CONFERENCE - DAY 1 & EXHIBITS
TUESDAY, 12 June 2007

09:00–09:15

10:45–11:45

10:45–11:45

14:00–15:00

KEYNOTE

15:00–16:00

Track 1 

15:00–16:00

Track 2 

16:30–17:30

Enterprise Architecture Roadblocks and Negotiation Strategies
Amitabh Apte, Head of Enterprise Architecture Group, SITA

Tuesday
12 June
09:00–09:15

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Tuesday
12 June
09:15–10:15

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KEYNOTE: The Past, Present and Future of Enterprise Architecture
George S. Paras, Managing Director, EAdirections

The enterprise architecture discipline has grown steadily over its relatively short life. While early EA activity focused on the creation of “architectures”, the discipline has recently evolved to become a holistic integration point, joining together management activities ranging from strategic planning to project enablement, asset analysis, portfolio management and IT governance. Today’s best EA programs occupy a leadership role in the management practices of the modern enterprise, driving major change in the way organizations embrace emerging concepts like BPM and SOA. The current state of the EA discipline did not come easily, nor did it progress linearly. It improved in parallel, across multiple fronts, based on the aggregate experiences of practitioners from enterprises with different needs, opportunities, and cultural behaviours. This trend will continue, giving EA practitioners a rich collection of mature practices as starting points to expand the EA role, delivering value deeper and broader across the enterprise.

• EA, the Early Years - forming the foundation
• Where we are today - the multiple aspects of today’s EA discipline, a core management practice
• EA is in the eye of the beholders -the EA discipline is greater than the sum of the practitioners
• What the future holds - The future of EA is tied to the future of IT
• Risks vs. Rewards - Is the EA discipline growing too complex? Or just right?
  

Tuesday
12 June
10:45–11:45

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This presentation describes an approach to enterprise architecture derived from the speaker's experience of developing the various iterations of the US Department of Defense architecture framework (now called the DODAF). It describes her observations of how various groups have used and misused the principles and the artifacts in the DODAF and in other frameworks based on the DODAF.

After seeing the good, the bad, and the ugly, she has developed the following approach:

• Know why you are developing the architecture, or don't do it.
• Build just enough architecture to satisfy your purpose.
• Analyze as you go, not just at the end.
• Treat the artifacts and their rules as guidelines, not handcuffs.
• Don't fall in love with an automated tool
• Combine frameworks if that works for your purpose.

Tuesday
12 June
10:45–11:45

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CASE STUDY

This presentation will describe the experiences of applying an enterprise architecture approach to an Express parcel “product” redesign and implementation planning across 24 European countries. This required business model redesign as well as IT systems change and integration. A capability driven approach was taken to establish a common framework for both business and IT impact analysis and to allow for variation in country implementation. The same framework was applied to design the implementation path, identifying dependencies between implementation workstreams and critical path activities.

The session will focus on the following aspects and benefits of enterprise architecture:

• Capability driven approach to enterprise architecture
• Change Portfolio impact analysis and alignment
• Business and IT alignment

Tuesday
12 June
10:45–11:45

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SOA is commonly positioned as the latest IT panacea for all ills - a situation fuelled by vendors fixated on promoting what they have to sell. The result is that SOA is seen in quite narrow technology terms, and thus treated independently from EA. This talk explains that in contrast, Everware-CBDI’s experience in working with a range of organizations is that successful SOA involves cultivating architectural best practices - in harness with technology capabilities - as a basis for delivering business solutions in timely fashion. We consider how successful organizations treat SOA and EA as complementary sides of the same coin and provide an overview of the work that Everware-CBDI is doing in distilling these best practices into a clearly defined reference framework.

