Friday 10 June, Conference Day 2 & Exhibits
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KEYNOTE: Architecting the Cloud: How Enterprise Architects Should Think About Cloud Computing Most of the information about Cloud Computing today comes from vendors. As a result, it skews toward purchasing software and hardware, and away from making balanced decisions in the enterprise. The Enterprise Architect must counterbalance vendor spin and place Cloud Computing into the proper context: among the many deployment options available, with its own unique advantages and disadvantages. This session outlines the primary issues an EA must consider in order to make appropriate decisions about various Cloud-based options, how to put together a Cloud roadmap, and how best to communicate the position the Cloud should take in the greater context of agile Enterprise Architecture. People who attend this session will learn:
The core elements of a business-driven EA Cloud strategy, including business, IT, and transition strategies for managed services, application modernization, or rationalization of applications. | |||||
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| 10:05 - 10:55 CONCURRENT SESSIONS | ||||||
Friday
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The Success of a Pragmatic Enterprise Architecture approach 'STREAM' Jaap Schekkerman, Thought Leader Business Technology Strategy EA, IFEAD / Logica Business Consulting This presentation is the story of a successful EA programme at TenneT, who administer the grid of the Dutch electricity network. The business needed to set up a transformation programme to rationalise their Information System landscape and transform it to support the future ambitions and strategy of TenneT in the North West European energy market. The presentation will focus on the processes of understanding the business by means of a business function model, getting buy in, (both on business side as well as IT side) and how to define business and IT criteria to rationalise the IS landscape and create a successful business/technology roadmap for change. Real life deliverables and examples will be shown to tell the story and illustrate the success of a 'Managed Diversity' pragmatic EA approach called STREAM (Speedy, Traceable, Result-driven, Enterprise Architecture Management). Key takeaways will be:
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Friday
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The Implications of Social Business Design for Enterprise Architects Lee Provoost, Headshift These days every large organisation is doing something with Social Media or Social Business Design. Some are experimenting with small nimble pilots and others are rolling out large transformation programmes. However, many line of business managers and marketing/sales executives are frustrated with the apparent inability of the internal IT organisation to quickly turn around requests. Many of them are wondering why they can get a SaaS-based collaboration platform up and running under an hour for a few hundred pounds, whilst the internal IT department is reluctant to adopt anything except an expensive SharePoint portal. This often results in a plethora of small vendors, explosion of sensitive data, opening up firewalls, master data management issues, lack of user adoption, etc. In this talk, Lee will share his experiences of working with large organisations and how the IT and EA functions can be repositioned as enabler of changes and innovation rather than being perceived as bottlenecks. He will talk about the impact of using Social Media / Social Business Design on the IT delivery organisation, different roles and responsibilities, vendor strategy, enterprise architecture and designing systems that work. |
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Friday
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A Design-led Approach to Business Architecture Milan Guenther, Partner, enterprise design associates Too often in a classic decision-centric management setting, "Business Requirements" as the basis for all further endeavours seem to just magically appear out of nothing and remain unquestioned, instead of being part of a larger vision and purposeful design of the business. One possible way to address this issue is using Design Thinking to generate a tangible vision. This presentation showcases a design-led approach to business architecture. By looking at the business from a customer experience perspective, such a design captures a desired future state that in turn can be used to derive and model business processes, capabilities, decision rules and other architectural elements. In short, this presentation covers:
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| 11:25 - 12:15 Sponsor Sessions | ||||||
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The Future to Translating Tomorrow into Today In the changing world, organisations are faced with the increasing pace and amount of change that is required to stay ahead of the pack. During the strategic thinking process decisions are made which can change the landscape within organisations. These changes can be all encompassing and threatening to internal and external stakeholders. STANLIB was faced with little real-time management information, the service levels were lower than the industry average because we had become too risk averse and the skills levels of our staff were low which led to poor quality and poor service delivery. On the other side our IT and architecture systems had become outdated, change was difficult to implement and our online transactability was not at an acceptable level. To make things more challenging, our competitors were continually coming up with new and innovative ideas. Drastic change was required... STANLIB embarked on this journey 18 months ago. Part of this change is a make over of its enterprise architecture and the rethinking of its business processes and rules. The key drivers are business agility, simplicity, flexibility, transactability which will lead to Increased efficiency, cost effectiveness and closer alignment between the business and IT. STANLIB has gone through a comprehensive and thorough process to select the appropriate vendors to champion key aspects of the change programme. Change in its self is a threatening thought. Embarking on such a change requires strong change leadership as it can lead to lower productivity, staff resistance, high staff turn over, poor implementation and the worst of all the failure of the project. STANLIB are managing change on a continual basis to ensure that the most effective ways are found to deliver the programme successfully. The session will cover
