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Enterprise Architecture at Eaton: Targeting Growth, Value and Innovation. NOREX Select Workshop 15 June 2011. I D E A S. Premier Diversified Industrial. Integrated Operating Company. Founded by J.O. Eaton World Headquarters in Cleveland, Ohio USA

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enterprise architecture at eaton targeting growth value and innovation

Enterprise Architecture at Eaton:Targeting Growth, Value and Innovation

NOREX SelectWorkshop

15 June 2011

slide2

I

D

E

A

S

slide8

Founded by J.O. Eaton

  • World Headquarters in Cleveland, Ohio USA
  • Regional Headquarters in Shanghai, China; Morges, Switzerland; Sao Paulo, Brazil
  • Innovation Centers in the USA, China and India
  • Customers in more than 150 countries
  • 2010 sales of $13.7 billion, 55% of sales outside the U.S.
  • Approx. 70,000 employees
  • Chairman & CEO –Alexander M. Cutler
slide9

We provide reliable, efficient and safe power management for…

Cities & Buildings

Industrial & Machinery

Information Technology

Transportation

Infrastructure

Energy & Utilities

slide10

Rapid deployment of best practices

Standardized

processes

Growth &

Operating

Excellence

Continuous assessment

Eaton University

EBS

The Eaton Business System (EBS) is the embodiment of our Integrated Operating Company philosophy.

slide11

Enterprise

Architecture

Program

slide15

- Primary customer -

IT practitioners across Eaton

slide16

Philosophy

Results-focused

Growth & value oriented

Iterative in approach

Pragmatic (speed v. perfection)

“Non-denominational”

Communicative

slide17

Solutions

  • Discipline
  • Architecture & Planning
  • Technology
  • Discipline
  • Information
  • Discipline

Planning

Governance

Communication

slide18

Products

Enterprise

Architecture

Publications

HOW

WHAT

Principles

Ref. Architectures

Roadmaps

Guidance

Patterns

Standards &

Policies

Bricks

slide19

Services

Enterprise

Architecture

Processes

Architecture

Definition

Strategic

Planning

Architecture

Consulting

Technology

Surveillance

Architecture

Governance

Industry

Research

slide20

Services

Enterprise

Architecture

Processes

Architecture

Definition

Strategic

Planning

Architecture

Consulting

Technology

Surveillance

Architecture

Governance

Industry

Research

slide21

Jim Crawford

IT Strategic Planning

Brian Schultz

Architecture Governance

Some other guy

Technology Surveillance

biography
Biography
  • Jim Crawford
  • Sr. Principal, Enterprise Architecture and Planning
    • Enterprise IT Strategic Planning
    • Architecture Governance Processes
  • With Eaton since 1997
  • Background in data center, network and help desk operations, security, messaging and client technologies.
  • In architecture role since 2005.
  • Previously held positions at Aeroquip Vickers, AlliedSignal (Honeywell), System Source.
eaton business system
Eaton Business System
  • A methodology and culture of quality and continuous improvement.
  • Deployment of common tools and processes, focusing on consistency and repeatability.
  • Each function is challenged with understanding, documenting and improving processes.
  • Process are integrated and this integration is how we do business every day.
strategic planning
Strategic Planning
  • One of Eaton’s and IT’s Key processes.
  • The Strategic Planning process is an enterprise-wide effort to produce fundamental decisions and actions that will shape and guide Eaton's future direction.
it strategic planning process
IT Strategic Planning Process

Development

Deployment

alignment and progress reviews
Alignment and Progress Reviews
  • Employee
    • Mid-year review cycle
    • End of yearprogress
    • Annual goal setting
  • Quarterly - Strategic initiatives against the plan targets and goals.
  • Monthly - IT operational review and Global IT Council meetings with strategic measures tracked on a balanced scorecard.
    • Operational contribution
    • Cost out
    • Process efficiency
    • Deployment penetration of key systems
  • We are continuously working to achieve our Plan goals
structure of the plan
Structure of the plan

Element

Definition

year to year
Year-to-year
  • Repeatable process
  • Corporate guidance is provided if certain focus areas are targeted
  • In IT, we refresh the plan annually to keep our focus clear and up-to-date for the organization
strategic plan versions
Strategic Plan Versions

Multiple versions are created, targeting specific stakeholders and audiences:

