The Systematic Enterprise: How to synchronize EA, PM and other management methods

1. The Systematic Enterprise:How to synchronize EA, PM and other management methods Alana Boltwood Consultant in Enterprise Architecture, Methodology and Information Management Enterprise Architecture Symposium, Toronto March 29-30, 2010 METIMEA.ca

2. A plethora of formal methods Vision Statement Strategic Planning Portfolio Mgmt Accounting & Finance PMBoK IM CMM Marketing, Sales, Communications EA Human Resources Operations BPM SDLC ITSM Information Technology METIMEA.ca

3. Example: Government of Ontario • Results-Based Planning (Controllership) • Unified IT Project Methodology • Portfolio Management • Enterprise Architecture • Systems Development Life Cycle • IT Service Management: Change Advisory Board • Enterprise Information Management • Capability Maturity Model • … and more… • Federated model (ministry, cluster, corporate levels) METIMEA.ca

4. The Systematic Enterprise • Uses formal management methods and frameworks to: • Translate the enterprise vision into results • Do business more efficiently • Serve customers more effectively • Reduce errors and increase reliability • Manage risk METIMEA.ca

5. When you have multiple formal methods • Competing philosophies • Inconsistent frameworks, terms, methods • Redundant documents and repositories • Overlapping governance approvals • Extra bureaucracy & confusion • Reduces the benefits of formal methods • Result: Not a systematic enterprise METIMEA.ca

6. How can we get the benefits of many formal management methods, without redundancy and confusion? METIMEA.ca

7. Take a holistic approach to Systematic Enterprise governance. METIMEA.ca

8. Holistic • From holos, Greek, meaning all, entire, total • "The whole is more than the sum of its parts" - Aristotle • To develop a Systematic Enterprise, you can’t just manage each aspect separately • The enterprise as a whole determines how its parts behave METIMEA.ca

9. Understanding the enterprise as a whole • Observe how stuff gets done: individual or team effort? Quick or deliberate? Command or consultation? • Ask employees to create music, games or artworks that express how the organization behaves • Evaluate how “systematic” the enterprise is now • Ask how systematic the enterprise wants to be METIMEA.ca

10. Evaluate the needs for formal methods • Each current formal method • Why adopted? • In use across the enterprise? • Adapted well to the culture? • Strengths? Weaknesses? • The set of formal methods • Are there redundant deliverables? • Is the governance coordinated? • Is there any inconsistency or confusion? • Business functions that need a formal method METIMEA.ca

11. How do we synchronize the formal methods? METIMEA.ca

12. Set the enterprise boundary METIMEA.ca

13. Initial steps • Get general agreement to synchronize • Find the formal methods being used (in all departments) • Decide which methods to continue, and to add • Set objectives & performance indicators for the holistic approach • Create task force to synchronize the methods, frameworks, deliverables, repositories & software • Compare & map the framework elements METIMEA.ca

14. Example: harmonized project & architecture governance in Government of Ontario METIMEA.ca

15. Comparing PMBoK and TOGAF phases Establish PM & EA methods Both are process-oriented frameworks PMBoK • Time-limited • Single pass TOGAF • Ongoing • Iterative cycle Close-out Phase Concept Phase Implementation Phase Definition Phase Planning Phase METIMEA.ca

16. Compare the methods Ongoing enterprise governance Long time spans Long time spans Short situations Short situations Short situations Short situations Technology Business Deliverables Criteria Phases Terminology METIMEA.ca

17. Harmonizing the deliverables • Compare & analyze elements of your formal methods • Combine the glossaries to find synonyms, homonyms • Use metamodeling to un-duplicate information structures • Training, hiring & updates will be easier if you avoid changing the original methods, frameworks & deliverables • Use software & repository to reuse content in multiple deliverables • Anticipate adding other formal methods METIMEA.ca

18. Service Integration & Accountability Model Example: Ways to record responsibilities Service Provider organization Service Output Service Level Agreement Client organization METIMEA.ca

19. Use one high-level enterprise description Budget Business Rules Vision & Goals Project Portfolio Management Policy Strategy Function Hierarchy Organization Chart Cost accounting Document & Records Management Product / Service Catalog Data architecture Process Models, BPM METIMEA.ca

20. Establishing the holistic approach • Establish one authoritative enterprise description • Declare the synchronized framework of methods • Establish governance policies & approvals • Select pilot department and projects • Train staff in the holistic approach • Start using it! • Evaluate & improve the holistic approach • Add & update formal methods as required METIMEA.ca

21. Across the enterprise? One enterprise description? Fits the culture? Affordable to start up and practice? Fast governance approvals? Increased maturity levels (using CMM or similar)? Will it make the enterprise more systematic? Achieve business goals Do business more efficiently (save time & money) Reduce errors and increase reliability Deliver better customer service Manage risk Evaluating your holistic approach METIMEA.ca

22. Questions? Discussion? Alana Boltwood Consultant in Enterprise Architecture, Methodology and Information Management alana@metimea.ca Blog at Metimea.ca METIMEA.ca