“How to adapt your EA delivery to the organisational...
Transcript of “How to adapt your EA delivery to the organisational...
Enterprise Architecture Practitioners' Conference
Emperors Palace, Johannesburg, 4-6 June 2008
”EA Made EAsy”
“How to adapt your EA delivery to the organisational culture”
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 1
organisational culture”Any EA effort can only succeed when the target organisation’s culture and climate
is consciously incorporated in the design, development, deployment,integration and management of the architecture effort.
Industry examples will be discussed in the context of a typical ArchitecturePractice, its methods and procedures and the changes that were required.
Presented by Peter Waugh
Introduction
• CIO’s tell us:
– “Many major IT Initiatives and Investments are failing”
• CEO’s tell us:
– “We must develop a technologically sophisticated enterprise strategy”
• Enterprise Architecture reaches a watershed:
– 25% are maturing and active
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
– 25% have failed repeatedly
– 50% take 2 steps forward and 1 step back
• Many stakeholders ask:
– Is EA part of the solution or part of the problem”?
The Challenge for us is to cross the corridors and venture into Business’s domain, where we have to
deploy our Architectures.
Slide 2
The New Enterprise Architecture: New Challenges,
New Approaches. Anne Lapkin 2005
Scope of the presentation
• Introduction
• The Engagement model
– Organisational Culture, Climate & Leadership
– Reference models
– Architecture deliverables and method
• Approach A : Transactional
– Strategic issues on EA
– EA Practice management context
– EA Practice implementation
• Approach B: Transformational
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 3Slide 3
• Approach B: Transformational
– EA Delivery Framework
– EA Practice management Framework
– Delivery approach and management
• Conclusion
• References
LEVEL
INV
Organisational Culture and Climate
Engage
• Mandate and Scope of work
• Motivation to succeed
• Management and Governance
• Means and Resources to work
Envision
• Discover the Business Strategy
• Decide on the implementation of the Strategy through Architecture
• Demonstrate commitment and allocate resources
• Dedicate Management effort
Architecture Engagement model
LS
OF
DETAIL
VOLVEMENT
Communication & Business Alignment The EA Practice™
Enable
• Define the Architecture scope
• Discover the Baseline architecture
• Dimension the Future Architecture aligned to the Reference frameworks
• Decide on Opportunities and Solutions
Empower
• Deliver selected solutions• Design the organisation to suit the strategy • Dedicate resources for solutions• Develop the organisation (Transformation)
Enforce
• Confirm culture and values
• Confirm alignment with management system
• Confirm business and work climate
• Confirm individual-, team- and organisational competence
The EA Practice™P. Waugh©
Engagement Model: Burke-Litwin Causal Model of Organization
Performance and Change
EXTERNAL ENVIRONMENT
Leadership
Mission & Strategy
Organisationalculture
Management Practices
StructureSystems
Policies & Procedures
FeedbackFeedback
..... relatively enduring set of values and norms that underlie a social system.
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 5
INDIVIDUAL / ORGANISATIONAL PERFORMANCE
ClimateProcedures
Individual needs and values
Task requirements, Individual skills
& abilities Motivation
…..culture and climate are influenced by leadership behaviour……
Bernstein, W. M., and Burke, W.W. Modelling organisational systems.
Greenwich, CT:JAI Press.
….. psychological state strongly affected byorganisational conditions, such as Systems,Structure and Managerial Behaviour
Leadership: Full Range Model
• Setting the highest standards for moral and ethical conduct
Idealized Influence
• Articulating the future desired state and a plan to achieve it.
Inspirational Motivation
• Questioning the status quo and continuously innovating, even at the peak of success.
Intellectual Stimulation
• Energizing people to develop and achieve their full potential/performance
Individualized Consideration
Leadership across the Range is represented by…EXTERNAL ENVIRONMENT
INDIVIDUAL / ORGANISATIONAL PERFORMANCE
Leadership
Mission & Strategy
Organisationalculture
Management Practices
Structure
Climate
SystemsPolicies & Procedures
Individual needs and values
Task requirements, Individual skills
& abilities Motivation
FeedbackFeedback
Enterprise Architecture Implements
Peter WaughEnterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
6
Bruce J. Avolio & Bernard M. Bass
• Developing well-defined roles and expectations to achieve desired performance quality
Contingent Transaction
• Searching for what’s done wrong, not what’s done right
Management by Exception
(Active)
• Focusing on mistakes only after they have occurred and fixing problems
Management by Exception
(Passive)
• Failing to develop, improve and perform at even satisfactory levelLaissez Faire
Bruce J. Avolio & Bernard M. Bass
Enterprise Architecture Implements strategy
where Organisational development (OD)
….. is the planned reinforcement of organisational strategies, processes and structures through the application of behavioural science knowledge. A strong emphasis is on group and interpersonal processes. (Huse and Cummings).
