Primesource. Roar Engen Partner & Chief Architect. Enterprise Architecture as a core capability in successful transformation programmes

Transkript

1 Primesource Roar Engen Partner & Chief Architect Enterprise Architecture as a core capability in successful transformation programmes

2 Talking points for today 1. My background, journey in to EA and why Primesource? 2. What are businesses aiming for? - be ditital, digitized or digitalization (source: Sven Roelven, 3. What do we see emerge as the delivery mechanism for digitalization and transformation? «American firms dream of growth but Invest in efficiency 4. Why and how does managing successful programs and an enterprise architecture practice complement and enforce each other? 5. How can this «improved future» be architected?

3 My background and journey to EA Programmes Governance EA IT process SW HW

4 My passions besides EA

5 What does «get digital» implies?.. Digitalization the Wikipedia definition: Digitizing or digitization [1] is the representation of an object, image, sound, document or a signal (usually an analog signal) by a discrete set of its points or samples. The result is called digital representation or, more specifically, a digital image, for the object, and digital form, for the signal. Gartner have proposed another definition: The degree to which an enterprise s products and service value and revenues are realized through technology. (source: Mark P McDonald s blog) So in a business context, an organization that seeks to become Digital might focus on the automation of processes with the objective of making them more efficient. By contrast, a company focusing on Digitalization, might aim to realize more effective outcomes from those processes by improving the customer engagement. What are businesses aiming for? - be ditital, digitized or digitalization

6 The WHY and the WHAT of digitalization

7 The digitalization dilemma

8 How customers drive digitalization? Customers now organise their strategic execution and projects in programmes The seasoned project managers and line managers takes on roles as program managers and senior responsible owners (SRO s) The program or transformation board more often consist of business leaders and top management Which leads to a more balanced focus on organiational development v.s. IT enablement And add more of the soft skillset and people management sides of change (and politics to).. and some realization that program management and EA is two sides of the coin... (yin-yang)

9 Some methodologies in use Source: Managing Successful Programmes (MSP) by OCG

10 Some methodologies in use

11 Some methodologies in use

12 EA maturity, customers e.t.c.. Business leaders integrating EA Enterprise Investment?.. EA in organisation change projects IT architects in projects EA maturity journey EA deliverables

13 The themes of MSP.. Outher circle:principles Mid circle: Governance themes Inner circle: Transformational flow Remaining aligned with corporate strategy Programme organization Identifying a Programme Defining Programme Closing a Programme Delivering the Capability Realizing the Benefits Managing the Tranches Source: OCG

14 The themes of MSP.. Outher circle:principles Mid circle: Governance themes Inner circle: Transformational flow Remaining aligned with corporate strategy Programme organization Identifying a Programme Defining Programme Closing a Programme Delivering the Capability Realizing the Benefits Managing the Tranches Source:

15 The themes of MSP.. Outher circle:principles Mid circle: Governance themes Inner circle: Transformational flow Remaining aligned with corporate strategy Programme organization Identifying a Programme Defining Programme Closing a Programme Delivering the Capability Realizing the Benefits Managing the Tranches

16 MSP blueprint = EA deliverables A blueprint is a reproduction of a technical drawing, documenting an architecture or an engineering design, using a contact print process on light-sensitive sheets. Introduced in the 19th century, the process allowed rapid and accurate reproduction of documents used in construction and industry. The blue-print process was characterized by light colored lines on a blue background, a negative of the original. The process was unable to reproduce color or shades of grey. A blueprint (MSP) is a model of the future organization, it s working practices and processes, the information it requires and the technology that supports the operations. The future organization is designed to deliver the outcomes and benefits described in the vision statement. (Future operating model) The blueprint is used throughout the programme to maintain the focus on delivery of the new capability.

