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