The document provides guidance on creating an enterprise architecture (EA) roadmap to transition from a current to a future state. It discusses identifying gaps, grouping changes into initiatives, prioritizing initiatives, justifying initiatives, sequencing initiatives, and laying out the roadmap. The roadmap sequences initiatives over multiple years to deliver capabilities incrementally and address risks, with the goal of providing clear guidance to stakeholders on the path forward.

1. Getting There and Enjoying the Trip:
Using Roadmaps to Turn EA into Results
David Baker
Chief Architect
Diamond Management & Technology Consultants
david.baker@diamondconsultants.com
October 24, 2007

2. EA typically delivers a future state that is impossible to reach in a
single step
Current Future
?
State State
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3. The trouble is you cannot predict the economic climate that far in
advance
 Some organizations immediately start implementing the future state
 Usually results in questions being asked 6 to 12 months later
 Why are we doing this?
 How much longer will it take?
 When can I expect to get my new capabilities?
 Need to do SOME economic planning
 Impossible to take the time to determine the exact number
(and type) of resources at the time of the EA plan
 But SOME planning is absolutely necessary BEFORE
mobilizing the troops
Page 2

4. Your EA plan MUST record your planning assumptions
 Business priorities at the time of the plan
 High level cost assumptions for the transformation
 High level benefit assumptions for the transformation
Page 3

5. What goes into a roadmap?
Business Capabilities Business Operations Technical Solution
“I need the ability to…. …by doing…. ...with…”
1H06 2H06 1H07 2H07
Capability 01
Theme 1
Capability 12
Capability 04
Business
Capability 07 When each
Theme 2 Theme 3
Capabilities
Capability 09 capability is
Requiring IT
Capability 02 delivered
Support
Capability 03
Capability 05
Capability 08
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6. Resulting in clear answers to questions held by key stakeholders
IT
Business
Managers
wants to know
want to know
EA Roadmap
What’s possible? Have we done this before?
When do I get it? How do we get it done?
How do I make sure it’s done
How much does it cost / save?
correctly?
What are the business risks?
What’s possible?
Technical
Staff
wants to know
What do I build?
What do I build it with?
When do I build it?
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7. Your EA Roadmap is NOT a project plan!
 A Roadmap is a time phased set of activities but at the
Program/Initiative level NOT a project level
 You are planning the necessary transitions for a multi-year effort
NOT planning the implementation
 The Roadmap defines key objectives, and a high-level, prioritized
approach to reach those objectives
 Roadmaps have enough detail to test the business justification but
NOT detailed sourcing or budgeting detail
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8. EA Roadmaps are created as part of the Strategy and Planning
cycle
Release
Business Project Business
IT Strategic Planning
Strategic Execution
Operations
Planning (Portfolio
(SDLC)
Planning Mgmt)
Prioritize the allocation of
Develop projects that
IT resources to achieve
Use enterprise and business unit support businesses’ Run the
business strategy, in
direction and goals to drive IT plans annual and strategic business
alignment with enterprise
plans
architecture
Portfolio 1 Project
Blueprints
Project
Enterprise Portfolio 2
Filter
Project
Blueprints Blueprints
Project
Portfolio 3
Blueprints Project
Multi-Year Plans Budget Cycle Project Cycle Continuous
(Roadmaps) (Project Plans)
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9. The Roadmapping process
Input
  Business
Current
State Identify Gaps
Justification
(strategy, process,
technology)
Future
  
