Category Archives: Enterprise Transformation

From Solution to Enterprise Architecture with the ArchiMate® Language:  An Interview with Ryan Kennedy

By Iver Band, Enterprise Architect at Cambia Health Solutions and Vice Chair, The Open Group ArchiMate Forum

I recently sat down with my Cambia Health Solutions colleague Ryan Kennedy.  Ryan is an architect with whom I have worked over the last year and a half on a variety of projects that benefit Cambia’s Healthcare consumer and group customers.  After noticing how Ryan has used the ArchiMate® language to expand his personal contribution to the company, I decided to get his perspective on the language, including the new ArchiMate 3.0 standard.


Iver
: What is your professional background?

Ryan
: Prior to becoming an architect, I was a software development engineer for over a decade, designing and implementing solutions across a broad range of organizations, from stable enterprise to volatile startup.

Iver
: How did you encounter the ArchiMate language?

Ryan
: Part of the onboarding process for new architects at my company is a bootcamp-style introduction to the ArchiMate language and its practical application.

Iver
: What were your first impressions?

Ryan
:  My first impression of ArchiMate was that it is very easy to learn if you know Unified Modeling Language (UML).  My second thought was, “Wow, now I can design all the things!”  It is a quantum leap from a grammar that can describe software, to a palate capable of representing the remainder of the enterprise.

Iver
: How have you used the language since then?

Ryan
: I use ArchiMate almost daily, and I treasure the power it gives me to quickly and effectively communicate my solutions to all manner of stakeholders, from business owners to software developers.

Iver
: For what would you recommend the language?

Ryan
: For any aspect of the enterprise that needs design, description or analysis for a broad range of stakeholders.  This includes motivation, strategy, business process, applications, technology, implementation, and migration.

Iver
: What are you doing with the language now?

Ryan:
My current duties mostly revolve around design and estimation of new feature work for sizing, budgeting, and ultimately making implementation choices.  For a new capability, I usually start with the business concerns.  For more technical solutions, I may start at the application or technology layer.  Either way, the traceability of cost and value across layers is what I’m usually trying to communicate at this phase, along with risk analysis.Iver: What are your impressions of the ArchiMate 3.0 language?

Ryan
: Capabilities!  Making capabilities first-class citizens should help us improve our portfolio planning and valuation.  Also, groupings really mean something now which is cool.  If your organization is anything like mine, tagging is important for your data.  Groupings are a great way to tag your ArchiMate concepts.  Also, you may have the same actual concept represented as different ArchiMate concepts in different viewpoints.  Groupings can keep these things together as an abstract, layer-agnostic concept.  Further, you can then describe relationships between aspects of disparate concepts, which should allow a lot more freedom and nuance in your design.Iver: What additional uses of the language do you see based on the 3.0 version?

Ryan
: With the addition of the strategy and physical capabilities, the language is capable of modeling almost any aspect of business or technology.

Iver
: What are your tips for getting started with the language?

Ryan
: Flashcards!  There are a lot of concepts to memorize!  Other than that, my UML background was enough to become fluent in ArchiMate in a few weeks, and I’m fortunate to have expert peer reviews for continuous improvement. If you have no visual modeling background, a formal course is probably in order.
By Iver Band, EA, Cambia SolutionsRyan Kennedy (left) giving his impressions of the ArchiMate language to Iver Band at Cambia Health Solutions in
Portland, Oregon

Iver Band
 is an Enterprise Architect at Cambia Health Solutions, where he uses the ArchiMate language continuously to develop strategic architectures, guide solution development, and train other architects. Iver is also Vice Chair of The Open Group ArchiMate Forum, co-author of the ArchiMate certification exams, and a frequent writer and speaker on Enterprise and Solution Architecture.  Iver is TOGAF and ArchiMate Certified, a CISSP, and a Certified Information Professional.

@theopengroup  @ArchiMate_r  #ArchiMate

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Filed under ArchiMate®, Enterprise Architecture, Enterprise Transformation, Standards, standards, The Open Group

What’s New in ArchiMate® 3.0

By The Open Group

This summer The Open Group ArchiMate® Forum will make available the latest version of the ArchiMate Specification®, version 3.0, with a series of announcements and events to take place throughout the months of June and July. The official announcement was featured at the IRM Enterprise Architecture Europe Conference in London on June 14.  Additionally, a live webinar is scheduled for June 15 to promote the new standard. The webinar will include practical applications for the new standard, as well as its relevance for business modeling and business transformation support. A white paper will also be published and available here. In July, the Monday plenary and tracks at The Open Group Austin 2016 event will be dedicated to speakers, panels and use cases for the new standard.

The ArchiMate Specification is a modeling language that enables Enterprise Architects to describe, analyze and visualize relationships among architecture domains using easy to understand visuals representations. It provides a common language for describing how various parts of the enterprise are constructed and how they operate, including business processes, organizational structures, information flows, IT systems, and technical and physical infrastructures. In a time when many enterprises are undergoing rapid change, ArchiMate models help stakeholders design, assess and communicate those changes within and between architecture domains, as well as examine the potential consequences and impact of decisions throughout an organization.

The latest evolution of the standard continues to improve collaboration across multiple functions including strategists and business executives, enterprise and business architects, portfolio and project managers, information and applications architects, technology stakeholders and solutions architects. New features in the specification include:

  • Elements for modeling enterprises at a strategic level, including mapping capabilities, resources and outcomes
  • Modeling support for physical materials and equipment
  • Improved consistency and structure within the language
  • Improved usability and alignment with other standards, such as TOGAF®, BPMN, UML and BMM

This version of the specification will also include refinements such as:

  • Improvements and new elements to represent how architectures evolve over time through implementation and migration
  • Improved grouping capabilities for connecting different elements to see how they’re related
  • Cross-layer dependencies, alignments and relationships (to correlate business applications and technology, for example)
  • Mechanisms for customizing the language for specialized or domain-specific purposes and address specific real case situations.

The ArchiMate Specification is unique in that it provides a graphical language for representing enterprise architectures over time, including strategy, transformation and migration planning, as well as the motivation and rationale for the architecture. The standard has been designed to be as compact as possible, yet still usable for most enterprise architecture modeling needs.

ArchiMate 3.0 also furthers the relationship between the ArchiMate language and the TOGAF ADM.

By The Open Group

 

Certification programs for version 3.0 of the specification will follow this fall. In the meantime, current certification programs will remain active. Once available, a bridge certification will be also available for those choosing to transition from the current version of the specification to 3.0.

