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Enterprise
Architecture, BPM |
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Speaker
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Description |
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Session
Title:
Business Architecture - Key to strategic
Architecture Management.
Abstract:
"The role of business architecture
in EA" (EA track):
1·
Business Architecture - Key to strategic
Architcture
Management .
2· Professional Architecture Managment
needs an anchorage in Business.
3· Business Architecture defines
the course: Include the goals, determine
the position, define the transformation
path.
4· The right balance matters: Determine
business architure's
scope and level of
detail.
5· Transformation: Govern the Path
from strategic to operational Architecture
Management.
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Session
Title:
Applying Architecture Governance: An
example
from
the real world.
Abstract:
How do you ensure that your 100+
discretionary projects are being designed
and implemented according to architecture
standards and direction? Architecture
Governance is the answer. But, what is
Architecture Governance and how is it
implemented? This presentation provides
an example of one Architecture Governance
solution that works for Fidelity Employer
Services Company, a division of Fidelity
Investments.
Some major points of the discussion include:
1·
Impact to other IT processes
2· Refining standards for your business
unit
3· Exception management
4. Architecture Communications
5. Architecture Reviews
6. After the Architecture Review
7. Keys to success8. Lessons Learned
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Session
Title:
Demystifying Enterprise Architecture.
Abstract:
The presentation would cover different
aspect, components and uses of Enterprise
Architecture. Some case studies on different
industries as how EA was of great help
to those companies? A brief on different
methodologies of Enterprise Architecture?
How Enterprise Architecture is the next
organic step for analysis and design?
How EA can be a VAS to System Integrators?
A Demo of Enterprise Architecture.
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Session
Title:
Standards and Interoperability Framework
for
E-Governance
Abstract:
Standards & Interoperability
Framework are essential to support the
flow of information and to improve the
coherence of Information Systems maintained
by individual ministries and departments.
Such a Framework will define the set of
specifications to facilitate Government
systems to communicate and inter operate
with other systems, both within the Government
and external to it, efficiently and effectively
By bringing together the relevant specifications
under an overall framework, IT management
and software developers will be able to
access a single point of reference when
ever need arises to locate appropriate
Standards & Architecture specifications
that should be followed for a specific
project. By adopting these specifications,
system designers can ensure interoperability
between systems while at the same time
have the flexibility to select different
hardware and systems and application software
to implement solutions. In addition to
application and semantic interoperability,
the true framework takes into consideration
the business processes of the enterprise.
Organisational issues also play a strategic
role and here the concept of Enterprise
Architecture for Interoperability sets
in.
1. Present scenario in E-Governance applications
2. Principles of interoperability in e-Government
initiatives
3. Key areas for Standardisation in E-Governance
4. Standards for facilitating the inter
operation between the
e-Government systems
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Session
Title:
Mapping & Modeling for the 21st Century
Abstract:
20th century approaches are sure
to bring results, 20th century results.But,
here in the 21st century we are living
in the "Age of the customer".
A world where change is moving faster
and globalization is occurring everywhere.
This session looks at the changes needed
in the way that we map and model processes.
Changes to ensure we make them relevant
in the 21st century. Specifically we will
look at:-
1. The concept of "Successful Customer
Outcomes"
2. Being driven by "Moments of Truth"
3. Applying "Next Practice"
to your solutions
4. Reviewing the key stages of analysis
and design
5. Seven "rules" for effective
Process Modeling
6. Avoiding the red herring of Process
Notations
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Session
Title:
Applied Enterprise Architecture Governance
Abstract:
The evolution of a focused approach
to enterprise architecture over the last
few years has been partly due to the combined
support from leading industry vendors
as well as the maturing of architectural
approaches such as SOA. Mature IT organizations
that have embarked on the path of enterprise-wide
architectural strategies will initiate
broad, enterprise wide, strategic initiatives
with a compounding level of organizational
and business complexity. Under these circumstances,
change management and coordination amongst
multiple business, IT groups and management
becomes increasingly critical.