  • Full Enterprise IT Strategic Plan
  • Elevator speech version – strategic intent in 30 sec.
  • Executive version – strategic intent and major initiatives
  • Graphical version – explains the “whats” and “whys” with fewer words and more pictures
  • IT-specific version – provides additional details and deeper dive into the technology “hows”
continuous improvement examples
Continuous improvement (examples)
  • 2004: Purely an IT cost-cutting focus
  • 2005: “A strategy is the sum of 1000 initiatives”
  • 2006: Better integrated with company goals
  • 2007: Added challenge areas; e.g. emerging markets growth
  • 2008: Cross-group planning coordination/review
  • 2009: Adopted new plan structure
  • 2010: Single global plan; “enduring” measures
evolution 2011
Evolution 2011

We have evolved to a true “Enterprise IT Strategic Plan” with a cross-sector Steering Committee and cross-sector strategy focus teams providing specific sections of the IT Strategy

eaton business system and strategic planning
Eaton Business System and Strategic Planning
  • As a repeatable key process, IT Strategic Planning is one of our most mature processes
  • Strategic planning provides the foundation for IT goal setting, portfolio prioritization and investment
  • Our strategy drives organizational actions throughout the year. It is not put on the shelf to collect dust.
our approach to architecture governance brian schultz

Governance

Making sure the pieces fit

Our approach to Architecture GovernanceBrian Schultz

NOREX SelectWorkshop

15 June 2011

biography1
Biography

Brian Schultz is an Enterprise Architect in the Eaton

Corporate IT Enterprise Architecture Group. He is

a member of the Solutions Architecture team within that

group. He has worked for Eaton since 1998.

Prior to that, Brian held positions with IBM, Westinghouse,

and DuPont..

Brian has been awarded 5 US Patents for inventions in the

Information Technology disciplines of Artificial Intelligence

and Business Analytics.

our products a quick revisit
Our products – a quick revisit

Enterprise

Architecture

Products

HOW

WHAT

Principles

Ref. Architectures

Roadmaps

Guidance

Patterns

Standards &

Policies

Bricks

processes services
Processes (Services)

Defines and documents the desired-state architecture; happens iteratively over time

Develops and articulates business challenges and IT strategic objectives; informs IT investments & architecture iteration

Architecture

Definition

Strategic

Planning

Provides architectural guidance to projects and initiatives, yielding faster delivery and higher quality

Senses and incubates emerging technologies that have strong potential business value to Eaton

Architecture

Consulting

Technology

Surveillance

Provides a process for reviewing compliance with architectural standards and obtaining variances where appropriate

Investigates and informs about trends in the IT industry; observes vendor strategies; provides product & process insights to project initiatives

Architecture

Governance

Industry

Research

Let’s talk about these in the context of projects

architecture processes in the project life cycle
Architecture Processes in the Project Life Cycle

Project Concept; Risk Assessment

Architecture Consulting

Architecture Compliance Validation

Exception Handling (if any) during Phases 2 - 3

Architecture Review & Exception Handling (if any)

Architecture Assessment

Preliminary Architecture Assessment

architecture processes in the project life cycle1
Architecture Processes in the Project Life Cycle

Project Concept; Risk Assessment

Three Types of Architecture Activity

Architecture Consulting

Architecture Review

Architecture Assurance

Architecture Consulting

Architecture Compliance Validation

Exception Handling (if any) during Phases 2 - 3

Architecture Review & Exception Handling (if any)

Architecture Assessment

Preliminary Architecture Assessment

architecture impact assessment rating drives consulting review and assurance
Architecture Impact Assessment Rating DrivesConsulting, Review and Assurance

Project Sponsor / Project Manager Perspective

Project

or

Initiative

Architecture Consulting

1

alignment with IT principles

A.

MIN

conceptual architecture design

      • Architecture Assessment
  • Worksheet Rating

B.

technology / service/ vendor selection

Architecture Assurance

3

optional

C.

patterning

  • compliance with published
  • standards using self-help artifacts

MAX

required

required

H

D.

detailed architecture design

M

  • all waivers requested &
  • approved via exception
  • request
  • (pre-gate 3)
  • (pre-gate 4)

L

1

2

3

none req’d

with EA team

review and validate

consult / guide

construct / develop

Levels of Intensity

with ARB

Architecture Review

(pre-gate 2)

2

architecture impact assessment rating drives consulting review and assurance1
Architecture Impact Assessment Rating DrivesConsulting, Review and Assurance

Project Sponsor / Project Manager Perspective

Project

or

Initiative

Architecture Consulting

1

alignment with IT principles

A.