For more on ArchiMate, please visit: http://www.opengroup.org/subjectareas/enterprise/archimate.

@theopengroup @ArchiMate_r  #ArchiMate #ogAUS

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Enterprise Architects “Know Nothing”: A Conversation with Ron Tolido

By The Open Group

It has been well documented that the digital economy is sending many companies—not to mention industries— into a tailspin. Customer expectations, demands for innovation and a rapid change are creating an IT landscape that is not only difficult to manage but nearly impossible to predict. And according to Capgemini’s Ron Tolido, Enterprise Architects need to prepare to function in a world where they have no idea what type of solutions and innovations their clients may need, even in the near future—a world where Enterprise Architects “know nothing.”

Tolido, who spoke at The Open Group London 2016 in April, believes organizations must begin to look to “I don’t know” architectures if they are to survive in the digital economy. Traditional IT methods and architectural practices that were established during the 1980s and 1990s are no longer relevant in the digital age.

Because customer and business needs are constantly changing there really is no way to know what IT landscapes will look like in the future or what type of solutions organizations will need, Tolido says. Therefore, rather than asking clients what they need, IT must instead provide users an architected platform of services that can be mixed and matched to meet a variety needs, enabling business customers to go in any direction they want.

As such, Tolido says Enterprise Architects in this emerging digital era are comparable to the character Jon Snow from HBO’s Game of Thronesa character who is often told “You know nothing.” Like Jon Snow, today Enterprise Architects effectively know nothing because businesses have no idea what the future will hold, whether two days or ten years from now. With new business scenarios developing in real-time, architectures can no longer be painstakingly planned for or designed.

So where does that leave Enterprise Architects? What can they offer in a world where they know nothing and are heading blindly into an environment that is constantly in flux?

Tolido says it’s time for enterprise architectures to stop trying to make predictions as to what architectures should look like and instead provide the business a digital platform that will allow for a new style of architecting, one that drives continuous transformation rather than requirements-driven, step-by-step change.

To do this, Tolido says Enterprise Architects must enable “the art of the possible” within organizations, providing their clients with a catalog of possibilities—a listing of potential things they could be doing to help companies continually transform themselves.

This is a huge shift for most IT departments, Tolido says, which are still stuck in the mindset that the business is different from IT and that business requirements must drive IT initiatives, with architecture sitting somewhere between the two. No longer can architects be content to place architectures somewhere in the middle between the business and IT, Tolido says, because in the next generation of IT—the era of the platform—there is no distinction between business and IT. They are one and the same. With the “third platform”—or Open Platform 3.0™—the platform must allow the business to continually adapt to the needs of customers and market forces.

This brave new world will also require Enterprise Architects to become more adaptable themselves and give up control of their architectures, Tolido says. The role of architects is evolving with them becoming business enablers, or platform “maesters.”

Currently, many established enterprises are having a difficult time adjusting to this new reality; thus all the digital disruption we are seeing across industries, Tolido says. Start-ups and newer technology players have some advantage here because they are already in a state of change and their systems have been designed to deal with that.

One way, Tolido suggests, that enterprises can make transformation easier on themselves would be to create a “parallel IT universe” alongside their existing systems that explores a more service-oriented model and allows for them to transition. Although such a system might cannibalize existing services or products, it may also be the only way to keep up with disruptive market forces. “Better to eat yourself and be your own disruptor than have someone else do it to you,” Tolido says.

As “platform maesters,” Enterprise Architects will also need to become much more proactive in helping company stakeholders understand the necessity of a platform play for continuous business transformation. That means proving that the EA role is much more about designing a continuously enabling platform than actually designing solutions, which is a shift in role for EAs. Tolido believes EAs must also become better at telling the digital story and outlining the business possibilities that services can enable. “They need to become real change agents. This will require more imagination from architects as well.”

Enabling unhindered, continuous transformation may actually allow businesses to move closer to The Open Group vision of Boundaryless Information Flow™, Tolido says. Standards will have a significant role to play here because companies designing platforms that allow for constant change will need the help of standards. The work being done in The Open Group Open Platform 3.0 Forum can help organizations better understand what open platforms designed for micro services and ad hoc application composition will look like. For example, Tolido says, the concept of the Open Business Data Lake—an environment that combines services, data retrieval and storage in a fluid way to provides dynamic outlets and uses for the data, is an indicator of how the landscape will look differently. “Standards are crucial for helping people understand how that landscape should look and giving guidance as to how organizations can work with microservices and agility,” Tolido says.

Despite all the upheaval going on at companies and in IT today, Tolido believes these are exciting times for IT because the discipline is going through a revolution that will effect everything that businesses do. Although it may take some adjustments for Enterprise Architects, Tolido says the new landscape will provide a lot of compelling challenges for architects who accept that they know “nothing”, go with the flow and who can adapt to uncertainty.

“It’s a new world. There’s more change than you can absorb right now. Better enjoy the ride.”

@theopengroup

By The Open Group

Ron Tolido is Senior Vice President and Chief Technology Officer of Application Services Continental Europe, Capgemini. He is also a Director on The Open Group Governing Board and blogger for Capgemini’s multiple award-winning CTO blog, as well as the lead author of Capgemini’s TechnoVision and the global Application Landscape Reports. As a noted Digital Transformation ambassador, Tolido speaks and writes about IT strategy, innovation, applications and architecture. Based in the Netherlands, Mr. Tolido currently takes interest in apps rationalization, Cloud, enterprise mobility, the power of open, Slow Tech, process technologies, the Internet of Things, Design Thinking and – above all – radical simplification.

 

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Filed under Boundaryless Information Flow™, Business Transformation, Data Lake, digital technologies, Enterprise Architecture, enterprise architecture, Enterprise Transformation, Internet of Things, IoT, Open Platform 3.0, Ron Tolido, Standards, The Open Group

Keys to Enterprise Architecture Success

By Stuart Macgregor, CEO, Real IRM Solutions and The Open Group South Africa

Avoiding the perils on the way to successful Enterprise Architecture

Enterprise architecture (EA) is more relevant today than ever before – considering the accelerating pace of technology adoption, many new and disruptive market forces, hyper-competitive environments, and rapidly changing business models.

Together, these present a burning requirement for many organisations to ‘digitise the enterprise’.

EA supports the organisation develop an holistic representation of the business, its information and technology. This provides a business tool for managing complexity and change.

