Enterprise Architecture Evolution at Verizon - May 2010
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The document details the evolution of enterprise architecture (EA) at Verizon, highlighting the transition from siloed operations to a more integrated, business-centric approach that drives efficiency and reduces costs. Emphasizing partnerships between IT and business stakeholders, it outlines the key events and structural changes that have enhanced speed to market and delivery quality. Success factors for EA implementation include strong executive sponsorship, effective communication, and the use of proven frameworks and tools.
Enterprise Architecture Evolution at Verizon - May 2010
- 1. Enterprise Architecture Evolution at Verizon Enterprise Architecture Group Verizon Telecom Webinar - Presented at Information Management Forum May 2010
- 2. How Did This Happen? 2 Siloed Ecosystem ‘trying’ to meet the business needs
- 3. Verizon EA Evolution • Similar to most large businesses • Filled with major events that drive the need for enterprise architecture – Mergers & Spin-offs – New technology & products – Expansion of business • Market conditions and business drivers paving the way for architecture • Homegrown approaches leading the way to adaptation of accepted practices 3
- 4. Verizon Business Units 4 •Federal •Enterprise •Wholesale •Global •Consumer •Small Business •Consumer •Business •enterprise Wireless Telecom Business Partner Solutions • Verizon is made up of multiple business units • All business units have IT groups, business processes, applications and networks to cater to the needs of their focal areas • Customers view Verizon as a single entity and expect single touch points • Common products and services across business units
- 5. Major EA Impacting Events @ Verizon 5 20021997 2000 2004 2006 20102007 Verizon purchases Verizon divestiture to OneBill for customers with telecom and wireless services All sorts of bundles launched Long Distance Service launched 2002 Interactive Media Guide launched Successful businesses thrive with change. Embrace it to manage it
- 6. Architecture Team Evolution 6 Evolution driven by business demands Application Architect • System level responsibility • Focuses on application and near-neighbors • Lack of big picture leading to duplications • high cost of development and low speed to market • Incoherent processes Solutions Architect • IT wide design responsibility and visibility • end to end design and implementation • Lack of full business understanding resulting sub optimal solutions • This model drives strategic systems flow but not strategic business process changes 2000 2010 Enterprise Architect • Business-centric architecture focused on bottom-line • Close partnership between the stake holders • Provide business and technical leadership, driving projects from ideation to launch • IT input into business requirements and business input into technology strategy • Improved speed to market and reduced cost IT PLM EA Ops Ntwk Mktg IT IT IT IT OpsPLM Ntwk OpsPLM Ntwk IT-SA Mktg Mktg
- 7. IT Centric to Business Centric 7 Requirement review sessions Requirement generation sessions Ideation discussions Business short term and long term strategy sessions 2000 2010 Partnership
- 8. Results So Far • Reduced costs – Certain aspects of business have seen 30% reduction Y-Y • Improved speed to market – Overall duration cut down by half in some cases • High quality deliverables – Delivered right the first time • Business works with EA team from ideation – All stake holders become part of business process development as well as systems development – Holistic solutions that address all aspects of business • IT is as much a stake holder as everyone else • Reduced number of systems and processes – Duplications avoided upfront • EA team is sought after for driving change and guidance – Team grew from 4 to 20 people strong 8
- 9. EA Drivers, Keys to Success, Frameworks and Tools 9
- 10. Drivers 10 EA Speed to Market Business Transformation Cost Reduction BSS/OSS Transformation New products & Technologies
- 11. Success Factors • Executive Sponsorship – Success of the EA efforts is closely tied to executive sponsorship – EA team must be empowered and be seen by others as empowered • Organizational Positioning – Organizationally EA team needs to be positioned in such a way that its seen as neutral – Perception matters • Business and technology awareness – Awareness of current and strategic systems and business processes – Understanding near and long-term business direction – Insight and reach into key aspects of business 11
- 12. Success Factors • Partnership, understanding and boundaries – Close partnership with all stake holders – Winwin spiral – Must be seen as problem solvers – Know when to step back • Process and documentation – Follow a consistent engagement model – Deliver clear documentation – Make the documentation accessible to all stake holders • Internal knowledge transfer – Make knowledge transfer part of the job – Encourage knowledge sharing within and across the teams 12
- 13. Success Factors • Success and failure of the EA team depends heavily on the individual architects and the team leadership • EA resource common traits – Strong Leadership – Excellent negotiation and diplomatic skills – Balance business and technology needs – Manage newer technologies and related challenges – Ability to zoom-in, zoom-out and sectionalize problems – Confidence driven by knowledge and aptitude – Domain knowledge – Develop and nurture professional relationships – Effectively manage matrix communication and management structures (must discuss and design on vast scope, with no direct control) – Leverage the team knowledge 13
- 14. EA through Framework & Tools • Adaptation of eTOM framework and ITIL practices • VAST – Verizon Architecture and Strategy Tool • Homegrown common architecture portals and business case tools • Application directory covering all systems and most interfaces • SharePoint and other collaboration tools • Working towards implementation of proven frameworks 14
- 15. Business and EA’s Symbiotic Relationship 15 Business and systems strategy exercises setting up 2-3 year plans and architecture guidance (2-3 Year Plans) Annual business case planning driven by business and systems strategy (Annual) Quarterly business and IT releases implementing the changes (Quarterly) Metrics and analytics providing the feedback to drive change (Monthly)
- 16. Avoid Common Pitfalls • Groupthink – Stakeholders shifting their responsibilities on EA – Not being active participants • Ineffective architects • Too much IT focus • Becoming a bottleneck • Entering forced partnerships than mutually beneficial • Too many detailed items being put under EA purview • Using EA for political reasons • Too large to be effective 16
- 17. Opportunities • Adopting proven framework • Managing resources vs. quality balance • Wider engagement without compromising the depth of engagement • Encouraging the EA thinking at the application level • Making EA one of the disciplines within the business teams • Developing business architecture views and driving process changes 17
- 18. By Design… 18 Journey from Chaos to Order: EA Reduces Entropy!