ENTERPRISE

ARCHITECTURE
HANDBOOK
Template to develop Enterprise
Architecture Function

- Suchit Poralla
- Co-Founder
- Finprosys Advisory
CONTENTS

Page
Introduction 7

Section A Enterprise Architecture Capability Assessment 12

Drivers for Enterprise Architecture 14

Enterprise Architecture capabilities required 15

Assessment of Enterprise Architecture maturity 16

Summary of current and target EA maturity ratings 17

Summary of EA capability gaps 19

EA capability development roadmap 22

EA capability development approach 23

Section B Enterprise Architecture Foundations 24

<<Client>>’s Enterprise Architecture Vision and Principles 26

<<Client>> Enterprise Architecture Process 27

Enterprise Architecture Content Framework 29

EA Repository Tool Assessment 30

<<Client>> Enterprise Architecture

CONTENTS Page
Section C Enterprise Architecture Function & Governance 33
Overview of EA Function & Governance Models 35

Global Enterprise Architecture Team 36

Global <<Client>> Architecture Community 37

Architecture Operating Model 38

<<Client>> Architecture Engagement Model 39

Architecture Governance Forums 40

EA Governance Integration 41

Section D Baseline Enterprise Architecture 42

<<Client>> Enterprise Architecture Reference Model 44

Baseline Application Architecture Summary 45

Baseline Technology Architecture Summary 46

Baseline Enterprise Architecture Views 47

Section E Target Enterprise Architecture 50

Target State Application Reference Architecture (Business) 52

Target State Application Reference Architecture (IT) 53

Target State Technology Reference Architecture 54

Target State Enterprise Architecture Views 55

<<Client>> Enterprise Architecture

CONTENTS

Page
Section F Enterprise Architecture Roadmap & Initiatives 59
Overview of Enterprise Architecture initiatives 61

Enterprise Architecture Strategic Roadmap 63

Initiative 1 – Unified Communications & Collaboration 64

Initiative 2 – Global Workforce Management 65

Initiative 3 – Global HR & Payroll 66

Initiative 4 – Global Learning & Development 67

Initiative 5 – Lotus Notes Migration & Decommission 68

Initiative 6 – Application Rationalisation 69

Initiative 7 – Data Centre & Network Consolidation 71

Initiative 8 – IT Infrastructure Remediation & Optimisation 73

Initiative 9 – Enterprise Mobility Platform 74

Initiative 10 – Global IT Security Architecture 75

Initiative 11 – Channels & Integration 76

Initiative 12 – Global Track & Trace 77

<<Client>> Enterprise Architecture

CONTENTS

Page
Appendices
Appendix A.1: <<Client>> EA Capability Model 79

Appendix A.2: <<Client>> EA Maturity Model 84

Appendix A.3: Detailed EA maturity ratings 87

Appendix B.1: <<Client>> Enterprise Architecture Principles 90

Appendix B.2: Enterprise Architecture Process 94

Appendix B.3: Enterprise Architecture Content Framework 96

Appendix B.4: Market scan of EA repository tools 97

Appendix B.5: EA tool evaluation criteria and results 99

Appendix C.1: Architecture Governance Charters 106

Appendix D.1: Baseline Business Process Model 110

Appendix D.2: Baseline State Applications by Business Process (Tier 1 and 2) 111

Appendix D.3: Baseline State Business Applications by Function 112

Appendix D.4: Baseline State IT Applications by Function 113

Appendix D.5: Baseline SAP Application Landscape 114

Appendix D.6: Conceptual Information Entity Model 115

Appendix D.7: Baseline State Applications by Servers and Data Centres 116

Appendix D.8: Baseline State Global Network Topology 117

Appendix D.9: Baseline State Global Data Centres and Application Hubs with Projects overlay 118

<<Client>> Enterprise Architecture

CONTENTS

Page
Appendices
Appendix D.10: Target State Applications by Business Process (Tier 1 and 2) 119

Appendix D.11: Target State Business Applications by Function with EA initiatives overlay 120

Appendix D.12: Target State IT Applications by Function with EA initiatives overlay 121

Appendix D.13: Target State Business Applications by Function – GEP, Lotus Notes & Chemicals Separation initiatives overlay 122

Appendix D.14: Target State IT Applications by Function – GEP, Lotus Notes & Chemicals Separation initiatives overlay 123

Appendix D.15: Target State Business Applications by Function – Transitional Architecture (FY15 – FY17) 124

Appendix D.16: Target State IT Applications by Function – Transitional Architecture (FY15 – FY17) 125

Appendix D.17: Target State Business Applications by Function – Transitional Architecture (FY18 – FY20) 126

Appendix D.18: Target State IT Applications by Function – Transitional Architecture (FY18 – FY20) 127

Appendix D.19: Target State SAP Application Landscape 128

Appendix D.20: Target State Global Data Centre Infrastructure – Transitional Architecture (FY15 – FY17) 129

Appendix D.21: Target State Global Data Centre Infrastructure – Transitional Architecture (FY18 – FY20) 130

<<Client>> Enterprise Architecture

WHY <<CLIENT>> NEEDED AN
ENTERPRISE ARCHITECTURE
CAPABILITY
<<Client>> recently completed a refresh of its IT Strategy in early 2014. A high-level gap assessment indicated
the need for <<Client>> to uplift its Enterprise Architecture capability.

Current situation Implications

• Adoption of Enterprise Architecture discipline within • IT investment decision making is inconsistent, leading to
<<Client>> is very limited. <<Client>> IT has traditionally implementation of disparate tactical solutions that address
operated at a regional or country level with each adopting its own immediate needs but not longer-term strategic needs
approach to managing processes, applications, data and • IT solutions are not aligned with business strategic objectives
infrastructure locally. There is no common strategy or approach and goals
to manage application, data or infrastructure globally.
• IT costs, of which a large proportion are shadow IT costs, are
• Forums such as design authority or architecture review growing due to increased complexity, disparate, non-
boards currently are not operational or operational only at an standardised and poorly integrated corporate information
individual project level. systems
• Global process ownership structure not defined. No clear • Slow IT responsiveness due to lack of reuse delivery
accountabilities between Business and IT defined. capability, established patterns, and components
• No single application inventory or landscape currently in • Without an Enterprise architecture, projects and solutions
place. Applications are managed by both IT and Business. R&D become entangled, leading to:
runs its own suite of applications and is difficult to align with
<<Client>> IT. • Long, arduous, drawn out projects with no clear end date or
success criteria
• No consistent data governance processes, standards, tools or
owners defined across <<Client>>. Data requests and fulfilments • Redundant, expensive systems and processes
are mostly addressed locally. • Insufficient requirements traceability
• Complex infrastructure landscape with multiple vendors, • Overly complex integrations and higher long term
technology platforms and standards. maintenance cost.

<<Client>> Enterprise Architecture

WHAT IS ENTERPRISE
ARCHITECTURE?

Enterprise architecture is a description of the structure of an organisation including its business and IT
environments and can be used to guide business and technology change.

What Benefits

• Enterprise Architecture (EA) is both a process and a tool for Enterprise Architecture:
translating business vision and strategy into effective business
• supports and facilitates IT strategic planning, IT investment
change.
prioritisation, IT portfolio management and IT decision-making
• An EA is a comprehensive description of the structure of an
• assists with more effective and efficient achievement of strategic
enterprise including:
business objectives and needs
• people and organisation
• assists with the enhancement and optimisation of business
• business processes and functions processes through more effective use of technology
• information and data • improves IT business engagement through better understanding
of how IT supports the business
• systems and applications
• facilitates overall organisational efficiency through rationalisation
• technology infrastructure.
and consolidation of IT investments
• Taking an EA approach to strategic planning and decision making
• improves IT program and project planning, scoping, design and
(i.e. treating technology as a single integrated asset rather than
implementation
an assortment of systems and hardware) is critical if IT is to
deliver effective service and business value. • supports IT and Information Management governance by
providing architecture standards and principles.

<<Client>> Enterprise Architecture

ENTERPRISE ARCHITECTURE
DEVELOPMENT ACCELERATED
<<Client>> faced a number of key challenges as it embarked on a set of large, ambitious and complex
technology change and cost reduction programs. A project to accelerate the development of <<Client>>’s
Enterprise Architecture capability was completed on XX XX XXXX to assist in addressing these key challenges.

Key Challenges Project Scope and Approach Outcomes Achieved

Accountabilities and ownership of • A single enterprise-wide Enterprise Architecture

Established the EA capability
business processes, applications, function reporting to the GM IT
information and infrastructure were • Defined the <<Client>> EA framework and
• Consolidated baseline and target state views to
not clearly defined. principles
inform and guide design decisions for:
There was no consistent • Defined the EA functional model • GEP
governance processes, standards, • Defined EA governance processes and model • UCC
and tools.
• Performed an EA repository tool assessment • Data Centre and network consolidation

Evaluated the baseline state • Sourcing

• IT simplification and cost optimisation.
There was no single inventory of the • Documented the baseline business, information,
current technology landscape. application and technology infrastructure • Information to support the transition of
architectures business-critical data from Lotus Notes and
The current technology environment
other unstructured databases to more secured
is too complex and disparate. • Evaluated the baseline state and identified gaps, and robust technology architectures
issues, risks and opportunities
• Identified potential candidates for an application
rationalisation exercise to reduce the number of
Defined the EA target state and roadmap
There was no common Enterprise minor applications, optimise licensing and
Architecture strategy or approach to • Documented the target state application and support costs, and standardise the operating
implementing technology solutions. infrastructure architectures environment globally
There was no clear understanding • Developed the EA strategic roadmap and defined • EA standards and principles to enable a
of Enterprise Architecture priorities. the priority EA initiatives standardised technology management
landscape

<<Client>> Enterprise Architecture

DOCUMENT STRUCTURE

Section B: Enterprise Architecture Foundations Section C: Section F:

Enterprise Architecture Enterprise
Function & Governance Architecture Roadmap
& Initiatives
Section A: Enterprise Section D: Baseline
Architecture Capability Enterprise
Assessment Architecture
Section E: Target
Enterprise
Architecture
Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise Architecture • Enterprise Architecture Content • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Process Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• EA Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

Section A:
Enterprise Architecture Capability Assessment

<<Client>> Enterprise Architecture

 SECTION A: ENTERPRISE
ARCHITECTURE CAPABILITY
ASSESSMENT
Section A: Enterprise
Architecture Capability
Assessment

Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise Architecture • Enterprise Architecture Content • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Development Process Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• EA Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

 DRIVERS FOR ENTERPRISE
ARCHITECTURE
1 Source:
Identify <<Client>> IT
EA capability maturity assessment approach drivers for EA Strategy Refresh
2014

2
Identify EA Business
capabilities enablers
required

3
Determine IT
current and
target EA
drivers
maturity

4
Identify gaps
and The drivers that influenced the EA capabilities that <<Client>> required were sourced from the <<Client>> IT
opportunities Strategy Refresh completed in early 2014. Broadly, <<Client>> required EA capabilities that will help:
• Optimise IT including the IT system environment, IT sourcing model, people capabilities, processes and
5 methods
Define EA • Transform the business through single global view of customers, standardised processes, common
capability platforms, data governance and advanced analytics.
development
roadmap

<<Client>> Enterprise Architecture

ENTERPRISE ARCHITECTURE
CAPABILITIES REQUIRED
1
Identify
EA capability maturity assessment approach drivers for EA

2
Identify EA
Enterprise
capabilities
required Architecture
Capability Model
3
Determine
current and
target EA
maturity

4
Identify gaps A customised <<Client>> Enterprise Architecture Capability Model was developed using TOGAF’s Capability
and Model and “World Class EA” whitepaper and Finprosys’s Enterprise Architecture Capability Model. The capability
opportunities model defines the EA capabilities that are required by <<Client>> across three categories:
• Architecture Service Management – refers to capabilities required to run and manage an EA function
5
Define EA • Architecture Service Delivery – refers to capabilities that are required to deliver and govern EA services
capability
• Foundational Architecture Capabilities – refers to the capabilities required to establish a common EA
development
function
roadmap
Please refer to Appendix A.1 <<Client>> EA Capability Model for full description of the EA capabilities.

<<Client>> Enterprise Architecture

ASSESSMENT OF ENTERPRISE
ARCHITECTURE MATURITY

To support the assessment of Enterprise Architecture

1
maturity across the capabilities defined in the EA
Identify Capability Model, the EA Maturity Model was
EA capability maturity assessment approach drivers for EA developed.
The EA Maturity Model consists of example
2 characteristics and attributes across all levels of
maturity (from 0-None to 5-Optimised) and for each
Identify EA capability dimension:
capabilities
required • Strategy & Organisational Alignment
• Governance, Accountability & Responsibility
3 • Policies, Plans, Processes & Standards
Determine
• Skills, Expertise & Training
current and
target EA • Tools, Automation & Content Management
maturity • Awareness & Communication
• Metrics & Performance Measurement
4
Identify gaps Please refer to Appendix A.2 <<Client>> EA Maturity
and Model for full description of each capability dimension.
opportunities A workshop was conducted with key EA stakeholders
including the Global IT Enterprise Architecture Manager
5 and key architects from across <<Client>> IT.
Define EA
During the workshop, the current state maturity level
capability
(as at 1 July 2014) and the target EA maturity level
development
desired within a 3-year timeframe were defined and
roadmap
agreed for each EA capability area. The results of the Enterprise Architecture Maturity
workshop have been summarised in the following Model
pages.

<<Client>> Enterprise Architecture

SUMMARY OF CURRENT AND TARGET
EA MATURITY RATINGS

1
Identify
EA capability maturity assessment approach drivers for EA

2
Identify EA
capabilities
required

3
Determine
current and Note: Current
target EA maturity rating is
based on maturity
maturity level as at 1 July
2014, and includes
4 the EA capability
development and IT
Identify gaps Process &
Governance project
and outputs.
opportunities
Rating IMPORTANCE of EA capability PRIORITY for improvement

5 This process is critical to the overall effectiveness of the EA function and If issues identified are not addressed, this will have a critical impact on
Define EA High
issues will have a significant impact on the business. Enterprise Architecture’s ability to meet business goals and objectives.
capability
This process is important to the overall importance of the EA function’s If issues identified are not addressed, Enterprise Architecture’s ability to
development Medium
effectiveness and issues will be noticed by the business. meet business goals and objectives will be limited.
roadmap
This process has no or little consequence to the overall effectiveness of the If issues identified are not addressed, this has no or very little impact on
Low
EA function and issues will not be noticed by the business. Enterprise Architecture meeting the business goals and objectives.