The myriad benefits from successful EA practices include:

  • Competitive advantage – with so few organisations “getting it right”, having a business appropriate and sustainable EA function allows the organisation to respond to change with greater speed, and derive huge competitive advantage.
  • Market reputation – EA is essential for the organisation to promote a reputation of being well-governed (for example, EA allows the organisation to comply with King III and other governance/compliance requirements). EA acts as the crucial linchpin between corporate governance and IT governance.
  • Business transformation – EA supports major business transformations, by clearly understanding the current state, and clearly articulating the desired end-state. In this way, EA provides a clear roadmap for transformation
  • Portfolio rationalization – a structured approach to EA helps with reducing the size and complexity of the organisation’s technology estate, and removing any duplications within the application and technology portfolio.
  • Strategic support function – professional EA consulting services support the efforts of many critical areas within the enterprise – such as strategic planning, governance, risk and compliance, and solution architecture

In essence, EA facilitates the fusion between business and technology based on the fact that if the organisation cannot change its systems, it cannot change its business. New entrants are often more ‘digitally agile’: they have the ability – for example – to embrace new cloud platforms without being tied to millstone of legacy systems and processes.

The strategic theme that underpins the EA practice, and helps guard against failure, is that of ‘running the EA practice like a business, with a clearly-defined solution offering’.

Keeping this philosophy top-of-mind – across the entire ambit of people, tools, process, content, and products/services – is fundamental to ensuring that one’s EA practice is business-appropriate, sustainable, and ultimately successful. By running EA as if it is a business in its own right, in support of the enterprise’s strategic goals, the EA capability is positioned to evolve in scope and importance, and add increasing value to the enterprise over time.

However, so many EA programmes fail to achieve meaningful results. More often than not, they either end up on the scrapheap of failed IT programmes and wasted investments, or limp along with limited and isolated impact within the broader organisation.

So, why do EA programmes so often fail?

The role of the Chief Architect in ensuring EA success

Analysts confirm that the single biggest reason for failed EA programmes is lack of leadership skills within the core elements of the guiding coalition and the EA team. At the nucleus, the Chief Architect is required to lead by example and inspire others, while remaining acutely tuned into business’ needs.

Acting as the keystone in the EA structures that are being built, the Chief Architect must be flexible enough to continually adapt the business case for EA, but remain unwavering in the eventual vision – that of modernising and optimising the way the organisation functions.

The resilience of the EA function ultimately depends on the strengths of the Chief Architect.

As EA inevitably takes some time to generate sustainable returns, the Chief Architect must maintain the enthusiasm of executive stakeholders and business partners, while dealing with the ever-present threat that some individuals may revert back to old habits, divert funds to other projects, or focus on short-term wins.

This is a delicate balance, and the skills that qualify someone as a great architect don’t necessarily make them a strong leader. The most essential attributes include business acumen, the ability to translate technology into simple business outcomes, the ability to listen, communicate, present to groups, articulate the vision of the EA function, and inject enthusiasm for the EA practice.

Of course, it goes without saying that the Chief Architect must also possess the right technical skills which allow her to guide and govern the EA portfolio. In staffing the EA function, organisations should consider candidates in the context of defined career ladders and skills assessments. It is only with the right skills background that the Chief Architect will be in a position the strategic importance of the EA function within the first year of their tenure, or the practice is at risk of dissipating.

Leadership also includes aligning the differing EA visions held by the various business units and stakeholders. Everyone has a slightly different spin on what EA should achieve, and how the organisation will achieve it. While keeping stakeholders involved in the project, the Chief Architect must influence, guide, and delicately meld these visions into a single cohesive EA strategy.

Finally, the EA practice is at risk if the Chief Architect and her team are not skilled in communicating with key stakeholders across both business and technology domains and at multiple levels within the organisation. Results need to be clearly measured and demonstrated to the business. The EA vision must be constantly reinforced throughout the programme as the practice develops in maturity.

Setting up the EA team for success; the core EA team

As important as her role may be, the Chief Architect cannot ‘go it alone’. Ensuring that the right core Enterprise Architecture (EA) team is in place is the next important step in avoiding potential EA failure. Led by a strong guiding coalition and steering committee, the team needs to consider how to manage the work, how to control delivery against the plan, how any blind spots will be identified, and how they will engage with the rest of the organisation.

None of this can happen just by accident. The starting point is to conduct a critical analysis of the skills requirements, and match this with the right people in the right roles. Any silos, or ‘stovepipes’ should be dismantled, in favour of greater collaboration and knowledge-sharing – giving the Chief Architect better visibility of everything happening within the team.

So, with a strong EA team at the nucleus, and skilled individuals in the various areas of the organisation, the Chief Architect is able to allocate resources efficiently and generate the best returns in the least possible time. Excellence in the execution of the EA tasks, from beginning to end, is only ever possible with quality staff involved.

There is an ever-present risk that the core team gets pulled into detailed operational work like solution delivery – while the strategic architectural role gets deprioritised. Another common risk is that the EA practice becomes something of a ‘dumping ground’ for disparate IT team members. For this reason, when a new Chief Architect is appointed, one of her first tasks is to assess the team capabilities, restructure, replace and recruit where necessary.

The goal is to ensure the right portfolio of skills is spread across the entire EA discipline – people with the right qualifications, tool proficiencies and psychometric profiles are working together in the optimal structure.

Organisational positioning

To have legitimacy among executive stakeholders, and to avoid knee-jerk, short-term approaches that merely address symptoms (rather than dealing with root causes), the appropriate placement of the EA function is fundamental to its success.

For example, if EA is housed within the area of the Chief Technology Officer then we can expect the focus to be all about technical architectures and solutions support. If it’s positioned under the Chief Information Officer, the focus is often more on supporting solution architectures.

Reporting into business strategy and governance structures reduces technology-centric thinking. Whichever is the case, we find that organisational structure shapes the behaviour and the strategies of the teams.

Appropriate structure and alignment within the organisation is critical for ‘expectation management’. We’ve seen many cases of senior stakeholders (within whose portfolio the EA function resides) making promises to executives, shareholders, or markets – creating unrealistic expectations of what EA is capable of doing at a particular level of maturity.

The organisational design must be fit-for-purpose, depending on the firm’s specific requirements and the state of maturity. The EA function will be hindered if its scope is not clearly defined, and does not span all of the horizontal EA domains (business architecture, information architecture, data architecture, application architecture and technology architecture) and vertical domains (integration, security and solution architecture).

