Tag Archives: IT4IT

Looking Forward to a New Year

By Steve Nunn, President & CEO, The Open Group

As another new year begins, I would like to wish our members and The Open Group community a happy, healthy and prosperous 2017! It’s been nearly 15 months since I transitioned into my new role as the CEO of The Open Group, and I can’t believe how quickly that time has gone.

As I look back, it was at The Open Group Edinburgh event in October 2015 that we launched the IT4IT™ Reference Architecture, Version 2.0. In just the short time since then, I’m pleased to report that IT4IT has garnered attention worldwide. The IT4IT Certification for People program that we launched last January—one of the first things I had the pleasure of doing as CEO—has also gained momentum quickly. Wherever I have traveled over the past year, IT4IT has been a topic of great interest, particularly in countries like India and Brazil. There is a lot of potential for the standard globally, and we can look forward to various new IT4IT guides and whitepapers as well as an update to the technical standard in the first few months of this year.

Looking back more at 2016, there were a number of events that stood out throughout the course of the year. We were excited to welcome back Fujitsu as a Platinum member in April. The Open Group global reach and continued work creating standards relevant to how technology is impacting the worldwide business climate were key factors in Fujitsu’s decision to rejoin, and it’s great to have them back.

In addition to Fujitsu, we welcomed 86 new members in 2016. Our membership has been increasingly steadily over the past several years—we now have more than 511 members in 42 countries. Our own footprint continues to expand, with staff and local partners now in 12 countries. We have now reached a point where not a month goes by without The Open Group hosting an event somewhere in the world. In fact, more than 66,000 people attended an Open Group event either online or in-person last year. That’s a big number, and it is a reflection on the interest in the work that is going on inside The Open Group.

I believe this tremendous growth in membership and participation in our activities is due to a number of factors, including our focus on Enterprise Architecture and the continued take up of TOGAF® and ArchiMate® – Open Group standards – and the ecosystems around them.  In 2016, we successfully held the first TOGAF User Group meetings worldwide, and we also released the first part of the Open Business Architecture standard. Members can look forward to additions to that standard this year, as well as updates to the ArchiMate certifications, to reflect the latest version of the standard – ArchiMate® 3.0.

In addition, our work with The Open Group FACE™ Consortium has had a significant impact on growth—the consortium added 13 members last year, and it is literally setting the standard for how government customers buy from suppliers in the avionics market. Indeed, such has the success of The Open Group FACE Consortium been that it will be spinning out its own new consortium later this year, SOSA, or the Sensor Open Systems Architecture. The FACE Consortium was also nominated for the 2017 Aviation Week Awards in Innovation for assuming that software conforming to the FACE technical standard is open, portable and reusable. Watch this space for more information on that in the coming months.

2017 will bring new work from our Security and Open Platform 3.0™ Forums as well. The Security and Architecture Forums are working together to integrate security architectures into TOGAF, and we can expect updates to the O-ISM3 security, and OpenFair Risk Analysis and Taxonomy standards later in the year. The Open Platform 3.0 Forum has been hard at work developing materials that they can contribute to the vast topic of convergence, including the areas of Cloud Governance, Data Lakes, and Digital Business Strategy and Customer Experience. Look for new developments in those areas throughout the course of this year.

As the ever-growing need for businesses to transform for the digital world continues to disrupt industries and governments worldwide, we expect The Open Group influence to reach far and wide. Standards can help enterprises navigate these rapid changes. I believe The Open Group vision of Boundaryless Information Flow™ is coming to fruition through the work our Forums and Working Groups are doing. Look for us to take Boundaryless Information Flow one step further in January when we announce our latest Forum, the Open Process Automation™ Forum, at our upcoming San Francisco event. This promises to be a real cross-industry activity, bringing together industries as disparate as oil and gas, mining and metals, food and beverage, pulp and paper, pharmaceutical, petrochemical, utilities, and others. Stay tuned at the end of January to learn more about what some prominent companies in these industries have in common, in addition to being members of The Open Group!

With all of these activities to look forward to in 2017—and undoubtedly many more we have yet to see—all signs point to an active, productive and fulfilling year. I look forward to working with all of you throughout the next 12 months.

