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IBM Software Group

© 2009 IBM Corporation

Realizing Value with Enterprise Architecture Management

Aju Murjani (CEA)Regional Business Manager, [email protected]

Building a Smarter Organization with IBM Rational

http://www.ibm.com/software/rational

http://www.ibm.com/software/rational

IBM Software Group | Rational software

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Aju Murjani IBM Rational

EA/BPO, Asia Pacific

BSc. Business & Finance (Uni. Of Portsmouth, UK)

8 years in Enterprise Architecture/ SOA / BPM Activities

Carnegie Mellon University‟s Certified Enterprise Architect

Certified BPR – ISS, Singapore

TOGAF 8 Certified

Project involvements in: Defence Science Technology Agency, Singapore Singapore Government Enterprise Architecture, iDA Asian Development Bank, Philippines (Government) Energy Market Company, Singapore Power Seraya, Singapore PT Telkom, Indonesia Bank Simpanan Nasional, Malaysia POS Malaysia, KL Bank International Indonesia, Indonesia MERALCO, Philippines

Work Experience Telelogic IDS Scheer Fujitsu Asia

[email protected]


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Today‟s requirements for successBusiness concerns:

Operating more efficiently

Transforming to cope with massive changes in operating environments and the marketplace

Achieving differentiation in a global marketplace

Effectively absorb newly acquired or merged business operations

CIO needs:

Operating within tighter budgets that constrain business and technology resources

Consolidating of technology and resources

Greater governance for efficient operations and regulatory compliance

Better decision making and greater agility

True interlock between business and IT priorities

Business-Technology challenges:

Making accurate and reliable decisions because

Discovering and eliminating waste and inefficiencies

Gaining business and technical insight to develop accurate plans

Being flexible to match rapidly changing business environment

Avoiding misunderstandings and false starts on new services or programs.


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Key Objectives

With the emphasize of real case studies, we will cover:

How can we “QuickStart” an Architecture Practice in the organization?

How EA teams go beyond data collection to driving the agility agenda?

How can architects be sure the goals of the EA team will be embraced by the rest

of IT? By the business?

Can you improve internal stakeholder collaboration and analysis by establishing a

modeling environment for everyone?

What is the value of conducting impact analysis to see the impact of changes

before problems occur?


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IBM Rational Software Delivery Platform

• Enterprise Architecture

• Enterprise Modernization and Transformation

• Organizational Governance

• Skill Development and Community

• Implementation Services

Manage

Evolving

Requirements

Manage

Architecture

Accelerate

Change

& Delivery

Improve

Project

Success

Deliver

Enduring

Quality

Deploy Process & Governance Best Practices

In-house software

Outsource vendors

Packaged applications

Systems & products

Solutions to help customers achieve greater value and performance from their investments in delivering software

http://www-306.ibm.com/software/info/developer/index.jsp


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Why customers care about Enterprise Architecture?

Risk management

Performing and understanding the impact

change has across enterprise

IP retention

Protect organization from shifts in

personnel; need to move away from tribal

knowledge

Quality

Improved design and creation of products,

as well as deployment

Adopt Best Practices (IFW. TOGAF etc)

Agility

How managing architecture improves time

to market, time to value

More quickly demonstrates ROI from both

business & IT investments

Compliance

It‟s easier to comply with governance

policies at the architectural level vs.

implementation

Collaboration

Visualize and Communicate

Leverage elements across subsystems

and product lines

Productivity & cost reduction – consolidation / initiate new projects from a common starting point


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IBM provides the complete enterprise offering

• Proven Method

• Based on Best Practices

• Covers Tool and Methodology

• Demonstrate Immediate Value

•Industry Leading EA Solutions

•Collaborative Environment

•Intuitive Usability

• e-Learning

• Tool and Methodology Training

Certification

and Training

ToolsEA QuickStart


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IBM Positioned in Leaders Quadrant – Enterprise Architecture Gartner, Inc.‟s 2009 Magic Quadrant for Enterprise Architecture Tools

Leaders Quadrant – Leaders, like IBM:

Demonstrate both “completeness of vision” and “ability to execute”

Have “broad range of capabilities to support EA, combined with the ability to deliver this to a diverse group of stakeholders”

Provide “good capabilities to assist EA's mission to translate business vision and strategy into effective enterprise change”

“Have a clear vision of where EA is going and maturing”

Source: Gartner, Inc., Magic Quadrant for Enterprise Architecture Tools, Gartner RAS Core Research Note G00172491, Robert A. Handler, Chris Wilson, 12 November 2009. This Magic Quadrant graphic was published by Gartner, Inc. as part of a larger research note and should be evaluated in the context of the entire report. The Gartner report is available upon request from IBM (see provided link).

