Tuesday
10 June
09:00–09:15
John Zachman, President, Zachman International
Featured Speaker
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John
Zachman |
| 08:00–09:00 | REGISTRATION | |
| 09:00–09:15 |
Introduction
from the Chair John Zachman, President, Zachman International |
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| 09:15–10:15 | KEYNOTE | KEYNOTE:
Enterprise Architecture: What to Tell the Management Team Professor David Robertson, IMD International |
| 10:15–10:45 | Break & Exhibits | |
| 10:45–11:45 |
Track 1 | Breaking
Enterprise Architecture out of IT Chris Potts, Director, Dominic Barrow |
| 10:45–11:45 |
Track 2 | Facing
the Integration Challenge on a Merger or Acquisition from an Enterprise
Data Architecture Perspective |
| 10:45–11:45 | Track 3 | Architecture
Roles and Responsibilities in an Outsourced Context: How to stay in Control Denis Hageman, Head of Strategy and Architecture IT Group Functions, ABN AMRO |
| 10:45–11:45 | Track 4 | Modelling
Tool Support for Rapid Delivery of EA Clive Finkelstein, MD, Information Engineering Services, (on behalf of Sparx Systems) |
| 11:45–12:45 | Track 1 | Business
Architecture - The Enterprise Architecture Success Factor John Kenney, Business Architecture Consultant, Semeron Corporation |
| 11:45–12:45 | Track 2 | Building
Information Services for the Process-Centric Enterprise Mike Ferguson, Managing Director, Intelligent Business Strategies Ltd |
| 11:45–12:45 | Track 3 | Gaining
Commitment to the EA Effort Martin Sykes, Senior Programme Manager, Microsoft |
| 11:45–12:45 | Track 4 | Enterprise
Architecture for Enterprise Planning Alan Burnett, Director of EA Professional Services, Telelogic, An IBM Company |
| 12:45– 14:00 | Lunch & Exhibits | |
| 14:00–15:00 |
KEYNOTE |
KEYNOTE:
The EA Innovator Jeff Scott, Senior Analyst, Forrester Research |
| 15:00–16:00 |
Track 1 |
From
the Office of the CIO to the Planet Mars: EA is more than aligning IT; a
Case Study in Strategic Alignment Bob Stauffer, President, Information Dynamics Lawrence Helm, Director of Government Operations, Information Dynamics |
| 15:00–16:00 |
Track 2 |
Managing
Application/Service Landscapes in a Federated Environment Colin Smart, Lead Architect Retail IT, HBOS |
| 15:00–16:00 | Track 3 | EA
at John Lewis - What a Prototyping Approach has delivered Marion Eastmond, Systems Architect, John Lewis |
| 15:00–16:00 | Track 4 | Service
Oriented Architecture: Making the Breakthrough Khan Busby, Director of Enterprise Architecture Services, Accenture |
| 16:00–16:30 | Break & Exhibits | |
| 16:30–17:30 | Track 1 | Aligned,
coherent and achievable: resolving the complexity of today's change portfolios Anthony Golledge, Head of Enterprise Architecture, Government Division, Detica John Wailing, Office of the CIO, Home Office |
| 16:30–17:30 |
Track 2 | SOA
and IT Services Management: Coincidence, Confluence or Confusion |
| 16:30–17:30 | Track 3 | The
ArchiMate Modelling Language Marc Lankhorst, Telematica Instituut |
| 16:30–17:30 | Track 4 | Governance
versus Guidance Ceri Williams, Principal Consultant, Glue |
| 17:30–19:00 | Cocktail Reception and Exhibits | |
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Tuesday |
Introduction
from the Chair John Zachman, President, Zachman International |
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Featured Speaker
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Tuesday |
KEYNOTE:
Enterprise Architecture: What to Tell the Management Team If you had one hour with the management team of your company to talk about enterprise architecture, what would you say? How would you convince them of the importance of the topic? What would you ask them to do to support your architecture efforts? In this talk, Professor Robertson will use material from his book Enterprise Architecture as Strategy: Creating a Foundation for Business Execution (co-authored with Jeanne Ross and Peter Weill from MIT) to show why enterprise architecture is a top management issue, and what management should do to transform their company’s architecture. Using data from a survey of over 150 companies and case examples from leading companies such as ING DIRECT, Toyota, and Johnson & Johnson, Robertson will show why architecture is often a barrier to strategy execution, and how companies can design and implement a new architecture that improves agility, lowers costs, and increases profitability and growth. |
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| FOUR CONFERENCE TRACKS | ||
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Unifying Business and IT Architecture | |
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Reshaping IT Landscapes | |
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Organization, Content and Delivery | |
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Sponsor Insights | |
| 10:45 - 11:45 CONCURRENT SESSIONS | ||
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Breaking
Enterprise Architecture out of IT Chris Potts, Director, Dominic Barrow In organizations where Enterprise Architecture (EA) is IT-centric, its real potential to drive value creation remains largely untapped. There comes a time in EA’s maturity when realizing its true value means visibly breaking it out of the domain of its birth. It has to shatter the - often self-perpetuating - illusion amongst executives that EA is predominantly about technology, and technology-enabled processes, and engage with them in collaboratively exploiting the full extent of its promise. From his hands-on work with industry-leading companies in the UK and around the world, Chris will explore strategies for making EA an enterprise-centric and value-creating competency rather than a technology-centric one. What do these strategies mean for the established EA orthodoxies? Be ready for some unusual and challenging messages!