Happy New Year!

by-steve-nunn-president-and-ceo

by-steve-nunn-president-and-ceoSteve 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.

@theopengroup @stevenunn

 

 

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What Really Happens When You Run IT Like a Business?

By Sven Vollbehr, SAP Certified LEAD Business & Enterprise Architect, SKF; Speaker at The Open Group Paris 2016

Recently, The Open Group released a new open standard IT operating model and reference architecture called IT4IT™. They billed it as the answer to “How to run IT like a business.” At the same time, our Enterprise Architecture team at SKF was supporting the rollout of a major SAP initiative. To be successful in this initiative we became convinced that we must also simultaneously transform the way IT worked with the business to provide value.

Through this transformation, we aligned business strategy and IT operational governing activities through a pragmatic way to capture business demand and deliver services to the business that maintained traceability and alignment with the original demand. This article provides some valuable lessons that we learned on our transformation journey that we believe will help you re-orient IT to focus on business value, to structure its operating model, and to look into ways to gain additional growth.

Step 1: Agree upon the IT Business Model

 It is a broadly recognised – if not necessarily discussed – fact that IT organisations are experienced in developing and using IT operating models without necessarily knowing what value that the business within which they operate require from them. There is far too often the scenario that IT teams, within their well-planned out, best practice, quality assured activities, inherently hope that what is delivered is what the business themselves hoped for.

Many IT departments comprise of people predominantly from a technical background and are not necessarily schooled in business competencies which would allow them to reorient their activities to align with a business perspective. This is not a criticism, but simply a fact of how IT teams have traditionally been positioned in most organisations with respect to their purpose, structure and most importantly their behaviour and stakeholder relationships.

The viewpoint makes all the difference. While we believe the IT4IT Value Chain has a genuine place within the strategy of an IT organisation, we have identified that it is only a useful tenet for SKF if our IT Value Proposition is determined first; in this way the Value Chain supports the type of IT organisation we want to be, the roles we perform and the services we deliver, all undertaken within the fullest business context of the organisation. As it stands today, the IT4IT Value Chain puts more focus on IT operations than strategy. This is not necessarily incorrect, but does only represent one viewpoint.

Looking at how to run IT like a business from the customer viewpoint should start with different questions. We were required to fundamentally address these blind spots, to align IT in such a way that it reflected the broader (essentially non-IT) organisation and their transformation ambition. For our transformation, our chosen approach was aimed at ensuring the end-to-end structure and execution of our IT operational delivery would be fully aligned with business strategy and outcomes. We had a very specific IT Value Proposition in mind which determined the capabilities and structures we required.

With IT4IT, the IT Value Proposition is an implicit one which dictates many of the other aspects within the framework including the organisational setup. With our Value Proposition determined with respect to the type of IT organisation we were – and more importantly wanted to become – we concluded that a different organisational setup was required for our specific requirements, thereby driving the creation of a variation to the prescribed IT4IT Value Chain.
by-sven-vollbehr-skf

CIOs’ mandates and priorities are changing (Source: Moving from the back office to the front lines. CIO insights from the Global C-suite Study. IBM Institute for Business Value, November 2013.)

Building on these fundamentals, we can then define – with the business – targets for our transformation to deliver on the stated business outcomes. This would require the necessary organizational structure to be established both in classic hierarchical and associative terms but also in terms of shared and inter-related functions and accountabilities, all of which are aligned to shared business outcomes (not siloed technological outputs).

Step 2: Take Structured Approach to support the IT Operating Model

As an Enterprise Architect working in the IT Management, you have the heavy task of aligning between different organisational silos as well as architectural framework, and industry standards and best practises. Whilst each existing framework and standard has its own intended points of focus, they all share the same restrictive principle i.e. they take a “toolbox” approach where the more content you have in your framework, the more value you provide to the architecture practitioners – but only in and of the particular framework and do not take into account the need to provide insight into how they connect to the broader environment. It is therefore difficult for practitioners to implement the frameworks, understand how to integrate between multiple frameworks or what to prioritize for the benefit of the organisation. Such frustrations do not lend themselves to focusing on delivering business value.

