1. How to build and improve an enterprise architecture practice? January 2007 Martin van den Berg

3. Agenda DYA ® Building an Enterprise Architecture Practice with DYA ®

4. Dynamic Architecture (DYA ® ) Sogeti’s vision how to work with architecture in an organization Based on experiences in the field Main principles:  Architecture is an ongoing process  Architecture facilitates change  Just enough, just in time architecture  Deviations from the architecture are allowed, but in a controlled way  The architecture process is as important as the architecture products This results in: More mature architecture practice Better Business – IT alignment Better architecture – project alignment More agility

5. Architecture defined

6. Architecture framework Business objectives Business architecture Technical architecture Information architecture General principles Policy directives Models Prod/ service Process Orga- nization Data Appli- cation Middle- ware Plat- form Net- work

7. Question (red and green cards!) Are you satisfied with your current architecture framework? Red = No Green = Yes

8. DYA ® DYA processes Strategic Dialogue New Developments Development with Architecture Business solutions Development without Architecture Business solutions Architectural Services Governance Dynamic Architecture Business architecture Information architecture Technical architecture

9. Instruments DYA processes Strategic Dialogue New Developments Development with Architecture Business solutions Development without Architecture Business solutions Architectural Services Governance Dynamic Architecture Business architecture Information architecture Technical architecture Management letter Business case Building Permit Project- proposal Architecture- framework Project-start- architecture

10. New book! Working with architecture is not an automatic thing Architecture can be much more effective With the right measures At the right moment

11. Four pitfalls 1. Not able to explain the value of architecture 2. Lack of effectiveness 3. Doing everything at the same time 4. Architecture doesn’t touch ground

12. Issue: not able to explain the value Consequence:  Organization loses confidence  Architect becomes insecure Cause:  Architecture deals with abstract matters Solution:  Make vision on architecture explicit

13. Vision on architecture Purpose Definition Services Organization Reason Architectural Vision

14. Question (red and green cards!) Do you have an explicit vision on architecture? Red = No Green = Yes

15. Issue: lack of effectiveness Result:  Being less effective than hoped for Cause:  Unbalance between thinking and acting Solution:  Set the balance right

16. Balance between thinking and acting Integration in the organization High Low Level of architectural thinking Low High Isolation Enabling Losing Barrier

17. Isolation Integration in the organization High Low Level of architectural thinking Low High Integrate architecture in project management method Services catalogue Project start architecture

18. Barrier Integration in the organization High Low Level of architectural thinking Low High Identify business value Architectural framework Dialogue business - IT

19. Losing Integration in the organization High Low Level of architectural thinking Low High Architecture case Make for awareness Align with new developments

20. Enabling Integration in the organization High Low Level of architectural thinking Low High Determine level of ambition Monitor, evaluate, act

21. Issue: doing everything at the same time Consequence:  Nothing comes to an end  Architecture loses credits quickly Cause:  There is a lot of work to do  Fear to lose momentum Solution:  Set the right priorities

22. Architecture Maturity Matrix An instrument to professionalize the architecture practice of an enterprise:  Questionnaire  Architecture maturity matrix Measures the strengths and weaknesses in the architectural processes in 18 areas Helps to define the path to becoming more effective by setting priorities

25. Issue: architecture doesn’t touch ground Consequence:  Waste of energy, money and thinking power Cause:  Architect works in isolation Solution:  No architecture description without a plan

26. Project Plan Sponsor Purpose and target group Use of architecture Requirements of the architecture Approach Stakeholders

27. Question (red and green cards!) Do you make a project plan for each architecture description? Red = No Green = Yes

28. Strategic Dialogue New developments Development with Architecture Business solutions Architecture Services Domain architecture Project- start- architecture Enterprise architecture From vision to execution

29. Enterprise Architecture = cityplan of major change Domain Architecture = blueprint of change Architecture framework Project-start- architecture = subset architecture as starting point for a project Communication between architect and organisation Communication between architects Different architectures

30. BIT BIT Enterprise architecture BIT Domain architecture Project-Start-Architecture Strategic Vision Abstract What Think Operational Execution Detail How Do From vision to execution

31. Implementation of EA Vision ProcessProductPerson Plan

32. The success of DYA Pragmatic  Is not a rigid approach, more a philosophy (way of doing architecture in an organization) based on principles, models and instruments (best practices)  Is an agile approach (just enough, just in time)  Consists of a comprehensive vision backed by tangible tools  Offers a step by step approach Practical  Offers solutions for commonly recognized problems and barriers  Is based on best practices  Makes a difficult topic understandable Free  Is not proprietary  Is accessible via books and website

33. Question (red and green cards!) Do you recognize the value of DYA? Red = No Green = Yes

34. Vragen Fragen Domande Preguntas Questions Frågor Questions