Engagement model: Reference models are central
• A reference architecture provides a proven template solution for an architecture for a particular domain.
• It also provides a common vocabulary with which to discuss implementations, often with the aim to stress commonality.
– capture, classify and encapsulate enterprise
knowledge,
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 7
knowledge,
– partially and completely reused
– used to increase overall modelling efficiencies, however still requiring organization specific adaptation.
http://en.wikipedia.org/wiki/Reference_architecture
About the TeleManagement Forum
• TeleManagement Forum is an international consortium of communications service providers and their suppliers.
• Its mission is to help service providers and network operators automate their business processes in a cost- and time-effective way. The work of the TM Forum includes:
– Establishing operational guidance on business processes.
– Agreeing on information that needs to flow from one process activity to another.
Identifying a realistic systems environment to support
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 8
– Identifying a realistic systems environment to support the interconnection of operational support systems.
– Enabling the development of a market and real products for integrating and automating telecom operations processes.
• The 600 members of the TM Forum include service providers, network operators and suppliers of equipment
and software to the communications industry.
New Generation Operations Systems and Software (NGOSS)
TMF Mission
• Transforming the telecom business by creating standards for business processes, operations and software systems
• Reducing systems integration tax
• Radically improving efficiency, customer service and business agility.
• An industry set of frameworks driven and managed by the TMF for:
• Business process modelling and automation
• Standard information and data models
New Generation OSS Initiative
Business Process
Enterprise-wide
NGOSS Frameworks
Slide 9
• Systems Architecture definitions
• Integration interfaces
• Defined methodology for use.
Slide 9
ProcessFramework( Enhanced Telecom
Operations Map - eTOM )
wideFramework
( Shared Information and Data Model – SID )
ApplicationsFramework
( Telecom Applications Map - TAM )
Systems IntegrationFramework( Technology Neutral Architecture – TNA )Note: The Operations Support Systems (OSS) enable the support, administration and
management of services. They include systems that manage the networking infrastructure, planning tools, billing systems, service assurance and management tools, service provisioning systems, trouble management tools, and the like.
http://www.tmforum.org
Enhanced Telecom Operations Map® (eTOM)
Characteristics
• Structure, terminology, classification scheme
• Process foundation
• Basis for managing Portfolios of applications
• End-to-End process flows and re-use
Slide 10Slide 10
flows and re-use
• Views:
– External
– Engineering
– Key Process areas
– External interactions
Shared Information and Data (SID)
• The Shared Information/Data (SID) can be viewed as a companion model to the eTOM:
– provides an information/data reference model and
– a common information/data vocabulary from a business entity perspective.
• The model uses the concepts of domains and aggregate business entities (or sub-domains) to categorize
Slide 11
business entities (or sub-domains) to categorize business entities.
• This partitioning of the SID model also allows distributed work teams to build out the model definitions while minimizing the impacts across the model.