The core value of IT4IT is in the fact that it forces you to think in terms of the value the IT Operating Model is set to deliver. Combined with an explicit IT Value Proposition, this becomes a very efficient tool to better understand and communicate what value the IT organization is set to deliver. However, to drive the creation of an effective IT Operating Model, we required additional, coordinated effort to combine the best aspects of various business and IT architecture disciplines, framework or standard and ensure we can be prescriptive in our undertakings. There is no single framework that is all-encompassing in its design and point of approach so as to be applicable to all business scenarios, and in the massive variety of toolboxes, relevance becomes of essence.

The architecture framework design must therefore begin with the customer (internal or external) request in mind, and limit the details strictly to a level that is sufficient to delivering the answers quickly back to the customer on that particular business use case. Losing the visibility to what originally was the business use case (and therefore why we, for example, modelled certain artefacts to a particular level or way) creates waste. Our efforts have shown that any framework with the primary objective of delivering business value should be an organic entity based on real-life products delivered with standard artefacts and entities in the meta model. Furthermore, such a framework should be context sensitive and at all levels aligned to specific business use cases.

by-sven-vollbehr-skf

Structured approach to building solution roadmaps and solutions

We created a structured approach to our transformation effort to help us comprehensively and holistically translate and structure business ambition to the nuts and bolts to ensure consistent and effective IT service delivery. We aim therefore to build up the complexity in our architecture framework through the services provided. We break down these services into deliverables and connect them into the architecture framework to ensure a consistent delivery and reusability of the information in further service delivery.

Step 3: Devise a Growth Strategy

Once you have established the IT Business Model, IT Operating Model, and related behaviour for the IT organisation, you should be looking for some growth of your IT Business. We must continue to be relevant to the business moving forwards and therefore our offering, competencies and job roles need to evolve over time in lock step with the business. Depending on how significant a gap there is between the IT Value Proposition and the Current Mode of Operations, an explicit growth strategy may be required to support organic growth, and in business terms, gain more market share.

IT has been traditionally viewed as a cost centre with fixed budgets provided on an annual basis. When value is not seen to be delivered, these budgets are reduced, forcing IT to deliver differently but at the risk of reducing further the value that they can realise for the business. What is required, say, to see the IT organisation recognized as a partner, not a service provider, and help it evolve to gain the trust of the business? What can we deliver for the same (or less) but that provides inherently more value if repeatedly adopted quickly by the organisation? What can we do to break out of our traditional domains, and seize the opportunities to take on a bigger role on the front lines of the business? I believe a growth strategy can be achieved through a number of different means.

We can improve organic growth by incorporating much of what we have seen to be successful in earlier undertakings such as delivering services based upon assured standards and frameworks such that repeatable delivery can be achieved. Delivering services outcomes which can be reused by more and more parts of the business reinforces the best practices we execute upon and reinforces the right operating model. This enhances how we are perceived by the business and therefore brings us closer together with each incremental delivery.

We can further enhance our perception with the business by identifying the appropriate business initiatives where we can pilot innovations, and ensure these can be delivered and thereby build trust with the key stakeholders. This is where we have found transformation programmes are an excellent way create and prove new operating models which continue to support the evolving business environment and requirements.

We can also work closer with Local / Business / Shadow IT teams and operate in such a way so as to be inherently advantageous to the business – after all, ultimately we all should have the aim of IT being the sole go-to organisation for the business to provide assured operational efficiency. We know we need to develop new competencies to achieve these outcomes and many times this is where you find those the easiest. Exposing services to these team gives visibility, opportunity to establish certain degree of governance and over time alignment with your central teams to a level it is easy to rationalize the team structures.

Anything which is delivered with these considerations in mind must be easily consumable by our customers so that they do not feel the need to go elsewhere.

@theopengroup #ogPARIS

http://www.opengroup.org    www.opengroup.org/paris2016

by-sven-vollbehr-skfSven is a true professional in architecture, software development and service management. He has 18 years of experience across business process management, business architecture, enterprise and solution architecture, enterprise integrations and integration architecture, front-end application design, server-side enterprise application development and maintenance, and, due to his entrepreneurial background, everything between business administration, sales, outsourcing, and server and network management.

