Unlocking Patterns of EA Program Failure: Lessons learned about the barriers and the potential unlocking practices (Open Group Conference, Jakarta 2016)
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The document discusses the barriers to successful Enterprise Architecture (EA) programs and potential unlocking practices based on observations from 20 organizations. Key barriers include weak business perspectives, limited executive sponsorship, and insufficient IT organizational capabilities. The recommended practices involve aligning IT with business strategies, strengthening governance, and focusing on business drivers to improve overall EA effectiveness.
Unlocking Patterns of EA Program Failure: Lessons learned about the barriers and the potential unlocking practices (Open Group Conference, Jakarta 2016)
- 1. Picture: http://cabindigital.net Unlocking Patterns of EA Program Failure: Lessons learned about the barriers and the potential unlocking practices Open Group Conference, Jakarta 2016 Dr. Basuki Rahmad, CITA-‐F, COBIT5-‐I, CISA, CISM, CRISC
- 2. Halaman 2 The key criterias of EA Program Successfullness, adoptep from COBIT 5 Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure Alignment of IT and Business Strategy 1. Percent of the enterprise strategic goals and requirements supported 2. Level of stakeholder saSsfacSon with scope of the planned of programmes and services 3. Percent of IT value drivers mapped to business value drivers IT Agility 1. Level of saSsfacSon of business execuSves with IT’s reponsiveness to new requirements 2. Number of criScal business processes supported by up-‐to-‐date insfrastructure and applicaSons 3. Average Sme to turn strategic IT objecSves into an agreed-‐on and approved iniSaSve OpSmisaSon of IT assets, resources and capabiliSes 1. Frequency of capability maturity and cost opSmisaSon assessments 2. Trend of assessment results 3. SaSsfacSon levels of business and IT execuSves with IT-‐related costs and capabiliSes
- 3. Halaman 3 There are barriers and potenSal unlocking pracSces…….. Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure Barriers are core components of a problem that, if altered, could allow for true organization change using EA. Barriers are not underlying causes that merely describe a situation. Instead, they are actionable, and specific to the problem. Based on our observaSon, the barriers can be found at the phase of EA planning or execuSon. EA Planning EA ExecuSon Alignment of IT and Business Strategy IT Agility Optimisation of IT assets, resources and capabilities Bad/Weak Planning Bad/Weak ExecuSon X
- 4. Halaman 4 This study of barriers and unlocking pracSces is based on the observaSon of 20 organizaSons in the last 7 years Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure 5 3 5 1 2 2 2 Industry Type
- 5. Halaman 5 The barriers found Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure Disconnected from industry & good pracSces 1. Weak concern on the industry business issues and trends 2. Stuck on internal IT TradiSon 3. Not following the updated key technologies needed by organizaSon Weak business perspecSve & involvement Weak Top/Senior Management Sponsorship Limited IT OrganizaSon Capabity 1. Too technical, weak relaSonship with business pains and triggers 2. Weak business case (represenSng EA in the financial terms) 3. EA is IT Agenda, business will wait at the finish line 1. Unclear business direcSon 2. Weak IT leadership from top/senior management 1. Unbalance posiSon of IT and business process owner 2. Weak IT competency alignment of current IT staff vs technologies needed by the business/organizaSon 3. Limited IT FTEs
