Tag Archives: Enterprise Transformation

The Open Group Boston 2014 – Day Two Highlights

By Loren K. Bayes, Director, Global Marketing Communications

Enabling Boundaryless Information Flow™  continued in Boston on Tuesday, July 22Allen Brown, CEO and President of The Open Group welcomed attendees with an overview of the company’s second quarter results.

The Open Group membership is at 459 organizations in 39 countries, including 16 new membership agreements in 2Q 2014.

Membership value is highlighted by the collaboration Open Group members experience. For example, over 4,000 individuals attended Open Group events (physically and virtually whether at member meetings, webinars, podcasts, tweet jams). The Open Group website had more than 1 million page views and over 105,000 publication items were downloaded by members in 80 countries.

Brown also shared highlights from The Open Group Forums which featured status on many upcoming white papers, snapshots, reference models and standards, as well as individiual Forum Roadmaps. The Forums are busy developing and reviewing projects such as the Next Version of TOGAF®, an Open Group standard, an ArchiMate® white paper, The Open Group Healthcare Forum charter and treatise, Standard Mils™ APIs and Open Fair. Many publications are translated into multiple languages including Chinese and Portuguese. Also, a new Forum will be announced in the third quarter at The Open Group London 2014 so stay tuned for that launch news!

Our first keynote of the day was Making Health Addictive by Joseph Kvedar, MD, Partners HealthCare, Center for Connected Health.

Dr. Kvedar described how Healthcare delivery is changing, with mobile technology being a big part. Other factors pushing changes are reimbursement paradigms and caregivers being paid to be more efficient and interested in keeping people healthy and out of hospitals. The goal of Healthcare providers is to integrate care into the day-to-day lives of patients. Healthcare also aims for better technologies and architecture.

Mobile is a game-changer in Healthcare because people are “always on and connected”. Mobile technology allows for in-the-moment messaging, ability to capture health data (GPS, accelerator, etc.) and display information in real time as needed. Bottom-line, smartphones are addictive so they are excellent tools for communication and engagement.

But there is a need to understand and address the implications of automating Healthcare: security, privacy, accountability, economics.

The plenary continued with Proteus Duxbury, CTO, Connect for Health Colorado, who presented From Build to Run at the Colorado Health Insurance Exchange – Achieving Long-term Sustainability through Better Architecture.

Duxbury stated the keys to successes of his organization are the leadership and team’s shared vision, a flexible vendor being agile with rapidly changing regulatory requirements, and COTS solution which provided minimal customization and custom development, resilient architecture and security. Connect for Health experiences many challenges including budget restraints, regulation and operating in a “fish bowl”. Yet, they are on-track with their three-year ‘build to run’ roadmap, stabilizing their foundation and gaining efficiencies.

During the Q&A with Allen Brown following each presentation, both speakers emphasized the need for standards, architecture and data security.

Brown and DuxburyAllen Brown and Proteus Duxbury

During the afternoon, track sessions consisted of Healthcare, Enterprise Architecture (EA) & Business Value, Service-Oriented Architecture (SOA), Security & Risk Management, Professional Development and ArchiMate Tutorials. Chris Armstrong, President, Armstrong Process Group, Inc. discussed Architecture Value Chain and Capability Model. Laura Heritage, Principal Solution Architect / Enterprise API Platform, SOA Software, presented Protecting your APIs from Threats and Hacks.

The evening culminated with a reception at the historic Old South Meeting House, where the Boston Tea Party began in 1773.

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IMG_2814Networking Reception at Old South Meeting House

A special thank you to our sponsors and exhibitors at The Open Group Boston 2014: BiZZdesign, Black Duck, Corso, Good e-Learning, Orbus and AEA.

Join the conversation #ogBOS!

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

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The Open Group Boston 2014 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications

The Open Group kicked off Enabling Boundaryless Information Flow™  July 21 at the spectacular setting of the Hyatt Boston Harbor. Allen Brown, CEO and President of The Open Group, welcomed over 150 people from 20 countries, including as far away as Australia, Japan, Saudi Arabia and India.

The first keynote speaker was Marshall Van Alstyne, Professor at Boston University School of Management & Researcher at MIT Center for Digital Business, known as a leading expert in business models. His presentation entitled Platform Shift – How New Open Business Models are Changing the Shape of Industry posed the questions “What does ‘openness’ mean? Why do platforms beat products every time?”.

Van AlstyneMarshall Van Alstyne

According to “InterBrand: 2014 Best Global Brands”, 13 of the top 31 companies are “platform companies”. To be a ‘platform’, a company needs embeddable functions or service and allow 3rd party access. Alystyne noted, “products have features, platforms have communities”. Great standalone products are not sufficient. Positive changes experienced by a platform company include pricing/profitability, supply chains, internal organization, innovation, decreased industry bottlenecks and strategy.

Platforms benefit from broad contributions, as long as there is control of the top several complements. Alstyne commented, “If you believe in the power of community, you need to embrace the platform.”

The next presentation was Open Platform 3.0™ – An Integrated Approach to the Convergence of Technology Platforms, by Dr. Chris Harding, Director for Interoperability, The Open Group. Dr. Harding discussed how society has developed a digital society.

1970 was considered the dawn of an epoch which saw the First RAM chip, IBM introduction of System/370 and a new operating system – UNIX®. Examples of digital progress since that era include driverless cars and Smart Cities (management of traffic, energy, water, communication).

Digital society enablers are digital structural change and corporate social media. The benefits are open innovation, open access, open culture, open government and delivering more business value.

Dr. Harding also noted, standards are essential to innovation and enable markets based on integration. The Open Group Open Platform 3.0™ is using ArchiMate®, an Open Group standard, to analyze the 30+ business use cases produced by the Forum. The development cycle is understanding, analysis, specification, iteration.

Dr. Harding emphasized the importance of Boundaryless Information Flow™, as an enabler of business objectives and efficiency through IT standards in the era of digital technology, and designed for today’s agile enterprise with direct involvement of business users.

Both sessions concluded with an interactive audience Q&A hosted by Allen Brown.

The last session of the morning’s plenary was a panel: The Internet of Things and Interoperability. Dana Gardner, Principal Analyst at Interarbor Solutions, moderated the panel. Participating in the panel were Said Tabet, CTO for Governance, Risk and Compliance Strategy, EMC; Penelope Gordon, Emerging Technology Strategist, 1Plug Corporation; Jean-Francois Barsoum, Senior Managing Consultant, Smarter Cities, Water & Transportation, IBM; and Dave Lounsbury, CTO, The Open Group.

IoT PanelIoT Panel – Gardner, Barsoum, Tabet, Lounsbury, Gordon

The panel explored the practical limits and opportunities of Internet of Things (IoT). The different areas discussed include obstacles to decision-making as big data becomes more prolific, openness, governance and connectivity of things, data and people which pertain to many industries such as smart cities, manufacturing and healthcare.

How do industries, organizations and individuals deal with IoT? This is not necessarily a new problem, but an accelerated one. There are new areas of interoperability but where does the data go and who owns the data? Openness is important and governance is essential.

What needs to change most to see the benefits of the IoT? The panel agreed there needs to be a push for innovation, increased education, move beyond models of humans managing the interface (i.e. machine-to-machine) and determine what data is most important, not always collecting all the data.

A podcast and transcript of the Internet of Things and Interoperability panel will be posted soon.

The afternoon was divided into several tracks: Boundaryless Information Flow™, Open Platform 3.0™ and Enterprise Architecture (EA) & Enterprise Transformation. Best Practices for Enabling Boundaryless Information Flow across the Government was presented by Syed Husain, Consultant Enterprise Architecture, Saudi Arabia E-government Authority. Robert K. Pucci, CTO, Communications Practice, Cognizant Technology Solutions discussed Business Transformation Justification Leveraging Business and Enterprise Architecture.

The evening concluded with a lively networking reception at the hotel.

Join the conversation #ogBOS!

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

 

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The Enterprise Architecture Kaleidoscope

By Stuart Boardman, Senior Business Consultant, Business & IT Advisory, KPN Consulting

Last week I attended a Club of Rome (Netherlands) debate about a draft report on sustainability and social responsibility. The author of the report described his approach as being like a kaleidoscope, because the same set of elements can form quite different pictures.

EA 1

Some people had some difficulty with this. They wanted a single picture they could focus on. To me it felt quite natural, because that’s very much what we try to do in Enterprise Architecture (EA) – produce different views of the same whole for the benefit of different stakeholders. And suddenly I realized how to express the relationship between EA and a broader topic like sustainability. That matters to me, because sustainability is something I’m passionate about and I’d like my work to be some small contribution to achieving that.

Before that, I’d been thinking that EA obviously has a role to play in a sustainable enterprise but I hadn’t convinced myself that the relationship was so fundamental – it felt a bit too much like wishful thinking on my part.

When we talk about sustainability today, we need to be clear that we’re not just talking about environmental issues and we’re certainly not talking about “greenwashing”. There’s an increasing awareness that a change needs to occur (and is to some extent occurring) in how we work, how we do business, how we relate to and value each other and how we relate to and value our natural environment.

This is relevant too for The Open Group Open Platform 3.0™. Plenty is written these days about the role that the Internet of Things and Big Data Analytics can play in sustainability. A lot is actually happening. Too much of this fails to take any account of the kaleidoscope and offers a purely technological and resource centric view of a shining future. People are reduced to being the happy consumers of this particular soma. By bringing other factors and in particular social media and locating the discussion in The Open Group’s traditions of Enterprise Architecture (and see also The Open Group’s work on Identity), these rather dangerous limitations can be overcome.

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 Source: Wikipedia

Success in any one of these areas is dependent on success in the others. That was really the message of the Club of Rome discussion.

And that’s where EA comes in – the architecture of a global enterprise. There are multiple stakeholders with multiple concerns. They range from a CEO with a company to keep afloat to a farming community, whose livelihood is threatened by a giant coal mine. They also include those whose livelihood is threatened by closing that mine and governments saddled with crippling national debt. They include the people working to achieve change. These people also have their own areas of focus within the overall picture. There are people designing the new solutions – technological or otherwise. There are the people who will have to operate the changed situation. There are the stewards for the natural environment and the non-human inhabitants of platform Earth.

Now Enterprise Architects are in a sense always concerned with sustainability, at least at the micro level of one organization or enterprise. We try to develop an architecture in which the whole enterprise (and all its parts) can achieve its goals – with a minimum of instability and with the ability to respond effectively to change. That in and of itself requires us to be aware of what’s going on in the world outside our organization’s direct sphere of influence, so it’s a small step to looking at a broader picture and wondering what the future of the enterprise might be in a non-sustainable world.

The next step is an obvious one for any Enterprise Architect – well actually any architect at all in any kind of enterprise. This isn’t a political or moral question (although architects have as much right as anyone to else to such considerations) but really just one of drawing conclusions, which are logical and obvious – unless one is merely driven by short-term considerations. What you do with those conclusions is up to you and constrained by your own situation. You do what you can. You can take the campaigning viewpoint or look for collateral lack of damage or just facilitate sustainability when it’s on the agenda – look for opportunities for re-use or repair. And if your situation is one where nothing is possible, you might want to be thinking about moving on.

Sustainability is not conservatism. Some things reach the end of their useful life or can’t survive unexpected and/or dramatic changes. Some things actually improve as a result of taking a serious knock – what Nicholas Nassim Taleb calls anti-fragility. That’s true in nature at both micro and macro levels and it’s particularly true in nature. It’s not surprising that the ideas of biomimicry are rapidly gaining traction in sustainability circles.

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Stickybot

In this sense, agile is really about sustainability. When we work with agile methods, we’re not trying to create something changeless. We’re trying to create a way of working in which our enterprise or some small part of it, can change and adapt so as to continue to fulfill its mission for so long as that remains relevant in the world.

So yes, there’s a lot an (enterprise) architect can do towards achieving a sustainable world and there are more than enough reasons that’s consistent with our role in the organizations and enterprises we serve.

Agreed? Not? Please comment one way or the other and let’s continue the discussion.

SONY DSCStuart Boardman is a Senior Business Consultant with KPN Consulting where he leads the Enterprise Architecture practice and consults to clients on Cloud Computing, Enterprise Mobility and The Internet of Everything. He is Co-Chair of The Open Group Open Platform 3.0™ Forum and was Co-Chair of the Cloud Computing Work Group’s Security for the Cloud and SOA project and a founding member of both The Open Group Cloud Computing Work Group and The Open Group SOA Work Group. Stuart is the author of publications by KPN, the Information Security Platform (PvIB) in The Netherlands and of his previous employer, CGI as well as several Open Group white papers, guides and standards. He is a frequent speaker at conferences on the topics of Open Platform 3.0 and Identity.

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The Digital Ecosystem Paradox – Learning to Move to Better Digital Design Outcomes

By Mark Skilton, Professor of Practice, Information Systems Management, Warwick Business School

Does digital technologies raise quality and improve efficiencies but at the same time drive higher costs of service as more advanced solutions and capabilities become available demanding higher entry investment and maintenance costs?

Many new digital technologies introduce step change in performance that would have been cost prohibitive in the previous technology generations. But in some industries the technology cost per outcome have be steadily rising in some industries.

