Overview: This Webinar will review some techniques that have worked in building an effective EA Program and will provide advice on some key activities to focus on and others to avoid.
Today's Business/IT Environment for medium and large corporations can often be characterized as:
An IT environment that is highly complex & costly - organizations were spending more and more money extending, enhancing, and maintaining existing IT systems and services
Ineffective business alignment - organizations were finding it more and more difficult to keep their increasingly expensive IT systems aligned with business needs and drive the level of innovation required to grow the business
Bottom line is spending effectiveness and providing agile technology services
Many organizations have attempted to build an Enterprise Architecture Team to address these issues. Most have failed to deliver what the business wants – an effective balance of spending control while adding flexibility and the ability to innovate & grow the business as needed
The pace of change and opportunities are increasing with no end in site
First to market is a growing mantra in many businesses today
An effective EA Program should play a leadership role in addressing these needs & wants. An effective Enterprise Architecture Program addresses these areas. Some of the benefits of an effective EA Program include:
Reduced cost to maintain existing systems by reducing the number of technologies in operation (lower the cost of maintenance and training) as well as increasing the utilization of IT assets
Reduced time to bring new capabilities to market by enabling the re-use of Business and IT services
Increased effectiveness of IT resources (capacity planning, solution teams) including increased efficiency of operation (design for change)
Increased effectiveness of Business resources by providing information and support for decision making (triggers points) and enabling impact analysis (reduce technology risk)
Reduce the all-to-often "firedrills" that divert focus from business imperatives
Other Business Benefits possible include:
Improve customer intimacy
Improve Corporate "agility"
Focus on business-relevant investments (high ROI)
Digital innovation support
New products, compressed Supply Chains, partnerships
Other IT organization benefits can include:
Increase speed (and lower cost) to deliver through reuse
Focus attention on high impact business needs
Become a strategic ally not a "controlled expense"
Become an "Innovation Partner"
There is no formula for building an effective Enterprise Architecture Program.
Areas Covered in the Session:
What is EA?
EA provides the bridge between business strategies and IT implementation
Enterprise Architecture is all about managing change
Enterprise Architecture is a Process and a Thing
Many enterprise-architectural methodologies have come and gone in the last 20 years. We will discuss some of the more popular ones.
EA programs must address the components:
Enterprise Business Architecture
Enterprise Information Architecture
Enterprise Application Portfolio
Enterprise Technical Architecture
Key characteristics of effective EA Programs
Strong IT and business sponsorship
Clear goals – practical, achievable, and measurable
EA is at the heart of the IT function
Strong EA Team leadership, communication, and facilitation skills
Results are measurable; EA will drive key Business and IT metrics
Lower cost, higher service levels, faster implementation times, etc.
Not all metrics or goals can be achieved simultaneously
Business Leaders have a "feeling of Trust" for the EA Team
EA must earn a "seat at the table" for strategic discussions and due diligence
Who Will Benefit:
Business Leaders that want more from their IT Organization
Greg Kohl is a Sr. Principle Consultant with Trexin Consulting. He has a strong technical background coupled with significant experience working closely with business leaders driving both application and infrastructure areas. Greg has demonstrated success in creating Enterprise Architecture Programs at Honeywell International and Kelly Services and providing advice to several Trexin clients.
Greg has strong IT management experience from his P&L leadership of both consulting organizations and internal IT strategic leadership positions. He has demonstrated experience bridging business and technology for clients around the globe and leading strategy and IT business planning projects. Greg has driven infrastructure consolidation efforts that resulted in significant cost savings. His IT background spans software development (Operating Systems through Applications), systems integration, Data Center rationalization, DR, Enterprise Architecture as well as the technologies of servers, networking, and the Internet.