MIN

conceptual architecture design

      • Architecture Assessment
  • Worksheet Rating

B.

technology / service/ vendor selection

Architecture Assurance

3

optional

C.

patterning

  • compliance with published
  • standards using self-help artifacts

MAX

required

required

H

D.

detailed architecture design

M

  • all waivers requested &
  • approved via exception
  • request
  • (pre-gate 3)
  • (pre-gate 4)

L

1

2

3

none req’d

with EA team

review and validate

consult / guide

construct / develop

Levels of Intensity

with ARB

Architecture Review

(pre-gate 2)

2

guiding principles
Guiding Principles
  • The Guiding Principles provide overarching guidance for all Information Technology activities
  • They act as a framework for all otherEnterprise Architecture processes
architecture bricks tactical and strategic planning horizons
Architecture Bricks:Tactical and Strategic Planning Horizons

Top Row:Baseline = what’s already here; Tactical = what to buy now; Strategic = what’s coming after that

Center Rows: Current point in life cycle for each product / version: Retire, Contain, Mainstream, Emerging

Bottom Area: Implications and dependencies to be aware of regarding this technology “brick”.

Current

0-2 Years

2-5 Years

Baseline

Environment

Tactical

Deployment

Strategic

Direction

Retirement

Targets

Mainstream

Standards

Exit from

Environment

Containment

Targets

Emerging

Technologies

Introduction

To Environment

Brick-Specific Implications and Dependencies

patterns
Patterns
  • Patterns provide guidance for how to combine and arrange technology components to provide larger, reusable system framework elements that meet project needs
  • Pattern Definitions include:
      • Abstract
      • Description
      • Use Case
      • Architecture
      • Component List
      • Guidelines for Usage
architecture impact assessment rating drives consulting review and assurance2
Architecture Impact Assessment Rating DrivesConsulting, Review and Assurance

Project Sponsor / Project Manager Perspective

Project

or

Initiative

Architecture Consulting

1

alignment with IT principles

A.

MIN

conceptual architecture design

      • Architecture Assessment
  • Worksheet Rating

B.

technology / service/ vendor selection

Architecture Assurance

3

optional

C.

patterning

  • compliance with published
  • standards using self-help artifacts

MAX

required

required

H

D.

detailed architecture design

M

  • all waivers requested &
  • approved via exception
  • request
  • (pre-gate 3)
  • (pre-gate 4)

L

1

2

3

none req’d

with EA team

review and validate

consult / guide

construct / develop

Levels of Intensity

with ARB

Architecture Review

(pre-gate 2)

2

architecture review process
Architecture Review Process
  • Intent: Ensure that projects with significant architecture impact are reviewed early in the project life cycle to drive for increased compliance with standards
  • Focus on evaluation of those project aspects that are considering:
    • Architectural risk elements of the project
      • evaluation of project’s architecture and it’s consistency with strategic program roadmaps
      • New or non-compliant architectural bricks and patterns
  • Two levels of review
    • Architecture Review Board for High Architecture Impact
    • Enterprise Architecture Core Team Review for Medium Architecture Impact
architecture impact assessment rating drives consulting review and assurance3
Architecture Impact Assessment Rating DrivesConsulting, Review and Assurance

Project Sponsor / Project Manager Perspective

Project

or

Initiative

Architecture Consulting

1

alignment with IT principles

A.

MIN

conceptual architecture design

      • Architecture Assessment
  • Worksheet Rating

B.

technology / service/ vendor selection

Architecture Assurance

3

optional

C.

patterning

  • compliance with published
  • standards using self-help artifacts

MAX

required

required

H

D.

detailed architecture design

M

  • all waivers requested &
  • approved via exception
  • request
  • (pre-gate 3)
  • (pre-gate 4)

L

1

2

3

none req’d

with EA team

review and validate

consult / guide

construct / develop

Levels of Intensity

with ARB

Architecture Review

(pre-gate 2)

2

our approach to technology surveillance

One of the ways IT helps drive

One of the ways IT helps drive

Our approach to Technology Surveillance

Dick Kerr

NOREX SelectWorkshop

15 June 2011

slide50

G. Dick Kerr

Vice President

Enterprise Architecture

Eaton Corporation

Learning and Technology Center

32500 Chardon Road

Willoughby Hills, OH 44094 USA

dickkerr@eaton.com

www.eaton.com

  • Architecture & Planning
  • Business Intelligence Platforms
  • Framework Services
slide51

Innovation…

Let’s try to define it

fact or fiction
Fact or fiction?
  • Innovation just happens.
  • Innovation only happens in R&D.
  • The best innovation comes from inside.
  • The more innovative ideas we generate, the better.
  • We have lots of smart people, so innovating will be no problem.
does this count as innovation
Does this count as innovation?