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Friday
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Getting To Business Value: Accelerating Smarter Computing Through EA Planning While strategic IT planning and EA solutions are well understood, implementations often stray from influencing real business outcomes. Join us to discover how IBM offers proven capabilities to improve business alignment, in which strategy is transformed into prioritized execution, risks and impacts of proposed changes are balanced with tangible business benefits. |
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Friday
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Embedding Process Execution in Real World Systems As organisations become more aware of the power of process automation via sleek IT tools, ‘real world’ IT-based business processes are becoming increasingly complex and dynamic. This re! quires interaction across multiple systems and existing ‘black box’ processes, rapid process change implementation, and effective collaboration between business users, IT systems and a vast array of content. Join us for this session and find out what it takes to design and implement business processes that leverage the latest capabilities of social computing and integrate them with your enterprise applications. Focus areas include:
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| 13:30 - 14:10 Perspective Sessions | ||||||
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Competencies Professionals Need to Generate Results using Process Governance and Management Governing the management, managing the improvements and promoting the execution of processes require different professional skills, knowledge and attitudes. This talk will present which competencies are required by senior and middle management - like sponsors, owners or process managers, coordinators, process architects, consultants and process analysts. Well trained and experienced professionals are able to generate results for companies, governments and institutions. Case studies and examples of reducing gaps of competency at governance, management and execution of processes will be presented. |
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| 13:45 - 14:35 CONCURRENT SESSIONS | ||||||
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SOA Case Studies: Lessons and Observations Michael Rosen, Director, Enterprise Architecture, Cutter Consortium This session presents the analysis and finding of four case studies of SOA implementations in finance, government and utilities. It examines the successes and failures of firms in effectively exploiting SOA technology to achieve business objectives including: cost reduction, flexible infrastructure to support corporate agility, flexible sourcing and evolution into the cloud, and competitive advantage. The presentation will compare and contrast the approaches taken by each firm, drawing 10 key lessons from the four cases and concluding with a summary of best practices and 'gotchas'. Particular issues examined include:
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Friday
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A Next-Generation EA Approach to Modelling the Firm using Capability Sets The 2000s was about the failure of firms to align business and IT. In the 2010s firms must look at other alignment challenges to the firm's heart and brain. The critical issue is the complete failure of modern management theory and practice to align business thinking and practice with stated strategic intent. Capability Sets are the primary resources available within the firm for achieving (or not) the stated strategic intent of that organization and its senior management team. This presentation will provide a case study about how the enterprise architects and executive leadership used capability set modeling within a large Australian public sector organization. The linking of capability set modeling to the execution and fulfillment of stated strategic intent gives organizational transparency and has proven to be key to trust-building coherency management. This will make the firm able to align its core capabilities to meet new challenges and obstacles in ways that non-aligned and incoherent firms cannot. |
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Friday
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Global Process Harmonization and Improvement for Future Growth Thomas Henkel, Amer Sports After the acquisition of Salomon in 2006 by Amer Sports (whose brands include Atomic, Wilson, Precor Suunto ), a key challenge for the success of the acquisition was how fast and smoothly people, processes and systems could be integrated to achieve the targeted synergies. Join us on our Business Transformation in which we:
You will learn how to
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| 14:40 - 15:30 CONCURRENT SESSIONS | ||||||
Friday
