MSP Innovation Community Event

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Elements Group attended the kickoff event of an Innovation Community networking event.   The event was hosted in downtown Minneapolis.   Some attendees where invited from out of state to join over the internet and there is talk of hosting ongoing events like these in different cities over time.  The event featured speakers showcase some cutting edge initiatives around the grand challenges our planet is facing.  There were also facilitated breakouts to drive network through various types of collaborative gaming.

The first event was a great success.  I made many new network connections and I’m looking forward to the next gathering.

See more images from the event in the gallery

 

Create a Business Architecture Practice

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Challenge

Lead a blended team of employees and consults to develop a new Business Architecture Practice for a Fortune 100 Supply Chain and Retail corporation.  The new practice has to be developed from the ground up in the organization and integrated with the executive team, lines of business in addition to the existing Enterprise Architecture Practice and Portfolio & Project Management Office.

Approach

An incremental roadmap was prioritized to drive the development of multiple capabilities of the new practice with independent maturation curves based on the time to incremental and immediate value for the organization.   The initial capability selected was the development of the enterprise Business Process Modeling group and supporting toolsets and repositories.   Vendor and technology evaluations preceded the implementation of the modeling environments and modeling teams were integrated into active projects.   High value / revenue value chains were identified and modeled for the organization allowing for impact and future state planning.   The process model created a bases for addition capabilities around Value Chaining, Process Blue Printing, Process Valuation, Business Technology Management and Governance integration points.

Outcome

The practice became a strategic asset for the corporation and at the forefront of strategic planning and transformation initiatives.  It provided a key integration point for the business across IT, operations and cross line of business efforts. Over several years the practice continued to expand to support strategy planning around opportunity and risk management,  impact analysis,  business intelligence, decision support and executive dashboards.  As business architecture matured,  it was able to lend its best practices to mature other groups around the enterprise.

Skills

  • Capability Development
  • Business Process Modeling (BPM)
  • Business Process Blueprinting (BPB)
  • Business Process Valuation (BPV)
  • Value Chain Management (VCM)
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Governance
  • Opportunity and Risk Management
  • Business Intelligence
  • Executive Dashboards
  • Technology Evaluations
  • Communication Management
  • Project Management
  • Change Mangement

 

C: SV

Digital Transformation to Enterprise Architecture Practice

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Challenge

A Global Fortune 50 insurance corporation was launching a Digital Transformation initiative to support many new business initiatives.  The existing Enterprise Architecture team need to mature many of its internal capabilities to support many new digital platform technologies and vendors while also enabling business, marketing and IT development teams to launch new projects.   Enterprise Architecture would also need to become a more real-time practice that cross integrated directly with business units and marketing in order be create more agility within the organization.  In addition, they would be supporting the Program Management Office in scoping and prioritizing projects and IT Development teams direct in the development of new architectures.

Approach

An incremental roadmap was prioritized to drive the development of multiple capabilities of the evolving Enterprise Architecture Practice.   New digital platforms and technology solutions would be identified and evaluated for adoption.   New vendor and solution partners would correspondingly be selected for partnerships.  Solution areas represented big data, business intelligence, cloud computing, mobile, marketing, and social media.  For each area, new architectures, frameworks, standards and technical governance models would be established and integrated across the organization.  New resource planning and estimating models would be developed and revised with implementation experience.  New opportunity & risk models would be incorporated into strategic planning and business leader planning sessions.

Outcome

Over a several year period,  the Enterprise Architecture Practice drastically transformed the digital capabilities of the company allowing business units to engage with customers and partners through entirely new solutions and increase the ability of the business to move rapidly in the digital space.  The practice transformed from a classic Enterprise Architecture team to a fully integrated practice across the matrix of the corporation.  It became an enabler to planning and execution serving as a directly engaged resource to business and IT groups.  It provided a key integration point for the business across IT, operations and cross line of business efforts.  Given the cross matrix integration,  it also became a key component in driving alignment, standards and collecting new forms of decision support data for the enterprise.

Skills

  • Capability Development
  • Digital Transformation
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Technology Lifecycle Management (TLM)
  • Enterprise Licensing Management (ELM)
  • Vendor Relationship Management (VRM)
  • Governance
  • Opportunity and Risk Management
  • Architecture Playbook
  • Standards Development
  • Planning
  • Road mapping
  • Budgeting
  • Communication Management
  • Project Mangement
  • Change Management
  • Transformation Management

Industry

Insurance, Financial

C: AZ

Enterprise Architecture Management of a 150+ Active Project Portfolio

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Challenge

A Global 100 global insurance corporation was transforming a large number of core legacy system to next generation technology platforms.  Most of these systems were core mission critical systems for the business.  This required multiple systems to be migrated at the same time due to complex dependencies and performance requirements.  This lead to a very large development, contractor and vendor resource based to be engaged and hundreds of projects to be launched, synchronized and aligned over several years.

