business and itsm - private sector


Speakers

Nasser El-Batal - Best practices training programs developer, assessor

- EA / ITSM strategic coach, consultant

- Certified - ITIL® V2 / V2007 / V2011 – ITIL® Expert

- Certified - ISO/IEC 20000 Consultant / Auditor

- Accredited ITIL®, TOGAF®, ISO/IEC 20000® instructor

- Worldwide ITSM training experience

- 25 years experience in different facets of the IT industry

Bashar Abdul Qader- Business architecture best practices training program developer and assessor

- Business analysis best practices training program developer and assessor

- Business architecture and Information Architecture consultant and coach

- SDLC maturity auditor and consultant

- Founding member of the IIBA

- Worldwide Business Architecture, Business Analysis and Systems Analysis and Project Management training experience

- 25+ years experience in all facets of the IT industry

-


Agenda

1. Business Needs2. Choosing the right solution3. Your own Framework4. Enterprise Architecture (TOGAF)5. Capability based planning6. Business Architecture

1. Define Business Architecture and Why2. Business Architecture and the TOGAF ADM3. Business Architecture Capabilities4. Business Architecture and Business Analysis

7. Architecture planning roadmap8. Planning the solution roadmap9. ITIL Service Lifecycle10. COBIT


Sample Business Needs

Enterprises are under constant pressure to:- Deliver business outcome - Achieve and sustain value creation over time- Establish appropriate governance model- Align with major frameworks and standards- Increase benefits realization through effective and

innovative use of Enterprise Architecture and Information Technology• Generate business value from new enterprise

investments with a supporting IT investment• Achieve operational excellence through application of

technology


Sample Business Needs (Continued)

- Establish Business Relationship Management (BRM) process and framework

- Maintain and control IT risk and cost- Ensure business and IT collaboration- Comply with ever increasing relevant regulatory

requirements - Increase and improve

• Customer Satisfaction• IT Efficiency & Effectiveness• Stakeholders Communication

- Adopt continual service improvement culture and approach


COBIT

ISO 19770

CMMI

TO

GA

F

ISO

270

01

Others….

ITIL

SO

X

ISO/IEC 20000

ISO 9001

ITSM Program

scope

Initiate

Plan

Exe

cute

Monitor and Control

Close

Security Mgt

Control and Governance

Maturity

ArchitectureFinancial Control

Service Lifecycle

Other

ITSM STD

QM STD

Choosing the right solution


Make Your Own Framework

TOGAFBusiness Reference Model (BRM). Enterprise Architecture framework and related domains and components (Business, Information, Application, and Technology), ADM, Content Framework.ACMM (Architecture Capability), OSIMM (Business Model), AICPA/CICA PMM GAPP (Privacy); etc…

ITIL – ISO/IEC20000 The over arching service management framework/standardService /process definition, design, transition, implementation and on-going improvement

COBIT as the IT Governance and Controls frameworkBusiness goals cascading IT goals and IT processesRisk Management


The variety of IT models, standards and best practices must be well understood in order to consider how they can be used together

COBIT

ISO/IEC20000ISO27001/2

ITIL

Governance

WHAT HOW

SCOPE OF COVERAGE

Others

Understanding Frameworks Relationship & Scope

© 2007 IT Governance Institute. All rights reserved. www.itgi.org

Enterprise Architecture


TOGAF 9.1 and what else!!??

Requirements Management

Volere templates

H.Architecture

ChangeManagement

E.Opportunities

& Solutions

F.MigrationPlanning

D.TechnologyArchitecture

C.Information

Systems

G.Implementation

Governance

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

COBIT-GOV

CMMi

Financial Mgt.

ITILTransition Mgt

Project Management

ITILTransition Mgt

Project Management

Stakeholders Management.

Business/Service Strategy

COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

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Financial Mgt.

COBIT-GOV

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Strategy


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Stakeholders Management.Preliminary

A. Architecture

Vision

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

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Architecture Domains,

Development,

Guidelines,

Principals,

Baselines,

Targets,

Gaps,

Risks Mgt…


Volere templates

H.Architecture

ChangeManagement

E.Opportunities

& Solutions

F.MigrationPlanning


C.Information

Systems

G.Implementation

Governance

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

COBIT-GOV

CMMi

Financial Mgt.

ITILTransition Mgt

Project Management

ITILTransition Mgt

Project Management



COBIT-GOV

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Vision

B.Business

Architecture

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ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




Development,

Guidelines,

Principals,

Baselines,

Targets,

Gaps,

Risks Mgt…


Volere templates

H.Architecture

ChangeManagement

E.Opportunities

& Solutions

F.MigrationPlanning


C.Information

Systems

G.Implementation

Governance

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

COBIT-GOV

CMMi

Financial Mgt.