Delegates will learn:

• What is and isn’t really different about SOA
• How to leverage your existing IT assets in terms of services
• How SOA specifically complements the Zachman Framework
• Tips and techniques for successful real world SOA

Tuesday
12 June
10:45–11:45

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Should EA and BPA coexist independently within an organization?
Martin Owen, VP Enterprise Architecture Products, Telelogic

Tuesday
12 June
11:45-12:45

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CASE STUDY

• Architectural and Programme Governance, and the relationship with the Programme Management Office
• Cross-programme alignment
• Scoping
• Shaping: validating research and producing a roadmap of capabilities to deliver in transition states
• Assurance

Tuesday
12 June
11:45-12:45

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CASE STUDY

Many traditional industries benefit from ERP systems designed to plan the utilization of enterprise-wide resources. These help accelerate and streamline commodity processes, freeing time and resource for enterprises to develop specialised competencies and products that differentiate them from their competition. Enterprise Architecture is a complementary approach to implementing business strategy through joined-up people, process and technology. However IT departments, often the very source of Enterprise Architecture drive, regularly fail to apply those same techniques internally, and so do not gain the benefits that EA brings to the wider enterprise.

At Carphone Warehouse Group IS, we are optimising production of the solutions that we build, operate and manage, by using technology to improve efficiency, cost control and speed-to-market. We believe that a high degree of automation, facilitated by an enterprise architecture embodied in an “ERP for IT”, can achieve this aim. Despite interest from a number of vendors, no such standard package exists. To address this need, we are applying Enterprise Architecture techniques to align our organisation, processes and a standard IT management package stack around a suitable enterprise architecture.

This presentation describes the approach, challenges and successes of our efforts to date.

Tuesday
12 June
14:15–15:15

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CASE STUDY

This presentation will traverse the service oriented architectural spectrum from abstract concepts to end game technology solution plays from a design perspective. The end result to the attendee will be an appreciation of the OASIS work to which the Government of Canada contributed, an understanding of the GC SOA model from a conceptual perspective and a mapping from the GC SOA to technological constructs that implement the vision. Key points to be developed as part of the presentation are:

• A highlight of the key abstract concepts and associations developed out of the OASIS Reference Model (RM) Technical Committee (TC) that ended with an OASIS Standard.
• A discussion of the Government of Canada’s Service Oriented Architecture (GC SOA) reference model that embraces key concepts from the OASIS standard as well as some notable industry constructs that solidify the SOA reference model from a Government of Canada perspective.
• A mapping of the GC SOA model to industry solutions that actually instantiate the vision.

Tuesday
12 June
11:45-12:45

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Harnessing information in order to enable interdepartmental collaboration and maximize workflow in an efficient and timely manner is mission critical for a successful enterprise architecture strategy. How do companies tackle the challenges of information overload, growing techniques, and often disparate internal processes to drive actionable, relevant information that provides real business value?

What you will learn:

• The keys to information architecture that drive knowledge within your organization
• Hear case studies that highlight how different industries successfully approach their content management strategy
• How search engines and taxonomies complement each other
• How to make the best of your existing resources by creating a single centralized information repository
• How to measure the business value of a customized information strategy
• Take-away recommended action items that will help your organization drive business value with information intelligence

Tuesday
12 June
14:00–15:00

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SOA is now as much reality as hype. Most organisations are designing or implementing one. But which ones are doing it right, and which ones are getting lost in too much technology? When designing a SOA, there are so many questions to ask. In this keynote ten important guidelines are discussed that will help you establish a successful SOA. These guidelines are based on experiences in various real life SOA projects and will address the following issues:

• Should we start with the business processes and design the SOA top down?
• Should we drown in small, little services?
• How do we manage and control this highly distributed environment?
• What about governance?

Tuesday
12 June
15:00–16:00

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Enterprise Architects often take an approach where a blueprint is made to translate the Strategic Vision into IT Solutions. Often an analytical and logical approach is taken.

However this approach does not always succeed. In this session we will see how a theory of organisational change, based on the work of Leon de Caluwé and Hans Vermaak, can explain the situation architects are getting into. This theory is based on the notion that different stakeholders look at change from a different perspective:

• blue - analytical: a blueprint will lead to change
• red - reward or punishment will lead to change
• green - change is a learning experience
• yellow - change is dependent on power structures
• white - self organisation: the energy in the organisation will lead to change

These alternative approaches have proved to be very successful and case examples will be included. We will show that different architect roles (such as Enterprise Architect or Solution Architect) have a different emphasis in terms of colours and we will conclude with an analysis of the competencies that are needed for the various roles.