In the healthcare market the cost per treatment of health care technology was highlighted in a MIT Technology Review article (1). In areas such as new drugs for treating depression, left-ventricular assistance devices, or implantable defibrillators may be raising the overall cost of health, yet how do we value this if patient quality of life is improving and life extending. While lower cost drugs and vaccines may be enabling better overall patient outcomes

In the smart city a similar story is unfolding where governments and organizations are seeking paths to use digitization to drive improvements in jobs productivity, better lifestyles and support of environmental sustainability. While there are several opportunities to reduce energy bills, improve transport and office spaces exist with savings of 40% to 60% consumption and efficiencies complexity costs of connecting different residential, corporate offices, transport and other living spaces requires digital initiatives that are coordinated and managed. (U-city experience in South Korea (2)).

These digital paradoxes represent the digital ecosystem challenge to maximise what these new digital technologies can do to augment every objects, services, places and spaces while taking account of the size and addressable market that all these solutions can serve.

Skilton1

What we see is that technology can be both a driver of the physical and digital economy through lowering of price per function in computer storage, compute, access and application technology and creating new value; conversely the issues around driving new value is having different degrees of success in industries.

Creating value in the digital economy

The digital economy is at a tipping point, a growing 30% of business is shifting online to search and engage with consumers, markets and transactions taking account of retail , mobile and impact on supply channels (3);  80% of transport, real estate and hotelier activity is processed through websites (4); over 70% of companies and consumers are experiencing cyber-privacy challenges (5), (6) yet the digital media in social, networks, mobile devices, sensors and the explosion of big data and cloud computing networks is interconnecting potentially everything everywhere – amounting to a new digital “ecosystem.

Disruptive business models across industries and new consumer innovation are increasingly built around new digital technologies such as social media, mobility, big data, cloud computing and the emerging internet of things sensors, networks and machine intelligence. (MISQ Digital Strategy Special Issue (7)).

These trends have significantly enhanced the relevance and significance of IT in its role and impact on business and market value at local, regional and global scale.

With IT budgets increasing shifting more towards the marketing functions and business users of these digital services from traditional IT, there is a growing role for technology to be able to work together in new connected ways.

Driving better digital design outcomes

The age of new digital technologies are combining in new ways to drive new value for individuals, enterprise, communities and societies. The key is in understanding the value that each of these technologies can bring individually and in the mechanisms to creating additive value when used appropriately and cost effectively to drive brand, manage cyber risk, and build consumer engagement and economic growth.

Skilton2

Value-in-use, value in contextualization

Each digital technology has the potential to enable better contextualization of the consumer experience and the value added by providers.   Each industry market has emerging combinations of technologies that can be developed to enable focused value.

Examples of these include.

  • Social media networks

o   Creating enhanced co-presence

  • Big data

o   Providing uniqueness profiling , targeting advice and preferences in context

  • Mobility

o   Creating location context services and awareness

  • Cloud

o   Enabling access to resources and services

  • Sensors

o   Creating real time feedback responsiveness

  • Machine intelligence

o   Enabling insight and higher decision quality

Together these digital technologies can build generative effects that when in context can enable higher value outcomes in digital workspaces.

Skilton3

Value in Contextualization

The value is not in whether these technologies, objects, consumers or provider inside or outside the enterprise or market. These distinctions are out-of-context from relating them to the situation and the consumer needs and wants. The issue is how to apply and put into context the user experience and enterprise and social environment to best use and maximise the outcomes in a specific setting context rom the role perspective.

With the medical roles of patient and clinician, the aim in digitization is how mobile devices, wearable monitoring can be used most efficiently and effectively to raise patient outcome quality and manage health service costs. Especially in the developing countries and remote areas where infrastructure and investment costs, how can technologies reach and improve the quality of health and at an effective cost price point.

This phenomena is wide spread and growing across all industry sectors such as: the connected automobile with in-car entertainment, route planning services; to tele-health that offers remote patient care monitoring and personalized responses; to smart buildings and smart cities that are optimizing energy consumption and work environments; to smart retail where interactive product tags for instant customer mobile information feedback and in-store promotions and automated supply chains. The convergence of these technologies requires a response from all businesses.

These issues are not going to go away, the statistics from analysts describe a new era of a digital industrial economy (8). What is common is the prediction in the next twenty to fifty years suggest double or triple growth in demand for new digital technologies and their adoption.

Skilton4

Platforming and designing better digital outcomes

Developing efective digital workspaces will be fundamental to the value and use of these technologies. There will be not absolute winners and losers as a result of the digital paradox. What is at state is in how the cost and inovation of these technologies can be leveraged to fit specific outcomes.

Understanding the architecting practices will be essentuial in realizing the digitel enterprise. Central to this is how to develop ways to contextualize digital technologies to enable this value for consumers and customers (Value and Worth – creating new markets in the digital economy (9)).Skilton5Platforming will be a central IT strategy that we see already emerging in early generations of digital marketplaces, mobile app ecosystems and emerging cross connecting services in health, automotive, retail and others seeking to create joined up value.

Digital technologies will enable new forms of digital workspaces to support new outcomes. By driving contextualized offers that meet and stimulate consumer behaviors and demand , a richer and more effective value experience and growth potential is possible.

Skilton6The challenge ahead

The evolution of digital technologies will enable many new types of architect and platforms. How these are constructed into meaningful solutions is both the opportunity and the task ahead.

The challenge for both business and IT practitioners is how to understand the practical use and advantages as well as the pitfalls and challenges from these digital technologies

  • What can be done using digital technologies to enhance customer experience, employee productivity and sell more products and services
  • Where to position in a digital market, create generative reinforcing positive behavior and feedback for better market branding
  • Who are the beneficiaries of the digital economy and the impact on the roles and jobs of business and IT professionals
  • Why do enterprises and industry marketplaces need to understand the disruptive effects of these digital technologies and how to leverage these for competitive advantage.
  • How to architect and design robust digital solutions that support the enterprise, its supply chain and extended consumers, customers and providers

References

  1. http://www.technologyreview.com/news/518876/the-costly-paradox-of-health-care-technology/.
  2. http://www.kyoto-smartcity.com/result_pdf/ksce2014_hwang.pdf.
  3. http://www.smartinsights.com/digital-marketing-strategy/online-retail-sales-growth/
  4. http://www.statisticbrain.com/internet-travel-hotel-booking-statistics/
  5. http://www.fastcompany.com/3019097/fast-feed/63-of-americans-70-of-milennials-are-cybercrime-victims
  6. https://www.kpmg.com/Global/en/IssuesAndInsights/ArticlesPublications/Documents/cyber-crime.pdf
  7. http://www.misq.org/contents-37-2
  8. http://www.gartner.com/newsroom/id/2602817
  9. http://www2.warwick.ac.uk/fac/sci/wmg/mediacentre/wmgnews/?newsItem=094d43a23d3fbe05013d835d6d5d05c6

 

Skilton7Digital Health

As the cost of health care, the increasing aging population and the rise of medical advances enable people to live longer and improved quality of life; the health sector together with governments and private industry are increasingly using digital technologies to manage the rising costs of health care while improve patient survival and quality outcomes.

Digital Health Technologies

mHealth, TeleHealth and Translation-to-Bench Health services are just some of the innovative medical technology practices creating new Connected Health Digital Ecosystems.

These systems connect Mobile phones, wearable health monitoring devices, remote emergency alerts to clinician respond and back to big data research for new generation health care.

The case for digital change

UN Department of Economic and Social Affairs

“World population projected to reach 8.92 billion for 2050 and 9.22 Million in 2075. Life expectance is expected to range from 66 to 97 years by 2100.”

OECD Organization for Economic Cooperation and Development

The cost of Health care in developing countries is 8 to 17% of GDP in developed countries. But overall Health car e spending is falling while population growth and life expectancy and aging is increasing.

 

Skilton8Smart cities

The desire to improve buildings, reduce pollution and crime, improve transport, create employment, better education and ways to launch new business start-ups through the use of digital technologies are at the core of important outcomes to drive city growth from “Smart Cities” digital Ecosystem.

Smart city digital technologies

Embedded sensors in building energy management, smart ID badges, and mobile apps for location based advice and services supporting social media communities, enabling improved traffic planning and citizen service response are just some of the ways digital technologies are changing the physical city in the new digital metropolis hubs of tomorrow.

The case for digital change

WHO World Health Organization

“By the middle of the 21st century, the urban population will almost double globally, By 2030, 6 out of every 10 people will live in a city, and by 2050, this proportion will increase to 7 out of 10 people.”

UN Inter-governmental Panel on Climate Change IPCC

“In 2010, the building sector accounted for around 32% final energy use with energy demand projected to approximately double and CO2 emissions to increase by 50–150% by mid-century”

IATA International Air Transport Association

“Airline Industry Forecast 2013-2017 show that airlines expect to see a 31% increase in passenger numbers between 2012 and 2017. By 2017 total passenger numbers are expected to rise to 3.91 billion—an increase of 930 million passengers over the 2.98 billion carried in 2012.”

Mark Skilton 2 Oct 2013Professor Mark Skilton,  Professor of Practice in Information Systems Management , Warwick Business School has over twenty years’ experience in Information Technology and Business consulting to many of the top fortune 1000 companies across many industry sectors and working in over 25 countries at C level board level to transform their operations and IT value.  Mark’s career has included CIO, CTO  Director roles for several FMCG, Telecoms Media and Engineering organizations and recently working in Global Strategic Office roles in the big 5 consulting organizations focusing on digital strategy and new multi-sourcing innovation models for public and private sectors. He is currently a part-time Professor of practice at Warwick Business School, UK where he teaches outsourcing and the intervention of new digital business models and CIO Excellence practices with leading Industry practitioners.

Mark’s current research and industry leadership engagement interests are in Digital Ecosystems and the convergence of social media networks, big data, mobility, cloud computing and M2M Internet of things to enable digital workspaces. This has focused on define new value models digitizing products, workplaces, transport and consumer and provider contextual services. He has spoken and published internationally on these subjects and is currently writing a book on the Digital Economy Series.

Since 2010 Mark has held International standards body roles in The Open Group co-chair of Cloud Computing and leading Open Platform 3.0™ initiatives and standards publications. Mark is active in the ISO JC38 distributed architecture standards and in the Hubs-of-all-things HAT a multi-disciplinary project funded by the Research Council’s UK Digital Economy Programme. Mark is also active in Cyber security forums at Warwick University, Ovum Security Summits and INFOSEC. He has spoken at the EU Commission on Digital Ecosystems Agenda and is currently an EU Commission Competition Judge on Smart Outsourcing Innovation.

 

 

 

 

 

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ArchiMate® Users Group Meeting

By The Open Group

During a special ArchiMate® users group meeting on Wednesday, May 14 in Amsterdam, Andrew Josey, Director of Standards within The Open Group, presented on the ArchiMate certification program and adoption of the language. Andrew is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF® 9.1, ArchiMate 2.1, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4.

ArchiMate®, a standard of The Open Group, is an open and independent modeling language for Enterprise Architecture that is supported by different vendors and consulting firms. ArchiMate provides instruments to enable Enterprise Architects to describe, analyze and visualize the relationships among business domains in an unambiguous way. ArchiMate is not an isolated development. The relationships with existing methods and techniques, like modeling languages such as UML and BPMN, and methods and frameworks like TOGAF and Zachman, are well-described.

In this talk, Andrew provided an overview of the ArchiMate 2 certification program, including information on the adoption of the ArchiMate modeling language. He gave an overview of the major milestones in the development of Archimate and referred to the Dutch origins of the language. The Dutch Telematica Institute created the Archimate language in the period 2002-2004 and the language is now widespread. There have been over 41,000 downloads of different versions of the ArchiMate specification from more than 150 countries. At 52%, The Netherlands is leading the “Top 10 Certifications by country”. However, the “Top 20 Downloads by country” is dominated by the USA (19%), followed by the UK (14%) and The Netherlands (12%). One of the tools developed to support ArchiMate is Archi, a free open-source tool created by Phil Beauvoir at the University of Bolton in the UK. Since its development, Archi also has grown from a relatively small, home-grown tool to become a widely used open-source resource that averages 3,000 downloads per month and whose community ranges from independent practitioners to Fortune 500 companies. It is no surprise that again, Archi is mostly downloaded in The Netherlands (17.67%), the United States (12.42%) and the United Kingdom (8.81%).

After these noteworthy facts and figures, Henk Jonkers took a deep dive into modeling risk and security. Henk Jonkers is a senior research consultant, involved in BiZZdesign’s innovations in the areas of Enterprise Architecture and engineering. He was one of the main developers of the ArchiMate language, an author of the ArchiMate 1.0 and 2.0 Specifications, and is actively involved in the activities of the ArchiMate Forum of The Open Group. In this talk, Henk showed several examples of how risk and security aspects can be incorporated in Enterprise Architecture models using the ArchiMate language. He also explained how the resulting models could be used to analyze risks and vulnerabilities in the different architectural layers, and to visualize the business impact that they have.

First Henk described the limitations of current approaches – existing information security and risk management methods do not systematically identify potential attacks. They are based on checklists, heuristics and experience. Security controls are applied in a bottom-up way and are not based on a thorough analysis of risks and vulnerabilities. There is no explicit definition of security principles and requirements. Existing systems only focus on IT security. They have difficulties in dealing with complex attacks on socio-technical systems, combining physical and digital access, and social engineering. Current approaches focus on preventive security controls, and corrective and curative controls are not considered. Security by Design is a must, and there is always a trade-off between the risk factor versus process criticality. Henk gave some arguments as to why ArchiMate provides the right building blocks for a solid risk and security architecture. ArchiMate is widely accepted as an open standard for modeling Enterprise Architecture and support is widely available. ArchiMate is also suitable as a basis for qualitative and quantitative analysis. And last but not least: there is a good fit with other Enterprise Architecture and security frameworks (TOGAF, Zachman, SABSA).