ITILTransition Mgt

Project Management

ITILTransition Mgt

Project Management



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

ITIL – Chg Mgt

COBIT-GOV

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi


COBIT-GOV


ITILTransition Mgt

COBIT-GOV


Project Management

ITILTransition Mgt

COBIT-GOV


ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


Financial Mgt.

CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV




Financial Mgt.

CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV




Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



A. Architecture

Vision

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




Development,

Guidelines,

Principals,

Baselines,

Targets,

Gaps,

Risks Mgt…


Volere templates

H.Architecture

ChangeManagement

E.Opportunities

& Solutions

F.MigrationPlanning


C.Information

Systems

G.Implementation

Governance

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

COBIT-GOV

CMMi

Financial Mgt.

ITILTransition Mgt

Project Management

ITILTransition Mgt

Project Management



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi

ITIL – Chg Mgt

COBIT-GOV

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt



Financial Mgt.

COBIT-GOV

CMMi


COBIT-GOV


ITILTransition Mgt

COBIT-GOV


Project Management

ITILTransition Mgt

COBIT-GOV


ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


Financial Mgt.

CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV




Financial Mgt.

CMMi

COBIT-GOV

ITIL – Chg Mgt

Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV




Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



A. Architecture

Vision

B.Business

Architecture

Preliminary

A. Architecture

Vision

COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.



Project Management

ITILTransition Mgt

Project Management

ITILTransition Mgt

COBIT-GOV


COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.

COBIT-GOV

CMMi


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV


Strategy


Financial Mgt.

COBIT-GOV

CMMi

COBIT-GOV

CMMi

COBIT-GOV

Financial Mgt.

CMMi


Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.

CMMi

COBIT-GOV



Financial Mgt.



CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



COBIT-GOV

CMMi

Financial Mgt.



ITIL – Chg Mgt

COBIT-GOV

CMMi

Financial Mgt.




Development,

Guidelines,

Principals,

Baselines,

Targets,

Gaps,

Risks Mgt,

Financial Management …


Understanding Frameworks Overlap (sample)

COBIT Process/Practice TOGAF Phase/Activity ITILManage the IT Management FrameworkEnsure Resource Optimization

Preliminary phase

Architecture Governance

Service Strategy

CSI

Manage Enterprise Architecture

Developing an architecture vision Architecture vision - A Service StrategyService Design

Defining reference architectures Business Architecture - B

Defining reference architectures Information Systems Architecture - C Service Design

Defining reference architectures Technology Architecture - D Service Design

Selecting opportunities and solutions Opportunities & Solutions - E Service Transition

Defining architecture implementation Migration planning Architecture services - F

Service Transition

Architecture services Implementation governance - G Service Transition

Architecture services Architecture change management - H

Service Transition

Architecture services Requirements management - R Service Design


TOGAF® 9.1TOGAF® 9.1


The Open Group Architecture Framework (TOGAF) is an important enabler and a framework for delivering Enterprise Architecture

TOGAF consists of a framework for categorizing what you need to capture about the enterprise and a definitive and proven step-by-step method, called the Architecture Development Method (ADM), for developing, implementing, and maintaining the enterprise architecture.

What is TOGAF®?


TOGAF 9.1 - The Big Picture

TOGAF Enterprise Continuum & Tools

TOGAF ADM & Content Framework

TOGAF Capability Framework

Part II Architecture Development Method

Part VII Architecture Capability Framework

Part V Enterprise Continuum & Tools

Part III ADM Guidelines & Techniques

Part IVArchitecture

Content Framework

Part VI TOGAF Reference Models

Bu

sin

ess

Vis

ion

an

d D

rive

rs

Bu

sin

ess

Cap

abili

tie

s

Informs the Businessof the current state

Ensures Realizationof Business Vision

Informs the capability

Refines Understanding

Business needs need into method

Delivers newbusiness solutions

Operational changescause updates

Sets targets,KPIs, budgets for architecture roles

Drives need for Architecture

Capability Maturity


TOGAF Architecture Domains

Enterprise Architecture Domains- Business architecture

• Describes the processes the business uses to meet its goals. It links strategy formulation to strategy implementation.

- Application architecture • Describes how specific applications are designed and

how they interact with each other.- Data architecture

• Describes the enterprise's logical and physical data resources and how the data is managed.

- Technical architecture • Describes the hardware and software infrastructure that

supports the business processes, applications, and their interactions.