<<Client>> Enterprise Architecture

SUMMARY OF CURRENT AND
TARGET EA MATURITY
RATINGS (CONTINUED) Average maturity ratings across capability dimensions <<Client>> has an initial EA capability but further development
of this capability is desired. The average current state maturity
1
rating across all capability areas is 0.87. This indicates that
Identify Strategy & <<Client>>’s current EA capability is slightly below an “Initial”
Organisational
maturity rating indicating there is little or no recognised use of
EA capability maturity assessment approach drivers for EA Alignment
5 EA.
4 The average target maturity rating across all capability areas is
Metrics & Governance,
3.19, indicating that <<Client>> wishes to achieve a “Defined”
2 Performance
Measurement
3
Accountability &
Responsibility level of maturity. This level of maturity means that <<Client>>
Identify EA 2 has a well documented and defined EA capability which also
has been operationalised and is widely communicated and
capabilities 1
accepted.
required 0
Strategy & Organisational Alignment: This is an area where
Policies, Plans,
Awareness &
Processes &
the second largest improvement (measured by the difference
Communication between the average current state maturity and target state
3 Standards
Determine maturity rating) was desired.
current and Governance, Accountability & Responsibility: While still
target EA relatively immature, this area is the most developed currently.
maturity Tools & Automation
Skills, Expertise &
Training
Moderate improvement is desired.
Policies, Plans, Processes & Standards: While still relatively
4 immature, this area is also the most developed currently. This
Current State Target State
Identify gaps area requires the least improvement needed to achieve the
desired level of maturity.
and Average Scores across all Capabilities
Capability Dimension
opportunities Current State Target State Skills, Expertise & Training: EA skills is dispersed across
Strategy & Organisational Alignment 1.09 3.64 different teams and there is no formal training program.
Moderate improvement is desired.
Governance, Accountability & Responsibility 1.36 3.57
5 Tools & Automation: Limited tools and automation exists to
Define EA Policies, Plans, Processes & Standards 1.36 3.36
support EA capabilities. Significant improvement is desired.
capability Skills, Expertise & Training 1.00 3.29

development Tools & Automation 0.40 2.80 Awareness & Communication: Enterprise Architecture is a
relatively new concept at <<Client>> and not widely
roadmap Awareness & Communication 0.71 3.00
understood by business and IT. Moderate improvement is
Metrics & Performance Measurement 0.14 2.71
desired.
Metrics & Performance Measurement: Very limited capability
exists currently. This is an area where the largest improvement
is desired.

<<Client>> Enterprise Architecture

SUMMARY OF EA CAPABILITY GAPS

Current gaps in EA capability and improvement opportunities were captured during the workshop and also
1 identified during the EA development project. These have been summarised in the table below:
Identify EA Capability Area Current Target Current capability gaps and improvement Priority EA capability development
EA capability maturity assessment approach drivers for EA Maturity Maturity opportunities initiatives and recommendations
Rating* Rating

2 Architecture Service Management

• Impact of EA on overall <<Client>> strategic • Operationalise EA Operating Model
Identify EA plans is minimal
Leadership & • Integrate EA into IT strategic and capital
capabilities Direction
1 4
• EA is not integrated into business and IT capital planning and investment control
required planning and investment control • Align EA value with business objectives

• No EA goals or metrics defined • Define EA KPIs and metrics and

performance management process
3 Performance
• EA benefits, value and outcomes are not
Determine Management
0 3 measured and reported • Develop EA benefits tracking and
performance reporting
current and • Metrics have not been defined to measure the
value and success of solution designs
target EA
maturity • Architecture communities of practice have not • Establish global EA community
been established to share knowledge and foster • Develop EA skills matrix and perform
Team Management 1 3 collaboration between architects training needs analysis
4 • A formal learning and development program for • Design formal EA learning and
Identify gaps EA skills is not in place development program
and • An overarching IT security framework and • Operationalise IT risk and compliance
opportunities strategy has not been defined to integrate management function
IT Risk & Security security practices • Develop global IT risk and security
1 4 strategy and framework
Management • IT security policies have been developed but
5 thFinprosys need to be updated and embedded • Update IT security policies and process
Define EA into business practices documentation

capability • EA activities are not communicated widely across • Promote EA function, purpose and value
globally
development Engagement &
IT or the business
1 3 • Develop formal stakeholder engagement
roadmap Communication • EA needs to engage broader IT and business
and communications plan
stakeholders to promote awareness and
acceptance of EA practices and standards

<<Client>> Enterprise Architecture

SUMMARY OF EA CAPABILITY GAPS
(CONTINUED)
EA Capability Area Current Target Current capability gaps and improvement Priority EA capability development
1 Maturity Maturity opportunities initiatives and recommendations
Rating* Rating
Identify
Architecture Service Delivery
EA capability maturity assessment approach drivers for EA
• EA planning is mainly conducted for individual • Develop and validate detailed EA
projects and not at an enterprise level strategic roadmaps
Enterprise Level
2 3 • A number of technology roadmaps have started • Develop detailed EA initiative plans
2 Architecture
to be developed but are not integrated into an
Identify EA overarching EA strategic roadmap

capabilities • No overarching architecture governance across • Operationalise Architecture Governance

the portfolio of IT projects and services Board and architecture governance
required Architecture processes
2 4 • Architecture review is not a recognised or
Governance established process • Define and execute Architecture reviews
of key initiatives, projects and
3 • No standard architecture review criteria defined architecture content
Determine
• Limited baseline and target state blueprints exists • Define SAP target state architecture
current and
• Some initial use of EA to deliver large, cross- • Define integration target state
target EA functional programs such as GEP architecture
maturity • A Portfolio Management function to assist with • Define Application Rationalisation
Portfolio & portfolio level architecture has not been portfolio architecture
4 Initiative Level 1 3 established • Define Infrastructure Optimisation
Architecture • Only one Solution Architecture Design Authority is initiative architecture
Identify gaps operational for the GEP program • Define Data Centre & Network
and • Currently different business functions work in
Consolidation initiative architecture

opportunities silos and projects do not follow a common • Define Enterprise Mobility Platform
architecture approach architecture

• Individual solution architectures have been • Define UCC solution architecture

5 developed for specific technology solutions but • Define Track & Trace solution
Define EA have not been integrated into an overall EA architecture
capability framework
• Define IT security architecture
• Deviations from EA target state have not been
development Solution Level
2 4 recorded as there has not been a commonly
• Define global HR & Payroll solution
Architecture architecture
roadmap accepted and communicated EA target state
• Define global Learning & Development
• Solution architecture designs do not conform to a solution architecture
common standards or use common tools
• Define global workforce management
solution architecture

<<Client>> Enterprise Architecture

SUMMARY OF EA CAPABILITY GAPS
(CONTINUED)

EA Capability Area Current Target Current capability gaps and improvement Priority EA capability development
1 Maturity Maturity opportunities initiatives and recommendations
Rating* Rating
Identify
EA capability maturity assessment approach drivers for EA Foundational Architecture Capabilities
• Architecture frameworks, policies and strategy • Roll-out and embed use of <<Client>>’s
exists based on previous IT operating model but new EA Framework and Process
need to be refreshed post new IT operating
2 model
• Define architecture reference models
• Review existing architecture standards
Identify EA • New EA framework and processes have been
and define and communicate reference
Architecture developed but have not been fully rolled out
capabilities 1 3 architecture standards
Standards • Architecture reference models, best practice
required approaches and guidelines have not been
developed
• Architecture standards exists but are disparate
3 across the enterprise, and are not formally
Determine published to a central repository
current and • Principles and standards have not been defined • Review gaps in domain specific
target EA for all architecture domains architecture principles and standards
Domain Principles
1 3 • There are principles but scattered across • Define required domain principles and
maturity & Standards
organization, needs to be consolidated to a standards
central repository
4 • No common set of tools and templates for EA • Define standard EA document
templates
Identify gaps Tools & Templates 0 3 • No clear quality criteria for architecture work
• Develop architecture review checklist
and
opportunities Knowledge
• No nominated EA repository tools and enablers • Implement common EA Repository
0 3 Tool(s)
Management • No standard definitions of EA terms and concepts
• Develop EA meta data management
5 • No defined process for updating and maintaining • Define architecture content
Define EA Change architecture content management process
capability 0 3
Management • No defined process to manage change using an • Integrate EA into change management
development Note: Current maturity rating is based on maturity level as at 1 architecture approach
July 2014, and includes the EA capability development andpolicy and SDLC
IT Process process project
& Governance
outputs.
roadmap

<<Client>> Enterprise Architecture

EA CAPABILITY DEVELOPMENT
ROADMAP

Based on the gaps and opportunities identified, an EA capability development roadmap was developed,
1 outlining the key initiatives required to continue to improve Enterprise Architecture capability at <<Client>>.
Identify
EA capability maturity assessment approach drivers for EA Target state
FY15 FY16 FY17
EA maturity
Integrate EA with IT Formalise EA Integrate EA with

Architecture Service Management

2 strategy & investment skills & training business strategy &
planning needs investment planning
Identify EA Establish global Define global learning
EA community & development
capabilities Update IT security solution
Operationalise EA policies &
required Operating Model processes
Define global HR
& Payroll solution
Develop global IT risk
& security strategy & Develop EA
Define workforce
3 framework Define IT security
management
reference models
Determine Establish EA architecture
solution
& templates
performance
current and management Define & execute
target EA Architecture Define integration
Reviews target state Integrate EA
maturity architecture
Define Domain
with SDLC &
Define UCC principles &
solution Define Track & standards change
4 architecture Trace solution Define enterprise management
architecture mobility platform processes
Develop detailed
Identify gaps EA initiative
architecture
and planning Define SAP target Define
Establish EA
state architecture Infrastructure
opportunities Optimisation
Knowledge Implement EA
Operationalise Management Repository Tool(s)
Architecture architecture
Governance Board
5 Define Application
Define DC & Communicate & Establish EA content
Define EA Develop & validate
Rationalisation Network embed new EA management
portfolio
capability detailed EA
architecture
Consolidation framework & process
strategic roadmaps architecture
development process

roadmap
Architecture Service Delivery Foundational Architecture Capabilities

<<Client>> Enterprise Architecture

EA CAPABILITY DEVELOPMENT
APPROACH

Micro to Macro Macro to Micro Business Unit by Business Unit

1
Identify
drivers for EA
Enterprise level Enterprise level Enterprise level
EA capability maturity assessment approach

Options
2

Chemicals
Corporate

Services
Mining
Identify EA P1 P2 P.. P1 P2 P..

IT
capabilities
required Projects Projects Business Unit

EA capabilities are developed at the EA capabilities are developed at the EA capabilities are focussed around
3 micro (i.e. project) level. The EA macro (i.e. enterprise strategy and single business units, such as an area
Determine function smaller and relies on projects portfolio management) level by building with more opportunities or with a

Description
current and to develop EA content. a larger EA function with the resources greater level of support for the concept
target EA Over time, the intent is to incrementally
to develop EA content and help embed of enterprise architecture.
maturity EA disciplines on projects.
extend this capability to the program Over time, capabilities extend into other
and enterprise level. Over time, the intent is to incrementally business units.
4 extend this capability to the program
This is the preferred approach for and project level.
Identify gaps <<Client>>.
and • An EA function is focused on • A larger, sufficiently resourced EA
opportunities • EA value is closely aligned with
governance rather than delivery function is required to drive EA
business outcomes and needs
• The EA function relies on strong improvements and ensure EA
Implications

compliance across the enterprise • In business units where EA is not a

governance structures and mandates
5 focus, the architecture may deviate
Define EA to ensure EA compliance at the • More consistent development of EA
further from an optimum enterprise
project level content, principles, standards and
capability processes
architecture strategy
• EA improvement is indirectly funded
development through projects which may result in • EA improvement is directly funded
• Funding for EA improvements may
roadmap be impacted by changing business
slower EA capability development allowing EA capabilities to be
priorities
developed faster

<<Client>> Enterprise Architecture

Section B:
Enterprise Architecture Foundations

<<Client>> Enterprise Architecture

SECTION B: ENTERPRISE
ARCHITECTURE FOUNDATIONS

Section B: Enterprise Architecture Foundations

Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise • Enterprise Architecture • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Architecture Process Content Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• EA Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

<<CLIENT>>’S ENTERPRISE
ARCHITECTURE VISION AND
PRINCIPLES
Vision Statement Why?

Enterprise Architecture supports the effective execution of the IT strategy, and the governance and management of the
enterprise IT portfolio (including IT services, assets, systems and investments). Enterprise Architecture contributes to
the generation of business value by using an architecture approach to planning and delivering IT projects, services and
capabilities.
key Objectives key Principles

• Define and maintain the interrelationships between the

business process, information, application, and
infrastructure architectures
• Support and facilitate IT strategic planning, IT investment
prioritisation, IT portfolio management and IT decision-
making
• Assist with the enhancement and optimisation of business
processes through more effective use of technology
• Improve IT business engagement through better
understanding of how IT supports the business
• Facilitate overall organisational efficiency through
rationalisation and consolidation of IT investments
• Improve IT program and project planning, scoping, design
and implementation
• Support IT and Information Management governance by
providing architecture standards and principles
Please refer to Appendix B.1 <<Client>> Enterprise Architecture Principles for detailed
descriptions

<<Client>> Enterprise Architecture

<<CLIENT>> ENTERPRISE
ARCHITECTURE PROCESS
<<Client>> IT Process Enterprise Architecture How?
Model
1. Define Enterprise Architecture Vision, Strategy & Principles

2. Define and 4. Define

3. Develop 5. Manage EA
manage opportunities &
architecture Knowledge &
architecture implementatio
content Content
requirements n roadmap

6. Manage Architecture Services

7. Govern Enterprise Architecture

The Enterprise Architecture process: Enterprise Architecture Process Objectives

• establishes a common architecture consisting • Establish the global enterprise architecture vision, strategy and principles in line with business
of business process, information, data, and IT principles, goals and drivers
application and technology architecture layers
• Define and manage architecture requirements and standards; establish a common enterprise
for effectively and efficiently realising
architecture framework and methodology to support value delivery across the enterprise
enterprise and IT strategies by creating key
models and practices that describe the • Develop enterprise architecture content to support business and IT change initiatives
baseline and target architectures
• Review business and IT requirements and needs to identify gaps and opportunities and
• defines requirements for taxonomy, standards, develop implementation plans to address gaps/opportunities
guidelines, procedures, templates and tools,
and provide a linkage for these components • Manage the updates and maintenance of architecture content and establish a standard set of
tools and templates
• improves alignment, increase agility, improve
quality of information and generate potential • Define the architecture operating model and performance metrics, and monitor enterprise
cost savings through initiatives such as re-use architecture performance; manage enterprise IT risk and security and manage stakeholder
of building block components. engagement and communication

Please refer to Appendix B.2: Enterprise • Define the target state enterprise architecture, operate the architecture governance
Architecture Process for details. framework and establish an architecture change management process

<<Client>> Enterprise Architecture

<<CLIENT>> ENTERPRISE
ARCHITECTURE PROCESS
Business
Process key Activities
Engagement
Plan Design Build Run How?

