Category Archives: Enterprise Architecture

The Open Group San Francisco 2016 Day Two Highlights

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

The Open Group CEO & President Steve Nunn kicked off the second day of The Open Group San Francisco event, “Enabling Boundaryless Information Flow™”, with a warm greeting and quick update on activities in The Open Group Forums.

Of note were updates regarding progress on harmonizing ArchiMate® and TOGAF® within the ArchiMate and Architecture Forums, as well as joint work between the Architecture and Open Platform 3.0™ Forum on digitalization and customer experience. In addition, the FACE™ Forum will be launching a certification program later this year, the Healthcare Forum recently published a whitepaper on healthcare focus and the OTTF Standard is currently being translated into Chinese. And in the Security Forum, work is being done around Risk Management, as well as building a more robust approach to security planning into TOGAF. Steve also presented long-time Open Group member Kirk Hansen with an award for his work in the Architecture Forum.

Tuesday’s morning plenary session focused on IT4IT™ and managing the business of IT.

The first session of the morning was given jointly by Ryan Schmierer, Business & Enterprise Architect, and Kathleen Wilson, Enterprise Architect for Data Center & Cloud Services, from Microsoft presenting on “The Case for Change: How Lessons Learned by Microsoft Align with IT4IT.”

According to Wilson, today DevOps are driving the cadence of the Cloud. With the largest technology companies now deploying new capabilities anywhere from a few times a week to thousands of times a day, IT must focus more on delivering business value and brokering services. This new model will require a high level of automation and heavy emphasis on systems monitoring within IT to deliver services and manage failures. With the drastic changes in how IT works, Wilson believes the cloud will make the role of traditional IT pros obsolete within the next five years.

To avoid IT becoming irrelevant, Schmierer says IT will need to shift its role to focus more on being a service broker, business enabler and steward of enterprise data while ensuring security throughout the enterprise. However, this will require change. IT organizations will need to reexamine definitions of success to focus more on business outcomes rather than IT metrics, experimentation and learning and use a more outside-in orientation to solve problems. By fully integrating IT management systems, companies will be able to better manage the IT value stream and create end-to-end systems that can provide a true services model and provide better decision-making in organizations.

Microsoft’s presentation was followed by a brief update on progress within the IT4IT Forum by Chris Davis, IT4IT Forum Director and Professor of Information Systems, University of South Florida. Two years ago, a group of folks from various organizations first met to discuss the possibility of an IT4IT standards. In the short time since, not only has the group launched the IT4IT Forum within The Open Group, but it has recently published its first Reference Architecture, which already has more than 5,000 downloads worldwide and is being used by more than 3,000 individuals from approximately 800 organizations. The Forum has also published a management guide and hopes to launch its first IT4IT people certification in April of this year.

Following the morning coffee break, Rabobank Business Architect Toine Jenniskens presented a case study on “How IT4IT Helps Rabobank Navigate the DevOps Journey.” Like Microsoft, Rabobank is looking to automate and monitor as many IT processes as possible and create a modular IT model so the department can focus more on business priorities. To do this, the bank is taking a value-stream based approach based on the IT4IT Value Chain and Reference Architecture to manage its IT processes and breakdown silos across the organization. Thus far, the bank has begun to consolidate tools across functions, increase IT automation and fully automate incident management. Although their transformation is still underway, Rabobank has been able to automate delivery, increase time to market, lower costs and create greater continuity in services and delivery as a result.

The final morning session was a panel discussion on IT4IT in Practice led by Interarbor Solutions IT Analyst Dana Gardner. The vendor panel featured IT4IT Forum Chair Chris Davis; Lars Rossen, Distinguished Technologist, HP Enterprise; David Wright, Chief Strategy Officer, ServiceNow; and Ryan Schmierer, who presented earlier in the plenary.

The panel discussed a number of critical issues around how IT management is changing and how IT4IT can ease that transition IT including how and why IT4IT was developed by and for IT managers, the possibility of using an IT framework to model services across other parts of the business and how to get traction for and start using IT4IT within IT departments. According to Wright, industry traction for a more holistic view of IT seems to be coming first from financial services and pharmaceutical sectors. Schmierer says that he believes there will be early adoption for IT4IT among companies that have large legacy IT systems, typical technology early adopters and those under the most pressure for cost performance. One way to know early on whether IT4IT is working within organizations, Rossen says, is that they’ll see a difference in areas for multi-services. Davis added that although the changes IT4IT will bring will likely be difficult to measure, but it will be sensed within organizations. However, Wright suggests organizations put together ways to measure success prior to beginning projects so departments can benchmark against them after projects are completed.

Tuesday’s afternoon tracks followed three different threads—a continuation of the morning’s discussions around IT4IT; EA topics around business transformation and value; and Open Platform topics including mobile computing and data analytics. In the IT4IT track, attendees were treated to a number of deep dives into the IT4IT Value Chain, providing a peek under the covers of each stream within the chain. The EA track featured practical examples of EA transformation in practice including an energy industry case study, a look at how SOA is maturing and advice on getting practical value from architectures.

In the Open Platform 3.0 Mobile Computing track, Russ Gibfried, Enterprise Architect for Hewlett Packard Enterprise, gave an interesting talk on the use of mobile platforms in the San Diego Police Department (SDPD) entitled “Probation Officers Online and On the Streets in San Diego.” The SDPD has implemented a system using smartphones and smart watches as technology hubs for the county’s probation officers. Using a mobile app, officers are now able to managing their caseloads and contact notes in the field, as well as use location services and search capabilities to keep tabs on clients.

Afterward, Modi Ronen an IT/Business Enterprise Architect from Salesforce, spoke on enterprise mobile strategies for cloud architectures. We now live in a primarily mobile world. However, most mobile apps are still abandoned, forgotten or deleted. As such, those designing for mobile must begin to prepare for Mobile 3.0 user experiences—usability, value, adoptability and desirability, as well as personalization—that better marry form and function for users, particularly as the Internet of Things and wearables become more ubiquitous.