Change management in large scale EA efforts,
including SOA-based initiatives is much
more complex and broader in scope than
other initiatives that enterprises have
undertaken in the past and therefore requires
stronger emphasis on issues such as governance,
talent management, ownership, organizational
redesign and the integration of transformational
change factors with the overall IT strategy.
This session is aimed at a point of view
on the challenges that organizations face
during a strategic IT EA adoption &
planning, specifically with respect to
governance processes and the coordination
between stakeholders.
The need for a structured EA governance
strategy will be discussed along with
a proposed model for implementing an actual
governance approach. In addition to the
background and approach on governance,
a case study will be discussed. The case
study will be specific to the banking
domain and illustrates the drivers that
lead to an enterprise-wide architectural
reference model and provides reference
architecture in this regard. Subsequently,
issues associated with the rollout of
the architectural strategy will be enumerated
and actual solutions proposed based on
the overall governance approach presented.
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Model
Driven Architecture & Development |
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Speaker
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Description |
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Session
Title: Good application architecture determines
the
complexity
of ensuring application longevity
Abstract:
Back
in times software was built to last. We know of
applications that were written 15, 20 even 25
years ago and are still running and serving the
business. These applications have gone through
many technology changes and maintenance cycles.
Since those days, we know IT has changed a lot,
distributed computing has opened new ways to leverage
this wonderful tool IT, to generate more business.
What has happened, unfortunately, is that applications
built won't last for more than 5 years, most of
the time. After 3-5 years we end up rewriting
the application or at least doing an "open
heart surgery" to the application. This is
just to keep the business up and running, to keep
the lights on.
Cost
of maintaining and creating better tools for the
business (to do better business) has sky rocketed.
Business is looking for cost reduction via outsourcing,
buying packaged software etc. No matter what approach
we take into building applications, we need to
consider various things,enterprise architecture,
architectural decisions and reusable assetts don't
play least of the role.
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Session
Title: Accelerating Agile Software Development using
Model
Driven Architecture.
Abstract:
It has always been a challenge for IT to dynamically
adapt to the needs of the business. To overcome
this limitation many variants of agile methodology
has gained acceptance during the last few years.
While the agile focal value has been on collaboration,
minimal documentation, small sized teams and short
iteration cycles, it does not easily lend to designing
large complex systems. This inherent draw back
of agile methodology can be overcome by adapting
MDA.
A model driven approach can enable the design
of large complex system while continuing to focus
on the agile values. In this presentation the
author describes the methodology to accelerate
agile development using MDA.
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Architecture
& Project Management |
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Speaker
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Description |
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Session
Title: Projects, Programs
or Architecture - It is all about People
Abstract:
Whether looking at Architecture, Projects, or
Programs, two things still hold true. Firstly
the success of all of them is judged on the impact
they have on corporate performance and secondly,
that they are all change related and involve people!
All too often it is the people aspect that is
either neglected or misunderstood. This session
explores causes of past failure and makes suggestions
as to how to avoid such mistakes in the future,
while ensuring the maximum visibility of successes
throughout the organization
1· Past causes of failure in Architecture
Projects
2· Enterprise Architecture - Asset or
Overhead?
3· Managing the people in the process
4· Ensuring and communicating success
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Session
Title: Lean
Architecture & Project Management: 10
Principles
For Success
Abstract:
Project Management is the discipline of organizing
and managing resources (i.e. people) in such a
way that the project is completed within defined
scope, quality, time and cost constraints.
While
Enterprise Architecture is the practice of applying
a comprehensive and rigorous method for describing
a current and/or future structure and behavior
for an organization's processes, information systems,
personnel and organizational sub-units, so that
they align with the organization's core goals
and strategic direction.
The
key enterprise architecture challenges is to help
enterprise achieve its goals by aligning business,
applications, technology and data. Similarly,
the key challenge of project management is to
ensure that a project is delivered within defined
constraints. The more ambitious challenge is the
optimized allocation and integration of inputs
needed to meet pre-defined objectives.
As the enterprises are growing both the disciplines
are needed with people having right set of knowledge
base. An effective enterprise architecture process
will result in comprehensive inventory of business
strategy, business processes, organizational charts,
technical inventories, system and interface diagrams,
and network topologies, and the explicit relationships
between them.