Shared Information and Data (SID) Framework
Product
M arket / SalesM arket S tra tegy & P lan
M arket Segm ent
M arketing Cam paign
Com petitor
Contact/Lead/P rospect
Sales S ta tistic Sales C hannel
P roduct
P roduct Specifica tion Product O ffering
S trateg ic P roduct Portfo lio P lan Product Perform ance
Product U sage S tatistic
Custom erC ustom er
C ustom er In teraction
Custom er O rder
Custom er S ta tistic
C ustom er P rob lem
Custom er SLA
ServiceServ ice Serv ice Applications Serv ice Perform ance
Applied C ustom er B illing R ate
C ustom er B ill
C ustom er B ill C o llection
C ustom er B ill Inqu iry
Serv ice S tra tegy & P lan
Product
M arket / SalesM arket S tra tegy & P lan
M arket Segm ent
M arketing Cam paign
Com petitor
Contact/Lead/P rospect
Sales S ta tistic Sales C hannel
P roduct
P roduct Specifica tion Product O ffering
S trateg ic P roduct Portfo lio P lan Product Perform ance
Product U sage S tatistic
Custom erC ustom er
C ustom er In teraction
Custom er O rder
Custom er S ta tistic
C ustom er P rob lem
Custom er SLA
ServiceServ ice Serv ice Applications Serv ice Perform ance
Applied C ustom er B illing R ate
C ustom er B ill
C ustom er B ill C o llection
C ustom er B ill Inqu iry
Serv ice S tra tegy & P lan
Slide 12
Serv ice
Serv ice Specifica tion
Serv ice Applications
Serv ice C onfiguration
Serv ice Perform ance
Serv ice Usage
Resource
Supplier / PartnerSupplier/Partner
S /P P lan
S /P In teraction
S /P P roduct
S /P O rder
S /P SLA
Enterprise C om m on B usinessParty
Location
Business In teraction
Policy Agreem ent
Serv ice S tra tegy & P lan
Serv ice T rouble Serv ice T est
Resource
R esource Specifica tion
R esource Topology
R esource Configuration
R esource Perform ance
R esource Usage
R esource S tra tegy & P lan
Resource T rouble Resource T est
S /P P rob lem
S/P S tatistic
S /P B ill Inqu iry
S /P Paym ent
S /P Perform ance S /P B ill
(U nder C onstruction)
Serv ice
Serv ice Specifica tion
Serv ice Applications
Serv ice C onfiguration
Serv ice Perform ance
Serv ice Usage
Resource
Supplier / PartnerSupplier/Partner
S /P P lan
S /P In teraction
S /P P roduct
S /P O rder
S /P SLA
Enterprise C om m on B usinessParty
Location
Business In teraction
Policy Agreem ent
Serv ice S tra tegy & P lan
Serv ice T rouble Serv ice T est
Resource
R esource Specifica tion
R esource Topology
R esource Configuration
R esource Perform ance
R esource Usage
R esource S tra tegy & P lan
Resource T rouble Resource T est
S /P P rob lem
S/P S tatistic
S /P B ill Inqu iry
S /P Paym ent
S /P Perform ance S /P B ill
(U nder C onstruction)
Engagement model: Architecture deliverables
Utilise the Open Group Architecture Framework (TOGAF) as a framework with its detailed method (ADM) and a set of
supporting tools - for developing an enterprise architecture, consisting of
B – I – D – A – T – F – I – S – CBusiness-, Information-, Data-, Application-, Technology-, Foundation- , Integration-, Security and
Common Component Architectures.
Peter WaughEnterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 13
Supporting views:
Business – Data – Applications –Technology
Characteristics
EXTERNAL ENVIRONMENT
Leadership
Mission & Strategy
Organisationalculture
Management Practices
StructureSystems
Policies & Procedures
FeedbackFeedback
Busy
Bureaucratic
Formalised
Management by
Exception
In Flux
In process
Transactional
Demanding and fast changing
Peter WaughEnterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 14
INDIVIDUAL / ORGANISATIONAL PERFORMANCE
ClimateProcedures
Individual needs and values
Task requirements, Individual skills
& abilities Motivation
AccommodatingExtremely qualifiedTransactional
Self-centred
Questioned by clients
An Organisation asked:
How will the Strategy and Enterprise Architecture organisation
• participate in
• develop, guide and direct
• manage and control
the Strategy and Architecture Development process to ensure that the Business Model, its support systems and business initiatives
• are aligned,
• enabled,
• optimised and
• supported
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 15
• supported
through suitable
• Strategy and Enterprise Architecture planning processes
• Domain strategies, directives, policies, standards and procedures
• Architecture development processes
• ERP, BSS and OSS capabilities and solutions mix
• Foundation components and
• Implementations and Organisational structures
to extract value from the IT/IS investments?
Slide 15
EA Practice implementation approach • Change management
– Bottom up approach with assumed responsibility
• Qualified processes
– EA Planning
– Architecture Delivery
– Architecture Practice Management
• Industry best practices as external validation
– Strategy development
– Architectures Development
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
– Architectures Development
– Practice Management to enable
– Industry and domain reference frameworks
• Active organising and implementation
– Applying business and domain logic
– Competence development in context, guiding and mentoring
• Role Allocation and Accountability
– Competencies and profile
• Governance
Slide 16
EA Practice deliverables
• Industry standard method for Architecture Development:
– TOGAF ADM – aligned to the Solutioning Value Chain (SVC), applied in
context while ensuring suitability for Scope and Direction.
