9:00–11:00

11:15–12:15

11:15–12:15

13:15–14:30

KEYNOTE

14:30–15:30

Track 1

14:30–15:30

Track 2

15:45–16:45

Developing Enterprise Architecture in Practice
Trevor Bedeman, Lloyds TSB Insurance

Wednesday
11 June
9:00–11:00

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There is no such thing as an architecture silver bullet! Architecture is foundational for managing modern enterprises. Learn how to develop a short; medium and long-term architecture action plan for making it a reality. This presentation is not for the faint of heart nor for anyone who is looking for a ‘’quick fix’’ or an ‘’easy out’’. This is ‘’Enterprise Architecture, Straight from the Shoulder!’’

• Overview of the framework for enterprise architecture
• Identify short term architecture alternatives
• Define precisely what it is about information technology that may be causing pain and frustration in the enterprise these days
• Find out what has to be done to rectify the problems of the past and set a proper course for the future

Wednesday
11 June
9:00–11:00

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Join Willie Appel for a lively debate on some of the key issues facing architects today. At this 'round table' session we invite you to share your thoughts and experiences with other architecture practitioners on some of the most pressing issues in the field.

• Gaining support for architecure
• Demonstrating the values of architecture
• Managing the planning horizon
• How much architecture is enough

Wednesday
11 June
11:15–12:15

Track 1

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When building a dry stone wall, you take a look at what you've got and place it together carefully altering some stones as you go. To replace a stone is difficult. Fitting in modern bricks is also difficult. Enterprise architects struggle with similar challenges - integrating new applications into the collection of infrastructure, some of which are ancient artefacts. What are the goals for a modern architect that helps developers integrate applications quickly and efficiently? This presentation explains that components need to look the same externally to be easily integrated.

• Assessing the current state
• Integrating new components into the existing architecture
• Managing the seams - interfaces are the key to success

Wednesday
11 June
11:15–12:15

Track 2

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This case study follows the establishment of the Enterprise Architecture (EA) in South Australian Water Corporation. It describes the selected EA goals and how they were implemented in order to demonstrate EA’s value in systems delivery and IT planning. It takes particular pride in describing how the initiative achieved “something for nothing” by drawing on collaborative techniques that enlisted the commitment, time and creativity of a diverse range of stakeholders. Reflecting on what happened and relating it to known collaborative techniques, such as participatory action research and dominant story phenomenon, the case study offers the audience generalised tools ready to be applied (with discretion) in their own specific work environments.

• Understanding and communicating the value of enterprise architecture
• Collaborating for success
• Employing these tools and techniques within your company

Wednesday
11 June
11:15–12:15

Track 3

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Get out your 3-D glasses and buckle your seatbelts since this session will look at the Zachman framework from another point of view! Effective enterprise architectures cover the whole business: its processes, and reusable assets, including human, facility and IT types. Organisations have struggled with the complexity of this, and most organisations still do not do it well. By viewing the Framework in three dimensions companies can use a process based approach to align the other architectural models and infrastructural assets.
Using a 3-D approach driven by process enables infrastructure components to be reusable and assembled quickly into solutions. This approach frees builders from hand crafting unique components to suit each process at the expense of all the others, and the adaptability of the enterprise. This session will deal with the insidious role of process in synchronizing columnar relationships and in structuring each row of the Zachman Framework and will also introduce the revolutionary Adaptive 3-D™ approach to managing complexity.

• Understanding business complexity, versatility and adaptability
• Traversing the Zachman Framework from Strategy to Execution through Process
• Viewing the Framework in 3-D
• Sample 2-D and 3-D Architectural Models
• Architecting the real time enterprise
• The process advantage

Wednesday
11 June
13:15–14:30

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Grand strategy often fails, due to a breakdown in execution. Execution is by its very nature dynamic, however often the actions taken do not lead to the strategic goal space. Do strategy and execution make an unholy alliance?
This discussion takes a light-hearted look at the linkage between strategy and execution at both the theoretic and practical levels as viewed by META Group and BMW. The debate over the value of longer-term planning versus the shorter-term reaction is never-ending, however by applying simple logic of risks and rewards we can begin to put the question of “how much strategy is enough?” in context.

