Title: Enterprise Architecture: a focus on Communication and Stakeholder Engagement
1Enterprise Architecture a focus on
Communication and Stakeholder Engagement
- Gail Verley Assistant Director Enterprise
Architecture, FDIC
2Goals/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
3FDIC 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)
4Architecting the FDIC A study in information
integration and business alignment
5Enterprise Architecture Run-down
- Architectural Framework
- blueprint of beginning to end progression
- integrates agreed upon goals to contrive a target
architecture - a continual process
6Architecture Process
Business needs and requirements
Eliminate Worthless Systems
7FDICs Architecture Framework
8Architectural 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
9Enterprise 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
10Engaging the Stakeholder
11Who 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
1210 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
13Why 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.
14Application 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.
15Corporate 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.
16Bank 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.
17Maximizing 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
18Governance Structures
19Governance 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
20Model Governance Structure
Requirements
21The 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.
22FDIC 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
23Metrics
24Utilize Metrics
- Metrics guide architecture
- IT desirables are reflected in the IT metrics
- Measure accountabilities
25Metrics 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
26Linking 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
27Metric 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
28Lessons 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.
29Any Questions?...