Define EA vision C R,A C C C

1. Define EA vision,
Define EA strategy C R,A C C C
strategy & principles

Define architecture principles I R,A C C C

2. Define and manage Manage architecture requirements I R,A C C C

architecture
requirements Define architecture standards C R,A* R,A* C
R,A*

Develop Enterprise level architecture C R,A C I I

3. Develop architecture
Develop Portfolio & Initiative level architecture C R R,A C I
content

Develop Solution level architecture C C R,A R C

4. Define opportunities & Identify opportunities & solutions C R,A* R,A* C C Responsible (R):
implementation The role is doing
roadmap Plan implementation C R,A* R,A* C C the activity
Accountable (A):
Manage EA knowledge I R,A* R,A* C I The role is made
5. Manage EA
knowledge & content accountable for the
Develop EA tools & templates I R,A C C I result of the
activity
Manage Architecture Operating Model C R,A R C C
Consulted: (C):
Manage EA performance I R,A R I I The role can give
recommendations
6. Manage Architecture in relation to the
Manage EA team I R,A R C C
Service performance of the
Manage IT Risk & Security I R,A C I C activity
Informed: (I): The
Manage EA Engagement & Communication C R,A R C C role has to be
informed about the
Govern Enterprise Architecture I R,A R C C status of the
7. Govern Enterprise
Architecture * Responsibilities & Accountabilities varies depending on whether the activity R
is related to enterprise activity
Manage EA Change I R,A C or solution level
C
architecture

<<Client>> Enterprise Architecture

ENTERPRISE ARCHITECTURE
CONTENT FRAMEWORK
Architects executing the Enterprise Architecture Process will produce a The Framework facilitates consistency of architecture What?
number of outputs as a result of their efforts, such as process flows, content and terminology. It also provides a framework
architectural requirements, project plans, project compliance assessments, for organisations who wish to implement their
solution blueprints, and architecture diagrams. architecture within an enterprise architecture tool.
The EA Content Framework provides a structured, consistent model for Please refer to Appendix B.3: Enterprise Architecture
storing, defining and presenting architectural content. The Enterprise Content Framework for more details.
Architecture Component Framework is based on The Open Group
Architecture Framework (TOGAF) Component Metamodel and has been
customised for <<Client>>.
Enterprise Architecture Content Framework
EA content in this handbook: Architecture Principles, Vision and Requirements
• Global Data Centre View
1• <<Client>> Enterprise 7
(Appendix D.9), Current State
Architecture Principles (Appendix 1 Enterprise Architecture Principles 2 Architecture Vision
Network Topology (Appendix
B.1) D.8)
2
• <<Client>>’s Enterprise Architecture Requirements
• Transitional target state
Architecture Vision (Section B) 8
views for Applications
3
• Drivers for Enterprise Business Architecture Information Systems Technology (Appendix D.13, D.14, D.15,
Architecture (Section A) Architecture Architecture D.16, D.17, D.18) and Data
4 3 Motivation Centre & Networks (Appendix
• Baseline Business Process Model 5 6 7 D.20, D.21), EA Initiative
(Appendix D.1) Roadmap (Section F)
5 Organisation Data Application
• Conceptual Information Entity • Architecture Governance
Model (Appendix D.6) 9
Forums & Charters (Section
6 C)
• Current & Target State 4 Function
Applications by Business Process
(Appendix D.2, D.10) and by
Function (Appendix D.3, D.4, D.11, Architecture Realisation
D.12), Applications by Servers & Opportunities, Solutions, and Migration
Data Centres (Appendix D.7), 8 Planning
9 Implementation Governance
Current & Target State SAP
Application Landscape (Appendix
D.5, D.19) Source: Architecture Content Metamodel, The Open Group Architecture Framework (TOGAF V9)

<<Client>> Enterprise Architecture

EA REPOSITORY TOOL ASSESSMENT

A high-level market scan of leading Enterprise Architecture tools Gartner Magic Quadrant for Enterprise
1 was performed to identify suitable tools to support <<Client>>’s Architecture Tools
Perform market continuing Enterprise Architecture development. An EA repository
scan of EA tool:
repository tools
• enables the creation, capture, structure and storage of EA
EA Repository Tool Assessment Approach

content (diagrams, models etc.)

2 • helps manage ongoing updates of EA content including
Develop security, versioning, automation, audit/control, and
Evaluation configuration
Framework &
Criteria • supports business and IT decision-making and analysis
• consolidates and publishes EA content into single repository in
a standardised and consistent manner.
3 Determine
The four EA repository tools selected for a high-level assessment
<<Client>>’s
requirements & were identified using a 2013 Gartner Magic Quadrant report. The
criteria four EA repository tools were selected for the following reasons:
weightings • Mega – the market leader and best-of-breed solution in the EA
tools category
4
• SAP PowerDesigner – consistent with <<Client>>’s “Why not
Evaluate selected SAP?” principle, a SAP product should be considered
EA repository
tools • OpenText – consistent with <<Client>>’s “Minimise
Diversification, Maximise Consolidation” principle, an
OpenText product was considered as <<Client>> already has
5 some OpenText products
Note: The Gartner Magic Quadrant focuses primarily on
key • Aris – is tailored for organisations that want to use the same the vendor’s placement in the market and not specifically
Considerations tool for EA and Business Process Analysis (BPA). It is well- on the product functionality. Only one of the 15 criteria
& Next Steps used in the Magic Quadrant is related to the product.
known for its long-standing, solid participation in BPA market,
and for its rich modelling and analysis capabilities. Source: Magic Quadrant for Enterprise Architecture
Tools – 4 October 2013
Please refer to Appendix B.4: Market Scan of EA tools for a
summary of the strengths and cautions of each of the selected
products.

<<Client>> Enterprise Architecture

EA REPOSITORY TOOL ASSESSMENT

2 Evaluation Framework – A scoring framework was developed which incorporates weighting

1 system based on <<Client>>’s needs/preferences and a product rating system. EA Tool Evaluation Criteria

Perform market Evaluation Criteria – A set of criteria and detailed requirements were developed across Functional Technical
scan of EA Functional, Technical, Reporting and Commercial categories. The selected products were
repository tools rated according to how well thFinprosys met each requirement across the Evaluation Criteria
Commercia
categories. Reporting
l
EA Repository Tool Assessment Approach

Please refer to Appendix B.5 EA Tool Evaluation Criteria & Results for a detailed description
2
of the Evaluation Framework and Assessment Results.
Develop
Evaluation 3 4
Framework & key <<Client>> Requirements Evaluation Results
Criteria
• A repository that supports the business, information, The evaluation was conducted using a combination of testing
3 technology and solution viewpoints and their relationships product demos, examining product specification documents
Determine • Modelling capabilities that support the minimum viewpoints and over the phone discussions with vendor sales
<<Client>>’s of business, information, application, technology and representatives to provide an indicative rating on how well
requirements & solution architecture each product met each requirement.
criteria
• Decision analysis capabilities, such as gap analysis, impact
weightings
analysis, scenario planning and system thinking
720 705
4 • Presentation capabilities that are visual or interactive to 700
meet the demands of a myriad of stakeholders 681 679
Evaluate selected • Administration capabilities that enable security, user 680
EA repository management and other tasks
tools
• Support for frameworks and standards, often used while 660 649
providing the flexibility to modify the framework
• Usability, including intuitive, flexible and easy-to-learn UIs 640
5
• Integration ability with project and portfolio management 620
key solutions and with Microsoft collaboration software such
Considerations as SharePoint Mega OpenText
& Next Steps
Please refer to Appendix B.5: EA Tool Evaluation Criteria &
Results for <<Client>>’s weightings applied to each Please refer to Appendix B.5: EA Tool Evaluation Criteria &
requirement. Results for the detailed results of the assessment.

<<Client>> Enterprise Architecture

EA REPOSITORY TOOL ASSESSMENT

1 key Considerations Next Steps

Perform market
scan of EA • Based on the high-level assessment • Conduct a more detailed assessment of the
repository tools conducted, the Aris product obtained the proposed Aris product taking into account
highest score. Out of the four EA tools <<Client>>’s business requirements through a
EA Repository Tool Assessment Approach

2 assessed, Aris best met <<Client>>’s broader stakeholder engagement.

requirements. Overall the Aris product is a
Develop • Engage key business and IT stakeholders and
Evaluation good functional and technical fit for
users to confirm and qualify requirements.
Framework & <<Client>>.
Criteria • Define use cases and perform detailed process
• Software AG (Aris) is also well-known for its
walkthroughs and detailed evaluation of
long-standing, solid participation in the
3 product functionality through vendor product
Determine business process analysis market, and for its
demonstrations.
<<Client>>’s rich modelling and analysis capabilities. This
requirements & may be an important factor to consider if • Engage vendors in a more thorough analysis –
criteria
weightings
<<Client>> decides it requires a tool to support including more extensive commercial
business process capability improvements. considerations, and reviewing case studies and
4 references from vendor’s clients.
• While Aris is relatively easy and intuitive to
Evaluate selected use, it does require training for users to fully • Develop high-level business case to determine
EA repository maximise the benefits of the tool. scope, benefits and costs.
tools
• Aris has ability to integrate with Microsoft • Consider external or in-house hosting options
SharePoint, <<Client>>’s intended enterprise based on internal capacity and capabilities.
5 document management and collaboration
key solution. Architecture documents could be
Considerations easily published to SharePoint to maximise the
& Next Steps number of users who can view the documents
while minimising the number of people who
have access to change the source – allowing
the EA team to maintain control over the
source.

<<Client>> Enterprise Architecture

Section C:
Enterprise Architecture Function & Governance

<<Client>> Enterprise Architecture

SECTION C: ENTERPRISE
ARCHITECTURE FUNCTION &
GOVERNANCE
Section C:
Enterprise Architecture
Function & Governance

Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise Architecture • Enterprise Architecture Content • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Process Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• EA Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

OVERVIEW OF EA FUNCTION &
GOVERNANCE MODELS
Who is part of the global EA team & the wider How does Enterprise Architecture operate in
1 2
Architecture community? relation with business and other IT functions?

1A

1B

How does EA engage and collaborate with other

3 4 How is Enterprise Architecture governed?
teams to deliver the IT strategy?

<<Client>> Enterprise Architecture

 GLOBAL ENTERPRISE
ARCHITECTURE TEAM
1A

Enterprise Architecture Team

Global IT Enterprise Architecture Manager

Larry Irwin

Business Application IT Security & Risk IT Compliance &

Technology Architect
Architect Architect Assurance Analyst
Matt Cooke
TBC David Vranes Monica Galang

• Business Process • Data Centres • Business • IT Compliance &

Model • Network and Architecture Security Assurance
• SAP & Non-SAP Communications • Information Management
Applications • Technology Architecture Security • Software
• Lotus Notes Platforms • Technology Management
Applications Architecture Security • Software
<<Client>> IT Operating Model • Databases
• IT Risk Management Compliance

Enterprise Architecture function is responsible for the application • Communication: Articulate high-level business & IT requirements
of architectural principles and practices to guide <<Client>>’s IT in a commonly understood way through a well-defined vocabulary
organisation through the business, information, process, and of terms and concepts
technology changes necessary to execute its strategy. The key • Clarity: Provide guidance to the Design, Build and Run functions
considerations for this function are: to facilitate a clearer understanding of governance, compliance
• Direction: Share and promote IT vision of improved ways of using and control requirements
technology to end users and help <<Client>> realise benefits and • Evaluation: Define the current and future state application,
tackle important enterprise-wide concerns information and technology architectures and identify
• Change: Facilitate organisational change by defining integrated opportunities to improve and enhance business processes and
architectures of business processes, information, applications, operations and support the organisational strategic direction
systems and infrastructures

<<Client>> Enterprise Architecture

 GLOBAL <<CLIENT>>
ARCHITECTURE COMMUNITY
1B

Solution Architecture

Enterprise Architecture Integratio Security Architecture

n Architectu Governance
Architectu re
Larry Irwin
re
(Global EA Manager) SAP Other
Sterling Integrator David Vranes Larry Irwin
Specialist (Integrity Mgmt Lead) (Global EA Manager)
Business Architecture
Monica Galang Ravi Ranade
GEP Solution (Global IT Design
Business Engagement Managers (IT Compliance &
Manager)
Architect Assurance Analyst)

David Vranes
(Integrity Mgmt Lead)

Information Architecture
GEP BI Architect Matt Cooke
(Technology Architect)

Application Architecture Chemicals SAP Mining SAP

Managed Generic
Applications Applications
Support Support
TBC Support Support
(Business Applications
Architect)

Global
Technology Architecture SAP Basis Mobility Infrastructure
Operations
Matt Cooke
(Technology Architect)

<<Client>> Enterprise Architecture

 ARCHITECTURE OPERATING
MODEL
2

Enterprise Architecture Governance

Enterprise Enterprise Domain Reference Architecture Plan, Build & Run

Business Drivers, Goals and Objectives Strategy Architecture

Drive
Portfolio
Business s Business Business
Planning &
Strategy Architecture Architecture
Management
Support
s