TOGAF 9.1 Components


Organizational Governance Structure


TOGAF 9.1 ADM Process


Capability-Based Planning: Capability Increments

Capability

Capability IncrementCapability IncrementCapability Increment

People Dimension

Individual TrainingCollective Training

Professional Development

Process Dimension

ConceptsBusiness Processes

Information Management

Material Dimension

InfrastructureInformation Technology

Equipment


Capability-Based Planning: Capabilities in an Enterprise Architecture Context

Capability(outcome-oriented)

Capability IncrementCapability IncrementCapability Increment

Building Blocks(Deliverables)

Corporate Strategic PlanBusiness Transformation

Goals and Objective

Manages & Creates

Consists of

Designates

Architecture Vision

(Phase A)

Basis for

Corporate Project Portfolios

Architecture Definition

(Phase B, C, D)

Work Packages Corporate Project

(across Portfolios)

Transition Architecture(Phase E, F)

Corporate Project Increments

(across Portfolios)

Architecture and Solution

Building Blocks

Basis for

Capability Increment Solutions

Work Packages

Basis for

Basis for

All deliver

Broken down into

Consist of


Business Architecture Domain


Enterprise Business Architecture and the TOGAF-ADM Phases

Phase A: - Architecture Vision describes the initial phase of an

architecture development cycle. It includes information about defining the scope, identifying the stakeholders, creating the Architecture Vision, and obtaining approvals.

Phase B: - Business Architecture describes the development of a

Business Architecture to support an agreed Architecture Vision.


Private Sector Business Architecture Is…

The fundamental organization of a business embodied in its components, their relationships to each other and to the environment of the business, and

The principles guiding the organization’s design and evolution

Where:- Fundamental organization means essential, unifying concepts and principles

(i.e., product and service alignment)- Business includes its lines of business, products, services, organizations, and

business processes, etc.- Environment is the context of the business, including its markets, market

segments and customers, business partners and suppliers, and its governance and regulators

*Based on IEEE 1471 – Definition of Architecture


Business Architecture as a Modeling Discipline

Business architects develop business models to support planners, analysts, and designers in:- Conducting formal analysis of current “as-is” business to identify

opportunities and/or risks- Strengthening organizational design and performance

frameworks - Aligning IT assets with business strategy- Defining “could-be” business design alternatives

Business architects use frameworks, reference models, and patterns to:- Increase the efficiency and quality of business models- Foster re-use of business model elements across the enterprise


Private Sector Drivers for Architectural Approach

A number of fundamental drivers require architecture:- Electronic, Integrated, and Alternate Service Delivery- Shared Services Agenda- Focus on accountability- Breaking down silos and thinking horizontality- Need for better track record on complex change planning- Cross-jurisdictional agenda- Increased enterprise agility: ability to adapt to environment with

increased rate of change- Need for business context to be leveraged as a result of

emerging technologies- Need to plan and optimize at enterprise level (i.e. low-hanging

“local” fruit are gone) - Rising citizen expectations – wise use of public funds


Business Architecture Manages Complexity of “As-Is” Analysis and “To-Be” Design

Enterprises are very complex Complexity creates a challenge to:

- Understanding and analyzing the current “as-is”- Specifying, planning, designing, and transitioning to future “to-be”

Traditional methods and tools have not effectively addressed complexity or scaled to enterprise level!

The discipline of public sector business architecture provides tools and techniques to address complexity and supports planning, analysis, and design from an enterprise-wide holistic systems perspective

Results in public sector enterprises that are:- More capable of achieving outcomes efficiently

- More capable of change and agility


Business Architecture Addresses Alignment, Assurance, Knowledge, and Productivity Goals

Greater alignment of operations to business strategies

Greater alignment of investments in change to business results

Greater assurance of feasibility of complex change initiatives

Greater knowledge of business design Greater productivity in planning, design, and

implementation of business change


Core Capabilities of Business Architecture

1. Strategic analysis and defining outcome strategies

2. Enterprise analysis and value chain optimization3. Modeling to solidify effective collaboration

throughout the transformation initiative 4. Aligning target business architecture with target

solution architecture


Strategic Analysis and Planning – Defining Enterprise Transformation Outcomes

1. Formally defines the ultimate mission of a private sector organization and ensures the focus is client-centric.

2. Sets the top point of alignment for the rest of the business model.


Aligning LOB`s and Product lines to Guide Benefits Realization Strategy

- Lines of business & product lines are aligned when products, produced by product lines, support accomplishment of business results

- Alignment occurs when the customer is a member of the market segment and receives value from the product in relationship to need(s) recognized by the line of business

Line of Business

Results

Need

Market Segment

Product Line

Product (Good or Service output)

Customer

Satisfies Provides value to

Produces

Offers

Accomplishes

Impact

Experienced by

Is a member of


Program Logic Model Supplements Outcome Network Diagram with Contributions of Outputs to Outcomes

Services & Activities

Outputs

Direct outcomes

Intermediateoutcomes

Strategicoutcome

Increased public safety

Reduced property loss

due to flooding

Reduced death rate due to

flooding

Reduced flooding

Reduced value of floodplain

development

Reduced number of floodplain inhabitants

Reduced number of floodplain

developments

Floodplain development

restriction activities

Restored wetlands

Wetland restoration activities


Performance Management of Strategic Enterprise Transformation Initiatives

Framework- Organizing, automating, and analyzing business metrics, processes, and systems that

drive performance.