If these areas are fragmented, it becomes tougher to answer questions around how they will integrate, who will be responsible for what, and how the organisation will build an integrated view of the target architecture. In highly federated, decentralised or geographically-dispersed organisations, the positioning becomes even more complex –  often being required to morph according to changing business priorities. This requires a clear understanding of what EA capabilities are performed globally, regionally and locally.

The EA team needs to simultaneously build the EA capability (and start delivering results), while selling this positive story to executives – in order to achieve their further buy-in. This may place greater pressure on the teams in the short-term, as milestones and commitments are thrust into the spotlight and must be met. We recall the principle of ‘publish or perish’, which is crucial to maintaining the involvement and support of executive stakeholders.

Executive sponsorship

The business executive must empower the EA function with a defined and widely communicated mandate. Failure to do so often results in ‘turf wars’ between the EA practice and related areas of the organisation, such as the Programme Management Office or Service Management.

To build on early momentum, EA education and communication should filter down from above as one of the organisation’s highest priorities. This helps to foster business stakeholder engagement and ensure that EA content is used in the right ways “on the ground”.

Executives are also able to remove many of the obstacles that could otherwise bring on the demise of EA in the organisation. Executive sponsors may be called on to influence budgets and vendor selection, or make the necessary structural changes to the teams, or ensure that architecture governance remains firmly on the agenda.

So, in summary, it is critical to have the right people, under the right leadership (the Chief Architect and her guiding coalition), working in the right structure within the organisation. Without all three of these things in place, the EA practice is at great risk of failure.

Ivory Tower syndrome

A common reason for the collapse of EA initiatives, is architects who become overly-enamoured with the conceptual aspects of their work. They return from their retreats away from the business, with elaborate frameworks, and little practical guidance on how to implement them.

These concepts will be presented to key influencers within the organisation, most of whom will not understand the content, so their complex reference architectures will be ignored. In this way, the EA team is perceived as living in an Ivory Tower – disconnected from the business and alienating stakeholders – often leading to the withdrawal of support and sponsorship from key people.

These complex frameworks are built in isolation from the business stakeholders on the ground.

Investing too much time in detailed documentation of the “as-is states”, and creating vast arrays of diagrams, gives the impression that progress is being made, when in reality, this flurry of visible ‘activity’ is being mistaken for progress.

This academic approach to EA leads to inertia in decision-making, a state of ‘deferred commitment’ where the fear of failure leads to an inability to act. The EA practice lives by the principle of “publish or perish” (describing how critical it is to deliver tangible outputs).

This leads to distorted perspectives, where the architect’s views of the business architecture and other architecture domains are not necessarily shared by their key stakeholders.

Architects who dogmatically force their models on stakeholders – without fully appreciating the changing business’ requirements or tailoring their services to meet the business’ demands – are bound to fail.

By focusing on tangible outputs, and running the EA practice like a business, architects can effectively maintain a stakeholder-centric approach to delivering business value.

Architects need to ‘get their hands dirty’ – such as getting involved in the actual modelling, investing time in mentoring people in architecture skills, closely following the business’ needs, and evolving the EA artefacts.

This should be combined with strong marketing and communications efforts – where architects constantly communicate and evangelise the value of the EA practice to business stakeholders.

If not, the team risks the ‘Ivory Tower syndrome’ setting in, and will lose the backing of the C-suite. Even if budgets are still provided for, the bigger work surrounding EA – like maturing the EA capability, business transformation and change management – will not be possible without active executive support.

@theopengroup

By Stuart Macgregor, CEO, Real IRM

Stuart Macgregor is the CEO, Real IRM Solutions and  The Open Group South Africa. Through his personal achievements, he has gained the reputation of an Enterprise Architecture and IT Governance specialist, both in South Africa and internationally.

Macgregor participated in the development of the Microsoft Enterprise Computing Roadmap in Seattle. He was then invited by John Zachman to Scottsdale, Arizona to present a paper on using the Zachman framework to implement ERP systems. In addition, Macgregor was selected as a member of both the SAP AG Global Customer Council for Knowledge Management, and of the panel that developed COBIT 3rd Edition Management Guidelines. He has also assisted a global Life Sciences manufacturer to define their IT Governance framework, a major financial institution to define their global, regional and local IT organizational designs and strategy. He was also selected as a core member of the team that developed the South African Breweries (SABMiller) plc global IT strategy.

Stuart, as the lead researcher, assisted the IT Governance Institute map CobiT 4.0 to TOGAF®. This mapping document was published by ISACA and The Open Group. He participated in the COBIT 5 development workshop held in London in 2010.

 

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The Open Group London 2016 – Day Two Highlights

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

After a fantastic first day in Central Hall Westminster, The Open Group London 2016 continued on Tuesday, April 26 as attendees looked forward to another excellent line-up of speakers and topics. The Open Group President and CEO Steve Nunn welcomed the audience and announced that a day after launch, the IT4IT™ Certification Program already had over 50 certified people signed up. The certification is achieved by individuals who demonstrate knowledge and understanding of the IT4IT™ Reference Architecture, Version 2.0 standard.  Steve was then joined on stage by The Open Group CTO Dave Lounsbury, to discuss digital transformation and enabling digital business, with a focus on IT’s critical role in helping to achieve this.

Tuesday’s plenary sessions then got underway, with a highly entertaining presentation from Ron Tolido, Senior VP, Group CTO Office, Global Insights & Data Practice, CapGemini. Ron used numerous Game of Thrones references to explain how the open business data lake could be a blueprint for agile, data-driven businesses. He was quick to point out though that data ran the risk of appearing to a business in many elephant-themed guises; be it the “white elephant” driving up costs, the “Dumbo”, i.e. a fantasy, or the ”elephant in the room” than nobody wants to mention. To summarize, Ron, continuing his Game of Thrones-themed talk, argued that we need “burning [big data] platforms that are the pièce de résistance of Enterprise Architecture”.

By Loren K. Baynes, Director, Global Marketing Communications

Steve Nunn, Ron Tolido

It was then the turn of Sven van Wilpen, Business Architect, Fokker Industries, and Stuart Boardman, Enterprise Architect, Resilient EA, to discuss digitization in the aerospace industry and more specifically, the Fokker Factory. Coincidentally, elephants reared their collective trunks for the second time in the morning, when Stuart described the role of the architect as herding elephants.

One of the most interesting discussion points that emerged from this presentation was around change management, and it became clear that Fokker was putting some great process in place to support stakeholders who have to deal with the change. Not only that, but it needed to be made clear to them why change would make their lives better. Stuart also talked about implementing the right kind of change, highlighting the fact that when you make a process digital, it works differently. Don’t just digitize that manual process, but change the process itself.