Solution Architecture

Business Value
Program /
Information
Project
Influence

Influence
Architecture
Management
Drive

Drive
s

s
Transition &
Application
Change
Architecture
Management

Drive Application &

s IT Technology Infrastructur
IT Strategy
Architecture Architecture e
Support Management
Strategic focus s Implementation focus

Enterprise Architecture Performance Measurement

key: EA Team Design Team EA & Design Other IT Teams

<<Client>> Enterprise Architecture

 <<CLIENT>> ARCHITECTURE
ENGAGEMENT MODEL
3

Strategy to Execution Process

Business
Strategy, IT Strategy & IT Program / Design & Build
Drivers & Roadmap Project Portfolio (Program & Project Delivery) Run
Objectives

advise business advise / consult / govern

& be informed of provide input architectural decisions
business strategy &
& requirements help develop
oversee architectural
alignment Architecture
Governance IT PMO
provide
advise / Enterprise Board architectural
inform
Architectur chair / member
sign-off

e Team of direct / escalate

Business engag
e
chair / member
Design
of
Engagemen collaborat
Authority
e conduct architecture
t reviews

Design
Team secon
d
Architects direct / escalate

Architecture governance
forums
maintain create / Business-
update owned
IT-
create / owned
stored /
update Program / IT
Architecture teams
retrieved
EA Content Project
Repository Project specific
Architects teams
As-Is blueprints, guidelines,
templates, standards

<<Client>> Enterprise Architecture

 ARCHITECTURE GOVERNANCE
FORUMS
4

Business Unit
IT Strategy & Investment Committee Leadership
provide input

direct / report
Strategic advise direct
IT Portfolio &
Performance
advise
Committee
Architecture
direct / report
Governance
Board*

direct &
Program / advise
Project
Steering direct / report
direct / report Committee
Program / Project
Design provide input
Process /
Authority* Functional Owners
advise & report

Change provide approval

Business
Advisory
Application Owners
IT Risk & Board
Operational Security
Committee Business Process
Compliance Forum

* Please refer to Appendix C.1: Architecture Governance Charters EA Governance IT-led Business-led
forms forums forums

<<Client>> Enterprise Architecture

EA GOVERNANCE INTEGRATION

<<Client>> IT Operating Model

Plan Design Build Run
(Strategise, Manage & Improve, (Business Analysis & Solution (Project Delivery, Delivery PMO, (App Support, Infra & Ops, Service
Business Engagement) Design) Testing) Desk, Personal IT)

• Collaborate with solution architects in the • Govern overall solution

• Contribute to the development of the IT Strategy & • Promote and support sharing and
Design function to develop architecture architecture implementation and
strategic plans and investment decisions by reuse of architecture components
principles, standards, reference models approve escalated architecture
providing technology & architectural insights and artefacts
• Define target state architectures and govern change requests
• Guide and advise on alignment of IT strategy and • Guide resolution of escalated
the transition towards the target state • Resolve strategic/portfolio level or
investments with business strategy design issues indicated by root
architecture escalated cross-program/project
cause analysis of incidents,
• Approve proposed architecture deviations architectural issues and
problems and break/fixes
from EA strategy, standards or principles dependencies

key EA Governance Activities

• Review solution designs for alignment with • Oversee build and implementation of
Early EA involvement to Provide architecture technical solution components to
EA strategy and target state architecture, Conduct architecture reviews
guide scoping, planning, advice and input into deliver on business scope,
and compliance with EA standards and to confirm solution built to
prioritisation, estimation feasibility of proposed requirements and benefits
principles, and business and technical design specifications and
and business case solution and technical
requirements review test outcomes to • Oversee end-to-end integrity of
development, and to review approach
determine solution design solution designs, including
alignment with EA strategy • Guide development of solution architecture
effectiveness consistency across architecture
components to enable reduction in IT costs
/ complexity / technology diversity domains

Initiation Feasibility Design Build Test Implement Close

<<Client>>’s 7-Stage IT Project Delivery Framework* * Sourced from PM

Partners

<<Client>> Enterprise Architecture

Section D:
Baseline Enterprise Architecture

<<Client>> Enterprise Architecture

SECTION D: BASELINE ENTERPRISE
ARCHITECTURE

Section D: Baseline
Enterprise
Architecture

Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise Architecture • Enterprise Architecture Content • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Process Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• EA Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

<<CLIENT>> ENTERPRISE
ARCHITECTURE REFERENCE MODEL

Applications
Channels
Front Office
Pricing Management
Business Customer Relationship Management

Information
Core Business

Collaboration
Presentation

Integration
Research and development
Applications

Security
Product development
Engineering design
Front Office Plant management and operations
Production planning
Manufacturing
Core Business
Supply & Logistics
Sales
Back Office

Back Office
Technology Infrastructure General Ledger
Asset Management
Safety, Heath & Environment Management
Risk Management
• Channels: Relates to technology components that enable information flow and interactions between the
Cash Management
enterprise and external parties
Payments
• Business: Business layer including organisational structures, functions and processes Accounts Receivable
• Information: Any communication or representation of facts, data, or opinions, in any medium or form HR & Payroll
Workforce Management
• Applications: A deployed and operational IT system that supports business functions and services
Training
• Technology Infrastructure: Software and hardware capabilities that are required to support deployment of
business, data, and application services. Includes IT infrastructure, middleware, networks, communications
• Presentation: Relates to technologies that enable the publishing, reporting and analysis of information
• Collaboration: Relates to technologies that enable multiple users to work together and share information
• Integration: Includes technology components that enable the flow of information between systems and
applications
• Security: Includes applications, systems and technologies that enable effective IT security management

<<Client>> Enterprise Architecture

APPLICATION ARCHITECTURE
SUMMARY
Major software vendors by number of applications Number of applications by business units
196 Baseline State Target State
Baseline State (1 July 2014) (as at 1 July 2014) (FY18 - FY20)

Target State (FY18 – FY20) 57 38 Chemical

s
105 Corporat
e
Note: Major vendors are 318 124 I
54 considered as vendors with 78
44 127 T

20 33 more than 10 applications. Mining

Services
IBM include Lotus Notes
applications and databases. Total: Total:
607 240
IBM Microsoft SAP Assumes Chemicals separation has occurred by FY18.

Top 5 Logical Business Functions by Number of Supporting Applications Number of applications supporting each business process*

Baseline State Target State Business Process Baseline Target Difference

(as at 1 July 2014) (FY18 – FY20)
Strategy, Planning, M&A 1 1 0

Doc Mgmt… 68 INFRASTRU… 46 Develop & Manage

Products/Services 64 26 -38

Infrastructu… 63 MANUFACT… 22 Manufacture 125 52 -73

REPORTING… 18 Supply 79 25 -54

ERP 39 Manage Sales & Customer
59 1 -58
LOGISTICS 14 Service

Reporting &… 37 Finance 95 28 -67

DOCUMEN… 13
Human Resources 53 4 -49
Document… 34 BANKING 13 Corporate Affairs & Social
Responsibility 38 12 -26

0 50 100 0 20 40 60 Manage IT 158 90 -68

Note: Document Management and Workflow category includes Lotus Notes applications and databases *Approximate numbers only. One application may support multiple business
processes

<<Client>> Enterprise Architecture

TECHNOLOGY ARCHITECTURE
SUMMARY
Primary DCs:
Application Hub: • Gyttorp
Primary DCs:
• Calgary
• Frankfurt
• StonFinprosys Application Hub:
Creek • Oslo
Application Hub: Application
• Brownsburg • Sandvika
• Essen Hub:
• Troisdorf • Kemerovo
• Moscow

Application Application Hub:

Hub: • Siemianowice Application
• BarnslFinpro • Polkowice Hub:
Primary DCs: sys • Tianjin
• Denver • Shevington Application Hub: • YuFinprosys
• Stefanestii de Jos ang
Application Hub: Application Application
• Georgetown Hub: Hub:
• Watkins Application Hub: • Chatelet • Taiwan
• Bogota

Application Hub:
• Kolkata
Application Hub: • Gomia
• San Isidro Application Hub: Application
• Sao Paulo Hub:
Application • Bontang
• Itatiaiucu
Hub:
• Lorena
• Singapore
Application Hub: • Brasil
• Santiago Primary DCs:
• Quilicura Application • Melbourne
Hub: • Noble Park
• Isando • BurnlFinprosys

Application Hub: Application Hub:

• San Juan • Botany
• Helidon
• Kooragang
Island
• Kurri Kurri
Primary Data • Newcastle
Global view of Data Centres as at 1 July Centre • Nowra
2014 Application
Hub
• Yarwun

<<Client>> Enterprise Architecture

BASELINE STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram

Architecture Principles and Vision Baseline Business Process Appendix D.1

Enterprise Architecture Principles Vision
Model
Business Information Systems Technology
Architecture Architecture Architectur
Motivation
e

Organisation Applicatio
Data
n
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Baseline State Applications Appendix D.2

Enterprise Architecture Principles Vision
by Business Process (Tier 1
Business
Information Systems
Architecture
Technology and 2)
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Baseline State Business Appendix D.3

Enterprise Architecture Principles Vision
Applications by Function
Information Systems
Business Technology
Architecture
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

BASELINE STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram

Architecture Principles and Vision Baseline State IT Appendix D.4

Enterprise Architecture Principles Vision
Applications by Function
Information Systems
Business Technology
Architecture
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Baseline SAP Application Appendix D.5

Enterprise Architecture Principles Vision
Landscape
Information Systems
Business Technology
Architecture
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Conceptual Information Appendix D.6

Enterprise Architecture Principles Vision
Entity Model
Information Systems
Business Technology
Architecture
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

BASELINE STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram

Architecture Principles and Vision Baseline State Applications Appendix D.7

Enterprise Architecture Principles Vision
by Servers and Data
Business
Information Systems
Architecture
Technology Centres
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Baseline State Global Appendix D.8

Network Topology
Enterprise Architecture Principles Vision

Business Information Systems Technology

Architecture Architecture Architectur
Motivation
e

Organisation
Applicatio
Data
n
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Baseline State Global Data Appendix D.9
Enterprise Architecture Principles Vision
Centres and Application
Business Information Systems Technology Hubs with projects overlay
Architecture Architecture Architectur
Motivation
e

Organisation
Applicatio
Data
n
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

Section E:
Target Enterprise Architecture

<<Client>> Enterprise Architecture

SECTION E: TARGET ENTERPRISE
ARCHITECTURE

Section E: Target
Enterprise
Architecture

Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise Architecture • Enterprise Architecture Content • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Process Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• EA Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

TARGET STATE APPLICATION
REFERENCE ARCHITECTURE
(BUSINESS) Channels Integration
SAP PO SAP Mobility
SAP Ariba
(for B2B) Platform

Business Presentatio Collaboratio

n& n
Analytics
Information
Microsoft
SAP BI SAP PO
SAP BW SharePoint
(on HANA)

SAP Business
Microsoft Lync OpenText
Objects
Applications

Security
Microsoft
Front Office SAP MII
Yammer
Adobe Forms

Salesforce CRM
Microsoft
SAP / OpenText
Office

Core Business
Microsoft
SAP MII SAP AII SAP BPC
Exchange

Contingent
SAP ECC SAP APO
SAP MRS SAP OER Workforce
(on HANA) (or S&OP)
Management

Back Office
SAP Workforce
SAP ECC Success Visualisation Portals
Enablon Performance Risk Management
(on HANA) Factors
Builder

Technology Infrastructure

<<Client>> Enterprise Architecture

TARGET STATE APPLICATION
REFERENCE ARCHITECTURE
(IT) Channels Security

Business Microsoft
Windows

Presentation & Analytics

Authentication

Information

Collaboration
Active Directory

Applications

Front Office Microsoft

Forefront

Core Business

Integration
Back Office SAP GRC

Technology Infrastructure SailPoint

Development Backup Network Infrastructure IT Service IT Operations Websense

Management Management Management Management

Microsoft SQL SAP Solution

Arcserve Solarwinds Microsoft SMS ServiceNow
Server / .NET Manager

SAP ABAP
Workbench / Commvault Microsoft SCOM Apptio
Netweaver

HP Quality Center Tivoli Microsoft SCCM PowerSteering

<<Client>> Enterprise Architecture

TARGET STATE TECHNOLOGY
REFERENCE ARCHITECTURE
Channels Security

Business VPN

Presentation & Analytics

Information

Collaboration
Citrix

Applications

Front Office
RSA

Core Business

Integration
Back Office

Technology Infrastructure

Database Operating Storage Servers Platforms Network &

System Comms

Microsoft
SAP HANA Dell VMWare Dell Cisco
Windows 8

SAP ASE UNIX IBM Wintel HP Alcatel

Microsoft SQL Windows Server

Cisco SAP Cisco Juniper
Server 2012

IBM

<<Client>> Enterprise Architecture

TARGET STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram

Architecture Principles and Vision Target State Applications Appendix D.10

Enterprise Architecture Principles Vision
by Business Process (Tier 1
Business
Information Systems
Architecture
Technology and 2)
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State Business Appendix D.11

Enterprise Architecture Principles Vision
Applications by Function
Business
Information Systems
Architecture
Technology with EA initiatives overlay
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State IT Applications Appendix D.12

Enterprise Architecture Principles Vision
by Function with EA
Business
Information Systems
Architecture
Technology initiatives overlay
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

TARGET STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram
Architecture Principles and Vision Target State Business Appendix D.13
Enterprise Architecture Principles Vision
Applications by Function –
Business
Information Systems
Architecture
Technology GEP, Lotus Notes &
Architecture Architectur
Motivation
e Chemicals Separation
Organisation initiatives overlay
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State IT Applications Appendix D.14

Enterprise Architecture Principles Vision
by Function – GEP, Lotus
Business
Information Systems
Architecture
Technology Notes & Chemicals
Architecture Architectur
Motivation
e Separation initiatives
Organisation overlay
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State Business Appendix D.15

Enterprise Architecture Principles Vision
Applications by Function –
Business
Information Systems
Architecture
Technology Transitional Architecture
Architecture Architectur
Motivation
e (FY15 – FY17)
Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

TARGET STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram
Architecture Principles and Vision Target State IT Applications Appendix D.16
Enterprise Architecture Principles Vision
by Function – Transitional
Business
Information Systems
Architecture
Technology Architecture (FY15 – FY17)
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State Business Appendix D.17

Enterprise Architecture Principles Vision
Applications by Function –
Business
Information Systems
Architecture
Technology Transitional Architecture
Architecture Architectur
Motivation
e (FY18 – FY20)
Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision

Target State IT Applications Appendix D.18
Enterprise Architecture Principles Vision
by Function – Transitional
Business
Information Systems
Technology
Architecture (FY18 – FY20)
Architecture
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

TARGET STATE ENTERPRISE
ARCHITECTURE VIEWS
Content Area EA Content Reference EA Diagram
Architecture Principles and Vision Target State SAP Appendix D.19
Enterprise Architecture Principles Vision
Application Landscape
Information Systems
Business Technology
Architecture
Architecture Architectur
Motivation
e

Organisation
Data Application
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State Global Data Appendix D.20
Centre Infrastructure –
Enterprise Architecture Principles Vision

Business Information Systems Technology Transitional Architecture

Architecture Architecture Architectur
Motivation
e (FY15 – FY17)
Organisation
Applicatio
Data
n
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

Architecture Principles and Vision Target State Global Data Appendix D.21
Enterprise Architecture Principles Vision
Centre Infrastructure –
Business Information Systems Technology Transitional Architecture
Architecture Architecture Architectur
Motivation
e (FY18 – FY20)
Organisation
Applicatio
Data
n
Function

Architecture Realisation
Opportunities, Solutions, and
Implementation Governance
Migration Planning

<<Client>> Enterprise Architecture

Section F:
Enterprise Architecture Roadmap & Initiatives

<<Client>> Enterprise Architecture

SECTION F: ENTERPRISE
ARCHITECTURE ROADMAP &
INITIATIVES
Section F:
Enterprise
Architecture Roadmap
& Initiatives

Why? How? What? Who? When?