Performance data- Requires consolidation and analysis of performance data from various sources.

Performance improvement- Improves process design and execution by creating feedback loops to identify and

eliminate process problems.

Performance forecasting- Provides forecasting against metrics, characterized by varying degrees of

predictability.

Key performance indicators- Defines and produces key performance indicators (KPIs) to monitor against

operational targets.

Performance risks and outcome prediction- Supports risk analysis and prediction of outcomes of major undertakings.


Performance Management Drivers

Accountability- Requires measurement of actual program and service

performance against goals to assess accountability.- Encourages effective and efficient use of public resources.

Change benefits realization- Supports management and measurement of project

benefits. Operational continuous improvement

- Supports optimization of operational resource allocation based on operational performance reporting.

Information requirements- Identify information required to measure performance and

support decision making.


EQE: Service Performance

Service output provides basis for service performance measurement.

Service efficiency:- Comparison of volume of service outputs to cost of

resources (voice of provider) Service quality

- Comparison of output to service standard (voice of client) Service effectiveness

- Contribution of service output to program outcome (voice of program owner)

- Effectiveness ensures legitimacy of service (e.g., could be high quality, low cost – but the wrong service)


Enterprise Analysis and Value Chain Optimization Through Value Chain Modeling

Represents value chain design options to support optimizing the provision of target group facing services as identified in program design.Represents “as-is”, “to-be”, and “could-be” value chain models to support:

– Consolidation or distribution of business functions within the chain

– Identification of business interoperability requirements

– Identification of horizontal accountability relationships and requirements for service level agreements

Program Modeling

Value ChainModeling

ServiceModeling

Process Modeling


Value Chain Modeling Extends Line of Business Modeling

Line of Business

VALUE CHAIN MODELING LINE OF BUSINESS MODELING

Target Group Facing

Services

Corporate Function

SupportServices

A value chain model represents horizontal linkages between lines of business and business functions across products and services.

Corporate Function

SupportServices

Corporate Function

SupportServices

Support services provide value directly or indirectly to target group facing services

Identifies target group facing services


Service Integration and Accountability Model (SIAM) Represents Horizontal Accountability Structure of Service Value Chains

Diagram demonstrates the flow of horizontal account-ability across an organization, where support services provide valued outputs to target group facing services, which in turn provide final valued outputs to end clients or customers.

Purpose: • Focuses on concerns of program and

policy managers• Produces a business design that

ensures completeness (i.e., all services required to achieve program and policy outcomes)

• Produces a service design that is optimal in terms of identifying shared processes

• Enables alignment of services, performance measures, accountabilities with organization structure and roles

Aligns with:

Business Network Diagram

Business Use Case Diagram

Logical Application Deployment Diagram

Components:

Level: Conceptual View: Structural, Functional Zachman cell: R2C2

ClientService

Service Output

Organization


SIAMs Support Value Chain Re-Engineering

Unconstrained SIAM: Services are shown independent of organizational context

Constrained SIAM: Services are shown in context of the organizations accountable for providing them

Supports value chain re-engineering:- Begin with processes required to support service

delivery- Extract common processes from two or more services

where service efficiency or effectiveness can be improved

- Form support services (can be insourced or outsourced)

Service outputs indicate points of integration and accountability:

• Service level agreements (SLAs) define accountability of internal service provider


What Is a Private Sector Reference Model?

An abstraction of a private sector domain A public sector business architecture toolkit! Usually “open source” and administered by a

community of interest Includes:

- Common public sector components and language• To aid stakeholder communication and consensus

- Common business models or analytic views• To represent aspects of the domain

- Customizable business patterns• To facilitate re-use


Business Reference Model

Target Groups

Business ConsumersOutputs

ProviderOrganizations

Authority

AccountabilityRoles

Responsibility

Used in

Deliver

Accomplish

Governance Outcomes& Impacts

Markets

Lines of Business

Products*

Processes

Resources

*Products = Goods or services


Examples of Private Sector Reference Models

Domain Model

Insurance ACORD, Vista™

Telecommunications eTOM

Healthcare HL7 (patient and clinical data standards)

IT ITIL/ITSM - Information Technology Infrastructure Library and IT Service Management

Accounting GAAP – Generally Accepted Accounting Principles


Uses and Benefits of Reference Models

Common language supports foundation for:- Stakeholder consensus- Community exchange / re-use / extension of

models / methods, etc. Re-usable patterns support rapid assembly

of models:- Customization, as opposed to discovery- High-quality parts

Specifies and aligns comprehensive “suite” of business models to bridge policy to implementation- Each business model represents one of various

aspects of public sector enterprise


Reference Models Provide Categories for Performance Measurement Dimensions

GSRM Service Efficiency Category ExamplesEfficiencyIndicator Type

Description

Average unit cost Value (sometimes price) of one service output compared with the unit cost of the resources to produce and deliver it.