While an efficient project management practice
would result in artifacts such as Project Charter,
Business case/Feasibility Study, Scope Statement
/ Terms of reference, Project management plan
/ Project Initiation Document, Work Breakdown
Structure, Change Control Plan, Risk Management
Plan, Communications Plan, Governance Model, Resource
Management Plan, Project Schedule, Status Report
etc.
This session is going to focus on identifying
the relationship among two disciplines i.e. Project
Management & Enterprise Architecture, key
artifacts, process & methodology overlaps.
In this session, Dinesh will share how to effectively
use both project management & architecture
practices for enterprise success.
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Session
Title: "From Strategy
to Planning: Integration between
Enterprise
Architecture and Project Management"
Abstract:
A business/IT transformation programme brings
many business change challenges and issues as
the business prepares and then operates under
new and unfamiliar processes and systems.
Business focus, operational performance and individual
productivity will inevitably dip during the period
of transformation and the affects of the 'change
curve' are often exacerbated by a lack of change
leadership, poor analysis of the business impact
and no active management of change.
Management of Change is a systematic approach
for accelerating sustainable results from a business/IT
transformation. Proactive change leadership and
disciplined management of change can significantly
reduce the impact of an organization's 'change-curve',
e.g. reduce the dip and increase the slope of
the improvement, help to maintain business focus
and performance and drive out the planned business
benefits of a transformation programme.
Another dimension of business/IT transformation
that aligns Enterprise Architecture with Project
Management is Corporate/IT Governance. Enterprise
Architecture sets the tone for compliance but
enforcement of this compliance has to be built
into the project lifecycle. Project decisions
should be made within a priority framework built
around higher-level business themes and established
by business and IT executives. Corporate/IT governance
balances the common good with individual liberty
by defining what is of enterprise importance versus
what is local.
In this session we will cover the practical aspects
of these two dimensions of business/IT transformation
- Management of Change and Corporate Governance.
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Legacy
Transformation & Modernization |
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Speaker
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Description |
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Session
Title:
Reference
Architecture for Real Time Enterprise
with Active Data Warehousing.
Abstract:
Real Time Enterprise is expected to progressively
remove delays in business processes. From a
CxO perspective, they should be able to monitor
KPIs on a 3 to 4 hours interval basis. Active
Data Warehousing as a concept enables the underlying
data to be available to build respective KPIs
and hence becomes a key component of a Real
Time Enterprise. We will present on Active Data
warehousing which is a key component in enabling
a Real Time Enterprise.
Active Data Warehousing is traditional DW plus…
1· Very current detailed data (combined
with historical data) for strategic,
tactical, & event driven business decision
making.
2· Timely updates - close to real time·
3· Pre-designed triggers & queries
designed to detect
significant events.
4· Event Notification Services (ENS).
5· Assisted decision making via analytic
applications.
6· Tracking of tactical decision and
actual results.
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Session
Title:
Enterprise
Data Architecture - design for scalability
and performance.
Abstract:
Building enterprise data models require transformational
leadership style as opposed to the transactional
leadership style. Architects need to work with
all levels of management to remove several myths
associated with enterprise models - they are
costly, hard to develop, still harder to maintain,
is not scalable and on and on.
Sharing thoughts from the industry experience
and best practices and using case studies, this
presentation will discuss
1· Challenges faced in selling the idea
for enterprise data
models
2· How do we build models that when implemented
will perform well and
are highly scalable (design versus implementation)
3· What are the business benefits of
enterprise wide models
and how do they transform
the enterprise.
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Enterprise
Service Oriented Architecture (SOA) |
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Speaker
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Description |
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Session
Title:
BPM
within SOA based Enterprise Implementation
(Case
Study).
Abstract:
This is a live example implementation which
I have derived within the whole of
the citigroup as an enterprise. I would like
to present my architectural strategies,
which started locally, and now its become our
enterprise strategy towards BPM
and SOA. The presentation would mainly
cover the following,
1. Importance of Business architecture
and Platform
Independent Model(PIM) within
MDA.
