Enterprise Architectureand Governance
reducing risk, adding value,
driving changewww.realirm.co.za
The Open GroupBrusselsApril, 2004
2
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Agenda
q Case Study
q Enterprise Architecture and Governance
q Case Study
q Conclusion
Introduction
3
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Business Alignment by Design
Mq Regular assessment of all IT
processesq Compliance with and quality
of controls
Monitoring (M)
Planning&
Organisation(PO)
POq Strategy and tactics for IT
contributionq Meeting Business objectivesq Appropriately planned,
communicated and managedq Proper organisation and
technology infrastructureq An Enterprise Architecture is
definedq Quality is managed
Acquisition&
Implementation(AI)
AIq Realisation of IT strategyq Solutions identified,
developed, or acquired and implemented
q Solutions integrated into business process
q Change and maintenance of systems
Delivery&
Support(DS)
DSq Actual delivery of required
servicesq Actual operations through
security, including trainingq Establishment of support
processesq Actual processing of data by
applications
In order to provide the information that the organization needs to achieve its objectives, IT resources need to be managed by a set of naturally grouped processes.
Enterprise Architecture Process Thread
Introduction
5
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Agenda
q Introduction
q Case Study
q Enterprise Architecture and Governance
q Case Study
q Conclusion
Case Study
6
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
South African Breweries Ltd (Case Study April 1999)q South African Breweries plc case study: http://www.isaca.org/ctcase8.htm
q COBIT Framework used in the development of an IT Strategy (April – June1999)
Ø For each of the 34 COBIT processes documented:
• SAB Ltd Target Environment
• Business Objectives
• IT portfolio services or deliverables from the IT process,
• The current situation, and
• Strategy and action items needed to move from the current state to the desired state.
ØResearch material from Gartner, META Group, PwC, Forrester etc.
• Linked to COBIT IT processes
• Impact and Timing
q Key Themes = IT Governance Objectives
Case Study
7
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
IT Governance ObjectivesS
ervi
ce
cost
time
CheaperCheaper
Ser
vice
qu
ality
time
BetterBetter
time
ControlledControlledSecureSecure
time
FasterFaster
Del
iver
ytim
e
Sup
port
busi
ness
time
AlignedAligned
StakeholderValue
IT Governance is defined as a system to direct and control the organisation in order to achieve its goals by adding value while balancing risk versus return over IT and its processes.
IT Governance Objectivesq IT is aligned with the Business,
enables the Business and maximises benefits
q IT resources are used responsibly
q IT related risks are managed appropriately
IT r
isks
Case Study
8
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
SAB plc Case Study (June – October 2000)
1. ConfirmUnderstanding
of BusinessDirection
4. CurrentIT Inventory
7. Information& Data
8. Applications
9. TechnicalInfrastructure
10. Organisation& Governance
5. EstablishProgramme
Office
3. Consolidate & ConfirmBusiness Process Vision
6. Set Context
Business Insight Investment
11. ChangeProgramme
Design
optio
ns
op
tio
ns
0.
Mobilisation
2. UnderstandImpact of Key
Issues
12. Business case development
checkpoints
q Business Model
q Current Position
q Drivers for Change
q Challenges
q Best practice
q Key OpportunitiesPotential areas for commonality
q Business Capabilities
q Business Priorities
Business Architecture IT Architecture
IT Governance
IT Architecture
1. ConfirmUnderstanding
of BusinessDirection
4. CurrentIT Inventory
7. Information& Data
8. Applications
9. TechnicalInfrastructure
10. Organisation& Governance
5. EstablishProgramme
Office
3. Consolidate & ConfirmBusiness Process Vision
6. Set Context
Business Insight Investment
11. ChangeProgramme
Design
optio
ns
op
tio
ns
0.
