The increasing integration and digitization of business segments and the expansion of IT across enterprise boundaries – integrating customers, suppliers, and cloud-based applications – place high demands on IT. What’s more, the growing trend toward initiating projects within specialist departments is forcing IT organizations to boost transparency when it comes to implementing, using, and integrating application landscapes.
Operating and evolving more and more complex application landscapes calls for documented knowledge of the connections and interdependencies between processes, applications and data, and the technologies on which they are based. Improving management of the IT organization through focusing on architecture-driven projects, instead of on project-driven architectures, is increasingly supported by establishing enterprise architecture management (EAM).
KPS provides clients with advice and assistance on establishing an appropriate EAM organization by defining roles, workflows, and shared standards. Once an EAM organization is up and running, the applications, data, and technology of the actual and target enterprise architectures can be documented using a suitable tool. Target and interim architectures, as well as associated migration paths and projects, are clearly presented in a short- to medium-term road map based on an agreed architecture vision.
Ongoing architecture work rooted in our clients’ business and IT organizations provides a reliable basis for planning and enables forward-looking IT portfolio management. This makes it possible to manage desired developments as well as those that are unavoidable, often due to external circumstances, and makes IT an enabler of change for your transformation.
So what does this look like in practice?
The point of departure was the client’s desire to create central architecture management for a complex organization with diversified segments within its IT landscapes. The stated goal was to optimize the central IT project portfolio as part of the budgeting process: to provide transparency into current and planned projects, their interdependencies, and structuring and reorganization of the plans. KPS delivered support for three key areas:
- Establishing the appropriate organization and methods for central architecture management
- Creating a central repository for modeling the actual/target architecture for processes, applications and data, and technology
- Developing a long-term architecture vision and deriving a short- to mid-term IT road map for optimizing the product portfolios
Based on an analysis of the existing organization of IT and processes, and of the IT service management processes, a proposal for implementing central enterprise architecture management was developed. A three-phase approach was chosen:
- Defining the roles and committees, including deriving the required implementation and training activities
- Selecting and piloting a suitable EAM tool, including defining mandatory and optional artefacts for modeling the enterprise architecture
- Developing and coordinating the architecture vision derived from the business targets, the architecture principles, and an initial IT architecture road map
The first two phases were completed within the scope of a six-month initialization project. A team of four specialist consultants was deployed whose main task was to coach the client’s identified resources, enabling them to introduce EAM governance and tool support.
Other consultants supported selected aspects of the third phase. This involved deploying specialists on individual subject areas and in a central project management role. The gradual withdrawal of our consultants and the concomitant increase in responsibility shouldered by the client enabled us to achieve the project target of autonomous central enterprise architecture management.
The project concluded with the presentation of the IT road map by the client’s employees, who are now successfully handling ongoing further development as well as the IT project portfolio process.