In the late afternoon tracks, Don Brancato, Chief Enterprise Architect for HPE First, and Myles Suer, Chief Platform Evangelist, Informatica, hosted a talk on “Removing Science from Big Data Programs.” Brancato and Suer posit that science and looking for nebulous information is holding up the progress of Big Data to the detriment of gaining business value. What companies are finding is that Big Data is not a cure-all for the problems associated with traditional Business Intelligence. Rather than getting stuck with scientists digging around through masses of data, Brancato and Suer advocate for automated Big Data services that will allow for more easily repeatable analyses that deliver the actionable information businesses really need and get users involved in the process as early as possible.

Also in the late afternoon, Michael Fulton, Principal Architect, CC&C Solutions held a discussion providing details on the upcoming IT4IT Certification and Training Program followed by another panel discussion on IT4IT, again moderated by Dana Gardner.

The afternoon panelists included Fulton; Philippe Geneste, Partner at Accenture; Sue Desiderio, IT Enablement Process Leader, for PWC; Dwight David, Enterprise Architect for HPE; and Rob Akershoek, Solution Architect for Shell. To wrap up the day, the panel discussed the state of the IT4IT Reference Architecture today, where it needs to continue to evolve and the value of automation for IT organizations. The panel strongly encouraged attendees to try out the standard so they can see what’s working well and where tweaks may need to be made.

The day ended with a dinner and wine tasting event at San Francisco’s famous Presidio, a park and former military base, with beautiful views overlooking the Golden Gate Bridge.

On Wednesday and Thursday, work sessions and member meetings were held.

A special ‘thank you’ goes to our sponsors and exhibitors: Association of Enterprise Architects (AEA), BiZZdesign,  Good e-Learning, HPE, Orbus Software, Signavio, SNA Technologies, Van Haren Publishing.

Other content, photos and highlights can be found via #ogSFO on Twitter.  Select videos are on The Open Group YouTube channel. For full agenda and speakers, please visit The Open Group San Francisco 2016.

By Loren K. Baynes

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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Filed under ArchiMate®, Boundaryless Information Flow™, Business Transformation, EA, Enterprise Architecture, enterprise architecture, Enterprise Transformation, Information Technology, Interoperability, IT4IT, President and CEO, Standards, Steve Nunn, The Open Group, The Open Group San Francisco 2016, The Open Group San Franscisco 2016, TOGAF®, Uncategorized

The Open Group San Francisco 2016 Day One Highlights

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

On Monday, January 25, The Open Group kicked off its first event of 2016, focused on Enabling Boundaryless Information Flow™, at the Marriott Union Square in the city by the bay, San Francisco, California.

President and CEO Steve Nunn gave a warm welcome to over 250 attendees from 18 countries, including Botswana, China and The Netherlands. He introduced the morning’s plenary, which centered on Digital Business and the Customer Experience. This year also marks a major milestone for The Open Group, which is celebrating its 20th anniversary in 2016.

The Open Group Director of Interoperability Dr. Chris Harding kicked off the morning’s event speaking on “Doing Digital Business.”

Digital technology is transforming business today. As such, how Enterprise Architects can architect for and deliver better customer experience is a more critical factor for businesses today than ever before. For thousands of years, most business transactions happened face-to-face with human interaction at the heart of them. The Internet has changed that, largely taking humans out of the equation in favor of “intelligent” programs that provide customer service. As Enterprise Architects, the challenge now is to create corporate systems and personas that mimic human interaction to provide better service levels. To achieve that, Harding says, currently companies are looking at a number of improved models including providing microservices, Cloud architectures and data lakes.

To better enable the transformation toward digital customer experiences, The Open Group Open Platform 3.0™ Forum is currently working on an interoperability standard to support a variety of services that run on digital platforms. In addition, the Digital Business and Customer Experience Work Group—a joint work group of Open Platform 3.0 and the Architecture Forums—is currently working on customer-based architectures, as well as a whitepaper geared toward enabling better customer experiences for digital business.

In the second session of the morning, Mark Skilton of PA Consulting addressed the issue of “The Battle for Owning the Digital Spaces”. Skilton says that in this era of unprecedented digital information, we need to better understand all of that information in order to create business opportunities—however, much of that information is contained in the “gray” spaces in between interactions. Accessing that kind of data provides opportunities for businesses to get a better handle on how to provide digital experiences that will draw customers. It also requires “ecosystem” thinking where what is happening on both the micro and macro levels should be considered.

As such, companies must reconsider what it means to be an enterprise, platform or even a service. This requires a new way of looking at architectures that combines both physical and virtual environments to take advantage of those “gray” spaces in people’s lives. By interconnecting or “flattening” out people’s experiences, such as their work, living, commercial or social spaces, they will be allowed to take their digital experiences with them throughout their lives. To enable these things moving forward, architects will need to change their mindsets to think differently and consider experience more rather than just architectures. Behavior, interactivity, psychology, usability—the human factors—of advanced customer experience will need to be considered in the architecture development process more to create more connected spaces to meet people’s needs.

Trevor Cheung, Vice President Strategy & Architecture Practice for Huawei Global Services, spoke next on “Architecting for Customer Experience.” Cheung introduced the concept of the ROADS Experience, a principle for designing customer-driven architectures. According to Cheung, ROADS (Real-time, On-demand, All-online, DIY and Social) is critical for companies that want to become digital service providers. As organizations digitalize, they should think more holistically about customer experiences—including both internal (employees) and external audiences (customers, partners, etc.)—moving from an inside-out IT perspective to one that also considers outside-in constituencies.

For example, to provide omni-channel experiences, business architectures must focus on the values of stakeholders across the ecosystem—from buyers and their interests, to partners and suppliers or operations. By applying the ROADS principle, each stakeholder, or persona, can be considered along the way to develop an architecture blue print that covers all channels and experiences, mapping the needs back to the technologies needed to provide specific capabilities. Currently two whitepapers are being developed in the Digital Business and Customer Experience Work Group that explore these issues, including a new reference model for customer architectures.

In the last morning session Jeff Matthews, Director of Venture Strategy and Research, Space Frontier Foundation, presented “The Journey to Mars is Powered by Data: Enabling Boundaryless Information Flow™ within NASA.” Currently, NASA’s programs, particularly its endeavors to send people to Mars, are being enabled by complex Enterprise Architectures that govern each of the agency’s projects.

