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Enterprise Architecture: a focus on Communication and Stakeholder Engagement

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Enterprise Architecture: a focus on Communication and Stakeholder Engagement Gail Verley: Assistant Director Enterprise Architecture, FDIC Goals/Scope of Presentation ... – PowerPoint PPT presentation

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Title: Enterprise Architecture: a focus on Communication and Stakeholder Engagement


1
Enterprise Architecture a focus on
Communication and Stakeholder Engagement
  • Gail Verley Assistant Director Enterprise
    Architecture, FDIC

2
Goals/Scope of Presentation
  • How to obtain high level stakeholder involvement
    in EA governing processes and address major
    challenges for building stakeholder engagement
  • Identify vehicles to communicate with EA
    stakeholders while ensuring the architecture
    accommodates the style and priorities of the
    stakeholder community
  • Provide examples of how stakeholder involvement
    can lead to consolidation and better management
    of IT investments

3
FDIC Organizational Profile
  • An independent agency of the federal government
    that was created in 1933 in response to the
    thousands of bank failures that occurred in the
    1920s and early 1930s.
  • Examines and supervises about 5,300 banks and
    savings banks.
  • The FDIC is managed by a five-person Board of
    Directors, appointed by the President and
    confirmed by the Senate, with no more than three
    from the same political party
  • 2006 proposed corporate operating budget-
    1,050,075,522
  • 2006 IT Budget-170,336,799
  • Currently employs 4,466 people throughout the US
    (267 IT employees)
  • Washington, D.C. Headquarters (209 IT employees)
  • 6 Regional Offices (58 IT employees)

4
Architecting the FDIC A study in information
integration and business alignment
5
Enterprise Architecture Run-down
  • Architectural Framework
  • blueprint of beginning to end progression
  • integrates agreed upon goals to contrive a target
    architecture
  • a continual process

6
Architecture Process
Business needs and requirements
Eliminate Worthless Systems
7
FDICs Architecture Framework
8
Architectural Blueprint
Conduct Business Process Reengineering
Determine the scope and set strategy
Analyze the business
Analyze the information technology
Construct a business case to support business
needs
Execute OM strategy for minor recommendations
Implement solution and conduct management tasks
Conduct Business Process Reengineering
Define detailed solution architecture
Conduct data Standardization
Integrate major recommendations into investment
requests
Maintain the Blueprint and the architecture
9
Enterprise Architecture Repository (EA-Rep)
  • 2005 Accomplishments
  • January Troux Contract Award
  • Acquired Metis COTS product and implementation
    services
  • April Pilot Project
  • Completed pilot project
  • Iterative deployment plan developed
  • Assembled requirements and extended model for
    v1.0
  • September Production Release 1.0
  • Application, Project , and Organization Domains
  • Retired CDR reporting tools
  • Assembled requirements and extended model for
    v2.0
  • December Production Release 2.0
  • CDR retired/replaced
  • Business domain, security layer added to
    applications domain
  • Custom UI for Application Managers
  • 2006 Scheduled Activities
  • June Production Enhancement 2.6
  • Enhance/modify security layer
  • Augment search capabilities for applications,
    applications systems, and projects
  • Update associated reporting
  • October Production Release 3.0
  • Upgrade to Metis 5.5, Client Tools 5.2
  • Upgrade production hardware
  • Extend model
  • Implement Infrastructure and Data Domains
  • Implement refinements to existing domains
  • Expand Reporting
  • Integrate FDIC-specific help facility
  • December Troux Contract Ends

10
Engaging the Stakeholder
11
Who are Stakeholders?
  • Defined an individual with a vested interest in
    the results of IT solutions and implementation.
  • Include business owners, data owners, developers
    and technical infrastructure operational staff

12
10 Ways to Maximize Stakeholder Engagement
  • 1. Executive Management Buy-in
  • 2. Connect Business Goals with IT
  • 3. Link pay and performance with IT projects
  • 4. Communicate Objectives Frequently
  • 5. Clearly Defined Principles
  • 6. Demonstrate Benefits
  • 7. Govern from Different Perspectives
  • 8. Active Leadership
  • 9. IT gets a seat at the Business table
  • 10. Recognition and Success shared by all

13
Why is stakeholder engagement is important?
  • Stakeholder engagement is critical to applying
    enterprise architecture EA principles and
    methodologies in order to achieve value from
    information technology IT investments
  • Multi-layered perspectives and comprehensive
    strategies result from high levels of stakeholder
    engagement in EA, from a projects inception to
    completion
  • Stakeholder experience and subsequent foresight
    of obstacles in respective program areas can
    prove invaluable to the smooth process toward
    target architecture.

