jean-marc robinson altruistic informatics consulting

16
1 Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING Information Technology Conference 2009 Enterprise Architecture: Embracing Change Statistics Canada Key Success Factors and Common Key Success Factors and Common Pitfalls when implementing EA Pitfalls when implementing EA Jean-Marc Robinson, Senior Enterprise Architect 2009.04.16

Upload: aamir97

Post on 06-Jul-2015

184 views

Category:

Documents


0 download

TRANSCRIPT

Page 1: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

1

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Information Technology Conference 2009

Enterprise Architecture: Embracing ChangeStatistics Canada

Key Success Factors and Common Key Success Factors and Common Pitfalls when implementing EAPitfalls when implementing EA

Jean-Marc Robinson, Senior Enterprise Architect

2009.04.16

Page 2: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

2

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls when implementing EA - Abstract

• To meet the increasing demands of its citizens and international communities, Government is constantly improving the way it does business with Information Technology viewed as the key enabler.

• With increasing budget constraints, both the Business Community and the CIO, increasingly face similar challenges and find themselves competing rather than working together to meet the needs of the Government as a whole – i.e. “Doing more with less”.

• Enterprise Architecture is considered the catalyst for bridging the gap between business strategy and IT strategy by: aligning IT to the Business; and demonstrating value to the business i.e. “Working together as one “Business” or “Enterprise”. Unfortunately, since its inception in the late 80’s, Enterprise Architecture, like a “chameleon”, has taken on multiple definitions.

• Mr. Robinson will provide a definition for Enterprise Architecture, and explore the key success factors and common pitfalls he has encountered applying Enterprise Architecture in the federal government and private sectors.

Page 3: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

3

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

IT Service Organizations must deliver a sound investment IT Service Organizations must deliver a sound investment strategy that is aligned with business needs and prioritiesstrategy that is aligned with business needs and priorities..

ChallengesChallenges

Increasing budget constraints and demand for more servicesIncreasing budget constraints and demand for more services

Maximize return on investments

Improving quality of services while reducing delivery costsImproving quality of services while reducing delivery costs

Effective and efficient use of limited resources

Demonstrate value-added to the businessDemonstrate value-added to the business

Investing in the right places to meet business strategic outcomes;

Page 4: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

4

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Demonstrating Business Value is achieved by - Demonstrating Business Value is achieved by - Doing the right thing at the right time, and doing it well.Doing the right thing at the right time, and doing it well.

Business Value is attained by:Business Value is attained by:

Implementing common solutions for common business functions

Reducing the fragmentation and duplication of data

Improving the quality of the data – accuracy, and timeliness

Avoiding diverging investments

Reducing and eliminating duplicate / redundant infrastructure components

Ever greening legacy systems and technologies

Reacting and adapting to changing priorities

Page 5: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

5

Enterprise Architecture – Industry DefinitionEnterprise Architecture – Industry DefinitionZachman defined the Framework, Spewak defined the Methodology Zachman defined the Framework, Spewak defined the Methodology

Major Contributors in the Field• John Zachman – Enterprise Architecture, A FrameworkTM – and Steven Spewak – Enterprise

Architecture Planning - are recognized by many in the field as original thinkers and major contributors.

e.g. DATA

ENTERPRISE ARCHITECTURE - A FRAMEWORK

Builder

SCOPE(CONTEXTUAL)

MODEL(CONCEPTUAL)

ENTERPRISE

Designer

SYSTEMMODEL(LOGICAL)

TECHNOLOGYMODEL(PHYSICAL)

DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)

Sub-Contractor

FUNCTIONINGENTERPRISE

DATA FUNCTION NETWORK

e.g. Data Definition

Ent = FieldReln = Address

e.g. Physical Data Model

Ent = Segment/Table/etc.Reln = Pointer/Key/etc.

e.g. Logical Data Model

Ent = Data EntityReln = Data Relationship

e.g. Semantic Model

Ent = Business EntityReln = Business Relationship

List of Things Importantto the Business

ENTITY = Class ofBusiness Thing

List of Processes theBusiness Performs

Function = Class ofBusiness Process

e.g. "Application Architecture"

I/O = User ViewsProc .= Application Function

e.g. "System Design"

I/O = Screen/Device FormatsProc.= Computer Function

e.g. "Program"

I/O = Control BlockProc.= Language Stmt

e.g. FUNCTION

e.g. Business Process Model

Proc. = Business ProcessI/O = Business Resources

List of Locations in which the Business Operates

Node = Major BusinessLocation

e.g. Logistics Network

Node = Business LocationLink = Business Linkage

e.g. "Distributed System

Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics

e.g. "System Architecture"

Node = Hardware/SystemSoftware

Link = Line Specifications

e.g. "Network Architecture"

Node = AddressesLink = Protocols

e.g. NETWORK

Architecture"