SKF is the leader in bearing business, offering not only the
bearing and related products but also rotating equipment performance
through industry and application knowledge on technologies around the rotating shaft.

 

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Having the Right Conversations: A Q&A with Craig Alexander

By The Open Group

For many years now, IT departments have been accused of being out of alignment with the needs of the business. According to Craig Alexander, a strategic consultant for Hewlett Packard Enterprise in EMEA, IT4IT™ Reference Architecture has a chance to finally change all that.

Alexander, who has a background in large business transformations, says that Enterprise Architects (EAs) and IT departments alike should be looking at the successes and failures of past projects to help them better plan for what they need to do today.

We spoke to Alexander in advance of The Open Group Paris 2016 (October 24-27), where he will be speaking, about how the past can inform IT projects today, why ITIL is still relevant despite the new approach the IT4IT standard offers and how to have the right conversations that will move projects forward and better guarantee successful outcomes for everyone.

The title of your session is “To Plan for the Future, Look to the Past.” Why should EAs be looking backwards to look forward?

I’m not an architect. My background is in traditional service management practice moving into transition management and large-scale transformations, all of which have a business outcome.

If we look back through the eyes of IT4IT programs—whether it be large scale programs or transformations—we can pick up points and things we’ve done in the distant past and see where we’ve learned our lessons that helped to arrive at IT4IT standard. But moreover, we can project that forward in terms of ‘let’s not forget what we learned in the past and use that knowledge and that information as we move forward with IT4IT programs, so we’ll be better informed and better able to succeed.’

The thing that got me thinking about that was, I reached a certain age recently and started getting interested in history, where I’d never really been interested in it when I was younger. One of the things that comes out all the time when you study history, whether you’re talking about conflicts, financial crashes or similar significant events, is that if you look into the past you can find out what might happen again in the future. History tells us what could happen in the future. That was the somewhat tenuous link I made in my mind in terms of my role and ‘Wouldn’t it have been great if we’d had the IT4IT vision when we did this?’

One of the things I asked my very first customers on a project nearly 20 years ago was ‘Why are we here?’ At the time this drew strange looks and some incredulity with responses of ‘We’re here to do this, we’re here to do that.’ I remarked ‘That’s what we’re here to do—but why are we doing it?’ At this point the team looked puzzled and said ‘Well actually we hadn’t thought of that.’ The customer CIO then said, ‘That’s a good point—we should all understand why we’re doing what we’re doing,’ and proceeded to provide the context of the project. Then we all knew why we were there!

I’ve always used that approach, but it’s only been since the IT4IT Reference Architecture has come to the fore that common sense has started to prevail in the industry. It’s still very much the minority view, especially within IT teams. It’s not so much within architecture groups, especially those that are adopting IT4IT programs, but it’s very easy to get entrenched in technology and the benefits that can be most immediately realized with technology as opposed to how it reaches into why and how business plans succeed or fail.

Certainly in my time in the industry both at organizations within IT and at end-user organizations, one of the common things I’ve seen is that it’s very easy for clever, focused or driven people to be a little blinkered when it comes to the point of doing technology. I’ve never been one to advocate that approach. IT is not there for the sake of IT—IT is there for a business purpose. At some point prior to a project starting or a migration or change in supplier, someone made a business decision that led to that occurring. They didn’t make an IT decision. And that’s the realm in which I operate. I try to make sure anyone with an IT focus I work with has that perspective.

In what ways do you see the past of IT now informing the future?

We can look back at the origins of business decisions and what has arisen as a result of them—the standards that could have been used at the time, how they have supported progress and how they helped or restricted any transformation in an organization.

For example, a transformation may be primarily driven from an ITIL or architectural perspective over and above the supplier governance or integration—by aligning these factors differently the transformation results (i.e. business outcomes) could have been manifestly better for no additional cost.

That’s the sort of example of how we can use the IT4IT vision moving forward—think back to how it might have worked elsewhere, what you might have learned and project that forward and don’t be afraid to shout about it. For large transformation projects, the more experience and more wealth of knowledge you have can increase the chances of that transformation succeeding.

