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In part 12 of “Memoirs of an Enterprise Architect” I discussed the IT Chargeback Model.  This week I will talk about Database Rationalization.
Does your organization have a good process around managing all of the databases running your business?
I…

In conversations with customers and prospects we sometimes find they are struggling with the right starting point to bring a business architecture focus to their EPM program. Should they start with a business capability approach or a business process approach? This sounds like the “chicken or egg” dilemma — which comes first? Much like the chicken and the egg it isn’t an either/or situation, you will have to have both, and much more, for a successful program. That said, the “which comes first” question is probably the wrong question; we should be asking what outcome are you looking for? If the outcome is tactical such as improving a specific process then you might want to start with understanding that process and where it fits in the value chain. Alternatively if the enterprise is looking to the greater value you will likely need to take a different and more considered approach.

Strategy to Execution.
There are a multitude of benefits to a business architecture program, but certainly one of the most important is to improve “strategy to execution”. In fact, a Harvard Business Review survey of 1000 companies reported that only 37% thought they were “very good” or “excellent” at execution. If this is the objective then you will first have to start with understanding the strategy. One of the best approaches to understanding strategy is to understand how strategy affects the business. Since business capabilities are a common and very useful abstraction of what the business does they are an excellent starting place to begin the work of linking strategy across the set of enterprise portfolios. Using business capabilities as a common foundation for assessing enterprise performance it will be possible to create an investment roadmap that improves alignment and execution.

But What about Business Processes?
Business capabilities create the context for strategic planning, but that is not the end of the story by any means. Whereas business capabilities define what the business does, it is business processes that define how the business executes. Business processes and their assembly into value chains provide important baseline performance information for assessment of business capabilities. This baseline information can be compared to industry benchmarks and future state targets to highlight investment needs and possibly even the need for creation of new capabilities. Furthermore, there has been a proliferation of Business Process Management Suites (BPMS) across the enterprise. These suites enable the modeling, simulation, execution and monitoring of processes. When integrated with an enterprise portfolio management system they can provide ongoing measurements— but given the departmental nature of their usage they likely will not give a complete picture of the process landscape across the enterprise. In most cases performance information will require both automatic and manual assessments (see our Case Study: Capabilities-Based Planning at Fidelity Investments). In fact, in many instances manual subjective performance assessments are “good enough” to start driving real business value.

A Complete Picture.
An assessment of the business capabilities’ performance sheds light on the high priority investment areas but to get a complete picture you will need to understand how the other enterprise portfolios support those capabilities. A complete picture would include how the application, information, and technology portfolios impact the investment plan. Only then can you be sure that not only are doing the right things, but also doing them right (see our blog ‘Doing the Right Thing vs. Doing Things Right’).

Learn more:
Surveys indicate that both BPM and EA are top of mind with today’s CIO’s This comes as no surprise as CIO looks to the EA team to lead strategy development and they look to modern BPM suites to deliver those transformations. Unfortunately in the real world there are gaps in the “strategy to execution“ of a transformation. Our upcoming expert brief will discuss how to leverage the integration of BPM into your EPM program to deliver improved business transformation and identify gaps and redundancies in your Enterprise Portfolios.

With summer only halfway behind us and many professionals scrambling to fit in vacation time, you might think this is an odd time to contemplate going back to school.  I beg to differ.  It is always time to think about continuing professional education. Being successful in your trade means staying well informed of the most recent developments and changes that unfold within your field. Continuing professional education is important because it provides validation of an individual’s knowledge and skills.

Professionals–such as those working in the medical, legal and financial fields–are required to be consistently up to date on new standards, in addition to being refreshed on the knowledge they may have obtained previously. Continuing education ensures to patients, clients and licensing agencies that professionals are qualified to handle the responsibilities that affect people’s lives. Even if someone’s life is not at stake, any customer paying for your product or services wants to be assured that they are hiring knowledgeable experts, so similar expectations should apply to any corporate setting as well. 

In many organizations leadership teams rely on their enterprise architects to help chart a successful course for the business.  According to Wikipedia “Enterprise architects work with stakeholders, both leadership and subject matter experts, to build a holistic view of the organization’s strategy, processes, information, and information technology assets. The role of the enterprise architect is to take this knowledge and ensure that the business and IT are in alignment. The enterprise architect links the business mission, strategy, and processes of an organization to its IT strategy, and documents this using multiple architectural models or views that show how the current and future needs of an organization will be met in an efficient, sustainable, agile, and adaptable manner.” Quite a mouthful!

With the breadth of the enterprise architects role and the rapid advancement and development of new technologies, continuing professional education is critical for the Enterprise Architecture (EA) professional.  Unfortunately, today most of the non-degree professional education in EA takes the form of EA related certifications.  While certifications are fine, they typically focus only on one framework or perspective and are mostly training oriented. 

There are few continuing education opportunities for mid and senior level people that focus on broader strategic issues.  Creating leaders that think and act strategically is crucial for a position with the responsibility of aligning business goals, strategies, people and technology.  With so much at stake, it’s good to see that some programs are being developed to offer EA professionals an opportunity to hone their strategic analysis skills.

The Center for Enterprise Architecture at Penn State University is taking a leadership role in defining and offering these programs for mid and senior level EA leaders.  That’s one of the reasons Troux is excited to support their program (Troux Donates $4 Million in Software to Penn State University).  Two goals for the Penn State Center for Enterprise Architecture are to help EA become more of a mainstream academic discipline and assist in the evolution of EA into a “real profession” – on par with established professions such as accounting and engineering. 

As the EA profession continues to evolve, the importance of continuing education will only become more significant.   Perhaps the time is now to get this part of your professional development started.   Perhaps this is the time to go back to school.  Don’t be late.  The school bell is about to ring.

For more information about the Penn State Center for Enterprise Architecture and their executive programs please see:

http://www.pennstateexeced.com/ET070213-1.html

In part 11 of “Memoirs of an Enterprise Architect” I discussed the importance of having a robust Governance process in order to be successful with Enterprise Architecture.  This week I will talk about the IT Chargeback Model.
What is IT Chargeback…

I’ve spent a few years designing and facilitating strategy and planning processes (aka business performance management or BPM) and have gained some insight that I thought might be interesting to folks. This article is a work-in-progress set of be…

This is the sixth blog post in the Data Management series. In the previous post we zoomed in on Master Data Management (MDM). This time the focus shifts to Meta Data Management, or the art of keeping track of data about data.TheoryMeta data is often l…