According to Matthews, nothing goes through NASA’s planning without touching Enterprise Architecture. Although the agency has a relatively mature architecture, they are continually working to breakdown silos within the agency to make their architectures more boundaryless.

Ideally, NASA believes, removing boundaries will give them better access to the data they need, allowing the agency to evolve to a more modular architecture. In addition, they are looking at a new decision-making operating model that will help them grapple with the need to buy technologies and setting up architectures now for programs that are being planned for 10-30 years in the future. To help them do this, Matthews encouraged audience members and vendors to reach out to him to talk about architectural strategies.

In addition to the event proceedings, The Open Group also hosted the inaugural meeting of the TOGAF® User Group on Monday. Aimed at bringing together TOGAF users and stakeholders in order to share information, best practices and learning, the day-long meeting featured topics relative to how to better use TOGAF in practicality. Attendees participated in a number of breakout sessions regarding the standard, intended to provide opportunities to share experiences and enlighten others on how to best use TOGAF as well as provide suggestions as to how the standard can be improved upon in the future.

Allen Brown, current interim CEO of the Association of Enterprise Architects (AEA), and former CEO of The Open Group, also introduced the AEA Open Badges Program for Professional Development. Much like badge programs for the Boy or Girl Scouts, the Open Badge program lets people demonstrate their professional achievements via digital badges that provide credentials for skills or achievements learned. Moving forward, the AEA will be providing digital badges, each of which will include embedded information showing the information learned to earn the badge. Attendees can earn badges for attending this conference. For more information, email OpenBadges@GlobalAEA.org.

Monday’s afternoon tracks were split into two tracks centered on Open Platform 3.0™ and Risk, Dependability and Trusted Technology. The Open Platform 3.0 track continued in the same vein as the morning’s sessions looking at how Enterprise Architectures must adapt to the changes due to digitalization and growing customer expectations. Accenture Enterprise Architect Syed Husain gave an insightful presentation on enabling contextual architectures and increased personalization using artificial intelligence. As both consumers and technology become increasingly sophisticated, demands for individualized preferences tailored to individuals are growing. Companies that want to keep up will need to take these demands into account as they evolve their infrastructures. In the Security track, sessions centered on privacy governance, best practices for adopting the Open FAIR Risk Management standard and dealing with cyber security risks as well as how to navigate the matrix of data classification to maximize data protection practices.

Concluding the day was an evening reception where event and TOGAF User Group attendees mixed, mingled and networked. The reception featured The Open Group Partner Pavilion, as well as short presentations from The Open Group Architecture, IT4IT™ and Open Platform 3.0 Forums.

@theopengroup #ogSFO

By Loren K. BaynesLoren 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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TOGAF® User Group Meeting Preview with Steve Nunn

By The Open Group

2016 promises to be a banner year for TOGAF®, an Open Group standard. Last month, worldwide certifications for TOGAF 9 surpassed the 50,000 mark, and on January 25, The Open Group will be hosting its first TOGAF® User Group Meeting in San Francisco. We recently spoke with The Open Group President and CEO Steve Nunn about why The Open Group has decided to host a user group as TOGAF enters its third decade of use, what attendees can look forward to at the meeting, and what’s next for the standard.

The Open Group will be hosting the first ever TOGAF User Group Meeting in January—why start a user group?

The growth of TOGAF and popularity of the standard is so great at this point.  There’s a very substantial community of not just organizations but individuals using TOGAF in their daily lives and jobs. Only a small part of that community is the people who are involved in the The Open Group Architecture Forum, which evolves the standard. But we’ve just passed 50,000 TOGAF certifications, and there’s a substantial community worldwide who are always looking to better understand how they can use the standard for their organizations and what makes sense for them with TOGAF.

The idea of the User Group is to provide a forum for them as individuals—initially as a conference and then going forward as a virtual community—to learn from each other’s experiences of using TOGAF—tips and tricks, what works, what doesn’t work. We think there is a great appetite for that which isn’t being fulfilled at the moment other than very partially through LinkedIn Groups. TOGAF is a significant offering from The Open Group, and so it’s The Open Group that should be offering the User Group, and we are taking that opportunity.

TOGAF has been in use for 20 years already—so why start a User Group now?

Why now? In the past, we used to see presentations about successful implementations of Enterprise Architecture and the question we asked was always ‘Are you using TOGAF?’ Today, that’s pretty much a given. It’s not IF TOGAF is being used, but HOW. And people are using it for more than just IT projects or even Enterprise Architecture driven projects. At our Edinburgh conference, we learned that BAE Systems is using it for their entire operations in building nuclear submarines. They are actually using it for everything other than IT. It is also being picked up by HR departments. And there is a whole realm of disciplines inside organizations that could be picking up TOGAF and using it for different things.

The thing we always stress is to take TOGAF and use it for whatever makes sense within your organization. Don’t just try to absorb the whole thing—use it for what makes sense. And when you see presentations on it, people are almost apologetic about what they didn’t use. But that’s the whole point—it is capable of being used to a greater or lesser degree, depending on your needs and your organization.

What are you hoping that users will get out of the User Group meeting?

There are all sorts of ways to use TOGAF, and what we are trying to do with the User Group is enable and encourage users to share their experience and areas of interest, their views on what works and doesn’t work, what might need beefing up a bit, any gaps and what would be useful in terms of implementation. It’s really about how to use TOGAF on a daily basis. That is what we’re hoping—that people will come away with more ideas about that.

The two biggest things are the networking with their peers and the opportunity to discuss tips and tricks. Beyond that, there is the opportunity for those that don’t usually participate in the Architecture Forum to provide their ideas about how TOGAF can be improved, at a time when the next version is still being worked on and it’s still early enough to influence that. If there are suggestions made to the Forum members that seem to make sense, they do tend to take them onboard, so it is a way to get ideas heard and suggestions to the Forum.

What are you hoping that the Architecture Forum will gain from user input?

We’d like to get some initial reactions to what some of the current thinking is for the next version of TOGAF, and get some feedback and input on that. Also we’d hope to encourage people who haven’t seen the need to participate in the Forum to get involved, and we expect they will see that opportunity more clearly by getting an understanding of how things work inside The Open Group.

Will there be more User Group Meetings in the future?

The group itself will decide whether there’s interest in a virtual community as a long-term activity. We certainly intend to run User Group Meetings at quarterly events, assuming there is interest.

