0. Enterprise Architecture Where’s the Business?
Andrew L Macaulay Certified Global Architect, Capgemini
© 2004 Capgemini - All rights reserved

1. Copyright © 2007 Capgemini UK
Agenda
Introduction and Agenda
The Quest for Business/IT Alignment
What is Business Architecture
Organisational Barriers
Moving to a Strategic Value Focus
Changing the Game
Summary
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

2. Sustainable SOA: Related Presentations
Andrew Macaulay
Managing Enterprise Architect, Capgemini
Enterprise Architecture: Where’s the Business
Tuesday 6th March
9:00am
Sam Lowe
Sector Chief Enterprise Architect, Capgemini
Where to Place your SOA bets
Monday 5th March
11:15am
Steve G Jones
Head of SOA, Global Outsourcing, Capgemini
SOA in Support & Maintenance
Monday 5th March, 3:55pm
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

3. Copyright © 2007 Capgemini UK
Brief Biography
Worked in IT since early 1980’s
Joined Capgemini’s Architecture team in the UK in 1993, working across sectors (including government and finance)
Remain active Enterprise Architect both developing architecture and architecture capability with clients
Active in Capgemini’s Global Architects Community, including being elected Global Head of the Community for 2005/2006
Major contributor to Capgemini’s Integrated Architecture Framework
Senior trainer (facilitator) in architecture for Capgemini and our clients
Active contributor to the Capgemini Architects Learning Programme
Capgemini Certified Global Architect, Open Group Master Certified IT Architect and Microsoft Infrastructure Architect MVP
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

4. Connecting IT with the Business
Business and IT often remain poorly aligned/connected
IT Departments are often still seen as a cost
Business and IT find it hard to communicate effectively
This lack of alignment often results in:
Costs of IT being significantly larger than necessary
Strategic investments being under-utilised
Service Oriented Architecture makes this even more critical
Copyright © 2007 Capgemini UK
Source: report by the Economist (sponsored by Capgemini)
© 2004 Capgemini - All rights reserved

5. Business is Having to Adapt and Change
Welcome to The End of Business as we know it
“Executives need to stop looking at IT projects as technology installations and start looking at them as periods of organizational change that they have the responsibility to manage”
Harvard Business Review, November 2006 by Andrew McAfee, Associate Professor, Harvard Business School
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

6. Managing the Portfolio & Reacting to Business Change
Business Benefit
Source: report by the Economist (sponsored by Capgemini)
Progressively more difficult to identify what to spend on
Cost reduction/efficiency
Improving existing estate
Investment in new projects
And how can you align this with the real business needs?
Spend
Based on Maslow's Hierarchy of Needs
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

7. Architecture can provide a Common Language
Enterprise Architecture
(Enterprise) Business Architecture
Organisation and People
Services and Process
Security Architecture
Enterprise
Governance Architecture
Enterprise
Solution Architecture
includes:
Business,
Information,
Apps/Systems,
Infrastructure,
Security and
Governance
(Enterprise) Information Architecture
Enterprise IT Architecture
Enterprise IT
Information Systems
Architecture
Enterprise IT
Technology Infrastructure
Architecture
Software Architecture, Network Architecture, Storage Architecture, …
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

8. “Traditional” Organisational Barriers Get in the Way
“Traditional” IT Strategy and Architecture Process
IT / IS
Strategy
“Business
Architecture” (Defined) IT
Business
Enterprise IT
Architecture
Business
Goals
IT get engaged late in Technology Implementation Projects after ability to collaborate has largely passed
Portfolio and Solution
Architecture
Business
Exploration /
Discovery
Start IT
Projects
Business Transformation Initiatives are started here, outside of the IT strategy process
Business
Transformation
Design IT
Projects
Business
Change
Programme IT
Projects
“Traditional” Business Strategy
and Transformation Process
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

9. Business/IT Alignment needs a Collaborative Approach
A common understanding of business priorities/timescales
A coherent view of Enterprise Architecture that supports and informs both business and IT
Clear sponsorship from across the Business as well as IT
Business and IT working together as one, with IT seen as an integral (and valuable) part of the business
But how can you break down the barriers?
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

