CMAD Group Workbook 4 Op Model Interim

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Workbook 4 Workbook 1

Authored by: Alexander Doré August 14, 2010

Workbook 4

Architecture Services Mobilization Operational Model - Delivery

Business Architecture Program Business Enterprise Architecture Governance (BEAG)

Confidential

C-MAD Group Inc Computer Science & Engineering Architecture Consulting Services

22

Chief Architect Objectives

•  Implement a sustainable Business Enterprise Architecture Governance Program (BEAGP) within current and evolving organizational end-to-end Project delivery

•  Build SOA Governance and Unified Operating Models [UOM] •  Discuss recommendations to complete the end-to-end Project

delivery together with SOA Unified Operating Models, “tying-together” the IT Strategy & Vision (ITSV) together with a new Business Enterprise Architecture Governance Program (BEAGP)

•  Review strategic, tactical and operational recommendations to institutionalize a cohesive blending of IT Strategy & Vision together with Business Enterprise Architecture Governance Program using Pilot Programs and Simulations

33

IT Strategy & Vision

Enabling End-to-end Delivery Model Traceability

Program Management [PMO]

Portfolio Management

Initiative Planning

Discovery

Detailed Req’s

Detailed Design

Dev. Testing Implemen- tation

Strategic Planning

Business Architecture

Business Strategy

Business Capabilities

BEAGP Vision

SP/BI’s ROI

Solutions

Req’s Detail Design Code Test

Business Architecture currently being defined

Strongly Recommend institutionalizing the Business Enterprise Architecture Governance Program to ensure ongoing alignment with current IT Strategy & Vision processes

Business Enterprise Architecture Governance (BEAGP)

BEAGP processes, structure,s and roles will constantly be proposed, including

recommending on-going Pilot Simulations

BEAGP Vision is a process constantly being refreshed. Goal is to institutionalize this

capability in all BEAGP process, tools, roles, etc.

•  E1 Piloting Discovery and reviewing User Acceptance Testing (UAT) process, organization and artifacts •  E2 Lean ITIL reviewing full SDLC starting at Technical Requirements •  QA SDLC Definition driving E1 and E2 recommendations into Unified Process Method Composer •  QA User Acceptance Testing (UAT) focused on testing improvements

44

Business Needs Drive End-to-End Process Update

!  Establish Strategic business goals and objectives (e.g. Sustainability, Growth, Health Wellness, Excellence @ Day-to-Day)

!  Define macro investments and critical dependencies based on macro business strategy, that feed capability definition in business architecture and other downstream activities (e.g. Solution Shaping)

!  Decompose business goals and objectives into actionable business capabilities (i.e. Speed to market, 360 view of customer) with guidance from BEAGP Vision)

Planning Refinement and Execution

1

2

3

Strategy

!  As solutions are refined into detailed design and then implemented, Architecture Governance provides

!  A vehicle for stewarding the vision in downstream delivery and managing departures from the vision

!  A feedback on what is actually being delivered against the vision

4

BEAGP Strategy provides the linkage to IT Strategy & Vision, and ensures target organization is a key input to Planning and Execution activities


Program Management [PMO]


Initiative Planning

Discovery

Detailed Req’s

Detailed Design


Strategic Planning


Business Strategy


BEAGP Vision

SP/BI’s ROI

Solutions


Business Enterprise Architecture Governance Program (BEAGP)

1

2

3

4 4 4 4 4

55

External and Internal Forces Drive Change

•  External & internal forces, coupled with complex execution dependencies, will accelerate and amplify the need to periodically update the vision.

Internal Forces • Acquisitions & divestitures • Development of strategies within BUs • Resource constraints

External Forces • Macro-economic conditions • Competitor actions/non-traditional entrants • Regulatory Reform

Execution Dependencies • Complex implementation and execution creates ongoing shifts in timelines and dependencies

that require close coordination

Strategy & Vision Benefits IT Strategy &

Vision

BEAGP Vision

BEAGP vision delivers key benefits •  Help align business constituents around key business capabilities

•  Focuses efforts to define future spending

•  Aligns resources and capacity around top priorities and winnable battles

66

Business Needs Assesses Costs & Define Dependencies


BEAGP Vision Strategy & Vision Process

Vision Refresh Triggers

•  Changes in Business Strategy (Enterprise and/or BUs)

•  Mergers & Acquisitions

•  Delivery of major milestones in programs

•  Operational Imperatives •  Cost Management •  Regulatory

Compliance

Strategic Objectives

BU Strategies

Initiatives

Discovery Estimates

Planned Efforts

•  Prioritization

•  Critical path

•  Funding

Vision Analysis

BEAGP Vision

Timing

Dependencies

Cost Impacts

Capabilities

Business

Solution Shaping

Delivery

Planning

1 2

2

2

2

2

3 4 5

5

5

6

6

!  Business and Operational drivers provide an ongoing need to perform rolling refreshes of the BEAGP vision

1 !  BEAGP vision process uses strategic plans, initiative ideas, planning estimates, and in-flight efforts as inputs

2 !  Prioritization, dependency, and cost analysis are iterated to define the BEAGP vision

!  BEAGP vision is composed of business capabilities, timing and sequencing of changes, and an investment forecast

3

4

!  BEAGP capabilities drive Business, Solution Shaping, and Detailed Design

!  Timing, Dependencies and Cost Impacts drive Planning and Delivery

5

6

Sprints Sprints

77

Transition

•  Straw-man BEAGP vision frameworks and models (including economic) need to be developed as part of the latest refresh that can be used to maintain vision going forward:

–  Activities must be performed by Enterprise Architects who also have delivery responsibilities to ensure the BEAGP vision is feasible and is updated with insights developed in implementation

–  Maintenance of BEAGP will require 10-20% of an Business Enterprise Architect’s time.