We’ve been thinking about doing a User Group for some time. We think there will be a lot of benefit for both users and The Open Group in doing it at this point in time—it feels like it’s the right time.

By The Open GroupSteve Nunn is President and CEO of The Open Group – a global consortium that enables the achievement of business objectives through IT standards. He is also President of the Association of Enterprise Architects (AEA).

Steve joined The Open Group in 1993, spending the majority of his time as Chief Operating Officer and General Counsel.   He was also CEO of the AEA from 2010 until 2015.

Steve is a lawyer by training, has an L.L.B. (Hons) in Law with French and retains a current legal practicing certificate.  Having spent most of his life in the UK, Steve has lived in the San Francisco Bay Area since 2007. He enjoys spending time with his family, walking, playing golf, 80s music and is a lifelong West Ham United fan.

Join the conversation!  @theopengroup #ogSFO

 

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TOGAF® User Group Meeting Preview: A Conversation with Terry Blevins

By The Open Group

The Open Group will be hosting its first TOGAF® User Group Meeting on January 25 in San Francisco. We recently spoke with long-time member, Terry Blevins, The Open Group Board Member, Fellow and former Chair of The Open Group Architecture Forum about his involvement over the years with TOGAF®, an Open Group standard.  We also discussed what users can look forward to at the User Group Meeting.

What’s your history with TOGAF? How long have you been a TOGAF user?

I’ve been involved with The Open Group since before it was The Open Group, when it was X/Open. I first engaged with The Open Group in the architecture area when they were working on the first or second release of TOGAF—that was around 1996. For a number of releases of TOGAF, I was a direct contributor. I was also a Co-chair of the Architecture Forum and chaired the Work Group covering certification of TOGAF architects for a couple years.

One of the main contributions I made to TOGAF was the Business Scenario Method, which is what I’ll be talking about in one of the breakout sessions at the User Group Meeting. For the past number of years, I’ve been on The Open Group Governing Board, so I haven’t participated directly in the Architecture Forum or its Work Groups, but I do keep my eye on things. Most recently I’ve been involved in the Healthcare Forum, with an eye on applying the disciple of architecture to improve healthcare information flow.

When you were a TOGAF contributor, what types of things were you contributing to the standard?

When I first contributed content ,I was working for NCR Corporation where we were keen on seeing standard approaches to architecture. The whole thing is that you bring contributions to the standard from your company or from your personal experience that are practical and that work. The Business Scenario Method was something that I created to help companies understand real, live business needs, and this is essential for any architecting project. Other contributions were spread throughout the early versions of the TOGAF specification.

Why a User Group Meeting now?

The growth of the number of people who are certified in TOGAF is huge. It’s truly become an accepted method worldwide and has resulted in pull from the business side of organizations. That pull and worldwide interest generates a need for people to come together and share. In addition, I think there is a greater occurrence of procurements for architects that are certified in TOGAF today. So that puts the importance in the user community on truly understanding how to apply TOGAF, which drives a need for a place where users can go. Another dimension is, of course, in reaching out to the user community to drive TOGAF with requirements that represent the users!

Those certified and/or using TOGAF have always had the Architecture Forum as a venue where they could share, but the Architecture Forum has become so big and so concentrated on the aspects of developing the method. Many in the TOGAF user community are not interested in developing methods; their interest is in the application of the method. They really want to have a forum to go to where they can talk to other users of TOGAF and talk about what works, what doesn’t work, share their stories and accomplishments and get some hints on how to avoid failures. It’s more about the application of TOGAF.

We’d always thought that there would be a point in time where it would be very difficult for the Architecture Forum to serve both the purpose of users and of people that were methodologists. We may have hit that point. Having a forum that is less formal, like a user group, is attractive to users. Then they can also gather requirements and send them off to the Architecture Forum and say ‘this is our collective voice on constructive improvement points for TOGAF. Do with them what you may.’

What can users expect from the User Group Meeting?

I tell people that we want the users to ‘SEE’ TOGAF differently, differently in comparison to reading the book, getting the training or taking tests. What I mean by ‘SEE’ is that we want users to be able to ‘share’ experiences, so that’s the ‘s’ part of ‘see.’ We want the users to get ‘enlightened’ on new things down the road and the current thinking on what might be next. And we also want users to feel that they’re ‘engaged’ in making improvements to TOGAF. We want to provide the users the ability to share their experiences, successes and failures, get information that they might not get in the books or the training and have the opportunity to say ‘Hey, this should change.’ So that’s SEE—Share, Enlightenment and Engagement.

You’re hosting the Using the Business Scenarios track – what can users look forward to in that track?

In the Business Scenario session, I wanted to make sure that we have some structure and an agenda. But if the structure breaks down because the users want to take the conversation someplace, we’ll let that happen. The structure was created to cover sharing, engagement and enlightenment—the users can change that if they want. If the structure holds, I’ll provide some background on what the Business Scenario method is, and we’ll ask for some stories about how the users get customer requirements, what challenges they have, special techniques they use and key successes and barriers. Then we’ll look at what needs to be done to make the Business Scenario Method better or what we can do to make capturing requirements easier and open up that conversation. Finally, we’ll talk about the latest thinking regarding Business Scenarios. There’s some changes I’ve recently made to the method, and I’ve also added some tips, tricks and techniques that I’ll share with the users. The focus will be on how people really get the business requirements they need to drive their architecting work.

What do you consider to be the primary benefits having a user meeting for TOGAF?

I hope the benefit is that they’re really learning from other users and learn what pitfalls to avoid. Their benefit is they’re getting the experience of other users, and that’s going to make them better architects. Secondly, they have a real opportunity to provide their voice on what needs to be done to make the tools better so they can have something in the future that will be better positioned to make them better architects. With active participation, the attendees are going to learn some things that will help them be better architects, which is going to make them more desirable and hopefully they’ll have better career opportunities.

What else do you hope users will get out of the User Group Meeting?

The pride in being able to say they are part of the larger community and an active participant in putting together a voice capable of moving the discipline of architecture forward.

How will the User Group Meeting help inform the evolution of the standard?

