Going from Idea to Realization

Cisco Consulting Services

February, 2016

Introducing the Architecture Management Office

Here’s an idea

“There is a major business potential in remote monitoring & diagnostics

Mid Term

LongTerm

Short Term

Propellermonitoring

Fuel Mgmt.(electronic

fuel injection)

Propelleraxis

monitoring

General faultfinding/ trouble

shooting

Engine perfomance

e.g., combust.

Engine remoteoperations(suppliers)

Bridge & ITmonitoring

Cargo e.g., reefer

remote ops.

3

Idea must also address key business requirements

Reduce the time we waste waiting for IT during the day

Enhance IT security

Have standard IT and support

Provide new tool for reliable file transfer

Have internet access on decks and bridge

Improved WIFI

Reduce IT work on the vessel

Performance optimization with data analytics

One stop shop for support

Minimize virus attacks and security vulnerabilities

Business Requirements Solution Business Realisation

Scalable solution

Prepared for change

Network

Security

Capacity

Compute & Storage

Power Backup

FOUNDATION

TARGET – R4

ENHANCE – R3

ENABLE – R2

Vessel Infrastructure

Offshore Connectivity

Common Services

Data

Security Vessel Server and Compute

Cross Work Stream Deployments

Operating Model

The idea is to be realized through a set of work streams and delivered in releases

Work Breakdown Business Delivery

Challenge - Business demands are driving lines of business to adopt cloud applications, often without the knowledge of IT.

We’ll use Dropbox(but not tell IT)

You saw this coming !

File Servers areinternal only

And it’s all IT offers

Dropbox works anywhere

It’s free, really…

To meet the needs of customers and businesses, users are finding their own answers to problems instead of leaving them dependent on the availability of IT experts.

To meet the needs of customers and businesses, users are finding their own answers to problems instead of leaving them dependent on the availability of IT experts.

IT Leadership & Control is under threat as commodity IT and cloud services are procured directly by the business…

LoB nn

User nn

BPaaS

SaaS

PaaS

IaaS

Partner nn

Customer nn

Service Delivery

Applications

Infrastructure

Operations

Security

Platforms

People

Process

IT

Shadow IT Scenario

As Is Technology advancement is accelerating at pace, commodity IT & mobility, cloud computing, big data, web collaboration and social media

Stakeholders are becoming more technology savvy and aware of new technology & services

Commodity IT and cloud services are being sourced and procured directly by the business creating a ‘shadow IT’, as internal IT are deemed too slow, expensive and lacking flexibility and agility

The market is challenged with outdated IT Operating Models and capability systems–hindering both execution speed and quality

The market is challenged with outdated IT Operating Models and capability systems–hindering both execution speed and quality

CloudService

AutomationService Orchestration

Service Delivery Model

ITILv3

FrameworkArtifacts Methodology

.. did you inform every one about the changes, is the impact clear to everyone?

TOGAF9.1

.. what about resistance to change?

Simply having the frameworks will not guarantee a successful transformational journey

Challenge - It is more a mindset challenge than a technology challenges in transition to future state

The culture is too difficult to change — 52%Too many conflicting priorities — 45%Organizational politics — 41%Lack of necessary funding — 28%Lack of skills/competencies — 27%Organizational model/structures — 24%Lack of vision and leadership — 21%Lack of executive buy-in — 18%Lack of IT-business alignment — 14%No methodologies in place — 14%Too many change approaches — 12%Other — 3%

“Top Barriers to Change”

Source : Gartner

Gartner survey of 115 CIOs on Top Barriers to Change had cultural challenges above fundingGartner survey of 115 CIOs on Top Barriers to Change had cultural challenges above funding

ProjectsProjects

ResourceDelivery Towers

ResourceDelivery Towers

OperationsOperationsSolutionsSolutions ServicesServices

Cultural Change Journey

IT Strategy Recruitment & Selection

Training & Development

PMO

PM Methodology

ITIL

Infra & AppsGroups

ServiceConsumers

Policies, Arch. Assurance

Guiding Principles, Standards,Reference Architecture

Review Board

Stakeholders

Q&PI

EA &Strategy

EA &Strategy

Implementing larger programs requires clarity in roles and strong architecture governance tied to a culture change journey