“The nice thing about standards is that there are so many to choose from”, emeritus professor Andrew Stuart Tanenbaum once said. Using this quote as a starting point, Gerben Wierda focused his speech on the relationship between the ArchiMate language and Business Process Model and Notation (BPMN). In particular he discussed Bruce Silver’s BPMN Method and Style. He stated that ArchiMate and BPMN can exist side by side. Why would you link BPMN and Archimate? According to Gerben there is a fundamental vision behind all of this. “There are unavoidably many ‘models’ of the enterprise that are used. We cannot reduce that to one single model because of fundamentally different uses. We even cannot reduce that to a single meta-model (or pattern/structure) because of fundamentally different requirements. Therefore, what we need to do is look at the documentation of the enterprise as a collection of models with different structures. And what we thus need to do is make this collection coherent.”

Gerben is Lead Enterprise Architect of APG Asset Management, one of the largest Fiduciary Managers (± €330 billion Assets under Management) in the world, with offices in Heerlen, Amsterdam, New York, Hong Kong and Brussels. He has overseen the construction of one of the largest single ArchiMate models in the world to date and is the author of the book “Mastering ArchiMate”, based on his experience in large scale ArchiMate modeling. In his speech, Gerben showed how the leading standards ArchiMate and BPMN (Business Process Modeling Notation, an OMG standard) can be used together, creating one structured logically coherent and automatically synchronized description that combines architecture and process details.

Marc Lankhorst, Managing Consultant and Service Line Manager Enterprise Architecture at BiZZdesign, presented on the topic of capability modeling in ArchiMate. As an internationally recognized thought leader on Enterprise Architecture, he guides the development of BiZZdesign’s portfolio of services, methods, techniques and tools in this field. Marc is also active as a consultant in government and finance. In the past, he has managed the development of the ArchiMate language for Enterprise Architecture modeling, now a standard of The Open Group. Marc is a certified TOGAF9 Enterprise Architect and holds an MSc in Computer Science from the University of Twente and a PhD from the University of Groningen in the Netherlands. In his speech, Marc discussed different notions of “capability” and outlined the ways in which these might be modeled in ArchiMate. In short, a business capability is something an enterprise does or can do, given the various resources it possesses. Marc described the use of capability-based planning as a way of translating enterprise strategy to architectural choices and look ahead at potential extensions of ArchiMate for capability modeling. Business capabilities provide a high-level view of current and desired abilities of the organization, in relation to strategy and environment. Enterprise Architecture practitioners design extensive models of the enterprise, but these are often difficult to communicate with business leaders. Capabilities form a bridge between the business leaders and the Enterprise Architecture practitioners. They are very helpful in business transformation and are the ratio behind capability based planning, he concluded.

For more information on ArchiMate, please visit:

http://www.opengroup.org/subjectareas/enterprise/archimate

For information on the Archi tool, please visit: http://www.archimatetool.com/

For information on joining the ArchiMate Forum, please visit: http://www.opengroup.org/getinvolved/forums/archimate

 

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The Open Group Summit Amsterdam 2014 – Day Three Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

May 14, day three of The Open Group Summit Amsterdam, was another busy day for our attendees and presenters.  Tracks included ArchiMate®The Open Group Open Platform 3.0™-Big Data, Open CITS, TOGAF®, Architecture Methods and Professional Development.

Mark Skilton, Professor of Practice, Information Systems Management, Warwick Business School, UK presented “Creating Value in the Digital Economy”. Skilton discussed how the digital media in social, networks, mobile devices, sensors and the explosion of big data and cloud computing networks is interconnecting potentially everything everywhere – amounting to a new digital ecosystem.  These trends have significantly enhanced the importance of IT in its role and impact on business and market value locally, regionally and globally.

Other notable speakers included Thomas Obitz, Principal Advisor, KPMG, LLK, UK, and Paul Bonnie, Head of Architecture Office, ING, The Netherlands, who shared how standards, such as TOGAF®, an Open Group standard, are necessary and effective in the financial services industry.

During a special users group meeting in the evening, Andrew Josey, Director of Standards within The Open Group, presented the ArchiMate certification program and adoption of the language. . Andrew is currently managing the standards process for The Open Group, and has recently led the standards development projects for TOGAF® 9.1, ArchiMate 2.1, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single UNIX Specification, Version 4.

Andrew provided an overview of the ArchiMate 2 certification program, including information on the adoption of the ArchiMate modeling language. He discussed the major milestones in the development of ArchiMate and referred to the Dutch origins of the language. The ArchiMate language was developed beginning in 2002 and is now widespread.  There have been over 41,000 downloads of ArchiMate specifications from more than 150 countries.

Henk Jonkers, senior research consultant involved in BiZZdesign’s innovations in Enterprise Architecture (EA) and one of the main developers of the ArchiMate language, took a deep dive into modeling risk and security.

Henk JonkersHenk Jonkers, BiZZdesign

As a final farewell from Amsterdam, a special thanks goes to our sponsors and exhibitors during this dynamic summit:  BiZZdesign, MEGA, ARCA Strategic Group, Good e-Learning, Orbus Software, Corso, Van Haren, Metaplexity, Architecting the Enterprise, Biner and the Association of Enterprise Architects (AEA).

For those of you who attended the Summit, please give us your feedback! https://www.surveymonkey.com/s/AMST2014

Stay tuned for Summit proceedings to be posted soon!  See you at our event in Boston, Massachusetts July 21-22!

 

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The Open Group Summit Amsterdam 2014 – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

On Tuesday, May 13, day two of The Open Group Summit Amsterdam, the morning plenary began with a welcome from The Open Group President and CEO Allen Brown. He presented an overview of the Forums and the corresponding Roadmaps. He described the process of standardization, from the initial work to a preliminary standard, including review documents, whitepapers and snapshots, culminating in the final publication of an open standard. Brown also announced that Capgemini is again a Platinum member of The Open Group and contributes to the realization of the organization’s objectives in various ways.

Charles Betz, Chief Architect, Signature Client Group, AT&T and Karel van Zeeland, Lead IT4IT Architect, Shell IT International, presented the second keynote of the morning, ‘A Reference Architecture For the Business of IT’.  When the IT Value Chain and IT4IT Reference Architecture is articulated, instituted and automated, the business can experience huge cost savings in IT and significantly improved response times for IT service delivery, as well as increasing customer satisfaction.

AmsterdamPlenaryKarel van Zeeland, Charles Betz and Allen Brown

In 1998, Shell Information Technology started to restructure the IT Management and the chaos was complete. There were too many tools, too many vendors, a lack of integration, no common data model, a variety of user interfaces and no standards to support rapid implementation. With more than 28 different solutions for incident management and more than 160 repositories of configuration data, the complexity was immense. An unclear relationship with Enterprise Architecture and other architectural issues made the case even worse.

Restructuring the IT Management turned out to be a long journey for the Shell managers. How to manage 1,700 locations in 90 countries, 8,000 applications, 25,000 servers, dozens of global and regional datacenters,125,000 PCs and laptops, when at the same time you are confronted with trends like BYOD, mobility, cloud computing, security, big data and the Internet of Things (IoT).  According to Betz and van Zeeland, IT4IT is a promising platform for evolution of the IT profession. IT4IT however has the potential to become a full open standard for managing the business of IT.

Jeroen Tas, CEO of Healthcare Informatics Solutions and Services within Philips Healthcare, explained in his keynote speech, “Philips is becoming a software company”. Digital solutions connect and streamline workflow across the continuum of care to improve patient outcomes. Today, big data is supporting adaptive therapies. Smart algorithms are used for early warning and active monitoring of patients in remote locations. Tas has a dream, he wants to make a valuable contribution to a connected healthcare world for everyone.

In January 2014, Royal Philips announced the formation of Healthcare Informatics Solutions and Services, a new business group within Philips’ Healthcare sector that offers hospitals and health systems the customized clinical programs, advanced data analytics and interoperable, cloud-based platforms necessary to implement new models of care. Tas, who previously served as the Chief Information Officer of Philips, leads the group.

In January of this year, The Open Group launched The Open Group Healthcare Forum whichfocuses on bringing Boundaryless Information Flow™ to the healthcare industry enabling data to flow more easily throughout the complete healthcare ecosystem.

Ed Reynolds, HP Fellow and responsible for the HP Enterprise Security Services in the US, described the role of information risk in a new technology landscape. How do C-level executives think about risk? This is a relevant and urgent question because it can take more than 243 days before a data breach is detected. Last year, the average cost associated with a data breach increased 78% to 11.9 million dollars. Critical data assets may be of strategic national importance, have massive corporate value or have huge significance to an employee or citizen, be it the secret recipe of Coca Cola or the medical records of a patient. “Protect your crown jewels” is the motto.

Bart Seghers, Cyber Security Manager, Thales Security and Henk Jonkers, Senior Research Consultant of BiZZdesign, visualized the Business Impact of Technical Cyber Risks. Attacks on information systems are becoming increasingly sophisticated. Organizations are increasingly networked and thus more complex. Attacks use digital, physical and social engineering and the departments responsible for each of these domains within an organization operate in silos. Current risk management methods cannot handle the resulting complexity. Therefore they are using ArchiMate® as a risk and security architecture. ArchiMate is a widely accepted open standard for modeling Enterprise Architecture. There is also a good fit with other EA and security frameworks, such as TOGAF®. A pentest-based Business Impact Assessment (BIA) is a powerful management dashboard that increases the return on investment for your Enterprise Architecture effort, they concluded.

Risk Management was also a hot topic during several sessions in the afternoon. Moderator Jim Hietala, Vice President, Security at The Open Group, hosted a panel discussion on Risk Management.

In the afternoon several international speakers covered topics including Enterprise Architecture & Business Value, Business & Data Architecture and Open Platform 3.0™. In relation to social networks, Andy Jones, Technical Director, EMEA, SOA Software, UK, presented “What Facebook, Twitter and Netflix Didn’t Tell You”.

The Open Group veteran Dr. Chris Harding, Director for Interoperability at The Open Group, and panelists discussed and emphasized the importance of The Open Group Open Platform 3.0™. The session also featured a live Q&A via Twitter #ogchat, #ogop3.

The podcast is now live. Here are the links:

Briefings Direct Podcast Home Page: http://www.briefingsdirect.com/

PODCAST STREAM: http://traffic.libsyn.com/interarbor/BriefingsDirect-The_Open_Group_Amsterdam_Conference_Panel_Delves_into_How_to_Best_Gain_Business_Value_From_Platform_3.mp3

PODCAST SUMMARY: http://briefingsdirect.com/the-open-group-amsterdam-panel-delves-into-how-to-best-gain-business-value-from-platform-30

In the evening, The Open Group hosted a tour and dinner experience at the world-famous Heineken Brewery.

For those of you who attended the summit, please give us your feedback! https://www.surveymonkey.com/s/AMST2014

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The Open Group Summit Amsterdam 2014 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

The Open Group Summit Amsterdam, held at the historic Hotel Krasnapolsky, began on Monday, May 12 by highlighting how the industry is moving further towards Boundaryless Information Flow™. After the successful introduction of The Open Group Healthcare Forum in San Francisco, the Governing Board is now considering other vertical Forums such as the airline industry and utilities sector.

The morning plenary began with a welcome from Steve Nunn, COO of The Open Group and CEO of the Association of Enterprise Architects (AEA). He mentioned that Amsterdam has a special place in his heart because of the remembrance of the 2001 event also held in Amsterdam, just one month after the 9/11 attacks which shocked the world. Today, with almost 300 registrations and people from 29 different countries, The Open Group is still appealing to a wide range of nationalities.

Allen Brown, President and CEO of The Open Group, took the audience on a journey as he described the transformation process that The Open Group has been on over the last thirty years from its inception in 1984. After a radically financial reorganization and raising new working capital, The Open Group is flourishing more than ever and is in good financial health.

It is amazing that 40 percent of the staff of 1984 is still working for The Open Group. What is the secret? You should have the right people in the boat with shared values and commitment. “In 2014, The Open Group runs a business, but stays a not-for-profit organization, a consortium”, Brown emphasized. “Enterprise Architecture is not a commercial vehicle or a ‘trendy’ topic. The Open Group always has a positive attitude and will never criticize other organizations. Our certification programs are a differentiator compared to other organizations. We collaborate with other consortia and standard bodies like ISO and ITIL”, Brown said.

Now the world is much more complex. Technology risk is increasing. A common language based on common standards is needed more than ever. TOGAF®, an Open Group standard, was in its infancy in 1998 and now it is the common standard for Enterprise Architects all over the world. In 1984, the UNIX® platform was the first platform of The Open Group. The Open Group Open Platform 3.0™, launched last year, focuses on new and emerging technology trends like mobility, big data, cloud computing and the Internet of Things converging with each other and leading to new business models and system designs. “The Open Group is all about building relationships and networking”, Brown concluded.

Leonardo Ramirez, CEO of ARCA SG and Chair of AEA Colombia, talked about the role of interoperability and Enterprise Architecture in Latin America. Colombia is now a safe country and has the strongest economy in the region. In 2011 Colombia promoted the electronic government and TOGAF was selected as the best choice for Enterprise Architecture. Ramirez is determined to stimulate social economic development projects in Latin America with the help of Enterprise Architecture. There is a law in Colombia (Regulation Law 1712, 2014) that says that every citizen has the right to access all the public information without boundaries.