By gathering requirements. We’ve designed some TOGAF improvement suggestion index cards that we’ll pass out to users and ask them to fill out the cards whenever they come up with an idea for an improvement. We’ll ask them to turn those in, and, by the way, for each card they’ll get a raffle ticket, which will be fed into a downstream process to improve TOGAF. That engagement part of the event is being facilitated through these cards. We’ll collect the cards, do an analysis and then make recommendations to the Architecture Forum.

It’s the first go, so we hope it will inspire more events, more mechanisms to collect TOGAF requirements and greater sharing experiences. We also hope the user community will take an active role in shaping how these user group sessions may evolve.

For more information on The Open Group San Francisco 2016, please visit http://www.opengroup.org/sanfrancisco2016.

@theopengroup #ogSFO

 

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TOGAF® 9 Certifications Exceed 50,000

By The Open Group

We are proud to announce that the number of individuals certified in the TOGAF® 9 certification program as of December 16, 2015, is now over 50,000. This represents over 12,000 new certifications in the past twelve month period. TOGAF®, an Open Group standard, continues to be adopted globally with certified individuals from over 125 different countries.

The total number of certifications for the period ending December 1, 2015 is shown in the figure below:
By The Open Group

The top 5 countries with the most TOGAF 9 certifications are UK, USA, India, Netherlands and Australia. In the past year, India has seen a 33% increase in the total number of certifications and has moved up to third in the list of certifications by country.

Rank Individuals Country %
1 6800 UK 15.20
2 6119 USA 13.68
3 4190 India 9.37
4 3758 Netherlands 8.40
5 2814 Australia 6.29
6 2122 Canada 4.74
7 2021 France 4.52
8 1541 South Africa 3.45
9 1156 China 2.58
10 1115 Finland 2.49

 

In February 2016, we will be running an event in Hyderabad, India that focuses on e-Government and includes case study presentations from the Indian state government of Andhra Pradesh on e-Pragati, an EA initiative based on TOGAF. Find out more here.

We would also encourage TOGAF users and stakeholders to get involved in our new TOGAF User Group meetings. The inaugural event is being held in San Francisco, January 25, 2016. It is free to attend and will include facilitated workshops on topics such as:

  • Using TOGAF for Digital Business Transformation
  • Using Business Scenarios in TOGAF
  • Using Security Architecture: Managing Security and Risk in a TOGAF
  • Professionalization: EA and TOGAF
  • Using TOGAF in E-Government

There will also be TOGAF Hot Topics and Ask the Experts sessions as well as networking opportunities to share information, best practices and to learn from each other. To view the agenda and register, please visit: http://www.opengroup.org/togafusergroupSF

More information on TOGAF 9 Certification, including the directory of Certified People and official accredited training course calendar, can be obtained from The Open Group website at: http://www.opengroup.org/togaf9/cert.

Join the conversation – @theopengroup

 

 

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Driving Digital Transformation Using Enterprise Architecture

By Sunil Kr. Singh, Senior Architecture and Digital Consultant at TATA Consultancy Services

Driving Digital Transformation Using Enterprise Architecture as a Problem Solving Tool Set

If I start talking to an audience and start with, “Enterprise Architecture is required for driving Digital Transformation of an organization”, I guess, I would be talking to an empty hall in 30 seconds. However, I believe it is worth the effort; too many transformations are on. You might be starting to wonder what I have here to say.

Changes are happening rapidly

Business Transformation is becoming the normalized playing ground for everyone! It is happening more frequently and far rapidly. It does not end here; it further makes it more challenging by reducing the time to play catch up. As this Digital Tsunami is hitting us, adopting and developing a standardized approach to implement or execute digital transformation initiatives is important to be successful. The key is to develop the competency to be agile or incremental in a very dynamic environment.

Consumerization and Commoditisation of Product and Services, driven by innovation, knowledge sharing, collaboration and crowd-driven mechanics, is driving rapid evolution of business landscape. The desire to use information in better ways was always there. However, the cost and the scale with which it is possible now was only in books and labs even a decade back. If I still have you here and everything sounds familiar, you might be starting to wonder what is so special about the Digital Transformation. This is the right question and I would encourage you to ask this question many times, as you take up the Digital Transformation journey!

I strongly believe that transformation is definitely an old subject for you. Business has been engaged in transformation for a long time; driving transformation by formulating new business strategies. The same is true for Information Technology (IT) departments; they had moved from mainframe to distributed systems, from independent web applications to Portals to mobile applications. We are all seasoned soldiers of Transformation! Still…

One of the biggest causes of starting to feel the butterflies are the uncertainties around how big of a force is the Tsunami. As we see business domains collapse, we wonder what we should do now. Shall we act or watch and catch the next wave? Which waves to catch, there’s no abating of waves!

Too often disruption in business model

The driver for Google Compare is unprecedented! Who can become the car manufacturer? Alternatively, who wants to play in the card payment market? All establishment looks like pack of cards; they are to be blown away and rebuilt by the Digital Tsunami.

The speciality here is, change in pattern for “Transformation” when the prefix “Digital” gets associated. It is no longer IT for Business. It is technology-enabled business, literally! The basics of market place of how one get their 4Ps together to generate values is changing and thus newer Business Model. That is where the critical differentiation comes in. This drives in a couple of thoughts: A) Business Gurus need to understand information and technology B) Technical Gurus need to understand business. It is no longer a question of business and IT alignment, it is a question of merger and how the mix looks like!

Everyone understands this and understands that change is unavoidable. However, they are also apprehensive of repeating “past failures to transform”. Though enough transformation experience exists, it has also taught the Knights that it was never easy and this time the target itself is fuzzy.

Nevertheless, with tons of questions in their mind, everyone is queuing up for getting a makeover done! Key question for the image makeover gurus, what image makeover tools are at their disposal?

EA is the short answer. Nevertheless, not everyone is doing EA – how can someone explain the success stories that are out there? I am sure there are plenty of individual charismatic leaders who do these in Godly ways. However, the challenge starts when they start to convey their ideas to others. Our expressions are always, “She or he doesn’t get all the Challenges!” Alternatively, “The Devil is in the detail!” Neither do we get what they are trying to drive us to. The friction is huge and more than often companies are stuck here, missing their agility! Is there anything that can break the stalemate?