After the coffee break, Steve Nunn made a presentation to Serge Thorn with HSBC, in recognition of his tireless work on The Open Group Architecture Forum TOGAF Localization Committee.  TOGAF® is an Open Group standard.

By Loren K. Baynes, Director, Global Marketing Communications

Serge Thorn, Steve Nunn

At this point, Steve handed the reins over to Wipro’s Chief Enterprise Architect & Head of Academy of EA, Pallab Saha for the rest of the morning session, to talk first about the relevance of Enterprise Architecture for India, and then about how it is helping to turn aspiration into inspiration to make digital government a reality.

Pallab talked in great detail about the e-Pragati project, which was designed to bring all government services under one roof to illustrate this. He described it as a new paradigm in governance, based on a whole-of-government framework that transcends departmental boundaries. Helpfully, Pallab also showcased a great video that explained the initiative in more detail and it is interesting to note that this regional project is being championed as best practice for other provinces in India.

The afternoon saw the conversations split into separate tracks, focused on Healthcare, Open Platform 3.0™, ArchiMate®, and a series of TOGAF® 9 tutorials, including:

  • History of The Open Group Healthcare Forum, Jason Lee, Director, Healthcare Forum, The Open Group
  • Architecting Customer Experience: Driving Transformative Digital Business, Trishit Baran Sengupta, Enterprise Architect, Wipro
  • Using TOGAF®, ArchiMate® and Open FAIR for Business Driven InfoSec, Thorbjørn Ellefsen, Managing Business Analyst, Capgemini
  • Creating an EA for Genesis Housing Association, Michelle Supper, Enterprise and System Architect, Science Inspired Ltd

The second day of the London event concluded with a networking dinner at Emirates Stadium – home of the Arsenal Football Club. In addition to a private tour of the stadium, guests enjoyed live music and a scrumptious dinner.  Allen Brown, former CEO of The Open Group, was announced as a Fellow, an honor bestowed upon only a select few for their immense dedication and body of work at The Open Group.

By Loren K. Baynes, Director, Global Marketing Communications

@theopengroup #ogLON

By Loren K. Baynes, Director, Global Marketing Communications

Loren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. 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 London 2016 – Day One Highlights

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

On Monday, April 25th, The Open Group London 2016 kicked off with an opening speech from The Open Group President and CEO Steve Nunn to a packed room at the Central Hall Westminster.  The magnificent venue is just a stone’s throw from the iconic Westminster Abbey. Almost 300 guests from 27 countries around the globe have joined this exciting, informative event.

After a warm welcome and a recap of the successes of The Open Group IT4IT™ Forum to date – including the launch of the Standard and Management Guide – Steve went on to announce the launch of the IT4IT™ Certification Program.

The IT4IT Foundation Certification is now available to individuals who demonstrate knowledge and understanding of the IT4IT™ Reference Architecture, Version 2.0 standard. The first level of certification being launched provides validation that the candidate has gained knowledge of the terminology, structure, basic concepts, and understands the core principles of the IT4IT Reference Architecture and the IT Value Chain.

Monday’s plenary sessions continued the focus on  IT4IT, beginning with a presentation from Tony Price, Director, WW IT4IT Strategic Consulting, Hewlett Packard Enterprise, and Erik van Busschbach, World-Wide Chief Technologist for IT Management, HPE Software Services CTO Office, Hewlett Packard Enterprise. Erik and Tony explained how organizations can use IT4IT to move away from talking about Architecture towards discussions around business value. Every audience wants value but they all perceive this value in different ways. Tony explained the importance of contextualizing value to individuals in order for it to be effective.

By Loren K. Baynes, Director, Global Marketing Communications

Erik van Busschbach, Tony Price, Steve Nunn

The IT4IT discussion also featured a joint presentation on ‘Managing the Business of IT’ from Michael Fulton, Principal Architect, CC&C Solutions; David Hornford, Managing Partner, Conexiam; Luke Bradley, Principle Architect, Technology Shared Services Centre, Vodafone Group; David Gilmour, Director, Panastra Pte Ltd, Singapore.

The speakers went into detail about the impact IT4IT can have on an organization. Mike Fulton started with the basics of IT4IT and the Value Chain model, before going on to discuss where IT4IT fits into TOGAF®, an Open Group standard, COBIT and Agile. Luke Bradley provided insight into how IT4IT was being used at Vodafone Group, where there are four main areas of transformation – process, service model, organization, and technology. The importance of getting away from bulk renewal projects and moving towards smaller sensible building blocks was stressed by David Gilmour, who also explained how IT4IT was a “jolly good thing” for business, which raised a smile in the packed-out room.

Gunnar Menzel, Vice President & Chief Architect Officer, ‎Capgemini, came to the stage proudly displaying his medal from the London Marathon from the day before the event – many congratulations to him for a fantastic time of 03:52:15! His presentation focused on how IT4IT can help with Agile DevOps. Businesses that realize DevOps’ full potential are more agile in providing new products and services and can deliver superior quality, but enterprises often encounter difficulties due to the growing number of product choices, definitions and services.

Gunnar directed delegates to The Open Group whitepaper, ‘IT4IT™ Agile Scenario’, which was released in February 2016 and includes a DevOps definition, DevOps Maturity Model as well as a DevOps Implementation framework.

The final session before Monday’s break for lunch came from Henry Franken, CEO at BiZZdesign and chair of The ArchiMate® Forum at The Open Group. Henry presented the results of a survey looking at business transformation, noting that a “business as usual” approach is preventing effective business transformation, along with a lack of strategic design insights and a lack of organizational commitment. He explained how businesses should be taking small steps to embrace change, collaborate on change and make sure to utilize techniques to digitize change capabilities.

The afternoon saw additional tracks taking place on IT4IT, Security and Enterprise Architecture, including:

  • Trusted and Secure OpenStack Cloud, Shawn Mullen, Cloud Security Architect, IBM, US
  • Seven Reasons IT4IT™ is Good News for Architects, Daniel Warfield, Senior Enterprise Architect, CC&C Americas
  • A Future for Enterprise Architecture, Len Fehskens, Chief Editor, Association of Enterprise Architects
  • Mils Initiatives: Emerging Open Group Standards for Modular Approach to Critical Systems, Rance DeLong, Staff Scientist – EC Projects, The Open Group

Sally Long, Director of The Open Group Trusted Technology Forum (OTTF), also presented on OTTF in a session which focused on cybersecurity and supply chain risks, how the standard and the accreditation can address them, and what steps organizations can take to assure products are more secure and enterprises stay safe. The presentation was a recap of a recently recorded webinar which can be found here.