Mobilisation
2. UnderstandImpact of Key
Issues
12. Business case development
checkpoints
q Business Model
q Current Position
q Drivers for Change
q Challenges
q Best practice
q Key OpportunitiesPotential areas for commonality
q Business Capabilities
q Business Priorities
Business Architecture IT Architecture
IT Governance
IT Architecture
Case Study
9
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
SAB plc Case Study (June – October 2000)
qSAB Global IT Strategy (June – October 2000) Used COBIT Extensively:
ØAssess IT process capability maturity (actual and desired) for South Africa, Africa and Europe IT departments
ØIdentify the steps or actions required to improve IT process capability maturity
ØIdentify and understand areas of knowledge sharing across the group
ØFacilitate IT organisational design
ØDefining IT services from CobiT IT process
ØIdentify the “key headlines” or what we need to focus on in order to support the business achieve desired capabilities
Case Study
11
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Determine Technological Direction (PO3)Business ObjectiveTo take advantage of available and emerging technology to drive and make possible the business strategy.
Target EnvironmentCreate and maintain a technological infrastructure plan that sets and manages clear and realistic expectations of what technology can offer in terms of products, services and delivery mechanisms.
IT Service Component
qTechnology roadmap
qTechnology standards
q IT Infrastructure planning
qR&D Services
Process Commonality Opportunities for sharing
qExisting IT Standards
q IT laboratory
qTechnology Blueprint
q IT Research
Level of Consistency
Lev
el o
fC
on
solid
atio
n
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
Case Study
13
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Determine Technological Direction (PO3)
From
q Reactive and operationally focused approach to planning.
q Future decisions are based on current investment and not on strategic direction
q Individual technology bias and mindset
q Technology directions are driven by the often-contradictory product evolution plans of hardware, systems software and applications software vendors.
To
q Roadmaps and migration strategies exist to take XYZ from the current state to the future state of IT infrastructure.
q Technology Forum and Steering Committee approval of new and changed technological directions.
q A research function reviews emerging and evolving technologies and benchmarks XYZ against industry norms.They demonstrate business value and focus on identifying constraints and opportunities.
q Governance mechanisms review to ensure adherence to approved architectures
Implication
q Develop an Enterprise Architecture Capability that integrates the Business, Information (Data), Application and Technology architectures, and reviews adherence to approved architectures
q Implement an IT research, prototyping and testing facility.
q Partner with key vendors based on the understanding of their long-term technology and product development plans, consistent with XYZ direction.
Basic (Initial)
Developing (Repeatable)
Established(Defined)
Sophisticated (Managed)
Leading edge (Optimising)
0 1 2 3 4
Capability Maturity
“As-Is”
Desired “To-Be”
IllustrativeIllustrative
Year 1 Target
Case Study
14
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2001 – 2004All Rights Reserved
IT Risk and Maturity Assessment
Case Study
15
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
SAB plc Case Study (June – October 2000)q SAB Group Led Globally: Strategy, Planning, Governance and IT
Performance Measurement
q CobiT 3rd edition provides a global performance improvement framework
Ø Identifying and focusing on key determinants of IT performance;
ØEstablishing common key performance indicators across the group to enable internal and external benchmarking comparisons;
ØProviding template business processes supported by systems to enable rapid transfer of good practice, and
ØSupporting less people-intensive and more consistent ways of sharing knowledge, by encapsulating the best thinking into the process models and supporting documentation.