Why is the iPhone so successful?

  • Operating system?
  • Touch screen?
  • Wi-Fi?.
  • Cellular data?
  • Browser?
  • E-mail and calendar?
the innovation burger
The Innovation Burger

The best innovation opportunities exist at the intersection of business opportunity and technology capability

objectives desired outcomes
Objectives / Desired Outcomes
  • Drive technology-centric innovation
  • Reduce “late to the party” syndrome
  • Make the best investments (value, fit, maturity)
  • Help market IT’s innovation posture
program focus
Program Focus

IS

IS NOT

  • Increasing our technology speed-to-market
  • Accelerating innovation value by being proactive instead of reactive
  • Improving the success rate of new technology introductions
  • Doing new to the world research & development
  • Implementing every new technology we find
  • Becoming a bleeding-edge adopter
best practices
Best Practices

Surveillance + Incubation

The ongoing systematic collection and analysis of data that can lead to action.

Maintaining something at the most favorable temperature for its development.

5 stage process aligned with eaton s innovation framework
5-Stage Process,Aligned with Eaton’s Innovation Framework

Likely to be advantageous or disruptive?

Mature enough? Fits with IT architecture?

Meets value and deployment hurdles?

Readiness Assessment

Opportunity Filtering

External Surveillance

Deployment

Value Assessment

opportunity filters
Opportunity Filters

Technology Momentum

Applicability to Eaton

readiness and applicability filters
Readiness and Applicability Filters

Breakthrough Business Performance

  • Will this technology facilitate a breakthrough business performance improvement?

Competitive Differentiation

  • Will this technology offer a competitive advantage?

Sustainability

  • Will this technology differentiate us in the long term?

Gap Closure

  • Will this technology close a gap in current performance or needs?

Breadth of Applicability

  • Will this technology support multiple business units, functions, and or geographies?
slide65

NOREX Select

Enterprise Architecture Workshop

June 14-15, 2011

slide66

NOREX Select is comprised of information technology teams from the largest companies in North America.

  • Our members exchange expertise with companies of similar size and scope to improve IT functionality and ROI through workshops, WebForums, and pre-arranged project networking opportunities.
  • We appreciate your participation in our
  • Enterprise Architecture Workshop!

NOREX Select

slide67

Workshop Details

Agenda

Attendee introductions and company overviews

Interactive discussion of submitted topics

Role of moderator

Member presentation

Breaks and meals

NOREX Select

slide68

Attendee introductions & overviews

  • Name & Title:
  • Company:
  • Industry:
  • IT Employees:
  • Enterprise Architecture approach:
  • Key Concern/Challenge:

NOREX Select

slide70

Topic 1

Definitions of key terms used in EA (Target Architecture, Reference Architecture, Standards):

How are these defined? Do we have an agreed set of terms and definitions so we can have meaningful discussions?

Chuck Lysakowski

Air Products and Chemicals, Inc.

NOREX Select

slide71

Topic 2

Business Architecture:

What does it mean to you?

Herb Berger

Cardinal Health

NOREX Select

slide72

Topic 3

EA principles

PukhrajKachhwaha

Eli Lilly & Co.

NOREX Select

slide73

Topic 4

EA’s role in innovation and emerging technology

Herb Berger

Cardinal Health

NOREX Select

slide74

Topic 5

How have EA groups increased their scope beyond the traditional IT back office to include the architecture in your company’s products, i.e., embedded systems in tractors, autos, office machines, etc.

Alan Tillman

Deere & Co.

NOREX Select

slide75

Topic 6

How do you prove the value of EA and demonstrate it to management?

Walter Limbach

USS

NOREX Select

slide76

Topic 7

SOA and other enterprise capabilities

PukhrajKachhwaha

Eli Lilly & Co.

NOREX Select

slide77

Topic 8

IT Data Model:

Foundation of running the business of IT

PukhrajKachhwaha

Eli Lilly & Co.

NOREX Select

slide78

Topic 9

Application Portfolio Management/EA Governing Bodies:

What EA governing bodies do members have and what do they do?

Herb Berger

Cardinal Health

NOREX Select

slide79

NOREX Select

Enterprise Architecture Workshop

June 14-15, 2011

slide80

Member Presentation

EA at Eaton Corporation:

Building Blocks for Future Growth and Value

NOREX Select

slide82

Topic 1

EA Frameworks: Specifically, use of TOGAF or key components of custom frameworks.