10. Copyright © 2007 Capgemini UK
Earning the Right
To move towards this goal, the IT Function needs to…
Improve each line-of-business’ opinion of the value it can and will get from involving (appropriate) representation from IT
Demonstrate the ability to successfully deliver strategic business value including getting recognition of this success from the business
Offer credible and value-adding business- focused IT advisory expertise to early- phase business transformation work
Provide transparency of TCO for the full life cycle of the deployment of IT solutions driven from business transformation and improvement initiatives
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

11. Architectural Thinking Does Not Need Only Apply to IT
The definition of architecture in ANSI/IEEE Std is “The fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution.”
This can be applied equally well to business as well as IT
But, Business Architecture is often little more than a business model developed by/for the architects to document the solution requirements or to identify business impact of an IT solution
Business Architecture can be used to Architect the Business and drive business change in a holistic way supported by IT
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

12. Business Architecture enabling Business Change
Business Architecture can be developed based on Services view of the business
Modelled as Business Activities, Goals, Roles and Objects
Plus the information aspects of Information Objects
Logical and Physical Business Components then derived
Organisational, Role and Process-based perspectives
Leading to the overall view for new physical organisation, roles and process definitions
Capgemini’s Integrated Architecture Framework (IAF)
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

13. Moving from an IT focus to a Strategic Business focus
Projects are reactive to the individual business owners
New project budgets in existing stove-pipes, resulting in stove-piped solutions & inefficiencies
IT owns decisions about budget and seen as ‘getting in the way’ of business
Regulatory impacts such as for compliance result in IT projects and see as simply a cost
IT and business have shared view of the (coherent) business and IT strategies
Projects are linked to and measured against strategic objectives
Projects have business case (ROI) driven by business and measured post implementation
Business and IT can see how value is achieved and jointly justify the investment
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

14. Some Key Activities to Move You Forward
Joint-Team Transformation Discovery Initiatives
Consulting ‘discovery’ techniques are well developed, but generally developed for business-only use – use of a Concurrent Business/IT approach greatly improves the value delivered
Joint-Team Capability Creation and Development
Identify the organisational and skills required to successfully deliver this joint delivery approach
Most organisations need to evolve their own capabilities and processes needed to be successful with the new approach
Combined Business and Technology Roadmap Definition
Identifying the framework to evaluate the candidate technologies might be that support the business and technical functions in order to realise the benefits identified for the business initiatives
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

15. Architecting your EA Function
Why?
WhAT?
How?
With WhAT?
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© 2004 Capgemini - All rights reserved

16. Some Potential Organisational/Governance Models
Hierarchical Governance Model
Lifecycle Governance Model
Project Lifecycle
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© 2004 Capgemini - All rights reserved

17. Getting Started (Some Tips and Tricks)
Work on the business perception of IT first to build up credibility, before attempting to use IT to change the business
What are the barriers on the business side to effective business partnership with IT? What does the business actually want from IT?
Make IT transparent to the business by showing IT in business language and highlight areas of opportunity in business terms
Focus on the link between strategy, principles, standards, portfolio management and commercial governance first
Then develop the big-picture models, language and mindset that are shared across business and IT
Look for clear sponsorship from inside the Business – both at the C-level and deeper in the organisation
Avoid the “IT science project” – pick three things to do that are meaningful to the business and do those first and well
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

18. Copyright © 2007 Capgemini UK
Summary
Business/IT Alignment is a Real Issue Today
Business is driving ever more need for change
Architecture helps Business/IT Alignment
Architecture is often seen as an IT function
Collaboration/partnership between Business and IT is needed
Should the Architecture Function be inside the Business?
Using Business Architecture can help you connect better with the business and provide a common language
There are some simple steps to help you on the way!
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

19. Copyright © 2007 Capgemini UK
Additional Reading
Capgemini Resources
Published Case Studies
Open Group Architecture Resources
Copyright © 2007 Capgemini UK
© 2004 Capgemini - All rights reserved

20.
© 2004 Capgemini - All rights reserved