IT CultureIT Culture

Organisational Setup

Organisational Setup

Sourcing Model

Sourcing Model

New IT model requiring role clarity

New IT model requiring role clarity

Load Distribution – How to scale up when needed

Load Distribution – How to scale up when needed

Data Privacy – Data belongs to its owner

Data Privacy – Data belongs to its owner

InfrastructureInfrastructure

NetworkNetwork

Secu

rity

Secu

rity

Operational ModelOperational Model

Mob

ility

Mob

ility

Business Needs & RequirementsBusiness Needs & Requirements

Financial ModelFinancial Model

Governance & Life Cycle ManagementGovernance & Life Cycle Management

ProcessesProcesses InformationInformation

Where dependencies, governance and life cycle management are secured

ComputeCompute StorageStorage

Applications Applications

Primary Scope Direct dependencies/relations to consider Indirect dependencies to consider

Architecture Management Office (AMO)

Architecture Management Office (AMO)

Approach – The successful change journey begins with a well defined communications plan

Applied Enterprise ArchitectureCommunication

•Awareness, plans, commitment

Communication•Awareness, plans,

commitment

Governance & Architecture Change Management• Secure and integrate governance, secure

project and service coordination

Governance & Architecture Change Management• Secure and integrate governance, secure

project and service coordination

Architecture Content•Documentation of

architecture in a common way in a common repository

Architecture Content•Documentation of

architecture in a common way in a common repository

Architecture Tools•A common toolset for

architecture methodology and content - Technology

Architecture Tools•A common toolset for

architecture methodology and content - Technology

Architecture Adoption• Skills, resources and

training – People

Architecture Adoption• Skills, resources and

training – People

Framework & Methodology•Use a uniformed way of

working – Process

Framework & Methodology•Use a uniformed way of

working – Process

New Initiative RequestsNew Initiative Requests

New Initiative ApprovalsNew Initiative Approvals

AMO Operations

Management of KPIs Portfolio metrics (project risk, # of initiatives

requested/approved) Value metrics (cost savings, business requirements

collected) Collaboration metrics (re-use of Solutions across

business units) Operational metrics (risk, revenue, standards

implemented, reliability improved) Organizational metrics (skills gaps, competence)

ManagementManagementStandardisationStandardisationMaster Architecture PlanMaster Architecture Plan

The Architecture Management Office realizes the full value of technology investments by driving the technology into the Lines of Business

AMO Organization

Lead Enterprise Architect

Lead Enterprise Architect

Partners

Technology expertise IT Operations Planning expertise Methodology and Process expertise (Eg. TOGAF, COBIT,

ITIL, eTOM, etc)

CustomerTeam Lead(s)

CustomerTeam Lead(s)

SolutionArchitects

SolutionArchitects

DomainArchitects

DomainArchitects

Business Stakeholders

PMOPMO

PMOPMO

Service Vendor Others R&D Vessel ModernizationSales

Existing organization

Existing organization

AMO Control

AMO Steering Committee

AMO Steering Committee

Examples: CIO Infrastructure GM Info Sec Manager DC/ERP GM Business Management GM Dir Bus Mgt. Other Customer contributors Lead Enterprise Architect

The successful road towards an applied enterprise architecture begins with a communications plan

Monday MorningMonday Morning

Communication•Awareness, plans,

commitment

Communication•Awareness, plans,

commitment

Situation Assertion RecommendationTactical EA Non strategic, architecture

efforts failingEstablish a communication plan, identify your key stakeholders, secure strong executive sponsorship

Got the frameworks Will not guarantee a successful transformation

Introduce architecture governance with Architecture Management Office

Lack of communications Resistance to change Continue to communicate, take a non academic approach