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The reasons the work is required

Here we see an outline of the information required to perform the strategizing and Roadmapping phases that constitute “doing” Enterprise Architecture and forms the basis for a project to perform the required work.

To initiate the work a Project Brief (PRINCE2) or Project Charter (PMBOK) is required.

The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.

- PMBOK

A Project Brief is used to provide a full and firm foundation for the initiation of the project. Nothing should be done until certain base information needed to make rational decisions about commissioning of the project is defined, key roles & responsibilities are resourced and allocated, and a foundation for detailed planning is available.

- PRINCE2

Since the way “doing” Enterprise Architecture (aka Strategising and Roadmapping) is the same regardless of the Enterprise type, what follows is a default Project Brief.

Purpose and Justification

The Enterprise needs to take a strategic (long term) view of itself, figure out what it wants to be in the future, and then understand what that will mean in terms of the structural changes that need to be made to the Enterprises Methods, Artefacts, Culture and Technology Environment to enable it to achieve that.

The output of this work should be Structural Roadmaps (business and technology) and a Transformational Roadmap of the required programs projects and initiatives to effect that change.

In-Scope

The whole of Enterprise including its external context.

High Level Approach

1.     Understand and document the Target Business Model.

2.     Understand and document the Business Motivation Model and how that relates to and supports the Target Business Model.

3.     Understand and document the Current and Target Operating Models, and how the Target Operating Model relates to and supports the Business Motivation Model and Target Business Model.

4.     Understand and document the Current and Target Capability Models, and how the Target Capability Model relates to and supports the Target Operating Model.

5.     Understand and document the Roadmap Model, and how the Roadmap Model effects change from the Current Capability Model to the Target Capability Model.

High Level Project Plan and Timing

Most of this work can be carried out in parallel. If all resources are available when required this work could be completed in 2-4 months.

Stakeholders and Key Decision Makers

¨      Senior IT Representatives (CTO, CIO, Head of Strategy and Architecture, Head of PMO, etc)

¨      Senior Business Representatives (COO, Exec Management, Department Heads, SMEs)

¨      Enterprise Architects

Considerations/Constraints

“Keep the lights on work” and short term tactical objectives already identified by the board will have to continue. The implications are that the decisions made to achieve those ends may clash with the overall strategic roadmap and will be factored in while the roadmap is being created.

 

Outputs

Business Model

Created by the board supported/facilitated by the EA offering structures to capture the information and ensuring the result is complete and consistent and raising Technology catalysts where appropriate. e.g. using the Business Model Canvas, workshops

¨      Customer Segments: Who are the customers? What do they think? See? Feel? Do?

¨      Customer Relationships: How do you interact with the customer through their ‘journey’?

¨      Channels: How are these propositions promoted, sold and delivered? Why? Is it working?

¨      Value Propositions: What’s compelling about the proposition? Why do customers buy, use?

¨      Cost Structure: What are the business’ major cost drivers? How are they linked to revenue?

¨      Revenue Streams: How does the business earn revenue from the value propositions?

¨      Key Activities: What uniquely strategic things does the business do to deliver its proposition?

¨      Key Resources: What unique strategic assets must the business have to compete?

¨      Key Partnerships: What can the company not do so it can focus on its Key Activities?

Business Motivation Model

Created by the board supported/facilitated by the EA offering structures to capture the information and ensuring the result is complete and consistent and raising Technology catalysts where appropriate. e.g. using the OMG BMM, workshops

¨      Motivation (Ends)

¨      Vision: A statement about the future state of the enterprise, without regard to how it is to be achieved.

¨      Goals: Statements about a state or condition of the enterprise to be brought about or sustained through appropriate means. Compared to an Objective, a Goal tends to be: ongoing, qualitative (rather than quantitative), general (rather than specific), longer term.

¨      Objectives: Statements of a specific time-targeted, measurable, attainable target that an enterprise seeks to meet in order to achieve its Goals. Compared to a Goal, an Objective is: short-term, not continuing beyond its timeframe (which may be cyclical).

¨      Actions (Means)

¨      Mission: The ongoing operational activity of an enterprise.

¨      Strategies: Courses of action that is one component of a plan for a Mission. It is accepted by the enterprise as the right approach to achieve its Goals, given the environmental constraints and risks. Compared to a Tactic: longer-term, broader in scope.

¨      Tactics: Courses of action that represents part of the detailing of Strategies. Compared to a Strategy: shorter term, narrower in scope.

¨      Guidance: Business Principles, Polices and Rules

¨      Measures: KPIs, CSFs

¨      Assessment: The results of measures as time moves forward.

Operating Model

Created by the EA with the board. Defines the highest level structural view of the Enterprise in terms of

¨      Methods: Information about what is required to be done.

¨      Artefacts: Information about the things that are being consumed and produced by the Methods.

¨      Culture: Information about the Roles required to perform the Methods.

¨      Environment (technical): Information about the technical Environment that is used to execute the Methods and work with the Artefacts.

Capability Models

Business and Technical capability models – current, target, intermediate

¨      Methods: Information about what is being done and how it is being done. E.g. Functions, Processes, Practices, Activities, Phases, Disciplines.

¨      Artefacts: Information about the things that are being consumed and produced by the methods. E.g. Products, Services, Materials, Information.

¨      Culture: Information about the People that are being used to perform the Methods. E.g. People, Values, Ethics, Trust, Psychology.

¨      Environment (technical): Information about the technical Environment that is used to execute the Methods and work with the Artefacts.

Roadmap Model

The programs, projects and initiatives needed to effect change from current through intermediate, including a set of Principles to guide and govern project execution. For each project -

¨      Motivation: The reasons why we are transforming. (Requirements)

¨      Actions: Information about the things we need to do in order to satisfy the requirements. (Project outline)

¨      Guidance: Link to the associated structural roadmaps.

¨      Measures: Information about the things that will allow us to know if we have achieved the goals of the project.

¨      Assessment: The results of measures as time moves forward.

 

 

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