Robert Wiesman, CEO at Build the Vision Inc., took the opportunity to discuss his use of EA as a business technique to conduct Architecture-based planning for a huge business transformation.

After a full day of sessions, the first day of the London event concluded with drinks and networking at the Central Hall Westminster.

@theopengroup #ogLON

By Loren K. Baynes, Director, Global Marketing CommunicationsLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog, media relations and social media. 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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Filed under Accreditations, ArchiMate, ArchiMate®, Boundaryless Information Flow™, Certifications, digital business, Enterprise Architecture, Enterprise Transformation, interoperability, IT4IT, OTTF, standards, Steve Nunn, The Open Group London 2016, TOGAF®, TOGAF®

Ensuring Successful Enterprise Architecture by Following Kotter’s Eight Stage Journey

By Stuart Macgregor, CEO, Real IRM Solutions and The Open Group South Africa

These industry insights look at John Kotter’s eight stages of change management, and explore his timeless blueprint for effective change leadership. These change management principles can gel with an enterprise architecture (EA) roadmap to achieve business transformation.

The company’s EA practice is viewed as the engine room that powers the move towards transformation, and not the end-goal in itself. However, Kotter’s eight stages have a huge role to play in the development of an EA practice.

Stage 1 – Establishing urgency

The journey begins with breaking new ground, jolting people out of their comfort zones, and forcing them to deal with often uncomfortable realities. Change, in general, is something people tend to resist – and one of the first tasks for change agents is to overcome the powerful forces of tradition.

This stage requires executives to arrive at a brutally honest assessment of the company as it currently stands. It means exposing issues that may hinder growth and adaption in the future. It involves assessing the market realities, confronting macro, global forces – and identifying all the possible crises, barriers, sources of resistance, as well as potential opportunities.

Most importantly, it requires leaders and change agents to start removing the sources of complacency within the company. In other words, they must refute the reasons that some use to believe change isn’t necessary, or that the cost of change will be too great.

Establishing (or reinvigorating) the company’s EA practice is vital in making a successful start on the change journey.

EA rises to the fore as the primary toolset that will enable lasting positive change. It guides the company from a state of fragmented applications, organisational structures and processes – and builds an integrated and optimised environment.

In short, EA fuses the business model imperatives and the IT portfolio.

Establishing a sense of urgency among key stakeholders (a process that is triggered by the company CEO) makes the formation of change leadership structures possible. From an architectural perspective, these are bodies like business architecture governance committees, architecture review boards, and IT steering committees.

Without adequate governance, enterprise architecture will remain a theoretical concept that will fail to deliver any transformational business benefits. This, in fact, moves the process neatly on to stage two…

Stage 2 – Creating the guiding coalition

Kotter shows that a strong, core team (the “guiding coalition”) lies at the heart of any good change strategy. From there, the message of change radiates outwards to stakeholders throughout the broader company and its extended ecosystem.

Importantly, this coalition must possess people with one or more of the following characteristics:

  • Position of power… from executives, to line managers, to others with an influential stature in the enterprise, it is essential to enlist the support of decision-makers at an early stage.
  • Expertise… team members with diverse skill sets and points of view, and experience in many of the key areas of the enterprise.
  • Credibility… those involved in the coalition need to have strong reputations and the ability to sway the mindsets of others that are hesitant to buy in to the change strategy.
  • Leadership… it is essential for the team to include proven leaders who are capable of the kind of visionary, strategic thinking that the coalition will demand.

The team is pulled together by mutual trust, a shared vision for the future, and a passion to achieve these common goals. While at this stage the end-state of business transformation may not be in view, there is a shared recognition that the company needs to change the way it operates.

From an EA perspective, this guiding coalition sets the tone where EA starts to be viewed as a business entity of sorts. In a fully functioning EA practice, the company manages its ‘stock in trade’ (the corporate intellectual capital), and assembles the various components into EA products and services that address specific stakeholder requirements.

By starting to run the EA practice as if it was like a business in itself, even at these early stages, the coalition sets out on the right path – one that will eventually see the company formalising and packaging intellectual capital, and turning it into a corporate asset.

The business model will work if the various stakeholders within the company receive more value than their perceived cost of contribution. For example, HR may benefit from having a clear map of everyone’s role profile; internal audit may value the accurate view of weaknesses in the company’s internal processes. Something of a virtuous feedback loop develops.

Stage 3 – Developing a vision and strategy

In Kotter’s third stage – “developing a vision and strategy” – the guiding coalition sets to work on crafting the vision of change and transformation.

This typically runs as an iterative, sometimes even messy, process. Many different perspectives from the various stakeholders are considered, as different role-players provide a number of alternative ways to approach problems and reach goals.

As Kotter reiterates, this is a stage that encompasses both the head and the heart. It is a dynamic process that sees the value of strong teamwork rising to the fore – as the guiding coalition eventually settles on a unified approach..

A shared vision

Because of this complexity, the coalition can take weeks, even many months, to achieve a coordinated strategy for the future. Once established, a key contribution of the enterprise architecture (EA) practice is reducing the time taken to produce deliverables – such as the business capability map, for example.

Developing the vision requires the coalition spearhead a number of initial EA work-streams.

To begin with, a set of initial readiness assessments need to be conducted. These provide a clear barometer of where the organisation currently stands, in terms of the maturity and health of its existing EA practice, or its ability to easily embed a new EA framework. The assessments play a vital role in informing the vision for the future state.

Creating a library of definitions is an important early stage activity that ensures all the key stakeholders start from a common understanding of what EA, and a number of other important concepts and terminologies, really means.

Each of these needs to be considered across three dimensions: EA domains, the EA continuum and the EA architecture practice:

  • EA domains consist of business architecture, information architecture, data architecture, applications architecture, and technology architecture.
  • The EA continuum considers reference models at a group/enterprise level, an individual business or divisional level, as well as at product application and product focus level.
  • The EA architecture practice spans the areas of EA products and services, EA people, EA content (models, principles, standards, inventory, etc), as well as processes and tools.

Guiding principles are formulated across these three dimensions and serve as input to EA vision and strategy.

So, what exactly does the vision need to look like? While there is no singular approach to this, Kotter outlines a number of important characteristics inherent in any good vision that a guiding coalition composes.