q Enterprise Architecture is a strategic imperative
Case Study
16
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Agenda
q Introduction
q Case Study
q Enterprise Architecture and Governance
q Case Study
q Conclusion
Enterprise Architecture and Governance
17
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Enterprise Architecture is a Strategic Imperative
Information Technology
BUSINESS FOCUS
TECHNOLOGY FOCUS
Enterprise Enterprise GovernanceEnterprise Governance
IT GovernanceIT Governance
Enterprise Architecture
Process
18
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2001 – 2004All Rights Reserved
Enterprise ArchitectureqConsists of current and future state
models
q Is implemented through the Enterprise:
Ø Business architecture,
Ø Information architecture,
Ø Data Architecture,
Ø Applications portfolio, and
Ø Enterprise-wide technical architecture
qProvides organizations with the ability to conduct impact assessments, analyze alternative scenarios and implement appropriate strategies
q (Re-)Defines the business design for sustainable competitive advantage
Business Architecture
Information Architecture
DataArchitecture
ApplicationsArchitecture
TechnologyArchitecture
Knowledgeq Principles
q Inventory
q Models
q Standards
Enterprise Architecture and Governance
19
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Enterprise Architecture Capability
Enterprise Architecture Capability
© Real IRM Solutions© Real IRM Solutions
Illustrative Knowledge Frameworks
Arc
hit
ectu
re
Secto
r
Group /
Enterpr
ise
Busine
ss
Prod
uct.A
pplic
ation
Other
Intell
ectua
l Cap
ital
Business Architecture
Information Architecture
Data Architecture
Applications Architecture
Technology ArchitectureEn
terpri
se Arch
itectu
re
Capab
ility
Peo
ple
Pro
cess
es
Co
nte
nt
To
ols
Pro
du
cts
and
Ser
vice
s
20
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Zachman FrameworkWhen used as an organizing mechanism for knowledge management and collaboration
Product Frameworks
Business Frameworks
Application.SAP R/3 ®
Division.XYZ.”To-Be”
Enterprise Architecture Framework
Template.Banking Sector
Template.CRM
Enterprise.XYZ
Division.XYZ.”As-Is”
q Manage the impact of change on the organization
q Prioritise initiatives
q Accelerate application development, package selection & implementation and cross enterprise integration
q Benchmarking, Knowledge Management and Intellectual Capital
q Accelerate M&As
q Business and IT Fusion…
…these frameworks facilitate Enterprise Architecture and Governance.
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
R1C5 R1C6R1C4R1C3R1C2R1C1
R2C5 R2C6R2C3R2C3R2C2R2C1
R3C5 R3C6R3C4R3C3R3C2R3C1
R4C5 R4C6R4C4R4C3R4C2R4C1
R5C5 R5C6R5C4R5C3R5C2R5C1
Data Function Communications UsersDependencies / schedule
Rules/ Strategy
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model[Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub -contractor)
Functioning System(User)
Data(What?)
Function(How?)
Network(Where?)
People(Who?)
Time(When?)
Values(Why?)
© John Zachman
Enterprise Architecture Capability
21
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Content – Models and the Zachman Framework
Strategic Scope Model [Contextual]
(Planner)
Model of the Business [Conceptual]
(Owner)
System Model [Logical]
(Designer)
Technology Model [Physical](Builder)
Detailed Representations(Sub-contractor)
Functioning System(User)
Data(What?)
(R1C1)
(R2C1)
(R3C1)
(R4C1)
(R5C1)
(R6C1)
List of thingsimportant tothe business
Entity Relationshipdiagram
Data model
Data design
Data designdescription
Data
IllustrativeIllustrative
R2C1Semantic model – A model of the actual enterprise objects (i.e., things, assets) that are significant to the enterprise.
Typically, the semantic model would be represented as an entity/relationship model and would be at a high level of definition expressing concepts (i.e. terms and facts) used in the significant business objectives/strategies that would later be implemented as business rules.
