1. All Contents © 2007 Burton Group. All rights reserved. Measuring Enterprise Architecture Success Information Technology Conference 2009 April 15-16, 2009 Michael Rollings Senior Analyst Executive Advisory Program mrollings@burtongroup.com

2. 2 Measuring Enterprise Architecture Success Agenda Things We Have Forgotten about Enterprise Architecture (EA) Value Determining Program Success Value and Other Success Measures

3. 3 Measuring Enterprise Architecture Success Agenda Things We Have Forgotten about EA Value Determining Program Success Value and Other Success Measures

4. Burton Group’s View of Enterprise Architecture Planning, optimization and design discipline Not solely for the enterprise Active - EA is something you do Focused on business outcomes Influences IT decision-making Architecture is personal EA results in an architecture (what gets built) A way to synchronize with the business Things We Have Forgotten About EA Value 44 Governance

5. Things We Have Forgotten About EA Value 5 Exploring the relative importance of an idea Perspective... Influencing an outcome without direct control Relevance...

6. 6 Things We Have Forgotten About EA Value WARNING! Signs of program failure Poor business participation No resources or executive-level commitment for change The EA team has no influence Poor communication Enforcer rather than a collaborator Disconnected from business model change Disconnected from software development and projects The system shorts out (with casualties) Analysis paralysis Stale artifacts Ivory-tower Disconnected

7. Things We Have Forgotten About EA Value How to assess our contribution? Benchmarks and Comparisons ≠ What needs to improve Maturity ≠ Effectiveness or Quality Baseline ≠ Report Card 7 “Just because you know where you are, and others are with you, does not mean that you are not lost or that you should follow the same path.”

8. 8 Measuring Enterprise Architecture Success Agenda Things We Have Forgotten about EA Value Determining Program Success Value and Other Success Measures

9. Determining Program Success Business Synchronization Does the architecture embody the business strategy and operating model? How are these linkages made? Are the dependencies documented? Is the connection apparent at all levels of architecture (e.g., is it clear what standards are required for certain strategies and operating principles)? 9

10. Determining Program Success EA Program Oversight Is there responsibility for the EA program? How are the many project, communication, governance, process, and behavior changing activities coordinated? Does a charter exist for the EA program? What is the process used to create, enhance, and maintain architecture artifacts? How is the EA function organized and how are resources used as part of the process? Is the value of EA known, measured, and communicated? 10

11. Determining Program Success Communication and Change Leadership Does a plan exist to assure buy-in, achieve participation, improve awareness, and maintain consistency of program messages? What activities exist for regular communication to share progress and findings, and to influence change? How do stakeholders show their support of the EA program? Are agreement networks modeled and managed? 11

12. Determining Program Success Governance Has the role of EA in IT governance been formalized? How is EA currently linked to… Strategy development process Project/program funding process Software development lifecycle Procurement Measurement Are informal structures in place to facilitate decision- making in line with EA guidance without compliance checking? 12

13. 13 Determining Program Success Are there walls between siloed processes? CIO Portfolio Mgmt PMSDLCOPS EA IT Planning & Execution CIO – Chief Information Officer PM – Project Management SDLC – Software Development Life Cycle EA– Enterprise Architecture OPS– Operations

14. 14 Determining Program Success Use, improve, and share decision-quality information CIO Portfolio MgmtPMSDLCOPS EA IT Planning and Execution CIO – Chief Information Officer PM – Project Management SDLC – Software Development Life Cycle EA– Enterprise Architecture OPS– Operations

15. 15 Measuring Enterprise Architecture Success Agenda Things We Have Forgotten about EA Value Determining Program Success Value and Other Success Measures

16. Business outcomes achieved Business case attainment Estimates blown due to poor dependency analysis Decisions influenced and impact Awareness and perception Are projects receiving active guidance? Other Instrumentation % of investment in dated technologies % projects using standard solution patterns # exceptions granted Schedule and cost reductions due to reuse 16 Value Perception Actual Value Contribution Value?

17. 17 Summary EA is most useful when it influences a better outcome Use assessments to bring focus on required EA improvements and not as grade or a benchmark Reveals weaknesses and barriers to progress Provides a valuable baseline to plan next set of actions and solidify stakeholder participation Approach EA as a way to facilitate the creation, sharing and use of decision-quality information Affect planning, design, implementation and financial outcomes Improve top-down, bottom-up and project planning perspective Drive both process improvement and behavior change

18. Contacts Michael Rollings Senior Analyst, Executive Advisory Program mrollings@burtongroup.com Burton Group 7090 Union Park Center Suite 200 Midvale, UT 84047-6051 office +1.801.566.2880 fax+1.801.566.3611