• Enterprise Architecture maturity • Enterprise Architecture • Enterprise Architecture Content • Enterprise Architecture • Enterprise Architecture
• Enterprise Architecture Process Framework Function Roadmap & Initiatives
capabilities required • Baseline & Target state • Architecture Operating
• Context, Vision & Principles architecture diagrams Model
• Architecture Governance

<<Client>> Enterprise Architecture

OVERVIEW OF ENTERPRISE
ARCHITECTURE INITIATIVES
Initiative Objectives

The GEP program is a key enabler of <<Client>>’s corporate strategy, key objectives include achieving a step-change in
enterprise process maturity to achieve operational excellence; driving standardised enterprise systems and processes;
GEP Program and delivering a platform to support financial transparency, customer centricity and manufacturing excellence. The
program will deliver key business outcomes through initiatives across 6 functional streams including Finance, Customer,
Supply Chain, Asset Management and Enterprise and Integration.

A possible demerger or trade sale of the Chemicals business may occur in FY15. As a result, there will be significant
Chemicals Separation
activity to assess, plan, and execute a complete separation of IT applications, data, systems and technology relating to
(TBC)
the Chemicals business.

Unified Communications A UCC platform across <<Client>> aims to unify email, voice, video, presence, web conferencing, mobile and social
& Collaboration (UCC) collaboration capabilities into a single, global and consistent platform for all <<Client>> users.

Global Workforce
Implement a single global system for workforce management.
Management solution

Global HR & Payroll Implement a single global human resource management and payroll system. Replace the large number of disparate
solution payroll systems globally with a single common solution on a flexible, scalable cloud-based platform.

Global Learning & Implement a global learning and development solution such as SAP Workplace Performance Builder to enable effective
Development solution and innovative solutions for transferring knowledge within a rapid e-learning environment.

EA Capability Execute recommended improvement initiatives to develop and improve the maturity of <<Client>>’s Enterprise
Development Initiatives Architecture capability. Please refer to page 21 for details of the EA capability development roadmap.

<<Client>> Enterprise Architecture

OVERVIEW OF ENTERPRISE
ARCHITECTURE INITIATIVES
(CONTINUED)
Initiative Objectives
Migration of Lotus Notes email and database platforms to Microsoft Outlook for email and Microsoft SharePoint for
Lotus Notes Migration &
collaboration, integrated document storage and knowledge management. Decommission Lotus Notes applications and
Decommissioning
databases and remove Lotus Notes technology completely from <<Client>>’s environment.

Application
Rationalise and consolidate business and IT applications to simply the application architecture and minimise duplication
Rationalisation &
of application functionality and diversity of technologies and software vendors.
Decommissioning

Data Centre & Network Reduce the number of data centres globally and consolidate infrastructure hardware and networks into designated
Consolidation managed data centres. Improve ICT hosting and network service delivery and capabilities.

Infrastructure
Remediate IT infrastructure issues including replacing end-of life IT assets. Optimise IT infrastructure scalability,
Remediation &
flexibility and capacity through increased use of cloud computing services or data centre managed services.
Optimisation

Integrate disparate mobility platforms and solutions into a single SAP Mobility Platform. Uplift <<Client>>’s mobility
Enterprise Mobility
capabilities and make more SAP functionality available on mobile devices. Enable staff to work more effectively and
Platform
seamlessly from anywhere and at any time.

Global IT Security Enhance information security infrastructure and service delivery to protect the confidentiality and integrity of
Architecture information.

Define an integrated channels strategy and integrate multiple channels into a standardised architecture. Transition
Channels & Integration
multiple integration methods and technologies to a common SAP technology.

Transition from a number of disparate, highly customised Track and Trace (T&T) solutions to a common, consistent T&T
Global Track & Trace
application platform that is flexible, scalable and easily supported to enable <<Client>> to better meet its compliance
solution
requirements.

<<Client>> Enterprise Architecture

ENTERPRISE ARCHITECTURE
STRATEGIC ROADMAP
FY15 FY16 FY17 FY18+

GEP Program Global Workforce Management

key Business
Chemicals Separation (TBC) Global HR & Payroll
Initiatives

Unified Communications & Collaboration Global Learning & Development

Lotus Notes Migration & Decommissioning

Application Rationalisation & Decommissioning

IT Portfolio
Rationalisation
Data Centre & Network Consolidation

IT Infrastructure Remediation & Optimisation

Enterprise Mobility Platform Global Track & Trace

Technology
Capability
Improvement
Global IT Security Architecture Channels & Integration

EA Capability EA Capability Development Initiatives

Development (refer to detailed roadmap on page 21)

<<Client>> Enterprise Architecture

Initiative 1 – Unified Communications & Collaboration

Initiative Description IT Drivers

Initiative Objective A UCC platform across <<Client>> aims to unify email, voice, video, presence, web conferencing, IT simplification & Common platforms,
continuous intelligent data,
mobile and social collaboration capabilities into a single, global and consistent platform for all
improvement advanced analytics
<<Client>> users.
Relationship
Rationale (current • <<Client>> currently operates multiple social collaboration platforms, with little consistency and Optimised IT
management
state, gaps/issues, integration with existing business tools and processes sourcing model
excellence
proposed target state) • Deploy Microsoft product suite and platform to align with <<Client>>’s strategy towards having an
Uplift people
integrated, single communication and collaboration platform for the enterprise capabilities & adopt
common methods
Benefits / Value • Improve productivity since staff will benefit from enhanced mobility, connectivity and the ability to
work from almost any location
• Reduce the risk of information ‘hoarding’ by small groups or individuals
key Indicators
• Improve customer centricity and agility through the fast cross sharing of the most up-to-date
knowledge and opportunities Business criticality &
High
• Reduce operating costs for calls, conferencing and travel, and number of duplicative tools importance
supported by IT across the business
Benefits High
• The proposed Microsoft Enterprise Agreement will realise immediate savings of $900K in FY14
and $3.3M annually from FY15 through optimisation of current Microsoft licences from 261 Cost of initiative Medium
agreements to one
Technical complexity & risk High
Dependencies on other • Lotus Notes Migration (proposed EA initiative)
initiatives • Enterprise Mobility Platform (proposed EA initiative) Impact of change on business High

Planned / in-flight • 767 - Email and Collaboration - End User Training - Develop, Design, Deliver (In-Flight)
projects supporting • 781 – Unified Comms Platform – Pilot (In-Flight) Initiative Owners
this initiative
• 1111 - Pilot of MS Office cloud/hybrid setup (Prospective)
Business Sponsor Gavin Jackman
• 1537 - Business Excellence Portal (In-Flight)
IT Sponsor Larry Irwin
New projects UCC Scoping & Implementation
recommended • Perform UCC scoping and detail planning the Microsoft Outlook / Yammer / SharePoint IT Initiative Lead TBC
deployment and Email migration, Chat, Conferencing and Advanced Voice & Telephony
• Implement Yammer technical integration with Sharepoint, Salesforce Chatter and The Globe to
further enhance the collaboration capability across <<Client>>

<<Client>> Enterprise Architecture

Initiative 2 – Global Workforce Management

Initiative Description IT Drivers

Initiative Objective Implement a single global system for workforce management IT simplification & Common platforms,
continuous intelligent data,
Rationale (current • Fragmented and disparate labor and workforce management solutions across the enterprise improvement advanced analytics
state, gaps/issues, • The future desired state includes providing an integrated global workforce management Relationship
proposed target state) solution to core SAP and Mobility solution to improve accuracy and streamline operational Optimised IT
management
sourcing model
processes to ensure compliance with federal and local regulations, as well as internal policies excellence
and union requirements for workforce management
Uplift people
Benefits / Value • Maximising employee productivity to meet production demands capabilities & adopt
common methods
• Effective management of resource scheduling and allocation in near real time
• Enable greater transparency of workforce movements and metrics to improve productivity and
reduce operational costs key Indicators
Dependencies on other • GEP Program (In-Flight) Business criticality &
initiatives Medium
• Enterprise Mobility Platform (proposed EA initiative) importance

Planned / in-flight • None identified Benefits Medium

projects supporting
this initiative Cost of initiative Medium
New projects Global workforce management options analysis and business case Technical complexity & risk Medium
recommended • Determine scope for workforce management system
Impact of change on business Medium
• Assess global workforce management system options
• Develop detailed business case
Global workforce management system implementation Initiative Owners
• Implement global workforce management system, following SDLC methodologies and
framework Business Sponsor TBC

• Integrate with SAP and Mobility solution IT Sponsor TBC

IT Initiative Lead TBC

<<Client>> Enterprise Architecture

Initiative 3 – Global HR & Payroll

Initiative Description IT Drivers

Initiative Objective Implement a single global human resource management and payroll system. Replace the large number IT simplification & Common platforms,
continuous intelligent data,
of disparate payroll systems globally with a single common solution on a flexible, scalable cloud-based improvement advanced analytics
platform.
Relationship
Rationale (current • <<Client>> conducts 97 payrolls globally – there is no single global solution with the biggest Optimised IT
management
sourcing model
state, gaps/issues, payroll in ANZ. In terms of global performance of payroll at <<Client>>. ANZ is the better excellence
proposed target state) performing country. North America is next best, followed by Latin America and Asia. EMEA is
the worst performing due to 47 payrolls across 16 countries and in multiple languages Uplift people
capabilities & adopt
• The target state is to have a globally integrated payroll solution common methods

Benefits / Value • A stable and integrated platform with improved functionality and less manual workaround
solutions to meet critical business needs and support <<Client>>’s global HR and payroll
operational processes key Indicators

Dependencies on other • GEP Program (In-Flight) Business criticality &

High
initiatives importance

Planned / in-flight • 1564 - PeopleNet V16 Upgrade (Start Up) Benefits High
projects supporting • 1614 - PeopleNet Testing Approach – Phase 2 (Start Up)
this initiative Cost of initiative High
• 1625 - PeopleNet Testing Approach - Phase 3 (Prospective)
Technical complexity & risk High
New projects PeopleNet stabilisation and optimisation
recommended Impact of change on business High
• Cease any further development to the PeopleNet solution, contain and fix known issues. Clarify
ownership of process, data and IT support
• Shift to a practical operating model. Understand employee life-cycle processes and gaps to Initiative Owners
formulate a medium to long term plan to optimise functionality of the PeopleNet solution
Global HR & payroll options analysis and business case Business Sponsor TBC
• Determine scope and assess global HR and payroll system options – consider industry leaders
IT Sponsor TBC
such as SAP SuccessFactors
• Develop detailed business case IT Initiative Lead TBC
Global HR & payroll system implementation
• Implement selected system
• Decommission and transition legacy HR and payroll systems

<<Client>> Enterprise Architecture

Initiative 4 – Global Learning & Development

Initiative Description IT Drivers

Initiative Objective Implement a global learning and development solution such as SAP Workplace Performance Builder to IT simplification & Common platforms,
enable effective and innovative solutions for transferring knowledge within a rapid e-learning continuous intelligent data,
improvement advanced analytics
environment.
Relationship
Rationale (current • Disparate global learning and development solutions across the enterprise Optimised IT
management
state, gaps/issues, sourcing model
• Accelerate <<Client>>’s ROI of Global SAP roll-out with proven solution and platform for excellence
proposed target state) building training, support and process documentation
Uplift people
capabilities & adopt
Benefits / Value • SAP product suite - improved online training capability that track and alert individuals of common methods
training compliance by enabling <<Client>>’s workforce more effectively
• Improves the effectiveness and scalability of <<Client>>’s workforce enablement and adoption
• Ability to standardise and centralise the creation and deployment of training materials such as key Indicators
interactive simulations and tests, user documentation, context-sensitive help and on-the job support
materials Business criticality &
Medium
importance
Dependencies on other • Application Rationalisation & Decommissioning (proposed EA initiative)
initiatives • GEP Program (In-Flight) Benefits Medium

Planned / in-flight • GEP Program (In-Flight) Cost of initiative Medium

projects supporting
this initiative Technical complexity & risk Low

New projects SAP Workplace Performance Builder implementation Impact of change on business Medium
recommended • Develop detailed business case.
• Implement SAP Workplace Performance Builder Initiative Owners