This indicator is equivalent to unit cost per service recipient. Many variations on this indicator are possible.

Average per-capita cost Total cost of producing all service outputs per time period, compared with the total number of service recipients targeted in that time period, whether served or not.

This indicator is equivalent to the investment in meeting target group needs, and many variations are possible.

GSRM Service Effectiveness Category ExamplesEffectiveness Indicator Type

Description

Outcome Achievement Refers to the degree to which the direct outcomes of the program(s) (to which the service contributes) are achieved.

A direct outcome is defined as a desirable trend in the level of a recognized target group need.

Takeup Rate Refers to the rate at which service demand rises (or falls, as appropriate) in a reference time period.

Is a proxy indicator for meeting a predicted level of need.


Categories for Performance Measurement Dimensions - Continued

Reference Model - Service Quality Category Examples

QualityIndicator Type

Description

Responsiveness Refers to the responsiveness of the service to a request (where applicable) in relation to a rule.

Accuracy Refers to the correctness of the output in relation to a rule (where applicable). For example, Is the information or advice provided by the service correct?

Availability Refers to the availability of the service according to a scheduling rule.

Compliance Refers to the number of failures or departures from a constraint imposed for a legal or policy reason or due to an approved standard.

Reliability Compares the reliability of the service’s production and delivery of an output to a rule (e.g., error rate).

Capacity Measures the capacity of the service to respond to fluctuations in demand and contingencies without compromising other metrics in terms of a rule.


Enterprise Business Architecture Roadmap

Supports top-down modeling of complex public sector enterprises

Not all modeling assignments need each level of design

Modeling level above sets scope for level below

Successive levels span policy to logical systems requirements definition

Orthogonal Views

Enterprise

Line of Business

&

Value Chain

Detailed business process & rules

Outside-In

Client

Scenario Variation Matrix

Semantic Diagram

Program Service Alignment Model

Program Logic Model

Swimlane Diagram

Service Integration & Accountability Model


State Transition Diagram

ProductOutput Output

Value Chain

Modeling

Behavioural View

Line of Business Modeling

Functional ViewStructural View

Business Rules Business ProcessProcess Modeling

Service Modeling

Service

Top

Dow

nBusiness Network

Model

Target Group Member

Product Value


Why Do We Need Aligned and Architected Solutions?

Business transformation is enabled by appropriate

system solutions. Solution interoperability will support value chain

integration. Business patterns abstracted from business

architecture facilitate business transformation:- System solutions aligned with business patterns support multiple

business situations.

Potentially higher design costs are offset by- Lower implementation costs:

• Better fit to business and improved interoperability• More opportunities to accommodate reuse in other business areas

- Lower ongoing maintenance costs:• More flexibility to accommodate business changes


Enterprise Architecture Planning Roadmap

Orthogonal Views

Semantic Diagram


State Transition Diagram

Behavioural View Functional ViewStructural View

Logical Systems Design

Service & Process Design

Logical Models

Functional Architecture

Technology Archtiecture

Information Architecture

Logical Data Model

Network ModelSystem Use Case Model

Security Architecture

Trust Model

Logical Applications Model

Logical Technology Model

Strategic Solutions Architecture

Target Applications Portfolio

Target Technology Model

Logical Integration Model & Data

Mastering

Scenario Variation Matrix

Application & Data Integration

Requirements

Current Systems Assessment

Strategic Guidelines & Constraining Principles

Current Systems & Technology Assessment

Physical SystemsDesign

Architectural process creates the

target design (model) of the

enterprise solutions


Planning the Solutions Roadmap

Strategic Solutions Architecture

Target Applications Portfolio

Target Technology Model

Application & Data Integration

Requirements

Transformation Roadmap

Strategic Projects Portfolio

Physical Systems Design

Implementation Planning and

Cost Estimating

Cost Justification & Implementation

Business & Technology Enablers

Implementation Work Packages & Cost

EstimatesImplementation

Schedule

Business Case Project Portfolio Solutions Roadmap

Target System Model


Implementing the Solutions


Contrasting Business Architecture & Business Analysis

Highlighting differences pinpoints required interactions between business architecture and business analysis for alignment

- Business architecture accountabilities include (but not limited to):• Strategic analysis and enterprise capability gap assessment• Defining “could-be” business design alternatives• Determining future funding prioritization through capability value contribution

models and performance assessments that clarify which capability gaps are most important to close.