Has ITIL then proved to be inadequate for what customers need today?

ITIL is great and has proven to be for as long as I can remember. It was the first thing I did in my post-graduate role. It’s been very powerful for customers and continues to be. I see a similar route for IT4IT 15 years hence in terms of its adoption and development, regardless of industry. With respect to IT4IT, ITIL is much more focused on the delivery end of things as opposed to the strategic end of things and the reference architecture. That’s not to say it can’t touch on it, but it was never really designed to be that.

The observation we see retrospectively when we work within the realms of IT4IT is that ITIL was descriptive in its nature not prescriptive, which is one of the key differences in its nature. That prescriptive approach was very positive up to a point because it allowed organizations to adopt principles and work in a way where things are applied best. I’ve worked with organizations that have been very knowledgeable, astute and mature in that regard where things are very specific to the company. But one of the challenges that has arisen in the past has stemmed from the ability to apply interpretation to the standard.  For example in a multi-supplier environment where various organizations can all be applying ITIL but in ways which require complex integrations and create unnecessary difficulty when technology, legislative or supplier changes are required.

I will never criticize ITIL for what it was if for no other reason than it was the heart of what I did for a number of years and it helped to mature the IT Industry. Now the IT4IT standard has been launched and is being consumed, there is probably more than a fair share of—pun intended—revisionist history being applied to ITIL, which played a role for its time and will continue to play an important role moving forward. IT4IT, however, goes a bit further to make the connection toward business outcomes.

How does IT4IT better address the needs of organizations today?

The approach that I have been taking for the last 18 months within the HPE group I work in is rather than having an initial conversation with customers about a technology solution, something going out of support or more functionality, we’re having a conversation that starts with: ‘What are you trying to achieve? What are the business outcomes you’re trying to realize? We think technology might play a part in that.’ This is usually conducted in conjunction with an IT sponsor (a senior decision-maker or stakeholder) along with someone from the IT department. We’re being told by our customers that we’re having the ‘right’ conversations now. It’s a different conversation, but it’s the right conversation to have because it’s allowing IT to have discussions with leaders in terms that the business understands much more effectively.

An extreme example: One of our customers found themselves justifying funding for IT projects, something they had not really done in the past. Why? The business simply could not understand the value they would get from the projects. Despite all the use of acronyms and IT technology ‘speak,’ the customers’ needs were simple. Deliver value. Tell us what this will be and when we will get it. IT could not articulate this so consequently funding was being withheld.

Because IT4IT is structured around IT as a value chain supported by value streams, when using it logically it drives the conversation to value. Customers love this and realize immediately that the technology conversations they have been having with IT are the wrong ones. They want the value conversations and IT4IT has a major role to play here. Other customers have also told us ‘we’ve been having the wrong conversation’ even before we tell them how IT4IT can specifically address their own particular challenges; it’s like a light has suddenly been switched on. These are game-changing situations.

That’s been the most positive outcome—there’s so many things that historically IT departments never did. They’re starting to think in much more business terms. If we think back about the rhetoric in our industry three years ago there was a lot of ‘What is the position of the CIO? Should they be on the Board?’ There was all this conjecture about what that role should be. Increasingly, the IT department is being looked upon as just another business unit, so if the CIO is able to have the same conversation at a board level as finance or sales or marketing, that puts them at a better advantage;. IT4IT only serves to support that agenda.

In looking toward the past, how large a scope should IT organizations consider? Should they just look at what’s worked for them in the past or do they need to consider the industry as a whole?

For me, it starts at home. What has worked for us in the past? What are the things we know best? What are the parts of the company that are more challenging than others? Are there geographies where projects work? At the same time, in most organizations there will be individuals who have come from different industries, so exploiting all of their experience should always be taken into account. But the primary focus is what is being projected forward and taking that learning and the best knowledge and using it.