Planner

Owner

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYCONSTRAINED

MODEL(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-

Contractor

FUNCTIONING

MOTIVATIONTIMEPEOPLE

e.g. Rule Specification

End = Sub-conditionMeans = Step

e.g. Rule Design

End = Condition

Means = Action

e.g., Business Rule Model

End = Structural AssertionMeans =Action Assertion

End = Business ObjectiveMeans = Business Strategy

List of Business Goals/Strat

Ends/Means=Major Bus. Goal/Critical Success Factor

List of Events Significant

Time = Major Business Event

e.g. Processing Structure

Cycle = Processing CycleTime = System Event

e.g. Control Structure

Cycle = Component Cycle

Time = Execute

e.g. Timing Definition

Cycle = Machine CycleTime = Interrupt

e.g. SCHEDULE

e.g. Master Schedule

Time = Business EventCycle = Business Cycle

List of Organizations

People = Major Organizations

e.g. Work Flow Model

People = Organization UnitWork = Work Product

e.g. Human Interface

People = RoleWork = Deliverable

e.g. Presentation Architecture

People = UserWork = Screen Format

e.g. Security Architecture

People = IdentityWork = Job

e.g. ORGANIZATION

Planner

Owner

to the BusinessImportant to the Business

What How Where Who When Why

Copyright - John A. Zachman, Zachman International

SCOPE(CONTEXTUAL)

Architecture

e.g. STRATEGY ENTERPRISE

e.g. Business Plan

TM

Zachman Institute for Framework Advancement - (810) 231-0531

• First introduced in 1987 and further expanded in 1992, John Zachman introduced a framework – The Zachman Information System Architecture (ISA) FrameworkTM. The framework defines a set of architectures (30 cells) representing various perspectives that are required to effectively describe information systems. The early adopters of the framework were systems analysts and database designers. The framework was later renamed to: “Enterprise Architecture – A Framework TM”

• In 1992, Dr. Steven Spewak, author of “Enterprise Architecture Planning – Developing a Blueprint for Data, Applications and Technology” describes a process for defining the top two rows of the Zachman ISA Framework: the “Enterprise Level” architectures (Planner and Owner views ) and the supporting plan – when the architecture will be implemented.

Implementation / Migration Plans

Principles

BusinessModeling

CurrentSystems &Technology

DataArchitecture

ApplicationArchitecture

TechnologyArchitecture

• Rules we live by

• Where we are

• Where we want to be

• How to get there

Components of Enterprise Architecture Planning

Implementation / Migration Plans

Principles

BusinessModeling

CurrentSystems &Technology

DataArchitecture

ApplicationArchitecture

TechnologyArchitecture

• Rules we live by

• Where we are

• Where we want to be

• How to get there

Components of Enterprise Architecture Planning

ALTRUISTIC INFORMATICS CONSULTING

Page 6: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

6

““Enterprise Architecture Planning is the process of Enterprise Architecture Planning is the process of definingdefining architecturesarchitectures for the use of information in support of the business and for the use of information in support of the business and the the planplan for implementing those architectures.”for implementing those architectures.” - Steven Spewak, 1992

PrinciplesPrinciples• Provides guidance – set of rules - for decisions and actions

intended to make the enterprise information environment productive and cost-effective

Implementation / Migration Plans

Principles

BusinessModeling

CurrentSystems &Technology

DataArchitecture

ApplicationArchitecture

TechnologyArchitecture

• Rules we live by

• Where we are

• Where we want to be

• How to get there

Components of Enterprise Architecture Planning

Implementation / Migration Plans

Principles

BusinessModeling

CurrentSystems &Technology

DataArchitecture

ApplicationArchitecture

TechnologyArchitecture

• Rules we live by

• Where we are

• Where we want to be

• How to get there

Components of Enterprise Architecture Planning

An observation of the current state “Health” of the environment:An observation of the current state “Health” of the environment:• Resources, Quality, Technology, and Value

A decision for improvement during the planning horizon:A decision for improvement during the planning horizon:• Business Process: discontinue, outsource, re-engineer, re-tool, re-align

• Authoritative Data Sources: “Capture data once at source”

• Current systems: (retire, enhance, contain, new system) and future systems: (value, dependencies)

• Current technologies: (retire, contain, mainstream), and future technology (near-term, long-term).

The IT Investment StrategyThe IT Investment Strategy The plan for migrating from the “The plan for migrating from the “As-isAs-is” to the “” to the “To-beTo-be” state. ” state.

For each of the architectures:For each of the architectures:

ALTRUISTIC INFORMATICS CONSULTING

Page 7: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

7

Enterprise Architecture is used to drive decisions Enterprise Architecture is used to drive decisions about the IT investment portfolio as a whole.about the IT investment portfolio as a whole.