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Facing the Integration Challenge on a Merger or Acquisition from an Enterprise Data Architecture Perspective Helen Townsend, Enterprise Data Architect, Reuters Toni McDerment, Enterprise Data Architect, Reuters Reuters is a global information company providing indispensable information tailored for professionals in the financial services, media and corporate markets. The organisation has evolved over many years and has an acquisitive nature resulting in a diversified data and technical environment. We are constantly being tasked with introducing a newly acquired company’s data assets and technology into the corporate fold. From a data architecture perspective, this session aims to share our experiences of the integration challenge in terms of:-
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Architecture Roles and Responsibilities in an Outsourced Context: How to stay in Control Denis Hageman, Head of Strategy and Architecture IT Group Functions, ABN AMRO When ABN-AMRO decided to outsource most of its systems development in 2005, it was clear that Business and IT Architects would work both within the retained ABN-AMRO organisation and with the outsourcing companies. As a major part of the work, in particular related to application maintenance, was done in India, it was also necessary to think about what work would be done onshore and what offshore. This presentation will focus on the approach chosen and the lessons learnt. Mistakes made in an earlier outsource wave in 2002, strongly influenced the new approach. It will go into detail about the roles and responsibilities for designing and maintaining the architecture. In addition, some of the models and tooling to create a common knowledge base across the organization will be presented. |
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Modelling Tool Support for Rapid Delivery
of EA There is an explosion today in the use of Enterprise Architecture within Government, Defence and Commercial Organizations. Business-driven methods identify high reusability business processes that use common shared data as an integrated resource. Data is updated once and becomes immediately available to all shared systems. This leads to improved cost effectiveness of business processes ... with dramatic cost savings. Rapid-delivery methods are based on Strategic Business Plans that are used to develop a Strategic Data Model. Project Plans are derived as an Enterprise Architecture Portfolio Plan (EAPP), to manage the rapid delivery of priority reusable business activities or business processes into production. This derivation of Project Plans from data models is based on the support by modelling tools for Entity Dependency Analysis (EDA). EDA also enables Project Maps to be derived from data models. These are used as a Do-It-Yourself (DIY) Construction Kit for the Enterprise, to manage the rapid delivery of derived priority reusable processes into production in 3-month increments. This session includes a short demo on new Zachman Framework support added to V7.0 of Sparx Systems Enterprise Architect modelling tool for Data Model Analysis using EDA to derive Project Plans and Project Maps.
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| 11:45 - 12:45 CONCURRENT SESSIONS | ||
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Business Architecture - The Enterprise
Architecture Success Factor John Kenney, Business Architecture Consultant, Semeron Corporation Organizations seeking enterprise-wide alignment of their business needs and technology solutions are exploiting the business architecture components of enterprise architecture to specify their future and its achievement. They realize business architecture has become the critical success factor to producing relevant and complete enterprise architectures. Referencing a major case study, this presentation will describe what constitutes business architecture, its formulation and documentation and linkages to other enterprise architecture components to ensure business/technology alignment and integration that satisfies organizational goals and objectives.