- 6. Halaman 6 The barriers mapped to TOGAF ADM Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure Disconnected from industry & good pracSces Weak business perspecSve & involvement Weak Top/Senior Management Sponsorship Limited IT OrganizaSon Capabity Preliminary P P P S Architecture Vision P P P S Business Architecture P P S S InformaSon System Arhitecture P P Technology Architecture P P OpportuniSes and SoluSons S P P MigraSon Planning P S P ImplementaSon Governance P S P Architecture Change Management S S S S P = Primary S = Secondary
- 7. Halaman 7 The potenSal unlocking pracSces, mapped to the barriers Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure Disconnected from industry & good pracSces Weak business perspecSve & involvement Weak Top/Senior Management Sponsorship Limited IT OrganizaSon Capabity Focusing on business pains or triggers, benchmarking to the industry reference architecture X X X Sharpening the business case X X Strengthening Governance X X X Increasing the capacity of IT OrganizaSon X X IntegraSng to the organizaSon/corporate transformaSon agenda X X
- 8. Halaman 8 #1 – Focusing on business pains or triggers, benchmarking to the industry reference architecture KEY CONSIDERATIONS: q EA must consider the business drivers: business pains or business triggers. The understanding of business drivers can be used as an internal imperaSves. q In the same Sme, the understanding of industry or technology issues can be used as an external imperaSves. q Blended internal and external imperaSves will drive the strong EA Principles and visions q Understanding the reference architecture (business/technology perspecSve) will contribute to the high quality IS or technology architecture Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure RELATED METHODS: q Capturing and understanding the business pains or triggers: – List the imperaSves, internal/external – PrioriSze the imperaSves, using risk or value analysis – Translate to EA principles and EA Visions q Industry bencmarking or Reference Architecture – Benchmarking to the direct/indirect compeStors (local, regional, global) – Adopt the research products from the reputable research insStuSons/companies: industrial soluSons or specific technologies – Adopt the technology standards or good paOerns, such as SOA, Network Architecture, Security Architecture
- 9. Halaman 9 #2 – Sharpening the business case Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure KEY CONSIDERATIONS: q EA ImplementaSon Program must be marketable (to top/senior management or business process owners). Therefore we have to communicate at the business language, not IT language. – The reasons – The benefits q The budget approval by management, mostly will be determined on the business consideraSon: financial or non-‐financial. RELATED METHODS: q Risk management planning q Benefit analysis q Economic/Financial analysis – Cost-‐Benefit Analysis – IRR – Payback periode – Others
- 10. Halaman 10 Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure TAHUN 2014 2015 2016 2017 2018 IT#Spending!per!tahun 255.48 302.31 413.86 463.55 509.68 Total#IT#Spending 1944.88 Benefit#Calculation Productivity#Increase Produktifitas!SDM 20.25 22.28 24.50 26.95 29.65 Pengurangan!SDM!(termasuk!perangkat!pendukung)!terkait!dengan! pengurangan!loket 7.20 14.40 21.60 28.80 Peningkatan!produktifitas!angkutan!barang!yang!disebabkan!peningkatan! produktifitas!pengelolaan!traffic 27.09 78.26 109.69 231.84 235.60 Cashflow#&#Material#Management Penurunan!nilai!inventory 79.50 87.45 96.19 105.81 116.39 Perpanjangan!lifetime!loco!dengan!peningkatan!kualitas!pemeliharaan 17.43 17.43 17.43 17.43 17.43 Expense/Risk#Avoidance Penghematan!biaya!pendidikan 2 3 4 4 4 Efisiensi!pencetakan!tiket 4.05 8.51 8.93 9.38 Efisiensi!pengadaan 40.75 12.96 15.88 17.98 Keberlangsungan!layanan!penjualan!tiket,!yang!jika!sistem!TI!tidak!dapat! melayani!diasumsikan!akan!beralih!ke!moda!lain. 99.64 156.35 220.86 280.595 354.88 Benefit!Per!Tahun 245.91 416.77 508.55 713.05 814.11 Total!Benefit 2698.38 Benefit#D#Cost!(per!tahun) M9.57 114.45 94.69 249.50 304.43 Net#Benefit M9.57 104.88 199.57 449.06 753.49 IllustraSve Examples