Enterprise Architecture Capability
22
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
© Real IRM Solutions (Pty) LtdAll Rights Reserved
© Real IRM Solutions© Real IRM Solutions
Project B – Business Project A
rch
itec
ture
Do
mai
ns
Other
Business Architecture
Information Architecture
Data Architecture
Applications Architecture
Technology Architecture
Intell
ectua
l Cap
ital
Projec
t A
Enter
prise
Archite
cture
Capab
ility
Peo
ple
Pro
cess
es
Co
nte
nt
To
ols
Pro
du
cts
/ Ser
vice
s
Busines
s Proje
ct
(Soluti
on Fo
cus) C - Operate an EA Office
Programme Management of Enterprise Architecture
Enterprise Architecture Capability
23
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Programme Management of Enterprise ArchitectureProgramme Mandate
Identifying a programme
Defining a programme
Programme Brief
Vision Statement
and Blueprint
Establishing a programme
Closing a programme
Programme Benefits Review
Delivery of Blueprint
Running a programme
Managing the portfolio
Delivering benefits
PRINCE2
A. Enterprise Architecture CapabilityB. Business Project (Solution Focus)
C. Operate a Value-adding and Cost Effective EA Office
Enterprise Architecture
Process
Enterprise Architecture Capability
24
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Real IRM Product Categoriesq EA Framework (39+ product items)
q EA Methodology and Standards (28+ product items)
q EA Enabling Products (42+ product items)
q EA Communication
q EA Training (20+ product items)
q EA Content Products
q EA Configuration Management
Enterprise Architecture Capability
25
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Intell
ectua
l Cap
ital
B
I
D
A
T
Peo
ple
Pro
cess
es
Co
nte
nt
To
ols
Pro
du
cts
and
Ser
vice
s
HArchitecture
ChangeManagement
GImplementation
Governance
FMigrationPlanning
EOpportunitiesAnd Solutions
DTechnologyArchitecture
CInformation
SystemArchitecture
BBusiness
Architecture
REQUIREMENTSMANAGEMENT
AArchitecture
Vision
D A
A A
Enter
prise
Archite
cture
Capab
ility
I A
Preliminary Phase
Proje
ct Fo
cus
EA Capability and TOGAF (adapted)
Enterprise Architecture Capability
26
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Manage the EA Capability as a Business
1. ConfirmUnderstanding
of BusinessDirection
4. CurrentIT Inventory
7. Information& Data
8. Applications
9. TechnicalInfrastructure
10. Organisation& Governance
5. EstablishProgramme
Office
3. Consolidate & ConfirmBusiness Process Vision
6. Set Context
Business Insight Investment
11. ChangeProgramme
Design
optio
ns
op
tio
ns
0.
Mobilisation
2. UnderstandImpact of Key
Issues
12. Business case development
checkpoints
q Business Model
q Current Position
q Drivers for Change
q Challenges
q Best practice
q Key OpportunitiesPotential areas for commonality
q Business Capabilities
q Business Priorities
Business Architecture IT Architecture
IT Governance
IT Architecture
1. ConfirmUnderstanding
of BusinessDirection
4. CurrentIT Inventory
7. Information& Data
8. Applications
9. TechnicalInfrastructure
10. Organisation& Governance
5. EstablishProgramme
Office
3. Consolidate & ConfirmBusiness Process Vision
6. Set Context
Business Insight Investment
11. ChangeProgramme
Design
optio
ns
op
tio
ns
0.
Mobilisation
2. UnderstandImpact of Key
Issues
12. Business case development
checkpoints
q Business Model
q Current Position
q Drivers for Change
q Challenges
q Best practice
q Key OpportunitiesPotential areas for commonality
q Business Capabilities
q Business Priorities
Business Architecture IT Architecture
IT Governance
IT Architecture
Enterprise Architecture and IT Governance
28
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2001 – 2004All Rights Reserved
IT Services Summarized by Domain and Commonality
Planning &Organization (PO)
Acquisition & Implementation (AI)
Delivery &Support (DS) Monitoring (M)
Strategic Planning PO1 PO1 PO1 PO4 PO4
Enterprise Architecture Management PO2 AI1 AI1 AI1 AI6 DS9 DS11DS9
IT Process Commonality
Level of Consistency
Level
of
Co
nso
lid
ati
on
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
G
GLL
R
RL
GR
IT Process Commonality
Level of Consistency
Level
of
Co
nso
lid
ati
on
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
G
GLL
R
RL
GR
Application Delivery AI1AI1 AI2 AI4 - 6
Financial Management PO6 PO6 PO6 DS6 DS6
Operations Management AI3 AI3 DS3 DS3 DS3 DS3
DS7
DS8
DS13
DS9
DS3
DS4 DS4 DS4
DS7 DS7
DS8 DS8
DS9 DS9
DS10 DS10
DS13 DS13 DS13
IllustrativeIllustrative
Other …
Other …
Enterprise Architecture and IT Governance
29
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Process Commonality
IT Process Commonality
Level of Consistency
Level
of
Co
nso
lid
ati
on
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
G
GLL
R
RL
GR
IT Process Commonality
Level of Consistency
Level
of
Co
nso
lid
ati
on
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
G
GLL
R
RL
GR
The level of consolidation defines the number of physical or logical locations that an IT process is executed
The framework provides a matrix approach to allocating responsibility for the IT services, supports global collaboration and facilitates local innovation.