–  Current headcount does not provide the capacity to support vision refreshes in addition to solution shaping, blueprints, and PMO project architecture efforts

–  Recommend pulling forward High $ investments from PMO to fund an additionally needed resources on an annual basis to provide the architecture capacity needed to maintain the BEAGP vision on an ongoing basis


BEAGP Vision Strategy & Vision Transition and Roles

88

•  BEAGP is projected to increase delivery process improvements but will take time to reach full effectiveness”

–  “X” projects will require “Discovery like” activities in years to come. –  Other delivery process improvements will take time to roll-out across the enterprise

•  Architecture Governance must place top resources in position to make key decisions that ensure the BEAGP vision is actually being delivered as intended

–  Aligns capability delivery to strategies –  Improves ROI by focusing IT investment on the right prioritized projects –  Ensures compliance to IT standards and best practices –  Forces explicit decision making so that if exceptions are made, they are elective

Vision Business Enterprise Architecture Governance Benefits Architecture Governance

Benefits BEAGP

99

!  Solution shaping: Approve architecture design document relative to BEAGP vision

6 Key Decision-Points in End State

!  BEAGP Vision reviewed for alignment to strategy and capabilities

!  High level requirements definition: Provide architecture recommendation for approval / denial/modification of investments

!  Approve detailed requirements !  Approve detailed design

!  Approve testing results

2 3

4 5 6

1

Planning Refinement and Execution Strategy


Program Management (PMO)


Initiative Planning

Discovery

Detailed Req’s

Detailed Design


Strategic Planning


Business Strategy


BEAGP Vision

SP/BI’s ROI

Solutions


Business Enterprise Architecture Governance Program (BEAGP)

1

5 6

2 3

4

Vision Business Enterprise Architecture Governance Process Architecture Governance

1010

Multiple-level of Oversight Oversees Envisioned Architecture Governance Process

Project Governance

Project Business Sponsors Enterprise, Solution and Architects

!  Recommend funding approval !  Approve or reject changes to

future-state architecture !  Resolves exception issues !  Suggest prioritization of

initiatives !  Conducts detailed architecture

delivery work product reviews for compliance

!  Identifies and logs architecture issues for Level 1 review/exception

Enterprise Systems and Solution Governance

Business Governance Architecture Governance

Business Process Operations Council

IT Executive Council CIO CTO

Chief Architect ITIL

Infrastructure Lead

Steering Committee ELT, BPOC Council, CTO, CIO (as

needed), Chief Architect BU Owners, Sponsors,

Stakeholders

Executive Leadership Team [ELT]

Enterprise Architects All other Lead Architects

Business Partners

Enterprise Level

Program Level

Project Level

!  Adjudicates on issues that cannot be resolved by Level 2 governance

!  Approves policies, future-state architecture diagrams and standards

!  Handles exceptions that cannot be resolved at the Enterprise Systems and Solutions governance level

Vision Architecture Governance Structure and Roles

L1

L2

L3

L4

Architecture Governance

1111

Existing programs [TBD] will not be targeted for architecture governance to minimize disruption to in-flight efforts already in delivery

Initial focus on “end-to-end” governance for BEAGP platform consolidation is recommended

Governance Pilot

Broader Roll Out to Major

Programs

Review the “self” segment

during planning and

the “proactive” segment

during delivery

Self governance

propagated to low level processes

1 2 3 4

Qa Qb

Detail Governance

Definition

0

Qc Qd…Qn Year

Scope: US/Other Platform

Consolidation Major Programs

Enterprise Wide

Adoption Broad Adoption

Architecture Governance Rollout Strategy Architecture Governance

1212

Recommend Strategically funding BEAGP definition & pilot Architecture Governance Transition and Roles

•  Scope of change in BEAGP effort will require architecture governance to ensure appropriate coordination across systems. BEAGP operating model estimates will include these activities given complexity –  Ramp up is incorporating Architecture Governance detailed design

activities and will provide funding to launch the pilot. –  CTO Architects (i.e. Enterprise, SOA Services, Information (MDM), etc.)

who understand the BEAGP vision, and have delivery responsibilities, will be required in architecture governance

•  Roll out to other major programs, and eventually the full PMO, will require that Architecture Governance be included in estimates going forward –  Architecture Governance activities will represent 10% of an Enterprise

Architect Group’s time –  Architecture capacity will need to be actively managed to align with

demand for all architecture activities, including Architecture Governance –  SOA has its own Architecture Governance and must be included

Architecture Governance

1313

Next Steps

•  Identify BEAGP resources/support/funding and PMO economic models to transition ownership from IT tactical processes currently in place

•  Strategically launch Business Enterprise Architecture Governance Program (BEAGP) in conjunction with platform consolidation efforts

CMAD Group Workbook 4 Op Model Interim

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