Business Sponsor TBC

IT Sponsor TBC

IT Initiative Lead TBC

<<Client>> Enterprise Architecture

Initiative 5 – Lotus Notes Migration & Decommissioning

Initiative Description IT Drivers

Initiative Objective • Migration of Lotus Notes email and database platforms to Microsoft Outlook for email and Microsoft IT simplification & Common platforms,
continuous intelligent data,
Sharepoint for collaboration, integrated document storage and knowledge management improvement advanced analytics
• Decommission Lotus Notes applications and databases and remove Lotus Notes technology
completely from <<Client>>’s environment Relationship
Optimised IT
management
sourcing model
Rationale (current • <<Client>> currently operates a large number of Lotus Notes applications, databases and excellence
state, gaps/issues, collaboration platforms, with limited integration with other business applications and systems Uplift people
proposed target state) • Microsoft’s product suite has been assessed as the integrated, single communication and capabilities & adopt
collaboration platform for the enterprise which includes email and document repositories common methods

• The target state is to utilise the Microsoft suite of products including SharePoint, Yammer, Lync,
Exchange etc. to enable a consistent and supportable end-user experience
key Indicators
Benefits / Value • Deployment of an integrated and cost-effective solution for email, collaboration and document
storage and knowledge management Business criticality &
High
• Meet the growing demand for improved external and internal customer collaboration and importance
organisational agility across <<Client>>’s global operations
Benefits Medium
Dependencies on other • Unified Communication & Collaboration (UCC) - (In-Flight)
initiatives Cost of initiative Medium
• Chemicals Separation (In-Flight)
• IT Infrastructure Remediation & Optimisation (proposed EA Initiative) Technical complexity & risk Medium

Planned / in-flight • 776 - Lotus Notes - Certifier Migration (Prospective) Impact of change on business Medium
projects supporting • 1088 - IBM Domino/Notes 9 Upgrade (Prospective)
this initiative
• 1098 - Decommission EoL Domino 7 Servers (Prospective)
Initiative Owners
New projects Lotus Notes migration and decommissioning Business Sponsor TBC
recommended • Evaluate and source vendors / partners to assist with the Lotus Notes migration and transition
project. Identify and plan for dependencies with UCC and Chemicals separation initiatives IT Sponsor Larry Irwin
• Identify business units and processes impacted through engagement with business stakeholders IT Initiative Lead Donald Defoe
• Identify replacement applications for business processes currently supported by Lotus Notes
applications
• Execute migration of data and transition of functionality to designated applications or data stores
• Decommission legacy Lotus Notes applications and databases

<<Client>> Enterprise Architecture

Initiative 6 – Application Rationalisation & Decommissioning (1/2)

Initiative Description IT Drivers

Initiative Objective Rationalise and consolidate business and IT applications to simply the application architecture and IT simplification & Common platforms,
minimise duplication of application functionality and diversity of technologies and software vendors. continuous intelligent data,
improvement advanced analytics
Rationale (current • <<Client>> has operated under a ‘business primacy’ approach. This resulted in the evolution of
Relationship
state, gaps/issues, multiple legacy systems operating across the organisation globally and within different zones. Optimised IT
management
proposed target state) sourcing model
• Application rationalisation of legacy and disparate applications could identify commonalities to excellence
alleviate duplication, overhead costs and drive efficiency gains to align with GEP objectives. The
Uplift people
target state includes a standardised and integrated SAP-centric platform to support financial capabilities & adopt
transparency, customer centricity and manufacturing excellence. common methods

Benefits / Value • Reduce application maintenance, support and licencing costs

• Reduce number of point-to-point integrations and manual workarounds between applications
key Indicators
• Standardised data structure and business processes to enable operational effectiveness
Business criticality &
Dependencies on other • GEP Program (In-Flight) Medium
importance
initiatives • Chemicals Separation (TBC)
• Data Centre & Network Consolidation (proposed EA initiative) Benefits High

• IT Infrastructure Remediation & Optimisation (proposed EA initiative) Cost of initiative High

Planned / in-flight • Not Applicable Technical complexity & risk High
projects supporting
this initiative Impact of change on business High

New projects Application Rationalisation

recommended • Perform detailed assessment of identified legacy applications and supporting infrastructure for Initiative Owners
rationalisation and consolidation
• Develop detailed business case Business Sponsor TBC
• Prioritise and sequence applications for rationalisation and consolidation IT Sponsor Larry Irwin
• Assess contract and licensing impacts, associated risks, commercial savings and dependencies on
other initiatives IT Initiative Lead TBC

<<Client>> Enterprise Architecture

Initiative 6 – Application Rationalisation & Decommissioning (2/2)

Initiative Description

New projects • Develop detailed application and infrastructure rationalisation and consolidation approach for
recommended different application groups:
• ERP applications
• Finance & Accounting applications
• IT applications
• Other minor business applications
• Develop an integrated implementation plan, schedule and budget
• Develop management plans for dependencies between rationalisation projects such as AMS
transition and Chemicals separation
• Develop transition plans including data migration plans, cutover planning
• Execute planned application and infrastructure rationalisation and consolidation projects
• Perform business readiness assessments and manage business acceptance and change

Application Decommissioning
• Decommission legacy applications
• Archive required data
• Maintain and update central enterprise architecture repository
• Update / consolidate user guides, system support and technical documentation

<<Client>> Enterprise Architecture

Initiative 7 – Data Centre & Network Consolidation (1/2)

Initiative Description IT Drivers

Initiative Objective • Reduce the number of data centres globally and consolidate infrastructure hardware and networks IT simplification & Common platforms,
into designated managed data centres continuous intelligent data,
improvement advanced analytics
• Improve ICT hosting and network service delivery and capabilities
Relationship
Optimised IT
Rationale (current • Data Centre - 5 Data Centres <<Client>>-owned: Melbourne & BurnlFinprosys (common layer 2 management
sourcing model
state, gaps/issues, campus design) and Frankfurt, Denver and Gyttorp (independent, unique, legacy and business- excellence
proposed target state) owned). Gyttorp and Denver infrastructure is reaching end of life. Inconsistent approach to hosting
Uplift people
, a number of disparate application hubs managed directly by the business without ICT visibility and capabilities & adopt
transparency common methods
• Servers - Central SQL server environment at Melbourne campus. All server infrastructure is
<<Client>> owned or directly leased. No life-cycle management or capacity planning for business-
owned storage or server solutions outside Asia-Pacific key Indicators
• WAN - Fixed connection and satellite provided as managed service by Reliance, 375 sites under
management until Feb 2015. 192 other sites connected using a range of fixed and mobile Business criticality &
Medium
technologies importance
• LAN - Asia-Pacific: 210 edge LAN services with standard design and single hardware vendor Benefits High
EMEA/LA/NA - single hardware vendor, legacy service with no common design or cabling
standards Cost of initiative High
• Target state is to globally standardise all new or changed WAN implementations as fully managed
services, and globally standardise all LAN implementations and hosting services to reduce Technical complexity & risk High
complexity and optimise cost
Impact of change on business High
Benefits / Value • Enhanced infrastructure availability, capacity and flexibility
• Lower total cost of ownership of IT infrastructure
Initiative Owners
• Improved disaster recovery and business continuity capabilities

Dependencies on other • IT Infrastructure Remediation & Optimisation (proposed EA initiative) Business Sponsor TBC
initiatives • GEP Program (In-Flight) IT Sponsor Matt Gurrie
Planned / in-flight • 617 - Wifi - Global Infrastructure Upgrade (In-Flight) IT Initiative Lead Matthew Cooke
projects supporting • 785 - BurnlFinprosys Data Centre Upgrade (In-Flight)
this initiative
• 1313 - Upgrade Primary and Secondary ANZ Data Centre Storage and Server Capacity (In-
Flight)
• 1518 - DMZ - Virtual server for technical applications (Plan)

<<Client>> Enterprise Architecture

Initiative 7 – Data Centre & Network Consolidation (2/2)

Initiative Description

New projects Data centre network and consolidation options analysis

recommended • Develop go-to-market strategy for WAN, data centres, SAP storage and servers infrastructure
services, to align with GEP activities
• Identify requirements for advanced SAP hosting and storage as part of market engagement
• Develop detailed business case
Data centre network and consolidation
• ANZ – Decommission application hubs and consolidate to Melbourne Primary Data Centre as a
managed service
• APAC & Asia – Decommission application hubs and consolidate to Singapore as a managed
service
• EMEA – Decommission application hubs and consolidate to Frankfurt Primary Data Centre as a
managed service
• Latin America – Decommission application hubs as part of transition to Centralised Data Centre as
a managed service
• North America – Decommission application hubs and transition to Centralised Data Centre as a
managed service
• Long-term vision and strategy is to transition to a centralised data centres across the different
regions by adopting cloud based solutions to reduce costs and increase flexibility of infrastructure

<<Client>> Enterprise Architecture

Initiative 8 – IT Infrastructure Remediation & Optimisation

Initiative Description IT Drivers

Initiative Objective • Remediate IT infrastructure issues including replacing end-of life IT assets IT simplification & Common platforms,
continuous intelligent data,
• Optimise IT infrastructure scalability, flexibility and capacity through increased use of cloud improvement advanced analytics
computing services or data centre managed services
Relationship
Optimised IT
Rationale (current • Fixed connection and satellite provided as managed service by Reliance. 375 sites under management
sourcing model
state, gaps/issues, management until Feb 2015. 192 other sites connected using a range of fixed and mobile excellence
proposed target state) technologies
Uplift people
• Centralised DNS / DHCP Infrastructure using Alcatel Lucent QIP – 3 Locations , high availability capabilities & adopt
service design, centralised management and distributed processing common methods
• Infrastructure provided on a mix of physical appliance and VM virtual appliance solutions. SAP
infrastructure / UNIX hosting is virtualised on an IBM Pseries Hardware Platform
• Wintel server operating environments range from Windows Server 2000 –2012. Wintel server key Indicators
hosting is virtualised on a number of hardware platforms globally. Dell, HP, Cisco
Business criticality &
• The target state includes: 1) Globally standardise all new or changed WAN implementations as fully Medium
importance
managed services; 2) Globally standardise all LAN implementations, minimising design options to
reduce complexity; 3) Globally standardise global backup policies, storage capacity planning and Benefits High
lifecycle management
Cost of initiative High
Benefits / Value • Improve ICT infrastructure operational effectiveness and efficiency
• Cloud based infrastructure services enhances infrastructure availability, capacity and flexibility, and Technical complexity & risk High
improves disaster recovery and business continuity capabilities
Impact of change on business Medium
Dependencies on other • Data Centre & Network Consolidation (proposed EA initiative)
initiatives • GEP Program (In-Flight)
Initiative Owners
Planned / in-flight • 957 - Yarwun Site Security Video1 (AUYYAZA2) Server upgrade (In-Flight)
projects supporting • 1517 - Bontang - WAN Upgrade (In-Flight) Business Sponsor TBC
this initiative
• 1217 - Globalising IT Service Delivery - Event Management (EM) – (In-Flight) IT Sponsor Matt Gurrie
• 1617 - Implementation and Transition of Network and DC RFP – (Prospective)
IT Initiative Lead Matthew Cooke
New projects IT infrastructure service options and analysis
recommended • Assess cloud computing solutions to reduce costs and increase flexibility of infrastructure and
provision WAN / DC / SAP / Storage infrastructure components as a managed service for different
zone / region requirements

<<Client>> Enterprise Architecture

Initiative 9 – Enterprise Mobility Platform

Initiative Description IT Drivers

Initiative Objective • Integrate disparate mobility platforms and solutions into a single SAP Mobility Platform IT simplification & Common platforms,
continuous intelligent data,
• Uplift <<Client>>’s mobility capabilities and make more SAP functionality available on mobile improvement advanced analytics
devices
Relationship
• Enable staff to work more effectively and seamlessly from anywhere and at any time Optimised IT
management
sourcing model
excellence
Rationale (current • Fragmented mobile application development, operation and support across Corporate, R&D and IT
state, gaps/issues, teams. Mobile application user interfaces differs across <<Client>> Uplift people
proposed target state) • The target state is to provide a stable and integrated mobility solution to support core capabilities & adopt
business and IT services by replacing the current Kony mobility solution with SAP’s Mobility common methods
Platform

Benefits / Value • Holistic, enterprise-wide approach to mobility application development key Indicators
• Consistent mobility user experience globally
Business criticality &
• Improved organisational mobility capability to drive workforce productivity and effectiveness Medium
importance
Dependencies on other • GEP Program (In-Flight)
initiatives Benefits High
• Unified Communications & Collaboration (In-Flight)
• EU Track and Trace project led by Kevin Iverson (In-Flight) Cost of initiative Medium

Planned / in-flight • 586 - Ruggedised Devices Go to market and Service Creation (Plan) Technical complexity & risk Medium
projects supporting • 778 – MDM (Mobile Device Management) go to market, service creation and implementation
this initiative Impact of change on business Medium
(Prospective)
• GEP initiatives - (1) Create FIORI app for CATS timesheeting; (2) Implement SAP Work Manager
6.1; (3) Create Hybrid application to move Kony IS/PE application to SAP SMP 3.0 SP4; (4) Move
Initiative Owners
off Kony platform completely, including EU Track & Trace; (5) SAP business analytics on mobile

New projects Global SAP Mobility implementation Business Sponsor TBC

recommended • Implement SAP mobility platform to drive convergence of <<Client>>’s application and technology IT Sponsor Larry Irwin
roadmap for mobility applications as defined by GEP project and business requirements
IT Initiative Lead Chris Zeegers
Enterprise mobility strategy, policies and standards definition
(Applications) / TBC
• Define/update overarching enterprise mobility strategy, including mobile applications strategy (Personal IT)
• Define/update mobile application standards, policies, procedures and information security
• Define a global mobile application and technology architecture
• Leverage the GEP program to deliver components of the mobility strategy, policies and standards

