1. The Challenge of IT-Business Alignment

2. IT Governance IT governance Elements
bridging the gap between corporate expectations and perceptions of the IT function.
Elements
Top management direction and oversight
Value, risk and control constitute the core of IT governance.

3. IT Governance
IT governance is the responsibility of executives and the board of directors, and consists of
the leadership
organizational structures and
processes
that ensure that the enterprise’s IT sustains and extends the organization's strategies and objectives.

4. Val IT and COBIT http://www. isaca. org/Template. cfm
Val IT is a governance framework
Relates to evaluation and selection of IT-enabled business investments
Based on the COBIT framework
Control Objectives for Information and related Technology
Val IT provides guidance to
Define relationship between IT and business
Manage IT Portfolio
Define key financial indicators, quantify intangible benefits and appraisal of downside risk

5. Harmonising the Elements of IT Governance
Resource Management
Strategic Alignment
Value Delivery
Performance Measurement
Risk Management
COBIT is based on the analysis and harmonisation of existing IT standards and good practices and conforms to generally accepted governance principles. It is positioned at a high level, driven by business requirements, covers the full range of IT activities, and concentrates on what should be achieved rather than how to achieve effective governance, management and control. Therefore, it appeals to executive management; business and IT management; governance, assurance and security professionals; and IT audit and control professionals.
• Strategic alignment focuses on ensuring the linkage of business and IT plans; defining, maintaining and validating the IT value proposition; and aligning IT operations with enterprise operations.
• Value delivery is about executing the value proposition throughout the delivery cycle, ensuring that IT delivers the promised benefits against the strategy, concentrating on optimising costs and proving the intrinsic value of IT.
• Risk management requires risk awareness by senior corporate officers, a clear understanding of the enterprise’s appetite for risk, understanding of compliance requirements, transparency about the significant risks to the enterprise and embedding of risk management responsibilities into the enterprise.
• Resource management is about the optimal investment in, and the proper management of, critical IT resources: applications, information, infrastructure and people. Key issues relate to the optimisation of knowledge and infrastructure.
• Performance measurement tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery, using, for example, balanced scorecards that translate strategy into action to achieve goals measurable beyond conventional accounting.

6. COBIT Element
• Strategic alignment focuses on ensuring the linkage of business and IT plans; defining, maintaining and validating the IT value proposition; and aligning IT operations with enterprise operations.
• Value delivery is about executing the value proposition throughout the delivery cycle, ensuring that IT delivers the promised benefits against the strategy, concentrating on optimizing costs and proving the intrinsic value of IT. •

7. COBIT Elements
Risk management requires risk awareness by senior corporate officers
Resource management is about the optimal investment in, and the proper management of, critical IT resources
Performance measurement tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery

8. The Open Group Architecture Framework
TOGAF

9. Architecture Concept Independent/Unstructured Architected
The difference between an architecture and an architecture managed by a framework? UG
D-DOC
BPI
BOS
Thousands of Process Documents
Both are Architectures
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Independent/Unstructured
Architected

10. Copyright © 2009 Boeing. All rights reserved.
Definition
Architecture Framework:
Framework for enterprise architecture which provides a comprehensive approach to the design, planning, implementation, and governance of an enterprise information architecture.
Copyright © 2009 Boeing. All rights reserved.
Copyright © 2008 Boeing. All rights reserved.

11. Architecture Main Components
TOGAF is based on four pillars, called architecture domains:
Business architecture or business process architecture which defines the business strategy, governance, organization, and key business processes of the organization
Applications architecture which provides a blueprint for the individual application systems to be deployed, the interactions between the application systems, and their relationships to the core business processes of the organization with the frameworks for services to be exposed as business functions for integration.
Data architecture which describes the structure of an organization's logical and physical data assets and the associated data management resources
Technical architecture or technology architecture which describes the hardware, software and network infrastructure needed to support the deployment of core, mission-critical applications
Process
Applications
Data
Technology
Without all four pillars evaluated your house is not well architected
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12. Enterprise Architecture Outcomes
Strategic Goals and Objectives Defined
Architecture Roadmap
Integrated Business Architecture
Integrated Data Architecture
Integrated Application Architecture
Integrated Technical Architecture
Implementation Plan
Strategies and Tactics to Deliver System Improvement
Budget Requirements & Benefit Realization
Governance Model for continuous Improvement
Where are we going
How will we get there
How much will it cost
What are the benefits
How will we manage change
Copyright © 2009 Boeing. All rights reserved.
Slide

13. Architecture Framework
Define the architecture principles
Define Architectural Roles and Responsibilities
Define the framework and detailed associated methodologies to be used to develop enterprise architectures
Establish an architecture change management process for the new enterprise architecture baseline that is achieved with completion of Phase G.
This process will typically provide for the continual monitoring of such things as new developments in technology and changes in the business environment, and for determining whether to formally initiate a new architecture evolution cycle
Define the business principles, business goals, and strategic business drivers of the organization
Define stakeholders and their concerns and objectives
Define the key business requirements to be addressed
Articulate an Architecture Vision for the scope of the architecture effort
Describe the business strategy for each business model
Define the organizational, functional processes, information, and geographic needs of the business environment..
Define the major configurations of application system capabilities necessary to support the business in system agnostic terms for each business model
The goal is to establish a baseline to facilitate changes in how technology is used to realize business capability in application systems over time as business needs change.
Formulate recommendations for each implementation project.
Document the strategic roadmaps for change, and the top-level work packages or projects to be undertaken to transition from the current to the target environment.
Perform appropriate governance functions as the system is being implemented and deployed to ensure conformance with the defined architecture.
Define a process whereby requirements for enterprise architecture are identified, stored, and fed into and out of the relevant ADM phases
Define the major configurations of application system capabilities required to realize the information and business architecture specifications in/as production systems.
Determine how the application and software services required in the target system will be grouped and arrayed.
Initiate gap analysis between the Baseline and Target Domain Architectures.
Assess the gaps, overlaps, disjoints, organizational readiness and data conversion constraints
Sort the various implementation projects into priority order.
Evaluate and select among the implementation options identified in the development of the various Target Architectures
Assess the dependencies, costs, and benefits and generate an implementation and migration strategy.
Copyright © 2009 Boeing. All rights reserved.
Copyright © 2009 Boeing. All rights reserved.
The Open Group Architecture Framework (TOGAF)

14. Benefit: Architecture Framework Enables Consistent End User Delivery
Establishing a standard TOGAF Business Architecture not only facilitates IT optimization but also provides a foundation for Integrated Standard End User Delivery
Integrated Standardized Business Processes aligned to supporting systems, tools, etc.
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15. A key lesson is that IT investment is no longer just about implementing IT solutions, it is about implementing IT-enabled change.

16. Next Class IT Infrastructure – Hardware and Software
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