Applying Change Management Discipline to Maximize EA Value

1. Enterprise Architecture: Making it Real
Applying Change Management Discipline to
Maximize EA Value
Robert Audet
Diamond Management & Technology Consultants
robert.audet@diamondconsultants.com
October 7, 2008
No Pre-requisites for this presentation
Level: Intermediate

2. Introductions
Robert Audet
Principal for Diamond
Management & Technology
Consultants
I have experience practicing Enterprise Architecture, as well as
developing Enterprise Architecture organizations, processes, and
change management techniques

3. By the end of this session,
you should be able to
Understand the common pitfalls in

establishing EA organizations and processes
Know how to approach common the problem

of making EA real
Understand the importance of focusing your

EA organization on the right problem
Recognize the value of piloting to rapidly

establish credibility and capabilities
Weave change management practices into

the fabric of your EA organization

4. Agenda
3:15 PM Introduction
3:20 PM What Problem Are We Solving?
3:30 PM Approach for Solving Problem
4:00 PM Q&A
4:15 PM Wrap-up

5. We know that EA is valuable…
64.2% of IT Leaders and 53.7% of Business Leaders view EA as a top 3

priority1
Context and Approach2 Benefits Achieved
IBM developed a set of best- 60% reduction in architecture
 
practices learned from its e- design time
business projects 40% lower costs in systems

Published as IBM’s Patterns migration

for E-Business Sharply reduced risk

Utilized by Experio Solutions associated with application and

as reference architectures for infrastructure upgrade
e-business
1 – Chris Curran & John Sviokla, “Digital IQ,” Diamond Management & Technology Consultants
(2007), http://www.diamondconsultants.com/digitalIQ/.
2 – Experio case study on IBM Patterns for e-business web site

6. …, but realizing it is another matter
Large-scale failures common place

Not having the right focus from

the start
EA
Belief that „build it, and they will

Change
come‟ approach will work
Resistance to adopting EA

capabilities from Business and IT
Delays in defining and rolling out

EA capabilities
Competing priorities relegate EA to

back burner

7. Components of EA Change
EA Services & • New or revised delivery of EA
Engagement
services to projects
Standards &
• Project-level solution development
Reference
• Greater discipline and governance to
Architectures
define and maintain standards
Re-use
Organizational • Modified roles and responsibilities of
Structure &
EA staff
Role Definitions
• Qualitative to data-driven decision-
making
EA
Measurement • Focus on strategic alignment

8. Agenda
3:15 PM Introduction
3:20 PM What Problem Are We Solving?
3:30 PM Approach for Solving Problem
4:00 PM Q&A
4:15 PM Wrap-up

9. Making EA real starts
with having the right focus
Define Manage
Start Small
Right Knowledge
& Pilot
Focus Gap
Apply Organizational Change
Management Throughout

10. Focus should be demand
Manage
Define Start
Knowle
Right Small &
dge
and opportunity driven
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
.vs
Boil the Ocean “Focus” Demand-Driven Focus
Creates services without Aligns with business needs
 
clear linkage to business
problem Demonstrates value quickly

Create set of processes that Applies EA in consumable
 
are not used fashion
Burns out resources since Defines ongoing EA
 
focusing on too many things capabilities
Causes analysis paralysis Limits investment exposure
 
Exhausts EA budget rapidly


11. Demand-driven focus should
Manage
Define Start
Knowle
Right Small &
dge
aim to solve business problems
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Vision
Companies that start Goals
with a strategic vision
and understanding of
their business needs, Objectives
realize positive
outcomes almost
twofold over those Metrics
companies that have
no strategic vision or
business needs clarity3 Capabilities
Roadmap
3 – Chris Curran & John Sviokla, “Digital IQ,” Diamond Management & Technology Consultants
(2007), http://www.diamondconsultants.com/digitalIQ/.

12. Defining, enabling and proving EA
Manage
Define Start
Knowle
Right Small &
dge
capabilities should be iterative
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Demand-driven Approach
• Avoid a framework-driven
approach (e.g., TOGAF,
Zachman, etc.) that can result in
analysis paralysis and
Identify Need
enablement challenges
• Find a business problem, latch
onto it and define EA capabilities
Enable
Iterate
to address problem
• Enable the EA capabilities locally
and prove they provide value
Prove
• Learn and iterate based on Rollout
enablement
• Expand EA capability reach by
rolling out to other parts of
organization

