David Rose provided an overview of how best to engage colleagues in applying Enterprise Architecture across an organisation. Presented at the first JISC Emerging Practices workshop (2012/03/29). http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop/

1. Enterprise Architecture
Enabling Business Change
Management Themes:
Engagement
David Rose
29 March 2012
http://emergingpractices.jiscinvolve.org

2. Our EA Challenge
(University College Falmouth)
• Time to develop and maintain process maps.
• Attitude to change – in time of economic
hardship.
• What is EA?
• Communicating project.
• Gaining support internally.
• Small amount of funding – just explorer
support from JISC
11/12/09 EA Workshop Governance 29 March 2012: slide 2

3. Why 'who’ matters
There is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success,
than to take the lead in the introduction of a new order
of things. Niccolo Machiavelli ‘The Prince’, 1532
“It is not the knowledge that matters, but the successful
task of putting an untried method into
practice…….successful innovation is not a feat of
intellect but of will. Joseph Schumpeter 1939
11/12/09 EA Workshop Governance 29 March 2012: slide 3

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7. Don’t try this on the VC..…..
"The fundamental organization of a
system, embodied in its components,
their relationships to each other and the
environment, and the principles
governing its design and evolution."
IEEE
“An enterprise architecture (EA) is a conceptual
blueprint that defines the structure and operation of an
organization. The intent of an enterprise architecture is to
determine how an organization can most effectively achieve
its current and future objectives.!
SearchCIO.com
http://msdn.microsoft.com/en-us/library/bb466232.aspx
11/12/09 EA Workshop Governance 29 March 2012: slide 7

8. Essence of EA
“A proven. professional way of managing change where
business and IT come together that delivers results”
“Joined up, strategy, business process and IT, enabling
efficiency, effectiveness and flexibility: cheaper, better,
quicker to innovate and change
“For example………………”
An approach (doing EA). And a thing (creating an EA)
11/12/09 EA Workshop Governance 29 March 2012: slide 8

9. The audience
• Who do you need to get on board?
• What do you want to achieve with them?
• What are they like – what do they respond to
11/12/09 EA Workshop Governance 29 March 2012: slide 9

10. Approaches that work
1. Who are we talking to, and why?
 Person, style, priorities, language, thinking style
 What is EA: elevator statement – an approach (and a thing)
(don’t call it EA!)
 For example ….
 Real business projects where EA can be used
 Burning platforms……………….
4. What you do
 Strategic Toolkit, As Is to To Be, modelling, repository, getting people
together, governance, managing execution,
 Who does it?
 Business, IT, Analysts, Innovation and Change, PMO
6. Benefits & Costs
 qualitative, quantitative – ‘different, not also’
7. What happens next
11/12/09 EA Workshop Governance 29 March 2012: slide 10

11. What approach?
• Aggressive projects: sell change and impact
• Management proposal: burning platform
• EA driven: governance, structures, demo proj
• Reaching out & down: Carlsberg approach
• Reaching up and out: Sponsorship approach
• Conversations: informal, engaging self interest
• Presentation: formal – tricky ground
• Strategic ICT Toolkit: competitive instinct!
11/12/09 EA Workshop Governance 29 March 2012: slide 11

12. Top Down vs Bottom Up
• Top Down •Bottom Up
Bristol  Cardiff
LJMU Staffordshire
Roehampton
Durham  Imperial
UCLAN Kings
Bolton Coventry
St Andrews
Falmouth
Remember
The Innovation Paradox the Innovation Paradox
11/12/09 EA Workshop Governance 29 March 2012: slide 12

13. What is EA? Why do it? What are the benefits?
EA Foundations Cohort 1
Key Themes Benefits
Holistic 3Es: Efficiency and Cost Saving
 to link vision, mission, strategy  the 3Es: ‘efficiency, effectiveness, enabling’”
 “a holistic overall approach to defining and  to streamline organisation and process
improving process across the whole of an  saving money, cutting out duplication and
organisation waste
 to take a more holistic approach  making enterprise as efficient as possible
 getting a holistic approach / overall view  more efficient, more sustainable, more
 end of silos responsive / agile
 to increase efficiencies
Alignment  save costs
 a framework for whole of business alignment  productivity
 strategic and operational alignment  efficiency gains / cost savings
 aligning IT strategy with business strategy  ‘more with less’
 to align IT, process, business, strategy  system re-use
 joining together / streamlining processes
 integrate all information systems 3Es:Effectiveness
 to be able to integrate institutional strategy  drive down costs / rationalisation while
with IT strategy improving quality
 to improve performance eg student retention
Understanding, Anticipation, Change  focus on services
 to have a business layer and systems model  to become more agile
 better understanding of organisational
processes and relationships 3Es:Enablement
 to be able to articulate and understand
implications of change  to cope with internationalisation / enable
 expansion
to be able to predict / anticipate problems
before they happen
 to see how things / changes will impact
 to see implications of proposed changes
11/12/09 EA Workshop Governance 29 March 2012: slide 13

14. Next Steps
• How far have you got so far in engaging with
colleagues?
• What’s the most important thing you need to
do next, and how?
11/12/09 EA Workshop Governance 29 March 2012: slide 14