IT Process is owned and executed by the Business Unit (Local), no adherence to Regional or Global principles, guidelines, or standards & procedures. “Do your own thing”
Shared Services such as a Data Center
IT Process is owned and executed by the Business Unit (Local), adherence to
Regional principles, guidelines, and standards & procedures. “Middle ground”
The level of consistency defines the extent of adherence to common principles, guidelines, and standards & procedures.
A globally consistent process executed at the local Business Unit“Business in a box”
E.g. A group of countries I.e. Americas
A consolidated global process (e.g. Custodian of group IT standards and procedures)
Enterprise Architecture and IT Governance
30
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Enterprise Architecture Control Point Focus
Data Standards and Common Data
Definitions PO2
Enterprise Data Modeling
PO2
Enterprise Process Modeling
PO2
Applications Architecture
PO2
Identify and Evaluate Emerging
TechnologiesPO3
Develop and Manage Technical
ArchitecturesPO3
Identify Technical Standards
PO3
Systems Selection AI1
Define Application Portfolio Direction
AI1
Feasibility Studies AI1
Systems Selection AI1
Define Application Portfolio Direction
AI1
Change Management
Procedures AI6
Change Assessment AI6
Configuration Management
DS9
Middleware and Integration
DS9
AI1 Identify solutions
Data / Content Management
DS11
DS11 Manage data
PO2 Define the information architecture
PO3 Determine the technological direction
AI6 Manage changes
DS9 Manage the configuration
Secondary Focus
Primary Focus
IT Process Commonality
Level of Consistency
Level
of
Co
nso
lid
ati
on
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
G
GLL
R
RL
GR
IT Process Commonality
Level of Consistency
Level
of
Co
nso
lid
ati
on
Glo
bal
Reg
iona
lLo
cal
Local Regional Global
G
GLL
R
RL
GR
IllustrativeIllustrative
Other …
Other …
Enterprise Architecture and IT Governance
31
Copyright © Real IRM Solutions (Pty) Ltd
2001 – 2004All Rights Reserved
Enterprise Architecture ManagementPurposeTransform a legacy of fragmented applications, organizational structures and processes (both manual and automated) into an integrated environment with optimized processes that are responsive to change and the delivery of the business strategy.
Primary Focus
q Optimize the organization of information systems.
q Take advantage of available and emerging technology to drive and make possible the business strategy.
q Other…
Critical Success Factors
q A high level, corporate Enterprise Architecture function is established, with sufficient authority to administer the enterprise models, principles, and standards
q An automated repository is used to ensure consistency between the components of the Enterprise Architecture
q Roadmaps and strategies exist to take the organization from the current state to the future state of IT infrastructure and applications portfolio.
q Other…
Goal and Performance Indicatorsq Faster application development.
q Reduction of data redundancy.
q Increased operability between systems and applications.
q Decrease number of non-compatible technologies and platforms.
q Reuse of models. IllustrativeIllustrative
Enterprise Architecture and IT Governance