• Primary artefacts:
– IT Domain Strategy, Directives, Principles, Roadmap, Scope and Direction, Business Charter, Blueprint, Thin Blueprint, Solution definition and Assessments.
• Secondary artefacts:
– High level scope & requirements, Detailed scope & requirements.
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
– High level scope & requirements, Detailed scope & requirements.
• Architectures:
– Business-, Information-, Data-, Application-, Technology-, Foundation- ,
Integration-, Security and Common Component Arch.
• Reference Architectures:
– Telemanagement (TMF) frameworks for Process-, Data-, Integration and
Technology, the TOGAF Technical Reference Model and Standards.
Slide 17
Management Approach
• Organisation– Organise in a matrix with functional domains, systems,
foundation & common components.– Combine teams with dedicated focus for delivery with
accountability.– Retain individual accountability per domain lead and per line
management function. – Group in Trans-functional teams according to Architectural
scope and direction (Scope, Mandate, Delivery schedule and Resources).
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Resources).• Work allocation
– Allocate work according to knowledge, skills, competencies, preference and development areas requirement.
• Governance– Ensure collective accountability across domains in Design
Authority.– Specialist focus on Architecture content by Specialist Review
council.Slide 18
Another type of organisation
EXTERNAL ENVIRONMENT
Leadership
Mission & Strategy
Organisationalculture
Management Practices
StructureSystems
Policies & Procedures
FeedbackFeedback
Involved
Forming and
Storming
Non existent
4 X I’s
II, IM, IS, IC
Clear
Under construction Ready for creation
by Systems, Structure and Management
Demanding and fast changing
Peter WaughEnterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 19
INDIVIDUAL / ORGANISATIONAL PERFORMANCE
ClimateProcedures
Individual needs and values
Task requirements, Individual skills
& abilities Motivation
Self centeredSelected for the job
and Management
Performance driven
High expectations
Guerilla* Qualified Architecture delivery framework
• Business context
– Market, Product, Technology and Industry imperatives
– Delivery value chain
– Domain validation vs. definition
– Organisational establishment
– Industry subject disciplines
• Engagement model
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
• Engagement model
– Industry context
– Architecture deliverables and components
– Engagement mechanisms
– Increasing levels of detail
– Communication and
– Business alignment
Slide 20
* Guerrilla
a member of an irregular armed force (Unconventional methods).
Unconventional approach to Architecture – Gorilla (Big Brute) vs Guerrilla.
Guerilla Solution delivery approach (Principles)
Business
– Balance short-term requirements for delivery against long- term needs/wants.
– Develop a strong sourcing focus, use trusted partners, fast track procurement processes.
– Make outcome-based decisions with a competitive mindset.
Architecture
– Establish a flexible enterprise architecture, and where possible, let the solutions drive the architecture.
– Apply industry Reference Frameworks to fast track deployment.
– Use best-of-breed and "out-of-the-box" solutions first and build only as a last
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 21
– Use best-of-breed and "out-of-the-box" solutions first and build only as a last resort.1
– Allow solutions to dictate process where possible.
– Leverage existing IT assets, standards and resources.
– Focus on foundation and common components to prepare for the next phases.
IT/IS
– Understand that domain dependencies will be critical, manage the milestones and align deliverables from a holistic perspective.
Governance
Intra team, domain Architecture change management, integration and data biased.
1. See COTS Architecture Approach – EPIC – next slide
COTS Architecture approach
Implementation
Architecture & Design
Requirements
Traditional Approach
Stakeholder needs / business processes
Market Architect
Required approach
Simultaneous Definition and
Slide 22
ArchitecturesDevelop Vendor / domain solution definitions, focusing on domain functionality, integration, common components and cross-domain alignment.
Market place
Programmatics / Risk
Architect / Design Definition and
Tradeoffs
4 spheres of Influence
Evolutionary Process for Integrating COTS-Based Systems (EPIC).
Guerilla Practice management context
• Industry standard method for Architecture Development:
– Aligned to the Vendor delivery frameworks validated against TOGAF ADM .
• Primary artefacts:
– Architectures documented and delivered as implemented in framework context and not as per SDLC.