Herb Berber

Cardinal Health

NOREX Select

slide83

The Open Group Architectural Framework (TOGAF)—Although called a framework, it is more accurately defined as a process

  • The Zachman Framework for Enterprise Architectures—Although self-described as a framework, it is more accurately defined as a taxonomy
  • The Federal Enterprise Architecture—Can be viewed as either an implemented enterprise architecture or a proscriptive methodology for creating an enterprise architecture
  • The Gartner Methodology—Can be best described as an enterprise architectural practice
slide84

Topic 2

EA Taxonomies: What taxonomies are members using and what are you using them for?

Herb Berger

Cardinal Health

NOREX Select

slide85

Topic 3

How are members managing architectural standards?

Chuck Lysakowski

Air Products and Chemicals, Inc.

NOREX Select

slide86

Topic 4

Architecture assessment process and repository

PukhrajKachhwaha

Eli Lilly & Co.

NOREX Select

slide87

Topic 5

Architect’s Role:

What do your architects do? Do they do strategies, reference architectures, standards management, governance, etc.? Do they work on solution engineering? What titles do you have in place? What is the breakdown of an architect’s time between strategic vs. tactical?

Herb Berber

Cardinal Health

NOREX Select

slide88

Topic 6

How do you use your as-is and to-be architectures to create roadmaps and how are those then integrated with project portfolios?

George Witmer

Air Products and Chemicals, Inc.

NOREX Select

slide89

Topic 7

How to get buy-in from tech leads

Walter Limbach

USS

NOREX Select

slide90

Topic 8

How do you develop internal talent pools of people who become the next enterprise architects?

Ray Trotter

Deere & Co.

NOREX Select

slide91

Topic 9

EA Tools:

What tools are members using? How are you using them? What value are you getting from them?

Chuck Lysakowski

Air Products and Chemicals, Inc.

NOREX Select

slide92

Additional topic

How would a small/lean IT organization dip their toes into the EA waters?

Sean Kubovcik

Travel Centers

NOREX Select

slide93

NOREX Select

Enterprise Architecture Workshop

June 14-15, 2011

slide94

Topic 13

Cloud Computing:

What strategies are in place for cloud?

Herb Berger

Cardinal Health

NOREX Select

slide95

Additional Topic

Definition and approach to “reference architecture

Dave Dezelan

Eli Lilly

NOREX Select

slide96

Additional topic

Target architectures: What artifacts are used to paint the picture of your direction in a specific functional area?

Chris Barendt

Progressive Insurance

NOREX Select

slide97

Additional Topic

Mobile architecture

Chuck Lysakowski

Air Products and Chemicals, Inc.

NOREX Select

slide98

Additional topic

How many groups have remote architects?

What collaboration tools are used?

Chris Barendt

Progressive Insurance

NOREX Select

slide99

Additional topic

Tools to manage technical roadmaps

Do you include Guidance and Patterns?

Chris Barendt

Progressive Insurance

NOREX Select

slide100

Additional topic

Tools used to capture business capabilities and business process

Mapping to supporting applications?

Chris Barendt

Progressive Insurance

NOREX Select

slide101

Additional topic

How do handle the removal of old technology?

Chris Barendt

Progressive Insurance

NOREX Select

slide102

Additional topic

Developing technology roadmaps

NOREX Select

slide104

Topic 1

Evaluating projects against EA guidelines: At what stages of the project are these reviews done? Do all projects go through the same process?

Chuck Lysakowski

Air Products and Chemicals, Inc.

NOREX Select

slide105

Topic 2

What communication channels do you use to communicate EA strategies and directions to other parts of the company (both IT and non-IT functions)?

Alan Tillman

Deere & Co.

NOREX Select

slide106

Topic 3

EA Metrics:

What metrics do you track or are thinking of tracking for EA?

Alan Tillman, Deere & Co

Herb Berber, Cardinal Health

NOREX Select

slide107

Topic 4

What tools are being used to document your enterprise architecture technologies, applications and data (the scope is at the macros level, so say for 500 applications in a company)? This is not a question about individual delivery projects or detailed documentation of a single application.

Alan Tillman

Deere & Co.

NOREX Select

slide108

Topic 5

EA Certification:

Anyone doing it? Is it bringing value?

Herb Berger

Cardinal Health

NOREX Select

slide110

Please complete your

Workshop Evaluation

slide111

Upcoming Select Workshops

Mobile Device Mgmt Sept 20-21 Chicago

Topic TBD Nov Oklahoma City

Upcoming Select WebForums

June 29 – Records Management

July 20 – Data Loss Prevention – Protecting Intellectual Property

slide112

Thank you for taking part in the

Enterprise Architecture Workshop

NOREX Select