From Architecture to Execution with TOGAF 9

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From Architecture to Execution with TOGAF 9 PRESENTED BY: ROBERT WEISMAN CEO, BUILD THE VISION INCORPORATED OTTAWA, CANADA (613)841-5118 [email protected] Introduction

• The acid test for an Enterprise Architecture is transforming the architecture definitions into reality. • The real challenge is to align business planning, portfolio management, operations service management, system design and enterprise architecture frameworks together through corporate governance to ensure success. • TOGAF 9 provides very useful guidance to ensure that this takes place in a coherent manner based upon global lessons learned. Agenda

• Architecture Transformation and Fit in the Organization • Capability Based Planning • Tiered Architecture • Architecture Impact and Framework Integration • Applying the ADM at different Enterprise Levels • Business Transformation Support • Interoperability • Risk Management & Governance • Migration Planning Techniques • Concluding Comments Where Architecture Transformation Fits

Supporting Material • Chapter 28 - Migration Planning Techniques • Chapter 29 - Interoperability • Chapter 30 - Business Transformation Readiness Assessment • Chapter 31 - Capability Based Planning • Chapter 32 - Risk Management

Architecture Transformation Stakeholders - The Management Frameworks GOVERNANCE Business Enterprise Capability Architecture Management Development Method

Portfolio/ Project Management Operations System Management Development Method

Business Business Direction Enterprise Planning Architecture

Runs The The Old Structured Enterprise Way Direction

Delivers Operations PortfolioProject Management ManagementManagement

Corporate Governance (Including Corporate IM/IT) Functional Management (Vertical) Line of Corporate IM/IT Business Portfolio Portfolio Portfolio (e.g. HR, Fin, …)

Capability 1 – (e.g. Electronic Service Delivery)

Capability Capability 2 – (e.g. Sarbanes Oxley Compliance) Management (Horizontal) Project Project

Operations Management - Corporate IT Infrastructure

Capability

Capability CapabilityCapability Increment

Materiel People Dimension Process Dimension Dimension Individual Training Concepts Collective training Business Processes Infrastructure Professional Development Information Mgt Information Technology Equipment

5 – 10 Corporate years Strategic Plan Business Transformation Goals and Objectives

Manages & Creates Horizontal Management Across Portfolios 3 – 5 Capability (Outcome •Strategic Business Leadership years Oriented)

Contains Possible Capability Dimensions •Personnel .25 – 1.5 Capability •R&D Increment years •Infrastructure/facilities

Designates •Concepts/Processes •Information Management •Materiel Building Blocks (Deliverables)

Capability Management

Enterprise EA Support Architecture

Enable Projects to Focus • Agile Architecture • Strategic On Delivery • Tactical not Complex Design • Transition Project • Operational • Reusable Patterns, Architecture Solutions & Standards Scope Project Architecture Scope

Corporate Strategic Plan Strategic Not Business Business Transformation Goals and Objectives

Identifies

5 – 10 Functional years Portfolios (e.g. IT, HR)

Consists of

3 – 5 Project ProjectProject/ years Initiative

Contains

.5 – 1.5 Project/ years Initiative Increment

Scope Baseline Enterprise Architecture

Time Strategic Enterprise Architecture Target Enterprise ~10 Architecture Vision Architecture Years

Enterprise Architecture ~5 Years Enterprise Architecture Definition #2 (Reference Arch) Definition #1 (Reference Arch)

~12 Months Depth (Content)

Arch Arch Realization Arch Arch Realization Arch Realization Realization Arch Realization Realization © Robert Weisman / Build The Vision 2009 Slide 14 (e.g. Projects) Business Planning Relationships

Baseline Scope Enterprise Status

Target Time Enterprise ~10 Strategic Enterprise Plan Vision Years

~5 Years

~12 Months

Depth Segment Segment Business (Content) Segment Business Segment Plans Business Plans Segment Business Plans Segment Business Plans Business Plans Plans © Robert Weisman / Build The Slide 15 Vision 2009 Zachman & TOGAF – Architecture Depth

What How Where Who When Why Data Process Network People Time Motivation Scope/Objectives (ADM) Architecture Vision (Strategic) Model of Business (DG/Dir) Architecture Definition Description of IS (Designer/Section Head) (a.k.a. Reference) Technology Model Transition Architecture (Builder/Arch) Detailed Description (Programmers/IT) Architecture Realization Implemented System (System Maintainers) Operational Architecture

Transformation Plan Cycle Time Plan 5-10 Years Strategic Plan 1 Design Updates Execute

