Transcript Enterprise Architecture: a focus on Communication and

Enterprise Architecture:
a focus on Communication and Stakeholder
Engagement
Gail Verley: Assistant Director
Enterprise Architecture, FDIC
Goals/Scope of Presentation
• How to obtain high level stakeholder involvement in EA
governing processes and address major challenges for
building stakeholder engagement
• Identify vehicles to communicate with EA stakeholders while
ensuring the architecture accommodates the style and
priorities of the stakeholder community
• Provide examples of how stakeholder involvement can lead
to consolidation and better management of IT investments
FDIC Organizational Profile
• An independent agency of the federal government that was created
in 1933 in response to the thousands of bank failures that occurred
in the 1920s and early 1930s.
• Examines and supervises about 5,300 banks and savings banks.
• The FDIC is managed by a five-person Board of Directors,
appointed by the President and confirmed by the Senate, with no
more than three from the same political party
• 2006 proposed corporate operating budget- $1,050,075,522
• 2006 IT Budget-$170,336,799
• Currently employs 4,466 people throughout the US (267 IT
employees)
• Washington, D.C. Headquarters (209 IT employees)
• 6 Regional Offices (58 IT employees)
Architecting the FDIC: A study in
information integration and
business alignment
Enterprise Architecture Run-down
• Architectural Framework
– blueprint of beginning to end progression
– integrates agreed upon goals to contrive a
target architecture
– a continual process
Business
needs and
requirements
Architecture
Process
TARGET
ARCHITECTURE
Technical Perspective
TRANSITIONAL PHASE
People Perspective
MAPPING STRATEGY
Application Perspective
Data Perspective
Eliminate
Worthless
Systems
FDIC’s Architecture Framework
Architectural Blueprint
Determine the
scope and set
strategy
Analyze the
business
Construct a business case to
support business needs
Conduct
Business
Process
Reengineering
Conduct data
Standardization
Conduct Business
Process Reengineering
Analyze the
information
technology
Execute O&M strategy
for minor
recommendations
Integrate major
recommendations into
investment requests
Define
detailed
solution
architecture
Maintain the Blueprint and the architecture
Implement
solution and
conduct
management
tasks
Enterprise Architecture Repository
(EA-Rep)
2005 Accomplishments
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January – Troux Contract Award
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Completed pilot project
Iterative deployment plan developed
Assembled requirements and extended model
for v1.0
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September – Production Release 1.0
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Acquired Metis COTS product and
implementation services
April – Pilot Project
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2006 Scheduled Activities
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June – Production Enhancement 2.6
Application, Project , and Organization
Domains
Retired CDR reporting tools
Assembled requirements and extended model
for v2.0
December – Production Release 2.0
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CDR retired/replaced
Business domain, security layer added to
applications domain
Custom UI for Application Managers
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Enhance/modify security layer
Augment search capabilities for applications,
applications systems, and projects
Update associated reporting
October – Production Release 3.0
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Upgrade to Metis 5.5, Client Tools 5.2
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Upgrade production hardware
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Extend model
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Implement Infrastructure and Data Domains
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Implement refinements to existing domains
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Expand Reporting
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Integrate FDIC-specific help facility
December – Troux Contract Ends
Engaging the
Stakeholder
Who are Stakeholders?
• Defined: an individual
with a vested interest in
the results of IT solutions
and implementation.
• Include: business owners,
data owners, developers
and technical
infrastructure operational
staff
10 Ways to Maximize Stakeholder
Engagement
1. Executive Management Buy-in
2. Connect Business Goals with IT
3. Link pay and performance with IT projects
4. Communicate Objectives Frequently
5. Clearly Defined Principles
6. Demonstrate Benefits
7. Govern from Different Perspectives
8. Active Leadership
9. IT gets a seat at the Business table
10. Recognition and Success shared by all
Why is stakeholder engagement is
important?
• Stakeholder engagement is critical to applying enterprise
architecture EA principles and methodologies in order to
achieve value from information technology IT
investments
• Multi-layered perspectives and comprehensive strategies
result from high levels of stakeholder engagement in EA,
from a project’s inception to completion
• Stakeholder experience and subsequent foresight of
obstacles in respective program areas can prove
invaluable to the smooth process toward target
architecture.
Application Rationalization Effort
Example
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PROBLEM
Many organizations accumulate large
and technically diverse portfolio of
systems
Unmanaged, this portfolio is too
expensive and unresponsive to
change.