Download the full report

http://imagesrv.gartner.com/media-products/pdf/reprints/ibm/external/volume4/article28.pdf


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.

Custom

Training

• Users/Roles

• Use

Scenarios

• Meta-model

& USRPROPS

• Populated

Repository

• System Architect

Basic Course

• Advanced

Course

• Knowledge/

experience

transfer

EA Enhancements

WorkshopCustom Training

• Support additional EA users

• More complex EA use scenarios

• Additional EA Domains

• Expanded EA access and

reporting capabilities

EA Pilot

• Leverages Workshop

Deliverables

• Reinforces Training

• Populates several

EA Domains

• Demonstrates EA

Value

• Resolve remaining

implementation issues

QuickStart

Workshop

EA Roll-out/

DeploymentEA Pilot

Project

Each QuickStart Module

Guides the scope/content of the following module

Builds on the previous modules deliverables

2 Week Program6 - 8 Week Program

EA QuickStart


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Enterprise Strategy

Business Operating Environment

and IT Infrastructure

Change Programs

Soln Outline Macro Design Micro Design Devt, etc.

Programme Architecture

Soln Outline Macro Design Micro Design Devt, etc.

Programme Architecture

Technology

Availability

Business

OpportunityBus Strategy IT Strategy

Enterprise Architecture= “the city plan”

Strategy= “the city’s purpose & goals”

System Design= “the buildings”

Pro

gra

m F

ocu

sE

nte

rpri

se w

ide

Fo

cus

Strategy

Planning

Design

and

Delivery

Enterprise Architecture

Enterprise Capabilities

Technology Architecture

IS Architecture

Business Architecture

Go

ve

rna

nc

e

Tra

ns

itio

n P

lan

nin

g

Enterprise Architecture - „vehicle‟ to align Businesswith IT


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QUIZ

Describe the purpose of EA in one 160

words sentence.


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Initiative: ISTS II Enterprise Architecture

Project Title: BPM-EA Tool Implementation

Implication: Business Initiative

ISTS II IT Projects

Why ADB embarked on this project?

• LTSF/MTS

• Strategy 2020

• Result Framework

• Policy/OM Add/Changes

• CTL COSO Framework

• P3M Non-Financial

• P3M Financial

• CMS/Procurement

• Business Travel Process

• OIST COBIT

• ITIL

• Attestation


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Appl ications/ Systems

Strategy

OperationManual

Processes/ Sub-

processes

Result

Report &Document

Information/ Data

Technology

Strategic Architecture

Business Architecture

Information & Data Architecture

Application & System Architecture

Technology Architecture

Hardware &

Technology

Data Flow

(Interface in System Architecture)

ApplicationData Object

& DFD

Report & Key Document

Business Rules

Procedure

Policies

Operation

Measure

Management

Report

Business

Objective

Business Rules

/ Policies

Key Performance

Measure

What did BPM-EA Tool do for us?

•Develop diagram and store

associated narrative

•Store information as data, not

as a document

•Integrate business and IT

information

•Provide reporting capability

•Publish stored information on

to web site


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What are they trying to achieve?

• Having useful information, not just data or

document

• Improve capability to manage changes

Understand impact to process &

IT Systems before changes take place


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What is the ADB situation?

Strategy

BusinessProcess Missing Link

in Business Process &Information Management

Operation

Execution

Management

Operational

Management

Institutional

ManagementSPD &

Policy/OM Initiator

Policy/OM ExecutorOIST

Result Policy

Report/DataInformation

System

Knowledge

Collaboration

HumanResource

Manual &Procedure

EvaluationIT

Infrastructure

Contents

Role &Responsibility


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What are the common success factors?

• Align strategy, process and IT

• Well established cross functional team

• Well defined change management process

• Developed planning process including investment

• Discipline for prioritization


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Why System Architect?

• Evaluated 3 leading vendors

• Could largely adhere to ADB requirements – supporting

BPM & EA

• Relatively robust Meta-model

• Links to Requirements management

• Relatively easy use

• Strong support from teams and remote support

Mikio Mukai

Project Manager (Process Improvement Specialist)


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Building blocks, rules, patterns,

constraints


Strategy, purpose, objective, vision,

etc.

Are we still moving in the

right direction?

Are our target architectures

still right?

This is the way things should be architected

& designed

EA Governance

Are we doing these things the way we said we want

them done?

