Aligning Technology Strategy for Non-Profits

© Ayman Nassar

Leveraging Technology to Deliver Your Mission

ATLAS CorpsAugust 30th, 2012

Ayman Nassar, MSIEEE Senior MemberPMP, CSEP, MoQ/OE, CSSGB, [email protected]@anassar.net

© Ayman Nassar

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© Ayman Nassar

Problem Statement 3

When delivering our mission we sometimes feel stuck. We are unable to seize opportunities and grow.We take too long to react to the dynamics around us.We have a great mission and impact, but it is limited.We have great ideas but do not know how to put them into action.How to share our story so people listen to it.Different parts of the organization delivers different answers to the same customer and question.We repeat the same process over from scratch.Data gets taken from one system and entered into another.

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Solution 4

Align Technology to Operations and NOT Fit Operations into

Technology

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Topics of Discussion

Role of TechnologyTechnology as an EnablerTechnology as a Component

Technology StrategyWhat is a Technology StrategyHow to Align it to Your Mission

Case Studies:Telling a Story in a Way People Want to Listen to it: Leadership TrainingSelling a Program: Building Homes for Needy and Low IncomeYour Own Non-Profit

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How Aligned is Our Technology? 6

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Role of TechnologyAn enabler

Realize organizational capabilitiesAgile processing and servicingImproved decision makingQuality mission delivery

7

Quality Education Development Growth TransformationValue

Easy Student Registration

Quick Textbook Services

Efficient Financial Aid Processing

Accurate Grading

Capability

Online Cloud-Based

Real-Time Inventory Data Quality Integrated E2EEnabler

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Technology a Component 8

A Component is a larger FrameworkTechnology has to be Aligned to the Operations and Business StrategyA Tool is as Good as the Person Using it

Business processes need to be matureTechnology will not make magicA fool with a tool is still a fool

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An Integrated Cross-Functional Plan which Leverages the Organization’s Technology Resources to Enable Business Capabilities

Enables us to Focus on Hot Spots Using a Component Business Model

Technology Strategy 9

Fundraising ProgramDevelopment

ProductDevelopment Marketing Administation

Funding Strategy Gap Analysis Product Portfolio Partnership Strategy Financial PlanningDonor Relations Strategy Strategic Initiatives Service Roadmap Advertising Strategy Corp Governance

Event Strategy Corp Mission & StrategyCampaign Mgmt Community Assessments Price Mgmt Announcement Planning Cost/Revenue AccountsFunding Planning Vendor Mgmt Delivery Scheduling Financial Performance Mgmt

Communications Planning Product Mgmt Contract Mgmt Performance ReviewsQuality Mgmt Legal and regulatory compliance

Performance Mgmt Risk MgmtInventory Mgmt

Product/Service TraceabilityDonor Service Surveys Customer Service Advertising Accounting

Soliciting funds Performance reporting Order mgmt Website Administration ReimbursementsGrant research Community reports Sales mgmt Email Announcements PayrollSponsorships Needs analysis Procurement FB Status IT operations

Reseach articles reviewing Twitter Status Bank operationsFlyer Design Meetings

Art WorkMasjid visits

Banner Installation

Acc

ount

abili

ty L

evel

Direct

Control

Execute

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Sample Strategy to Promote a City 10

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1. Define aspired business value2. Document operating model3. Determine future-state business capabilities4. Define organizational requirements to enable business value5. Define technology vision based needed to satisfy organizational

enablers6. Determine technology enablers

Technology Strategy aka Enterprise Architecture 11

Business Silo

Standardized Technology

Optimized Core

Business Modularity

© Ayman Nassar

Aligning to the Mission – Full Architecture 12

Business Architecture

Technology Architecture

Ent

erpr

ise

Arc

hite

ctur

e

Governance Architecture

Security Architecture

Business Architecture: Overview and Benefits13

The most abstract depiction of a businessStructureBehaviourRepresentation from the various stakeholders points of view

A unifying structure Enabling the execution of business strategies through initiatives to achieve business resultsDefining the relationships & connectivity among all business value streams, the inputs that feed the streams, the processing centers, the enablers and the value realized.Enabling the linking between strategy and the other architectures (application, data, infrastructure)Documents the alignment of business strategy to enable IT transition plansGuides in business decisions and provides context and scope

What is a Business Architecture (BA)?

