E NTERPRISE A RCHITECTURE V ALUE D RIVERS Luís Silva Rodrigues Programa Doutoral em Tecnologias e Sistemas de Informação Supervisor: Luís Amaral (Departamento.

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Presentation transcript:

E NTERPRISE A RCHITECTURE V ALUE D RIVERS Luís Silva Rodrigues Programa Doutoral em Tecnologias e Sistemas de Informação Supervisor: Luís Amaral (Departamento de Sistemas de Informação) 1

A GENDA Enterprise Architecture Enterprise Architecture Value Research Questions Delphi Study Delphi Study Results Contributions & Future Work 2

E NTERPRISE A RCHITECTURE What is an Enterprise Architecture? – Architecture Concept 3

E NTERPRISE A RCHITECTURE What is an Enterprise Architecture? 4 Business Information Applications Technology

E NTERPRISE A RCHITECTURE What is an Enterprise Architecture? 5 AS-IS TO-BE Business Information Applications Technology

E NTERPRISE A RCHITECTURE V ALUE Why? – Need to justify the Enterprise Architectures investments Estimated costs per year: more than $ – Current economic pressures Issues: – Lack of a clear understanding on what is important for Enterprise Architecture value assessment – Need to quickly demonstrate the Enterprise Architecture’s value – Intangible nature of some benefits/results 6

R ESEARCH Q UESTIONS R1: What are the key VALUE DRIVERS of Enterprise Architectures for organizations and what is their ranking of importance? Value driver: any variable that affect the value of Enterprise Architecture to the organization. These variables can be characteristics or actions (activities) in the organization that are affected by an Enterprise Architecture and on a short or long term basis influence the performance of the organization (and creates value). R2: Which value drivers of Enterprise Architectures can be realized in short term (less than a year). R3: Which value drivers of Enterprise Architectures are of tangible nature? 7

D ELPHI S TUDY Delphi Method … the aim of employing the Delphi method is to achieve consensus through a structured and iterative process of listing, refining and aggregating the opinions and perceptions of a group of people, called the expert panel, that could make valuable contributions to the resolution or understanding of a complex topic or problem in order to create a consensual shared vision on the matter under discussion (Soares and Amaral 2011). – Main characteristics: the feedback of individual contributions of information and knowledge an assessment of the group judgment or view opportunity for individuals to revise their views some degree of anonymity for the individual response 8

D ELPHI S TUDY Expert Panel – Expert selection criteria – Panel Composition – Study Execution 9

D ELPHI S TUDY - R ESULTS Value Drivers: Global Rank of Importance 10 Position Round3 Item (Value Driver) 1 (I MPROVED ) A LIGNMENT 2 (I MPROVED ) D ECISION M AKING 3 (I MPROVED ) G OVERNANCE 4 (I NCREASED ) A GILITY 5 (I MPROVED ) C HANGE M ANAGEMENT 6 (I MPROVED ) P LANNING 7 (I MPROVED ) K NOWLEDGE & U NDERSTANDING 8 (E NHANCED ) E NTERPRISE I NTEGRATION & C ONSOLIDATION 9 (R EDUCED ) C OMPLEXITY 10 (I NCREASED ) F LEXIBILITY 11 (I MPROVED ) C OMMUNICATION 12 (I MPROVED ) I NTEROPERABILITY 13 (I NCREASED ) P ROCESS I MPROVEMENT & S TANDARDIZATION 14 (I NCREASED ) R EUSE 15 (I MPROVED ) P ORTFOLIO M ANAGEMENT 16 (R EDUCED ) C OSTS 17 (I MPROVED ) R ISK M ANAGEMENT 18 (I MPROVED ) IT I NTEGRATION 19 (I MPROVED ) Q UALITY 20 (F OSTERED ) I NNOVATION 21 (I MPROVED ) C USTOMER O RIENTATION 22 (I MPROVED ) IT D ELIVERY 23 (I MPROVED ) T IME TO M ARKET 24 (I NCREASED ) C OMPLIANCE 25 (I NCREASED ) M ANAGEMENT S ATISFACTION 26 (E NHANCED ) A SSURANCE 27 (I MPROVED ) S ECURITY M ANAGEMENT 28 (E NHANCED ) T ECHNOLOGICAL E VOLVABILITY 29 (F ACILITATED ) O UTSOURCING

D ELPHI S TUDY - R ESULTS Short Term & Tangible Value Drivers 11 V02 - (I MPROVED ) A LIGNMENT V09 - (I MPROVED ) D ECISION M AKING V11 - (I MPROVED ) G OVERNANCE V01 - (I NCREASED ) A GILITY V03 - (I MPROVED ) C HANGE M ANAGEMENT V19 - (I MPROVED ) P LANNING V16 - (I MPROVED ) K NOWLEDGE & U NDERSTANDING V28 - (E NHANCED ) E NTERPRISE I NTEGRATION & C ONSOLIDATION V05 - (R EDUCED ) C OMPLEXITY V10 - (I NCREASED ) F LEXIBILITY V04 - (I MPROVED ) C OMMUNICATION V13 - (I MPROVED ) I NTEROPERABILITY V21 - (I NCREASED ) P ROCESS I MPROVEMENT & S TANDARDIZATION V23 - (I NCREASED ) R EUSE V20 - (I MPROVED ) P ORTFOLIO M ANAGEMENT V07 - (R EDUCED ) C OSTS V24 - (I MPROVED ) R ISK M ANAGEMENT V15 - (I MPROVED ) IT I NTEGRATION V22 - (I MPROVED ) Q UALITY V12 - (F OSTERED ) I NNOVATION V08 - (I MPROVED ) C USTOMER O RIENTATION V14 - (I MPROVED ) IT D ELIVERY V26 - (I MPROVED ) T IME TO M ARKET V06 - (I NCREASED ) C OMPLIANCE V17 - (I NCREASED ) M ANAGEMENT S ATISFACTION V27 - (E NHANCED ) A SSURANCE V25 - (I MPROVED ) S ECURITY M ANAGEMENT V29 - (E NHANCED ) T ECHNOLOGICAL E VOLVABILITY V18 - (F ACILITATED ) O UTSOURCING

C ONTRIBUTIONS & F UTURE W ORK Contributions – Comprehensive list of 29 key value drivers of Enterprise Architectures – Solid basis for the future development of a value model and a measuring system for Enterprise Architectures Future Work – Identification of key measures and metrics for value drivers 12