The EA Lifecycle – Architecture Management & Transition Planning

Solution Development & DeliverySolution Development & Delivery

Programs & ProjectsStrategic Delivery

EA Transition Planning

Project Prioritization & Planning

These are the things we should do

These are our roadmaps

Enterprise Architects should

engage with Solution and IT

architects in a manner that fits

the enterprise’s management

style

Which fits your wider cultural

context? Which applies to your

organization now? What about

the future?

Note:


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Integrated Architecture with Role-Dependent Access

Executive Operations Development

OrganizationalArchitecture

DataArchitecture

BusinessArchitecture

TechnologyArchitecture

Goals, Mission &Capabilities

EnterpriseAnalysis


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Architecture Management framework: 3-tier reference model


“EA” as recognized by the

mainstream marketplace

Addresses breadth of business

strategy and tech architectures

Omnipresent and perpetual

(outlives programs & projects)

Solution Architecture

Addresses depth of specific solution

frameworks & technologies

Uses frameworks best suited for the

program, driven by business needs

Lifespan runs for several years

Consists of multiple projects

Project Delivery

Lifespan runs months to years

Often defined in context of

programs, but not necessarily


Enterprise-wide Insight and Planning

Integrated Solution Architecture

Program-level Architecture Planning & Integration

Project Delivery

Project-level Design & Development


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The products of EA are standards, documentation artifacts, and an Biz/IT governance process that help to:

Achieve strategic goals that depend on resources

Improve business performance by maximizing Biz /IT efficiency

Support the desire of executives and managers to have strategic priorities/business requirements drive IT solutions

Link multiple IT networks, systems, applications, services, and databases across the entire enterprise

Share information between lines of business

Reduce duplicative Biz/IT resources across the enterprise

Protect data and IT assets that rely on enterprise-wide approaches

Maximize the effective use of limited budgets

Improve human capital management in IT skill areas

The Concept of Enterprise Architecture – Outcomes


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Harvey NormanDeploying Enterprise Architecture For Enterprise Planning

Business Challenge

Couldn‟t answer the following

questions:

What services/capabilities does

an application support?

What is the cost of maintaining

our current application portfolio?

What functionality in the proposed

system overlaps with existing

functionality?

What systems will be affected by

the changes?

Customer Success

ROI of $10 million in first year

Exposed organizational relationships

and impact

Established enterprise architecture

governance

Efficient resource utilization and reuse

Increase Value of IT Improved Planning Improved Collaboration


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Customer Speak!

EAM: Addressing Key Concerns for Change and Innovation

Turn strategy into execution and measure the results Efficiently deliver solutions that keep pace with the business plan

Crystallize business priorities for IT actionMake planning actionable

Make faster, better-informed strategic and tactical decisions Enterprise blueprinting with interactive visualization and analysis

“Our enterprise planning helped us recover $10M in

costs by optimizing IT landscapes & processes”

“We have seen a 33% reduction in IT end-user costs

based on implementation of enterprise architecture”

“We can easily prioritize our next steps, and predict how

change will impact the organization.”

Achieve cost savings from consolidation, M&A and other change initiativesIncrease operational efficiency while reducing recurring and incremental costs

“We were better able to visualize and compare our

current infrastructure with our future goals and visualize the

journey between the two.”

Further Reference available:

Driving Business Transformation with Enterprise Architecture


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Make the right strategic decisions; align investments with priorities

Rational Software Architect integrates with Rational System Architect to drive alignment from enterprise architecture to solution architecture and design

Rational Asset Manager and Tivoli CMDB reduce cost by driving greater reuse across distributed and legacy environments

Rational Requirements Composerensures business stakeholder satisfaction by enabling more precise requirements elicitation

PrioritizeInvestments

ManageRisk

Strategy to Results

BetterDecisions

Rational System Architect

Streamline your decision-making

Consolidate and link business and IT information

Provide key input into enterprise planning

Provide accurate risk and impact analysis

Guide successful enterprise transformation

Rational Focal Point

Build, Buy, and/or Implement the right assets

Build and implement assets in the right manner

Maintain & operate assets in the right ways and retire or replace them at the right times


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Motivation and expectations for Architecture Management

Cost Reduction

What do we have?

Do we need all of it?

Consolidate to reduce costs?