Identify
State Lay Out
Themes & Mitigate Risk
(strategy, process,
Roadmap
Initiatives
technology)
 Business Sequence
Prioritization Initiatives
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10.  Identify the gaps between the current and future states
 Identify the new and modified business capabilities
 Consider changes to organization, processes, information and the
underlying technology
 Rationalize your portfolio of applications
 Retire some applications
 Rehabilitate some applications
 Replace some applications
 Eliminate some applications
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11.  Bundle the changes into business themes and initiatives
Initiative Description Capabilities Addressed
Support Enhance program through • Ability to leverage any external data to perform member
Service Model improved strategies and data identification and predictive modeling
Analytics analytics • Ability to leverage utilization and outcome metrics at the
provider level to improve network management and
help shape the network
• Ability to access treatment utilization and efficacy and
deliver feedback to providers
Improve Financial Improve financial tracking and • Ability to provide aggregate and individual information
Reporting and analytics for products and regarding utilization and ROI
Analytics enable ROI calculations • Ability to track and predict medical costs and to
properly allocate the contribution margin of products
Support New Create and support new • Ability to meet currently identified market opportunities
Products / products to serve individual through new product offerings
Segments and newly identified markets • Ability to market to and service members with no plan
sponsors
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12.  Use the prioritized capabilities to determine priority order of
the initiatives
 There are many ways to prioritize the list of capabilities
 Prioritize them directly in a business workshop (hard)
 Map them to the prioritized business goals (easy)
 Use weights, Harvey balls,
 Assign each initiative the average priority of its associated
capabilities (or weight them, or . . . )
Initiative Priority Capability Priority
Support Service Model Analytics M Capability 1 H
Capability 2 M
Capability 3 L
Improve Financial Reporting and Analytics H Capability 4 H
Capability 5 H
Support New Products / Segments M Capability 6 H
Capability 7 L
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13.  Create business justifications for each initiative
Element Description Example
Problem statement Defines the reason for the project idea “Cannot provide customers with
to exist in the first place real-time information”
Project Goals What is the project trying to accomplish; “Enhance operating costs by real-
must address the problem time handling of claims information”
Market opportunity What is the total size (people, “$3M claims processed per year”
revenues) of the potential market for
this project?
Value proposition For each target group, what is the “Provide Call Reps with real time
value? information”
Capital costs Upfront investment “$10M in systems”
Operating Costs Ongoing investment “$1.5M annually in labor, data
analysis, maintenance”
Benefits Increased revenues, decreased costs “Reduce customer turnover“
Risks / Mitigants Will conditions change to fundamentally “Data in other projects will be
change the need for this project? negatively impacted”
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14. Use scorecards to show traceability amongst EA elements
INITIATIVE DESCRIPTION BENEFITS DESCRIPTION
 Enhance medical management programs through improved  Sales: Client has been rejected for bids in the past because of
strategies and data analytics an inability to leverage data from external carriers and on all
services available to a member
 Medical Costs: Improved ability to identify members and
CAPABILITIES ADDRESSED
 approach them with treatment options tailored to their needs and
Ability to leverage all client and any available external
1
eligibility will increase the use of highly effective, low cost
experience information to perform member identification and
services and will increase medical offset. Incorporating data, in
predictive modeling
 particular, can have benefits from being be the first experience in
4 Ability to leverage utilization, outcome, and satisfaction metrics
the benefit path and may become aware of high risk members
at the provider level to improve network management and help
before they are known elsewhere in the company (e.g.,
shape the network
 substance abuse pregnant woman). The benefits might not
5 Ability to analyze the results of integration and Care
accrue, but they will accrue to the company as a whole in terms
Management programs to validate medical offsets, help direct
of medical cost reductions
program improvements, and develop new programs

7 Ability to assess treatment utilization and efficacy and deliver
feedback to providers
AFFECTED IT COMPONENTS BUSINESS PRIORITY
 High
 Enterprise Data Warehouse
 Financial Books of Record
 Compliance Systems
 Provider Portal
DEPENDENCIES/CONSTRAINTS RANGE FOR BENEFIT, DURATION & COST
 Project XYZ for integration of member data and enhanced Benefit Range Duration Cost Range
individualization (2Q06) $0 - $499,000 1-3 months $0 - $250,000
$500,000 - $1,999,000 3-6 months $250,000 - $499,000
$2,000,000 - $4,999,000 6-9 months $500,000 - $999,000
$5,000,000 - $7,999,000 9-12 months $1,000,000 - $4,999,000
$8,000,000 + 12 months + $5,000,000 - $10,000,000
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15. A word about costs and benefits
 There is no need to do a rigorous cost/benefit analysis at this point in
the lifecycle
 A roadmap is NOT a budget
 The subsequent portfolio management phase will drive the
detail to a budget level (mobilize resources and costs)
 The costs and benefits estimated during the roadmap phase are an
additional tool for determining the overall multi-year sequence
 Do “just enough” estimation
 Have business subject matter experts estimate the benefit
ranges
 Have architects use engineering estimation techniques to
develop cost ranges
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16.  Consult your architecture models to understand and mitigate
risks
 Consult your EA plan to understand the type of architecture risks
involved
 New technology - risky
 System replacements – complex and costly
 Lack of skilled resources – risky
 Foundational technologies - impact the schedule
 Compliance requirements – schedule pressure
 Sequence the architecture changes into slices
 Account for technology dependencies
 Account for architecture risks
 Eat the elephant one bite at a time!
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17.  Use your work to sequence the initiatives
Sequenced
Initiatives
Page 16