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Building
Information Services for the Process-Centric Enterprise Mike Ferguson, Managing Director, Intelligent Business Strategies Ltd As companies adopt business process management in an enterprise service oriented architecture (SOA), they find themselves deploying new ‘composite’ applications that bring together application services from multiple underlying applications to perform specific process activities. However the problem that arises with these modern deployments is that companies are finding that the information needed to perform each specific process activity is not necessarily integrated and not all in one place. What companies are realising therefore is that composite applications need access to ‘information services’ for on-demand integration of data required for the process activity. This session looks at Information Services in depth and why they are becoming increasingly important in modern day enterprise architecture.
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Gaining Commitment to the EA Effort
Martin Sykes, Senior Programme Manager, Microsoft Defining the Enterprise Architecture for IT in an organisation as large and complex as Microsoft requires effective communication to gain and keep the commitment from many stakeholders. This session will review the process used with many clients and internally with MS IT to create 1 page ‘big picture’ communications that help to gain commitment from EA stakeholders. This draws on many different techniques and brings them together in a holistic process that allows architects to get their message across to the often non-technical stakeholders who control funds and resources. In 2007 Microsoft’s internal EA team created the communications to position a new architecture for internal systems using the software + services concept. This activity will be used as the key example during the session. Attendees will take away a clear understanding of the process and how it can be applied in their own organisations.
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Enterprise Architecture for Enterprise
Planning Alan Burnett, Director of EA Professional Services, Telelogic, An IBM Company Historically, Enterprise Architecture (EA) deployments were thought to be complete with the modelling and reporting of an organisation’s information and data. However, the real value of EA comes from what you can do with this information once it is captured. The success of EA programs within an organisation is based heavily on the critical decision support, impact analysis, and process improvement capabilities they provide. Enterprise Planning is an approach to EA that provides these capabilities, but also does it in a manner that enables organisations to use their architecture to better understand the impact, resources and risks associated with evolving from their current environment to a future state. |
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KEYNOTE:
The EA Innovator Jeff Scott, Senior Analyst, Forrester Research Enterprise Architects are change agents. Their primary role is to direct the evolution of the organization toward a more synergistic and cohesive approach to technology and business process. Innovation is one of the most powerful, yet underutilized tools architects have to drive change. Caught up in framework and modeling details, architects are moving too slowly to keep up with the increasingly rapid changes in technology and business ideas. And innovation is not just about technology. Successful architects expand their vision of innovation beyond technology to include process, organization, and strategy innovation. Step out of your framework and learn how to encourage, support, and lead innovation efforts at your company. This session will jump start your innovative thinking with ideas, models, and examples for innovating NOW! While incremental change is good, innovation will accelerate our progress toward our strategic goals. Key Issues
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| 15:00 - 16:00 CONCURRENT SESSIONS | |||||
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From the Office of the CIO to the Planet Mars: EA is more than aligning IT; a Case Study in Strategic Alignment Bob Stauffer, President, Information Dynamics Lawrence Helm, Director of Government Operations, Information Dynamics NASA’s Vision for Space Exploration calls for retiring the Space Shuttle fleet in 2010, returning to the Moon by 2020, launching robotic precursors and eventually a manned mission to Mars……and it will never happen without an integrated architecture. Using lessons learned from an EA program which evolved from the NASA CIO’s Office to its Space Flight Program, we will discuss how NASA is converging long-sundered lines of business, NASA’s organically grown “stovepipes,” into the organization responsible for the next generation of space exploration. EA is commonly used to align systems and services to business strategy; learn how we used EA to align elements of the business itself: at the vision level, the business strategy level and the business process level. Some of the key topics we will cover include:
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Managing Application/Service Landscapes in a Federated Environment Colin Smart, Lead Architect Retail IT, HBOS Consolidation and standardisation are being used to reduce overall operating costs within HBoS. The use of an application landscape to guide investment decisions has been a key lever to reduce diversity. The Federated operating model adds an extra challenge to landscape management as business and product realities can conflict with the aim of consolidation. During the journey from nothing to today we have found ways of managing the landscape, the conflicts and ways to live with the divisional differences while still maintaining the benefits of consolidation and standardisation, as well as raising the standard of architecture and the business buy-in. Some of the key discussion topics in this session will be:
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EA at John Lewis - What a Prototyping Approach has delivered Marion Eastmond, Systems Architect, John Lewis In the department store division of John Lewis, with few compliance requirements, little history of takeovers and an Information Engineering legacy of home-built integrated systems, it was initially difficult to justify an EA project. This presentation will show how taking a small scale, experimental, prototyping approach to developing an enterprise architecture has allowed us to demonstrate the value of EA, firstly to the IT Director and subsequently to business planners, IT management and application developers, and also to better understand the potential value, ourselves.
