|
ENTERPRISE
ARCHITECTURE HOME
PRACTICAL
EA INSIGHTS + PRACTICES
THE ENTERPRISE ARCHITECTURE FORUM '09
12 - 13 NOVEMBER 2009 PARK ROYAL HOTEL SINGAPORE
-----------------------------------------------------------------------------------------------------------------
The
EA Forum | 12 Nov
EA
in Practical Terms. A Deployment Exercise l 13 Nov
ENTERPRISE ARCHITECTURE FORUM | 12 NOV
8.45AM - 9.00AM Opening Remarks from
Chair
9.00AM - 10.00AM Session
01. Reflecting on EA :
The US Civil Agency Approach and Perspective
 |
Session
Description
Rina draws on her five years' consultancy at the
MITRE Corporation based in McLean VA, USA. This
session is aimed at providing a practitioner's viewpoint
of the practicalities and issues |
faced
in establishing an EA programme entailing both the
leadership as well as technical analysis for implementing
a comprehensive architecture which includes the
"As Is" and the "To Be" states.
It also draws on Rina’s more than twenty years’
of IT managerial experience and specifically on
her
expertise in providing executive support (functioned
as the CIO) at an agency on areas including Enterprise
Architecture, Budget Planning and Financial Management.
It will illustrate the successes achieved as well
as how pitfalls were addressed.
Case study and approach : Given her EA exposure
and experience in the US civil agencies above, Rina
will explain with particular focus on the issues
below, how these issues were dealt with, at the
agencies she's worked with.
Session Objectives
1. Planning for EA in a Civil Agency : A Practical
Approach. We look at a pragmatic approach for planning
an EA programme to fit the particular needs of an
organisation and specifically at a US Civil Agency.
The emphasis of this approach is to analyse the
business and technical needs of the organisation
and plan for an EA programme that will accomplish
the established
goals.
2. EA as a Change Agent: Obtaining Project Support
Across the Organisation. Beyond the financial
and tactical support, we look at how we can get
everyone involved in adopting the EA programme as
their own and implementing it. We consider strategies
and approaches for engaging others to work together
in support of the EA initiative and goals.
3. Selecting appropriate methodologies and tools.
We discuss
the approach we took to select the appropriate
methodology and EA tools for this programme
and will highlight how we used them.
4. Quick Wins and Low Lying Fruit. Rina
shows us how she
established quick wins early in the programme and
how you
can go about attacking the low lying fruit for consistent
support and continued programme development.
5. Metrics, Analysis, Artefacts and Lessons
learned. We
consider how the progress of the EA programme is
measured
and how we can identify as quickly as possible when
the programme is not ticking over in the projected
timeframe. We also learn about the different artefacts
and lessons learned that we encountered during the
implementation of the EA programme.
Practitioner presentation. Presented by :
Rina Levy, EA expert and
Consultant and former Consultant
MITRE Corporation, US
|
10.00
- 10.20 Morning Tea
10.20 - 11.20 Session
02. Where do you HURT? Do you know what you DON'T KNOW?
 |
Session
Description
John Grygorcewicz
has worked with major government and private organisations
in Asia for many years, focused on the area of performance
improvement that is technology-enabled. His strong
understanding of the effective use of technology,
|
how
organisations have to modify their operational workflows
and the practicalities of running enterprise architecture
programmes or business transformation initiatives
allows him to bring a very practical and real focus
and approach to dealing with the day to day realities
of dealing with these programmes.
Session Objectives
1. Traffic lights, point of pain analysis
and defining the frame
of reference. If you had to break your EA initiative
into a
number of stages, what do you consider the priority
20% that
you need to concentrate on? What's the next 20%
to manage?
Consider staged metrics and assessment, review in
terms of
points of pain and understanding that the starting
point is
your frame of reference.
2. Standardisation and alignment. Each
and every project
team, regardless of size, is affected by the different
viewpoints, maturity levels and roles each team
member brings. There's a host of processes to align,
quantify and manage. And most importantly, getting
to a consolidated view, where everyone is not only
on the same page but moving in the same direction
is critical to programme success. So, how do we
deal with this?
3. Business-driven, not IT-driven EA. The
effort fails if it stays within the purview of IT.
The effort grows by leaps and bounds when it moves
towards an architecture-driven business transformation,
an effort aimed at addressing enterprise-wide concerns
at a holistic level. Why this is relevant, how to
move your effort towards this angle and common pitfalls.