He says it must be imaginable, desirable, feasible, focused, and flexible. Finally, it must be simple to communicate (something I will look at more closely in my next Industry Insight).

A guiding coalition

As the vision starts to crystallise, the coalition segments it into different work-streams – and assigns champions to each of these. Having individuals accountable for every aspect of the vision creates a strong sense of ownership, and ensures essential aspects are never overlooked.

It is only by following this thorough approach to developing the vision that the company can address its core system challenges at a root cause level, and overcome the well-worn situation of endless ‘quick fixes’.

It must be imaginable, desirable, feasible, focused, and flexible.

Too often, budget and time constraints force companies to address only the surface symptoms – by implementing disjointed, piecemeal improvements that fail to address the underlying issues, and serve to undermine the company’s EA practice.

These kinds of vicious cycles start circling throughout the organisation. As its structures become increasingly dependent on ad hoc quick fixes, they are continually weakened. In today’s competitive market environments, this is something that businesses can ill afford to let happen.

But, by following the vigorous approach to strategy and vision creation, the guiding coalition ultimately arrives at a strategic plan that describes how the business will transition, what the end-state will look like, and where investments, energy and focus need to be directed.

As everyone buys into the vision, change agents foster a better understanding of the ‘customer’ (internal stakeholders within the enterprise), the ‘products’ (the capabilities made possible by the EA practice), and how these products will be structured and packaged to address particular business needs.

Stage 4 – Communicating the vision

From the outset, the guiding coalition is responsible for communicating the EA vision to a nucleus group of stakeholders. As the EA practice develops momentum, the communication emanates outwards, to an increasingly broad group of stakeholders within the business.

Clearly, in this phase, timing is everything.

Over time, the EA practice evolves from its fledgling state, to greater levels of maturity. As this happens, the nature of the messages will change.

John Kotter (who advises on the eight stages of change management) says the communication needs to contain the following characteristics:

  • Simplicity (eliminating jargon and verbosity)
  • Metaphor-rich (pictures are worth a thousand words)
  • Multiple forums (leadership sessions, team meetings, newsletters, Intranets, etc)
  • Repetition (to reinforce the key messages and ensure they ‘sink in’)
  • Leadership by example (conduct from leadership that aligns with the communications and messaging)
  • Explaining apparent inconsistencies (address everything that seems counterintuitive or illogical, to avoid the communication being undermined)
  • Two-way communication (involving a feedback loop wherever possible greatly increases engagement and empowerment levels)

Put simply, the goal of this phase is to ensure the right staff are provided with the right information, at the right time – and empowered to work constructively within the new EA framework.

The advantages of formalising corporate intellectual property and establishing an EA practice need to be clearly articulated – at both an individual level and a company-wide level. If the EA vision is not clearly understood, people will very quickly disengage. They will revert to old habits and frameworks of working, and the timelines for the EA practice to start delivering business value will increase.

Too often, the coalition becomes overly enamoured with EA as a discipline – too ‘inwardly-focused’ – and forgets about the importance of communicating regularly with key stakeholders, business owners, and decision-makers across the organisation.

In fact, there is a continuum, ranging on the one end from the purist that “sits in an Ivory Tower” and becomes too academic and removed from the business, to the other end of the spectrum, with an EA practice experienced in the realities of the company, knows its challenges (eg, political, technical, legacy-related), and takes a pragmatic approach to EA.

The latter is the approach most likely to succeed in generating a sustainable and value-adding EA practice.

Over time, the EA practice evolves from its fledgling state to greater levels of maturity.

Here I use the analogy of running the EA practice like a business in itself: through delivering value to stakeholders one builds a relationship where people willingly engage with the EA practice. In this ideal scenario, positive word of mouth is created – which becomes one of the most valuable forms of internal communication.

Another very impactful form of communicating the vision is when the coalition exemplifies the behaviour it is seeking to establish in others, and ‘leads by example’. By becoming a role model, the coalition is more likely to succeed in its quest to develop new ways of working within the broader company.

Stage 5 – Empowering action

But communication alone is not enough. Ensuring the broad-based empowerment of people involves doing the following:

  • Teams need to understand the vision for business transformation and the EA value proposition that will enable it. Individuals must internalise this, consider what it means to them, and truly buy into the vision. They, in turn, will become ‘marketers’ of the company’s EA practice – articulating the vision to other stakeholders.
  • Teams need to receive quality, comprehensive training on the EA disciplines and activities as they relate to the individual’s particular function within the company. They must be empowered with the architecture content that allows them to start harvesting information.
  • From there, teams need to populate all of this existing content (such as business strategies, IT strategies, existing applications portfolios, etc) into an integrated EA repository, fully embedded in the organisation.
  • An EA methodology – such as TOGAF – is customised and tailored to the company. This means aligning the EA process with the systems development life cycle, strategic planning, corporate governance, and business process improvement, for example.
  • Any barriers, at any stage, need to be swiftly removed, so individuals are unleashed to work and to add value within the new framework.

Stage 6 – Generating short-term wins

Quick wins, even on a small scale, become the catalyst to building momentum in enterprise architecture.

By this point in the process of business transformation, the company has established and communicated the vision for change, and then begun the process of empowering the right teams to start executing on that vision.

Now, as it starts to package some of the early-phase model content, it becomes crucial for the fledgling enterprise architecture (EA) practice to generate some quick wins. Demonstrating tangible business value, even on a small scale, helps to maintain the interest of key stakeholders, and ensures the momentum doesn’t start to wane.

In fact, a virtuous cycle should begin to emerge: as the EA practice develops the operational capability to satisfy some business needs, stakeholders begin to recognise the business value. This leads to positive word-of-mouth being spread throughout the company, which in turn stimulates increased levels of demand from various quarters.

Ultimately, this demand translates into increased willingness to invest in the EA journey. With greater levels of buy-in, the EA practice’s operational capabilities continue to expand, and the cycle continues.

Stage 7 – Success breeds success

Short-term wins become the catalyst to building momentum in EA. John Kotter says these early successes are vital for a number of reasons, including the following:

  • Providing evidence that sacrifices are worth it: many staff within the coalition and other areas of the business have invested great time and energy in getting to this point.
  • Reward change agents with a pat on the back: adding business value is the biggest recognition of success.
  • Help fine-tune vision and strategies: insights learned from practically applying EA can be fed back into the strategic thinking.
  • Undermine cynics and self-serving resisters: tangible EA successes start to erode the credibility of naysayers.
  • Keep bosses on board: maintaining the support of line managers, executives, and other senior stakeholders happens naturally
  • Build momentum: more and more people are drawn into the developing EA practice, as people want to associate with a ‘success story’.

