Course Description
Key definitions and artifacts
Approach to creating any architecture
Apply LEAN principles when looking for opportunities
Analyze an enterprise
System Under Discussion (SUD) characteristics
Architecture development roadmap
Architecture transition roadmap
Create a business case and feasibility study
Ongoing iterations to architectures
Agenda
1. Enterprise Key Concepts
Know what others are doing. Best practices are brought out for discussion. Key definitions and artifacts are compared to your reality. You will be exposed to enterprise frameworks and class discussions will help you determine how they are or might be used in your organization with the collaboration of key stakeholders.
Speak the Enterprise Language
Activity: Term and artifact real-life gap assessment
Enterprise Frameworks
Activity: Which framework would you use and why for each scenario?
Collaborate with Enterprise Stakeholders
Activity: Determine what is needed from stakeholders and what is needed from you
2. Creating an Architecture
There is a general approach to creating any architecture. We will examine the approach, and test it based on the different types that are relevant to the participants in the workshop.
Architecture Requirements
Activity: Define architecture requirements based on a scenario or your own real-life scenario
Components of an Architecture
Determine What to Leverage
Create Artifacts (Static or Dynamic, Granularity Level)
Activity: Based on the previous scenario, which artifacts and components would you create?
Inventory for Reuse
Apply Tools and Techniques
Needed Reviews and Approvals
Activity: Build a roles and responsibility chart for the creation of ongoing changes for the architecture
Architecture Development Roadmap (High-Level Plan)
Architecture Transition Roadmap (Iterations to Future State)
3. Looking for Opportunities
Regardless of your role, everyone should be making problems visible and looking for opportunities. But where do you look and how do you know one when you see one? Yes, getting the right data may take some time and money. But how do we know we are making the right decisions as executives? According to LEAN principles, we need to focus on creating value, eliminate waste, make problems visible, embrace scientific problem solving and don't forget about the people! If we embrace these principles we can adapt to change and make the right decisions.
Opportunities to Improve Business and Enterprise Architecture
Activity: Given an extract from various models, what opportunities do you see?
Checking the Business and Technology Domains
Activity: Given an artifact extract, what problems can you identify or what questions might you ask?
Problem Identification and Visibility
Activity: Given a set a problems, how would you analyze them and what opportunities do you see?
4. Analysis at the Enterprise Level
Here we exploit business analysis activities. We start with eliciting high-level requirements for the solution by facilitating the future state and uncovering the solution scope boundaries. Further high-level solution idea generation and solution assessment will help us to provide an initial estimate.
Uncover Business Requirements
Activity: How would you present this opportunity to the following executives?
Assess Impacts
Use Benchmarks and Surveys
Define System Under Discussion (SUD) Characteristics
Activity: Define which SUD characteristics drive specific methods and techniques
Generate and Assess Solution Alternatives
Activity: Apply one technique to assess solution alternatives based on a scenario
5. Justifying and Communicating the Solution
At the enterprise level, some justification is necessary to obtain funding and resources in addition to providing a method to equally compare and prioritize the businesses portfolios. The opportunity assessments and analysis conducted in previous workshop sessions will provide the necessary information to justify moving forward.
Creating a Business Case and Feasibility Study
Activity: Which of these scenarios should have a feasibility study conducted?
Organizational Acceptance of the Solution
Tracking Business Value
Assisting in Prioritization Efforts
Activity: Define the right criteria for the situation
6. Ongoing Iterations to Architectures
Architectures must adapt to the changing business and technical environment in order to support innovation and competition. Walls must be broken down to keep architectures valuable to the enterprise by being dynamic in ways that allow flexibility and scalability.
Portfolio Management
Business Drivers
Architecture Dependencies
External Triggers
Value Chain Impacts
Planning for Flexibility
Activity: Based on selected architecture, you will flowchart a change-control process
7. Practice, Practice, Practice
You will not walk away without trying out the approaches and techniques as discussed through the previous session. Teams will be structured and provided with different opportunities to select from. Based on the scenario, each team will be required to:
Identify Their Approach (review with instructor before continuing)
Define High-Level Requirements and Scope
Identify Solution Alternatives and a Recommended Solution
Evaluate the Value Chain for Impacts
Assess Impact to Architectures
Present to the Executive Committee for Approval to Move Forward
Audience
Anyone who needs the enterprise view of a business and wants to assure the business' strategies are realized, such as:
Business Analysts
Business or Functional Managers
Technical Architects (Application, Infrastructure or Information)
Product and Process Owners
Enterprise Program Management Office (EPMO) Resources, Program Managers, or Project Managers
Procurement