• Enterprise value chain re-engineering/optimization for service efficiency, effectiveness and quality benefits realization

• Identifying redundant services and implementing reuse strategies• Designing shared services

• Ensuring Solution interoperability will support value chain integration• Aligning target solutions with target business patterns to support multiple business

situations (integrated systems that support many value chains) • Defining enterprise project portfolios to drive transformation ensuring capability

enhancements and full benefits realization • Creating employee engagement by continuously advocating vision, mission, and

goals of the organization to all employees to demonstrate how the work they do contributes to the overall success of the organization


Contrasting Business Architecture & Business Analysis (Continued)

Highlighting differences pinpoints required interactions between business architecture and business analysis for alignment

- Business Analysis accountabilities include (but not limited to):• Project stakeholder analysis and business process problem root cause analyses• Defining “could-be” business process design alternatives• Determining project stakeholder requirements prioritization through performance

metrics assessments that clarify which process improvements will best contribute to closing enterprise capability gaps.

• Process re-engineering/optimization for output efficiency, effectiveness and quality benefits realization

• Identifying redundant processes and promoting reuse strategies• Designing shared processes

• Ensuring future case systems interoperability will support future case process integration

• Aligning solution application functionality with process patterns to support multiple business scenarios (shared system use cases that support many operational processes and their various scenarios)

• Defining excellent systems requirements to enable desired process enhancements and target benefit realization

• Managing stakeholder expectations by continuously enforcing project requirements traceability to mitigate scope creep and the undermining of the project business case


Sample Interactions Between Business Architects and Business Analysts

Business Architecture Activity

Enterprise Architecture Standardized Deliverable/s

Business Analysis Benefits

Strategic Analysis and Planning

Clearly defined Program Logic Models (alignment between service outputs and direct, intermediate and strategic outcomes)

Target member/Market segment needs analysis

Target program performance metrics

Clear actionable understanding of: Organisational goals Program/LOB contribution to organizational

goals Service outputs value propositions to target

Member/market segment needs Transformation initiative business case

Enterprise e analysis and value chain optimization using reference models

Service Integration Accountability Models Target/Customer facing service output

classifications. Service level agreements Vertical and horizontal service

accountability diagrams: Service manager to program

manager Service manager to service manager Program and service RASI Charts

Clear actionable understanding of: Project portfolio dependencies Project deliverable context Value chain patterns for rapid analysis and

customization of service design: Reusable value chain service

dependencies and Interoperability requirements

Internal and external service stakeholders Service performance targets or lack of Targets Service accountability overlaps or gaps

Service analysis and definition for Program/LOB operations design

Semantic Diagrams and Conceptual Data Models

Service Output State Transition diagrams Business Use Case diagrams

Business Use Case Profiles Scenario Variation Matrixes Business Use Case Narratives

Process Models Business Network Diagrams

Clear actionable understanding of: Project Drivers and Scope Project Business Case Business Requirements Stakeholder Requirements Business rules governing process execution Process in scope and scope of each process

Process enablers Process performance metrics for non-

functional requirements elaboraton


Architecture Best Practices Underpinning Effective Interactions

Iteration Progressive elaboration Enterprise modeling using standardized notations to

create a common language- Reference models- Architecture guidance through the use of a business

architecture road map for model development - Business patterns for rapid analysis and custom design - reuse - Service Oriented Architecture

Performance measurement frameworks for managing risk to transformation justification

Architecture alignment and requirements traceability for scope management


ITIL®

Service Lifecycle

ITIL®

Service Lifecycle


What is ITIL®

The most widely accepted Framework of IT service management in the world.

Provides a cohesive set of best practice, drawn from the public and private sectors internationally.

Supported by a comprehensive qualifications scheme, accredited training organizations, and implementation and assessment tools – (Cabinet Office).

Provides a set of guidance for defining, strategizing, designing, transitioning and implementing integrated set of phases and processes covering the entire ITSM service lifecycle.


Governance MethodsStandards Alignment

Case S

tud

iesTem

plates

Scal

abili

ty

Quick Wins

Qualifications

Study Aids

Knowledge & S

kills

Sp

ecia

lty

Top

ics

Executive Introduction

ITIL® V3 Service Lifecycle Phases

Service Strategies

Continual Service Improvement

Service Strategies

Continual Service Improvement

Future Complementary Value Added Products

The Core Models within the Service Lifecycle Phases

Crown Copyright 2007. Reproduced under license from OGC


ITIL® Service Lifecycle Phases

Business / Customer Requirements

Develop operational plans, procedures and work instructions, day to day organization and team management, monitor, report and control, etc.

Create transition plans, test solutions and acceptance criteria, validation, building and deployment, capture and manage knowledge, etc.

Design architectures and standards, roles and responsibilities, processes and technology, etc.