- 11. Halaman 11 #3 – Strengthening Governance Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure KEY CONSIDERATIONS: q The need of Leadership & business involvement formalizaSon q The maturity of IT Governance will increase the quality of EA lifecycle q The need of balancing on People, Process & Technology RELATED METHODS: q The establishment of IT/Business OperaSng Model q The establishment of EA Steering CommiOee to insStuSonalize IT leadership and business involvements – ArSculate the strategic direcSons – Review & approve EA Strategic iniSaSves – Monitor and evaluate EA key metric achievements – Monitor & evaluate the benefits q The establishment of EA Policies, standards and procedures. q The encouragement of the related EA cultures, such as: innovaSon, enforcement of technology standards
- 12. Halaman 12 #4 – Increasing the capacity of IT OrganizaSon Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure KEY CONSIDERATIONS: q The capacity of IT OrganizaSon will determine the quality of EA planning and execuSon q The component of IT OrganizaSon capacity: – The alignment of IT competencies and IT Architecture landscape – The correctness of IT funcSon configuraSons – The correctness of IT posiSon in organizaSon – The existence of career path RELATED METHODS: q Restructuring of IT OrganizaSon – IT posiSon in OrganizaSonal Structure – IT OrganizaSon reconfiguraSon, enabling the adopSon of good pracSces – FTEs workload analysis & recruitment Note: The urgency of IT OrganizaSon will depend also on IT OperaSng Model q IT competency development, integrated to IT career path – IT Competency chain, derived from the IT Architecture landscape – IT Career Path, such as: structural vs professional path
- 13. Halaman 13 Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure IllustraSve Examples
- 14. Halaman 14 Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure IllustraSve Examples
- 15. Halaman 15 Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure AHLI PRATAMA AHLI MUDA AHLI MADYA AHLI UTAMA AHLI SENIOR 6 7 8 9 10 11 12 13 14 15 16 17 18 STRUKTURAL: Manager ¢ ¢ Division Head ¢ SPESIALIS: IT Officer ¢ IT GRC (Governance, Risk & Compliance) ¢ ¢ ¢ ¢ ¢ ¢ Enterprise Architect ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ Business Analyst ¢ ¢ ¢ ¢ Project Management ¢ ¢ ¢ ¢ ¢ ¢ ¢ SoluSon Architect ¢ ¢ ¢ ¢ ¢ ¢ System Analyst ¢ ¢ ¢ ¢ ¢ ¢ ¢ Programmer ¢ ¢ ¢ ¢ ¢ ¢ ¢ Infrastructure Architect ¢ ¢ ¢ ¢ ¢ ¢ Network Management ¢ ¢ ¢ ¢ ¢ ¢ ¢ IT Security ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ Database Management ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ ApplicaSon OperaSon ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ DC/DRC Facility & OperaSon ¢ ¢ ¢ ¢ ¢ ¢ ¢ DC/DRC System Sonware ¢ ¢ ¢ ¢ ¢ ¢ ¢ ¢ IT Service Desk ¢ ¢ ¢ ¢ ¢ ¢ ¢ IT Service EducaSon & Management ¢ ¢ ¢ ¢ ¢ ¢ ¢ IllustraSve Examples
- 16. Halaman 16 #5 – IntegraSng to the organizaSon/corporate transformaSon agenda Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure KEY CONSIDERATIONS: q If there are major business transformaSons from exisSng architecture, it’s needed an enough focus on: – Keeeping the exisSng services up – Ensure the successful new architecture q The possibility of the limited resources of IT OrganizaSon to handle two concerns q The psychology aspect of “new things” RELATED METHODS: q ImplemenSng EA iniSaSve as a business iniaSve, rather than IT iniSaSve q OrganizaSon strategy alternaSves: – DelegaSng the main responsibility of New EA and New Core IT Architecture MigraSon to TransformaSon Unit • Special unit, maybe adhoc during the transformaSon • Consist of IT and Business People • CoordinaSng with IT OrganizaSon at deployment and migraSon from old architectures – DelegaSng to IT – Program Management Office as a conductor
- 17. Halaman 17 Terima Kasih Open Group Conference -‐ Jakarta 2016: Unlocking PaOerns of EA Program Failure