In this situation the toolset that will be of help are tools around Enterprise Architecture (EA). I can see jaws drop – “What?” “We’ll never be able to transform if we let the Enterprise Architecture drive the show!” Let us take away the people aspects. The tool tries to present a merged image of business and IT. This is the need of the hour. I agree with the challenges that the industry has been experiencing with EA, however, there is a lot of potential to this practice. On the other hand, EA needs to mature as well. This is the symbiotic opportunity! I would like to hear about options available other than EA to drive Digital Transformation.

The point that I am going to make here is simple. The challenge in front of Business Leaders and IT leaders is to drive things quickly and deliver continuous business value through incremental adoption of change. The opportunity for the transformation team is to use a set of tools around EA to let the leaders achieve their goals.

Below I have picked up three different focus areas where EA Practice and its tool set can be valuable for enabling the Digital Transformation.

  1. Unified View:

As we are all experiencing, at any given point in time there are multiple different strategies in execution in different areas of the organization. For example, what is commonly being observed these days, as some team is creating a 360 degree view of their partner, other team may be engaged in various phases of IT system reengineering. I need not get into the details of how they influence each other!

The above phenomenon is almost like solving the Rubik’s cube. When we try to align one side, arrangement on the other side is broken. The different sides of the Rubik’s cube are like different areas of the organization or initiatives. Enterprise Architecture explicitly handles these through Views. Case in point, during an eGovernance initiative to reorganize the IT Systems and Processes, the organization had to start a parallel initiative to modernize the Data Center. It did not end here, the Government was planning to enable unprecedented amount of self-service to the public. Different business departments were driving these; the IT teams were in silos. Result was a no brainer! Multiple starts and stop resulting in overshooting of budget and timeline!

Let us see the Digital Transformation situation. For most contemporary situations, an organization will have cyber security initiatives, digital initiatives, core system modernizations and a few innovation initiatives, all running in parallel.

Therefore, how the situation on the ground does look like? A typical meeting room situation! In a meeting room of a particular program the lead architect or a shared developer points out – “Oh, I know there is a security initiative going on in the data center and that may impact our time line”. The project manager makes a note of it to check this out. The subsequent situations would be familiar too. When the project manager communicates to her counterpart, no one really understands the language of each other (though they are speaking the same language, English, German or Hindi). They decide to keep each one of them separate so that each one can go live! What is the Result? The organization now has two different security gateways!

The above paragraph is an imaginary situation. However, we can all recollect many similar situations. When these different teams or their representatives get into conversations, they may not have all the structures in front of them to understand the possible impacts. It may sound obvious, however, the devils are in the details; and the details are in different jargon or lingo of each initiative.

The EA exactly tries to solve this problem and drive organization forward. There are many different tools, for example, Vision, Business Motivation Models, Business Capability Models, Business Services Models, Business Processes Models, IT Services Models, and Technology Models, which helps in sustained dialogue. The stakeholders within the enterprise will understand the impact of an initiative when they understand the behaviour of the target state; it is possible to explain the behaviour when there is a good structure to depict and define the behaviour.

There is a classical problem here, whether to focus on the forest and ignore the trees or to look at an individual tree and ignore the forest. In reality one need to do both! The tools mentioned above helps to orchestrate between these different perspectives. It provides a mechanism to do it in a relatively easy way. I have mentioned relatively because nothing is easy if one does not put in effort to build the competency around it.

Let us consider the area under Digital Transformation, Digital Experience, which is most widely in vocabulary today. It touches almost every part of the Enterprise. This initiative may directly affect some process simplification and improvement initiatives that may be underway to drive Operational Excellence. The organization typically gets into a chicken and egg scenario and this result into losing momentum over how to resolve the issues. Instead of trying to tie everything together, the EA tools will help to create building blocks. These building blocks are implemented independently. They are then moved to operations independently and magic, it works.

One way to let initiatives move independently and be confident of their effectiveness is through the usage of Architecture Contract.

It is important to understand what the expected outcome is. For example, in case of “Customer Digital Experience” the question would be, is it a pure Information Technology initiative or does it influence the Business Architecture and Business Model? This is a decisive moment to understand whether the changes are just to leverage some new technology capabilities like Mobile, Wearable, or Big Data. For all good reasons, the initiative may be just that. In that case recommendation would be to run them under any typical IT programs and please do not boil the ocean by putting them under the “Digital Transformation” initiatives. However, if one organization were really looking for changing the business playing field, then adopting EA practices would help immensely.

  1. Enterprise Architecture Tools:

For Digital Transformation, Business Architecture, Technology Architecture, Information Architecture Views and various tools related to them are pillars of the Enterprise Architecture. In fact understanding the Business Capabilities and being able to map the impact of the Digital Forces on the capabilities will be critical for final success of the outcome.

However, a few other areas of the Enterprise Architecture practice help in navigating through the entire effort of Enterprise Architecture, when one is trying to solve the problem of Digital Transformation. For now, I thought of venturing into these EA Tools; may return to applying Business Architecture, Information Architecture and Technology Architecture tools and practices to Digital Transformation in a latter article.

You might be wondering why I am ignoring the pillars. The pillars are something, which we have to go through anyways, however, to get them in place there are other vehicles required and I often find that the teams are struggling with them. For instance, Business Capabilities are going to be the pillars of Business Architecture for driving the Digital Transformation work; however, teams often struggle to find out what business motivations are going to affect the existing capabilities.

Now let us go through a few of the tools here.

To find out what is required to realize the Digital Strategy – If the organization has developed a Digital Strategy, then that is a big achievement. However, that is not the end of the journey. We have all been in situation where it takes months to decide on next steps and years to see the strategy taking bloom. One may like to see a few common reasons why Strategies fail.

A tool that can help untangle different aspects of what you are trying to achieve through the Digital strategy is the Business Motivation Model (BMM). The ArchiMate® supports to create a very effective abridged version of BMM. BMM can help in identifying the next set of activities by helping you to create a model that relates requirement to goals to stakeholders. This can quickly let one see through the next steps and what values it is trying to bring in to move towards the desired target.

EA Methodology – The idea is to move incrementally. Fail with an idea faster so that one can learn faster and apply the learning for success sooner! It is desirable to take incremental steps through modifications of existing Business Model using Business Architecture, keep the IT Architecture aligned during the iterations and the intermediate steps.