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Case Study - Maturing Visa Europe's Architecture Practice Robin Meehan, CTO, Smart421 Chris Forlano, Lead Enterprise Architect, Visa Europe Inline with the European quest to unify payment infrastructures in the Euro-zone through the Single Euro Payments Area (SEPA), Visa have been through a global restructuring that resulted in two distinct organisational entities. Visa Europe is owned and operated by more than 4,000 European member banks and was incorporated in July 2004. In October 2007, Visa Europe became independent of the new global Visa Inc., with an exclusive, irrevocable and perpetual license in Europe. As a dedicated European payment system it is able to respond quickly to specific market needs of European banks and customers - cardholder and retailers - and to meet the European Commission's objective to create a true internal market for payments. The implications of such a large and extensive restructure cascade from how we do business, to the underlying systems and infrastructure. This created the need for Visa Europe to form their own Architecture Practice. Over the last couple of years there has been significant internal focus on increasing the maturity of the practice - both in terms of the Enterprise and Solution Architecture processes themselves and the business outcomes delivered. This presentation will describe how a substantial increase in the maturity of the architecture function was achieved - how it was managed, how maturity was assessed, what metrics were recorded, the level of resource necessary - and the outcomes - the effect on the credibility of the team and most importantly the business impact that has been accomplished. Key Takeaways:
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Friday
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Taking Information Architecture into Consideration while Modelling Business Processes Aija Palomäki, Chief Consultant, QPR Software Pirkko Kortekangas, MD, Chief Medical Information Officer, Hospital District of Varsinais-Suomi Traditionally, combining different domains of Enterprise Architecture has been quite challenging in practice. This is especially so in regards to Information, Application and Process Architectures. For example, Business Analysts may find formal data models hard to read and contribute to. As an end result, process models may be poor in specifying data that should be exchanged between processes and applications. Such specification however, would establish a clear contract about mandatory data to be exchanged. In fact, data quality issues are often rooted to lack of detail and formalism in specifying data to be exchanged at various interfaces. This presentation will show an easy and intuitive way to specify information at interfaces of processes and applications. It will also outline a method to further develop such process driven information specifications towards a formal data model. The value of the approach will be demonstrated with a customer case. |
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Actionable Architecture: Strategic Synergies between BPM, EA and SOA Claus Jensen, Chief Architect, IBM Today's global environment requires businesses to work smarter and to improve the coordination between planning and execution to continuously improve business processes and optimize costs. While Business Process Management (BPM) and Enterprise Architecture (EA) each have value on their own, they are also naturally synergistic, and together provide better business outcomes and strategic alignment of business and IT. When done together in an SOA context, BPM provides the business understanding, metrics and execution environment, and EA provides the discipline for translating business vision and strategy into architectural change. Both are needed for sustainable continuous optimization.
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| 16:00 - 16:50 CONCURRENT SESSIONS | ||||||
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Practical Enterprise Integration - Realising the Benefits of a Strong Canonical Architecture Since 2002, National Grid Transmission has progressively exploited EAI technologies to deliver the interfaces between its systems for asset and work management. Decisions on the logical architecture have had a major impact downstream, as the business and its systems have evolved. This presentation takes the audience on that journey, identifying where the right decisions have delivered dramatic benefits in terms of easing later change, and where less strategic decisions have presented later challenges. The focus is on the logical enterprise integration architecture, rather than on specific technologies, but we acknowledge where technology choices have themselves provided key benefits or constraints.
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Schemas, Categories and Perspectives. What Psychology can bring to Enterprise Architecture Colonel Luigi Gregori, Colonel; Deputy Head Policy and Standards, MOD This presentation will look at Enterprise Architecture as a multi-disciplinary approach. Psychology can provide useful insights into individual and social activities, and these can be leveraged to assist the work of the Enterprise Architect. The presentation will focus on Man as an information processing machine, and highlight the work of critical social psychologists, in terms of developing approaches to make Enterprise Architecture more relevant. This will aid in constructing understanding and communication of architectures. The key learning points are as follows:
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Friday
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Respect as an Architectural Issue: a Case Study in Business Survival Tom Graves, Principal, Tetradian The client: a large bank in Latin America. The business problem: loss of respect of the company in the market and the broader community, plummeting from highest to lowest in the region in a matter of months, with impacts throughout all aspects of the business. This real-life case study explores, step-by-step, the actual practices and underlying architecture principles that were used to tackle a major strategic issue with enterprise-wide scope, and set the groundwork for subsequent process development. Key takeaways from this presentation include:
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| 16:50 - 17:15 CONCURRENT SESSIONS | ||||||
Friday
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EA Close: Reflections from the Chair Sally Bean, Sally Bean Ltd
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