A BUSINESS DRIVEN ARCHITECTURAL IMPLEMENTATION

Description : This session will provide a brief overview of the positioning of EA within the enterprise as the management practice to forge Business-IT alignment. The changing external environment mandates the need to maintain a watchful eye on the fit of technology initiatives with what is needed by the business, which
in turn has to transform itself for continuing to return value to stakeholders. A business-driven EA is the fundamental planning and enabling practice that enforces business-IT alignment and ensures value is derived through better designed and cost-efficient solutions. Many leading enterprises keep their edge on their competition through technology-enabled investments that are primarily defined by their business-driven EA.
This session will provide participants with a high-level view of the process model to develop artifacts of the business-driven EA. This proven process model has been in use for more than a decade by state and federal government agencies in the U.S., Canada, and Australia. In order to actualise the benefits of a business-driven EA, there needs to be a complementary Enterprise Program (EPM) function in the organisation. This key office oversees the execution of technology-enabled business initiatives that have been defined to deliver the necessary capability for business transformation. This session will highlight the key elements of the EPM function and its nexus with the business-driven EA.

Objective : You will gain an understanding of the role of Enterprise Architecture in bridging the business-technology divide and underpinning business transformation. You will step through the processes - Enterprise Business Strategies (EBS), Business Information Requirements (BIR), Requirements for Technical Architecture (RTA) and the linkage matrices and you will bring this all together in concert - Enterprise Architecture and Enterprise Program Management.

SUSHIL CHATTERJI, ENTERPRISE ARCHITECTURE
CONSULTANT, EDUTECH ENTERPRISES (SINGAPORE)

SETTING UP THE GLOBAL ARCHITECTURE
PRACTICE AT SCHNEIDER-ELECTRIC
ASIA PACIFIC DIVISION

Description : We take a high-level historical overview of the company and the establishment of this EA initiative both Asia-wide and globally. The KPI's of these initiatives include :-
i) the Business ERP platform on SAP ECC covering all business processes;
ii) the Financial Platform for reporting;
iii) the Global Single Sign On;
iv) Security Control of Firewall;
v) Global Training for R&D Asia;
vi) Consolidation of Mail messaging and collaborative applications;
vii) IP telephony for external Customer Help Desk;
viii) executive Blackberry usage for Asia Pacific;
ix) the move towards an Asia Pacific-wide enterprise platform to support 5 Billion Euro of business transactions covering 15,000 users.

Objective : You will gain an understanding of what key areas Schneider reviewed and why EA was seen as the appropriate approach for resolving their issues. Its an insight into the primary business drivers behind this EA initiative three years ago. Description of the key features of their methodology as well as an explanation of the development of their proprietary framework will follow.

LEE CHONG LEONG, REGIONAL MIS MANAGER
SCHNEIDER-ELECTRIC (SINGAPORE)

USING EA TO PROVIDE AN ACTIONABLE
ARCHITECTURE FOR MAJOR UK
GOVERNMENT PROGRAMMES. THE BT
PERSPECTIVE

Description : Enterprise Architecture is often misunderstood, indeed, it’s often not understood at all, especially by the wider business community! So, why is it important? What role does it play in BT, within wider UK Government, and what business value does it provide? In this presentation, Mark Mamone, Executive Network CTO for BT's Major Programmes Practice and CTO for its Department for
Works and Pensions (DWP) Programme, takes you through the approach that his Technology Office has taken and the challenges faced in delivering one of the largest Hosted Voice Platforms of its type in the world, against a federated supplier model and against
the demands that the rapidly changing convergence market places upon us. Mark will provide an insight into how the challenges were approached and solved, at scale, and with demonstrable success.

