the south african ea forum - the open group south africa - presentation_0.pdfenterprise architecture...
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Copyright (C) The Open Group 2011
The South African EA Forum
1
http://eepurl.com/foLDA
Signup form for The Open Group – South Africa
Twitter: @EAforumSA
#ogsa
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2 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1 w w w . r e a l i r m . c o m LEADING ENTERPRISE ARCHITECTURE VALUE ™
COBIT 5 and TOGAF® 9 EA Governance Made Practical
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4 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Agenda
Introduction
COBIT 5
COBIT 5 and TOGAF 9 Mapping
Conclusion
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5 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Business Value
Top-performing enterprises generate returns on their IT investments up to 40% greater than their competitors.
They clarify business strategies and the role of IT in achieving them.
They measure and manage the amount spent on and the value received from IT.
They assign accountability for the organizational changes required to benefit from new IT capabilities
They learn from each implementation, becoming more adept at sharing and reusing IT assets.
Peter Weill and Jeanne W. Ross, IT Governance: How Top Performers Manage IT Decision Rights for Superior Results,
Harvard Business School Press, 2004
Effective IT governance is the single most important predictor of the
value an organization generates from IT…
…but there is no single model of good corporate governance
Introduction
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6 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
King III Report on Governance
for South Africa 2009
Introduction
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7 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Roads leading to Enterprise Architecture
June 2004 June 1998 August 2006
“In 1995 we started our study of enterprise architecture – we just did not know it. At the
time we thought we were studying information technology infrastructure
transformations. In 1998 we thought we were studying enterprise system
implementations. In 2000 it was e-business. But sometime in 2000, we recognized
that each of these studies examined basically the same thing: Enterprise
Architecture”
Introduction
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8 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Enterprise Architecture is a Strategic Imperative
Enterprise Architecture is required to transform a legacy of fragmented applications,
organisational structures and processes (both manual and automated) into an integrated
environment with optimised processes that are responsive to change and the delivery of the
business strategy.
Introduction
Information
Technology
BUSINESS
FOCUS
TECHNOLOGY
FOCUS
Enterprise Enterprise Governance
IT Governance
Enterprise
Architecture
Process
Enterprise
Performance
Management
Enabling
Technology
Knowledge
Management
Global Systems
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9 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Enterprise Architecture Domains
Consists of current and future state
models
Is implemented through the
Enterprise:
Business Architecture,
Information Architecture,
Data Architecture,
Applications portfolio, and
Enterprise-wide technical
architecture
Provides organizations with the
ability to conduct impact
assessments, analyze alternative
scenarios and implement
appropriate strategies
(Re-)Defines the business design for
sustainable competitive advantage
Introduction
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10 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
External Frameworks and Standards Used as
Basis for GEIT Approach
Global Status Report on the Governance of IT (CGEIT) 2011
Introduction
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www.isaca.org
www.itgi.org
COBIT
Val IT
Risk IT
Business Model for Information
Security
IT Assurance Framework
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13 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Awareness and Uptake of IT-related Certifications
Source: Global Status Report on the Governance of IT (CGEIT) 2011
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14 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Measures to Govern Enterprise Architecture
Source: Global Status Report on the Governance of IT (CGEIT) 2011
Introduction
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15 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Headlines – COBIT 5 is…
A governance and management framework
for information and related technology that
starts from stakeholder needs with regard to
information and technology.
Intended for all enterprises, including
non‐profit and public sector.
Designed to allow enterprises to achieve
their governance and management
objectives, i.e., to create optimal value from
information and technology by maintaining a
balance amongst realising benefits,
managing risk and balancing resources.
COBIT 5
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16 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
COBIT 5 Principles 1. Integrator Framework
Complete in enterprise coverage
Providing a basis to integrate effectively other
frameworks, standards and practices used
Building products from the consistent knowledge base
2. Stakeholder Value Driven Stakeholder analysis
Governance is about negotiating and deciding amongst
different stakeholders’ value interests.