Align business and IT strategies, establish objectives and policies, manage service portfolio and investments, confirm resources and possible constraints, etc.

Measurement analysis and reporting, develop improvement actions and plans, etc.

Continual Service

Improvement

Service Operation

Service Transition

Service Design

Service Strategy

ITIL guidance in achieving customer and provide beneficial solutions

ITSM Functions

Technical Management

Application Management

Operation Management Service Desk

Technical resources required to develop and deliver successful projects and IT services


ITIL® Service Lifecycle – Big Picture


COBIT® 5COBIT® 5


What is COBIT?

Control Objectives for Information and Related Technology (COBIT) is a framework created by ISACA for information technology (IT) management and IT governance.

It is a supporting toolset that allows managers to bridge the gap between control requirements, technical issues and business risks.


COBIT 5 Principles


Principle 1: Meeting Stakeholder Needs


Principle 2:Covering the Enterprise End–to–End

Governance Enablers comprising: • The organizational

resources for governance• The enterprise’s

resources• A lack of resources or

enablers may affect the ability of the enterprise to create value

Governance Scope comprising• The whole enterprise• An entity, a tangible

or intangible asset, etc.


Principle 3:Applying a Single Integrated Framework

Enablers provide structure to the

COBIT 5 knowledge base


Principle 4:Enabling a Holistic Approach


Principle 5 - Governance and Management Defined


Governance ensures that stakeholder needs, conditions and options are:- Evaluated to determine balanced, agreed-on enterprise

objectives to be achieved - Setting direction through prioritization and decision

making- Monitoring performance, compliance and progress

against agreed direction and objectives (EDM) Management plans, builds, runs and monitors

activities in alignment with the direction set by the governance body to achieve the enterprise objectives (PBRM)

Principle 5:Separating Governance from Management


COBIT 5 Process Reference Model


COBIT 5 Mapping Summary


Sample Program Structure


Sample Goal-Based processes priorities

The following Goals Cascade assumes the adherence to the following Business Goals

- Optimization of business process functionality. • Strengthen the internal processes and process

delivery of service provider as an organization until they are prepared to deliver value and effectiveness.

- Customer oriented service culture. • Evolve a service catalogue and portfolio into services

that are clarified, supported and advertised to the stakeholders and customers. Refine and perfect the model for how those services are delivered by service provider and measure how well they are received.

- Stakeholder value of business investments.• Manage and refine the ‘value’ of Service Provider’s

services and the organization. • Apply every method possible to improve benefits while

balancing cost.


Benefits of ITSM Implementation Against CMMi

PROCESS MATURITY

Initial (0-0.99)

Defined (2-2.99)

Managed (3-3.99)

Optimized (4-5.00)

Repeatable (1-1.99)

Best practices are followed and automated

Processes are aligned with business objectives

Processes are optimized toward customer service

Continuous improvement

Well-documented overall tool architecture with complete integration in all areas of people, process, and technology

Loosely defined roles

and responsibilities

Processes are

irregular, undefined,

and used reactively

Manual processes or a

few specific

discrete tools

(pockets/islands)

No internal resources

are allocated to

lead process

maturity effort

Roles and

responsibilities are

assigned

Processes follow a

regular pattern and

are capable of being

repeated

Many discrete tools,

but a lack of central

control

Data stored in

separate locations

Clearly defined and

agreed roles and

responsibilities

Formal ITIL training

plan and schedule

Processes are

documented and

communicated

Consolidated data

retained and used

for trending and

forecasting

Inter and intra process teamwork

Quality-based performance incentives

Processes are monitored and measured

Info is produced from processes to support management decisions.

Integrated toolsets, databases, and processes

Level 2

Level 1

Level 3

Level 4

Level 5Note:• Focus on ‘improvements’

• Implementation will focus on control.

• Process design should be ‘integrated’.


Sample Assessment Results


Sample Assessment Overview


Sample High Level Roadmap


Formalizing the Service Management Strategic Plan as part of the first steps in implementing a service management culture.

Establish an Enterprise Architecture Framework to guide, inform and accelerate Service Management projects and initiatives.

Develop a governance model for managing the Enterprise Architecture with corresponding RACI charts and an Enterprise Architecture Compliance model.

Build an ITSM Business Relationship Management framework. Adopt and refine a service delivery model for shared services. Define, select and implement an integrated IT Service Management

tool. Modify job descriptions to match changes to roles as an effect of

introducing the new governance models. Train staff in the industry frameworks and new/changed processes. Introduce a Continual Service Improvement program across Service

provider’s organization

Sample Recommendations


Additional Recommendations

Final assessment report Business case Implementation plan

- Processes- Technology- People


Important Considerations to the Approach


The Cycle of Continual Service Improvement

The Approach to Continual Service Improvement

Produce meaningful measurements & metrics.