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Service Oriented Architecture: Making
the Breakthrough Khan Busby, Director of Enterprise Architecture Services, Accenture For many organizations, the move to a Service-Oriented Architecture (SOA) is a long-term goal that remains frustratingly out of reach. In many cases, IT leaders are keenly aware of the benefits that SOA could deliver by enabling simpler systems that are cheaper to run, can be modified more easily, and integrate more readily with other platforms. They also see the wider advantages to the business in greater agility and flexibility, leading to faster speed-to-market. But, despite some promising pilots and proofs of concept, it remains difficult to roll out SOA across the broader organization. Why? Our research and experience shows that many companies have hit a critical barrier in their efforts to migrate to SOA. Having launched the initial deployment on a tactical basis in specific business units, they now face a step-change in effort and investment to escalate SOA to the enterprise level. However, a failure to make this step presents real long-term risks to the business - not least that the organization’s drive towards SOA may lose momentum, resulting in major missed opportunities in terms of flexibility and competitiveness. Based on Accenture’s extensive client experience, this presentation will outline six key issues that organizations must typically address to move past initial SOA implementations toward a truly industrialized implementation, and toward achieving a permanent step-change in organizational flexibility, responsiveness and cost. |
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| 16:30 - 17:30 CONCURRENT SESSIONS | |||||
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Aligned, coherent and achievable: resolving the complexity of today's change portfolios Anthony Golledge, Head of Enterprise Architecture, Government Division, Detica John Wailing, Office of the CIO, Home Office Organisations are undertaking portfolios of change programmes of unprecedented scale as they respond to today’s performance challenges. Effective management demands a clear line-of-sight from the organisation’s strategic goals to the outputs of individual programmes. However, that clarity is often obscured by the sheer scale and complexity of the portfolios and the web of dependencies they entail. With specific reference to Detica's work with the CIO of the UK Home Office to develop a information systems and technology strategy and architecture covering both the Home Office and its associated agencies, this presentation will describe how we can fuse the disciplines of enterprise architecture, portfolio management and benefits realisation into a change architecture for translating complex strategies into a coherent blueprint for change. The presentation will describe how Change Architecture was applied in the development of the Home Office strategy and consider future developments.
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SOA
and IT Services Management: Coincidence, Confluence or Confusion Michael Rosen, Director, Enterprise Architecture, Cutter Consortium IT Services Management (ITSM) uses best practices to manage the delivery of IT services to the business. In general, these services are things such as email, ERP availability, application uptime, help desk, etc. These are not the kind of ‘business services’ that we usually talk about in Service Oriented Architecture. So is the current interested in ITSM just a misunderstanding by some naïve semi-technical marketeer, or is there more to it than that? Could we actually learn something from the reliable delivery of email that can be applied to SOA? This session will provide a brief overview of ITSM, discuss the problems facing organizations that have deployed SOA, and explore the opportunities to apply these best practices to our emerging SOA challenges.
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The
ArchiMate Modelling Language Marc Lankhorst, Telematica Instituut ArchiMate is a modelling language for EA that allows you to create the ‘big picture’ of your infrastructure, applications, and business in one coherent architecture model. It offers a structured way of describing all these domains and their relations, and helps you to explain architectures in a much more precise way than the fuzzy pictures often used by architects. ArchiMate has been developed in cooperation with commercial and government organisations in the Netherlands and its value has been proven in numerous practical applications. It is rapidly gaining international adoption, as witnessed by the support offered by many IT consulting firms and EA tool vendors and by the joint efforts of The Open Group and the ArchiMate Foundation on the relationship between ArchiMate and TOGAF. This presentation will cover the following key topics:
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Governance versus Guidance Ceri Williams, Principal Consultant, Glue “Speak softly and carry a big stick” was the advice of Theodor Roosevelt for anyone wanting to exert influence over both friend and foe. In a time where IT departments are having to reposition themselves as partners to the business, where a transactional service provider model is giving way to collaboration, does the “big stick” have a role any more? What is the role of the rules and regulations that typify a traditional approach to Governance? A radically different approach to Governance is needed, one where influence is achieved by positioning as a trusted advisor rather than through law enforcement. The presentation will cover:
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