CONFERENCE - DAY 1
TUESDAY, 8 JUNE 2004

09:00–09:15

11:00–12:00

11:00–12:00

13:15–14:30

KEYNOTE

14:35–15:35

Track 1 

14:35–15:35

Track 2 

16:35–17:05

Guru Panel
Moderated by: Brian Burke, META Group, Richard Buchanan, John Zachman, James McGovern, Gary Doucet and Don Tapscott

Tuesday
8 June
09:00–09:15

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• Embracing the opportunity for enterprise architecture
• Setting realistic expectations for enterprise architecture
• Balancing short term opportunity with the long view

Tuesday
8 June
09:15–10:30

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KEYNOTE: Enterprise Architecture Strategy: Defining the Build Sequence
John Zachman, President, Zachman International

Thousands of years of history establish that architecture is fundamental to accommodating complexity and managing change and yet those of us in the information community seem to be searching for some kind of technological magic to accommodate rapid expansion of enterprise complexity and dramatic escalation of the enterprise rate of change. There is no “silver bullet!” Actual work will have to take place. The framework for enterprise architecture defines the set of descriptive representations that constitute architecture for an enterprise. This presentation briefly sketches out the basic logic of the framework and then shows how to define the build sequence of subsystems in three-month increments to end up with an enterprise-wide, coherent, integrated implementation. This presentation is not for the faint of heart or for anyone who is looking for a “quick fix” or an “easy out!”

• Overview of the logic of the framework for enterprise architecture
• Description of the set of models that constitutes the knowledgebase of the enterprise
• Enterprise architecture strategy – defining the build sequence
• Renewed challenge - show me the models!

Tuesday
8 June
9:15–10:30

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FEATURED PRESENTATION: Beyond Zachman: Process Management in the Enterprise
Howard Smith, CTO Europe, CSC

A new wave in business process management is beginning. Although the goals of business process management are ambitious, some of the promises are beginning to be realized. Pi calculus systems are evolving to become the new wave of software infrastructure to manage business processes. Pi calculus, providing a paradigm that is parallel, non-deterministic, and tolerant of change and ambiguity, enables systems to more closely resemble real life. This presentation describes an example of an EA based on the world's first transactional BPMS, taken from a Computer Sciences Corporation case study.

• Understanding the Pi Calculus foundation for process computing
• The evolution of Pi Calculus from past era relational and rules based models
• Process management in a real world example

Tuesday
8 June
11:00–12:00

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CASE STUDY

A key goal of enterprise architecture is to bridge the huge disconnects that often exist between a company’s stated business strategy and vision; its financial budgeting processes; and its planned investments in IT, information management, business processes and its people.

ABSA’s emerging enterprise-architecture framework is aimed at bringing these “worlds” together in a meaningful way, towards ensuring that the architectural infrastructure and the strategic change projects that we invest in will optimally support the business strategy and vision.

The presentation will cover the following key topics:

• Articulating business strategy and vision into causal drivers for architecture
• Establishing a meaningful architectural framework and model
• Establishing architectural guiding principles and standards as an enabler of governance
• Prioritising and managing a Groupwide portfolio of strategic change initiatives
• Supporting large-scale change projects using the architectural framework and model
• Real-world challenges and inhibitors in applying architectural disciplines
  

Tuesday
8 June
11:00–12:00

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CASE STUDY

Gathering and managing complex information about products in a pharmaceutical company is essential to successfully market a drug. This includes initial laboratory studies and large clinical trials with thousands of patients. At the same time all regulatory constraints and evolving market conditions must be factored in. The Informatics function of the Pharmaceutical division of F. Hoffmann – La Roche was given the task to define a Product Information Architecture to better understand and manage this complexity:

• The team developed a framework that identified the different categories of information
• These categories were linked to key milestones, business processes, roles, information systems and key documents
• The model was reviewed with representatives of the business community (Development and Marketing)
• The framework was tested in the practical implementation of a Product intranet site
• Governance processes were defined
  

Tuesday
8June
11:00–12:00

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Historically Enterprise Architecture projects have been seen as adding little value from a business perspective and have actually been viewed as just another IT initiative. In today’s competitive world these perceptions need to be managed and changed. Enterprise Architecture is a key management tool for managing business, driving down costs and improving performance.

Recently, there has been a significant increase in successful Enterprise Architecture initiatives, all of which have two things in common. They are Business driven and are process based. It seems that these two things when taken together enable EA projects to be sold more easily to the business and are leading to greater acceptance in companies.

