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Isrc Architectingfor Agility J.Ross
1. University of Houston ISRC February 21, 2008 This research was made possible by the support of CISR sponsors and patrons. The research team included Cynthia Beath (University of Texas) and Donna Pitteri and Stephanie Woerner (CISR). Architecting Agility
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5. Traditional IT and Process Silos Technology Platforms Applications Data Corporate Data Corporate Networks & Infrastructure Services A Core Process
6. What IT Looks Like in an Agile Firm Technology Platforms Applications Data Corporate Data Corporate Networks & Infrastructure Services Corporate Data A Core Process
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8. Four Stages of Architecture Maturity Standardized Enterprise Processes/Data Standard Interfaces and Business Componentization Enterprise-Wide Technology Standards Locally Optimal Business Solutions Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution , J. Ross, P. Weill, D. Robertson, HBS Press, 2006. Business Silos Standardized Technology Optimized Core Business Modularity Strategic Business Value 12% 48% 34% 6% % of Firms
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12. Architecture Maturity Shifts Agility Global Agility Local Agility Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution , J. Ross, P. Weill, D. Robertson, HBS Press, 2006. Business Silos Standardized Technology Optimized Core Business Modularity
13. Learning Requirements of the Architecture Stages Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution , J. Ross, P. Weill, D. Robertson, HBS Press, 2006. Business Silos Standardized Technology Optimized Core Business Modularity IT Capability Local IT applications Shared technical platforms Enterprise-wide hardwired processes or databases Plug & play business process modules Business Objectives ROI of local business initiatives Reduced IT costs Cost and quality of business operations Speed to market; strategic agility Funding Priorities Individual applications Shared infrastructure services Enterprise applications and data stores Reusable business process components Key Management Capability Technology-enabled change management Design and update of standards; funding shared services Core enterprise process definition and measurement Management of reusable business processes Who Defines Applications Local business leaders IT & business unit leaders Senior management and process leaders IT, business and industry leaders Key IT Governance Issues Measure and communicate value Establish local/ regional/global responsibilities Align project priorities with architecture objectives Define, source & fund business modules
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16. Enterprise Architecture Maturity Promotes Agility (1) Process improvements and scalability (2) Process change and organizational redesign (3) Partnership and acquisition In a survey of 65 IT executives, all four types of agility were statistically significantly correlated with enterprise architecture maturity.
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18. The Role of the SEO Numbers reflect how many of 12 SEOs we studied defined each responsibility. Enterprise IT & Process Governance (11) Project Design & Implementation (10) Ongoing Operations/ Continuous Improvement (4) Designs Platform Builds Platform Components Leverages Platform
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22. Four Stages of Architecture Maturity Standardized Enterprise Processes/Data Standard Interfaces and Business Componentization Enterprise-Wide Technology Standards Locally Optimal Business Solutions Framework Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution , J. Ross, P. Weill, D. Robertson, HBS Press, 2006. Business Silos Standardized Technology Optimized Core Business Modularity Strategic Business Value