The people aspect is the hardest. You can take statistics from a number of years and derive any number of conclusions from that, but the behavior and the culture of the organizations are probably the strongest indicators of what a transformation’s impact will be It’s relatively easy to swap out IT, it’s not easy to change organizational behavior. It’s a lot harder to change the way people think or to motivate them toward certain outcomes. That’s where I would be trying to derive the most information from. It’s easy to prescribe a technology transformation, but if the organization as an entity don’t go along with that, no amount of technology change is going to make difference.

As a standard, how can IT4IT continue to evolve so that it remains relevant into the future?

There is no doubt that the timing for IT4IT is perfect. The industry is crying out for a prescriptive approach to running the business of IT. Value delivery and value realization will the lifeblood of IT in the future. So will IT4IT evolve? Almost certainly. As more organizations adopt IT4IT there will definitely be amendments and improvements. After all the current reference architecture is only version 2. Where I think the biggest impact could be is if organizations start to mandate IT4IT and vendors have to become IT4IT compliant. That’s when we will see even larger scale adoption and greater evolution of IT4IT.

At the end of the day, everything is geared toward digitalization, the digital transformation of organizations. That is the one common thing we see—irrespective of industry, geography, scale, or political environment—the digital agenda is governing everything. It is certainly our view at HPE that IT4IT is a very important means to achieving that. And when we start talking about IT4IT in the context of digital transformation, the resonance of the relevance of the IT4IT architecture and the approach to how an organization aligns with that resonates much more. At the same time, it also helps with the legacy side of things. It’s not just about IT4IT being relevant from a future technology perspective but it also allows organizations to manage the legacy with a forward looking aspect. So we see a lot of enthusiasm around that as well.

Organizations want a common way of running their IT, a common set of standards irrespective of the supplier, irrespective of the maturity of the technology, and IT4IT is giving them that option. We urge our customers to think big and start small. Start with the specifics, start with the most important areas of the business. Where are the needs to be addressed, pains and challenges first, and then progress from there and bring other parts of the organization into that way of thinking.

I use the analogy with my customers that if they’re using an airline’s app on their smartphone to change their flight, change their seat or purchase baggage, that’s not a new system that they’re using on their phone. That’s just the portal through which they view the old system that’s been around for 25-30 years and they want to be able to use that trusted system. So there’s a need to marry the user experience and the technology.

Is there anything that you can point to that accounts for the rapid adoption of IT4IT since its release?

I think for many organizations, IT4IT is bringing things into focus. Customers are usually reluctant to say ‘We’re really struggling to find something that’s working for us.’ Admitting to struggling with something is not something that many organizations like to share. I think for many organizations in the position where the digital agenda and the need to think like customers’ customers is very prominent, they’re making the connection between this standard and the prescriptive approach. IT4IT is industry, supplier and technology agnostic, and customers can take it on and adopt it in whatever appropriate way they see for their own organization; they can make it work regardless of how little or much knowledge they have in their organization because there’s also a community of organizations out there, like ourselves, who will help them with their transformation. I think there is a light bulb moment going on where they say ‘Yes, this could work,’ where instead of marrying two or three standards together to make it work for them, it’s a common way to move forward—that’s the recognition with which the uptake has manifested itself.

We have never had a prescriptive reference architecture for running the business of IT so it’s hardly a surprise that now we have one organizations are interested to find out more and work out how to use IT4IT. As also mentioned earlier, other approaches such as ITIL took a slightly different approach and IT4IT addresses a gap that has yet to be addressed by any other approach. So it really is the right thing at the right time!

For the press release of the launch of the IT4IT standard, click here.

For more information on The Open Group IT4IT™ Forum, please visit here.

The Open Group IT4IT™ Reference Architecture, Version 2.0 is available here.

@theopengroup #ogPARIS

by-the-open-groupCraig Alexander joined HP in December 2011 as a Strategic Transformation Consultant to deliver transformation initiatives linked to the adoption of software solutions with much of this focus was around SIAM-based initiatives for major clients. Since the end of 2014, he has focused on creating and initiating IT4IT-based initiatives for EMEA-based customers. His role consists of consulting with customers to promote the benefits of adopting an IT4IT approach to delivery and transformation whilst leveraging the expertise and capabilities of the wider Hewlett Packard Enterprise organization to deliver true business value.

