Establishing a Successful Enterprise Architecture Program Office

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Establishing a Successful Enterprise Architecture
Program Office

• Presented by
• Annette Hobbs, PMP
• hobbs_al_at_yahoo.com
• for Baltimore PMI Chapter

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Agenda

• Background
• What is Enterprise Architecture (EA)?
• Why is EA important?
• How to create a successful EA program office
• Questions and Answers

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What is Enterprise Architecture?

• The fundamental organization of an enterprise
  ANSI/IEEE std 1471-2000
• The discipline of creating a blue print of an
  agencys business, data, applications and
  technology FEA-PMO http//www.egov.gov
• Enterprise Houghton Mifflin
• An undertaking, especially one of some scope,
  complication, and risk.
• A business organization.
• Industrious, systematic activity, especially when
  directed toward profit Private enterprise is
  basic to capitalism.
• Architecture Webster
• The practice of designing structures (a
  discipline)
• A coherent form or structure (an attribute)

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Or we could say

• Enterprise Architecture
• Is the practice of designing and documenting the
  form or structure of a business organizations
  undertaking.

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Do all enterprises have an architecture?

• Absolutely!!!!
• Most enterprise architectures were not planned,
  they just happened.

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A large part of the effort

• Involves analyzing and documenting the current
  architecture, as well as, planning, designing and
  engineering the future architecture.

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EA Origin John Zachman

• Mr. Zachman focused on architecture since 1970.
  His 1st article and the original framework was
  published in 1987 (A Framework for Information
  Systems Architecture, IBM Systems Journal, vol.
  26(3), 1987. http//www.research.ibm.com/journal/s
  j/263/ibmsj2603E.pdf ).
• In 1992 John Zachman and John Sowa wrote another
  article (Extending and Formalizing the Framework
  for Information Systems Architecture." J.F. Sowa
  and J. A. Zachman. IBM Systems Journal, vol. 31,
  no. 3, 1992. http//www.research.ibm.com/journal/s
  j/313/sowa.pdf) expanded the framework to its
  current 36 cell framework (Enterprise
  Architecture A Framework).

Source http//www.zachmaninternational.com
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Zachmans A Framework for Enterprise Architecture
Business
Technical
http//www.zachmaninternational.coml
John A. Zachman, Zachman International
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Perspectives

• Planner
• Owner
• Designer
• Builder
• Sub-contractor
• User in the functioning enterprise

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Zachman for School Classroom
Source ORourke, C. (2003) Enterprise
Architecture Using the Zachman Framework Course
Technology
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Why is EA Important?

• Enterprise Architectures (EA) help align the
  infrastructure with the business mission.
• Provides details of relationships.
• Identifies gaps between needs and capabilities.
• Describes where we are and where we are going.
• EA is a tool for when systems are built they
  become business tools.
• Provides communications mechanism between
  business stakeholders because stovepiped-processes
  and systems lead to wasteful duplication.
• Promotes interoperability and resource sharing
  providing greater potential for cost savings.

Cant afford not to. The alternative is to
suboptimize the enterprises performance and
results., Randy Hite, Director of Information
Technology Issues at GAO
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Zachman on EA value

• Without the EA you can NOT achieve
• IT alignment with the business goals
• Integration
• Change management
• Reduced time to market

Speech at Data Management and Information Quality
Conferences in the UK, 7-10 November 2005
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Change Management

• EAs value is tied directly to its ability help
  organizations deal with complexity and change.
  The greater the complexity and the greater the
  envisioned change, the greater will be the EA
  value to facilitate that change.
• Readily available descriptive representations of
  the enterprise
• Ability to unify and integrate business processes
  across the enterprise
• Ability to unify and integrate data across the
  enterprise
• Increased flexibility of the enterprise to link
  with external partners
• Increased agility by lowering the "complexity
  barrier.
• Reduced solution delivery time and development
  costs by maximizing reuse of enterprise models
• Ability to create a common vision of the future
  shared by the business and IT communities
  continuous business/IT alignment

Source Brown, A. (2004), Enterprise
Architecture Value Proposition
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EA Return on Investment or Return on Asset

• Return on Investment
• John Hancock realized a 6.25M savings on
  redundancies discovered.
• Dow realized 300M savings on revenue from
  implemented a new project identified through EA
  work.
• Key Corp realized a 1 year savings of 7M in
  reduction in software maintenance
• Return on Asset
• EA helps you make decisions that will in due
  course improve your business productivity

Source Blevins, T. (2004, April). Enterprise
Architecture Return on Investment.
http//www.opengroup.org/comm/newsletter/2004/04.h
tm
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Federal Government EA History

• The Clinger-Cohen Act - 1996
• Federal Enterprise Architecture Framework (FEAF)
  - 1999
• OMB Circular A-130 - 2000
• The E-Government Act - 2002
• OMB Circular A-11 2004
• Various OMB memorandums

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OMBs EA Assessment Frameworkfor 2006

• Use your EA to demonstrate results
• Do you have an EA? Does it integrate cross
  agencies?
• Does it show (business) results?