Plan 3-5 Years Tactical Plan 1 Design Execute

Plan .5 to 1.5 Years Transition Plan 1-1 Design Execute Plan .5 to 1.5 Years Transition Plan 1-2 Design Execute Plan Design .5 to 1.5 Years Transition Plan 1-3 Execute

Plan Design 3-5 Years Tactical Plan 2 Execute

Plan .5 to 1.5 Years Transition Plan 2-1 Design Execute Plan .5 to 1.5 Years Transition Plan 2-2 Design Execute Plan Design .5 to 1.5 Years Transition Plan 2-3 Execute

Architects Stakeholders

Specify Innovative Intent Using

Enterprise Architecture Definition Models (Logical)

To Identify Service Reference Model

Requirements Satisfied Organized Domains Supported Service Services (Service Through In By & Capabilities Taxonomy) Standards

Basis For Basis For

IM/IT IM/IT Skills / Products / Management CIO Resources & Repository Planning Accountability ASD Service Organization Funding Structure Structure Framework (Outsourcing) Delivery

Identifies Strategic Plan Directs Business Transformation Goals, Objectives and Capabilities

Strategic Functional 5 – 10 Enterprise Portfolios Structures years Architecture (e.g. IT, HR) Manages & Creates Vision & Plan

Consists of Consists of Capability (Outcome Approves Directs Oriented) 3 – 5 Project Architecture ProjectProject/ Identifies, Definition years Initiative And Technical Contains Direction & Plan

Contains Business Plan Contains Capability Coordinates Increment Directs & Funds Transformation Transformation 1 – 1.5 Project/ Architecture ArchitectureTransition years Initiative Integrates Architecture Increment Designates

Delivers Designs Operations Corporate Management Building Blocks Infrastructure (Deliverables)

Corporate Identifies Architected Strategic Identifies 1..n Strategic In 1..n Strategic Architecture Portfolio Capability Direction Vision

Targets Architected Reference Derives Business Line n..n In 2..n Strategic Plan Capability Architecture Project (Definition)

Delivered & Provides Corporate Identifies Resources Capability Designed In Transition Context For Project Business Increment Architecture Plan Increment

Critical Success Critical Success Indicators Delivers Measures Capability Measures Critical Success Performance Success of Factors Management 1..n Operations Slide 21 © Robert Weisman / Build The Vision 2009 Management Legend Strategic Plan Business Plan Drives 3..n (XXX) (XXX) Business Accountability

Architecture Specify Accountability Business Specify Output Objectives Delivery Accountability Strategic Capability Sub-Output Outputs Sub-Outputs Outcomes Focus Area Activities Operations (XXX) (XXX) (XXX) (XXX) (XXX) Accountability

Requirements Requirements

Business Strategic Target Capability & Capabilities Capabilities Increments IT Arch (TOGAF 9/XXX) Specify (TOGAF 9/XXX) Contain 1..n (TOGAF 9) Baseline Architecture Reflected In Addressed In Structured In (TOGAF 8)

Reference Transition Strategic (Defined) Solution Target Modifies Segment Architecture Vision Architecture Architecture (TOGAF 9) Basis For Basis For Arch (TOGAF 8) (TOGAF 9) 1..n 1..n Implementation Integrated Solution Initiative Groupings Logical Activity Grouping & Migration Plan Architecture Direction (TOGAF 8)

Project Portfolio Project Modifies Increment Delivery Charters Charters Architecture (TOGAF 9) Contain (TOGAF 9) Contain 1..n (TOGAF 9) 1..n Baseline 5-10 Year 3-5 Year One Year 1-3 Year Infrastructure Focus Focus Focus Focus (Recommended) © Robert Weisman / Build The Slide 22 Vision 2009 Operations APPLYING THE ADM AT DIFFERENT ENTERPRISE LEVELS

• In most organizations one architecture will not work • Need to partition and collaborate

Architecture Technology Domains StrategicApplications Enterprise Architecture StrategicDataArchitecture Enterprise Architecture Vision Scope StrategicBusinessArchitecture Enterprise Architecture Vision Enterprise StrategicArchitecture Enterprise Architecture Vision Organizational Depth Architecture Vision Enterprise Level EnterpriseInitiatives Segment Vision & Level Architecture Definition EnterpriseInitiatives Level EnterpriseInitiatives Level Initiatives Segment Capability Capability Capability Level Vision & Vision & Vision & Arch Arch Arch Initiatives Definition Definition Definition Partitioning in a Single ADM Cycle

• good when a number of architectures are being developed within a similar time period by a single team.

