The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include: - Line of business workers and IT staff increasingly use unauthorized SaaS apps - IT suppliers are targeting business users directly and line of business heads demand higher project velocity - An enterprise architecture framework provides structures for developing architectures using common standards and building blocks - Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy

1. ENTERPRISE ARCHITECTURE
Presented by: PRASHANTH B PANDURANGA
DIRECTOR OF TECHNOLOGY

2. 81% Line of business workers and 83% of IT Staff
admit to using non approved SAAS apps
42% IT Suppliers increasingly target business users
42% Line of Business heads demand higher velocity
for IT Projects
36% Line of Business heads are more tech savvy and
drive their own IT Projects
34% Line of Business owners are able to access
technology more easily
Reference: IDC CIO Summit, 2014, CIOInsight

4. 4

5. 5
• Maximise Business Benefit
• Buy Not Build
• Plan-Build-Run' IT Operating Model
• Build once, Deploy many
• COTS solution driven selection
• Prioritising IT investments
• Selective Supplier Sourcing
• Keeping IT 'Supported’
• Follow Process Framework
• Easy to use
• Common Integration Standard
• Protect Information
• Information Management - Single version of the truth
• Data is an asset
• Reduce Technical Diversity
• Reduce duplicated technology implementations
• Solutions must comply to standards
• Flexible, Scalable and Resilient Solutions

6. An architecture framework is a foundational structure, or
set of structures, which can be used for developing a broad
range of different architectures. It should describe a
method for designing a target state of the enterprise in
terms of a set of building blocks, and for showing how the
building blocks fit together. It should contain a set of tools
and provide a common vocabulary. It should also include a
list of recommended standards and compliant products
that can be used to implement the building blocks.
Reference: TOGAF

7. 7
“A well-defined practice for conducting enterprise
analysis, design, planning, and implementation,
using a holistic approach at all times, for the
successful development and execution of strategy.
Enterprise architecture applies architecture
principles and practices to guide organizations
through the business, information, process, and
technology changes necessary to execute their
strategy”
Reference: Wikipedia

8. 8
Information and Technology definition
“EA is explicitly describing an organization through a set of independent, non-redundant artifacts,
defining how these artifacts interrelate with each other, and developing a set of prioritized, aligned
initiatives and roadmaps to understand the organization, communicate this understanding to
stakeholders and move the organization forward to its desired state”
Business definition
“EA illuminates how an organization and all of its members can achieve its objectives, through the
creation of a series of engineered models and project initiatives, that can be easily understood by
all the people associated with the organization”
Reference: John Zachman EA Presentation

9. 9

10. 10

11. • Increase IT operation efficiency
• Better return on existing investment, reduced risk for
11
future investment
• Faster, simpler, and cheaper procurement
• Improve Performance and embrace emerging
technologies that support the business
• Business-IT Alignment
• Reduced time to market
• Reduced decision risk
• Take advantage of new technology innovations
• Service-Oriented architecture
• Technology R & D
• Technology rationalization
• Enable technology reuse
• Reduce Technology cost
• Reduce Project or service redundancy
• Business process harmonization
• Business partner integration
• Business adaptability
• Technical adaptability

12. Business
Data
Application
Technology

13. 13
Obtain
Executive
Buy-In &
Support Establish
Manageme
nt, Structure
& Control
Develop
Target
EA
Execute/Use
EA
Maintain &
Monitor
EA
Define
Architecture
Process &
Approach
Develop
Baseline
EA
Develop
Sequencing
plan

14. 14

15. Zachman Framework
Federal Enterprise Architecture
The Open Group Architectural Framework (TOGAF)
Gartner Framework

16. 1: Does a very poor job in this area
2: Does an inadequate job in this area
3: Does an acceptable job in this area
4: Does a very good job in this area

19. 19
Current Model
Enterprise Architecture Principles
T1
Business Strategy
IT Strategy
Policies
Technical
Application
T2
Target Model
Information
Business
Technology Standards and Guidelines

20. 20
Business Analysis
IT Analysis
Business Process
Analysis and
Development
Application and
Information
IT Infrastructure and
Technology
Roadmap
Cost Estimation
Risk Management

21. INVENTORY
&
DATA COLLECTION
SEGMENTATION
&
VALIDATION
RECOMMENDATIONS
&
ROADMAP

22. • System Landscape
• System Context
• Business Process Mapping
• Application Master Registry
DEMO: DELIVERABLES

23. Weighted Average based scoring of metrics Visual Plots for easier decision-making
Plot of Business Value vs. Cost of Operations
Leave Planner
Cost of Operations
Business Value
High Cost Low Cost
Low Value High Value
MTS
DDM
V-Net
Siebel-CRM
DWT
Wintel
IBM-Mainframe
MS-Portal
Pay App
X-Dimensions
Emp Banking
XTS
PRS
DEMO: PORTFOLIO ANALYSIS FRAMEWORK

