Enterprise Architecture at Eaton: Targeting Growth, Value and Innovation

1. Enterprise Architecture at Eaton:Targeting Growth, Value and Innovation NOREX SelectWorkshop 15 June 2011

2. I D E A S

5. Premier Diversified Industrial

6. Integrated Operating Company

8. 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

9. We provide reliable, efficient and safe power management for… Cities & Buildings Industrial & Machinery Information Technology Transportation Infrastructure Energy & Utilities

10. 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.

11. Enterprise Architecture Program

12. Formed 2004

13. Reports to the CIO

14. 12 FTEs

15. - Primary customer - IT practitioners across Eaton

16. Philosophy Results-focused Growth & value oriented Iterative in approach Pragmatic (speed v. perfection) “Non-denominational” Communicative

17. Solutions • Discipline • Architecture & Planning • Technology • Discipline • Information • Discipline Planning Governance Communication

18. Products Enterprise Architecture Publications HOW WHAT Principles Ref. Architectures Roadmaps Guidance Patterns Standards & Policies Bricks

19. Services Enterprise Architecture Processes Architecture Definition Strategic Planning Architecture Consulting Technology Surveillance Architecture Governance Industry Research

20. Services Enterprise Architecture Processes Architecture Definition Strategic Planning Architecture Consulting Technology Surveillance Architecture Governance Industry Research

21. Jim Crawford IT Strategic Planning Brian Schultz Architecture Governance Some other guy Technology Surveillance

22. Our approach to IT Strategic PlanningJim Crawford NOREX SelectWorkshop 15 June 2011

23. 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.

24. 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.

25. 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.

26. IT Strategic Planning Process Development Deployment

27. 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

28. Structure of the plan Element Definition

29. 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

30. 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”

31. 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

32. 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

33. 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.

34. Governance Making sure the pieces fit Our approach to Architecture GovernanceBrian Schultz NOREX SelectWorkshop 15 June 2011

35. 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.

36. Our products – a quick revisit Enterprise Architecture Products HOW WHAT Principles Ref. Architectures Roadmaps Guidance Patterns Standards & Policies Bricks

37. 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

38. 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

39. 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

40. 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

41. 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

42. Guiding Principles • The Guiding Principles provide overarching guidance for all Information Technology activities • They act as a framework for all otherEnterprise Architecture processes

43. 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

44. 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

45. Pattern Elements

46. 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

47. 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

48. 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

49. 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

50. 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