18. You can also use any number of cash based indicators to adjust
the sequence (or to rule out individual initiatives)
Definition Pros Cons
• Net Present Value • Measure of value • Difficulty / uncertainty in
• Discounted sum of all cash flows creation… should lead to choosing discount rate
• Does not account for
NPV for the project good (best) investment
• Invest where NPV > 0 decisions amount of investment
required
• Internal Rate of Return • Easily scaleable by • Can lead to bad
• Discount rate that produces an investment decisions…
investment size
IRR NPV of zero use with care!
• Invest where IRR is greater than
an established “hurdle” rate
• Point in time where cumulative net • Under uncertain ´flight to • Can often lead to bad
cash flow = 0 quality´ stock market investment decisions
Payback /
• Amount of time required to recoup conditions, Payback can
Breakeven
the original investment from a become the indicator
project
• The maximum negative cumulative • Appropriate to its • …the nature of the
net cash flow over the lifetime of objective funding is a whole other
Peak the project issue...
Funding • Represents the total amount of
money required to be put into the
project
• Return on Investment • Allows for easy • Does not take into
ROI • The total returns of the project comparison across account the amount of
divided by the total cash outflow projects capital needed
Page 17

19. Initiatives can also be sequenced into stages based on business
need and dependency to deliver incremental capability
Portfolio Management Strategy
Costs of achieving capabilities
 Non-optional level of investment
 Address regulatory
Stay in
Illustrative environment, align with current
1
Cost business projects, keep current on
software releases, etc.
Stage 4
 Enable initial capabilities
 Establish foundation for
Build
Stage 3
2 realizing additional capabilities
foundation
in stages 3 and 4
Stage 2
 Delivers additional capabilities
in response to pain points
Stage 1
Improve
effectiveness  Dependent on stage 2
3
Capability
 Delivers efficiency focusing on
migrating capabilities to new
Improve
4 strategic platforms
efficiency
 Dependent on stage 2
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20.  Lay out the roadmap
2006 2007 2008 2009
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q
Theme▼
System Foundation & Information
Management 1 4
High Quality Data Capture & Information 2
Exchange
Dynamic Processing & Workflow 5
Advanced Analysis & Reporting 3 6
Multi-Channel Access 7 9
Integrated Organization & Communication 8
IT Portfolio Management & Strategic
Enterprise Architecture
Milestones
Interim Solution Analytics Tools Re-architecture
6
1
Electronic Receipt/ Submission and Data Validation Core View
7
2
Reporting Tool Re-architecture Training Tools Re-architecture
8
3
End-to-End Solution External Constituent Integration
9
4
End-to-End Workflow
5
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21. Another example
2006 2007 2008 2009
1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q
THEME / INITITIVE▼
• Define High-Level Process Flows
• Define Data Architecture Strategy Retire: Fsystem 1, System 2,
SF & IM
• Create Book of Record System 3
• Implement Interim Solution
• Select Vendor Package Retire: System 4
• Implement Enhanced Tool
• Retire Acquisition and Data Collection Apps
Dyn Proc HQDC &
• Develop Business Information Model
Info Ex.
Retire: System 5, System 7
• Define Process Flows
• Define Integration Strategy Re-architect / Retire: System 8
• Implement Electronic Receipt & Submission
• Provide Automated Data Validation
& WF
• Optimized Business Process (OBP)
• Select Technology Tools
• Implement WF & BR Process Improvements
Retire: System 9, System 10,
• Define Process Flows System 11
• Define DW/DM Architecture Strategy
•
AA&R
Re-architect: System 12,
Implement DW/DM Structures & Feeds
System 13
• Develop New Reports
• Select Data Analytics Tool Re-architect: System 14,
• Implement Data Analytics Tool System 15, 16
• Retire and Re-architect Reporting/Analytics
• Retire: System 18, 19, 20, 21
Define Process Flows
• Select Technology Tool
MCA
• Design & Implement Core Safety View
• Define Integration Strategy
• Integrate External Systems
• Retire Doc Mgmt Systems & Integrated Sys
• Retire: System 22, 23
Define & Deploy Communication Strategy
Int Org &
Comm
• Establish Process Improvement Governance
• Create Acquisition Assessment Framework
• Institute Regulations Pipeline Management
• Select & Implement Training Tools
ITPM &
• Program Management Office
SEA
• Institute IT Investment Management Re-architect: Training systems
• Enhance SEA Competency Maintain: SRM Portal
• Develop Arch. GPs, Governance, & Processes
• Develop Strategic Architecture Blueprints
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22. One more example
2006 2007 2008
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
ID Theme / Initiative
A Support Service Model Analytics
• …Leverage all Aetna and external experience data…
1
• …Leverage utilization, outcome, and satisfaction metrics…
4
• …Analyze the results of Behavioral Health integration…
5
• …Assess treatment utilization and efficacy…
7
B Support Enhanced Service Model
2 • …Identify high risk, highly actionable Members…
3 • …Monitor progress and track the adherence…
10 • …Provide constituent-targeted service experience…
C Financial Reporting & Analytics
6 • …Provide aggregate and individual information…
9 • …Track and predict Behavioral Health medical costs…
D Enhance Provider Web Experience
10 • …Provide constituent-targeted service experience…
E Enhance Member Web Experience
10 • …Provide constituent-targeted service experience…
F Enhance Plan Sponsor Experience
10 • …Provide constituent-targeted service experience…
12 • …Provide a single bill (i.e. including all products)…
G Operational Improvements
8 • …Deliver flexible and customized products and services…
10 • …Provide constituent-targeted service experience…
14 • …Administer BH products in a cost effective manner…
15 • …Perform cost effective pricing for targeted business…
H New Products / Segments
11 • …Meet currently identified market opportunities…
13 • …Market to and service Individuals…
TOTAL COSTS ($000) $24,518 $3,856 $3,214 $3,983 $4,129 $2,864 $2,349 $1,696 $1,121 $880 $389 $0 $0
Page 21