Dr. Jonas Ridderstråle, Chairman, Mgruppen and Visiting Professor, Ashridge (UK) and IE Business Schools (Spain), said in his keynote speech, “Womenomics rules, the big winners of the personal freedom movement will be women. Women are far more risk averse. What would have happened with Lehman Brothers if it was managed by women? ‘Lehman Sisters’ probably had the potential to survive. Now women can spend 80 percent of their time on other things than just raising kids.” Ridderstråle continued to discuss life-changing and game-changing events throughout his presentation. He noted that The Open Group Open Platform 3.0 for instance is a good example of a successful reinvention.

“Towards a European Interoperability Architecture” was the title of one of the afternoon sessions led by Mr. R. Abril Jimenez. Analysis during the first phase of the European Interoperability Strategy (EIS) found that, at conceptual level, architecture guidelines were missing or inadequate. In particular, there are no architectural guidelines for cross-border interoperability of building blocks. Concrete, reusable interoperability guidelines and rules and principles on standards and architecture are also lacking. Based on the results achieved and direction set in the previous phases of the action, the EIA project has moved into a more practical phase that consists of two main parts: Conceptual Reference Architecture and Cartography.

Other tracks featured Healthcare, Professional Development and Dependability through Assuredness™.

The evening concluded with a lively networking reception in the hotel’s Winter Garden ballroom.

For those of you who attended the summit, please give us your feedback!  https://www.surveymonkey.com/s/AMST2014

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Improving Patient Care and Reducing Costs in Healthcare

By Jason Lee, Director of Healthcare and Security Forums, The Open Group

Recently, The Open Group Healthcare Forum hosted a tweet jam to discuss IT and Enterprise Architecture (EA) issues as they relate to two of the most persistent problems in healthcare: reducing costs and improving patient care. Below I summarize the key points that followed from a rather unique discussion. Unique how? Unique in that rather than address these issues from the perspective of “must do” priorities (including EHR implementation, transitioning to ICD-10, and meeting enhanced HIPAA security requirements), we focused on “should do” opportunities.

We asked how stakeholders in the healthcare system can employ “Boundaryless Information Flow™” and standards development through the application of EA approaches that have proven effective in other industries to add new insights and processes to reduce costs and improve quality.

Question 1: What barriers exist for collaboration among providers in healthcare, and what can be done to improve things?
• tetradian: Huge barriers of language, terminology, mindset, worldview, paradigm, hierarchy, role and much more
• jasonsleephd: Financial, organizational, structural, lack of enabling technology, cultural, educational, professional insulation
• jim_hietala: EHRs with proprietary interfaces represent a big barrier in healthcare
• Technodad: Isn’t question really what barriers exist for collaboration between providers and patients in healthcare?
• tetradian: Communication b/w patients and providers is only one (type) amongst very many
• Technodad: Agree. Debate needs to identify whose point of view the #healthcare problem is addressing.
• Dana_Gardner: Where to begin? A Tower of Babel exists on multiple levels among #healthcare ecosystems. Too complex to fix wholesale.
• EricStephens: Also, legal ramifications of sharing information may impede sharing
• efeatherston: Patient needs provider collaboration to see any true benefit (I don’t just go to one provider)
• Dana_Gardner: Improve first by identifying essential collaborative processes that have most impact, and then enable them as secure services.
• Technodad: In US at least, solutions will need to be patient-centric to span providers- Bring Your Own Wellness (BYOW™) for HC info.
• loseby: Lack of shared capabilities & interfaces between EHRs leads to providers w/o comprehensive view of patient
• EricStephens: Are incentives aligned sufficiently to encourage collaboration? + lack of technology integration.
• tetradian: Vast numbers of stakeholder-groups, many beyond medicine – e.g. pharma, university, politics, local care (esp. outside of US)
• jim_hietala: Gap in patient-centric information flow
• Technodad: I think patents will need to drive the collaboration – they have more incentive to manage info than providers.
• efeatherston: Agreed, stakeholder list could be huge
• EricStephens: High-deductible plans will drive patients (us) to own our health care experience
• Dana_Gardner: Take patient-centric approach to making #healthcare processes better: drives adoption, which drives productivity, more adoption
• jasonsleephd: Who thinks standards development and data sharing is an essential collaboration tool?
• tetradian: not always patient-centric – e.g. epidemiology /public-health is population centric – i.e. _everything_ is ‘the centre’
• jasonsleephd: How do we break through barriers to collaboration? For one thing, we need to create financial incentives to collaborate (e.g., ACOs)
• efeatherston: Agreed, the challenge is to get them to challenge (if that makes sense). Many do not question
• EricStephens: Some will deify those in a lab coat.
• efeatherston: Still do, especially older generations, cultural
• Technodad: Agree – also displaying, fusing data from different providers, labs, monitors etc.
• dianedanamac: Online collaboration, can be cost effective & promote better quality but must financially incented
• efeatherston: Good point, unless there is a benefit/incentive for provider, they may not be bothered to try
• tetradian: “must financially incented” – often other incentives work better – money can be a distraction – also who pays?

Participants identified barriers that are not atypical: financial disincentives, underpowered technology, failure to utilize existing capability, lack of motivation to collaborate. Yet all participants viewed more collaboration as key. Consensus developed around:
• The patient (and by one commenter, the population) as the main driver of collaboration, and
• The patient as the most important stakeholder at the center of information flow.

Question 2: Does implementing remote patient tele-monitoring and online collaboration drive better and more cost-effective patient care?
• EricStephens: “Hell yes” comes to mind. Why drag yourself into a dr. office when a device can send the information (w/ video)
• efeatherston: Will it? Will those with high deductible plans have ability/understanding/influence to push for it?
• EricStephens: Driving up participation could drive up efficacy
• jim_hietala: Big opportunities to improve patient care thru remote tele-monitoring
• jasonsleephd: Tele-ICUs can keep patients (and money) in remote settings while receiving quality care
• jasonsleephd: Remote monitoring of patients admitted with CHF can reduce rehospitalization w/i 6 months @connectedhealth.org
• Dana_Gardner: Yes! Pacemakers now uplink to centralized analysis centers, communicate trends back to attending doctor. Just scratches surface
• efeatherston: Amen. Do that now, monthly uplink, annual check in with doctor to discuss any trends he sees.
• tetradian: Assumes tele-monitoring options even exist – very wide range of device-capabilities, from very high to not-much, and still not common.
• tetradian: (General request to remember that there’s more to the world, and medicine, than just the US and its somewhat idiosyncratic systems?)
• efeatherston: Yes, I do find myself looking through the lens of my own experiences, forgetting the way we do things may not translate
• jasonsleephd: Amen to point about our idiosyncrasies! Still, we have to live with them, and we can do so much better with good information flow!
• Dana_Gardner: Governments should remove barriers so more remote patient tele-monitoring occurs. Need to address the malpractice risks issue.
• TerryBlevins: Absolutely. Just want the information to go to the right place!
• Technodad: . Isn’t “right place” someplace you & all your providers can access? Need interoperability!
• TerryBlevins: It requires interoperability yes – the info must flow to those that must know.
• Technodad: Many areas where continuous monitoring can help. Improved IoT (internet of things) sensors e.g. cardio, blood chemistry coming. http://t.co/M3xw3tNvv3
• tetradian: Ethical/privacy concerns re how/with-whom that data is shared – e.g. with pharma, research, epidemiology etc
• efeatherston: Add employers to that etc. list of how/who/what is shared

Participants agreed that remote patient monitoring and telemonitoring can improve collaboration, improve patient care, and put patients more in control of their own healthcare data. However, participants expressed concerns about lack of widespread availability and the related issue of high cost. In addition, they raised important questions about who has access to these data, and they addressed nagging privacy and liability concerns.

Question 3: Can a mobile strategy improve patient experience, empowerment and satisfaction? If so, how?
• jim_hietala: mobile is a key area where patient health information can be developed/captured
• EricStephens: Example: link blood sugar monitor to iPhone to MyFitnessPal + gamification to drive adherence (and drive $$ down?)
• efeatherston: Mobile along with #InternetOfThings, wearables linked to mobile. Contact lens measuring blood sugar in recent article as ex.
• TerryBlevins: Sick people, or people getting sick are on the move. In a patient centric world we must match need.
• EricStephens: Mobile becomes a great data acquisition point. Something as simple as SMS can drive adherence with complication drug treatments
• jasonsleephd: mHealth is a very important area for innovation, better collaboration, $ reduction & quality improvement. Google recent “Webby Awards & handheld devices”
• tetradian: Mobile can help – e.g. use of SMS for medicine in Africa etc
• Technodad: Mobile isn’t option any more. Retail, prescription IoT, mobile network & computing make this a must-have. http://t.co/b5atiprIU9
• dianedanamac: Providers need to be able to receive the information mHealth
• Dana_Gardner: Healthcare should go location-independent. Patient is anywhere, therefore so is care, data, access. More than mobile, IMHO.
• Technodad: Technology and mobile demand will outrun regional provider systems, payers, regulation
• Dana_Gardner: As so why do they need to be regional? Cloud can enable supply-demand optimization regardless of location for much.
• TerryBlevins: And the caregivers are also on the move!
• Dana_Gardner: Also, more machine-driven care, i.e. IBM Watson, for managing the routing and prioritization. Helps mitigate overload.
• Technodad: Agree – more on that later!
• Technodad: Regional providers are the reality in the US. Would love to have more national/global coverage.
• Dana_Gardner: Yes, let the market work its magic by making it a larger market, when information is the key.
• tetradian: “let the market do its work” – ‘the market’ is probably the quickest way to destroy trust! – not a good idea…
• Technodad: To me, problem is coordinating among multi providers, labs etc. My health info seems to move at glacial pace then.
• tetradian: “Regional providers are the reality in the US.” – people move around: get info follow them is _hard_ (1st-hand exp. there…)
• tetradian: danger of hype/fear-driven apps – may need regulation, or at least regulatory monitoring
• jasonsleephd: Regulators, as in FDA or something similar?
• tetradian: “Regulators as in FDA” etc – at least oversight of that kind, yes (cf. vitamins, supplements, health-advice services)
• jim_hietala: mobile, consumer health device innovation moving much faster than IT ability to absorb
• tetradian: also beware of IT-centrism and culture – my 90yr-old mother has a cell-phone, but has almost no idea how to use it!
• Dana_Gardner: Information and rely of next steps (in prevention or acute care) are key, and can be mobile. Bring care to the patient ASAP.

Participants began in full agreement. Mobile health is not even an option but a “given” now. Recognition that provider ability to receive information is lacking. Cloud viewed as means to overcome regionalization of data storage problems. When the discussion turned to further development of mHealth there was some debate on what can be left to the market and whether some form of regulatory action is needed.

Question 4: Does better information flow and availability in healthcare reduce operation cost, and free up resources for more patient care?
• tetradian: A4: should do, but it’s _way_ more complex than most IT-folks seem to expect or understand (e.g. repeated health-IT fails in UK)
• jim_hietala: A4: removing barriers to health info flow may reduce costs, but for me it’s mostly about opportunity to improve patient care
• jasonsleephd: Absolutely. Consider claims processing alone. Admin costs in private health ins. are 20% or more. In Medicare less than 2%.
• loseby: Absolutely! ACO model is proving it. Better information flow and availability also significantly reduces hospital admissions
• dianedanamac: I love it when the MD can access my x-rays and lab results so we have more time.
• efeatherston: I love it when the MD can access my x-rays and lab results so we have more time.
• EricStephens: More info flow + availability -> less admin staff -> more med staff.
• EricStephens: Get the right info to the ER Dr. can save a life by avoiding contraindicated medicines
• jasonsleephd: EricStephens GO CPOE!!
• TerryBlevins: @theopengroup. believe so, but ask the providers. My doctor is more focused on patient by using simple tech to improve info flow
• tetradian: don’t forget link b/w information-flows and trust – if trust fails, so does the information-flow – worse than where we started!
• jasonsleephd: Yes! Trust is really key to this conversation!
• EricStephens: processing a claim, in most cases, should be no more difficult than an expense report or online order. Real-time adjudication
• TerryBlevins: Great point.
• efeatherston: Agreed should be, would love to see it happen. Trust in the data as mentioned earlier is key (and the process)
• tetradian: A4: sharing b/w patient and MD is core, yes, but who else needs to access that data – or _not_ see it? #privacy
• TerryBlevins: A4: @theopengroup can’t forget that if info doesn’t flow sometimes the consequences are fatal, so unblocked the flow.
• tetradian: .@TerryBlevins A4: “if info doesn’t flow sometimes the consequences are fatal,” – v.important!
• Technodad: . @tetradian To me, problem is coordinating among multi providers, labs etc. My health info seems to move at glacial pace then.
• TerryBlevins: A4: @Technodad @tetradian I have heard that a patient moving on a gurney moves faster than the info in a hospital.
• Dana_Gardner: A4 Better info flow in #healthcare like web access has helped. Now needs to go further to be interactive, responsive, predictive.
• jim_hietala: A4: how about pricing info flow in healthcare, which is almost totally lacking
• Dana_Gardner: A4 #BigData, #cloud, machine learning can make 1st points of #healthcare contact a tech interface. Not sci-fi, but not here either.

Starting with the recognition that this is a very complicated issue, the conversation quickly produced a consensus view that mobile health is key, both to cost reduction and quality improvement and increased patient satisfaction. Trust that information is accurate, available and used to support trust in the provider-patient relationship emerged as a relevant issue. Then, naturally, privacy issues surfaced. Coordination of information flow and lack of interoperability were recognized as important barriers and the conversation finally turned somewhat abstract and technical with mentions of big data and the cloud and pricing information flows without much in the way of specifying how to connect the dots.

