/metrics and
impact of their performance on enterprise outcomes?
______ Yes _______ No

2.

Do you know the list of capabilities that are currently
under performing, and what is the continuous
improvement plan and who has the Accountability to
execute this plan?
______ Yes _______ No


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4.2

Segmented Enterprise Architecture

1.

Has each change strategy been defined in terms of what
capabilities must change, what is the new performance
target for each capability and what is the business value
of improved performance? ______ Yes _______ No

2.

Do you always facilitate a open debate among key
stakeholders before scaling back your ideal
roadmap/transition plan to pragmatic? ______ Yes
_______ No


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4.3

Capability Enterprise Architecture

1.

Can the Project Manger create a charter and a resource
plan that will be used to baseline the PMs performance
within three days of initiating a program?
______ Yes _______ No

2.

Is there an explicit signoff by the solution architect to
ensure the Business Requirement Documents developed
by the Business Analysts conform to the overall
enterprise architecture ?
______ Yes _______ No


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4.4

Capability Performance and Business Outcome

1.

As an EA, do you know the performance metrics of the
capabilities that your RESPONSIBLE for and how their
performance influences the Organization Outcomes ?
______ Yes _______ No

2.

Do you know the barriers identified by various
stakeholders that affect the performance of the
capabilities that you are RESPONSIBLE for?
______ Yes _______ No


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4.5

Decision Point
Brief assessment of your EA Capability

• If you answer No to any of the questions in slides 4.1, 4.2, 4.3
-> you are not transforming your current capabilities
optimally. As a result, your organization is spending more
money, time and taking unnecessary risks as they strive to
improve the performance of your enterprise capabilities.
• If you answer No to any of the question in slide 4.4 -> your
organization is not getting most out of its current
capabilities/assets.


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5.

Call to Action
what are you, the Enterprise Architecture professional, going to do?

• Educate Yourself–
• download free book @ www.qrs3E.com
• Join LinkedIn group: Business Transformation made
straight forward
• Execute – identify key capability within your purview and
improve its performance
• Make Difference – affect Real Change
• Get help ! If needed

start painting your world with your colours!

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6.

Thank You – I hope it was helpful

“ . . . pursue something so important that even if
you fail, the world is better off with you having
tried “

QRS | business transformation

Next generation Enterprise Architecture primer

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