4. Keep it simple, real simple : Easy ways to
measure and quantify EA benefits. Your views
and role as someone tasked with deploying EA from
a project or domain perspective, are not necessarily
the same as those signing off on the programme or
even those who are assessing its ongoing viability.
Therefore, their ideas of clear and quantifiable
benefit of this programme may differ from yours.
You need to keep things simple, you need clear and
quick examples of actual benefit and you need it
to make sense in the environment you are working
within. We look at ideas on how you can tackle this
issue head-on while keeping in mind that we need
to work within a reduced-cost environment.
Practitioner presentation. Presented by :
John Grygorcewicz, EA practitioner
& Consultant Principal
Bispro Consulting, Indonesia |
11.20
- 12.20
Session 03. Internationally recognised
standards + guidelines : Discussion + Evaluation
Session
Description
It
has been a relatively common theme in the PRACTICAL
EA SURVEY : OPERATIONAL EA ISSUES
'09 that practitioners are looking for guidance
on commonly accepted and internationally recognised
standards and guidelines. There
are no fixed structures nor proper mechanism that
aid in this area, leaving individual practitioners
and team members to assess these standards and
guidelines, almost in a vacuum. This brainstorming
session will allow participants to share amongst
each other the standards and guidelines they have
researched and worked within, in their programmes,
sharing insight on these developments and providing
clarity and guidance on what's been useful in
their own practical experience.
Session Objectives
1. More insight into internationally recognised
standards and
guidelines being referred to. Participants
will discuss the
details of these standards, from their experience
from their
particular skill base. For example, standards
and guidelines
will be viewed from a technical architecture point
of view for
the TA domain leads and domain members.
2. Drawing cross-comparisons. Assessing
what the standards
are, who is using which particular standard and
whether
participants can bring references to bear on this
usage.
Facilitated brainstorming
session
|
12.20
- 13.20 Networking Luncheon
13.20 - 13.50
Session 04. The EA value chain. A practitioner's point
of view
 |
Session
Description
In this exclusive live chat , we talk to a high-calibre
EA practitioner about how the Enterprise Architecture
programme is developing at his organisation. We
hear about how he drives the alignment of IT to
the business strategy and how he looks out for future
technology directions. |
Session Objectives
Get an insight into how EA is tackled on an operational
level,
dealing with issues such as team play, EA governance,
business process modeling and EA in terms of the
entire
value chain. We’ll get an idea of how this
business leader
communicates his key messages and how he lobbies
for
both individual and team commitment.
Live
Interview with :
Dr Leong Mun Kew, CTO/Deputy
CIO
National Library Board Singapore |
13.50
- 14.50 Session
05. The Defence Organisation : How We Can Advance EA
| |
Session
Description
Natty Gur is invited to present at this Forum for
the wealth of practical experience he brings. Possessing
at least 9 years of direct Enterprise Architecture
experience and 16 years of IT experience, Natty
is well versed with the likes of the |
major frameworks such as TOGAF, the Zachman Framework,
FEAF and DODAF. Natty has worked for defence agencies
on
long-standing and mature EA projects. His current
engagements have him exposed to EA projects not
only in the US and Europe but also in New Zealand
and parts of South East Asia where he will be able
to draw on these experiences at this Forum.
Case study and approach : Given his EA exposure
and experience in the Defence organisational initiatives,
Natty will specifically tackle the issues below,
and explain how they were addressed, in his experience.
Session Objectives
1. Obtaining project support and buy-in.
While this issue is addressed by Rina in her session
and is slanted towards a US Civil Agency approach,
Natty tackles this point clarifying his experiences
from a Defence organisation point of view.
2. Using the EA blueprint in the actual cycle.
Taking a system development approach, Natty clarifies
how to use the EA blueprint in day to day operational
initiatives.
3. Samples, artefacts, projections, views and
documentation. We look at what is important
to be produced, the different views we need to consider,
how projections are arrived at as well as the artefacts
and tools that we can use to help us explain EA
to key stakeholders. How the existing architecture
is documented for ongoing use especially in a fast-changing
environment will assist in your approach. Artefacts
are reviewed from both a business and technical
perspective.
4. Legacy, migration and interoperability.
In any number of
the local EA environments we've surveyed with our
survey respondents, it's been clear that legacy
issues are a constant. Our ability to manage this
aspect, to migrate successfully to completely new
environments or even partially adapted systems as
well as our interest in managing the interoperability
issue, is greatly tested. Natty provides guidance
on what he's worked on, what has worked effectively
in these areas and addressing EA in a complex environment.