Question 5: Do you think payers and providers are placing enough focus on using technology to positively impact patient satisfaction?
• Technodad: A5: I think there are positive signs but good architecture is lacking. Current course will end w/ provider information stovepipes.
• TerryBlevins: A5: @theopengroup Providers are doing more. I think much more is needed for payers – they actually may be worse.
• theopengroup: @TerryBlevins Interesting – where do you see opportunities for improvements with payers?
• TerryBlevins: A5: @theopengroup like was said below claims processing – an onerous job for providers and patients – mostly info issue.
• tetradian: A5: “enough focus on using tech”? – no, not yet – but probably won’t until tech folks properly face the non-tech issues…
• EricStephens: A5 No. I’m not sure patient satisfaction (customer experience/CX?) is even a factor sometimes. Patients not treated like customers
• dianedanamac: .@EricStephens SO TRUE! Patients not treated like customers
• Technodad: . @EricStephens Amen to that. Stovepipe data in provider systems is barrier to understanding my health & therefore satisfaction.
• dianedanamac: “@mclark497: @EricStephens issue is the customer is treat as only 1 dimension. There is also the family experience to consider too
• tetradian: .@EricStephens A5: “Patients not treated like customers” – who _is_ ‘the customer’? – that’s a really tricky question…
• efeatherston: @tetradian @EricStephens Trickiest question. to the provider is the patient or the payer the customer?
• tetradian: .@efeatherston “patient or payer” – yeah, though it gets _way_ more complex than that once we explore real stakeholder-relations
• efeatherston: @tetradian So true.
• jasonsleephd: .@tetradian @efeatherston Very true. There are so many diff stakeholders. But to align payers and pts would be huge
• efeatherston: @jasonsleephd @tetradian re: aligning payers and patients, agree, it would be huge and a good thing
• jasonsleephd: .@efeatherston @tetradian @EricStephens Ideally, there should be no dividing line between the payer and the patient!
• efeatherston: @jasonsleephd @tetradian @EricStephens Ideally I agree, and long for that ideal world.
• EricStephens: .@jasonsleephd @efeatherston @tetradian the payer s/b a financial proxy for the patient. and nothing more
• TerryBlevins: @EricStephens @jasonsleephd @efeatherston @tetradian … got a LOL out of me.
• Technodad: . @tetradian @EricStephens That’s a case of distorted marketplace. #Healthcare architecture must cut through to patient.
• tetradian: .@Technodad “That’s a case of distorted marketplace.” – yep. now add in the politics of consultants and their hierarchies, etc?
• TerryBlevins: A5: @efeatherston @tetradian @EricStephens in patient cetric world it is the patient and or their proxy.
• jasonsleephd: A5: Not enough emphasis on how proven technologies and architectural structures in other industries can benefit healthcare
• jim_hietala: A5: distinct tension in healthcare between patient-focus and meeting mandates (a US issue)
• tetradian: .@jim_hietala A5: “meeting mandates (a US issue)” – UK NHS (national-health-service) may be even worse than US – a mess of ‘targets’
• EricStephens: A5 @jim_hietala …and avoiding lawsuits
• tetradian: A5: most IT-type tech still not well-suited to the level of mass-uniqueness inherent in the healthcare context
• Dana_Gardner: A5 They are using tech, but patient “satisfaction” not yet a top driver. We have a long ways to go on that. But it can help a ton.
• theopengroup: @Dana_Gardner Agree, there’s a long way to go. What would you say is the starting point for providers to tie the two together?
• Dana_Gardner: @theopengroup An incentive other than to avoid lawsuits. A transparent care ratings capability. Outcomes focus based on total health
• Technodad: A5: I’d be satisfied just to not have to enter my patient info & history on a clipboard in every different provider I go to!
• dianedanamac: A5 @tetradian Better data sharing & Collab. less redundancy, lower cost, more focus on patient needs -all possible w/ technology
• Technodad: A5: The patient/payer discussion is a red herring. If the patient weren’t there, rest of the system would be unnecessary.
• jim_hietala: RT @Technodad: The patient/payer discussion is a red herring. If the patient weren’t there, rest of system unnecessary. AMEN

Very interesting conversation. Positive signs of progress were noted but so too were indications that healthcare will remain far behind the technology curve in the foreseeable future. Providers were given higher “grades” than payers. Yet, claims processing would seemingly be one of the easiest areas for technology-assisted improvement. One discussant noted that there will not be enough focus on technology in healthcare “until the tech folks properly face the non-tech issues”. This would seem to open a wide door for EA experts to enter the healthcare domain! The barriers (and opportunities) to this may be the topic of another tweet jam, or Open Group White Paper.
Interestingly, part way into the discussion the topic turned to the lack of a real customer/patient focus in healthcare. Not enough emphasis on patient satisfaction. Not enough attention to patient outcomes. There needs to be a better/closer alignment between what motivates payers and the needs of patients.

Question 6: As some have pointed out, many of the EHR systems are highly proprietary, how can standards deliver benefits in healthcare?
• jim_hietala: A6: Standards will help by lowering the barriers to capturing data, esp. for mhealth, and getting it to point of care
• tetradian: .@jim_hietala “esp. for mhealth” – focus on mhealth may be a way to break the proprietary logjam, ‘cos it ain’t proprietary yet
• TerryBlevins: A6: @theopengroup So now I deal with at least 3 different EHR systems. All requiring me to be the info steward! Hmmm
• TerryBlevins: A6 @theopengroup following up if they shared data through standards maybe they can synchronize.
• EricStephens: A6 – Standards lead to better interoperability, increased viscosity of information which will lead to lowers costs, better outcomes.
• efeatherston: @EricStephens and greater trust in the info (as was mentioned earlier, trust in the information key to success)
• jasonsleephd: A6: Standards development will not kill innovation but rather make proprietary systems interoperable
• Technodad: A6: Metcalfe’s law rules! HC’s many providers-many patients structure means interop systems will be > cost effective in long run.
• tetradian: A6: the politics of this are _huge_, likewise the complexities – if we don’t face those issues right up-front, this is going nowhere

On his April 24, 2014 post at www.weblog.tetradian.com, Tom Graves provided a clearly stated position on the role of The Open Group in delivering standards to help healthcare improve. He wrote:

“To me, this is where The Open Group has an obvious place and a much-needed role, because it’s more than just an IT-standards body. The Open Group membership are mostly IT-type organisations, yes, which tends to guide towards IT-standards, and that’s unquestionably of importance here. Yet perhaps the real role for The Open Group as an organisation is in its capabilities and experience in building consortia across whole industries: EMMM™ and FACE are two that come immediately to mind. Given the maze of stakeholders and the minefields of vested-interests across the health-context, those consortia-building skills and experience are perhaps what’s most needed here.”

The Open Group is the ideal organization to engage in this work. There are many ways to collaborate. You can join The Open Group Healthcare Forum, follow the Forum on Twitter @ogHealthcare and connect on The Open Group Healthcare Forum LinkedIn Group.

Jason Lee headshotJason Lee, Director of Healthcare and Security Forums at The Open Group, has conducted healthcare research, policy analysis and consulting for over 20 years. He is a nationally recognized expert in healthcare organization, finance and delivery and applies his expertise to a wide range of issues, including healthcare quality, value-based healthcare, and patient-centered outcomes research. Jason worked for the legislative branch of the U.S. Congress from 1990-2000 — first at GAO, then at CRS, then as Health Policy Counsel for the Chairman of the House Energy and Commerce Committee (in which role the National Journal named him a “Top Congressional Aide” and he was profiled in the Almanac of the Unelected). Subsequently, Jason held roles of increasing responsibility with non-profit organizations — including AcademyHealth, NORC, NIHCM, and NEHI. Jason has published quantitative and qualitative findings in Health Affairs and other journals and his work has been quoted in Newsweek, the Wall Street Journal and a host of trade publications. He is a Fellow of the Employee Benefit Research Institute, was an adjunct faculty member at the George Washington University, and has served on several boards. Jason earned a Ph.D. in social psychology from the University of Michigan and completed two postdoctoral programs (supported by the National Science Foundation and the National Institutes of Health). He is the proud father of twins and lives outside of Boston.

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The Open Group San Francisco 2014 – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications

Day two, February 4th, of The Open Group San Francisco conference kicked off with a welcome and opening remarks from Steve Nunn, COO of The Open Group and CEO of the Association of Enterprise Architects.

Nunn introduced Allen Brown, President and CEO of The Open Group, who provided highlights from The Open Group’s last quarter.  As of Q4 2013, The Open Group had 45,000 individual members in 134 countries hailing from 449 member companies in 38 countries worldwide. Ten new member companies have already joined The Open Group in 2014, and 24 members joined in the last quarter of 2013, with the first member company joining from Vietnam. In addition, 6,500 individuals attended events sponsored by The Open Group in Q4 2013 worldwide.

Updates on The Open Group’s ongoing work were provided including updates on the FACE™ Consortium, DirectNet® Waveform Standard, Architecture Forum, Archimate® Forum, Open Platform 3.0™ Forum and Security Forum.

Of note was the ongoing development of TOGAF® and introduction of a three-volume work including individual volumes outlining the TOGAF framework, guidance and tools and techniques for the standard, as well as collaborative work that allows the Archimate modeling language to be used for risk management in enterprise architectures.

In addition, Open Platform 3.0 Forum has already put together 22 business use cases outlining ROI and business value for various uses related to technology convergence. The Cloud Work Group’s Cloud Reference Architecture has also been submitted to ISO for international standards certification, and the Security Forum has introduced certification programs for OpenFAIR risk management certification for individuals.

The morning plenary centered on The Open Group’s Dependability through Assuredness™ (O-DA) Framework, which was released last August.

Speaking first about the framework was Dr. Mario Tokoro, Founder and Executive Advisor for Sony Computer Science Laboratories. Dr. Tokoro gave an overview of the Dependable Embedded OS project (DEOS), a large national project in Japan originally intended to strengthen the country’s embedded systems. After considerable research, the project leaders discovered they needed to consider whether large, open systems could be dependable when it came to business continuity, accountability and ensuring consistency throughout the systems’ lifecycle. Because the boundaries of large open systems are ever-changing, the project leaders knew they must put together dependability requirements that could accommodate constant change, allow for continuous service and provide continuous accountability for the systems based on consensus. As a result, they put together a framework to address both the change accommodation cycle and failure response cycles for large systems – this framework was donated to The Open Group’s Real-Time Embedded Systems Forum and released as the O-DA standard.

Dr. Tokoro’s presentation was followed by a panel discussion on the O-DA standard. Moderated by Dave Lounsbury, VP and CTO of The Open Group, the panel included Dr. Tokoro; Jack Fujieda, Founder and CEO ReGIS, Inc.; T.J. Virdi, Senior Enterprise IT Architect at Boeing; and Bill Brierly, Partner and Senior Consultant, Conexiam. The panel discussed the importance of openness for systems, iterating the conference theme of boundaries and the realities of having standards that can ensure openness and dependability at the same time. They also discussed how the O-DA standard provides end-to-end requirements for system architectures that also account for accommodating changes within the system and accountability for it.

Lounsbury concluded the track by iterating that assuring systems’ dependability is not only fundamental to The Open Group mission of Boundaryless Information Flow™ and interoperability but also in preventing large system failures.

Tuesday’s late morning sessions were split into two tracks, with one track continuing the Dependability through Assuredness theme hosted by Joe Bergmann, Forum Chair of The Open Group’s Real-Time and Embedded Systems Forum. In this track, Fujieda and Brierly furthered the discussion of O-DA outlining the philosophy and vision of the standard, as well as providing a roadmap for the standard.

In the morning Business Innovation & Transformation track, Alan Hakimi, Consulting Executive, Microsoft presented “Zen and the Art of Enterprise Architecture: The Dynamics of Transformation in a Complex World.” Hakimi emphasized that transformation needs to focus on a holistic view of an organization’s ecosystem and motivations, economics, culture and existing systems to help foster real change. Based on Buddhist philosophy, he presented an eightfold path to transformation that can allow enterprise architects to approach transformation and discuss it with other architects and business constituents in a way that is meaningful to them and allows for complexity and balance.

This was followed by “Building the Knowledge-Based Enterprise,” a session given by Bob Weisman, Head Management Consultant for Build the Vision.

Tuesday’s afternoon sessions centered on a number of topics including Business Innovation and Transformation, Risk Management, Archimate, TOGAF tutorials and case studies and Professional Development.

In the Archimate track, Vadim Polyakov of Inovalon, Inc., presented “Implementing an EA Practice in an Agile Enterprise” a case study centered on how his company integrated its enterprise architecture with the principles of agile development and how they customized the Archimate framework as part of the process.

The Risk Management track featured William Estrem, President, Metaplexity Associates, and Jim May of Windsor Software discussing how the Open FAIR Standard can be used in conjunction with TOGAF 9.1 to enhance risk management in organizations in their session, “Integrating Open FAIR Risk Analysis into the Enterprise Architecture Capability.” Jack Jones, President of CXOWARE, also discussed the best ways for “Communicating the Value Proposition” for cohesive enterprise architectures to business managers using risk management scenarios.

The plenary sessions and many of the track sessions from today’s tracks can be viewed on The Open Group’s Livestream channel at http://new.livestream.com/opengroup.

The day culminated with dinner and a Lion Dance performance in honor of Chinese New Year performed by Leung’s White Crane Lion & Dragon Dance School of San Francisco.

We would like to express our gratitude for the support by our following sponsors:  BIZZDesign, Corso, Good e-Learning, I-Server and Metaplexity Associates.