<<Client>> Enterprise Architecture

Initiative 10 – Global IT Security Architecture

Initiative Description IT Drivers

Initiative Objective Enhance information security infrastructure and service delivery to protect the confidentiality and IT simplification & Common platforms,
integrity of information continuous intelligent data,
improvement advanced analytics
Rationale (current • Lack of globally consistent enterprise security and risk management framework towards
Relationship
state, gaps/issues, provisioning of application, information and infrastructure services Optimised IT
management
proposed target state) sourcing model
• All external facing firewalls managed and monitored by Symantec. There are 2 remote access excellence
services; Cisco VPN (legacy) and Juniper SSL. External DNS managed by Optus (no contract) and
Uplift people
Telstra. BMC Identify Management solution is approaching end of life. capabilities & adopt
• Target state includes: 1) Defining an overarching global enterprise security strategy and framework; common methods
2) Standardise global backup policies, storage capacity planning, lifecycle management, disaster
recovery and business continuity planning; 3) Replace BMC Identify Management and Remedy
IT Access Management with SailPoint ; 4) Replace Symantec with Microsoft ForeFront key Indicators
Benefits / Value • Reduce IT security risks and cost of security incidents and breaches
Business criticality &
• Secure, resilient and reliable application environment and technology infrastructure Medium
importance
• Confidential and sensitive information is protected
Benefits Medium
Dependencies on other • Application Rationalisation & Decommissioning (proposed EA initiative)
initiatives Cost of initiative Medium

Planned / in-flight • 1144 - Symantec Endpoint Protection Go-to-Market (Prospective) Technical complexity & risk Medium
projects supporting
this initiative Impact of change on business Low

New projects Global Enterprise IT Security Strategy

recommended • Define overarching Enterprise IT Security Strategy and Framework Initiative Owners
• Develop / update information and IT security and risk management process, controls, policies and
Business Sponsor TBC
standards.
• Define application, infrastructure and information security plan including segregation of duties, role- IT Sponsor Larry Irwin
based access, disaster recovery and business continuity planning
IT Initiative Lead David Vranes
IT Security upgrades and improvements
• Deploy SailPoint Identify Access Management to replace BMC Identity Management and Remedy
IT Access Management
• Assess and develop detailed business case to implement Microsoft Forefront to replace Symantec

<<Client>> Enterprise Architecture

Initiative 11 – Channels & Integration

Initiative Description IT Drivers

Initiative Objective Define an integrated channels strategy and integrate multiple channels into a standardised IT simplification & Common platforms,
architecture. Transition multiple integration methods and technologies to a common SAP technology continuous intelligent data,
improvement advanced analytics
Rationale (current • <<Client>> currently contains multiple sources of redundant customer and supplier data across
Relationship
state, gaps/issues, different channels due to fragmented integration methods and lack of governance Optimised IT
management
proposed target state) sourcing model
• A key focus of <<Client>>’s EA strategy is the adoption of a standard integrated and scalable excellence
technology platform that supports the demand for improved external and internal customer
Uplift people
centricity and supplier collaboration across <<Client>>’s global operations capabilities & adopt
common methods
Benefits / Value • Increase revenue through new channels with ability to up-sell and cross-sell products and
services
• Greater ability to interact and engage with customers and evaluate supplier performance
key Indicators
• Improve efficiency of delivery through the expanded use of common techniques and
frameworks Business criticality &
High
• Reduce delivery and support risks by moving all integration under a single point of control importance

Dependencies on other • GEP Program (In-Flight) Benefits High

initiatives
Cost of initiative High
Planned / in-flight • 762 - IREDES interface to Loadplus & Shotplus (In-Flight)
projects supporting Technical complexity & risk High
• 1168 - PI Pilot Integration (Prospective)
this initiative
• 1499 - CPP - Notes Integration (In-Flight) Impact of change on business High
• 1633 - Chemicals NZ EDI Projects (Prospective)

New projects Channel Integration Strategy & Implementation Initiative Owners

recommended • Develop <<Client>>’s global channels strategy and plan
Business Sponsor TBC
• Integrate multiple channels and enable capabilities such as business analytics, consolidated billing
and single view of customer through integration with CRM and SAP solutions to align with GEP IT Sponsor Larry Irwin
initiatives
Enterprise Application Integration IT Initiative Lead TBC

• Conduct due-diligence activities and endorse product selection

• Develop detailed business case
• Implement SAP / NetWeaver / Process Ochestration (PO) as the standards-based Enterprise
Application Integration (EAI) layer and integration framework to replace Sterling B2B Integrator and
other point-to-point interfaces

<<Client>> Enterprise Architecture

Initiative 12 – Global Track & Trace

Initiative Description IT Drivers

Initiative Objective • Transition from a number of disparate, highly customised Track and Trace (T&T) solutions to a IT simplification & Common platforms,
common, consistent T&T application platform that is flexible, scalable and easily supported to continuous intelligent data,
improvement advanced analytics
enable <<Client>> to better meet its compliance requirements.
Relationship
Rationale (current • <<Client>> currently faces on-going operational, maintenance and support challenges due to Optimised IT
management
state, gaps/issues, the complexities of multiple heavily customised Track and Trace solutions developed which sourcing model
excellence
proposed target state) includes SAP OER, SAP PI, OMS SAP ECC and Kony mobility components
Uplift people
• The target state is to engage and partner with SAP to develop a single common solution on a
capabilities & adopt
consistent platform that is flexible to meet different region’s compliance requirements, common methods
scalable and easily supportable

Benefits / Value • Consistent with <<Client>>’s “SAP First” principle to minimise diversification and maximise
consolidation key Indicators
• Simplify and standardise the Track & Trace solution architecture leading to lower cost to maintain
Business criticality &
and support High
importance
• Reduce the complexity and risk of supporting a heavily customised solution
Benefits Medium
Dependencies on other • GEP Program (In-Flight)
initiatives • Chemicals Separation (TBC) Cost of initiative High
• Enterprise Mobility Platform (proposed EA initiative) Technical complexity & risk High
Planned / in-flight • GEP Program (In-Flight) Impact of change on business Medium
projects supporting • Enterprise Mobility Platform (proposed EA initiative)
this initiative

New projects Global Track & Trace solution implementation Initiative Owners
recommended • Perform a Fit Gap analysis on current Track and Trace solutions to determine scope, requirements
Business Sponsor TBC
and functionality required across all regions
• Evaluate and assess implementation options IT Sponsor Ravi Ranade
• Develop detailed business case including benefits and costs IT Initiative Lead TBC
• Conduct sourcing process to engage SAP or an implementation partner to execute the
development and implementation of the Global T&T solution
SAP Mobility Platform implementation – Track & Trace component
• Leverage the Enterprise Mobility Platform EA initiative which transitions Kony/Sky mobility solution
to SAP Mobility platform to enable the mobility component of the Global Track & Trace solution

<<Client>> Enterprise Architecture

Appendices

<<Client>> Enterprise Architecture

APPENDIX A.1: <<CLIENT>> EA
CAPABILITY MODEL (1/5)

ARCHITECTURE SERVICE MANAGEMENT

LEADERSHIP & DIRECTION PERFORMANCE TEAM MANAGEMENT IT RISK & SECURITY ENGAGEMENT &
MANAGEMENT MANAGEMENT COMMUNICATION
Architecture Vision & Mandate Goals & Metrics Skills Profiling IT Risk Profiling EA Education & Promotion
Business Influence Benefits & Outcomes Tracking Training & Certification Compliance Management Communication & Delivery
Value Management Performance Measurement Resource Management Business Continuity Planning Stakeholder Engagement
Business Alignment Performance Reporting Communities of Practice IT Security Policy Market Engagement
Organisational Change
Architecture Operating Model Mentoring & Coaching
Mgmt

ARCHITECTURE SERVICE DELIVERY

ENTERPRISE LEVEL ARCHITECTURE ARCHITECTURE GOVERNANCE PORTFOLIO & INITIATIVE LEVEL SOLUTION LEVEL ARCHITECTURE
ARCHITECTURE
IT Strategy & Investment Planning Architecture Process Governance Baseline & Target State Blueprints SAP
Architecture Planning Architecture Content Governance Architecture Assessments Microsoft / UCC
Baseline & Target Arch Definition Architecture Deviation Management Architecture Requirements Mgmt Mobility
Solution Patterns Architecture Review Solution Design Authority Integration
Procurement & Contractor
Non Functional Requirements Effort & Cost Estimation Security
Governance

FOUNDATIONAL ARCHITECTURE CAPABILITIES

ARCHITECTURE STANDARDS DOMAIN PRINCIPLES & TOOLS & TEMPLATES KNOWLEDGE MANAGEMENT CHANGE MANAGEMENT
STANDARDS
Architecture Framework Business Architecture Document Templates EA Repository Tool Selection Change Management Policy
Architecture Processes Information Architecture Reuse Methods Meta Data Management SDLC Integration
Reference Models Application Architecture Position Papers EA Tool Administration Architecture Content Mgmt
Usage Patterns Technology Architecture EA Tools Standardisation Training & Onboarding
Design Conventions Integration Architecture Architecture Review Checklist
Best Practices & Guidelines Security Architecture

<<Client>> Enterprise Architecture

APPENDIX A.1: <<CLIENT>> EA
CAPABILITY MODEL (2/5)
Capability Area EA Capability Capability Description

Architecture Leadership & Direction Establishes a mandate for the EA function, appoints a leader, develops a compelling value proposition for the
Service • Architecture Vision & architecture team, and ensures an appropriate architectural team operating model is in place, including the assignment
Management Mandate of accountabilities to individuals. Includes:
• Business Influence • Defining how EA will assist the translation of <<Client>> strategy into an appropriate IT landscape and enabling
• Value Management business capabilities with technology solutions.
• Business Alignment • Driving, influencing and contributing to the business strategy, direction, and decision making.
• Architecture Operating • Understanding trends and managing expectations of the EA function.
Model • Linking EA value and activities to business vision, strategy, drivers, objectives, goals and plans.
• Developing and maintaining key artefacts, processes, KPIs, SLAs and OLAs that govern the execution of enterprise
architecture .

Performance Management Sets targets for the EA function and its members. Measures performance against targets and takes the appropriate
• Goals & Metrics action in order to deliver to the required performance levels. Includes:
• Benefits & Outcomes • Establishing the process for capturing, measuring and reporting on benefits and remediating missed performance
Tracking targets.
• Performance • Managing, monitoring and remediating the effectiveness of the EA function to ensure consistent value delivery.
Measurement • Measuring and reporting on both overall EA function and individual performance according to EA team goals,
• Performance Reporting business objectives and professional conduct, with remediation activity where required.

Team Management Assigns people to the EA function and ensures that thFinprosys are appropriately skilled and supported in order to be
• Skills Profiling effective in their roles, including on-boarding, assignment to communities of practices, training, certification, and
• Training & Certification mentoring and coaching. Includes:
• Resource Management • Classifying and developing EA skills and mapping skills development to career progression.
• Communities of Practice • Facilitating formal development of skills to enhance EA functional effectiveness.
• Mentoring & Coaching • Managing and allocating resources to projects, initiatives and work.
• Identifying the need for and executing recruitment.
• Promoting knowledge sharing amongst <<Client>>'s architecture community.
• Providing individual support to team members to develop technical and soft skills.

IT Risk & Security Management Ensures the EA function understands the risks that impact the organisation, and develops a security and business
• IT Risk Profiling continuity strategy in order to mitigate this risk to an acceptable level. Includes:
• Compliance Management • Identifying, registering, classifying and remediating risks relating to the enterprise architecture and governance
• Business Continuity functions.
Planning • Ensuring alignment of the EA function with <<Client>> policies, principles, standards and more broadly, vision and
• IT Security Policy strategy.
• Establishing an approach to ensuring continuous provision of business services.
• Developing and maintaining policy to govern risk management activities relating to the EA function.

<<Client>> Enterprise Architecture

APPENDIX A.1: <<CLIENT>> EA
CAPABILITY MODEL (3/5)
Capability Area EA Capability Capability Description

Architecture Engagement & Communication Keeps interested parties involved and informed about current activities. Aligns architecture activities to other methods
Service • EA Education & Promotion and professions, develops a stakeholder management model, and ensures architects have an awareness of
Management • Communication & Delivery organisational and cultural change. Includes:
• Stakeholder Engagement • Engaging proactively with wider <<Client>> enterprise to promote understanding of enterprise architecture
• Market Engagement objectives and providing assistance to business units to complete enterprise architecture-related tasks.
• Organisational Change • Involving senior management and business unit in the development of architecture content.
Management • Identifying and engaging with parties relevant to architecture work including addressing stakeholder concerns and
understanding objectives.
• Interacting regularly with third party service and product suppliers to ensure optimal enterprise architecture
service delivery to the business.
• Undertaking formal change impact assessment and implementing actions to minimise risks and potential issues.

Architecture Enterprise Level Architecture Use of architecture to determine an end-to-end target Enterprise Architecture and to develop roadmaps of change over
Service Delivery • IT Strategy & Investment a 3-5 year period to achieve that target. Architectures at this level will typically cross many change programs, or
Planning portfolios of change. Includes:
• Architecture Planning • Using EA to inform/execute the IT Strategy and to identify improvement opportunities to the way the organisation
• Baseline & Target Arch operates.
Definition • Planning the operation of the EA function to provide optimal business value and meet individual organisational unit
• Solution Patterns objectives.
• Non Functional • Defining starting-point architecture for modelling future developments and ideal end-state architecture which can
Requirements be used for definition of objectives.
• Defining, storing and updating reusable solution designs for implementation to meet future needs with
customisation as required. Defining, storing and updating overall properties of architectures which may be used to
determine if an architecture is functioning adequately.

Architecture Governance Use of architecture to make significant business and technology design decisions and address issues arising during the
• Architecture Process course of the project. Use of architecture reviews at pre-determined checkpoints to assess quality and compliance of
Governance project design, execution and to manage or mitigate necessary non-compliance. Includes:
• Architecture Content • Defining, updating and managing adherence to internal EA function processes. Defining and updating a standard
Governance approach to developing and presenting EA artefacts.
• Architecture Deviation • Governing the EA tool that captures architectural content to classify, retain, associate relationships, provide
Management analytics ability, and to enable effective management of Enterprise Architecture assets.
• Architecture Review • Managing and recording deviations from established architecture.
• Procurement & Contractor • Reviewing documented architecture for accuracy, consistency and quality.
Governance • Defining the approach and principles for procurement and defining the approach to and principles for the
management of contractor resources supporting enterprise architecture.

