Digitally transforming organisations are unanimously onboarding agile practices to become more adaptable in the face of industry and global change and as such, Enterprise Architecture has to refresh and realign to these new ways of working. Natures Organic has adopted a number of methodologies such as Agile thinking to change the business landscape for the better and utilising the role of the EA to introduce technical change into the organisation. This session will speak to how changes in architecture services are powering outcomes at greater velocity and setting up to enable more cross functional teams:
At the last two IQPC Enterprise Architecture conferences Glenn presented on the Anatomy of a Digitally Transformed organisation and the Recipe for a Successful Digital Transformation, covering “Architecture the noun” for Digital Transformation. In this year’s presentation Glenn will cover the change processes in an agile digitally transformed organisation, covering an end-to-end approach to change.
The presentation will firstly describe each of the key seven “processes/frameworks” involved in change and the key responsibilities and success factors of each. It will contrast these in an analogue/fragile organisation versus in a digital/agile organisation. Finally, the presentation will provide an overview of the Fragile to Agile Integrated Framework, which celebrates its 21st birthday this year, 18 years unchanged, arguably the oldest framework for Enterprise Architecture in the world. It will describe how this framework, which is public commons Intellectual Property, underpins three of the key processes involved in change: Strategic Planning; Conceptual Design and Architectural Governance.
Only a small percentage of Enterprise Architecture frameworks are currently used on a practical day-to-day basis. With usage at an all-time low, our panel of Chief Architects will discuss whether the idea of a an EA framework needs to be dropped or evolved, and provide next-step solutions to move past this central issue:
· Do Enterprise Architects need a Framework, or are there new undervalued approaches?
· How can traditional frameworks stand up in current and future operating environments?
· How do we adapt the likes of TOGAF to the requirements of Agile Business?
· Which supplementary processes offer added flexibility and practical benefits?
As organisations adopt agile operating models that put customer services at the centre, the role of Enterprise Architecture changes from master planners, gate keepers, and model-making to supporters of service design, delivery, and operations capabilities. The Dept. Health & Human Services (Victoria) has built a digital service delivery capability based on modern platforms and agile development methods. An essential part of the operation is the Enterprise Architecture Unit that acts as a strategic planning and enterprise design partner to the business. This session will detail practical elements of how Enterprise Architecture can set up as a driver of sustainable change and executive strategy, including:
Digital transformation or digitisation requires a solid foundation of digital data ecosystem architecture where data and information need to flow beyond the boundary of a single enterprise. The challenge is: how to establish such data architecture that is adaptive in nature and enables secure data sharing in the complex ecosystem environment. In this session, Asif will speak about the following key items:
Vector Ltd NZ provides critical electricity and gas services to over one third of NZ GDP and is New Zealand’s number one providers of electricity and gas metering. At the beginning of 2020, Vector was in its final stages of a 3 year long transformation journey across the business, and more specifically advance their Fibre Optic Cable Network. COVID 19 disrupted the process entirely and forced Vector to pivot their strategy and identify Which business capabilities
were critical to running of key services using core frameworks for identifying capabilities. Robert Sang will discuss Deliver on transformation and maintain direction of transformation within a hugely disruptive event.
· Identify which business capabilities are critical to running key services through core frameworks used for identifying capabilities such as IEC for electricity services and TM forum information standards for Fibre.
· Understanding what your minimum operating state looks like.
· Bolstering technology capabilities and invest to increase compute power of VPN gateways, allowing further capacity for employee to work from home and continue business as usual.
The formal position of EA within the business is not well understood across all organisations, and variance in the control and guidance disparate teams direct clearly shows there is now a divergence in how EAs are viewing their role alongside agile business practices. This panel will move towards a consensus on the future of EA governance:
· Developing strategic alignment: what role do EAs need to play in informing, shaping, and executing strategy?
· Govern or guide; influence or control? What is the most effective path for EA enabling business action in line with its goals?
· Competing disciplines and agreement over the role and purpose of EA within the business
· Assigning ownership & accountability
The acceleration of digital transformation across enterprises is lending the perfect opportunity for Architects to re-define their practice in line with corresponding business counterparts. With increased reliance on the guidance they can provide for IT design and implementation choices, unlocking these benefits can unlock the potential for EA to bring IT and Business transformation up to speed across the wider business. In this presentation, Yandong Fan from Department of Transport VIC will focus on the convergence of EA and other disciplines to coordinate business transformation in a merged and changing organisational environment.
• Formalising EA structures to determine organisational change and prioritisation management
• Aligning architecture to CX deliverables to ensure objective customer-centric decision making
• Communicating value upstream to secure buy-in and influence a coordinated technology strategy for enterprise