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O-DA standard panel discussion with Dave Lounsbury, Bill Brierly, Dr. Mario Tokoro, Jack Fujieda and TJ Virdi

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The Open Group San Francisco 2014 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications

The Open Group’s San Francisco conference, held at the Marriott Union Square, began today highlighting the theme of how the industry is moving Toward Boundaryless Information Flow™.”

The morning plenary began with a welcome from The Open Group President and CEO Allen Brown.  He began the day’s sessions by discussing the conference theme, reminding the audience that The Open Group’s vision of Boundaryless Information Flow began in 2002 as a means to breakdown the silos within organizations and provide better communications within, throughout and beyond organizational walls.

Heather Kreger, Distinguished Engineer and CTO of International Standards at IBM, presented the first session of the day, “Open Technologies Fuel the Business and IT Renaissance.” Kreger discussed how converging technologies such as social and mobile, Big Data, the Internet of Things, analytics, etc.—all powered by the cloud and open architectures—are forcing a renaissance within both IT and companies. Fueling this renaissance is a combination of open standards and open source technologies, which can be used to build out the platforms needed to support these technologies at the speed that is enabling innovation. To adapt to these new circumstances, architects should broaden their skillsets so they have deeper skills and competencies in multiple disciplines, technologies and cultures in order to better navigate this world of open source based development platforms.

The second keynote of the morning, “Enabling the Opportunity to Achieve Boundaryless Information Flow™,” was presented by Larry Schmidt, HP Fellow at Hewlett-Packard, and Eric Stephens, Enterprise Architect, Oracle. Schmidt and Stephens addressed how to cultivate a culture within healthcare ecosystems to enable better information flow. Because healthcare ecosystems are now primarily digital (including not just individuals but technology architectures and the Internet of Things), boundaryless communication is imperative so that individuals can become the managers of their health and the healthcare ecosystem can be better defined. This in turn will help in creating standards that help solve the architectural problems currently hindering the information flow within current healthcare systems, driving better costs and better outcomes.

Following the first two morning keynotes Schmidt provided a brief overview of The Open Group’s new Healthcare Forum. The forum plans to leverage existing Open Group best practices such as harmonization, existing standards (such as TOGAF®) and work with other forums and vertical to create new standards to address the problems facing the healthcare industry today.

Mike Walker, Enterprise Architect at Hewlett-Packard, and Mark Dorfmueller, Associate Director Global Business Services for Procter & Gamble, presented the morning’s final keynote entitled “Business Architecture: The Key to Enterprise Transformation.” According to Walker, business architecture is beginning to change how enterprise architecture is done within organizations. In order to do so, Walker believes that business architects must be able to understand business processes, communicate ideas and engage with others (including other architects) within the business and offer services in order to implement and deliver successful programs. Dorfmueller illustrated business architecture in action by presenting how Procter & Gamble uses their business architecture to change how business is done within the company based on three primary principles—being relevant, practical and making their work consumable for those within the company that implement the architectures.

The morning plenary sessions culminated with a panel discussion on “Future Technology and Enterprise Transformation,” led by Dave Lounsbury, VP and CTO of The Open Group. The panel, which included all of the morning’s speakers, took a high-level view of how emerging technologies are eroding traditional boundaries within organizations. Things within IT that have been specialized in the past are now becoming commoditized to the point where they are now offering new opportunities for companies. This is due to how commonplace they’ve become and because we’re becoming smarter in how we use and get value out of our technologies, as well as the rapid pace of technology innovation we’re experiencing today.

Finally, wrapping up the morning was the Open Trusted Technology Forum (OTTF), a forum of The Open Group, with forum director Sally Long presenting an overview of a new Open Trusted Technology Provider™ Standard (O-TTPS) Accreditation Program which launched today.  The program is the first such accreditation to provide third-party certification for companies guaranteeing their supply chains are free from maliciously tainted or counterfeit products and conformant to the Open Trusted Technology Provider™ Standard (O-TTPS). IBM is the first company to earn the accreditation and there are at least two other companies that are currently going through the accreditation process.

Monday’s afternoon sessions were split between two tracks, Enterprise Architecture (EA) and Enterprise Transformation and Open Platform 3.0.

In the EA & Enterprise Transformation track, Purna Roy and John Raspen, both Directors of Consulting at Cognizant Technology Solutions, discussed the need to take a broad view and consider factors beyond just IT architectures in their session, “Enterprise Transformation: More than an Architectural Transformation.”  In contrast, Kirk DeCosta, Solution Architect at PNC Financial Services, argued that existing architectures can indeed serve as the foundation for transformation in “The Case for Current State – A Contrarian Viewpoint.”

The Open Platform 3.0 track addressed issues around the convergence of technologies based on cloud platforms, including the impact of Big Data as an enabler of information architectures by Helen Sun, Enterprise Architect at Oracle, and predictive analytics. Dipanjan Sengupta, Principal Architect at Cognizant Technology Solutions, discussed why integration platforms are critical for managing distribution application portfolios in “The Need for a High Performance Integration Platform in the Cloud Era.”

Today’s plenary sessions and many of the track sessions can be viewed on The Open Group’s Livestream channel at http://new.livestream.com/opengroup.

The day ended with an opportunity for everyone to share cocktails and conversation at a networking reception held at the hotel.

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Andras Szakal, VP & CTO, IBM U.S. Federal and Chair of the OTTF, presented with a plaque in honor of IBM’s contribution to the O-TTPS Accreditation Program, along with the esteemed panel who were key to the success of the launch.

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The Open Group London 2013 – Day One Highlights

By Loren K. Baynes, Director, Global Marketing Communications

On Monday October 21st, The Open Group kicked off the first day of our Business Transformation conference in London!  Over 275 guests attended many engaging presentations by subject matter experts in finance, healthcare and government.  Attendees from around the globe represented 28 countries including those from as far away as Columbia, Philippines, Australia, Japan and South Africa.

Allen Brown, President and CEO of The Open Group, welcomed the prestigious group.  Allen announced that The Open Group has 67 new member organizations so far this year!

The plenary launched with “Just Exactly What is Going On in Business and Technology?” by Andy Mulholland, Former Global CTO of Capgemini, who was named one of the top 25 influential CTOs by InfoWorld.  Andy’s key topics regarding digital disruption included real drivers of change, some big and fundamental implications, business model innovation, TOGAF® and the Open Platform 3.0™ initiative.

Next up was Judith Jones, CEO, Architecting the Enterprise Ltd., with a presentation entitled “One World EA Framework for Governments – The Way Forward”.  Judith shared findings from the World Economic Forum, posing the question “what keeps 1000 global leaders awake at night”? Many stats were presented with over 50 global risks – economical, societal, environmental, geopolitical and technological.

Jim Hietala, VP, Security of The Open Group announced the launch of the Open FAIR Certification for People Program.  The new program brings a much-needed certification to the market which focuses on risk analysis. Key partners include CXOWARE, Architecting the Enterprise, SNA Technologies and The Unit bv.

Richard Shreeve, Consultancy Director, IPL and Angela Parratt, Head of Transformation and joint CIO, Bath and North East Somerset Council presented “Using EA to Inform Business Transformation”.  Their case study addressed the challenges of modeling complexity in diverse organizations and the EA-led approach to driving out cost and complexity while maintaining the quality of service delivery.

Allen Brown announced that the Jericho Forum® leaders together with The Open Group management have concluded that the Jericho Forum has achieved its original mission – to establish “de-perimeterization” that touches all areas of modern business.  In declaring this mission achieved, we are now in the happy position to celebrate a decade of success and move to ensuring that the legacy of the Jericho Forum is both maintained within The Open Group and continues to be built upon.  (See photo below.)

Following the plenary, the sessions were divided into tracks – Finance/Commerce, Healthcare and Tutorials/Workshops.

During the Healthcare track, one of the presenters, Larry Schmidt, Chief Technologist with HP, discussed “Challenges and Opportunities for Big Data in Healthcare”. Larry elaborated on the 4 Vs of Big Data – value, velocity, variety and voracity.

Among the many presenters in the Finance/Commerce track, Omkhar Arasaratnam, Chief Security Architect, TD Bank Group, Canada, featured “Enterprise Architecture – We Do That?: How (not) to do Enterprise Architecture at a Bank”.  Omkhar provided insight as to how he took traditional, top down, center-based architectural methodologies and applied it to a highly federated environment.

Tutorials/workshops consisted of EA Practice and Architecture Methods and Techniques.

You can view all of the plenary and many of the track presentations at livestream.com.  For those who attended, please stay tuned for the full conference proceedings.

The evening concluded with a networking reception at the beautiful and historic and Central Hall Westminster.  What an interesting, insightful, collaborative day it was!

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Speaking the Language of Business with TOGAF®

By Glenn Evans, Senior Consultant at Enterprise Architects

TOGAF-A-personal-journey

I remember as a young child coming from a ‘non-sports obsessed’ family, I didn’t know what a yorker was, didn’t know what ‘LBW’ meant, or why Dennis Lillee or Geoffrey Boycott were such legends. I was ill equipped to join in on those all-important schoolboy conversations – the Monday morning autopsy of the weekend’s sporting events. Similarly, 30 years later, enterprise architecture presented me with the same dilemma. 

I remember as a junior IT engineer, I’d hear the technology choice made by the customer was for ‘business reasons’, not what was logical in my technical view of the world. I now see ‘Architecture’ was influencing the project decisions, it was the source of the ‘business reasons’.

In my early days as an Architect, it was like being back at primary school; I struggled with the conversation. There was a level of assumed knowledge with respect to the conversation and the process that was not readily accessible to me. So, I learnt the long and hard way.

Fast forward a decade or so… As a mandatory requirement of my new role with Enterprise Architects I recently attended our TOGAF® training. To be honest, I anticipated another dry, idealistic framework that, whilst relevant to the work that I do, would probably not be all that practical and would be difficult to apply to a real world situation. How wrong was I?

Don’t misunderstand! The TOGAF® manual is dry! Yes it is “another framework” and yes you do need to tailor it to the situation you are in, but this is one of its greatest strengths, this is what makes it so flexible and therefore relevant and applicable to real world situations. But it’s not the framework itself that has me excited. It’s what it enables.

To me TOGAF®:

  • Is a common language, linking the discovery from each of the domains together and to the business requirements, across different levels of the business in an iterative process.
  • Provides a toolset to articulate the complex, simply. 
  • Provides a backstop, giving traceable, auditable decision support for those difficult conversations.
  • Allows the development of focused visual models of complex and disparate sets of data.

This was clearly demonstrated to me on a recent engagement. I was deep in thought, staring at a collection of printed Architecture Models displayed on a wall. One of the admin staff with no IT or business background asked me what “it all meant”. I spent a few minutes explaining that these were models of the business and the technology used in it. Not only did they immediately understand the overall concept of what they were looking at, they were actually able to start extracting real insights from the models.

In my mind, it doesn’t get any better than that. I wish I had known about TOGAF® a decade ago, I would have been a better architect – and a lot sooner.

Glenn EvansGlenn Evans is a Senior Consultant for Enterprise Architects and is based in Melbourne, Australia.

This is an extract from Glenn’s recent blog post on the Enterprise Architects web site which you can view here.

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The Open Group Philadelphia – Day Three Highlights

By Loren K. Baynes, Director, Global Marketing Communications at The Open Group.

We are winding down Day 3 and gearing up for the next two days of training and workshops.  Today’s subject areas included TOGAF®, ArchiMate®, Risk Management, Innovation Management, Open Platform 3.0™ and Future Trends.

The objective of the Future Trends session was to discuss “emerging business and technical trends that will shape enterprise IT”, according to Dave Lounsbury, Chief Technical Officer of The Open Group.

This track also featured a presentation by Dr. William Lafontaine, VP High Performance Computing, Analytics & Cognitive Markets, IBM Research, who gave an overview of the “Global Technology Outlook 2013”.  He stated the Mega Trends are:  Growing Scale/Lower Barrier of Entry; Increasing Complexity/Yet More Consumable; Fast Pace; Contextual Overload.  Mike Walker, Strategies & Enterprise Architecture Advisor for HP, noted the key disrupters that will affect our future are the business of IT, technology itself, expectation of consumers and globalization.

The session concluded with an in-depth Q&A with Bill, Dave, Mike (as shown below) and Allen Brown, CEO of The Open Group.Philly Day 3

Other sessions included presentations by TJ Virdi (Senior Enterprise Architect, Boeing) on Innovation Management, Jack Jones (President, CXOWARE, Inc.) on Risk Management and Stephen Bennett (Executive Principal, Oracle) on Big Data.

A special thanks goes to our many sponsors during this dynamic conference: Windstream, Architecting the Enterprise, Metaplexity, BIZZdesign, Corso, Avolution, CXOWARE, Penn State – Online Program in Enterprise Architecture, and Association of Enterprise Architects.

Stay tuned for post-conference proceedings to be posted soon!  See you at our conference in London, October 21-24.

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The Open Group Philadelphia – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications at The Open Group.

philly 2.jpgDay 2 at The Open Group conference in the City of Brotherly Love, as Philadelphia is also known, was another busy and remarkable day.

The plenary started with a fascinating presentation, “Managing the Health of the Nation” by David Nash, MD, MBA, Dean of Jefferson School of Population Health.  Healthcare is the number one industry in the city of Philadelphia, with the highest number of patients in beds in the top 10 US cities. The key theme of his thought-provoking speech was “boundaryless information sharing” (sound familiar?), which will enable a healthcare system that is “safe, effective, patient-centered, timely, equitable, efficient”.