• EAEA is fundamentally concerned with identifying common or shared assets whether they are strategies, business processes, investments, data, systems or technologies.

• EA is driven by strategyEA is driven by strategy, it helps a business identify whether its resources are properly aligned to the agency mission and strategic goals and objectives.

• Segment architectureSegment architecture defines a simple roadmap for a core mission area, business service or roadmap for a core mission area, business service or enterprise service.enterprise service. Segment architecture is driven by business management and delivers products that improve the delivery of services to customers and employees. From an investment perspective, segment architecture drives decisions for a business casesegment architecture drives decisions for a business case or group of business cases supporting a core mission area or common or shared service.

• Solution architectureSolution architecture defines agency IT assets such as applications or components used to automate and improve individual agency business functions. The scope of a solution architecture is typically limited to a single project and is used to implement all or part of a system or business solution.

Page 8: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

8

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

Organizations stand-up an EA Program and …

- Spend a year defining and staffing the EA Program

- Spend another year acquiring an EA tool that does everything from “Planning” to “Solutions”.

- Embark upon a massive data entry exercise for an additional year to capture the baselines “Systems’, “Databases”, and related “Technologies”.

Outcome …

- Three years have gone by with no demonstrated “value”.

- The EA Program is dismantled or significantly reduced.

- Business as usual.

Page 9: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

9

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

One Segment “Line of Business” at a time …

- Zero in to the pressing business issue i.e. Key value-streams.

- Adopt a “Project Approach”.

- Leverage existing IM/IT Governance Structure.

- Engage with the stakeholders – conduct workshops

- Develop the architectures and the transition plan.

- Outcome …

- Demonstrates value early on – within six months.

- Corporate buy-in for EA.

- Apply lessons learned.

Page 10: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

10

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

- The “Team” structure …

- Executive – President/VP

- Reference Group – “Business” Director Level

- Champion: CIO or Business VP

- Working Group

- Business Stakeholders – 80%

- IT People – 20%

Project Approach …

- The “Chief Architect” facilitates the process and provides just-in-time training.

- The “Working Group” – develops the architectures and Transition Plan.

- The “Reference Group” provides the “guidance”, recommendations, and approval of the architectures and Transition Plan.

- The “Exec Committee” funds the Transition Plan – Investment Strategy.

Working Group

Page 11: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

11

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

Level of Engagement from the Business…

- All “walks of business” must be engaged from the VP to the clerk.

- IT needs to be the facilitator not the doer.

- Minimum level required to deliver a quality product

- Outcome …

- Business Buy-in vs. “Shelf ware”.

Page 12: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

12

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

Sell … Sell … Sell …

- Avoid the traditional “Project Status Meeting” – i.e. Cost and Schedule.

- Must communicate value to the “Executive Committee” and to the “Reference Group”.

- You have the audience: focus on the results.

- Pick the recognized Business Subject Matter Expert to do the briefing.

““If Mikey says it’s good then it must be good.”If Mikey says it’s good then it must be good.”

- Outcome …

- Continued commitment at all levels.

- Corporate buy-in.

- Recommendations are most likely to be approved.

Page 13: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

13

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

The Roadmap …

- Architectures are “work products” used to establish the IT Investment Portfolio.

- The “As-Is” and the “To-Be” states provide little value is you don’t a roadmap.

- The roadmap quantifies the costs, timeline, and the expected results to the business (ABC/ABM metrics).

– Address your service delivery and support capability.

- Outcome …

- One plan

- Clear alignment to the Business

Page 14: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

14

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

Getting Started …

- Don’t under estimate the value of Project Initiation.

- Need clear understanding of the maturity level.

- The level of commitment from the Business community.

- Availability of current information.

- An EA project is usually the 1st time organizations have to work together.

- Remember organizations sign-up to make sure their projects come first. As such, the criteria for selection and prioritization must be vetted and agreed upon.

Page 15: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

15

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING

Key Success Factors and Common Pitfalls

Typically, There is a poor alignment of IT Investments to the Lines of Business. The CIO IT Investment Portfolio represents a subset of the “Total Business”

IT investments.

How well does your IT Investment Portfolio align to your Business?

Economic Statistics Social StatisticsCensus, Demography and

Aboriginal Statistics

Canadians have access to objective, high-quality, non-partisan statistics, statistical products, services and analyses on Canada's economy and society that fulfill legal requirements, are relevant to policy

formulation and decision makers, and are responsive to emerging issues.

Internal Services

Government of Canada - Government Affairs

Statistics Canada - Strategic Outcomes and Program Activity

- Lines of Business - Value Streams - Outcomes - Information Needed to perform work - Capabilities that are required and being delivered

Page 16: Jean-Marc Robinson ALTRUISTIC INFORMATICS CONSULTING

16

Jean-Marc RobinsonALTRUISTIC INFORMATICS CONSULTING