• Strategy development at BMW, a pragmatic approach to the long view
• Making strategy real – A case study of strategy execution
• A case for planning – the benefits of aligning strategy and architecture

Wednesday
11 June
14:30–15:30

Track 1

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This presentation will show how Legal & General is using its Enterprise Architecture to manage its IT costs while at the same time deliver significant enhancements to its IT capabilities to support business growth and cost reduction. The presentation will cover the application of IT Portfolio Management as well as:

• Employing enterprise architecture as a cost reduction programme
• Defining strategy governance structures
• Aligning IT to the business strategies
• Rationalising IT assets
• Planning adaptive architectures

Wednesday
11 June
14:30–15:30

Track 2

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KLM Royal Dutch Airlines started the Enterprise Architecture program in 1999. Strictly based on a business case, the program defined future KLM architecture capabilities through the linkage to the business divisions and architecture processes. The program defined and communicated architecture domains within the organisation, and organised architecture specialty workshops.

Through “Architecture in Action”, Enterprise Wide Messaging Services (EWMS) were delivered from August 2000 through March 2002. The project identified and implemented enterprise wide messaging services facilitating the integrated use of disparate business systems across the enterprise. EWMS identified common KLM messaging services, defined an architecture blueprint and selected the software products that provide the required functionality. EWMS recently enabled KLM to perform a big-bang switchover of its core operational flight system.

• Making architecture real – the pragmatic application of messaging services
• Defining the architecture ‘blueprint’
• Selling success – how technology enables rapid business change

Wednesday
11 June
14:30–15:30

Track 3

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Beyond simply describing what a product shall do, requirements have a ripple effect throughout business policies, product lifecycles, and architectures. By applying systems thinking principles, requirements can become a valuable business asset. Consistent communication methods accelerate the transfer of knowledge across organisational and geographical boundaries and minimising misunderstandings means faster planning and development. A common linguistic framework combines the right mixture of strategic, marketing, operational and technical skills at appropriate times and from appropriate viewpoints. This talk is about why requirements are valuable to a business and how to take advantage of that value. Topics to be covered are:

• Requirements as an investment
• Taking advantage of systems thinking
• Requirements as a communication mechanism
• Developing linguistic integrity

Wednesday
11 June
15:45–16:45

Track 1

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Enterprise architecture is a powerful new field. This is a case study of development in one company, demonstrating in practice how we are building up the function in LTSB Insurance, how we have developed a series of successful studies which have expanded in a logical way to cover the whole business, and how we have achieved business understanding and buy-in in practice.

Looking back at the first three years in an open and honest way, we discuss what has been learned from experience, and how we have developed and modified our approach. We also look at how and why in practice Lloyds TSB has modified the standard approaches to the field, in particular focusing on the high level rather than an excruciating level of detail! This presentation will relate what major gaps, next steps, and lessons learned – yesterday, today and tomorrow.

• Organising for enterprise architecture
• The first study: mapping and recommending
• Different approaches – functions, domains and processes
• Communicating to the business – concepts, knowledge and dialogue
• Establishing a key business function

Wednesday
11 June
15:45–16:45

Track 2

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The history of enterprise architecture in the Swiss Mobiliar starts in the mid 60s with focussing on hardware-oriented architectures. In the early nineties IBM’s Insurance Application Architecture was used to achieve a consolidation of the conceptual data model. With a reorganisation program started in 1999, business processes came into architecture’s scope. Today this scope has broadened to an enterprise wide approach. With this evolution today the question of how to ensure the architecture’s appliance becomes more and more the centre of architecture management.

Beside the steps in the Mobiliar’s architecture evolution the paper/presentation describes the actual architecture approach. It shows the architecture processes as well as the problems in selling such an approach to the organisation. The focus of the paper is on the solution for the problem of selling: Mobiliar’s Agile Enterprise Architecture approach.

• Architecture’s agility as pre-requisite for successful selling
• Processes for organisation of architecture
• Rules to architecture’s agilisation

Wednesday
11 June
15:45–16:45

Track 3

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COBIT (Control Objectives for Information and related Technology) is a breakthrough IT governance tool that helps CIOs (and business executives) understand and manage the risks and benefits associated with information processing and related information technologies. This presentation provides practical guidance on how to identify and manage the COBIT control practices that support enterprise architecture and how to combine COBIT, ITIL and other best practice content to develop a global IT governance framework.

• Defining IT Governance within the COBIT framework
• Designing an IT governance framework for multi-national (global) organisations
• Integrating IT Governance and Enterprise Architecture using COBIT and ITIL
• Modelling IT processes and applying the Zachman Framework
• Integrating IT Governance, Enterprise Architecture and IT Strategic Planning in order to overcome the limitations of conventional IT strategic planning approaches.

Wednesday
11 June
16:45–17:15

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Conference Chair, Brian Burke, will provide you with an insightful summary of the key themes and concepts throughout the conference. A ‘Punch List’ of next steps will be provided for you to take back to the office.