Click for Live Assistance

 Request a Call back

Title: Architecture Adoption for Enterprise Survival, Business Innovation & Risk Avoidance (Quarter on Quarter)

Abstract:
In this keynote, Sunil is going to discuss on the evolution & adoption of Architecture within Enterprises for Innovation and Risk Avoidance. How do organizations are adopting Architecture principles (formal / informal ways) to manage change & complexity.
As IT is becoming core to all the other natural science, what are the advancements needed?
What are various architecture artifacts, how do we model (represent & specify) them and the challenges of establishing linkages across multiple stakeholders?. There is also a serious need to establish parameters for measuring effectiveness of architecture. What are those parameters?

Also, he is going to elaborate on

Title: Experiences with Services-Oriented Solutions Architecture process (including Air New Zealand’s Experience with SOA)

Abstract:

Title: BPM and Performance Management, Scorecards and Strategy Maps

Abstract:

• Linking Process with Performance is a critical

element in ensuring ongoing success.
• We will review the steps to achieve this alignment

and provide insights from leading companies to fast

track you approach.
• Finally we will consider the process of consolidating

and maintaining the performance gains to create the

gift that keeps on giving.
• Utilise current Performance Management approaches

e.g.Six Sigma, Balanced Scorecard to develop a

platform for future success.

Title: Using architectural models to identify and quantify technical and business risk for new business initiatives

Abstract:
New technology initiatives are very costly, and with a large lead time, and a significant lag time for implementing changes, plans and estimates are very important. However, project estimations often fail to identify the real risks and potential bottlenecks in the development cycle, because they fail to identify and understand the logical technology dependencies.

One method to decrease risk and increase the accuracy of resource estimations, human, machine, and financial, is to build an end-to-end architectural model. A model can provide a global view of any business initiative, across the spectrum, from user interaction, information, application, integration, data storage, to hosting and network.

It is often the complex intra-technology relationships that cause the most grief.

At the same time, having an overview of business processes provides a way forward for prioritisation of requirements, based on cost-effectiveness.

From this perspective, identification of essential technology services, and their inter-relationships, provides an accurate picture for scheduling resource utilisation in view of complex dependencies between technology suppliers. This means being able to work efficiently with multiple vendors, ensuring a competitive range of service offerings.

Title: Early architecting to optimise user need understanding, optimising solution and reducing risks

Abstract:

Architecting at an earlier stage of an opportuntity presents three main advantages:

(1) developing possible solution architectures from differents perspectives and viewpoints; for example from the customer itself (user needs, capability, coperational & functional views) or representing the industry (functional,non-functional & technical views), (2) forming best options and scenarios for the solution development based on the well known make, buy or team process, (3) identifying the project technical risks and developing early mitigation actions to reduce impacts of those risks.

Title: Lessons from the Shipping Container - How do things become joined up

Abstract:

Can anyone think of a more successful standard than the humble shipping container? It changed the world, transforming world’s port cities, affecting global trade, dramatically cutting the cost of transportation and making outsourcing a significant issue.

What really made this transformation possible was the development and adoption of standards – from standards underpinning the exchange of information over the Internet, to standards that define the specification of containers – and the network effects that result when standards work together to enable business model transformation.

Marie will share some lessons learned from the shipping container and the capabilities and standards that underpin interoperability and seamless services delivery across agency boundaries.

 •  Recognizing architecture as the missing piece in the
    discussion on joined up services
 •  Drawing lessons from other industries
 •  Avoiding the electronic railway gauge

Title: The IT Strategic Roadmap – A Process for Strategic Application Portfolio Management

Abstract:

The value of an IT Strategy to any organisation, as a concept, is not in question. A well executed IT Strategy will:

 •  ensure that business imperatives are
    communicated and understood by the IT function;
 •  align an organisation’s stakeholders to focus on IT
    investments based on the critical needs of
    the business;
 •  set direction for the capital versus operational
    expenditure mix for the business based on strategic
    business goals;
 •  set direction for an organisation’s infrastructure and
    applications portfolio as an input to the
    organisations enterprise architecture; and
 •  provide clear responsibility for the implementation
    and delivery of the strategy.

From experience, CSC has found that the formulation of an IT Strategy document is not where organisations falter. Most organisations will present something between a PowerPoint presentation and a “veritable tome” when asked if they have an IT strategy. But the formulation of a document is of no value if all of the above points have not been addressed. Particularly, ensuring that the IT Strategy is aligned to be strategic goals and imperatives of the business (not technology for technologies sake) and ensuring that a framework exists to drive the adherence and implementation of the agreed IT Strategy. In CSCs experience these two areas are where most organisations falter with their IT Strategic planning.

The IT Strategic Roadmap (ITSR) methodology has been developed by CSC to address these fundamental issues. The approach has its origins in CSC’s extensive experience in IT strategic planning and also its large outsourcing engagements where CSC has taken on the role of application portfolio management. It ensures that IT Strategic planning will be driven by business-IT alignment within an enterprise.

In keeping with CSC’s evolutionary approach to building best practices based on practitioner experience, this methodology has evolved through its implementation for various customers across a number of distinct industry verticals including manufacturing, government, and utilities. The latest iteration being reached by through an engagement between CSC Australia’s Consulting Architecture Services group and an Australian Water Utility.

This session will present the practical aspects of applying the ITSR method to the circumstances and requirements of the enterprise. We will cover:

 •  The ITSR process overview;
 •  The ITSR maturity model. Establishing an
    organisations maturity against business-IT
    aligned strategic planning
 •  Establishing current state by assessing an
    organisation’s application portfolio and technology
    domains for business alignment and
    technical condition;
 •  Driving the planning process by determining the
    business strategic needs and imperatives;
 •  Planning for technical risk mitigation;
 •  IT asset level versus IT portfolio level planning;
 •  How this process fits within an organisation, from
    process and data perspectives;
 •  A governance framework for driving the ITSR
    process, engaging the required stakeholders,
    reaching an agreed Strategic Roadmap,
    and ensuring ongoing currency or the strategy; and
 •  A governance framework to support adherence and
    implementation of the strategy.

This presentation is aimed at enterprise architects, IT strategic planning consultants, application portfolio managers.

Message:
A systematic approach for IT strategic application portfolio planning: alignment to business strategic imperatives, risk assessment, and the formulation of a portfolio roadmap.

Title: EA artifacts as decision support tools - a case study

Abstract:

In the journey of practicing architecture work, itt has, in the process, become obvious that many organisations do either or both of Technical or business solutions architecture very well, but very few do true EA well.

Current, interest of Kim in the architecture space is the idea of taking business/EA ideas and using them to produce a methodolgy for small to medium business to understand and capture the structure and function shape of their business so that they can truly use EA artifacts as decision support tools. Usually Business/Enterprise architecture is seen as the province of big corporates and government (and Unisys are an excellent example of applying it well, with the work that they have done internally to restructure their environment and apps over the last few years) - there has been little done to make it accessible and understandable to smaller business, and not many understand the possible benefits well enough to see how it might apply to them. Kim is going to share her experience and looking at how to change that.