Tuesday
12 June
15:00–16:00

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Tuesday
12 June
15:00–16:00

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The Object Management Group (OMG) plans to make its Business Motivation Model (BMM) generally available as a standard in the Spring of 2007.

The BMM incorporates the essential concepts of business governance. Tools that support it provide end-to-end traceability from initial awareness of an influence (e.g. competition or regulation) to the detailed operational changes made in reaction to it.

Why is it important for enterprise architecture?

• It supports what business owners want in operating and managing their enterprise. It includes influences, goals and objective, strategies and tactics, business policies and the relationships between them. How to manage these is a major consideration for business architecture.
• It is business-friendly, expressed in business language - one of the first applications of “Semantics of Business Vocabulary and Business Rules” (SBVR), also due for release in Spring 2007.

Tuesday
12 June
15:00–16:00

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CASE STUDY

With the goal of strategically advancing the application portfolio to optimally support business processes at BP, the Digital and Communication Technology unit of BP's Refining and Marketing division has implemented an applications management process to 1.) gain transparency over their large and complex as-is application landscape and 2.) plan the to-be landscape and effectively drive application portfolio development in this direction. By centrally documenting these key objects of the architecture and applying EA best practices to support planning, design and long-term strategy definition, BP has established an effective approach for operationalizing the IT strategy.

Tuesday
12 June
16:30–17:30

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CASE STUDY

Like many other companies with a large and complex estate and a mixture of cultures, Fujitsu Services needs an effective EA vision, roadmap and governance model. We have evolved our approach over two years to find the most effective way of delivering EA. We shall examine one unsuccessful approach and the final, successful, one. We shall see why one failed and the other is succeeding. The lessons learned from this comparison should be instructive to any company about to embark on this journey or finding their initiatives stalled.

• Harness your existing organisation
• Adapt your existing processes
• Expand from small beginnings
• Be prepared to change

Tuesday
12 June
16:30–17:30

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CASE STUDY

Given its complex and strategic role, it is no surprise that Enterprise Architecture practice faces roadblocks of different natures and magnitudes in its path of meeting its objectives. In this session, Amit will be discussing some of the most common roadblocks based on real-life Enterprise Architecture implementation experiences. Amit will also share his proven strategies to overcome these roadblocks. To demonstrate these ideas, Amit will be presenting a case study from Airline industry to drive home the point.

Some of the key discussion topics in this session will be:

• How did he select the right industry EA Framework for his organization?
• How did his team make EA relevant to his business?
• How did his team manage to keep EA insulated from rapid technology changes?
• How to provide Governance and engagement models for EA?

Tuesday
12 June
16:30–17:30

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CASE STUDY

In our presentation we will discuss how the Windesheim University of professional education developed a principle based information architecture that directly links its architectural principles to its strategic principles and business goals. By using this alignment chain as a framework, we not only managed to prune and justify our architectural choices, but we also used it to demonstrate the business consequences of projects deviating from specific architectural principles. The architecture caused a major shift in focus for the IT department.

We will address the following topics:

• The development of an alignment chain of architectural principles
• The use of stakeholder concerns to formulate and manage various views of the architecture
• The validation of the architecture
• The use of the alignment chain as an instrument in assessing projects
• The effect of the architecture on the IT organization

Tuesday
12 June
16:30–17:30

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Successful EA teams combine their deep understanding of their business and IT with an ability to produce relevant models that directly address the needs of their stakeholders. This requires a strong focus on the people who need the architecture and will lead the implementation, not just technical skills and modelling abilities. Drawing on their experiences in running EA groups and helping clients set up EA teams, Piyush Pant from Serco Consulting's Enterprise Architecture group will lead a short presentation and interactive panel session with colleagues and the audience to discuss the issues around getting an EA initiative to work, with results that last, including:

• Having an architecture that responds to what people want to do
• Making the architecture accessible and understandable by people (not just experts)
• Having a collaborative and engaging enterprise architecture initiative
• Sustaining the architecture effort (change management, stakeholder engagement, communications, culture etc)
• Looking at how enterprise architecture will change in the next 10 years