Following Dr. Nash’s presentation was the Healthcare Transformation Panel moderated by Allen Brown, CEO of The Open Group.  Participants were:  Gina Uppal (Fulbright-Killam Fellow, American University Program), Mike Lambert (Open Group Fellow, Architecting the Enterprise), Rosemary Kennedy (Associate Professor, Thomas Jefferson University), Blaine Warkentine, MD, MPH and Fran Charney (Pennsylvania Patient Safety Authority). The group brought different sets of experiences within the healthcare system and provided reaction to Dr. Nash’s speech.  All agree on the need for fundamental change and that technology will be key.

The conference featured a spotlight on The Open Group’s newest forum, Open Platform 3.0™ by Dr. Chris Harding, Director of Interoperability.  Open Platform 3.0 was formed to advance The Open Group vision of Boundaryless Information Flow™ to help enterprises in the use of Cloud, Social, Mobile Computing and Big Data.  For more info; http://www.opengroup.org/getinvolved/forums/platform3.0

The Open Group flourishes because of people interaction and collaboration.  The accolades continued with several members being recognized for their outstanding contributions to The Open Group Trusted Technology Forum (OTTF) and the Service-Oriented Architecture (SOA) and Cloud Computing Work Groups.  To learn more about our Forums and Work Groups and how to get involved, please visit http://www.opengroup.org/getinvolved

Presentations and workshops were also held in the Healthcare, Finance and Government vertical industries. Presenters included Larry Schmidt (Chief Technologist, HP), Rajamanicka Ponmudi (IT Architect, IBM) and Robert Weisman (CEO, Build the Vision, Inc.).

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The Open Group Philadelphia – Day One Highlights

By Loren K.  Baynes, Director, Global Marketing Communications at The Open Group.

PhillyOn Monday, July 15th, we kicked off our conference in Philadelphia. As Allen Brown, CEO of The Open Group, commented in his opening remarks, Philadelphia is the birthplace of American democracy.  This is the first time The Open Group has hosted a conference in this historical city.

Today’s plenary sessions featured keynote speakers covering topics ranging from an announcement of a new Open Group standard, appointment of a new Fellow, Enterprise Architecture and Transformation, Big Data and spotlights on The Open Group forums, Real-time Embedded Systems and Open Trusted Technology, as well as a new initiative on Healthcare.

Allen Brown noted that The Open Group has 432 member organizations with headquarters in 32 countries and over 40,000 individual members in 126 countries.

The Open Group Vision is Boundaryless Information Flow™ achieved through global interoperability in a secure, reliable and timely manner.  But as stated by Allen, “Boundaryless does not mean there are no boundaries.  It means that boundaries are permeable to enable business”

Allen also presented an overview of the new “Dependability Through Assuredness™ Standard.  The Open Group Real-time Embedded Systems Forum is the home of this standard. More news to come!

Allen introduced Dr. Mario Tokoro, (CEO of Sony Computer Systems Laboratories) who began this project in 2006. Dr. Tokoro stated, “Thank you from the bottom of my heart for understanding the need for this standard.”

Eric Sweden, MSIH MBA, Program Director, Enterprise Architecture & Governance\National Association of State CIOs (NASCIO) offered a presentation entitled “State of the States – NASCIO on Enterprise Architecture: An Emphasis on Cross-Jurisdictional Collaboration across States”.  Eric noted “Enterprise Architecture is a blueprint for better government.” Furthermore, “Cybersecurity is a top priority for government”.

Dr. Michael Cavaretta, Technical Lead and Data Scientist with Ford Motor Company discussed “The Impact of Big Data on the Enterprise”.  The five keys, according to Dr. Cavaretta, are “perform, analyze, assess, track and monitor”.  Please see the following transcript from a Big Data analytics podcast, hosted by The Open Group, Dr. Cavaretta participated in earlier this year. http://blog.opengroup.org/2013/01/28/the-open-group-conference-plenary-speaker-sees-big-data-analytics-as-a-way-to-bolster-quality-manufacturing-and-business-processes/

The final presentation during Monday morning’s plenary was “Enabling Transformation Through Architecture” by Lori Summers (Director of Technology) and Amit Mayabhate (Business Architect Manager) with Fannie Mae Multifamily.

Lori stated that their organization had adopted Business Architecture and today they have an integrated team who will complete the transformation, realize value delivery and achieve their goals.

Amit noted “Traceability from the business to architecture principles was key to our design.”

In addition to the many interesting and engaging presentations, several awards were presented.  Joe Bergmann, Director, Real-time and Embedded Systems Forum, The Open Group, was appointed Fellow by Allen Brown in recognition of Joe’s major achievements over the past 20+ years with The Open Group.

Other special recognition recipients include members from Oracle, IBM, HP and Red Hat.

In addition to the plenary session, we hosted meetings on Finance, Government and Healthcare industry verticals. Today is only Day One of The Open Group conference in Philadelphia. Please stay tuned for more exciting conference highlights over the next couple days.

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Filed under ArchiMate®, Business Architecture, Conference, Cybersecurity, Data management, Enterprise Architecture, Enterprise Transformation, Healthcare, O-TTF, Security Architecture, Standards, TOGAF®

NASCIO Defines State of Enterprise Architecture at The Open Group Conference in Philadelphia

By E.G. Nadhan, HP

I have attended and blogged about many Open Group conferences. The keynotes at these conferences like other conferences provide valuable insight into the key messages and the underlying theme for the conference – which is Enterprise Architecture and Enterprise Transformation for The Open Group Conference in Philadelphia. Therefore, it is no surprise that Eric Sweden, Program Director, Enterprise Architecture & Governance, NASCIO will be delivering one of the keynotes on “State of the States: NASCIO on Enterprise Architecture”. Sweden asserts “Enterprise Architecture” provides an operating discipline for creating, operating, continual re-evaluation and transformation of an “Enterprise.” Not only do I agree with this assertion, but I would add that the proper creation, operation and continuous evaluation of the “Enterprise” systemically drives its transformation. Let’s see how.

Creation. This phase involves the definition of the Enterprise Architecture (EA) in the first place. Most often, this involves the definition of an architecture that factors in what is in place today while taking into account the future direction. TOGAF® (The Open Group Architecture Framework) provides a framework for developing this architecture from a business, application, data, infrastructure and technology standpoint; in alignment with the overall Architecture Vision with associated architectural governance.

Operation. EA is not a done deal once it has been defined. It is vital that the EA defined is sustained on a consistent basis with the advent of new projects, new initiatives, new technologies, and new paradigms. As the abstract states, EA is a comprehensive business discipline that drives business and IT investments. In addition to driving investments, the operation phase also includes making the requisite changes to the EA as a result of these investments.

Continuous Evaluation. We live in a landscape of continuous change with innovative solutions and technologies constantly emerging. Moreover, the business objectives of the enterprise are constantly impacted by market dynamics, mergers and acquisitions. Therefore, the EA defined and in operation must be continuously evaluated against the architectural principles, while exercising architectural governance across the enterprise.

Transformation. EA is an operating discipline for the transformation of an enterprise. Enterprise Transformation is not a destination — it is a journey that needs to be managed — as characterized by Twentieth Century Fox CIO, John Herbert. To Forrester Analyst Phil Murphy, Transformation is like the Little Engine That Could — focusing on the business functions that matter. (Big Data – highlighted in another keynote at this conference by Michael Cavaretta — is a paradigm gaining a lot of ground for enterprises to stay competitive in the future.)

Global organizations are enterprises of enterprises, undergoing transformation faced with the challenges of systemic architectural governance. NASCIO has valuable insight into the challenges faced by the 50 “enterprises” represented by each of the United States. Challenges that contrast the need for healthy co-existence of these states with the desire to retain a degree of autonomy. Therefore, I look forward to this keynote to see how EA done right can drive the transformation of the Enterprise.

By the way, remember when Enterprise Architecture was done wrong close to the venue of another Open Group conference?

How does Enterprise Architecture drive the transformation of your enterprise? Please let me know.

A version of this blog post originally appeared on the HP Journey through Enterprise IT Services Blog.

HP Distinguished Technologist and Cloud Advisor, E.G.Nadhan has over 25 years of experience in the IT industry across the complete spectrum of selling, delivering and managing enterprise level solutions for HP customers. He is the founding co-chair for The Open Group SOCCI project and is also the founding co-chair for the Open Group Cloud Computing Governance project. 

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Filed under Business Architecture, Cloud, Cloud/SOA, Conference, Enterprise Architecture, Enterprise Transformation, TOGAF®

Enterprise Architecture in China: Who uses this stuff?

by Chris Forde, GM APAC and VP Enterprise Architecture, The Open Group

Since moving to China in March 2010 I have consistently heard a similar set of statements and questions, something like this….

“EA? That’s fine for Europe and America, who is using it here?”

“We know EA is good!”

“What is EA?”

“We don’t have the ability to do EA, is it a problem if we just focus on IT?”

And

“Mr Forde your comment about western companies not discussing their EA programs because they view them as a competitive advantage is accurate here too, we don’t discuss we have one for that reason.” Following that statement the lady walked away smiling, having not introduced herself or her company.

Well some things are changing in China relative to EA and events organized by The Open Group; here is a snapshot from May 2013.

M GaoThe Open Group held an Enterprise Architecture Practitioners Conference in Shanghai China May 22nd 2013. The conference theme was EA and the spectrum of business value. The presentations were made by a mix of non-member and member organizations of The Open Group, most but not all based in China. The audience was mostly non-members from 55 different organizations in a range of industries. There was a good mix of customer, supplier, government and academic organizations presenting and in the audience. The conference proceedings are available to registered attendees of the conference and members of The Open Group. Livestream recordings will also be available shortly.

Organizations large and small presented about the fact that EA was integral to delivering business value. Here’s the nutshell.

China

Huawei is a leading global ICT communications provider based in Shenzhen China.  They presented on EA applied to their business transformation program and the ongoing development of their core EA practice.

GKHB is a software services organization based in Chengdu China. They presented on an architecture practice applied to real time forestry and endangered species management.

Nanfang Media is a State Owned Enterprise, the second largest media organization in the country based in Guangzhou China. They presented on the need to rapidly transform themselves to a modern integrated digital based organization.

McKinsey & Co a Management Consulting company based in New York USA presented an analysis of a CIO survey they conducted with Peking University.

Mr Wang Wei a Partner in the Shanghai office of McKinsey & Co’s Business Technology Practice reviewed a survey they conducted in co-operation with Peking University.

wang wei.jpg

The Survey of CIO’s in China indicated a common problem of managing complexity in multiple dimensions: 1) “Theoretically” Common Business Functions, 2) Across Business Units with differing Operations and Product, 3) Across Geographies and Regions. The recommended approach was towards “Organic Integration” and to carefully determine what should be centralized and what should be distributed. An Architecture approach can help with managing and mitigating these realities. The survey also showed that the CIO’s are evenly split amongst those dedicated to a traditional CIO role and those that have a dual Business and CIO role.

Mr Yang Li Chao Director of EA and Planning at Huawei and Ms Wang Liqun leader of the EA Center of Excellence at Huawei yang li chao.jpgwang liqun.jpgoutlined the 5-year journey Huawei has been on to deal with the development, maturation and effectiveness of an Architecture practice in a company that has seen explosive growth and is competing on a global scale. They are necessarily paying a lot of attention to Talent Management and development of their Architects, as these people are at the forefront of the company Business Transformation efforts. Huawei constantly consults with experts on Architecture from around the world and incorporates what they consider best practice into their own method and framework, which is based on TOGAF®.

 Mr He Kun CIO of Nanfang Media described the enormous pressures his traditional media organization is under, such as a concurrent loss of advertising and talent to digital media.

he kun.jpgHe gave and example where China Mobile has started its own digital newspaper leveraging their delivery platform. So naturally, Nanfang media is also undergoing a transformation and is looking to leverage its current advantages as a trusted source and its existing market position. The discipline of Architecture is a key enabler and aids as a foundation for clearly communicating a transformation approach to other business leaders. This does not mean using EA Jargon but communicating in the language of his peers for the purpose of obtaining funding to accomplish the transformation effectively.

Mr Chen Peng Vice General Manager of GKHB Chengdu described the use of an Architecture approach to managing precious national resources such as forestry, bio diversity and endangered species. He descrichen peng.jpgbed the necessity for real time information in observation, tracking and responses in this area and the necessity of “Informationalization” of Forestry in China as a part of eGovernment initiatives not only for the above topics but also for the countries growth particularly in supplying the construction industry. The Architecture approach taken here is also based on TOGAF®.

The take away from this conference is that Enterprise Architecture is alive and well amongst certain organizations in China. It is being used in a variety of industries.  Value is being realized by executives and practitioners, and delivered for both IT and Business units. However for many companies EA is also a new idea and to date its value is unclear to them.

The speakers also made it clear that there are no easy answers, each organization has to find its own use and value from Enterprise Architecture and it is a learning journey. They expressed their appreciation that The Open Group and its standards are a place where they can make connections, pull from and contribute to in regards to Enterprise Architecture.

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Filed under Enterprise Architecture, Enterprise Transformation, Professional Development, Standards, TOGAF, TOGAF®, Uncategorized

What is Business Architecture? Part 2

By Allen Brown, President and CEO, The Open Group

I recently wrote that I had heard and read the opinions of a number of people about what is Business Architecture, as I am sure many of us have but I wanted to understand it from the perspective of people who actually had Business Architect in their job title.  So I wrote to 183 people in Australia and New Zealand and asked them.

The initial summary (blog) of the responses I received was focused on the feedback from Business Architects who were employed by organizations I think of as consumers; this one is focused on the feedback from consultants, ranging from those who are working on their own to others who are working with some of the largest consulting firms that we know.