• Reference Architectures:
– Telemanagement (TMF) frameworks for Process-, Data-,
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
– Telemanagement (TMF) frameworks for Process-, Data-, Integration and Technology, the TOGAF Technical Reference Model and Standards. (See references and samples)
Slide 23
Guerilla Solution delivery approach
• Organisation– Loosely organised with focus on vendor delivery and cross
domains alignment.– Combine vendor teams with dedicated focus for delivery with
functional accountability.– Ensure collective accountability for alignment and integration
outside mainstream.• Work allocation
– Allocate according to willingness to achieve and the challenge
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
– Allocate according to willingness to achieve and the challenge – Vendor accountability for allocated domain.
• Governance– Operational level programme alignment through interpersonal
and team interaction.• Organisational development
– As business was established – Structure, roles, Methods and procedures and performance.
• Continuous stakeholder communication.
Slide 24
Conclusion
Pro’s
• Guaranteed delivery
• Quality artifacts
• Qualified processes
Pro’s
• Quick deployment
• Fast decision-making
• Best of BreedEA Approach, design, methodology and implementation
must be adapted to the Organisation’s culture and climate
Peter WaughEnterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
processes
Con’s
• Time consuming
• Cumbersome
• Governance
• Con’s
• Solution alignment
• Integration tax
• Management intensive
Slide 25
must be adapted to the Organisation’s culture and climate
Some pointers
• Architecture implement strategy.
• Understand the playing field, the teams and the game.
• Address architecture implementation from the start.
• Take the noise out of the picture through reference
architectures.
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
architectures.
• Adopt both transactional and transformational leadership
styles.
• “Bunny Hugging” is also for Architects.
• Age and experience counts.
Slide 26
Questions?
Peter WaughEnterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 27
About Jurumani
Jurumani Solutions is a product development and business strategy company in the communicationsspace. We also design, build and support voice and data services to niche markets. We offer bothconsulting services and turnkey solutions, and are flexible around the method of engagement,often taking equity or profit participation in lieu of consulting fees.
We mainly engage with communications service providers, broadcasters and media players, and ITservices companies. However, we´ve also worked in fields as diverse as financial services,automation and control systems, and security services. Jurumani is a black empowered company.
Jurumani Solutions was started in early 2006 by four telecommunications specialists, and have grownsteadily from there. We are young, somewhat unconventional, and focussed on the things thatmatter. We get the job done and make the big picture work.
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
Slide 28Slide 28
matter. We get the job done and make the big picture work.
Jurumani employs a holistic approach based on insight and understanding of all aspects of thebusiness — the alignment of people, systems, infrastructure, finances, processes, products, etc. ismore important than the contribution of any one. And we firmly believe the design needs to be builtoutwards from the customer. We like to think our skills and expertise are worth something (nobodyemployed is short of a masters in engineering or science, but we´ve seen enough to know itdoesn´t mean anything) but believe the way we think, interact and engage is worth more than theCV’s of our thinkers.
Contact: http://www.jurumani.com
Peter Waugh
Biography
He has formal business training (MBA), is a certified TOGAF IT Architect and has
extensive experience in Business Consulting, Enterprise and IT Architecture, Organizational- and Change Management, Education, Training and Development
(ETD), IT and Management systems implementation and Mergers and Acquisitions. He operated at executive and senior management levels in the Defense-, Mining-, Retail- and Telecommunications sectors.
He contributed to a book on Organisational Development and Transformation and
participates in various industry forums. He brings an understanding of and
appreciation for business or organizational needs, goals and objectives, and can
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
appreciation for business or organizational needs, goals and objectives, and can assess the value of information technology in terms of the returns they generate
and the opportunities they enable.
He has been contracting to local and international ICT providers for the past 8 years and is currently employed as a Lead Architect for a South African mobile
operator.
e-mail : [email protected] or [email protected]
Web : www.jurumani.com
Contact : +27 (0) 82 807 2444 (South Africa, Pretoria)
Slide 29
References
• Bass, B.M. (1985). Leadership and Performance beyond expectations. New York Press.
• Katz, D. and Kahn, R.L. (1987) The social Psychology of organisations. New York: John Wiley.
• Litwin, G.H. and Stringer, R.A. (1969). Motivation and organisational Climate. Boston, MA: Harvard Business School.
• McClelland, D.C. (1975). Power: The inner experience. New York: Irvington.
• Pheiffer Library – Volume 27, P 29 – 39. Edited 1989.
Peter Waugh
Enterprise Architecture Practitioners' Conference,
Johannesburg 4 – 6 June 08
• Pheiffer Library – Volume 27, P 29 – 39. Edited 1989.
Slide 30