TOGAF®, an Open Group standard, ADM is a good place to start; other frameworks like, DODAF, FEA and methodologies around them can help to enrich the ADM. The important point to look for while one is iterating through the ADM or even evaluating it is to consider the kinds of customization required for the enterprise in scope. However, focus to mature the methodology incrementally.

Stakeholders Management: who is impacted and how – In a complex engagement like implementing Digital Transformation, stakeholder management can be challenging. Understanding the stakeholder’s goals and drivers can be daunting. Besides, understanding the real need and what does it mean, under the applicable constraints can be confusing. I have seen organizations stuck in tackling stakeholders and unable to come out of the labyrinth for months to years. There are tools within Archimate to lay down the stakeholders, connect them to their drivers, assessment, goals, and requirement. There are other tools, which independently or with ArchiMate extensions helps in doing the same.

It would be a good idea to lay down multiple levels of stakeholders, overall Digital Organization level, Program level and then various initiatives/project levels. Having an interaction model among these will help one to understand various Enterprise Architecture Views required in meeting the objectives of different stakeholders.

What does the enterprise wants to achieve during the incremental initiative: EA Vision – This is a critical and tricky part. Until now, the Digital Strategy work had mapped the Business Strategy to a clear Business Vision, mapped tactics to realize the Business Strategy. Sometime, each of the tactics may entail into EA Vision for the cycle (there may be multiple EA cycles for an EA vision too – pyramid of visions is the theme). I have seen organizations running with big transformation exercises and not all stakeholders clearly understand all different aspects; there is a lack of EA vision or there is not a well-developed structure other than Words of Mouth and slides. The recommendation is to lay down the EA vision as a subset of the organizational vision; however, the alignment needs to be clear by following a well-defined approach.

Make the EA vision clear, however, need not be something too insurmountable to achieve over a given period. EA Vision is not a blue-sky dream that may take one to the top of the mountain! It is a pragmatic value proposition that the organization is trying to achieve.

How do the milestones on the road look like: Roadmap – The recommendation will be to execute the road mapping activities under the EA initiative of the Digital Transformation. This will allow creating the right alignment from Business Perspective and will help to bind all the stakeholders to the common cause. There is significant number of examples where large programs have surprised the stakeholders with the outcome in a negative way. It would be a more difficult journey for Digital Transformation without the right level of effort or EA effort.

Can we do it better next time: Housekeeping – A significant part of the EA assets and activities that exist today in Literature and are more popular, are around the Housekeeping activities. One of them is EA repository. This is extremely important; however, practitioners should recognize this and appropriately position the activities around the Repository. I would not think positioning a significant amount of housekeeping activities while one is trying to build the house would do justice to the time and effort spent.

Nevertheless, this would be a good time where you can start with a clean EA repository and start populating with the artifacts being produced. Then, in a parallel thread or latter thread start tying things together. The benefit of this approach is to be able to avoid diluting the focus area of using EA as a problem-solving tool and keep the accelerated momentum of the transformation on.

The EA Repository can be helpful for Managing Business Assets, especially those focused around Information Technology (we are discussing technology enabled business transformation). Business Capability creation, impacts on business capabilities, visibility to key stakeholders will receive a boost, through traceability and reusability.

It may appear that the transformation team will adopt the tools and techniques, mentioned above, even without the EA umbrella. The point is – instead of doing these activities in silos of Business or IT at different points in time, the EA can bring all these together. It will help the organization make efficient progress. A few ways these can help, create “Views” for different “concern or focus” areas; thus allowing different groups to visualize their respective stake and impact, as different initiatives run in parallel. All these initiatives are large which is transforming the DNA of the organization; it would be important to understand the impact and be able to manoeuvre the steering.

  1. Enterprise Agility:

Why Enterprise “Agility” is important in the context of Digital Transformation? Is it just because Agility is the fad these days? I believe it is the environment. It has become very dynamic, for all reasons mentioned above. On the other hand, agility is being driven by the fact that it is possible to be agile with both information and tools available. We have moved quite far since the days of Mr. Ford’s era of “Any customer can have a car painted any colour that he wants as long as it is black.” In a very dynamic environment, ability to iterate is important. The points shared so far will help to achieve agility and make incremental progress. The main pillars to achieve incremental transformation are:

  1. Ability to have a single coherent view, though multiple threads are being run independently
  2. Conceptualize and initiate multiple iterations of Enterprise Architecture, driven by a vision (or pyramid of visions)
  3. A strong enterprise architecture repository so that every iterations and every independent thread is contributing to the common goal; this doesn’t mean that it is the most important thing (one of the important element)

As one is moving through the transformation, it is imperative to have a clear vision of what one wants to achieve. Then, it is required to break it down (architectural decomposition) into smaller achievable chunks and then iteratively implement the chunks. Approaches other than EA would fail to maintain the stability of the Enterprise System, after each of the viable iteration. This means that at every point in time during the transformation business should function in a seamless way with transformed and existing business and IT functions; there should be seamless flow of information across all business functions. Moreover, business benefits should be clear and measurable during each of the iteration.

Summing it up, if the technical initiatives with Big Data, Machine Learning or Artificial Intelligence or Cloud or Mobility or Social does not affect the Business (apart from adoption of new Information Services or Technology Services) then EA may not be required. However, if one wants to change business functions by leveraging digital tools or would have to change it because of Digital Forces, then EA would be the best vehicle to board to take up the journey of transformation!

The risk of not taking an architecture-centric approach is that it is too complex to handle the different variables that can influence the net outcome of Digital Transformation. The immediate success can soon wane out into an unmanageable mess of different organizations, departments, roles, systems and information. There are too many variables; which a few individuals can relate them, communicate them, and track them as they changes.

The promise of Digital in the business space is the capability to use information, move incrementally, and continuously optimize. Transformation of Enterprises (large or small) incrementally is not an easy affair, as we have realized and experienced it! Thus, without using a tool set that helps to ease out the transformation, the cost of technology and its rapid evolution will be difficult to manage.

