Enterprise architecture a focus on communication and stakeholder engagement
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Enterprise Architecture: a focus on Communication and Stakeholder Engagement. Gail Verley: Assistant Director Enterprise Architecture, FDIC. Goals/Scope of Presentation.

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Enterprise architecture a focus on communication and stakeholder engagement

Enterprise Architecture: a focus on Communication and Stakeholder Engagement

Gail Verley: Assistant Director Enterprise Architecture, FDIC


Goals scope of presentation

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

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

Architecting the FDIC: A study in information integration and business alignment


Enterprise architecture run down

Enterprise Architecture Run-down

  • Architectural Framework

    • blueprint of beginning to end progression

    • integrates agreed upon goals to contrive a target architecture

    • a continual process


Architecture process

Business needs and requirements

Architecture Process

Eliminate Worthless Systems


Fdic s architecture framework

FDIC’s Architecture Framework


Enterprise architecture a focus on communication and stakeholder engagement

Architectural Blueprint

Conduct Business

Process Reengineering

Determine the scope and set strategy

Analyze the business

Analyze the information technology

Construct a business case to support business needs

Execute O&M strategy for minor recommendations

Implement solution and conduct management tasks

Conduct Business Process Reengineering

Define detailed solution architecture

Conduct data Standardization

Integrate major recommendations into investment requests

Maintain the Blueprint and the architecture


Enterprise architecture repository ea rep

2005 Accomplishments

January – Troux Contract Award

Acquired Metis COTS product and implementation services

April – Pilot Project

Completed pilot project

Iterative deployment plan developed

Assembled requirements and extended model for v1.0

September – Production Release 1.0

Application, Project , and Organization Domains

Retired CDR reporting tools

Assembled requirements and extended model for v2.0

December – Production Release 2.0

CDR retired/replaced

Business domain, security layer added to applications domain

Custom UI for Application Managers

2006 Scheduled Activities

June – Production Enhancement 2.6

Enhance/modify security layer

Augment search capabilities for applications, applications systems, and projects

Update associated reporting

October – Production Release 3.0

Upgrade to Metis 5.5, Client Tools 5.2

Upgrade production hardware

Extend model

Implement Infrastructure and Data Domains

Implement refinements to existing domains

Expand Reporting

Integrate FDIC-specific help facility

December – Troux Contract Ends

Enterprise Architecture Repository (EA-Rep)


Enterprise architecture a focus on communication and stakeholder engagement

Engaging the Stakeholder


Who are stakeholders

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

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

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

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

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, stove-piped legacy applications.

Application Rationalization Effort Example


Corporate data sharing

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

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

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


Enterprise architecture a focus on communication and stakeholder engagement

Governance Structures


Governance mapping

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

Model Governance Structure

Requirements


The capital investment review committee circ

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

FDIC Governance Bodies

  • 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


Enterprise architecture a focus on communication and stakeholder engagement

Metrics


Utilize metrics

Utilize Metrics

  • Metrics guide architecture

  • IT desirables are reflected in the IT metrics

  • Measure accountabilities


Metrics importance

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

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

Metric Types


Lessons learned by fdic ea

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 transformation- continuing 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.


Enterprise architecture a focus on communication and stakeholder engagement

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