Enterprise Architecture in Spain.: diciembre 2012

lunes, 31 de diciembre de 2012

INTRODUCTION TO Y-ELAF (YESSER ENTERPRISE LEVEL ARCHITECTURE FRAMEWORK)

Based on an agency’s request for assistance to develop its eGovernment Transformation Strategic Plan, Yesser provides EA consultants from the YCG to perform an EA development consultancy engagement. The consulting team then uses the agency’s Enterprise Strategy (Vision, Mission, Goals, and Objectives) plus stakeholder interviews to determine the baseline EA of the agency. The outcome of this phase of the EA development engagement is a comprehensive baseline EA and Architecture Vision to be used in the development of the agency’s target EA. The iterative process of developing the target EA across all architecture segments—Business, Applications, Data, and Technology—provides a robust target EA from which a gap analysis between what is desired and what is currently available can be performed with confidence. Based on the gap analysis a detailed architecture roadmap providing transitional Enterprise Architectures, implementation roadmap, and governance will then be developed providing the agency with a clear and achievable eGovernment Transformation Strategic Plan.

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WHAT IS NOT ENTERPRISE ARCHITECTURE?

Like most terms, Enterprise Architecture may mean different things to different people. For some it is a set of rules. For others, it is a logical and technical design, and for some others, it is a methodology for achieving an effective design. Nevertheless, all EA development projects have a common goal—to create order out of chaos. However, achieving this goal is easier said than done, especially since Enterprise Architecture must provide structure and efficiency, and at the same time remain flexible to accommodate changing business strategies, functions, rules, and components. Sometimes, the intent of Enterprise Architecture is misunderstood:

a. EA is not business strategy: Business leaders and senior executives define a business strategy, and it articulates the strategic business goals and directions of the organization as a whole. The business plan turns strategies into specific tactical plans designed to achieve the strategic goals. The EA team must leverage the strategic guidance from the business strategy and specific tactical guidance from the business plans to guide their EA efforts overall.
b. EA is not ICT strategic planning: EA and ICT strategic planning are complementary efforts that must be coordinated and integrated, but they are not the same. While a CIO most often leads ICT strategic planning, EA teams should serve as an advisor into ICT strategic planning, along with the CTO, senior ICT staff, and business leaders and users.
c. EA is not ICT governance: ICT governance is composed of processes with the inputs, outputs, roles and responsibilities that are inherent in a process definition. ICT governance is the process that ensures the effective and efficient use of ICT in enabling an organization to achieve its goals.
d. EA is not program management: Program management is the coordinated planning, management and execution of multiple related projects that are directed toward the same strategic, business or organizational objectives. EA is a planning discipline, while program management is an execution discipline. EA is responsible for defining the future state of the enterprise, analyzing the gaps between the current state and the future state, and developing the standards and guidelines that support the realization of the future state.
e. EA is not portfolio management: Portfolio management is the processes, governance, and tools used to plan, create, access, balance, and communicate the execution of the ICT portfolio. Portfolio management techniques can be applied to the application portfolio, the infrastructure portfolio, the project portfolio, the ICT investment portfolio, or any of these in combination.
f. EA is not business process management: Business process management is a systematic approach to improving the way an enterprise does business by analyzing the strategic goals of the enterprise, then aligning the stakeholder interest with shared process performance objectives. As part of the common requirements vision process, EA provides the analysis of the strategy and identifies the most critical strategic imperatives.
g. EA is not performance management: Performance management is the combination of management methodologies, metrics, and ICT that enable users to define, monitor, and optimize results and outcomes to achieve personal or departmental objectives while enabling alignment with strategic objectives across multiple organizational levels. EA teams must participate in performance management efforts relating to critical business processes. This will allow them to track key business metrics that demonstrate the business value that EA is delivering.
h. EA is not implementation: Enterprise architects do not dictate implementation details for the entire organization or for specific practice areas. EA provides the foundational principles, guidelines, standards, and constraints that enable implementation teams to make better decisions.
i. EA is not a technology or application inventory: Many organizations fall into a trap of believing that EA is a map of all their technologies and applications and/or that EA is solely about technology. EA development is a much broader process that is directly reflecting the business vision and strategy, and represents people, processes, organization, information, and technology that are critical to the business strategy.
j. EA is not change management: Change management is a structured approach to change that encompasses individuals, teams, and organizations, with the objective of facilitating the human side of change. EA provides the strategic context for the change through the common requirements vision or some similar vehicle, and it provides the view of the future state from a process, organization, information, and technology perspective.

EA must support, facilitate, enable, and collaborate with all of these efforts to reach the mutually defined future state

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WHAT IS ENTERPRISE ARCHITECTURE?