 

 

 

 

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IT4IT™ and TOGAF® – How Do They Fit Together?

By Michael Fulton, President, Americas Division of CC and C Solutions

In my role leading work in both the Enterprise Architecture space as well as the IT Transformation space, I am frequently asked how IT4IT™ and TOGAF®, an Open Group standard, fit together, and how the Enterprise Architecture profession fits into the IT4IT context.

My experience working with clients in this space has led me to look this question from two key perspectives.

The first perspective is from the vantage point of the CIO using IT4IT to look at his or her organization for improvement opportunities. At this level of enquiry there are two primary views: the IT Value Chain and the Level 1 Reference Architecture.

By Mike Fulton, President, C C and C SolutionsBy Michael Fulton, President, CC and C Solutions

By Mike Fulton, President, C C and C SolutionsFrom this perspective, Enterprise Architecture is a small piece of the overall big picture.

There are 29 functional components in the Level 1 reference architecture of which EA is simply one of many.  Within the EA functional component it is appropriate to use whatever architecture framework we see fit, to guide process or best practices for Enterprise Architecture.

TOGAF, along with counterparts like DODAF, FEAF, Zachman and others, simply fits into this box and needs to be integrated with other parts of the IT organization through the development of the Service Architecture.

For a CIO, IT4IT gives me a way to look across my organization, and to assess all its functional components for quality or maturity (or whatever other factor is important) and to decide where my biggest pain points are.

IT4IT also gives the CIO a very clear way to understand the data needed to manage an IT organization and provides a framework for evaluating how well that data is flowing across the different organizational silos.

A second perspective for which IT4IT is useful is that of an Enterprise Architect.  As an Enterprise Architect, it would be my job to look across the entire enterprise.  We use the Porter Value Chain here as one simple representation of a way to segment your Enterprise Architecture according to TOGAF.

 

By Michael Fulton, President, CC and C SolutionsAs you can see from the highlight on the diagram, IT is one of several areas in the business.  Each of these areas might have an industry reference model appropriate for use for one or several of the areas.

Examples include ARTS, BIAN, SCOR, VCG, APQC or many others.  IT4IT in this context is simply a reference architecture for managing the Technology Development (or IT) support function.  IT4IT provides us with the details we need to truly understand how IT needs to work.

 

By Michael Fulton, President, CC and C Solutions

Neither perspective on how to use IT4IT is more or less important.

The CIO can get significant value from using IT4IT in a top-down manner as a strategic assessment tool to drive improvement across the IT function and help transform the IT Operating Model.

The Enterprise Architect can get significant value from using IT4IT in more of a bottom-up manner as a reference model to speed up architecture work and to drive vendor integration and standardization in the IT Management tool space.

Regardless of whether you use IT4IT in a top down or bottom up manner, it helps to understand how the pieces fit together for you and your organization.

 

By Michael Fulton, President, CC and C SolutionsMichael Fulton is currently President, Americas Division of CC and C Solutions, a global Enterprise Architecture and IT Transformation Consulting and Training company.  Michael is an experienced architect with almost 10 years of experience in Enterprise Architecture and over 20 years of IT experience. He is TOGAF Certified, IT4IT Certified and a Cloud Certified Architect and has led IT4IT Architecture, Cloud Architecture, IT Strategic Planning, Disruptive Cost Innovation, IT Leadership Development, and EA Capability & Training Development at Fortune 50 Company. Michael also spent time working across the entire IT Lifecycle, including time in Service Management, Program Management, Project Management, Application Development, and IT Operations. Mike is an experienced speaker and trainer, a practiced leadership and strategy coach and mentor and is well known across the industry. He brings a strategic viewpoint and the ability to communicate with all levels of the organization.

