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Enterprise Architecture

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by

Anette Ottzen

on 2 December 2014

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Transcript of Enterprise Architecture

EA and BPM Collaboration
at Carlsberg

Carlsberg aims to be
"The fastest growing global beer company"

Strategy
An Enterprise Architecture in Transition...
Enterprise Architecture
Strong alignment with the overall strategy
Stronger, Faster, Leaner
Standardization initiatives:
Strong focus on global Standardization
Vendor dependent --> Taking ownership of the architecture
Model Centric --> Planning and Standards Centric
Ivory Tower Syndrome --> Usable artifacts and realistic EA
Carlsberg's EA Framework Solution:
EA at Carlsberg
Business (Process) Architects Role
EA/ BPM Roles
Carlsberg's EA Maturity
Maturity Assessment
Sogeti maturity model for Carlsberg's EA function
Maturity measurements can:
Set baseline for cross-function collaborations
Identify performance and capability gaps
Identify constraints in EA and BPM collaboration
Track programme development over time
Used for creating to-be vision and road map
Sogeti maturity model of Carlsberg
-Focuses: “architectural thinking” and “integration”
strengths of maturity assessment
- Carlsberg agree that this could benefit (in the future)
- in collaborations (how the EA and BPM collaboration can benefit from this)
- strengthen implementations
- identify capability gaps
- takes time / incremental steps
TOGAF - The Open Group Architecture Framework
A Methodology
Divides architecture into 4 stages:
Business Architecture
Application Architecture
Data Architecture
Technical Architecture
Architectural Development Model:
Development cycle of 8 phases
Enterprise Continuum
The Enterprise Continuum may be viewed as a "virtual repository" (as of TOGAF 9 this is not virtual any more) of all the architecture assets available to an organization. These include architectural models, architectural patterns, architecture descriptions, and other artifacts. These artifacts may exist within the enterprise and also in the IT industry at large.

The Enterprise Continuum consists of both the Architecture Continuum and the Solutions Continuum. The Architecture Continuum specifies the structuring of reusable architecture assets, and includes rules, representations and relationships of the information system(s) available to the enterprise. The Solutions Continuum describes the implementation of the Architecture Continuum by defining reusable solutions building blocks.
TOGAF is based on four interrelated areas of specialization, called architecture domains:

Business architecture, which defines the business strategy, governance, organization, and key business processes of the organization.

Applications architecture which provides a blueprint for the individual application systems to be deployed, the interactions between the application systems, and their relationships to the core business processes of the organization with the frameworks for services to be exposed as business functions for integration.

Data architecture which describes the structure of an organization's logical and physical data assets and the associated data management resources

Technical architecture or technology architecture which describes the hardware, software and network infrastructure needed to support the deployment of core, mission-critical applications
Kotter Change Management 8 steps for leading change
create a sense of urgency
gather a team
create a vision
communicate the vision
enable broard by-in
create short-term victory
never let up
make this a part of the org. culture
Transition phase
Project oriented culture and Ad hoc
temporary project function (BSP)
shared workforce
not defined areas of responsibility
not defined areas of expertise
Informal --> working towards becoming formalized

RACI - Responsible, Accountable, Consulted, Informed
Develop and implement a fully functional RACI model
(today only RA)

the project = "A business architect"
Schein on manifistations of Org Culture
artifacts
values
assumptions
Business Standardization Programme (BSP)
One Carlsberg IT (One CIT)
Enterprise Architecture
Carlsberg
•Value through mediation of IT-knowledge for new projects, infrastructure changes, implementation of strategies and idea generation.
•Framework/repository for the architects.

Bernard
•Value through stakeholders usage of the EA artifacts in planning and decision-making.
•Large-scale framework for the stakeholders.
•Some assumption of documentation usage.
Strategist
Understand the future strategy
Model the strategy
Specify migration strategy

Architect
Understand the current state
Identify gaps in current architecture

Leader
Change Management
Maintain architecture components
Develop the core team
Governance
Bring positive change through governance
Establish a cross-org EA board.
Develop a formal compliance EA review

Communicate
Ensure that all aspects of the EA are communicated effectively
analyze feedback

Organizational Politics
Stakeholder by-in
Financial backing
Physical link between EA planning efforts and business change (both strategic and tactical/operational changes).
Developing high-level models and principles for the future-state view of processes.
Creating conceptual and logical process designs for implementation.
Developing process performance metrics, targets and benchmarks,
Creating process notational standards
Maintaining a metadata repository for process artifacts
Topics:
EA Frameworks
EA Roles and Responsibilities
Maturity Assessment
Research
Interview w Enterprise Architect, Emma Adolfsson and P.hd Student, Morten Gryning
Main theoretical basis by; Gartner, IBM and Scott Bernard
Lessons Learned
Reflection
Carlsberg's EA reality vs. academia approach
Reactive and practical
Many compromises
Collaboration between EA and BPM
Emergent collaboration
Impacted by org. culture and structures
Hard to define the value of
Competency Maturity Model Wheel
The Open Group
Full transcript