24. DEMO: PORTFOLIO ANALYSIS FRAMEWORK

25. • Infrastructure
• Applications
DEMO: DELIVERABLES

26. DEMO

27. Area
Potential
Savings
Value/Year
Datacenter Consolidation £ 5.5 M
Application Rationalization £ 2.6 M
SAP Migration £ 6.9 M
SAP Transformation £ 12.0 M
Shadow IT £ 7.0 M
£ 22.71 M ROI
over a 3 year period
£ 11.5 M Investment
over a 3 year period

28. TechSharp

29. 29
“An entity that provides technical leadership,
evangelization, best practices, research and support
across 3 tenets namely, Presales, Delivery and
Technical Competency across the organization”

30. 30

31. New
Existing
New
Existing
New
Existing

32. 32
TPS
Technology
Positioning
System

33. 33
TPS
Technology
Positioning
System

34. People
Management
Collaborate with
PD to help with
availability,
assessment etc.
34
Gap Drive
Pipeline
Conduct gap drive
at regular intervals
and recommend
solutions
Understand the
technology
pipeline and
recommend
strategy
TPS
Technology
Positioning
System

35. 35
Gap Drive
Conduct gap drive
at regular intervals
and recommend
solutions
SMAC Labs
Create Lab for
SMAC
POC
Proof of Concept
Challenges

36. Roadmap
Create and Manage
Client Roadmap
36
Value Portal
Ideas to provide
value to the Client
from the team
Estimation
Create and
manage an
Estimation
framework
Architecture
Solution
Architecture for
RFP

37. Roadmap
Governance
Enterprise
Risk Registry Framework
Create and Manage
Client Roadmap
Govern and Audit
projects, Quality
and processes
Create and
manage Client
Risk registry
Enforce
Standards,
templates and
compliance
37
Estimation
Create and
manage an
Estimation
framework
KB
Create and
manage
Knowledge Base

38. Social Presence
Create awareness
of social presence
and drive the
change
38
Tech
Counselling
Training Tools KB
Career
Counselling
program which
helps identify core
issues within
Create and
recommend
training initiatives
Identify and
incorporate
appropriate tools
Create and
manage
Knowledge Base
Lunch and Learn
Open Tech
Discussions Architecture
Create Lunch and
Learn sessions with
Clients
Open tech
discussions
Thinking
architecture

39. 39
• Market Opportunity
• Research & Development
• People
• Training
• Process
• Technology
• Infrastructure
• Alliance
• Finance

40. 40
Inception Emerging Established Excellence
Market
Opportunity
No clues about
the needs
Handles the current needs of the
organization
Proactively plan and manage the
future needs which may arise in the
next 12-24 months
Create a need in the market and gain
an invincible competitive advantage
R & D No focused
activity
Leverage assets, artifacts and offerings Create new offerings, Proof of
Concepts and Technology labs to meet
the current and future demands
identified by the market opportunity
Breakthrough innovation leveraging
organizational thought leadership
Training No focused
training
Attend Internal and external training
and certification courses. Track and
present competency levels of people
across organization
Conduct training courses covering
different competency levels across the
organization catering to the needs of
the organization
Provide training certification, Seminars,
White Papers, workshops to the
participants across the industry
Technology ADHOC
practices
Consolidate tools, techniques, best
practices and lessons learned from
past and current projects. Ensure
deploying them in all projects
Create new reusable components and
frameworks. Create a knowledge
management system to be accessed
across the organization
Joint IPR with product companies to
create market ready components and
products
Infrastructure No dedicated
infrastructure
Dedicated infrastructure (Hardware,
software, networks, labs, physical
assets) for the use of COE
Dedicated infrastructure for the COE
which is also accessible by the
authorized groups across the
organizations
Extended infrastructure available for
the organization user group

41. 41
Inception Emerging Established Excellence
People
Management
Unplanned Utilize people part time from their
current projects. COE is viewed as
a framework to source people into
billable assignments. No substantial
investments in terms of billable
people
Dedicated pool of SME's available.
They perform advisory role in
projects rather than executing line
functions. Committed budget
available to retain the SME's as non
billable investments
Industry leaders defining
benchmarks across the
organization and industry. These
thought leaders are used as brand
ambassadors for the organization
Process Person dependent Tailor the current Quality
management processes to suit the
needs of the specific topic covered
by the COE
Create a dedicated ETVX(Entry
Task Validation and Verification
and Exit criteria) process for each
offering
Certify the QMS processes for the
offerings by the recognized
industry bodies
Alliance No alliances or
Partnerships
Leverage product companies,
academic institutions and industry
bodies for training and knowledge
sharing
Be part of the primary user group
of product companies. Gain access
to their R& D and beta version
Clear GO TO market strategies for
joint IPRs. Be part of the advisory
board of product companies
Finance No funding or support Financed at organization level and
realized at Project/Unit level ROI
Funded from corporate and benefit
accrued to entire corporate
Self financing mode/Launched as a
separate financial entity

42. 42
Tech
Counselling
Social Presence
Tools
Training
KB
POC

43. 43
Tech
Counselling
Social Presence
Tools
Training
KB
POC
Architecture