During the whole journey of transformation, EA can produce tangible outputs. The organization can refer back to these outputs at any point in time to understand the rational for failure or success. Organizations, not matured in implementing strategies often, grapple with the outcome if it is not a great success. Their success seems to depend too much on the binary nature of success or failure, though business is continuous. There is plenty of opportunity to avoid the binary result and follow a path of incremental change.

By Sunil Kr. Singh, TATASunil Kr. Singh is a Senior Architecture and Digital Consultant at TATA Consultancy Services. He has more than 16 years of experience with Information Technology driven transformation and developing IT systems for business solutions. He has a wide range of hands on experience; established Enterprise Architecture Practices, streamlined IT and business processes, developed, designed and architected business systems.
https://ca.linkedin.com/in/sunilsingh1

The opinions expressed in this article/presentation are those of the author; no organization that the author is affiliated or works for is related to these views.

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The Open Group Edinburgh 2015 Highlights

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

On Monday October 19, Allen Brown, President and CEO of The Open Group, welcomed over 230 attendees from 26 countries to the Edinburgh International Conference Center located in the heart of historic Edinburgh, Scotland.

Allen kicked off the morning with an overview of company achievements and third quarter activities. The Open Group has over 500 member organizations in 42 countries, with the newest members coming from Peru and Zambia. Allen provided highlights of the many activities of our Forums and Work Groups. Too many to list, but white papers, guides, snapshots and standards have been published and continue to be in development. The newest Work Group is Digital Business Strategy and Customer Experience. The UDEF Work Group is now named O-DEF (Open – Data Element Framework) Work Group. The Real Time and Embedded Systems Forum is becoming more focused on critical systems and high assurance. Our members and staff have been very productive as always!

The morning plenary featured the theme “Architecting Business Transformation” with BAES Submarines. Speakers were Stephen Cole, CIO, BAE Systems Maritime Submarines; John Wilcock, Head of Operations Transformation, BAE Systems Submarine Solutions; Matthew Heard, Senior Operations Engineer, BAE Systems Maritime Submarines; and Paul Homan, Enterprise Architect, IBM. The presentation included a history of BAES Submarines and a ‘case study’ on using TOGAF® to help define BAE’s strategy for transforming their operations and production functions. The gentlemen all advocated the need to continue to drive change and transformation through the TOGAF principles. TOGAF has provided a structured, standardized approach to solving functional problems. TOGAF also ultimately allows organizations to document and measure their success along the way for meeting business objectives.

Following the keynotes, all presenters joined Allen for a panel consisting of an engaging Q&A with the audience.

By Loren K. Baynes, Director, Global Marketing CommunicationsPaul Homan, John Wilcock, Matthew Heard, Stephen Cole, Allen Brown

In the afternoon, the agenda offered several tracks on Risk, Dependability and Trusted Technology; EA and Business Transformation and Open Platform 3.0™.

One of the many sessions was “Building the Digital Enterprise – from Digital Disruption to Digital Experience” with Mark Skilton, Digital Expert, and Rob Mettler, Director of Digital Business, both with PA Consulting. The speakers discussed the new Work Group of The Open Group – Digital Business and Customer Experience, which is in the early stage of researching and developing a framework for the digital boom and new kind of ecosystem. The group examines how the channels from 15 years ago compare to today’s multi-device/channel work requiring a new thinking and process, while “always keeping in mind, customer behavior is key”.

The evening concluded with a networking Partner Pavilion (IT4IT™, The Open Group Open Platform™ and Enterprise Architecture) and a whisky tasting by the Scotch Whisky Heritage Centre.

Tuesday, October 20th began with another warm Open Group welcome by Allen Brown.

Allen and Ron Ashkenas, Senior Partner, Schaffer Consulting presented “A 20-year Perspective on the Boundaryless Organization and Boundaryless Information Flow™. The More Things Change, the More They Stay the Same”.

Ron shared his vision of how the book “The Boundaryless Organization” came to light and was published in 1995. He discussed his experiences working with Jack Welch to progress GE (General Electric). Their pondering included “can staff/teams be more nimble without boundaries and layers?”. After much discussion, the concept of ‘boundaryless’ was born. The book showed companies how to sweep away the artificial obstacles – such as hierarchy, turf, and geography – that get in the way of outstanding business performance. The presentation was a great retrospective of boundaryless and The Open Group. But they also explored the theme of ‘How does boundaryless fit today in light of the changing world?’. The vision of The Open Group is Boundaryless Information Flow.

Allen emphasized that “then standards were following the industry, now their leading the industry”. Boundaryless Information Flow does not mean no boundaries exist. Boundaryless means aspects are permeable to boundaries to enable business, yet not prohibit it.

During the next session, Allen announced the launch of the IT4IT™ Reference Architecture v2.0 Standard. Chris Davis, University of South Florida and Chair of The Open Group IT4IT™ Forum, provided a brief overview of IT4IT and the standard. The Open Group IT4IT Reference Architecture is a standard reference architecture and value chain-based operating model for managing the business of IT.

After the announcement, Mary Jarrett, IT4IT Manager, Shell, presented “Rationale for Adopting an Open Standard for Managing IT”. In her opening, she stated her presentation was an accountant’s view of IT4IT and the Shell journey. Mary’s soundbites included: “IT adds value to businesses and increases revenue and profits; ideas of IT are changing and we need to adapt; protect cyber back door as well as physical front door.”

The afternoon tracks consisted of IT4IT™, EA Practice & Professional Development, Open Platform 3.0™, and Architecture Methods and Techniques.

The evening concluded with a fantastic private function at the historic Edinburgh Castle. Bagpipes, local culinary offerings including haggis, and dancing were enjoyed by all!

By Loren K. Baynes, Director, Global Marketing Communications

Edinburgh Castle

On Wednesday and Thursday, work sessions and member meetings were held.

A special ‘thank you’ goes to our sponsors and exhibitors: BiZZdesign; Good e-Learning, HP, Scape, Van Haren Publishing and AEA.

Other content, photos and highlights can be found via #ogEDI on Twitter.  Select videos are on The Open Group YouTube channel. For full agenda and speakers, please visit The Open Group Edinburgh 2015.

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 boundaryless information flow, Enterprise Architecture, IT, IT4IT, Open Platform 3.0, The Open Group, The Open Group Ediburgh 2015, TOGAF