It goes without saying that these short-term wins need to be built on a sustainable and professional EA practice. The foundations must be strong – so the content can be easily accessed, and re-used for further process improvement in other areas of the business.

As the demand for business transformation increases, the EA practice needs to manage expectations and delivery. The EA team cannot take on ‘too much’ in the early stages, and be seen as the team that slows things down, or hampers innovation and change.

Essentially, the value that stakeholders derive from EA needs to continually exceed their perceived cost of contribution.

As the practice reaches out into the broader company, new opportunities emerge for specialists to contribute their unique insights. To keep the right people on the team, the company also needs to attend to human capital issues, like:

  • Ensuring key EA staff members have professional development paths and the opportunities to further their formal qualifications.
  • Providing mentoring (from within the organisation, or by pulling in outside mentors).
  • Performance management processes that ensure staff are accurately rewarded for their performance.

With the right team in place, the lead architect’s focus can shift from the everyday EA operations to higher-value activities. These include continually engaging with executives from across the business – to extend the scope of the EA practice and ensure it remains relevant and value-adding.

The value that stakeholders derive from EA needs to continually exceed their perceived cost of contribution.

The lead architect and the team can concentrate on understanding the potentially disruptive “nexus of forces” (cloud, mobility, big data and social), conducting impact assessments, scenario planning, and implementing new strategies.

The architecture team is then operating on all three levels – strategic, tactical and operational; and facilitating learning across the enterprise.

In this way, the chief architect and his EA team start to position themselves as trusted advisors and business partners to the company – becoming a crucial leadership support function. Ultimately, the true measure of the EA team’s worth is the extent to which the company engages with it, and the extent to which business transformation has been realised.

Stage 8 – Making it stick

Shifting from a state of architecture execution to architecture leadership is the next step in the EA journey.

Kotter’s final stage guides an organisation on the optimum ways that change can be embedded, anchored and matured. From an Enterprise Architecture (EA) perspective, these phases relate to the ‘professionalising’ of the EA practice.

Earlier, we looked at generating tangible “early wins” in the EA practice, and how they can echo throughout the organisation, as positive word-of-mouth spreads. The next step is to build on this momentum and to establish EA across every layer of processes, people, content, and tools, and products/services.

So, what are the hallmarks of a mature-state EA practice?

  • Entrenching the ethos of “running the EA practice like a business”… The foundation of the ‘business model’ includes five process areas: managing the business, enhancing market reputation, winning better business, delivering valued solutions, and growing the EA capability. In this way, resource allocation remains tightly synced with business need.
  • Innovation… EA essentially manages intellectual capital as an asset, translating tacit individual knowledge into organisational assets, in the form of models – which fuels constant innovation. Ideas are crowd-sourced from employees and partner ecosystems, and then analysed and prioritised according to business impact.
  • Strategic planning is dynamic and living… As intellectual capital becomes formalised as a corporate asset, the company can perform strategic planning at a higher level. This enables it to respond with agility to any changes in the external environment, as well as evolving business models within the company walls.
  • Business processes and capabilities become optimised… integrated business processes are naturally (willingly) enforced across the business. Process owners and system custodians focus on the right business capabilities and continually optimise processes.
  • Investment… The organisation targets its technology investment on IT assets that support identified and measurable business objectives, all within the framework of EA.

These fundamentals represent a shift from a state of “EA execution” to what can be referred to as “architecture leadership”.

In this state of advanced EA maturity, EA should also be repositioned and de-coupled from the IT department. Ideally, EA practice leaders should be moved to the office of the CEO, reporting to a function such as transformation management.

One of the most important facets of successfully transitioning from isolated early wins to EA leadership, which is embedded throughout the company, is ensuring key people are retained. The departure of important individuals can have catastrophic consequences at this stage – meaning EA never becomes entrenched.

For this reason, successful business leaders place a high emphasis on training, mentoring and further developing the EA teams. As ambitions soar, and people develop a passion for EA, industry bodies like The Open Group provide a useful outlet for this energy.

By contributing to the industry standards that are developed by The Open Group, individuals enjoy a greater sense of purpose – a tangible feeling that they are working on ‘something bigger’. Added to this, new opportunities open up, to develop their careers and networks.

For the company, this represents something of a win-win situation. By retaining these key specialists, it ensures the EA programme does not suffer interruptions or collapses.

As the success of the EA practice continues and the solution base expands, a virtuous cycle develops momentum: more and more ‘customers’ within the company start benefiting from EA, and more and more people are willing to invest in it.

The change process speeds up and becomes smoother; the ambit of EA broadens, and starts to influence every aspect of the business – including things like strategy planning, risk management, business transformation, and even mergers and acquisitions.

The essence of EA – that of managing complexity and change – is never forgotten. This new world requires new ways of thinking to address challenges and grab opportunities. Simply put, firms that continue to perpetuate old practices, will be left in the dust.

I’ll leave you with one of the pioneers of EA, John Zachman, who succinctly describes this essential fact:

“Increasing flexibility and reducing time to market… will only happen with responsible and intellectual investment, in developing and maintaining Enterprise Architecture, to deliver quality information, to produce a quality enterprise.”

By Stuart Macgregor, CEO, Real IRMStuart Macgregor is the CEO, Real IRM Solutions and  The Open Group South Africa. Through his personal achievements, he has gained the reputation of an Enterprise Architecture and IT Governance specialist, both in South Africa and internationally.

 

Macgregor participated in the development of the Microsoft Enterprise Computing Roadmap in Seattle. He was then invited by John Zachman to Scottsdale, Arizona to present a paper on using the Zachman framework to implement ERP systems. In addition, Macgregor was selected as a member of both the SAP AG Global Customer Council for Knowledge Management, and of the panel that developed COBIT 3rd Edition Management Guidelines. He has also assisted a global Life Sciences manufacturer to define their IT Governance framework, a major financial institution to define their global, regional and local IT organizational designs and strategy. He was also selected as a core member of the team that developed the South African Breweries (SABMiller) plc global IT strategy.

Stuart, as the lead researcher, assisted the IT Governance Institute map CobiT 4.0 to TOGAF®. This mapping document was published by ISACA and The Open Group. He participated in the COBIT 5 development workshop held in London in 2010.

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