Monitor and review

Initiate service & process improvement initiatives

Develop plans, schedule and allocate resources

Based on realistic measurable targets.

Consider constraints – Time, Money and Resources

Current state baselines, capability & maturity.Compare with best

practice, legislation, policy, etc.

In line with business vision, goals & objectives

What is the ITSM Vision?1

How do we confirmmilestones have

been reached?

How do we get where

we want to be?

Where do we want to be?

Where are we now?2

3

4

5


How do we keep the

momentum going?

6Communicate and recognize

good work.Foster a service

management culture

Ongoing CSI

3-6 months

2-5 years


Implementation Impact Areas

Implementation has an impact on many parts of the IT organization

Process re-engineering changes everything…


PROCESS

PEOPLE MANAGEMENT

TECHNOLOGY

• Single Point of Accountability• Logical Group of Activities• Cross Departmental• Defined Procedures• Repeatable, Consistent• Global Standards

• Enhanced Skills• Multi-Functional Teams• Values/Beliefs• Cultural Biases• Training• Career Development

• Mgmt. Commitment• Mgmt. Participation• Compensation / Rewards• Values / Beliefs• Coaching / Enabler• Career Opportunities• Organizational Design

• Teamwork Enabled• Service Management Tools• Integrated Data Sharing• Knowledge Management• Management Information


Challenges, Critical Success

Factors and Risks

Challenges, Critical Success

Factors and Risks


Critical Success Factors

Understand Business and IT strategy and goals

Securing Management commitment and Involvement

Understand your stakeholders, their impact and view points

Establish your Business Case

Ensure sufficient program funding

Allocate knowledgeable resources at the right level with proper RACI R&R mapping

Identify the program road map and CSFs


Critical Success Factors

Ensure Program Owner/Champion, Service Owner and Business Relationship Managers roles are in place

Adoption, definition and design of relevant ITSM processes

Have the right tools to support your program

Establish a knowledge transfer program


Challenges / Risks

Working under pressure and in reactive mode will impact your benefit realization

Managing behavioral and cultural change

Lack of understanding of the roles and responsibilities

Inadequate resources, budget and time

Lack of information, monitoring and measurements to understand current status

Inappropriate tools and technologies

Unstructured implementation approach


Challenges / Risks

Lack or wrong Performance Measurements Ambiguity of business needs and requirement Lack of understanding how ITSM enables and

supports business services and processes Over-ambitious goals Lack of governance “Tool” approach to Implementing ITSM Implementation without the proper “Transition”

processes and activities


Skills Framework (Resources Capacity)

Skills Framework (Resources Capacity)


Enterprise Business Architecture


The Structure Of The Architecture Skills Framework

A typical architecture team undertaking the development of an enterprise architecture would comprise the following roles:

- Architecture Board Members

- Architecture Sponsor

- Architecture Manager

- Architects for:• Enterprise Architecture • Business Architecture• Data Architecture• Application Architecture• Technology Architecture• Program and / or Project Managers• IT Designer• etc . . .


The Structure Of The Architecture Skills Framework

Categories of Skills- The TOGAF team skill set will need to include the following

main categories of skills:• Generic Skills: leadership, team working, inter-personal, etc.• Business Skills and Methods: business cases, business process,

strategic planning, etc.• Enterprise Architecture Skills: modeling, building block design,

applications and role design, systems integration, etc.• Program or Project Management Skills: managing business,

change, project management methods and tools, etc.• IT General Knowledge Skills: brokering applications, asset

management, migration planning, SLAs, etc.• Technical IT Skills: software engineering, security, data

interchange, data management, etc.• Legal Environment: data protection laws, contract law,

procurement law, fraud, etc.


Sample Structure Of The Architecture Skills Framework

Skills Matrices – Example Generic Skills


Program Management Project Management Business Analysis Consulting Skills

Other capabilities


ITIL® 2011 Qualification Scheme / ITSM Capabilities

Note- Minimum 22 credits

required to achieve ITIL® Expert level


Service Strategy


Service Design


Service Transition


Service Operation


Continuous Service Improvement


COBIT® 5.0 Certification Scheme

Foundation- Prerequisite

• None- Audience

• IT auditors, IT managers, IT quality professionals, IT leadership, IT developers, process practitioners, managers in IT service providing firms

Implementers- Prerequisite

• Successful completion of the COBIT 5 Foundation Exam• Successful completion of the COBIT 5 Implementation Course

- Audience• IT auditors, IT managers, IT quality professionals, IT leadership, IT developers,

process practitioners , Managers in IT service providing firms, business managers Assessors

- Prerequisite• Successful completion of the COBIT 5 Foundation Exam• Successful completion of the COBIT 5 Assessor Course

- Audience• Internal and External Auditors, IT Auditors and Consultants


Thank You.

Questions!?

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