14
Application Rationalization Effort Example
  • PROBLEM
  • Many organizations accumulate large and
    technically diverse portfolio of systems
  • Unmanaged, this portfolio is too expensive and
    unresponsive to change.
  • The result, restricting the organization from
    taking on IT initiatives that are strategically
    important to its mission
  • FDIC SOLUTION
  • Engaged both the IT Department and Business
    Stakeholders in a systematic and joint effort to
    make targeted reductions in the inventory of
    applications
  • This effort served to raise the awareness of
    staff and management throughout the FDIC of the
    life-cycle costs of applications and the
    increasing need for application integration and
    consolidation
  • This allowed the FDIC implement several new
    enterprise-wide integrated applications that not
    only met the need to improve business operations,
    but at the same time, replaced older, stove-piped
    legacy applications.

15
Corporate Data Sharing
  • CDS Data Families
  • FDIC Conceptual Data Model describes the
    relationships between FDIC's data across the data
    families and the entire enterprise
  • The Collaborative Working Groups (CWGs) were
    established to verify that the data has been
    defined and categorized correctly in their data
    family.

16
Bank Call Reports Use XBRL
  • FDIC is one of the biggest proponents of XBRL
  • 8,200 U.S. banks use XBRL to submit balance
    sheets and income statement reports.
  • XBRL has proven its value All XBRL-tagged data
    received from banks was 95 accurate, compared
    with 70 accuracy before implementation
  • An analyst who could handle 450 to 500 banks
    before implementation can now handle 550 to 600
    of them.

17
Maximizing the Impact of the Stakeholder
  • Ultimately stakeholder compliance with EA must be
    governed through a comprehensive system that
    divides responsibilities to take full advantage
    of individual strengths as well as increase the
    efficiency of the corporate structure
  • There exist a few mechanisms to reach this end.
    Two of the most important and effective are
    Established Governance Systems and Business
    Metrics

18
Governance Structures
19
Governance Mapping
  • A key step in the EA process is to establish a
    system of governance. One in which rules and
    order of operation are hashed out between
    relevant actors to meet the target architecture.
  • Every Corporation is different, but the basic
    requirements for a healthy Governance body are
    similar to all

20
Model Governance Structure
Requirements
21
The Capital Investment Review Committee (CIRC)
  • Comprised of Senior Level Division Directors
  • Evaluate the impact of IT investment decisions on
    the Corporations capital investment portfolio
  • Reviews proposed major investments and makes the
    final funding recommendations to the FDICs Board
    of Directors
  • Indicates Success in integration of EA and the
    capital investment management process.

22
FDIC Governance Bodies
  • Capital Investment Review Committee (CIRC)
  • CIO Council
  • Enterprise Architecture Board (EAB)
  • Collaborative Working Groups (CWG)
  • Internet Coordinators Group
  • Information Security Management Committee
  • Technical Review Group
  • Enterprise Architecture Advisory Forum

23
Metrics
24
Utilize Metrics
  • Metrics guide architecture
  • IT desirables are reflected in the IT metrics
  • Measure accountabilities

25
Metrics Importance
  • Identify specific EA and Business related metrics
    early to guide decisions
  • Enable the tracking and recording of data
    required to report results and evaluate the
    impact of EA related strategies

26
Linking Business and IT via Metrics
  • You need at least three kinds of metrics to begin
    establishing a linkage from the business needs
    and the implementation of them as guided by EA.
    Chris Curran March 21, 2005, Enterprise Architect
  • 1. Business Alignment
  • 2. EA Compliance
  • 3. EA Governance

27
Metric Types
EA Metric Definition Examples
Business Alignment Measures the number, completeness, and quality of business and IT capabilities delivered against those defined in the EA blueprint(s) Post implementation review that asks two questions. 1. Was the Benefit achieved 2. Has it met the Target Architecture
EA Compliance Measures the number of systems and projects in compliance with EA standards New technology to meet target architecture Amount of time to implement Applications retired reuse of standard services, patterns
EA Governance Measures the degree of participation and effectives of EA governance processes and practices Quarterly Investment Project Reviews Portfolio Review by CIO Council
28
Lessons Learned by FDIC EA
  • Work with and enable the business first- critical
    first step of any EA organization is to identify
    the problem/business need first and work
    cooperatively with Business Professionals to show
    the value of IT and EA setup to the Corporation.
  • Optimize EA to enable organizational
    transformation- continuing on the theme of a
    complete and stated goal with a strategy to
    achieve that goal, EA allows, via open
    communication and cooperation between IT and EA,
    for a comprehensive evaluation of all business
    processes and IT involvement to maximize EA goals
    while serving IT purposes and business needs.

29
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