1. Enterprise Architecture Week 4

3. Starting off simple….
I like to build stuff, but I don’t re-invent the wheel every time I make something.

4. I use plans Basic design elements are here….

5. I will customize based on my needs ….

6. Turned this… Requirements: Better lighting
More storage to keep desk space clear
Hide router, PC and electrical cords
Happy wife

7. ….into this Process and plans utilized Cabinet building Face frames
Electrical
Under cabinet lights
Lights in ceiling
Draw construction
Cabinet door
…all designed and laid-out before the project was started.
This is small scale architecture

8. Same thing applies to home designs…. What are your needs
Same thing applies to home designs…. What are your needs? 1 BR, 2 BR, 5 BR?

9. Once you know your needs, you need to apply accepted methods for laying out electrical, plumbing ….

10. Questions and Perspectives that impact the Architecture of the project (Home building)
What are the needs? Business requirements?
How many bedrooms? Bathrooms? Garage space, Workshop space!
What are the systems needed?
Electrical, plumbing, framing requirements, etc
What processes do are required?
Building permit, contracts, etc
Perspectives:
Home owner
Electrician
Plumber
Contractor
Framer
Zoning board

11. The point …..
We use skills every day that are based on what we have done before
[our experience or someone else’s]
No need to “re-invent the wheel”
Plans that meet your requirements exist, and if not, pick and choose what you need to meet your requirements
Learn to view things from the perspective of other professionals
Frameworks /Models
Customize and pick frameworks or process that you need
Numerous levels of professionals from various silos will be involved in enterprise architecture

12. Enterprise Architecture
What’s an Enterprise Architecture and what’s it for?
EA “…is the organizing logic of business processes and IT infrastructure reflecting the integration and standardization requirements of the firms operating model”
MIT Center for Information Research
Alignment
Flexibility
Helps with strategic alignment and optimization of funds
Improve the

13. Traditional approach to IT issues…..

15. Federal Enterprise Architecture Model
This is very similar to the Open Enterprise Arch Model on page 124

16. Enterprise Architecture Cycle
Document Organization
Current Situation
Project future state
Gap analysis
ID improvement projects
Execute projects

17. The Accenture Case: What was the problem that Accenture faced?
Spin off from Anderson
$23B
187,00 employees, 75% mobile
Needed to create a new organization out of the old
Needed to replace basic IT services
Needed to duplicate others
Reduce IT spending $30M

18. The Accenture Case: What was the new leadership’s vision for IT?
IT Philosophy
Managed Services Approach
Consolidate, Standardize and Centralize Operations
Any time, Anywhere Access
Strong IT Governance
Governance – centralized, delegate up
Manage Services – Customer driver – what do they want
Consolidate – economies of scale, reduced local market power - ENTERPRISE ARCHITECTURE
Any any – Leverage internet

19. The Accenture Case: What were some of the EA issues they faced?
Varied PC and network environment
Varied network platforms
Many data centers
Local support and applications
High costs
Table discussion: 10 minutes

20. The Accenture Case: What infrastructure EA decisions did they make?
Leverage internet for remote site connectivity
Combine voice and data support
Create one network with common infrastructure
Centralize data centers first, then virtualize servers
Table discussion: 10 minutes

21. The Accenture Case: What was the major issue they faced with SW?
Best of breed
One platform
What are the positives and negatives of of each approach?
15 minutes
Each group take one approach
BREAK OUT +’s and –’s of eachj

22. Breakout Groups (two groups)

23. The Accenture Case: How did their decisions reduce cost?
Centralization provides economies of scale
Standardization proves purchasing leverage
Reducing complexity:
Minimizes maintenance costs
Makes future implementations easier
Allows businesses to integrate better
Outsourcing cuts cost of standard services
Table discussion: 10 minutes

24. The Accenture Case: What were the results?
-64%
IT cost per employee
-58%
IT cost as a % of revenue
-50%
IT workforce as a % of total headcount

25. Breakout Groups (three groups)

26. Accenture
In your breakout groups, take 20 minutes and discuss the following:
From an EA perspective, what did Accenture’s current state look like in 2001/2002? What were its strengths and weaknesses?
What did their desired future state look like AT THAT TIME? How did this reflect business strategy?

27. Accenture
In your breakout groups, take 20 minutes and discuss the following:
What emerged as their core IT philosophy? How did it reflect their desired future state?
Where did they start? What projects came first? Why?
 What application vendors did they select? Why? How did they implement?

28. Accenture
In your breakout groups, take 20 minutes and discuss the following:
How did they measure their progress? What kind of results did they receive?
Where do you think they have gone since 2010? Why?
What evidence of EA thinking do you see in this case?

29. APO 03 Manage Enterprise Architecture
01 Develop enterprise architecture vision
02 Define reference architecture
03 Select opportunities and solutions
04 Define architecture implementation
05 Provide enterprise architecture services

30. Auditing a Company’s EA
Take 15 minutes and prepare a summary of the key things you would want to look at when auditing a company’s enterprise architecture efforts?
NOTE: The EA checklist on pp 153 & 154 of the text will help you get started

31. Breakout Groups

32. Auditing a Company’s EA
Take 15 minutes and prepare a summary of the key things you would want to look at when auditing a company’s enterprise architecture efforts?
Do they have one? If so, what framework are they using and are staff familiar with it?
What key business processes and data do they highlight? Do these make sense?
What is the business strategy? How deep is the understanding? Does it match what the business says its strategy is?
Have they done all the work in a logical way using a tight methodology? Does their logic make sense?
Is the EA being followed or is it sitting on someone’s shelf?
NOTE: The EA checklist on pp 153 & 154 of the text will help you get started