2. Business process management as an integral
part of the
SOA implementation.
3. SOA components - BPM Engine, ESB, rules
engine and
BAM.
4. Where to implement SOA.
5. Business leverage out of SOA implementation.
6. Enterprise vision and product stack selection.
7. Business charge back model and shared environment
for a
SOA implementation.
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Session
Title:
Enterprise
Information Management - Fundamental
to quicker
SOA payback
Abstract:
As organizations begin SOA adoption, lured by
the business and IT benefits promised by SOA,
they soon realize the enormous challenge they
have taken on. Being under constant cost and
time pressure to deliver, they usually adopt
the mantra of "incremental approach"
where the initial focus is on getting quick
hits by putting up a web service facade to underlying
components and incrementally exposing capabilities
as services on an as needed basis.
As they progress in SOA adoption, they realize
some cost savings primarily through service
reuse, but soon find it very challenging to
make significant progress due to perceived culture
impacting changes that need to be made in the
approach to development, thereby taking a longer
time to realize the promised value from SOA.
However, enterprises with an Information Management
strategy in place are better placed to realize
a quicker payback from their investment in SOA.
There is just the right amount
of governance to ensure underlying data is current
and accurate, and exposed with the right set
of rules as information services for being assembled
in applications. Such an approach has significantly
lower cultural impacts, and is perceived as
doing IT the right way for delivering value
to the business and customer. This approach
enables enterprises to effectively realize SOA
goals much faster.
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Session
Title:
Strategies
for Implementing SOA
Abstract:
One of the key value propositions of SOA is
the re-use of legacy or heritage assets. There
are a variety of SOA methodologies and tools
for SOA implementation. Unfortunately, most
of them advocate implementing SOA by writing
new code or designing afresh.
This
talk would focus on what should be the right
SOA strategy so that the existing investment
in heritage assets can be protected by reuse
and how new services should be developed for
better reusability.
SOA
demands "Collaborative and Iterative Software
Engineering" methodology. The key challenges
in collaborative engineering are QoS and scope
of components. This talk would also discuss
the strategy for right-graining and service
certification and how good governance can be
instrumental in the SOA journey.
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IT
Service Managament & Governance |
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Speaker
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Description |
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Session
Title:
Strategic
and operational Architecture Management Processes:
Quality Gates, Metrics and KPIs.
Abstract:
1· The Enterprise Architecture functions
as the CIO's
Management Information System.
2· Enterprise Architecture within the
Context of IT Management Processes:
The big Picture.
3· Strategic and operational Architecture
Management
Processes:Quality Gates,
Metrics and KPIs.
4· Compliance: The Role of Architecture
Management in
developing and enforcing
Standards.
5· Commodities and Differentiators: How
to prioritize Standards Development.
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Session
Title: IT
Governance delivers IT Value that leads to ROI
in
IT Investment
Abstract:
How can your IT organization
deliver more value to the business? It all begins
with establishing an IT Governance process,
that defines how vision and strategies are linked
to business goals which allows organizations
to make fact-based decisions and maximize the
return on IT investments
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Session
Title:
Dashboard
to measure and manage the application
delivery
process.
Abstract:
IT is becoming a mature business discipline
that needs to be managed and measured as any
other business discipline. It is also widely
understood, that managing delivery becomes more
complex due to hybrid delivery models. Customers
are looking for solutions, instead of tools,
that include best practices.
IT
managers and their organizations struggle to
delivery great outcomes for their business customers
when they are called on to deliver new application
value. Failed or challenged projects can often
be linked to poor communication of business
goals, how people or other systems will interact
with the application, changes to requirements
and so on. There is a need to develop deeper
common understanding of the business intent
of application delivery projects and to track
projects in lock step with that common understanding.
IT managers often receive a very slim set of
project metrics that are usually gathered manually
at great effort and are out of date by the time
they are delivered. Without reliable data projects
are managed on an opinion basis and IT executives
are at the mercy of individual project tea | | | |