Desire for impact analysis

Standardization

Adopt standards and best practices

See out areas of repeatability

Encourage development technology evolution

Still focusing on solution technology

Broaden Scope

Linking solution technology to business needs

Managing more types of architecture

Increasing focus on business architecture and business processes

Actionable EA

Business strategy drives solution strategy

Refine current state => future state

Able to compare states, create transition plan

Able to initiate new projects from established EA

Cost focus Value focus

• Multiple entry points for realizing value

• All recognize the need to manage both upstream planning and downstream delivery

• Some organizations will move through a progressive set of phases as they progress


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Creating the

Architecture

Populating the EA with information from all domains

Communicating to stakeholders in their context

Managing constant enterprise-wide change

Keeping implementations in synch with the prescribed EA

Consuming the

Architecture

Challenges impeding broader adoption of Architecture Management

Challenge in transforming business requirements into implementation


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Broader adoption requires greater collaboration and easier access to needed information

Simpler and automated harvesting from all enterprise resources

Governance with enterprise wide change management and best practices measurement

Enhanced reporting and usability to improve communication

Integrated solution delivery enabling reuse of assets and practices

Consuming the

Architecture

Creating the

Architecture

Integrated business & implementation requirements

Further Reference available:

Making Enterprise Architecture Actionable


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Roadmap for Enterprise Architecture Management

Enterprise assets

Enterprise planning

• Focus is narrow, deep and independent solution

designs for solution delivery

• Reuses and contributes to EA assets

Business Process Management

WebSphere Business Modeler

Application Design & Construction

Rational Software Architect

Embedded Systems & Software

Telelogic Rhapsody

Asset

Management(RAM)

• Business Motivation and Strategy

• Business Architecture

• Business Requirements

• Business Organization

• Information Systems Architecture

• Technology Architecture

• Change Management & Governance

Telelogic System Architect


• Align Business and development with strategy• Drive consistency across projects• Increase agility, ROI & effectiveness and

demonstrate through metrics

Enterprise Modernization

Rational Asset Analyzer

Database and Information Mgmt

Rational Data Architect

Operational Topology Modeling

Rational Software Architect

Requirements

Management(DOORS or ReqPro)

EA process content and

templates (RMC)Portfolio

Management(Focal Point)


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Six Steps to Organizational Cost Reduction

3-6

month

s6

-18 m

on

ths

2

3

4

5

1

6

Initiative Activity Considerations

Project

Consolidation

Should I rationalize some current projects?

Is the current business linkage and value

transparent? Supported?

What control do I wish to allow in

my divisions? “Tactical projects”?

Application

Consolidation

Can I achieve a short term rationalization?

IBM‟s example is 70% reduction. Telecom

company 40% in 5 years.

Sunset? Move to low cost center?

Service re-engineering?

Application

Replacement “OOTB”

Should I replace my applications with

something “off the peg” Is that less

expensive? COTS? SAAS?

Am I replacing a custom design

with something with just base

function? Fit?

Rationalize business

processes?

Does one of my divisions has something

common we could share? If so, can I lose

infrastructure support cost?

Processes in applications vs.

Middleware. Best practice?

Rationalize Solution

Development

processes

Adoption of standard templates for key

activities. Basis for measurement and

continual improvement.

Do I have base metrics?

Commonly accepted? Baseline

Rationalize Data

Architectures

Commonality in the models we use. Use

of an industry standard.

Do the standards allow me to

DIFFERENTIATE my businesses?


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Summary – The IBM Rational Architecture Management vision

Enterprise Architecture is well-established but is realizing only a fraction of its

potential for helping organizations improve business performance

Solution delivery tools are plentiful for both systems and IT application

development, but often do not meet or keep up with business needs

Upstream EA will become much more actionable when its connected to

downstream solution delivery

Doing so will make both EA and solution delivery more relevant and poised for

taking EA to the mainstream

Managing architecture across the enterprise is the key to driving better business results


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Continue your Architecture Management journey with IBM Learn more

Architectural Digs: Making sense of your existing applications – Listen to Grady Booch, IBM Fellow and Chief Scientist in IBM Research talk about using your existing architecture as a first step towards a larger transformation strategywww.ibm.com/services/forms/preLogin.do?lang=en_US&source=dw-c-wcsdpr&S_PKG=120308&S_TACT=105AGX15&S_CMP=EDU

Real World Examples on how Rational can Help You Accomplish More with Less – Listen to Darrell Schrag, Architecture Management Practice Lead, talk about his real world experience on Rational solutions helping customers architect and deliver better solutionswww.ibm.com/services/forms/preLogin.do?lang=en_US&source=dw-c-wcsdpr&S_PKG=021209&S_TACT=105AGX15&S_CMP=EDU

Visit us on the web: Rational Architecture Managementwww.ibm.com/software/rational/offerings/architecture/- Demos, Articles, Trial Offerings

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