3. Business and Context Focus Focus on enterprise goals and objectives.
An enterprise‐wide, end‐to‐end perspective (IT and non-
IT business functions)…all critical business elements
New information model provides a link between
business information and the IT function
4. Enabler Based Governance Objectives; Governance Enablers;
Governance Scope; Roles, Activities and Relationships
5. Governance and Management Structured A clear distinction between governance and
management…
COBIT 5
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17 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Governance and Management Processes
COBIT 5
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19 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
COBIT 5 Process Reference Guide
Process identification
Process description
Process purpose statement
Goals cascade information IT‐related goals
Process goals and metrics
RACI chart
Detailed description of the
process practices
COBIT 5
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20 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
APO03 – Manage Enterprise Architecture
Process Description
Establish a common framework consisting of
business process, information, data, application and
technology architecture layers for effectively and
efficiently realising enterprise and IT strategies by
creating key models and practices that describe the
baseline and target architectures.
Define requirements for taxonomy, standards,
guidelines, procedures, templates and tools, and
provide a linkage for these components.
Improve alignment, increase agility, improve quality of
information and generate potential cost savings
through initiatives such as reuse of building block
components.
Process Purpose Statement
Represent the different building blocks that make up
the enterprise and their inter-relationships as well as
the principles guiding their design and evolution over
time, enabling a standard, responsive and efficient
delivery of operational and strategic objectives.
COBIT 5
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21 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
APO03 – Manage Enterprise Architecture
17
COBIT 5
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22 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
APO03 – Manage Enterprise Architecture
COBIT 5
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23 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
APO03 – Manage Enterprise Architecture - RACI
COBIT 5
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24 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Process Practices, Inputs/Outputs and Activities
COBIT 5
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25 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Mapping COBIT 5 to TOGAF 9
COBIT and TOGAF
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26 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
COBIT - TOGAF Mapping
COBIT and TOGAF
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27 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Mapping COBIT 5 to TOGAF 9
COBIT and TOGAF
COBIT 5 Management Practice
Develop the enterprise architecture vision APO03.01
APO03.02 Define reference architecture
APO03.03 Select opportunities and solutions
APO03.04 Define architecture implementation
APO03.05 Provide enterprise architecture services
TOGAF
H, Prelim. + A
B, C, D
E
F
G +
Requirements
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28 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Enterprise Architecture for IT
Source: ITGI – CobiT 4.0
Enterprise Architecture
Business-orientated technology road map for the
attainment of business goals and objectives
Enterprise Architecture for IT
IT’s delivery, response, provided by clearly defined
processes using its resources (applications,
information, infrastructure and people).
As defined by CobiT 4…
COBIT and TOGAF
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29 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
TOGAF 9 – Architecture Governance in Practice
COBIT and TOGAF
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30 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Transition to Enterprise Architecture
Strategic Planning
Organisation Structuring
Business Transformation, Engineering
Mergers and Acquisitions
Outsourcing the Business
Risk Management
Competencies and Skills Identification
Benchmarking and Managing Best Practice
Designing Delivery of Packaged Products
(New Business Products)
…
From “EA for IT” to Enterprise Architecture
Conclusion
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31 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Concluding Observations
COBIT 5 consolidates all major ISACA frameworks and research,
and aligns with other major frameworks (e.g. TOGAF® ) and
standards in the marketplace, becoming one single overarching
framework enabling greater efficiencies.
COBIT 5 brings clarity to the interactions between Governance and
Management
real Enterprise Architecture OR “Enterprise Architecture for IT” ?
An exposure draft – we still have time to collaborate
Conclusion
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32 C o p y r i g h t R e a l I R M S o l u t i o n s ( P t y ) L t d 2 0 0 1 - 2 0 1 1
Contact Details
Stuart Macgregor
+27 11 805 3734 (office)
+27 11 805 2823 (fax)
+27 83 407 2748 (mobile)
Skype: mstuartm
Twitter: RealiRM
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