The result, restricting the organization
from taking on IT initiatives that are
strategically important to its mission
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FDIC SOLUTION
Engaged both the IT Department and
Business Stakeholders in a systematic
and joint effort to make targeted
reductions in the inventory of
applications
This effort served to raise the
awareness of staff and management
throughout the FDIC of the life-cycle
costs of applications and the
increasing need for application
integration and consolidation
This allowed the FDIC implement
several new enterprise-wide integrated
applications that not only met the need
to improve business operations, but at
the same time, replaced older, stovepiped legacy applications.
Corporate Data Sharing
• CDS Data Families
• FDIC Conceptual Data Model describes
the relationships between FDIC's data
across the data families and the entire
enterprise
• The Collaborative Working Groups
(CWGs) were established to verify that the
data has been defined and categorized
correctly in their data family.
Bank Call Reports Use XBRL
• FDIC is one of the biggest proponents of XBRL
• 8,200 U.S. banks use XBRL to submit balance
sheets and income statement reports.
• XBRL has proven its value: All XBRL-tagged
data received from banks was 95% accurate,
compared with 70% accuracy before
implementation
• An analyst who could handle 450 to 500 banks
before implementation can now handle 550 to
600 of them.
Maximizing the Impact of the
Stakeholder
• Ultimately stakeholder compliance with EA must
be governed through a comprehensive system
that divides responsibilities to take full
advantage of individual strengths as well as
increase the efficiency of the corporate structure
• There exist a few mechanisms to reach this end.
Two of the most important and effective are
Established Governance Systems and Business
Metrics
Governance Structures
Governance Mapping
• A key step in the EA process is to
establish a system of governance. One in
which rules and order of operation are
hashed out between relevant actors to
meet the target architecture.
• Every Corporation is different, but the
basic requirements for a healthy
Governance body are similar to all
Model Governance Structure
Requirements
Suitable
Governance
Framework
Simple
Transparent
The Capital Investment Review
Committee (CIRC)
• Comprised of Senior Level Division Directors
• Evaluate the impact of IT investment decisions
on the Corporations capital investment portfolio
• Reviews proposed major investments and
makes the final funding recommendations to the
FDIC’s Board of Directors
• Indicates Success in integration of EA and the
capital investment management process.
FDIC Governance Bodies
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Capital Investment Review Committee (CIRC)
CIO Council
Enterprise Architecture Board (EAB)
Collaborative Working Groups (CWG)
Internet Coordinators Group
Information Security Management Committee
Technical Review Group
Enterprise Architecture Advisory Forum
Metrics
Utilize Metrics
• Metrics guide architecture
• IT desirables are reflected in the IT metrics
• Measure accountabilities
Metrics’ Importance
• Identify specific EA and Business related
metrics early to guide decisions
• Enable the tracking and recording of data
required to report results and evaluate the
impact of EA related strategies
Linking Business and IT via Metrics
• You need at least three kinds of
metrics to begin establishing a
linkage from the business needs and
the implementation of them as guided
by EA.
Chris Curran March 21, 2005, Enterprise Architect
1. Business Alignment
2. EA Compliance
3. EA Governance
Metric Types
EA Metric
Definition
Examples
Business
Alignment
Measures the number,
completeness, and
quality of business and IT
capabilities delivered
against those defined in
the EA blueprint(s)
Post implementation review that asks two
questions.
1. Was the Benefit achieved
2. Has it met the Target Architecture
EA
Compliance
Measures the number of
systems and projects in
compliance with EA
standards
New technology to meet target architecture
Amount of time to implement
Applications retired
% reuse of standard services, patterns
EA
Governance
Measures the degree of
participation and
effectives of EA
governance processes
and practices
Quarterly Investment Project Reviews
Portfolio Review by CIO Council
Lessons Learned by FDIC EA
• Work with and enable the business first- critical first step
of any EA organization is to identify the
problem/business need first and work cooperatively with
Business Professionals to show the value of IT and EA
setup to the Corporation.
• Optimize EA to enable organizational transformationcontinuing on the theme of a complete and stated goal
with a strategy to achieve that goal, EA allows, via open
communication and cooperation between IT and EA, for
a comprehensive evaluation of all business processes
and IT involvement to maximize EA goals while serving
IT purposes and business needs.