ENTERPRISE ARCHITECTURE VALUE DRIVERS Lus Silva Rodrigues Programa

ENTERPRISE ARCHITECTURE VALUE DRIVERS Luís Silva Rodrigues Programa Doutoral em Tecnologias e Sistemas de Informação Supervisor: Luís Amaral (Departamento de Sistemas de Informação) 1

AGENDA • • • Enterprise Architecture Value Research Questions Delphi Study Results Contributions & Future Work 2

ENTERPRISE ARCHITECTURE • What is an Enterprise Architecture? – Architecture Concept 3

ENTERPRISE ARCHITECTURE • What is an Enterprise Architecture? Business Information Applications Technology 4

ENTERPRISE ARCHITECTURE • What is an Enterprise Architecture? Business Information Applications Technology AS-IS TO-BE 5

ENTERPRISE ARCHITECTURE VALUE • Why? – Need to justify the Enterprise Architectures investments • Estimated costs per year: more than $50. 000 – Current economic pressures • Issues: – Lack of a clear understanding on what is important for Enterprise Architecture value assessment – Need to quickly demonstrate the Enterprise Architecture’s value – Intangible nature of some benefits/results 6

RESEARCH QUESTIONS • R 1: What are the key VALUE DRIVERS of Enterprise Architectures for organizations and what is their ranking of importance? Value driver: any variable that affect the value of Enterprise Architecture to the organization. These variables can be characteristics or actions (activities) in the organization that are affected by an Enterprise Architecture and on a short or long term basis influence the performance of the organization (and creates value). • R 2: Which value drivers of Enterprise Architectures can be realized in short term (less than a year). • R 3: Which value drivers of Enterprise Architectures are of tangible nature? 7

DELPHI STUDY • Delphi Method … the aim of employing the Delphi method is to achieve consensus through a structured and iterative process of listing, refining and aggregating the opinions and perceptions of a group of people, called the expert panel, that could make valuable contributions to the resolution or understanding of a complex topic or problem in order to create a consensual shared vision on the matter under discussion (Soares and Amaral 2011). – Main characteristics: • • the feedback of individual contributions of information and knowledge an assessment of the group judgment or view opportunity for individuals to revise their views some degree of anonymity for the individual response 8

DELPHI STUDY • Expert Panel – Expert selection criteria – Panel Composition – Study Execution 9

DELPHI STUDY - RESULTS • Value Drivers: Global Rank of Importance Position Item (Value Driver) Round 3 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 (IMPROVED) ALIGNMENT (IMPROVED) DECISION MAKING (IMPROVED) GOVERNANCE (INCREASED) AGILITY (IMPROVED) CHANGE MANAGEMENT (IMPROVED) PLANNING (IMPROVED) KNOWLEDGE &UNDERSTANDING (ENHANCED) ENTERPRISE INTEGRATION &CONSOLIDATION (REDUCED) COMPLEXITY (INCREASED) FLEXIBILITY (IMPROVED) COMMUNICATION (IMPROVED) INTEROPERABILITY (INCREASED) PROCESS IMPROVEMENT &STANDARDIZATION (INCREASED) REUSE (IMPROVED) PORTFOLIO MANAGEMENT (REDUCED) COSTS (IMPROVED) RISK MANAGEMENT (IMPROVED) IT INTEGRATION (IMPROVED) QUALITY (FOSTERED) INNOVATION (IMPROVED) CUSTOMER ORIENTATION (IMPROVED) IT DELIVERY (IMPROVED) TIME TO MARKET (INCREASED) COMPLIANCE (INCREASED) MANAGEMENT SATISFACTION (ENHANCED) ASSURANCE (IMPROVED) SECURITY MANAGEMENT (ENHANCED) TECHNOLOGICAL EVOLVABILITY (FACILITATED) OUTSOURCING 10

DELPHI STUDY - RESULTS • Short Term & Tangible Value Drivers V 02 - (IMPROVED) ALIGNMENT V 09 - (IMPROVED) DECISION MAKING V 11 - (IMPROVED) GOVERNANCE V 01 - (INCREASED) AGILITY V 03 - (IMPROVED) CHANGE MANAGEMENT V 19 - (IMPROVED) PLANNING V 16 - (IMPROVED) KNOWLEDGE &UNDERSTANDING V 28 - (ENHANCED) ENTERPRISE INTEGRATION &CONSOLIDATION V 05 - (REDUCED) COMPLEXITY V 10 - (INCREASED) FLEXIBILITY V 04 - (IMPROVED) COMMUNICATION V 13 - (IMPROVED) INTEROPERABILITY V 21 - (INCREASED) PROCESS IMPROVEMENT & STANDARDIZATION V 23 - (INCREASED) REUSE V 20 - (IMPROVED) PORTFOLIO MANAGEMENT V 07 - (REDUCED) COSTS V 24 - (IMPROVED) RISK MANAGEMENT V 15 - (IMPROVED) IT INTEGRATION V 22 - (IMPROVED) QUALITY V 12 - (FOSTERED) INNOVATION V 08 - (IMPROVED) CUSTOMER ORIENTATION V 14 - (IMPROVED) IT DELIVERY V 26 - (IMPROVED) TIME TO MARKET V 06 - (INCREASED) COMPLIANCE V 17 - (INCREASED) MANAGEMENT SATISFACTION V 27 - (ENHANCED) ASSURANCE V 25 - (IMPROVED) SECURITY MANAGEMENT V 29 - (ENHANCED) TECHNOLOGICAL EVOLVABILITY 11 V 18 - (FACILITATED) OUTSOURCING

CONTRIBUTIONS &FUTURE WORK • Contributions – Comprehensive list of 29 key value drivers of Enterprise Architectures – Solid basis for the future development of a value model and a measuring system for Enterprise Architectures • Future Work – Identification of key measures and metrics for value drivers 12