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Strategic Value of

Enterprise Architecture

Chang Chai Fung

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• Introduction

• Background

• Examples

• Closing thoughts

Agenda

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Academic Discipline :

• Master of Technology (Software Engineering), NUS/ISS

• Programme Manager of the development of the Next

Generation Command and Control System.

• DSTA Master Planning and Systems Architecting

• DSTA HR Systems, Competency Development

• MINDEF CIOO Head Business Process Management

Work Experience :

Introduction

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Enterprise Architecture (EA) is a powerful discipline

that advocates Business-IT alignment. However, what

are the strategic outcomes delivered by adopting EA

are not very apparently to the management and

many. This presentation will share Singapore's

experiences in transforming the implementation of EA

to deliver direct strategic outcomes to address

Enterprise Challenges.

Background

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• The term “ Enterprise Architecture” was derived more than 20 years ago, with the publication of this paper, “ A Framework for Information Systems Architecture”, in the IBM Systems Journal, by John Zachman.

• EA was introduced to address three major challenges in IT:– Increasing complexity in IT Systems Implementation– Business and IT non alignment – Business and Business non alignment

Business-IT alignment

John Zachman

Background

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Information Systems

OrganizationalModel Business

Functions Operating

Model

OrganizationProcesses

Strategy MapsGoals

CorporatePolicies

OperatingModel

OperatingModel

Sub-unitsStructure

Sub-unitsStructure

organization's Sub-goals

Sub-unitsStructure

Capabilities Capabilities Capabilities

BusinessCycle, Periods

BusinessRules

BusinessProcess

BusinessFunctions

InformationProcess

ApplicationInterfaces

ApplicationLogic

Applicationworkflow

Events

ApplicationSoftware

ApplicationServers

OS

Hosting

Hardware

IT professionals

Suppliers ofsoftware

Suppliers ofhardware

Suppliers of IT /SI Services

eCommerce

Internet

Intranet

Messages

Data Flow

DBMS

Data models

Meta Data

InfoComTechnology Mega Trends

108 technology categories

Network/Comms

Security

Background : Enterprise Architecture

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Foresight: EA seeds new opportunities

Foresight means keeping abreast of technology trends andevolution of our users’ requirements, to identifyopportunities where technology can be applied to delivernewer, better solutions to meet users’ requirements.

Insight: EA is about Strategic Thinking

Insight is all about taking a step back to look at the biggerpicture of MINDEF, SAF requirements and the systemssolutions to look for gaps, overlaps and dependencies so thatwe can streamline systems development efforts and delivermore robust, adaptable solutions.

Oversight: EA takes an Integrated Approach

EA promotes a holistic approach to governance, co-optingstakeholders across PCs and CCs, to ensure the systems architecturesand solution designs we produce for our users are consistent, fit andcoherent.

Background : Enterprise Architecture

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Background : Enterprise Complexity

Complex and Matured Enterprise

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This presentation will share :

• How Business Architect delivered Business Blueprint to support

organisation reorganisation; bridge the end-to-end processes

breakpoints; and transform business concepts and models ?

• How Information Architect spearheaded Big Data Analytics ?

• How Technology Architect inspired the users to transform their

business using IT ?

• How Systems Architect addressed the challenges in managing IT

investment ?

Six Examples

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Example #1 :

EA enables organisation reorg

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MVV

Business Map

(Common Business Blueprint)

Strategic Map

BSC & KPI

Processes Tasks

IT Systems IT Resources

Organisation Structure/Staff

PRM

(Strategic)

BRM/DRM (Business)

OVs/IVs

SVs/TVs

OV0

directions

strategic alignment

alignment

SRM/TRM

(Technology)

Goals & Initiatives

(Strategic Map)

Business Areas/LOBs/Functions

( Business Map, for MYBP/ABP)

Product & Services; Business/Service

Process & Data/Information

System & Application, Technology &

Infrastructure; Apps/Infra Services

Strategic

Map

Security/ Standards/ Workforce

alignment

alignment

PRM: Performance Reference Model

BRM: Business Reference Model

DRM: Data Reference Model

SRM: Solution Reference Model

TRM: Technology Reference Model

Language of the CEOs

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• Stakeholders analysis

• Business Drivers

• SWOT analysis

Language of the Business Users

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Vision

Mission

Strategic Goal 1

Strategic Goal 2

Strategic Goal n

Strategic Planning - Reorganisation

Who are we ?

……………

Strategic

Direction

Strategic

Goal(What must we do?)

• A

• B

• A

• B

• A

• B

Annual Business Plan

Cluster Plan Cluster Plan Cluster Plan……………

Execution

Plan(What ? How ?)

TOR

Operating

Concept(Who ? TOR ?)

(Our approach ?)

Plan Get Deploy Develop Retain Serve

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Organisation Reorg

“Big Why” ? Interviews/Workships

Strategic direction from the top

Address current challenges

Desired strategic outcome(s)

Research

Industry challenges and trends

Review functions and services Redesign the current functions

Create new functions

How to implement the change ?

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The impetus for HRD to restructure are to:

Example : Department Re-Org

BIG WHY ?

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Director

Assistant Director #1

Function 1

Assistant Director #2

Function 2

Assistant Director #3

New Service

Deputy

Eg. AD(HR Plans) : TOR/Job Description stating who do what ? And how it should

be done to achieve the outcome(s).

