Enterprise Architecture & Project Portfolio Management 1/2
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Transcript of Enterprise Architecture & Project Portfolio Management 1/2
Making Technology Work for You!
Enterprise Architecture & Project & Portfolio Management
Translation to Execution
Translation to Execution
Delivering Excellence
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1 EA vs PPM
2 Project Architecture
3 Collaboration Model
4 Conclusion
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EA vs PPM
I skate to where the puck is going to be, not where it has been. Wayne Gresky
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EA vs PPM
What new knowledge and skills are needed to be successful?
What's changing the nature of EA & PPM?
How can the new knowledge and skills be acquired?
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EA vs PPM
Business Expectations EA & PPM Challenges• Increase focus on Business Value• Increase knowledge of Business &
Information Architecture• More collaboration, less silos• Focus on prioritization• Focus on delivering pragmatic &
immediate benefits
• Must understand & translate business value into execution
• Soft skills are critical • Understand enterprise
strategic priorities• Architect for the business • Work differently
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EA vs PPM
The driver is “perceived value and cost.”
Add soft skills to express business strategic priorities
Upskill talent and apply collaboration models
Add technical knowledge of business and information architectures.
EA vs. PPM
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EA vs. PPM
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EA vs. PPM
Project and Portfolio Management is driving the enterprise strategically forward.
Enterprise Architecture is the navigator, guidingthe enterprise forward towards the target state.
EA vs. PPM
The reality is both organizations have functional differences but share ….
• The concept of strategies, portfolios, projects
• The goal to translate business and technical strategies into high performance results.
Question? How can EA be the instrument by which the PMO steers the portfolio?
EA vs. PPM
Current & TargetArchitecture
Enterprise Architecture
Business Strategy
Business Direction
Capability Planning
Portfolio Management
Structured Direction
Program Management
Project Management
Stra
tegy
Exe
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A Functional “View”
Executive Committee
Portfolio Management Board
Staff Business Strategy Committee
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Dire
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Business Unit # NBusiness Unit # N
Business Unit # NBusiness Unit #1Portfolio Managers
Enterprise PMO
Portfolio &
Initiatives
Portfolio &
Initiatives
Portfolio &
Initiatives
Oversight
Support
Business Cases
Initiatives Reviews & Decisions
Enterprise Architecture
TechnicalEvaluation
GAPProject Architecture
EA vs. PPMInterdependent Process
EA Role PPM Role
Strategy Ensures Business & IT Strategy align Supports Strategic PlanningInvestment Influences investment decisions & IT
budget formulationSupports budget formulation process & monitors investments
Investment Support
Integral member of integrated project team developing business case & solution
Provides standards, tools, assists with scope, schedules, budget, risks & communications
Investment Review Process
Member of review process, project portfolio planning & review board which monitors portfolio & project performance against scope, schedule, costs, risks, etc.
Leads review process. Adds new projects to portfolios, monitors & reports demand, risks/issues & performance problems
Acquisition Oversight
Ensures IT acquisitions align with target architectures & Technology Standards lifecycle. Promotes RE-USE.Provides acquisition support (lab & governance process)
Supports development of acquisition package (alternative analysis, cost estimates, RFPs & selection plan.
EA vs PPM
EA vs PPM
Understand the Business Processes the “Solution” Impacts.
EA vs PPM
Understand Interdependencies of Applications the “Solution” Impacts.
EA vs PPMUnderstand Critical Applications with Poor Business and
Regulatory Alignment
SOX Relevant
EA vs PPM
How many initiatives have been scoped without understanding…
• The level and volume of business processes?
• What business critical applications and their interfaces will be impacted
• Infrastructure components
• Security and compliance issues
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Project Architecture
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Project Architecture
Project Architecture blends Business Architecture, and Application Portfolio Management with
Project and Portfolio Management
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Project Architecture
..
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Project Architecture
Re-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use, Re-useRe-use, Re-use, Re-use, Re-use
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Collaboration Model
In Put Out Put Expected OutcomesPreliminary Business Case.
1. Determine the architectural complexity (e.g., services, business and technical capabilities, governance and risk levels)
2. Identify candidate architecture and recommended approach
3. Define infrastructure needs.
• Project risks assessed across architectural domains
• Project reviewed and assessed for alignment with capability and application target roadmaps
• Services identified and assessed for correctness and potential reuse
• Business and technical capabilities assessed for suitability and reuse
• Architectural options reviewed and assessed across all architectural domains for pros/cons, benefits, business impacts technology impacts, standards,
dependencies• Architectural recommendation on approach
Clarity Smart EA
Collaboration ModelEXAMPLE PROJECT ARCHITETURE CONSULT
Project Architect: Completed / / 2015
Project Manager: Submitted to EA / / 2015
Consult for: {enter name of project or initiative}
Business Drivers {Enter the key business requirements that drive this architectural decision}
Technical Drivers {Enter the key technical requirements that drive this architectural decision}
Architectural Approach
{Enter one or more of the most feasible architecture components and technology brick options that are relevant for this project solution; Compare and propose a recommended components/brick/platform.
Application Patterns & Technology Space
{Identify applicable Application patterns and include a schematic on genealogy patterns being used in this solution, if appropriate; Identify the layer in the Application Reference Architecture and technology solution space to which this technology brick belongs, if appropriate).
Benefits {Enter the key benefits of the proposed solution and technology brick; for the most part these should directly tie in to the above-mentioned drivers}
Delivery Impacts { Enter the general delivery impacts of adopting this technology brick}
Operational Impacts {Enter the Application support impacts of adopting this solution and technology brick. Identify the assumptions related to level 2 support needed for operationalizing this technology brick}
Dependencies { List any dependencies on other applications, projects, programs, or operational initiatives, and their time lines on implementing the solution and/or new technology brick }
Technology Adoption Plan
{Enter brief summary of steps needed to build the needed technology proficiency in people, process modification (e.g. changes to existing application SLA monitoring process etc. and any new automation tools to help with adoption and operationalization of the technology}
Conclusion {A brief summary of why this particular approach was selected}
Key Decision Checklist from EA
(Enter a check mark for each EA decision met) □ Alignment with the Target Architecture and Business Process Model □ Alignment with the Enterprise Application Standards □ Alignment with Architecture Components (Reference Architecture, Patterns, and Guidelines) □ Key architecture risks and options for mitigation have been identified □ Opportunities for value addition to the existing solution architecture have been identified
Promotion □ Yes/No promote to Leadership Committee □ Yes /No promote to the Enterprise Architecture Review □ Yes/No Passed Consult
Conclusion
The key takeaway for today is that the EA and PPM view portfolios and projects from different but complimentary perspectives.
Both are critical to executing IT’s ability to translate strategy into realized value.
The opportunity lies in working differently – yet together..
Jean Gehring
. Senior advisor in IT Transformation
Services for fortune 500 and
fast growth companies
Partnering with a network of industry
experts brings unique strengths to clients transforming their IT capabilities into actionable and
sustainable operations
Reston, Virginia
Enterprise Architecture • IT Portfolio Management • Governance