This document discusses the relationship between enterprise architecture (EA) and project and portfolio management (PPM). It argues that EA and PPM have different but complementary perspectives in helping an organization translate strategy into realized value through portfolios and projects. The document provides examples of how EA and PPM can collaborate more effectively by having EA guide the enterprise towards its target state while PPM drives the enterprise strategically forward. It also provides a sample collaboration model where EA and the project manager work together on project architecture.

1. Making Technology Work for
You!
Enterprise Architecture &
Project & Portfolio Management
Translation to Execution

2. Translation to Execution
Delivering
Excellence
1 EA vs PPM
2
Project
Architecture
3
Collaboration
Model
4 Conclusion

3. 2
EA vs PPM
I skate to where the puck
is going to be, not where
it has been.
Wayne Gresky

4. 3
EA vs PPM
What new knowledge and skills
are needed to be successful?
What's changing the nature of EA & PPM?
How can the new knowledge
and skills be acquired?

5. 4
EA vs PPM
Business Expectations EA & PPM Challenges
• Increase focus on Business Value
• Increase knowledge of Business &
Information Architecture
• More collaboration, less silos
• Focus on prioritization
• Focus on delivering pragmatic &
immediate benefits
• Must understand & translate
business value into execution
• Soft skills are critical
• Understand enterprise
strategic priorities
• Architect for the business
• Work differently

6. 5
EA vs PPM
The driver is “perceived value and cost.”
Add soft skills to express business
strategic priorities
Upskill talent and apply
collaboration models
Add technical knowledge of
business and information
architectures.

7. EA vs. PPM
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8. EA vs. PPM
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9. EA vs. PPM
Project and Portfolio Management is
driving the enterprise strategically forward.
Enterprise Architecture is the navigator, guiding
the enterprise forward towards the target state.

10. EA vs. PPM
The reality is both organizations have functional
differences but share ….
• The concept of strategies, portfolios, projects
• The goal to translate business and technical
strategies into high performance results.
Question? How can EA be the instrument by
which the PMO steers the portfolio?

11. EA vs. PPM
Current & Target
Architecture
Enterprise
Architecture
Business
Strategy
Business
Direction
Capability Planning
Portfolio Management
Structured
Direction
Program
Management
Project
Management
StrategyExecution

12. 1
A Functional “View”
Executive Committee
Portfolio
Management Board
StaffBusiness Strategy
Committee
Strategy&
Direction
Business Unit # N
Business Unit # N
Business Unit # N
Business Unit #1
Portfolio
Managers
Enterprise PMO
Portfolio
&
Initiatives
Portfolio
&
Initiatives
Portfolio
&
Initiatives
Oversight
Support
Business
Cases
Initiatives
Reviews &
Decisions
Enterprise
Architecture
Technical
Evaluation

13. EA vs. PPM
Interdependent
Process
EA Role PPM Role
Strategy Ensures Business & IT Strategy align Supports Strategic Planning
Investment Influences investment decisions & IT
budget formulation
Supports budget formulation
process & monitors investments
Investment
Support
Integral member of integrated project
team developing business case & solution
Provides standards, tools, assists
with scope, schedules, budget,
risks & communications
Investment
Review Process
Member of review process, project
portfolio planning & review board which
monitors portfolio & project performance
against scope, schedule, costs, risks, etc.
Leads review process. Adds new
projects to portfolios, monitors &
reports demand, risks/issues &
performance problems
Acquisition
Oversight
Ensures IT acquisitions align with target
architectures & Technology Standards
lifecycle. Promotes RE-USE.
Provides acquisition support (lab &
governance process)
Supports development of
acquisition package (alternative
analysis, cost estimates, RFPs &
selection plan.

14. EA vs PPM

15. EA vs PPM
Understand the Business Processes the “Solution” Impacts.

16. EA vs PPM
Understand Interdependencies of Applications the “Solution” Impacts.

17. EA vs PPM
Understand Critical Applications with Poor Business and
Regulatory Alignment
SOX Relevant

18. EA vs PPM
How many initiatives have been scoped without
understanding…
• The level and volume of business processes?
• What business critical applications and their
interfaces will be impacted
• Infrastructure components
• Security and compliance
issues

19. 18
Project Architecture

20. 19
Project Architecture
Project Architecture blends Business Architecture,
and Application Portfolio Management with
Project and Portfolio Management

21. 20
Project Architecture
..