Example : Department Re-Org

How to architect the new structure to meet the impetus ?(Structure drives behaviours and outcomes)

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Read more…

Chapter 5 : Understand the Senior HRLeader’s Role as Organisational Architect

What does an Organisational Architect do?

VP-HR acts as an organisational architect, he/she is able to- work at and across organisational, conceptual and cultural

boundaries..- see the interconnectedness of various discrete elements- develop business strategy and strengthen organisation

capabilities- reexamine business model- frame the issue but does not own it

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Example #2 :

EA bridges end-to-end process gaps

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Quick Implementation of EA ( Medical checkup)

Pre-Enlistee

Booking @

Portal

Journey to MCC

Medical Check-

Up

Waiting for

Result

What is the Business Outcome(s) ?• Positive experience

Business Impact ?• Organisation Image• Confidence of the Public

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Security Check

Walking Journey

RegistrationMedical

Check-Up

Medical Screening Process

Play the role of the end users and just share my

experiences(Story Telling)

Make processes visible and concrete

(Seeing is Believing)

Immediate Implementation

(Act Fast)

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Read more…

Business process standardization

Lo

wH

igh

Business process

Integration

• Customers & supplies may be local or global• Integrated business processes with support of

enterprise sys• Business units with similar or overlapping operations• Centralized management• High-level process owners design standardized

processes• Centrally mandated databases• IT decisions made centrally

Unification

• Few, if any, shared customers or suppliers• Independent transactions• Operationally unique business units• Autonomous business management• Business unit control over business process design• Few data standards across business units• Most IT decisions made within business units

Diversification

• Few, if any, shared customers• Independent transactions aggregated at a high level• Operationally similar business units processes• Centralized (or federal) control over business

process design• Standardized data definitions but data locally owned• Centrally mandated IT services

Replication

• Shared customers, products, or suppliers• Impact on other business unit transactions• Operationally unique business units or functions• Autonomous business management• Business unit control over business process design• Share customer/supplier/product data• IT application decisions made in business units

Coordination

Low High

* EA As Strategy (PWeill, JRoss) HBR - Business Operating Model

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Example #3 :

EA develops new business models

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Streamline and Simplify

Medical Screening Process

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Business Models and Processes

Design ThinkingBy Tim Brown

(Understand, Explore, Test)

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Read more…

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Example #4 :

EA drives Data Analytics

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Enterprise Data Analytics Platform

As-Is Landscape To-Be Landscape

To unify data and ensure data is accurate, consistent, timely, relevant, and complete across all analytics projects.

As-Is Process To-Be Process

Discovery : Reality & Conceptual (OV1)

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Example #5 :

EA identify Opportunities to spark IT innovation and enable the business to stay ahead

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Enterprise Technology Architecture

• Governs Technical Architecture Standards • Manages IT Obsolescence

Project TA (for illustration only)

• Applications• Collaboration

• Data Mgtn• Security

• Middleware• Network• Platform

• DistributedEnvironmentManagement

Enterprise Technical Architecture

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Mega Trend

• Big Data

• Cloud Computing

• Mobility

• Internet of Things

• Smart equipment

VUCA: Volatility, Uncertainty, Complexity, & Ambiguity –

is the new normal.

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National Trends

Smart Nation by providing proactive government services, creating new opportunities for businesses and improving the lives

of citizens

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Business Trends

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Finance Excellence Smart Finance

OperationalExcellence

Smart Nation

Business Trends

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Example #6 :

EA enforces Systems Agility and Interoperability

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Enterprise Systems Architecture

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Document Repository

Document Mgtn Record Mgtn Digitization Services

SAP HANA

DACoreInfra

Corporate App Store

Business Activity MonitoringRapid Application Development Analytics

Office Automation User Centric Processes

Go Paperless Workflow Engine

Case Management

Contract Mgtn Correspondence Mgtn Committee & Meeting

Mgtn

Email Event PortalUsers Input Scanner Mobile Social MediaTablet

Putting Everything Together

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EA is multi-disciplinary and not just software

engineering. It is

Enterprise architect should:

To solve complex problems with no simple solutions

- wicked problem !

- no single agreed purpose !

- dependency, interaction and the changes in connectivity are not well defined !

- technology advancement and emerging user demands !

- limited resources

Understand complexity to solve the wicked problems

Think strategically but Act tactically to meet emerging users’ needs

Write simply and clearly to catalyse effective collaboration

Concluding Thoughts

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EA ~ Bridging the gap between Organization & Technology

EA ~ Supporting decision making of management

EA

Enterprise Architect can do more..

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OperationalExcellence

Smart Nation/Smart

Organisation/Smart Unit

DataAnalytics

Data Management/Data Sharing/

Data Governance

Closing Thoughts – what’s next

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Integration and Interoperability

• Observe : Pattern Recognition

• Orient : Analytics

Closing Thoughts – what’s next

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Infographic, Design Thinking Prototypes,Rapid Application Development

Closing Thoughts – what’s next

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Enterprise Architect needs to be multi-disciplinary

Enterprise Architect’s competent in coherency and

alignment

Enterprise Architect knows how to find the fit to

deliver strategic outcomes

Closing Thoughts

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Thank You