This presentation looks at how to go about Process Driven Enterprise Architecture and highlights successful projects from around the globe.

• Why a Process centric approach can really deliver
• How to use Process to sell Enterprise Architecture to the Board
• Who has succeeded with this approach
  

Tuesday
8 June
11:00–12:00

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To absorb the impact of evolving technologies (e.g., Web Services), government and industry regulation, and a rapidly changing IT provider market, organizations must learn and apply key adaptive principles that lead to success. They must also be able to sense and respond to change — good or bad — across the entire organization, truly intertwining non-IT and IT goals and disciplines. However, while the basic concepts of being adaptive are well defined, the significant impacts on underlying architectural, infrastructure, economic, sourcing, and performance aspects are not well understood, leaving many organizations wondering how best to take action. This presentation will address:

• Learning why it’s critical to be an adaptive organization now, and gaining a road map to being adaptive
• Understanding how and why IT must get “its house in order” to drive the adaptive organization
• Focusing on the adaptive organization vision and trends that every CxO must understand

Tuesday
8 June
13:15–14:30

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CASE STUDY

A Service Oriented Architecture (SOA) is an architecture that is made up of components and interconnections that stress interoperability, location transparency and platform independence. Service Oriented Architectures is not just about the technology used in Web Services. It is really about designing and building systems using software components. A service-oriented architecture contains services that provide behaviour for use by another component-based architecture based solely on its interface contract.
Many enterprises have incorporated service-oriented architectures as part of their enterprise architecture strategy as a means for solving for integration challenges. The paradigm of find, bind and execute allows organizations to conduct dynamic e-business. In this session, one will learn:

• Interoperability and the business challenges.
• Considerations for adopting a service oriented architecture as part of an organizational integration strategy.
• Using service-orientation to increase return on investment.
• Review the major decisions and changes made in how software development will be approached in the future.
• Perspectives on incorporating agile methods for enterprise development

Tuesday
10 June
14:35–15:35

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CASE STUDY

This presentation discusses the challenges and our experience of deploying enterprise architecture for the Police Service in the United Kingdom. In order to re-engineer business process and IT systems in the police and criminal justice domain as requested by our customers, and to deliver a modernised and integrated corporate service as it was set in the national information systems strategy.

• Architecting a joined up police: From business process to information systems
• Supporting the national information systems strategy for the police service (ISS4PS)
• Implementing the Zachman Framework using RUP, SSADM, IAF, and TOGAF
• A Bird’s Eye View: Project case studies and lessons learned
  

Tuesday
8 June
14:35–15:35

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CASE STUDY

Ok, so you’ve heard all the high level presentations and the powers that be have been convinced of the need to take it further. What next? There is a lot of material out there around frameworks, less so about methodologies and even less in the way of publicly accessible real world examples. This presentation describes how MTV Europe sifted through all the hype and started out on an architecture programme. The main topics covered will be:

• Description of the business and the challenges facing it
• How sponsorship was won
• Defining scope and managing expectations
• Tailoring a methodology
• Tailoring a framework
• Winning over colleagues – overcoming skepticism
• Progress to date – have we delivered
• Future plans
  

Tuesday
8 June
14:35–15:35

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Using ProVision's Organisation, Location, Business Interaction, Workflow, Use Case and Class diagram environments, this presentation will show how to go from Strategy modelling, through Business modelling and Process modelling, out into System modelling and code generation - "Concept to Code".

Tuesday
8 June
14:35–15:35

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Linux to many users is a magic pill to reduce costs, simplify integration, make you handsome and stick it to Microsoft. This presentation will address the real impact, costs, consequences and acceptable use of Linux and Open Source. We will examine five assumptions and five frequently asked questions to enable users and enterprise architects to make an informed choice about how, where and when they should use Open Source, Linux and other options.

Five assumptions we will examine about Linux and Open Source: Linux is better quality than Microsoft, Linux is more open than Microsoft, Linux is cheaper than Microsoft, Linux and open source are better and low risk for customers & Linux and open source are about the democratization of software

Five frequently asked questions we will examine about Linux:

• Is it fit for use on the desktop?
• Where do I deploy it on the server?
• What are the cost of ownership benefits (if any) and why?
• What distribution do I use and who's throat do I choke if it all goes wrong?
• What architecture, software development and operations skills do I need to add to make Linux work?
  

Tuesday
8 June
16:05–16:35

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The findings from the Architecture Management Workshop will be presented.

Tuesday
8 June
16:35–17:05

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Delegates can pose questions for debate among this panel of expert practitioners, thought leaders and technology providers.