Enterprise Architecture is the process of translating business vision and strategy into effective enterprise change by creating, communicating, and improving the key principles and models that describe the enterprise's future state and enable its evolution towards realizing that future state.

A well-defined Enterprise Architecture can help a government agency to align its ICT resources to its Strategic Plan of enabling citizen services through these ICT resources. It helps in cutting costs and complexity, and enabling business flexibility and process optimization. Enterprise Architecture can improve ICT agility by adopting standardization, consistency, and scalability, while at the same time providing increased security and compliance. The Enterprise Architecture framework is a promising tool for implementing integrated eGovernment initiatives and has been thoroughly tested and deployed in various countries. EA addresses most systems architectural issues giving rise to the following benefits:

a. Improves business flexibility, and at the same time, improves business processes and system optimization.
b. Helps reduce process, system, and infrastructure costs and complexity.
c. Helps ensure enterprise security and compliance.
d. Drives standardization, consistency, and scalability.

Thus, the primary objective of EA development is to align ICT with the business of the agency, thereby optimizing the service delivery capability of the agency (eGovernment Program, 2009e).

domingo, 30 de diciembre de 2012

WHAT SHOULD EA DO FOR BUSINESS AGILITY?

from Forrester Discusions

http://community.forrester.com/message/16606

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TONEX Courses

http://www.tonex.com/enterprise-architecture/architecture-frameworks/

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EA Courses

http://www.regonline.com/CalendarNET/EventCalendar.aspx?EventID=913070&view=Location

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Answers to Common Questions on Enterprise Architecture

from A&G magazine

http://architectureandgovernance.com/content/answers-common-questions-enterprise-architecture

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To deliver Business Value with IT we need to Design, Build and Run an Effective IT (Service) Strategy to business needs

From a Linkedin comment

http://www.linkedin.com/groupItem?view=&gid=1814869&type=member&item=197732020&commentID=110976827&report%2Esuccess=8ULbKyXO6NDvmoK7o030UNOYGZKrvdhBhypZ_w8EpQrrQI-BBjkmxwkEOwBjLE28YyDIxcyEO7_TA_giuRN#commentID_110976827

https://www.box.com/s/hahafr0a01soniknl2y7?goback=%2Egde_1814869_member_197732020

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sábado, 29 de diciembre de 2012

What is TOGAF?

Short Document from Plexnet

http://www.plexent.com/Portals/93481/docs/What%20is%20TOGAF.pdf

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jueves, 27 de diciembre de 2012

BPM Professor

Some videos about BPM.

http://www.pega.com/products/bpm/bpm-professor

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Everything you’ve read about IT Project Failure is wrong

Nice post from Nick Malik

http://blogs.msdn.com/b/nickmalik/archive/2012/12/09/everything-you-ve-read-about-it-project-failure-is-wrong.aspx

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TOGAF Statistics

http://www.itjobswatch.co.uk/jobs/uk/togaf.do

Santos’s Paper.li

hello

I would like to write down today’s paper.li

http://paper.li/santos_pg/1356265893

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16 Essential Questions to Project Leadership Success

16 Essential Questions to Project Leadership Success
By Susanne Madsen

Good project managers do not take anything for granted. They are proactive and positively skeptical. They are constantly looking to improve the way the project operates and how they can add value to the client by challenging the status quo. The more quality questions you ask on a continual basis, the bigger the likelihood that you will steer your project in the right direction.

To improve your success rate, ask yourself the below questions and take action to address any gaps you identify:

How can I become more certain that the products and features we are developing are what the users really want and need?

How can I, and my team, get to understand my clients business so well that we are able to actively challenge the requirements and the project’s vision?
How can I improve my relationship with my customers and more frequently ask into their feedback about the project?
How can I get better at identifying and mitigating the project’s risks?
How can my team start to focus more on product quality?
What could get in our way of achieving the end project goal? What have we not yet thought of?
How can I better motivate and utilize the strengths of my team members?
How can I better inspire my team to contribute to the project’s end goal?

And here are some more questions that will really help you to improve your performance and add value to your client:

What is my unique contribution to the project and how can I focus more on it?
How can I instantly start to add more value to my client?
What are the 20% of actions that I do on a daily or weekly basis that contribute to 80% of my results? How can I amplify those 20%?
How can I spend my time more proactively?
Which bad decisions have I made that need to be reverted?
Which important tasks and activities have I been putting off or procrastinating on?
Who can I start to delegate to, so that I free myself up to focus on the activities that really matter to the success of the project?
What are the most important business benefits for my client, that I can help them track and deliver?