1. METIMEA.ca The Systematic Enterprise: How to synchronize EA, PM and other management methods Alana Boltwood Consultant in Enterprise Architecture, Methodology and Information Management Enterprise Architecture Symposium, Toronto March 29-30, 2010

2. METIMEA.ca A plethora of formal methods Vision Statement Strategic Planning Accounting & Finance Operations Marketing, Sales, Communications Human Resources Information Technology IM EA PMBoK CMM Portfolio Mgmt BPM SDLCITSM

3. METIMEA.ca Example: Government of Ontario Results-Based Planning (Controllership) Unified IT Project Methodology –Portfolio Management –Enterprise Architecture –Systems Development Life Cycle IT Service Management: Change Advisory Board Enterprise Information Management Capability Maturity Model … and more… Federated model (ministry, cluster, corporate levels)

4. METIMEA.ca The Systematic Enterprise Uses formal management methods and frameworks to: –Translate the enterprise vision into results –Do business more efficiently –Serve customers more effectively –Reduce errors and increase reliability –Manage risk

5. METIMEA.ca When you have multiple formal methods Competing philosophies Inconsistent frameworks, terms, methods Redundant documents and repositories Overlapping governance approvals Extra bureaucracy & confusion Reduces the benefits of formal methods Result: Not a systematic enterprise

6. METIMEA.ca How can we get the benefits of many formal management methods, without redundancy and confusion?

7. METIMEA.ca Take a holistic approach to Systematic Enterprise governance.

8. METIMEA.ca Holistic From holos, Greek, meaning all, entire, total "The whole is more than the sum of its parts" - Aristotle To develop a Systematic Enterprise, you can’t just manage each aspect separately The enterprise as a whole determines how its parts behave

9. METIMEA.ca Understanding the enterprise as a whole Observe how stuff gets done: individual or team effort? Quick or deliberate? Command or consultation? Ask employees to create music, games or artworks that express how the organization behaves Evaluate how “systematic” the enterprise is now Ask how systematic the enterprise wants to be

10. METIMEA.ca Evaluate the needs for formal methods Each current formal method –Why adopted? –In use across the enterprise? –Adapted well to the culture? –Strengths? Weaknesses? The set of formal methods –Are there redundant deliverables? –Is the governance coordinated? –Is there any inconsistency or confusion? Business functions that need a formal method

11. METIMEA.ca How do we synchronize the formal methods?

12. METIMEA.ca Set the enterprise boundary Need a champion to align across the organization Pilot-test Plan for later expansion Consider subsidiaries & agencies Consider suppliers, clients, partners

13. METIMEA.ca Initial steps Get general agreement to synchronize Find the formal methods being used (in all departments) Decide which methods to continue, and to add Set objectives & performance indicators for the holistic approach Create task force to synchronize the methods, frameworks, deliverables, repositories & software Compare & map the framework elements

14. METIMEA.ca Example: harmonized project & architecture governance in Government of Ontario Unified Project MethodologyEnterprise Architecture approvals Gate 0 Feasibility Gate 1 ApprovalCheckpoint 0 (plans for doing EA) Gate 2 Project Charter Gate 3 Project PlanCheckpoint 1 (Zachman rows 1&2) Checkpoint 2 (Zachman row 3) Gate 4 Revised docs after implementation Checkpoint 3 (Zachman row 4) Gate 5 Close-out reviewCheckpoint 4 (lessons learned)

15. METIMEA.ca Comparing PMBoK and TOGAF phases Establish PM & EA methods Concept Phase Definition Phase Planning Phase Implementation Phase Close-out Phase Both are process- oriented frameworks PMBoK Time-limited Single pass TOGAF Ongoing Iterative cycle

16. METIMEA.ca Short situations Compare the methods Ongoing enterprise governance Long time spans Short situations Technology Business Short situations Deliverables Terminology Phases Criteria

17. METIMEA.ca Harmonizing the deliverables Compare & analyze elements of your formal methods Combine the glossaries to find synonyms, homonyms Use metamodeling to un-duplicate information structures Training, hiring & updates will be easier if you avoid changing the original methods, frameworks & deliverables Use software & repository to reuse content in multiple deliverables Anticipate adding other formal methods

18. METIMEA.ca Example: Ways to record responsibilities Service Integration & Accountability Model Service Provider organization Client organization Service Output Service Level Agreement RACI Chart ContractsPlanningOperations Dep’t ARRA Dep’t BCIR

19. METIMEA.ca Use one high-level enterprise description Process Models, BPM Budget Project Portfolio Management Document & Records Management Business Rules Vision & Goals StrategyPolicy Organization Chart Function Hierarchy Product / Service Catalog Data architecture Cost accounting

20. METIMEA.ca Establishing the holistic approach Establish one authoritative enterprise description Declare the synchronized framework of methods Establish governance policies & approvals Select pilot department and projects Train staff in the holistic approach Start using it! Evaluate & improve the holistic approach Add & update formal methods as required

21. METIMEA.ca Evaluating your holistic approach Across the enterprise? One enterprise description? Fits the culture? Affordable to start up and practice? Fast governance approvals? Increased maturity levels (using CMM or similar)? Will it make the enterprise more systematic? –Achieve business goals –Do business more efficiently (save time & money) –Reduce errors and increase reliability –Deliver better customer service –Manage risk

22. METIMEA.ca Questions? Discussion? Alana Boltwood Consultant in Enterprise Architecture, Methodology and Information Management alana@metimea.ca Blog at Metimea.ca