@theopengroup

 

 

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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, Enterprise Architecture, enterprise architecture, Enterprise Architecture (EA), Enterprise Transformation, Events 2016, Information Technology, Interoperability, IT4IT, President and CEO, Standards, Steve Nunn, The Open Group, The Open Group San Franscisco 2016, TOGAF®, Uncategorized

The Open Group Launches the IT4IT™ Management Guide

The Open Group, the vendor-neutral IT consortium, has announced the release of a new book to support its IT4IT Reference Architecture Standard at The Open Group San Francisco 2016. IT4IT™ for Managing the Business of IT – A Management Guide, developed by The Open Group IT4IT Forum, provides guidance on how the IT4IT Reference Architecture can be used within IT organizations to improve the performance and efficiency of the IT function.

The Management Guide provides best practice advice and focuses on the data and automated workflows needed to manage IT services from a business perspective, which is in a lean and agile manner.

“While the IT industry has changed significantly in the last ten years, the management capabilities of the IT function required to leverage these advances, have not. The C-level has recognized that legacy IT management frameworks, processes and tools are actually hindering the IT organization as it strives to enable business innovation and enhance customer experiences, amongst other key business priorities. The approach outlined in the IT4IT Management Guide will facilitate that transformation,” says Steve Nunn, President and CEO, The Open Group

The IT4IT Management Guide focuses on a number of areas, including:

  • The challenges of how IT is currently managed
  • What is the IT4IT Reference Architecture Standard?
  • The benefits of adopting IT4IT
  • A high-level approach for the implementation of IT4IT
  • Case studies on the adoption of the IT4IT Standard at Shell and Rabobank

To support the IT4IT Standard and complementing the Management Guide, The Open Group will soon be making available a foundation level training course and exam, with higher-level training and certification programs for IT4IT also becoming available later in the year.

IT4IT for Managing the Business of IT – A Management Guide is available to buy through The Open Group website and Van Haren Publishing here.

To join The Open Group IT4IT™ Forum, please visit here.

@theopengroup #ogSFO

 

 

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A New Year’s Message from Steve Nunn

As we begin 2016, I want to extend my warmest greetings to everyone in The Open Group community! I hope each of you had a wonderful holiday filled with family and friends.

2016 promises to be an exciting year for The Open Group and everyone involved. With everything that is going on across the organization and with our Forums and Work Groups, I am also pleased to report that this is a leap year, so we’ll all have one extra day to fit in everything we need to do! With everything we have planned, we will need it!

Joking aside, there are a great many things to look forward to this year. Our latest Forum, The Open Group IT4IT™ Forum, is quickly gaining traction and plans to launch its first certification program later this spring. Interest for the Forum has been coming from all over the globe, so it has been very exciting to see their vision of IT management take off so quickly. The Open Platform 3.0™ Forum continues to pave the way in determining how new technologies will fit into the IT infrastructure of the future. We can look forward to new work from them in the areas of Digital Strategy and Customer Experience, as well as in Big Data and Data Management in the form of new work around Data Lakes.

This year will also bring new efforts in terms of most well-known Open Group standards. In January, we will be hosting our first ever TOGAF® User Group Meeting during the San Francisco event. We’ve been thinking about this event for quite some time, so it’s something that I am really looking forward to. Having just surpassed 50,000 certifications worldwide for TOGAF® 9, we expect it to be a lively and exciting meeting, and we hope to gain valuable insights into what TOGAF users are looking for from the standard and how they use it. In addition, we just celebrated the 20th anniversary of the Single UNIX® Specification. And new developments are also underway for the next version of the ArchiMate® standard.

As I continue to wrap my arms around my new role as President and CEO and all the various activities our members and staff are involved in, I’m personally excited about all the opportunities The Open Group has before it. We continue to look to the areas where The Open Group can bring expertise to the industry and help make a difference in how new technologies are used in an open, secure manner.

As technology and digitalization continue to change how businesses and industries operate, there are more opportunities than ever for The Open Group to get involved, provide guidance and develop new standards to help companies and verticals navigate the constant waves of technological change. With the work we are seeing in both the IT4IT and Open Platform 3.0 Forums, as well as our work with industry verticals, there is tremendous opportunity for The Open Group to continue to help shape the future of the industry, and I look forward to leading us toward this new future.

Best wishes for a Happy New Year!

President and CEO of 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.

 

 

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Filed under ArchiMate, The Open Group, The Open Group San Franscisco 2016, Uncategorized, UNIX