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

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