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Using TOGAF® to Establish a
People Enablement Capability
within a Strategic Transformation Project
Presented by
Louw & Elize Labuschagne
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Introduction
• A major financial institution in South Africa initiated a Strategic Improvement
Project within their Group Technology department to:
• Decrease development time
• Improve quality
• Improve collaboration
• Adopt industry best-practice
• Implement integrated development toolset
• The scope of the project included: The creation of a new integrated SDLC method that aligns internal SDLC
practices with industry best practices
The implementation of Collaborative Lifecycle Management tools
The enablement of 1200 staff members, across the business, to use both tools
and methodology on new product development projects
• Our involved started when the project came under pressure after traditional
change management and training approaches failed due to specific
constraints in the environment.
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Why a People Enablement Capability?
RUP
UML
SOA
Best Practices
Integrated Toolset
1 Traditional Training Approach
2012 2013 2014 2015
Project
Requirement
Train 1200 delegates on all the method
and tool content using a traditional
classroom training approach
The limited training budget did not allow for this
approach
2
3
The SDLC method is updated on a regular basis to
incorporate lessons learned on innovation projects and
thus the organisation required a sustainable internal people
enablement capability to continuously update and
deliver the training curriculum.
2012 June
Version 4
2012 August
Version 5
2012 December Version 6
2013 March
Version 7
2013 May Version
7.1
2012 April Version 3
3
Staff turnover requires constant
training to be provided
4
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Integrated Product Development Lifecycle
(Project Management Office responsibility)
4
Context: Strategic Improvement Project focused on SDLC
Concept
Decommission
Identification
Operation
Systems Development Lifecycle
Implementation Detailed Design Preliminary
Design Requirements
ISO 15704 Requirements for enterprise-reference architectures and methodologies
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• People Dimension
• Trainers (Methodology, Modelling & Tools)
• Training Admin (Scheduling,Venue, Completion Tracking,etc)
• Content Authors (Content Creation, Update, Audit etc)
• SDLC Tool Support Team
• Help Desk Staff
• SDLC Method Governance Forum (Identify impact on training before
approving changes to the SDLC Method)
• eLearning Development Team
• Process Dimension
• Delivery Processes
• Administration Processes
• Support Processes
• Material / Tool Dimension
• Virtual Learning Environment
• Training Venue & equipment
Using TOGAF to Establishing a People Enablement Capability
Reference: Capability-Based Planning – TOGAF 9.1, Chapter 32
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Architecture Vision: HR & Project Leadership
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Architecture Vision: Operational Teams
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Business Architecture: Challenges
• Limited budget and time frame for delivering on the project
• Large volume of people making class room only delivery
impossible
• People distributed over 3 location – trainers have to fly to reach
delegates
• SDLC Method is new and still being updated on a quarterly
basis to include lessons learned from pilot projects
• Role accountability in the SDLC and organisation not stable,
making role-based training difficult
• The use of structured methodologies and formalised modelling
notations in the organisation is very low, leading to a challenge
presenting a class on a specific level of understanding
• The management and support of the SDLC is distributed across
different business units, making communication and
collaboration more difficult
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Business Architecture: Identifying key SDLC roles &
functions
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Business Architecture: Key Insights
• We analysed the target audience based on
interviews, work sessions and sample tests, a set
of Method Readiness Check (MRC) questions
were created using a Virtual Learning
Environment.
• These MRC questions test the basic background
knowledge of the candidate in using a standard
method, UML, SOA and OO Analysis and Design
techniques.
• Questions banks are selected for the user based
his role in the organisation, thus
project managers will not receive
questions about OO Analysis.
• The result is used to create a custom curriculum
per delegate and the system is configured to
allow the delegate to only register for courses
where the report indicate a gap.
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Information Systems Architectures
• Using a Virtual Learning Environment enables us to:
• Tracking Learners progress
• Learner Performance
• Integrate into Bank’s Learning management Systems
• Scheduling of courses
• HR training delivery performance
• Training Content delivery
• Training content distribution
• Training content update
• Manage frequent updates to method content through the
use of eLearning modules
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Information Systems Architectures: Application
Structure
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• The deployment of traditional eLearning
content through a cloud solution was not
viable in this environment due to Internet
bandwidth constraints
• security concerns
• performance from multiple sites
• and the number of staff to be trained
Technology Architecture
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Our Proposed Solution
Management identifies
candidates for
implementation projects
Project
Manager
Business
Analyst
Systems
Analyst
Solutions
Architect
Role-based
Method
Readiness
Check
SDLC Method
Role-based Simulation Training
Collaborate with
other roles to
complete the
deliverables per
phase.
Use Tools to create the
deliverables
Create deliverables per
SDLC Method phase
for your role.
Simulation Training
Assessment Results
Candidate did
not achieve
minimum level
of competence
Candidate Pass
Role-
based
Method
Readiness
Check
Knowledgeable candidate can
join the simulation training
Candidate must clear the hurdles identified in Readiness
check by completing either classroom or eLearning training
Candidate do not have minimum
background
Designer
Developer
Tester
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Roadmap
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This archiMate diagram was created by
Operational support team to communicate
tasks that must be performed between team
members and the client. The HR admin
department is using this model in the bank to
ensure that they are following the correct
procedure.
Architecture Governance
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Architecture Change Management
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Role-play Components of the Exec Training
• Money Cards
– The currency used to pay for project execution
• Role Cards
– Represent the roles that can be fulfilled on the project team delivering the solution
• Work Product Cards
– Represent the work products that can be produced by the project team delivering the
solution
• Tool Cards
– Represent the productivity tools used by the project team delivering the solution to
create work products
• Event Cards
– Represents events that occur and affect the project during its execution
– Events can earn a project more money or cost the project money
• Question Cards
– Rolling set of knowledge questions for additional funds for each phase of the project
• Project Support Tokens
– A means to get assistance/advice while executing a phase
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What we achieved
RUP
UML
SOA
Best Practices
Integrated Toolset
1 Traditional Training Approach
2012 2013 2014 2015
Project
Requirement
Train 1200 delegates on all the method
and tool content using a traditional
classroom training approach
The limited training budget did not allow for this
approach
2
19
The SDLC method is updated on a regular basis to
incorporate lessons learned on innovation projects and
thus the organisation required a sustainable internal people
enablement capability to continuously update and
deliver the training curriculum.
2012 June
Version 4
2012 August
Version 5
2012 December Version 6
2013 March
Version 7
2013 May Version
7.1
2012 April Version 3
3
Staff turnover requires constant
training to be provided
4
4500 training interventions
delivered in 9 months using
only 3 trainers – HR received
an award for the successful
roll-out.
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Thank You
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