Business Architecture


Business Architecture Perspectives

OperationalPerspective

SystemsPerspective

FunctionalPerspective

GovernancePerspective

TechnicalPerspective

Non-functionalPerspective

=+

Snapshots of the business in the mind of different stakeholders from different points of view

http://sys-eng.blogspot.com/search/label/business%20architecture


Developing Business Architecture

1. Develop a description of the existing business architecture if it exists. The description should include as much of the AS-IS architecture as needed for the development of the TO-BE architecture.

2. Identify any frameworks, reference models, tools, patterns and techniques that should be used to develop the TO-BE architecture based on the context, complexity and scope of your business requirements.

3. Select viewpoints of the business architecture to be utilized to illustrate the architecture, according to the business requirements. Common business architecture view points are operational, systems, technology, governance, financial and functional viewpoints.

http://sys-eng.blogspot.com/search/label/business%20architecture


Developing Business Architecture4. Develop an architecture model for your TO-BE business requirements. Ensure that you perform each of these,

Create the model for the specific view point. For example create the activity model for an operational view point of the business architecture. Common models are activity models, use-case models, class models, node connectivity diagrams and information exchange matrices.

Verify that all stakeholder requirements and concerns are included.

Ensure you have models for business goals and objectives, business functions, business services, business processes, roles, business data,

Ensure your architecture has captured the interlocking of organization and functions, and interlocking of processes and systems. For each business function identify when, where, where, how often and by whom will the function be performed. Identify the inputs to the function and the expected outputs.

Identify dependencies and assumptions for each business function, and conduct trade-off analysis if any conflict exist among the different views.

Validate and verify the developed model against requirements for completeness and scope


Developing Business Architecture

5. Select the business architecture building blocks. Reuse blocks as applicable, and develop new ones to add to the BA library.

6. Hold a formal architectural review of the developed model and building blocks with the stakeholders.

7. Review the non-functional requirements and service level agreements. Common non-functional requirements are scalability, performance, availability, costs, reliability and capacity.


Stakeholder: I am interested in understanding our competitive integrated supply chain capability compared to our competitor A in Japan

Business Architect: Sure let me pull out some blocks from a few perspectives

Since you are interested in Japan – let me select the Locations BB from the operational view.You also will need to get a view of ISC processes, so lets pull out the Process Framework BB.We need to compare several ilities – so I will include Performance, Availability, Resiliency, Agility and Scalability, also Culture is an important BB.Of course our Capabilities BB and Functions come in handyWe can also look at our shipping and logistical standards we use in APAC by including the Business Standards BB.To put things in context I will include the Vision and Mission building blocks and the main KPIs and metrics we can compare ourselves to our competitor in Japan.Finally its important to have a view of how we manage our Stakeholders

Examples to Clarify the Use of Building Blocks (BB)

Func

tiona

lPe

rspe

ctiv

eSy

stem

s Pe

rspe

ctiv

eG

over

nanc

e Pe

rspe

ctiv

eO

pera

tiona

lPe

rspe

ctiv

eN

on-fu

nctio

nal

Pers

pect

ive

Tech

nica

lPe

rspe

ctiv

e

LocationProcessFramework

Business Functions

Business Capabilities

Stakeholders Mgmt

Vision Mission

Enterprise Metrics & KPIs

Business Standards

PerformanceResiliency

Scalability

Availability

Culture

Agility

© Ayman Nassar

1. Focus on open technology

2. Develop on cloud-based technology

3. Implement around the customer being the core information component

Sample Technology Strategy 19

Inter-operability

Agility&

Cost

Optimize

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Case Study: PracticeDevelop a high level business architecture for your organization

Based on your business architecture develop a high level enterprise architecture for the organization clearly identifying your key business capabilities and enablers and their relationships on a capability map

Which areas of your technology are most important to implement to achieve your 2013 business goals.

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To Read Further 23

Jeanne Ross, Peter Weill and David Robertson, “Enterprise Architecture as Strategy”, Harvard Business School Press.

Constance Helfat, et al., “Dynamic Capabilities: Understanding Strategic Change in Organizations”, Blackwell Publishing.

Mario Godinez, “The Art of Enterprise Information Architecture: A Systems-Based Approach for Unlocking Business Insight”, IBM Press.

Ralph Whittle and Conrad Myrick, “Enterprise Business Architecture: The Formal Link Between Strategy and Results”, Auerbach Publications.

Norbert Bieberstein, et al., “Service Oriented Architecture Compass: Business Value, Planning and Enterprise Roadmap”, IBM Press.

Aligning Technology Strategy for Non-Profits

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