Objective : We begin by looking at the EA journey at BT, what EA means within the context of BT and how it's used to good effect. We take a look at the frameworks adopted, tools used and how capability is ensured. In understanding how to use EA to provide an Actionable Architecture for Major UK Government programmes, we get a glimpse into how EA refers to UK government and what interactions UK government and its departments have around EA. We begin to see the distinction between an actionable versus a static view of architecture. Necessarily, we also delve into the business drivers behind this initiative and what it means to those at the CFO, CEO and COO level. We examine how to bridge the link between ‘business people’ and bringing IS/IT into the business domain more fully, taking into account the Strategic Objectives, the Drivers and Outcomes expected. The EA model is reviewed in terms of its role in the business and the tools used. We take a look at the various frameworks considered, why they were chosen and how they have made the fit. Lastly, we look at key architecture checkpoints - how EA fits in with the Engineering Process including Lifecycle
and Quality Gates.

MARK MAMONE, MPP NETWORK and DWP PROGRAMME CHIEF TECHNOLOGY OFFICER, BT GLOBAL SERVICES (UK)

EA FUNDING MODELS : IDENTIFYING THE
DRIVERS FOR EA VALUE CREATION

Description : You come to grips with many key questions when looking at funding and funding models. Should the funding model be aligned with the business strategy? What should the funding model look like and who should be managing it? What priorities should your funding model reflect? What are some of the common funding models in practice and what are its strengths and drawbacks?

Objective : You will learn how to measure the value that may be created by a business proposal (EA proposal), such as an investment project, a change in the firm’s financial structure or an acquisition. You will see the significance of the organisation’s cost of capital and how it is measured. Taking a look at the organisation’s business cycle, you will see how EA determines the organisation’s capacity to grow. You will gain an insight into risk, how risk is measured and how it affects the organisation’s cost of capital. You will also see the importance of managing and measuring value creation and using NPV and IRR to make value creating investment decisions.

BEN PONNE, PRESIDENT/EXECUTIVE DIRECTOR
GLOBAL ENTERPRISE ARCHITECTURE ORGANISATION (GEAO) AND BUSINESS & IT CONSULTANT (NEW ZEALAND)

Objective : You will gain an in-depth look at government case study, examining their need for developing their EA Programme and the methodology and framework that they have applied to good measure. We take a look at their journey and the key learning learned.

JOSEPH CHEE YAM HWEE, PRINCIPAL
SOLUTIONS ARCHITECT, NCS PTE LTD (SINGAPORE)

Afternoon tea

PRACTIONER PANEL : The ENTERPRISE
SECURITY ARCHITECTURE

In this session, listen as a panel of EA experts discuss their approach to enterprise security architecture from both the business and technology views. Learn how to analyse your processes and identify areas where you can make improvements.

WHAT IS THE VALUE OF A MATURE ENTERPRISE ARCHITECTURE ?

Description : In this session, Judith Jones will guide you through the benefits to organisations for a mature enterprise architecture. Whether implementing new technologies, upgrading existing infrastructures or evaluating current needs, the use of an independent
assessment of your enterprise architecture maturity offers an objective evaluation of what your business needs, to effectively execute your business strategy. This is the first step to assuring a successful implementation. As an organisation’s enterprise architecture matures it allows the organisation to gradually gain control over multiple disciplines and processes by encouraging the development of best practices standards and competencies that enable inter-operability at all levels. The effect is faster alignment with the business goals and strategies, faster return on investment and collaboration across the enterprise for effective implementation.

Objective : This discussion around EA maturity will help you in assessing the state of your own EA programme. You will gain an insight into how other organisations and government agencies have
learnt from their current architecture initiatives and how they have moved to a more mature state.

JUDITH JONES, PRINCIPAL
ARCHITECTING-THE-ENTERPRISE (UK)

VALUE FOCUSED ENTERPRISE ARCHITECTURE :
THE REUTERS STORY

Description : Reuters is a global information company, providing relevant information tailored to professionals in the financial services and corporate markets. With some 16,000 staff in 94 different countries, the Reuters Group has been underway on the EA journey for the last eight years. We look at where they are coming from and
what went wrong in the initial approach as well as where they are now and the case for the EA programme. We look at building foundations, getting support from management and capital planning. We see the various phases of maturity and approach and how a mature architecture drives better decision-making.