• Used for evaluating and quantifying an organization’s readiness to undergo change • A joint effort between corporate (especially human resources) staff, lines of business, and IT planners. • Recommended activities (Canadian Government Business Transformation Enablement Program) are: 1. Determine the readiness factors that will impact the organization 2. Present the readiness factors using maturity models 3. Assess the readiness factors, including determination of readiness factor ratings 4. Assess the risks for each readiness factor and identify improvement actions to mitigate the risk 5. Work these actions into Phase E and F Implementation and Migration Plan

• Determine factors that will impact on the business transformation associated with the migration from the Baseline to Target Architectures. • Use a facilitated workshop with all stakeholders • Sample Factors (From Canadian Government) include: – Vision – Desire , Willingness, and Resolve – Need – Business Case – Funding – Sponsorship and Leadership – Governance – Accountability – Workable Approach and Execution Model – IT Capacity to Execute – Enterprise Capacity to Execute – Enterprise Ability to Implement and Operate

• Assessment provides a realistic assessment of the organization • Key input into the strategic migration planning that will be initiated in Phase E and completed in Phase F. • If business transformation actions are on architecture vision’s critical path and, if so, determine how they will impact implementation. – No point deploying new capability without employees trained to use it and support staff ready to sustain it. • Readiness factors will have to be continuously monitored (Phase G) • Readiness factors assessment will be a living document and during the migration planning and execution of the Transition Architectures

Core Enablers and Key Requirements Domains

BUSINESS INTEROPERABILITY Delivery Networks CROSS-CUTTING eDemocracy REQUIREMENTS eBusiness DOMAINS: Enterprise resource management accessibility, Relationship and case management privacy, security INFORMATION INTEROPERABILITY Knowledge management Business intelligence Information management Trusted identity

TECHNICAL INTEROPERABILITY IT infrastructure

© Robert Weisman / Build The Slide 34 Vision 2009 Refining Interoperability - Example Degrees of Interoperability • Degree 1: Unstructured Data Exchange • Degree 2: Structured Data Exchange • Degree 3: Seamless Sharing of Data • Degree 4: Seamless Sharing of Information These degrees should be further refined e.g. refinement of degree 3 follows: • 3A: Formal Message Exchange • 3B: Common Data Exchange • 3C: Complete Data Exchange • 3D: Real-time Data Exchange

Stakeholders

Information Systems

© Robert Weisman / Build The Vision 2009 37 Risk – TOGAF 9 Support • Always be risk • Need to Identify, Address and track • EA may identify the risks and mitigate certain ones • There are two levels of risk that should be considered namely: – Initial Level of Risk – Residual Level of Risk • The process for risk management is described in the following sections and consists of the following activities: – Risk Classification – Risk Identification – Initial Risk Assessment – Risk Mitigation and Residual Risk Assessment – Risk Monitoring

Corporate Risk Impact Assessment Frequency

Effect Frequent Likely Occasional Seldom Unlikely

Catastrophic E E H H M Critical E H H M L Marginal H M M L L Negligible M L L L L

Preliminary Risk Residual Risk Risk Risk Mitigation ID Effect Freq Impact Effect Freq Impact

Capability Based Planning Based on Capability Increments i.e. Business Value Value criteria such as 1. compliance to principles, 2. financial contribution, 3. strategic alignment, and 4. competitive position. Risk criteria such as 1. size and complexity, 2. technology, 3. organizational capacity, and 4. impact of a failure. Each criterion should weighted.

Project A Project C

Project B Project D

Value Project E Project F

Project G Project H

On target

The deductions are the basis for detailed design and planning requirements !!!

© Robert Weisman / Build The Vision 2009 Migration Planning - Consolidated Gaps, Solutions, and Dependencies Matrix Integrates all of the Gap Analysis and Potential Solutions Migration Planning - Architecture Definition Increments Table Allows the architect to plan a series of Transition Architectures outlining the status of the project objectives at specified times. Describing the Architectural State using the Technical/Service Reference Model

Architectural State Using the Service Reference Model

Sub-Domain Service Transition Arch Transition Arch Transition Arch 1 2 3

Infrastructure Information Solution System Solution System Solution B-2 Applications Exchange A B-1 (Complete) Services

Data Solution System Solution System Solution System Management D D D Services

… …

© Robert Weisman / Build The Vision 2009 Slide 47 Summary • Realizing Architecture is difficult BUT crucial for credibility – 10 years developing a Framework is not effective • Enterprise Architects have to work in context – Implementation is a collaborative effort • TOGAF 9 provides some solid advice and best practices to realize the architecture – Addresses small, medium and large companies – Pragmatic approach – Requirement of “soft” skills