17 MSP s high level view TODAY (pre programme) TRANCE 1 (one year out) PROCESSES: PROSESSER: OPERATIVE (PRIMÆR) PROSESSER OPERATIVE (PRIMÆR) FUNKSJONER KOSTNADER & KOSTNADSDRIVE RE PRESTASJONSMÅ L & KPIer FORRETNINGS- /OPERASJONS MODELL FORRETNINGS- /OPERASJONS MODELL OPERATIVE (PRIMÆR) PROSESSER OPERATIVE (PRIMÆR) FUNKSJONER KOSTNADER & KOSTNADSDRIVE RE PRESTASJONSMÅ L & KPIer ORGANISATION: ORGANISATION : STRUKTUR ROLLER & MYNDIGHET BEMANNING & KOMPETANSE KULTUR SOURCING & DISTRIBUSJON STRUKTUR ROLLER & MYNDIGHET BEMANNING & KOMPETANSE KULTUR SOURCING & DISTRIBUSJON TECHNOLOGY: TECHNOLOGY : BYGG TEKNISK INFRASTRUKTUR KJERNESYSTEME R & VEERKTØY STØTTESYSTEME R & VERKTØY BYGG TEKNISK INFRASTRUKTUR KJERNESYSTEME R & VEERKTØY STØTTESYSTEME R & VERKTØY INFORMATION: STYRINGSINFO & DATAMARTS RAPPORTER GRUNNDATA DATAFANGST INFORMATION: : STYRINGSINFO & RAPPORTER DATAMARTS GRUNNDATA DATAFANGST TRANCHE 2 (two years out) TRANCE 3 FUTURE (three years out) PROSESSER: PROSESSER: FORRETNINGS- /OPERASJONS MODELL FORRETNINGS- /OPERASJONS MODELL OPERATIVE (PRIMÆR) PROSESSER OPERATIVE (PRIMÆR) FUNKSJONER KOSTNADER & KOSTNADSDRIVE RE PRESTASJONSMÅ L & KPIer OPERATIVE (PRIMÆR) PROSESSER OPERATIVE (PRIMÆR) FUNKSJONER KOSTNADER & KOSTNADSDRIVE RE PRESTASJONSMÅ L & KPIer ORGANISATION : ORGANISATION : STRUKTUR ROLLER & MYNDIGHET BEMANNING & KOMPETANSE KULTUR SOURCING & DISTRIBUSJON STRUKTUR ROLLER & MYNDIGHET BEMANNING & KOMPETANSE KULTUR SOURCING & DISTRIBUSJON TECHNOLOGY : TECHNOLOGY : BYGG TEKNISK INFRASTRUKTUR KJERNESYSTEME R & VEERKTØY STØTTESYSTEME R & VERKTØY BYGG TEKNISK INFRASTRUKTUR KJERNESYSTEME R & VEERKTØY STØTTESYSTEME R & VERKTØY INFORMATION: : STYRINGSINFO & RAPPORTER DATAMARTS GRUNNDATA DATAFANGST INFORMATION: : STYRINGSINFO & RAPPORTER DATAMARTS GRUNNDATA DATAFANGST CHANGE IMPRIOVE NO CHANGE

18 The blueprint as a planning tool Organisational change from «as-is» to «to-be» TRANCHE 1 TRANCHE 2 transformation Outcome transformation Outcome TRANCHE 3 transformation TRANCHE 4 transformation Outcome Outcome

19 One example from healthcare..

20 From a reference model to process planning

21 Applied in a telecom corp.

22 Applied in a telecom corp.

23 My main value propositions Leaders and decision makers are used to think «projects» for implementation and «programme» for major (strategic) change to the business they are both well suited for organising change activities, but have some shortcomings in setting direction and articulating the future operating model and design rules to get there.. Enterprise Architecture as a practice is very well fit-for-purpose when planning and designing a better future (especially when it is digital), but lack a track record when it comes to delivery and pragmatism.. Choose the method most suited for the problem and customer Program Management and Enterprise Architecture is as as interconnected and complementary as yin & yang..

24 Thank you!