Why I chose the countries I did and the questions I asked are contained in that earlier blog.

Again the responses have been amazing and thank you to everyone who took the time to do so.  They included some wonderful insights into their role and into their beliefs with respect to Business Architecture.

Summarizing the feedback from the consultants is even more difficult than that of the consumers.  Understandably, each of them has their own approach.  I have found it very difficult to decide what to leave out in order to get this down to a reasonable length for a blog.

It is important to repeat that I am still in the process of seeking to understand, so I would be really pleased to hear from anyone who has such a role, to correct any misunderstandings I might have or erroneous conclusions I may have drawn.

The first point of note from the responses is that Business Architecture is still evolving and finding its place in the enterprise.  While the consumers saw it as somewhere between immature and missing in action, the consultants tended to look at the how and why of its evolution.  In one case the view was that Business Architecture is evolving in response to a demand for greater business oriented control over transformation, while another reported, disappointedly, that business architecture is often seen as Business Process Review/Improvement on steroids.  Other comments included:

  • Generally Business Architecture is seen as business process review and/or business process improvement. There is not much real Business Architecture going on at the moment.
  • It is not widely understood at this point in time.  This first initiative will be conducted in a lightweight manner to gain the business buy in and get some projects onto the roadmap.  Delivery time will be a key factor in prioritization as we will be looking for some projects with shorter duration and lower complexity so some tangible benefits can be realized
  • It is not formally recognized.  Last year I was in the supply chain team (who also deal with Lean and other operational improvement skills).  We have Business Analysts, and a People and Change Team.  We have several areas than do Operating Models.  To me various elements of these would be included under the Business Architecture banner.

In common with the consumer viewpoint, the focus of Business Architecture is on the “What”.  Some of the comments included:

  • The Business Architecture will exist with or without technology, but as soon as technology is involved, the technology exists to service the business architecture, and the business architecture should be the input to the technology and application architecture.
  • Make recommendations of what projects the business should perform, in addition to relevant and timely corrections to the governance structure, business processes, and the structure of business information
  • The business architecture I am referring to is not the traditional element of the IT based Enterprise Architecture, but a framework that is totally business oriented and in which the whole business, including IT, can commit to in order to truly understand their problems and most of all the potential to genuinely improve the business.
  • “Business Architecture is not about telling people how to do their job at a detail level. Its function is to help us all to understand how together we can achieve the business goals and objectives
  • The primary focus of the Business Architect includes the analysis of business motivations and business operations, through the use of business analysis frameworks and related networks that link these aspects of the enterprise together. The Business Architect works to develop an integrated view of the business unit, in the context of the enterprise, using a repeatable approach, cohesive framework, and available industry standard techniques.

In some cases the focus of activity was the entire enterprise: the CEO view.  In others it was at the line of business or business unit level.  In all cases the focus was very much on the business issues:

  • Strategy
  • Business goals, objectives and drivers
  • Business operating model
  • Organization structure
  • Functions, roles, actors
  • Business processes
  • Key data elements

Being able to see the big picture and have the ability to communicate with key stakeholders was emphasized time and again.

  • Make it relevant and “makes sense” to senior management, operations and IT groups.  Visualize problems; have a way to communicate with the business team
  • Be able to relate – what big decision we need to make and to package it up so that execs can make a decision
  • The only person who cares about the whole picture is the CEO.  BA provides the CEO with a one page picture of the whole enterprise in a logical fashion
  • Show the CEO where impact is on a page – give confidence – control.  Help him make decisions around priorities.
  • The secret of good architecture is taking all the complexity and presenting it in a simplistic way that anyone can understand on a ‘need to know’ basis and quickly find the right answer to the current and/or planned state of business components.
  • BA facilitates strategic consistency with the business.  Where do we need to differentiate more than others?  How do we build in once or move to one instance?
  • Drive prioritization of when to invest based on the businesses strategic goals
  • Distil, communicate and relate to a business person
  • A key purpose of this new business driven architecture is to provide the means for communicating and controlling the strategic and operational intentions of the business in a way that is easy to understand for everyone in the organization

A common feature in the feedback is that underneath the models the information is rich – enables drill down – traceability to underlying requirements linked to the requirements.

Two areas of activity stood out the most: Capabilities and Value Streams.  Both of these are focused on WHAT a company needs to be able to do to execute its business strategy and to bring a product or service to a consumer.  Comments included:

  • Capabilities – combination of people, process and technology to deliver product features
  • Logical building blocks – gather information and compare the level of maturity in each capability, compare with others, understand where could we go to
  • Define/ champion 1 common reference model / capability model / logical building blocks of the enterprise.
  • Establish Capability, Information maps, Value Streams, stages and business processes.
  • Have intimate knowledge of the Business Capability (As Is/To Be), Business Component Structure, Business Processes, Value Streams and Conceptual Business Models.
  • Have the capability picture
  • … not only the capability of each component but also the relationship between components from every appropriate perspective (purpose, technical, compliance, risk, acceptability, etc.)
  • The Business Architecture is the first stage in a broader EA initiative.  Subsequent phases will align capabilities to applications and look at the major data flows between those applications

Since value stream mapping is a lean manufacturing technique, lean techniques are also called out as being relevant to business architecture because they identify areas of waste, which often change work processes or procedures, which may or may not impact applications and technology.  Feedback included:

  • Each value steam has Inputs (that triggers the value stream) and Outputs (the value based result of completing the business activities).
  • Each value stream is designed against Critical Success Factors, founded on the strategic intentions and priorities of the business, that represent the required business performance with Time, Cost, Quality, Risk and Compliance.
    • Time – How long the process should take from a Customer Perspective
    • Cost – How much the process should cost, measured using for example TDABC (Time Driven Activity Based Costing)
    • Quality – A statement clearly describing the (fit for) purpose of the activity
    • Risk – The protected acceptable residual risk involved due to effective control within the proposed design
    • Compliance – The specific interpreted requirements placed on the activity by interpreting the obligations of associated legislation and regulations.
    • Value streams are directed or informed by policies, plans, procedures, governance, regulations, business rules and other guidance, and are enabled by roles, IT Systems and other resources that will directly or indirectly support their completion.
    • The As-Is Architecture consists of the related value streams, indicating how the business is currently performing.   Under the facilitation of the business architect, design teams investigate how these can be improved to produce the Target State version of the Value Stream.

It was argued that displaying the relationship between the guidance, the enablers and the value streams, opens up the potential to discuss many things related to the business performance; that this alignment is critical for ensuring the business functions operate as expected; and that this is the major feature of business architecture and provides answers to so many previously unanswered questions for business managers.

Incidentally, since value stream maps are often drawn by hand in pencil (to keep the mapping process real-time, simple and iterative by allowing for simple correction) this tends to reinforce the comment by one of the consumer respondents that his most useful tools are pencil and paper.

The role and relationship of Business Architects, Business Analysts and other folk that might come under the general heading of Enterprise Architecture, varied from one organization to another, often seemingly dependent upon the size of the consulting firm.  At different ends of the spectrum were:

  • To a greater or lesser extent, Business Architects are supported by Business Analysts (“the knowledge processing factory) and by people with deep skills in design and process, Lean, 6 Sigma, HR, organization design and training.  The Business Architects ensure that all of the pieces fit together in a logical manor and that the impact can be shown in dollar terms
  • The Enterprise Architect is a person who can perform as both Solution Architect (SA) and a Business Architect (as needed) and has some ability as an Information Architect. In addition, an EA can perform at an enterprise level, something that is NOT required of either an SA or BA

The feedback on the title of Enterprise Architect was as varied as the number of responses.  The comments included:

  • Enterprise Architecture seen as a bad word
  • With hindsight, referring to it as architecture was a mistake
  • Enterprise Architecture is an IT version of technical specifications and drawings and not architecture, as such, and Enterprise Architects are mainly focused on the Application and Technology areas.
  • I think the technology story wave is coming to an end.  The focus will be more on the BusArch and InfoArch as that is where, in my view, the business IP sits. In the future more Bus/Info architects will become Enterprise WIDE architects, not so much enterprise architects

In most cases but not all, there is no such job as an Enterprise Architect.  It is in instead the overall term for Business Architects, Solution Architects, Information Architects, Value architects, Journey architects and so on.

The key differences that were highlighted between the roles of Business Architect and Enterprise Architect was a matter of depth and potentially also of education:

  • Enterprise Architects will tend to have more depth in technology; Business Architects will tend to have more depth in business techniques
  • Enterprise Architects will tend to have a Computer Science degree, or similar; Business Architects will tend to have a business degree or experience.

It was also stated that Business Architecture is a logical growth path for an experienced Business Analyst provided they get an Enterprise level understanding of the Business and Architecture.

When I actually look at the background of the respondents, I can see experience in:

  • IT consulting
  • Operations management
  • Product management
  • Project management
  • Business Analyst
  • Aeronautical Engineering
  • Logistics
  • … and much more besides

and education backgrounds are similarly varied.

The common theme is a deep interest in the business issues and what makes organizations work.

The evolution of Business Architecture clearly has a long way to go and depends upon the ability of the practitioners to relate to the business leaders.  One respondent predicted a shift and a segmentation in these comments:

  • For business that serve the “mum and dads”. I believe you will see a grouping of the different architectures based upon the business objectives and capabilities.
  • I think the technology story wave is coming to an end.  The focus will be more on the BusArch and InfoArch as that is where, in my view, the business IP sits. Applications and Technologies are all COTS nowadays (unless you are developing them). I think in the future more Bus/Info architects will become Enterprise WIDE Architects, not so much Enterprise Architects

The last word goes to the feedback that one Business Architect reported:

“In my time with this amazing new methodology I have had two separate reactions that stand out:

The first from an Acting CEO that was one of the biggest sceptics when I started the initiative and in admitting he had been, said that he owed me a big apology that he found the Business Architecture to be both highly useful and quite remarkable.

The second was in relation to a BPO initiative for a long standing traditional finance industry organization, when the chairman of the board said it [Business Architecture] had made a major decision relatively easy, that would have otherwise been one of the most difficult in the company‘s history.”

Allen Brown

Allen Brown is President and CEO, The Open Group – a global consortium that enables the achievement of business objectives through IT standards.  For over 14 years Allen has been responsible for driving The Open Group’s strategic plan and day-to-day operations, including extending its reach into new global markets, such as China, the Middle East, South Africa and India. In addition, he was instrumental in the creation of the AEA, which was formed to increase job opportunities for all of its members and elevate their market value by advancing professional excellence.

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Filed under Business Architecture, Certifications, Enterprise Architecture, Enterprise Transformation, Professional Development, TOGAF

The Open Group Certified Architect (Open CA) Program Transformed My Career

By Bala Prasad Peddigari, Tata Consultancy Services Limited

openca

Learning has been a continuous journey for me throughout my career, but certification in TOGAF® truly benchmarked my knowledge and Open CA qualified my capability as a practitioner. Open CA not only tested my skills as a practitioner, but also gave me valuable recognition and respect as an Enterprise Architect within my organization.

When I was nominated to undergo the Open CA Certification in 2010, I didn’t realize that this certification would transform my career, improve my architecture maturity and provide me with the such wide spread peer recognition.

The Open CA certification has enabled me to gain increased recognition at my organization. Furthermore, our internal leadership recognizes my abilities and has helped me to get into elite panels of jury regarding key initiatives at the organization level and at my parent company’s organization level. The Open CA certification has helped me to improve my Architecture Maturity and drive enterprise solutions.

With recognition, comes a greater responsibility – hence my attempt to create a community of architects to within my organization and expand the Enterprise Architecture culture. I started the Architects Cool Community a year ago. Today, this community has grown to roughly 350 associates who continuously share knowledge, come together to solve architecture problems, share best practices and contribute to The Open Group Working Groups to build reference architectures.

I can without a doubt state that TOGAF and Open CA have made a difference in my career transformation: they created organization-wide visibility, helped me to get both internal and external recognition as an Enterprise Architect and helped me to achieve required growth. My Open CA certification has also been well received by customers, particularly when I meet enterprise customers from Australia and the U.S. The Open CA certification exemplifies solid practitioner knowledge and large-scale end-to-end thinking. The certification also provided me with self-confidence in architecture problem solving to drive the right rationale.

I would like to thank my leadership team, who provided the platform and offered lot of support to drive the architecture initiatives. I would like to thank The Open Group’s Open CA team and the board who interviewed me to measure and certify my skills. I strongly believe you earn the certification because you are able to support your claims to satisfy the conformance requirements and achieving it proves that you have the skills and capabilities to carry out architecture work.

You can find out if you can meet the requirements of the program by completing the Open CA Self Assessment Tool.

balaBala Prasad Peddigari (Bala) is an Enterprise Architect and Business Value Consultant with Tata Consultancy Services Limited. Bala specializes in Enterprise Architecture, IT Strategies, Business Value consulting, Cloud based technology solutions and Scalable architectures. Bala has been instrumental in delivering IT Solutions for Finance, Insurance, Telecom and HiTech verticals. Bala currently heads the HiTech Innovative Solutions Technology Excellence Group with a focus on Cloud, Microsoft, Social Computing, Java and Open source technologies. He received accolades in Microsoft Tech Ed for his cloud architectural strengths and Won the Microsoft ALM Challenge. Bala published his papers in IEEE and regular speaker in Open Group conference and Microsoft events. Bala serves on the Open CA Certification Board for The Open Group.

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Filed under Certifications, Open CA, Professional Development, TOGAF, TOGAF®

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