Approach

A multi-year roadmap was prioritized to drive wide scale migration of legacy systems into new technology platforms.   This required Enterprise Architecture to evaluate and select new platforms and vendors while implementing a new Agile development methodology for the enterprise.   The new development technologies also required new toolsets, repositories, testing and deployment process and governance models.  Solution playbooks containing the architectural standards where also developed to span application, infrastructure, data, integration and security models.   A portfolio of over 150+ active projects were managed across a blended teams of employees, consultants and vendor specialists.   New Enterprise Portfolio Management methodologies where implemented and integrated across the executive leadership team, lines of business and the Project Management Office.

Outcome

Over a several year period,  the Enterprise Architecture Practice managed the implementation, synchronization and alignment of hundreds of inter-dependent IT projects.  This enabled the business to move off a number of siloed legacy systems that were mission critical to the business.   The migration to new technology platforms created new agility for business units are drove an internal digital transformation for the enterprise.  Due to the management complexity the capability of Enterprise Portfolio Management was developed and matured by providing new sources of business intelligence that changed strategic planning going forward.

Skills

  • Capability Development
  • Enterprise Portfolio Management (EPM)
  • Governance
  • Digital Transformation
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Technology Lifecycle Management (TLM)
  • Enterprise Licensing Management (ELM)
  • Vendor Relationship Management (VRM)
  • Service Oriented Architecture (SOA)
  • Software Development Lifecycle Management (SDLC)
  • Agile
  • Opportunity and Risk Management
  • Architecture Playbook
  • Standards Development
  • Strategic Planning
  • Business Intelligence
  • Planning
  • Road mapping
  • Budgeting
  • Communication Management
  • Project Mangement
  • Change Management
  • Transformation Management

Industry

Insurance, Financial

C: AZ

Building Enterprise Architecture to Transform Business Legacy Systems to a Service Oriented Architecture

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Challenge

A Fortune 100 global marketing corporation was creating an brand new Enterprise Architecture Practice for the entire organization to migrate an extensive number of legacy systems into a enterprise wide and integrated Service Oriented Architecture.  This multi-year initiative would be overseeing a massive portfolio of IT projects to redesign and migrate the solutions to new technology including cloud and on premise solutions.  Enterprise wide redesigns would include mission critical systems, technology platforms, security, and data platforms.

Approach

A multi-year roadmap was prioritized to drive the development of multiple capabilities of the evolving Enterprise Architecture Practice.   New technology platforms and  would be identified and evaluated for adoption.   New vendor and solution partners would correspondingly be selected for partnerships.  The Enterprise Architecture practice was developed from the ground up including team development, capability development and cross-enterprise integration.  Senior executives, from across the enterprise, worked closely with the Enterprise Architecture leadership team to prioritize the core systems for migration and drive organizational alignment and integration to strategic planning budgeting for the mass migrations.  Enterprise Architecture drove many parallel paths both in building up their team, establishing the new technology platforms, defining standards, integrating governance and deep integration to implementation teams with new forms of Agile development methodologies.  A new master data model was established across the entire enterprise as older legacy system silos were refactored into a universally shared set of enterprise services that created more agility for business needs.

Outcome

Over a several year period,  the Enterprise Architecture Practice developed into a strategic capability for the corporation.  They played a key role in redesigning the IT landscape and transforming the business from one that was handicapped by legacy systems to one that had the agility too rapidly create new solutions through a strong services layer of functionality.  The new technologies also enabled a digital transformation across the business as new technologies could be rapidly integrated into the core business process both for internal collaboration/productive, as well as, for customer and partner facing solutions.

Skills

  • Capability Development
  • Digital Transformation
  • Business Technology Management (BTM)
  • Enterprise Service Level Agreements (ESLAM)
  • Technology Lifecycle Management (TLM)
  • Enterprise Licensing Management (ELM)
  • Vendor Relationship Management (VRM)
  • Service Oriented Architecture (SOA)
  • Cloud Computing
  • Governance
  • Opportunity and Risk Management
  • Architecture Playbook
  • Standards Development
  • Planning
  • Road mapping
  • Budgeting
  • Communication Management
  • Project Mangement
  • Change Management
  • Transformation Management

Industry

Marketing, Advertising, Loyalty

C: CMW

FBI InfraGuard Cyber Security

FBI-Seal

Elements Group attends the FBI Infragard session on cyber security hosted at the Cargill auditorium in Hopkins Minnesota.  Speakers representing the FBI and corporate security representatives presented on many topics including:

  • Overview of the national Infragard Organization
  • Technology Governance
  • Risk Management
  • Command and Control

The examples provided on current day threats and impacts directly to Minnesota based companies was very informative.   The sessions also provided an overview of a number of cutting edge technologies and their implications to cyber security.

Learn more about InfraGard

See more pictures of the event in the gallery

 

FBI InfraGard – Securing Facilities

FBI-Seal

Elements Group attends the FBI Infragard session on cyber security hosted at the Cargill auditorium in Hopkins Minnesota.  Speakers representing the FBI and security consulting representatives presented on many topics including:

  • Card Scanning Scams and Prevention
  • Security Facilities – Places of Worship

The complexity of security high publicly accessed facilities like places of worship was discussed breaking down the systems and organizations needed to be successful.

Learn more about InfraGard

See more pictures of the event in the gallery