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Future of EA in Federal Government
Agencies include Gov-wide Initiatives in their EA
Agencies Contribute to Gov-wide Initiatives
E-Gov initiatives LOB
Centers of Excellence Smart Buy
Lower level Architectures include Department and
Agency solutions
Department/Agency Specific
Implementation/use of Government-wide
Source Dick Burk Briefing at IAC meeting
1/27/2006
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Capital Investment Planning
Strategic Plan
Enterprise Architecture
Migration Plan
Maps Investment to Returns
FY FY FY FY

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Now that we understand what an EA is and its
value to an organization Lets talk about how to
establish a successful EA program office
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Staff the Program Office

• Typically a staff of 4-6 people working closely
  with functional staff and system developers
• Chief Architect
• Business Architect
• Systems Architect
• Data Architect
• EA Tool Expert
• Make sure staff is qualified and trained

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Identify other stakeholders

• Sponsor Champion of the EA program ensures
  resources
• Business Manager Participates in EA decisions
  and promotes EA solutions
• Business End-Users Identifies requirement and
  provides feedback on results of solutions
• CIO Executive leader primary EA decision
  maker
• Other Chief Architects of related businesses

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Determine the purpose of your EA

• This is unique to each organization
• Helps answer some other questions that will need
  to be answered for future decisions
• Helps determines the depth and breadth of the EA
  effort

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Create a charter

• Similar to one for projects
• Short, concise but informative
• Obtain signatures
• May be called other names in different
  organizations

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Select an EA Framework Below is a partial list
of available frameworks

• Zachman http//www.zifa.com/
• EA3 Scott Bernard
• Federal Enterprise Architecture Framework (FEAF)
• http//www.cio.gov/archive/bpeaguide.pdf
• Department of Defense Architecture Framework
  (DODAF)
• http//www.defenselink.mil/nii/doc/DoDAF_v1_Volume
  _I.pdf
• Gartner Group
• Purdue Enterprise Reference Architecture
• Information Framework (IFW)
• Treasury Enterprise Architecture Framework (TEAF)
• NIST Enterprise Architecture Framework
• TOGAF Open Group http//www.opengroup.org/archite
  cture/togaf/
• The framework should support your organizations
  specific needs, uses and scope of the effort

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Determine and Document EA Implementation
Methodology

• Detailed step-by-step description
• Describes how EA program will be
• Established
• Executed
• Describes how the EA documentation will be
• Developed
• Maintained
• Used

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Determine Methods for Collecting and Documenting
EA

• Centralized
• Makes integration and maintenance easier
• Might make buy-in harder
• Are there enough resources with the necessary
  skills?
• Decentralized
• Make buy-in easier
• Decentralized offices might not participate
• Makes integration and maintenance harder
• Program Office must create guidelines and
  standards that will continually be challenged
• Combination
• Program Office provides overarching enterprise
  structure for starting the effort
• Program Office facilitates modeling and
  documentation sessions
• Business organizations must provide subject
  matter experts
• Resources and schedules are challenging
• Requires strong EA sponsorship at the right level
  in the organization

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Establish Governance

• How will conflicts be resolved?
• How will changes be approved?
• Who will approve changes?
• How will versions be controlled?
• How will the EA be enforced?
• How often will EA documents be re-published?
• Etc.

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Develop an EA Management Plan

• Documents the enterprises
• Summary of the current and future architecture
• Performance gaps,
• Planned solutions
• Resource requirements,
• EA management process
• EA implementation methodology
• EA framework

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EA Management Plan (continued)

• Living document
• Updated at regular intervals (annually)
• Placed under version control
• Sequencing sub-plan section
• Tasks
• Milestones
• Timeframes for implementing new EA components and
  artifacts
• May have dependencies

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Select Tools

• No single tool currently exists
• Types of tools to consider
• Database or Repository
• Documentation tools
• Communication tools
• Modeling tools
• Analysis tools
• Business intelligence tools
• Decision support tools
• Initial tool needed is the repository

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Purpose of EA Repository Tool

• Single place for storage retrieval of EA
  artifacts
• Easy access
• One-stop-shop for all the documents

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Places to Look for EA Tool Assessments

• Gartner Group studies
• Institute for Enterprise Architecture
  Developments (IFEAD) tools assessment and EA Tool
  Selection Guideline http//www.enterprise-architec
  ture.info/EA_Tools.htm

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Dont forget the following critical steps

• Develop a Communications Plan
• Build templates and offer good examples
• Obtain buy-in from participants
• Manage stakeholders
• Use EA for management decisions
• Analysis tools
• Decision support tools

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Questions Discussion