13. Start small, pilot,
Manage
Define Start
Knowle
Right Small &
dge
iterate, learn & expand
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
EA Capability Rollout Model • Starts small and selects a
Long Term
program / project with EA
challenges to rapidly put
new model into action
• Iterates EA capabilities
during piloting efforts
before rolling out to next
layer of IT
Time
• Builds early credibility by
demonstrating quick
results
• Establishes platform and
Near Term
allows for incorporation of
Pilot key lessons learned to
(1 project)
facilitate rollout to other
Enterprise areas
Project
Organizational
Reach

14. Rollout of capabilities has been
Manage
Define Start
Knowle
Right Small &
dge
limited by the knowledge gap
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Situation Implications
• EA organizations possess vast • Heavy focus on pure
architecture knowledge architecture loses human touch
• Growing need to manage EA • Limited adoption of EA
change capabilities
• EA lost in translation when • EA lost in translation when
conversing with business conversing with business
partners partners
• Service-based IT operating • Credibility suffers from not
models demand more than just effectively serving the customer
hardcore IT skills

15. Making the EA machine work
Manage
Define Start
Knowle
Right Small &
dge
is about bridging this gap
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
1
• Establishes rapport with
EA customer
• Translates business 1
needs into EA needs 2
Relationship
and visa versa • Ensures
Management
strategic
• Understands business
alignment
problems
• Applies deep
3
architecture
2
knowledge
OCM Core
• Understands
Architecture
3
Knowledge appropriate
• Applies techniques to
solution
address “human” side of
patterns
EA
• Actively manages and
interacts with
stakeholders

16. OCM is oftentimes ignored when
Manage
Define Start
Knowle
Right Small &
dge
rolling out EA organizations
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Start early, and understand the

quot;If you had the chance to do a scope the changes (e.g., new EA
past [EA] project again, what processes, metrics, roles and
would you do differently?” responsibilities)
Establish appropriate funding to

The most common response
incorporate change management
from 327 project leaders,
expertise
consultants and managers
was…?
Don‟t eat the elephant all at once

 Divide the enterprise into manageable
domains
quot;Utilize an effective and planned
 Blueprint each one in succession
change management program.“4
4 – Source: Change Management Learning Center

17. Managing EA change minimizes the
Manage
Define Start
Knowle
Right Small &
dge
length and breadth of the change dip
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
The “Change” Cycle
Continuous
Performance & Motivation
Initiative
Improvement
Completion
+
Uninformed
Immobilization
Optimism
and Denial
Informed
Optimism
Bargaining
Hopeful Acceptance
Realism
Anger Informed
Pessimism
Testing
Despair
-
Initiative
Start End
Timeline

18. While EA has its idiosyncrasies, an
Manage
Define Start
Knowle
Right Small &
dge
EA program needs to nail the basics
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Awareness of the
Reinforcement to
need for change 1 5 sustain the change
Identify business
•
problem already Measure, measure,
•
receiving publicity measure EA value
Change generation
Management
Desire to
2 Lifecycle5
participate and
4
support the change Ability to implement
required skills and
Apply EA to problem,
•
demonstrate value &
3 behaviors
inherently create
advocates Look for new
•
Knowledge on How sources for OCM and
to Change Relationship
Management skill
Train Enterprise Architects by doing
•
such as Business
EA, and expand through mentors &
Analysts
more formal training
5 – Source: Change Management Learning Center

19. Other considerations
Manage
Define Start
Knowle
Right Small &
dge
when mobilizing EA organizations
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Identify stakeholders groups and stakeholders early on

Actively manage stakeholders from start to finish (they are your

customers)
Establish a communication plan and communicate frequently

Solicit feedback on regular basis to recalibrate strategy, approach and

EA organization to better service stakeholders
Realize early on that many Enterprise Architecture organizations need

soft and OCM skills

20. In-flight EA organizations should
Manage
Define Start
Knowle
Right Small &
dge
assess current approach
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Mobilize Reinforce
Demand
Driven
At Risk, Right Focus On Target
Focus
Serious Risk of At Risk, Wrong
Build It, Failure Focus
They
Will
Come Recovery / Re-Start Re-Focus
Low Level of Change High
Management
Discipline

21. Key take-away points to consider
Manage
Define Start
Knowle
Right Small &
dge
when launching an EA organization
Focus Pilot
Gap
Apply
Organizational
Change
Management
Throughout
Establish right focus up-front that aligns with real business problems

Start small, pilot, iterate, learn and expand

Equip existing staff with necessary skills, and seek external expertise

where needed
Adopt OCM from start to finish; don‟t short change this dimension

Assess your organization to determine if course corrective changes are

needed