Objective : You will see their implementation roadmap in terms of key accomplishments and lessons learnt. You will get an insight into the best practices and strategies that they have forged over the years and the governance model they employ. We review the security issues they faced and how they addressed them. Lastly, you will get
a sense of how to use EA to transform and improve on business performance.

GEORGE WANG, GLOBAL HEAD OF TECHNICAL
POLICIES AND STANDARDS, GROUP HEAD OF CHIEF
ARCHITECTURE OFFICE, ASIA, REUTERS

TOGAF AND SOA. HOW A PRACTISING EA SHOP TRANSITIONS TO SOA WITHIN THE TOGAF FRAMEWORK

Description : Many organisations look to The Open Group Architecture Framework (TOGAF) as their Enterprise Architecture framework and, frequently, their EA methodology, as well. Increasingly, those organisations are also starting down a path to Service Oriented Architecture and may even have done their first pilot project. This leads to the question of just how to adapt to SOA, when you start from TOGAF. In late 2006, the SOA Working Group, at The Open Group, commenced a project aimed at answering this question. The group found that there was much unexplored territory to navigate and has been working to do so, since that time. This work has led to a good understanding of how TOGAF's Architecture Development Method (ADM) must be adapted to SOA, including what's not there and what must be extended. It has also lead to work with TOG's Architecture Forum, to ensure improving alignment between the SOA world and TOGAF.

Objective : This talk will provide a view into that work. Attendees, especially those who are already using TOGAF, will learn how TOGAF's ADM needs to be adapted for SOA. There will also be an opportunity to provide feedback on the work, to the SOA Working Group.

TONY CARRATO, WW CHIEF OPERATIONS ARCHITECT, EIS SOA ADVANCED TECHNOLOGY,
IBM SOFTWARE GROUP (USA)

REAL WORLD SERVICE ORIENTED ARCHITECTURE

Description : In this session, we identify the case for SOA initiatives and how to best communicate it to the relevant stakeholders. It is important to determine how SOA aligns with other transformational endeavours and what issues can best be resolved with a SOA solution. In so doing, you will understand what to look for in measuring its primary benefits.

Objective : You will learn how to go about delivering an SOA as part of an EA plan, keeping in mind a positive ROI. You will learn how to build an element of extensibility into your SOA plan and how to go
about planning requirements. One of the key issues looked at include developing an approach for implementation.

KIAN SING, SOA/RIFD SOLUTIONS AND DEVELOPMENT TOOLS SALES LEAD,
MICROSOFT ASIA TIMEZONE

Afternoon tea

PROJECT MANAGING YOUR EA PROGRAMME EFFECTIVELY

Description : This session is designed to give you the knowledge and skills to execute value- adding EA within your organisation. You will learn about the danger areas in EA projects that cause EA to be abandoned. Linking to TOGAF, you will define EA and the framework to use, and examine some of the difficulties associated with getting a
project approved by management. You will begin to understand how to ensure the sustainability of your EA initiative; a sample framework will be analysed as part of this exercise.

Objective : By learning how to define the internal team, you will be looking at issues such as the types of resources required and the tasks that they need to complete. This will be for both the project team as well as the internal counterparts that they will need to work with. You will also look at the development of the operational mandate and approach. This will include a discussion of the risks and no-go areas associated with EA projects. This also involves going into how the project needs to be managed as well as monitored. This covers the definition of the glossary to be used with
EA to ensure everyone is on the same page and speaking the same language. One key aspect will be the way that EA should be socialised within an organisation with emphasis on how it can assist
the business side of the equation. Additionally, you will also learn how to determine organisational points of pain (both current & future) to be solved by EA. This discusses how to identify the correct
areas to target using EA. You will be shown how to define deliverables using the Cost, Revenue, Time and Assurance dimension matrix and how the matrix can be used to develop the business case. It also covers aspects around how to get success early to ensure management buy-in to the approach and assure long term commitment to EA.

JOHN GRYGORCEWICZ, PRINCIPAL
BISPRO CONSULTING (INDONESIA)