23. Remember, the level of detail is commensurate with the lifecycle
stage
Business
IT Strategic
Strategic
Planning
Planning
Portfolio 1
Blueprints
Enterprise Portfolio 2
Blueprints Blueprints
Portfolio 3
Blueprints
Roadmap created
here
Sequenced list of
initiatives
Page 22

24. Remember, the level of detail is commensurate with the lifecycle
stage
Release
Business
IT Strategic Planning
Strategic
Planning (Portfolio
Planning Mgmt)
Portfolio 1 Project
Blueprints
Project
Enterprise Portfolio 2
Filter Project
Blueprints Blueprints
Project
Portfolio 3
Blueprints Project
Roadmap created Filter and refine into
here Projects
Sequenced list of Apply resource and
initiatives financial constraints
Page 23

25. Remember, the level of detail is commensurate with the lifecycle
stage
Release
Business Project Business
IT Strategic Planning
Strategic Execution
Operations
Planning (Portfolio
(SDLC)
Planning Mgmt)
Portfolio 1 Project
Blueprints
Project
Enterprise Portfolio 2
Filter Project
Blueprints Blueprints
Project
Portfolio 3
Blueprints Project
Use prioritized
Roadmap created Filter and refine into
initiatives and
here Projects
capabilities to
Sequenced list of Apply resource and govern project
initiatives financial constraints execution
Page 24

26. A few considerations for service orientation
 The move to services means that the business capabilities will be
mapped to services, not systems or applications
 Services will be retired, rehabilitated, rearchitected or removed
 Roadmaps may have to become more granular to address the
impact to services
 Service-level roadmaps will be especially important during
governance of implementation projects
Page 25

27. Recap: What is a roadmap?
 Prioritized business capabilities
 Prioritized initiatives
 Initiative scorecards
 Cost and benefit estimates, estimated duration
 Risk mitigation strategies
 Sequence architecture time slices
 Sequenced initiatives
 Input to portfolio management
Page 26

28. Thank You
Questions?
Page 27