22. 21
Project Architecture
Re-use, Re-use, Re-use, Re-use, Re-use
Re-use, Re-use, Re-use, Re-use, Re-use
Re-use, Re-use, Re-use, Re-use, Re-use
Re-use, Re-use, Re-use, Re-use, Re-use
Re-use, Re-use, Re-use, Re-use, Re-use
Re-use, Re-use, Re-use, Re-use

23. 22
Collaboration Model
In Put Out Put Expected Outcomes
Preliminary
Business
Case.
1. Determine the
architectural complexity
(e.g., services, business
and technical capabilities,
governance and risk
levels)
2. Identify candidate
architecture and
recommended approach
3. Define infrastructure
needs.
• Project risks assessed across architectural
domains
• Project reviewed and assessed for alignment
with capability and application target roadmaps
• Services identified and assessed for
correctness and potential reuse
• Business and technical capabilities assessed
for suitability and reuse
• Architectural options reviewed and assessed
across all architectural domains for
 pros/cons, benefits, business impacts
 technology impacts, standards,
dependencies
• Architectural recommendation on approach
Clarity Smart EA

24. Collaboration Model
EXAMPLE PROJECT ARCHITETURE CONSULT
Project Architect: Completed / / 2015
Project Manager: Submitted to EA / / 2015
Consult for: {enter name of project or initiative}
Business Drivers
{Enter the key business requirements that drive this architectural decision}
Technical Drivers
{Enter the key technical requirements that drive this architectural decision}
Architectural
Approach
{Enter one or more of the most feasible architecture components and
technology brick options that are relevant for this project solution;
Compare and propose a recommended components/brick/platform.
Application Patterns
& Technology Space
{Identify applicable Application patterns and include a schematic on
genealogy patterns being used in this solution, if appropriate;
Identify the layer in the Application Reference Architecture and
technology solution space to which this technology brick belongs, if
appropriate).
Benefits
{Enter the key benefits of the proposed solution and technology brick;
for the most part these should directly tie in to the above-mentioned
drivers}
Delivery Impacts { Enter the general delivery impacts of adopting this technology brick}
Operational Impacts
{Enter the Application support impacts of adopting this solution and
technology brick. Identify the assumptions related to level 2 support
needed for operationalizing this technology brick}
Dependencies
{ List any dependencies on other applications, projects, programs, or
operational initiatives, and their time lines on implementing the solution
and/or new technology brick }
Technology
Adoption Plan
{Enter brief summary of steps needed to build the needed technology
proficiency in people, process modification (e.g. changes to existing
application SLA monitoring process etc. and any new automation tools
to help with adoption and operationalization of the technology}
Conclusion {A brief summary of why this particular approach was selected}
Key Decision
Checklist from EA
(Enter a check mark for each EA decision met)
□ Alignment with the Target Architecture and Business Process Model
□ Alignment with the Enterprise Application Standards
□ Alignment with Architecture Components (Reference Architecture,
Patterns, and Guidelines)
□ Key architecture risks and options for mitigation have been identified
□ Opportunities for value addition to the existing solution architecture
have been identified
Promotion
□ Yes/No promote to Leadership Committee
□ Yes /No promote to the Enterprise Architecture Review
□ Yes/No Passed Consult

25. Conclusion
The key takeaway for today is that the EA
and PPM view portfolios and projects from
different but complimentary perspectives.
Both are critical to executing IT’s ability to
translate strategy into realized value.
The opportunity lies in working differently –
yet together..

26. Jean Gehring
.Senior advisor in IT
Transformation
Services for
fortune 500 and
fast growth
companies
Partnering with a
network of industry
experts brings
unique strengths to
clients transforming
their IT capabilities
into actionable and
sustainable
operations
jeangehring@gmail.com
Reston, Virginia
Enterprise Architecture • IT Portfolio Management • Governance