Practitioner presentation. Presented by :
Natty Gur, Chief Enterprise
Architect
DAO2COM, USA |
14.50
- 15.10 Afternoon Tea
15.10 - 16.10
Session 06. When Reality Hits You : Measuring and Delivering
on EA Value Management
 |
Session
Description
We are looking at getting sustainable solutions
in an environment plagued by delays, a long gestation
period, results that are hard to generate and track,
tangible results with not always direct points of
reference and a necessarily impatient stakeholder |
base that is looking for immediate and justifiably,
clear results. You want sustainable solutions,
not just the one-off solution and you are also
looking to be able to deliver value over the long
term, to be able to draw a line between your efforts
and the results generated. Being able to measure
and deliver on EA value is therefore a central
tenet and one you must master to move ahead. Sushil
Chatterji has worked extensively in the last 10
years in the areas of business governance of IT
and enterprise architecture for the purpose of
business transformation.
Session Objectives
1. Tying EA to Value Management practices.
The key to
exhibiting value in EA lies in tying EA to effective
Value
Management practices. Visioning architecture and
producing
the blueprints only go part of the way. In our
teams, we need
to actively engage with the implementation of
the initiatives
which have been mapped out on the basis of these
architectural blueprints. We look at the essential
linkages
here between EA and Value Management and describe
key
Value Management practices you need to adopt.
2. Programme and portfolio management.
Twin disciplines
which underpin Value Management will be delved
into.
3. Getting Started on Value Management.
We look at why
this is so hard in practical terms and how we
can address
this effectively.
4. Frameworks for Value Management. In
this session we consider the value management
framework, VAL IT from the IT Governance Institute
(ITGI).
Practitioner presentation. Presented by :
Sushil Chatterji, Director
& Principal Consultant
Edutech Enteprises, Singapore
|
16.10
- 16.40 Session
07.
Governance : Structures, processes, alignment and maturity
Session Description
One of the recurring areas mentioned by practitioners
in the PRACTICAL EA SURVEY : OPERATIONAL EA ISSUES
09 relates to governance. Governance it seemed
however, meant different things to different people
depending on where
theycame
from and the particular roles they played. However,
some clear ideas have crystallised. More information
is needed on governance structure and processes.
In terms of systemisation and alignment and in
terms of complying with the strategies we start
out with and generally sticking to the game plan
set. It's about getting everyone to move in the
same direction. It's about accepting and dealing
with different maturity levels across the enterprise
and the programme team. It's also just as much
about the importance of the board level mix, about
getting consensus and relating things back to
the business requirements.
Session Objectives
In this panel dialogue, we get an insight and
learn how different, more mature organisations
and public sector organisations have dealt with
these very issues in the US, EU and parts of Asia
.
1. processes versus people management.
Key changes are
sometimes, very process-driven. When introducing
areas under governance for example, certain processes
undoubtedly have to change. Getting team members
and other parts of the enterprise to accept these
changes, to use the right templates is really
a mix between a process issue and a people management
issue.
2. standardisation and alignment. Here,
we examine this in
terms of alignment the different parties involved,
their roles
and the processes put in place. Is this part of
IT governance
or the other way around?
3. data governance. A look at the standardisation
of data in
information architecture and how data elements
should
mean the same thing to all concerned and the clarity
on the
information sought.
4. change management and re-use. Assuming
change as a
constant in this landscape, how do we factor this
into the
planning process and ensuring the planning is
aligned with
what EA is preaching. When we talk about enterprise-wide
processes, too high a level of granularity will
result in
various lines of business not being able to relate.
Delving into
too much detail will on the other hand, mean lack
of
applicability in certain instances. How do we
solve this?
5. pragmatic EA. Ultimately, it's also
about being able to
introduce EA in a pragmatic, usable way to those
outside the
EA team.
Panel Dialogue. Presented by :
Sushil Chatterji | Natty
Gur | Rina Levy |
John Grygorcewicz
|
16.40PM
- 17.10PM Session 08. Don't Fix
it if it's not
broken
Session
Description
Many practitioners in the PRACTICAL EA SURVEY
: OPERATIONAL EA ISSUES 09 argue that they battle
a 'dont fix it if it's not broken' mentality.
Which goes against the grain of what EA visioning
is about and how it needs to be approached.
Session Objectives
In this final session, we bring ideas to the forefront
on how
we can tackle this perennial issue as well as
take an overview
of the entire forum, discussing highlights, lowlights
and
conclusions.
Facilitated Group Dialogue
|
17.10 - 17.15 Closing Remarks from Chair
|