<<Client>> Enterprise Architecture

APPENDIX A.1: <<CLIENT>> EA
CAPABILITY MODEL (4/5)
Capability Area EA Capability Capability Description

Architecture Portfolio & Initiative Level Use of architecture to deliver large, cross-functional, multi-phase, multi-project change initiatives. Includes:
Service Delivery Architecture • Defining starting-point architecture for modelling future developments and ideal end-state architecture which can be
• Baseline & Target State used for definition of objectives
Blueprints • Assessing the architecture capability of defined organisational domains against objective criteria
• Architecture Assessments • Capturing, managing and assessing fulfilment of requirements regarding the architecture function
• Architecture Requirements • Establishing and operating an authority to assess solution designs for their architecture implications. Uses architecture to
Management assure the developed solution, and ensure that it is architecturally compliant through the different stages of a project
• Solution Design Authority implementation.
• Effort & Cost Estimation • Providing enterprise-level quality assurance and oversight, and conducting standards compliance and stage-gate
architecture reviews.
• Using an architecture approach to determining the effort and cost requirements of initiatives.

Solution Level Architecture Develops and maintains solution architectures to address documented business requirements while adhering to enterprise
• SAP architecture principles. Includes:
• Microsoft / UCC • SAP and direct interfacing applications
• Mobility • Microsoft solutions, Standard Operating Environment (SOE) and Unified Communications & Collaboration (UCC)
• Integration • Mobility solutions including SAP/Sky/Kony, SAP Fiori, handheld devices and device management
• Security • Integration solutions including SAP PI/PO and IBM Sterling Integrator
• Security solution architecture

Foundational Architecture Standards Provides standardised and re-usable best practice frameworks, models, processes, standards and patterns for the
Architecture • Architecture Framework development and use of EA within projects and for architecture governance and compliance. Includes:
Capabilities • Architecture Processes • Developing a framework to categorise architecture content that describe the enterprise architecture.
• Reference Models • Defining the process for approaching the definition, development and execution of EA in a structured and repeatable
• Usage Patterns manner.
• Design Conventions • Architecture reference models to articulate re-usable, best practice approaches, and patterns for adoption within
• Best Practices & projects.
Guidelines • Standards classification of architecture building blocks, such as standard software products and standard data
models, and standards for architecture representation and notation.

<<Client>> Enterprise Architecture

APPENDIX A.1: <<CLIENT>> EA
CAPABILITY MODEL (5/5)
Capability Area EA Capability Capability Description

Foundational Domain Principles & Standards Domain principles and standards guides decision making, strategic planning, development of target architectures and solution
Architecture • Business Architecture design. Includes defining domain-specific principles and standards relating to Business architecture, Information architecture,
Capabilities • Information Architecture Application architecture, Technology architecture, Integration architecture, and Security architecture.
• Application Architecture
• Technology Architecture
• Integration Architecture
• Security Architecture

Tools & Templates A set of deliverable templates with guidelines on how to populate them. Potentially including checklists, or other forms
• Document Templates of pre-population and clear quality criteria. Automation of the EA framework and methods using a standard set of tools
• Reuse Methods and infrastructure to support the work of architects. Includes:
• Position Papers • Developing standard document designs and defining standard presentation and formatting regulations for enterprise
• EA Tools Standardisation architecture artefacts and associated documents.
• Architecture Review • Outlining the EA function's position on organisational issues with potential EA impact.
Checklist • Identifying commonly used processes and tasks and developing tools and enablers to streamline these activities.
• Driving convergence around the EA tools used across the enterprise.
• Defining a checklist of actions to be undertaken as part of an architecture review.

Knowledge Management Publishing and organising architecture content, including information architecture for architecture content e.g. glossary,
• EA Repository Tool Selection taxonomy, meta-model and the capability and resource to perform knowledge management activities. Includes:
• Meta Data Management • Nominating enterprise architecture repository tools and enablers based on specific requirements, capability, cost and
• EA Tool Administration other considerations as required.
• Training & Onboarding • Defining and updating terms and concepts with specific enterprise architecture meanings and ensuring thFinprosys are
appropriately utilised.
• Managing the use of the selected enterprise architecture tool(s), including addressing commercial, technical and
organisational challenges.
• Developing and implementing materials to induct resources into the enterprise architecture function and embed
understanding of purpose and values.

Change Management Maintains solution alignment with target architecture and business value drivers though out organisational/business and
• Change Management Policy technology changes. Includes:
• SDLC Integration • Defining the enterprise architecture's approach to managing business and IT change.
• Architecture Content • Integrating the relevant software development lifecycle stages with enterprise architecture activities where relevant and
Management required to ensure achievement of enterprise architecture objectives.
• Maintaining the currency and accuracy of architecture content, including a policy on which content needs to be updated
and how, processes to update architecture content and assess its impact on other elements, integration with other
change processes and the capability and resource to perform configuration management activity.

<<Client>> Enterprise Architecture

APPENDIX A.2: <<CLIENT>> EA
MATURITY MODEL (1/3)
Maturity Rating
Capability
0 – None 1 – Initial 2 – Developing 3 – Defined 4 - Managed 5 - Optimised
Dimension
• No EA strategy. • Little or no recognised use of EA • Architecture roadmaps are a • EA is integrated with capital • Capital planning and investment • EA strategy, roadmaps and
in strategic planning. basis for selection and planning and investment control are adjusted based on principles are used to guide IT-
• No alignment
prioritisation of capabilities in a control. ongoing EA development work. related business decision
between EA and • EA used in planning only on
small number of projects or making.
business/IT individual projects. • IT sourcing strategy is directed • Periodic re-examination of
business functions.
strategies and by EA and includes compliance alignment of EA strategy with • EA is used to drive business
Strategy & • Minimal or implicit linkage of EA
objectives • Impact of EA on overall to EA principles and standards. business drivers occurs. continuous improvement.
Organisational to business strategies or
business drivers. <<Client>> strategic plans is • Architects are active • Architecture roadmaps guides • Business planning leverages
Alignment minimal.
participants in the strategic the strategic planning process architecture principles and
• EA linkages to business planning process. for the business. roadmaps to enable efficiency,
strategies or business drivers in agility and differentiation of
• Prioritisation of projects utilises • Architecture roadmaps are
some business functions. <<Client>> business operations.
architecture principles and updated based on outcomes of
roadmaps. the strategic planning process.

• No architecture • No recognisable architecture • Architecture roles and • The EA team is well established, • EA governs most IT • Explicit EA governance over all
governance governance practices. Any responsibilities are assigned with formalised roles and investments, procurement and IT investments. No unplanned IT
practices. existing governance approach is and work is underway. organisational position within IT sourcing decisions. Formal investments or sourcing activity.
ad-hoc and up to the individual and within projects. processes exists for managing
• No defined • Some formal architect positions • Senior management
project team. deviation from EA strategy.
accountability are established within projects • Architecture principles, decision involvement in optimising EA
and • There are no recognised EA or IT organisation. rights, governance boards, and • The EA team covers a wide process improvements and
responsibility roles and responsibilities. governance processes are spectrum of responsibilities, governance.
• Architecture review is a
Governance, for EA. Architects are generally defined and consistent across from data architecture to
recognised and established • Architecture governance
embedded within project teams. <<Client>>. Accountabilities are business strategy.
Accountability criterion for project approval, includes the services and
clearly documented and
& although not universally • The business participates in components provided by the
transparent.
Responsibility followed. developing, communicating and extended <<Client>>
• Architecture is evaluated enforcing architecture principles enterprise. Governance process
• Governance of a few
throughout the project cycle and decision making through is lean and flexible as well as
architectural standards and
and at all levels (e.g. governance boards. efficient and effective.
some adherence to existing
standards. conceptual, logical, technical • The architecture governance • The business monitors the
and physical). Projects which processes extend to strategic effectiveness of the governance
do not adhere to the planning and portfolio process for continuous
architectural direction are given management. improvement.
a "no go" decision.

<<Client>> Enterprise Architecture

APPENDIX A.2: <<CLIENT>> EA
MATURITY MODEL (2/3)
Maturity Rating
Capability
0 – None 1 – Initial 2 – Developing 3 – Defined 4 - Managed 5 - Optimised
Dimension
• No enterprise • EA processes, documentation • Basic EA vision, principles, • EA process is well defined and • Unified architecture process • Feedback on architecture
architecture and standards are localised or process, business linkages, largely followed. Business and across technologies or business process from all business units
policies, plans, ad hoc. baseline and target IT management actively processes. is used to drive continuous
processes & architectures are documented. supports EA standards. architecture process
• Architecture planning is project- • EA documents are frequently
standards improvements.
specific, focusing on required • EA framework includes • EA framework is adopted across reviewed against the latest
exists.
deliverables of the project. templates and models for all business functions and architecture developments/ • EA framework includes
Architecture planning is at best process, systems and data projects at conceptual, logical, standards. information and process models
ad-hoc and informal. architectures. These templates technical, and physical level for and templates to define, plan
• Business, data, application and
are widely adopted, and most services and capabilities. and manage architecture for the
• Little or no adherence to technology architectures are
existing standards. complete models are available whole global <<Client>>
• The process models and defined by appropriate
across many business units and business.
templates are also defined for standards.
• Templates and models to projects
various architecture • The EA vision and roadmap
describe process, systems and • EA framework includes
Policies, Plans, • EA vision and roadmap is management activities, such as includes capabilities for the
data architecture exist but are information and process models
developed and published architecture planning, broader enterprise. The EA
Processes & not widely used. There is little for all aspects of <<Client>>
typically for selected areas (i.e. architecture review etc. Some vision and roadmaps are jointly
Standards or no adoption across the such as business capabilities
enterprise or projects. infrastructure, application or areas, such a IT security may developed by business and IT,
and functions, business process
data). have specific templates. and are widely accepted and
integration and interaction.
used across the enterprise
• The EA vision and roadmap is • EA vision and roadmap for all IT • Architecture vision and roadmap
primarily focused on technology areas, services or capabilities • Architecture planning
is developed and published for
and/or physical implementation. are defined and maintained on a anticipates and responds to
business and technical areas or
regular basis. Plans extend changes in business, industry
• Architecture standards exist, services. Architecture planning
bFinprosysond technology into and technologies.
but are not necessarily linked to is aligned with the business
data and business process.
target architecture. cycle. Architecture vision and
• Architecture planning process is roadmaps are aligned to
defined and considers business business objectives (e.g.
context. The EA roadmap is commonality, agility), and widely
accepted and used by decision accepted and used in IT and
makers. major business functions.

• No enterprise • Limited EA skills and expertise • Limited architecture training and • EA skills matrix and training • Formal EA training and • EA learning and development is
architecture across <<Client>>. development. program defined. education programs established continuously improved and
capability. and supported by online/computer
• Training and education depends • EA skills and roles required are • EA team has been adequately
based tools.
• There is no on individual efforts or is ad hoc. partially defined but not all EA staffed with appropriate skills • EA skills are regularly assessed
recognised roles have been filled. and expertise in required EA and are proactively developed • A global EA centre of excellence
Skills, • EA skills have not been formally
architecture domains. in advanced architecture has been established to
Expertise & identified or defined. • Critical EA skills are dispersed
training. practices. leverage critical EA skills across
across the organisation and • Some architects have broad
Training <<Client>>.
often found in project teams perspective across the • Architecture is developed as a
only. organisation. Industry practices profession with formal • Architects have industry
and approaches are used in assessment, career progression certifications and influence
• Existing EA skills and expertise
skills definition and and certification programmes. industry direction.
require additional up-skilling and
development.
development.

<<Client>> Enterprise Architecture

APPENDIX A.2: <<CLIENT>> EA
MATURITY MODEL (3/3)
Maturity Rating
Capability
0 – None 1 – Initial 2 – Developing 3 – Defined 4 - Managed 5 - Optimised
Dimension
• No enterprise • Architecture content are • Architecture content are • All architecture content are • Architecture definition, • Architecture process are agile
architecture tools defined and managed on an ad- catalogued and maintained in managed, version controlled assurance and products and adaptable to the business
exists. hoc basis and only within the shared document repositories. and accessed using defined management processes are operating model, complexity,
context of a project. content management defined and integrated across scope and structure of the
• Architecture definition and
processes and standardised EA the whole of <<Client>>. work.
• Use of EA tools is ad hoc and design processes are
tool/repository.
Tools, limited to basic tools such as established and used across • Content management • Architecture processes and
MS Visio. projects. • Processes are defined for the processes and tools are content management tools are
Automation &
entire architecture lifecycle integrated into and coordinated extended to address the needs
Content • EA documents are updated
management and are with solution or service design, of external organisations.
Management periodically.
repeatable across <<Client>>. development, delivery and • Changes to EA definitions and
• EA content are specific to support processes.
• EA documents are updated content are automatically
individual projects/solutions and
limiting its reuse. regularly and are re-useable • EA documents are updated on a cascaded through related EA
across multiple projects and regular cycle to reflect the content automatically using a
business contexts. updated EA. sophisticated EA
tool/repository.

• No awareness or • Limited management team • Management is aware of EA • EA process, purpose and value • EA process, purpose and value • Awareness and communication
understanding of awareness or involvement in process, purpose and value. is communicated to IT staff and is globally accepted across of EA process, purpose and
EA. the architecture process. business management. <<Client>>. value is continuously improved.
• key business stakeholders are
• No • Little communication exists identified and informed of key • Senior management team is • Stakeholders across <<Client>> • Stakeholders list is dynamic e.g.
communication about the EA process and its architecture decisions. aware and supportive of EA. are pro-actively and regularly people can self select and
about EA function, purpose and value. identified, consulted and subscribe or participate in their
• Basic communication processes • Business stakeholders for all
Awareness & services, benefits informed. A stakeholder list with area of interest.
• Communications regarding EA established, typically through architecture components and
Communicatio etc.
principles, design and trade- meetings. business processes are roles and responsibilities is • Communication and
n published and maintained,
offs, if any, happen only within identified, consulted and collaboration process and tools
a project or specific business informed on a regular basis. • EA communication is in the are monitored and for
function. context and language of the effectiveness and continuously
• Communication channels for
stakeholder. Stakeholder improved.
architecture decisions are
standardised and documented. feedback is acted upon
promptly and multiple channels
are used for communication.

• No enterprise • The effectiveness and value of • The effectiveness and value of • The effectiveness and value of • The effectiveness and value of • EA has a measurable business
architecture EA is not understood or defined. EA is defined and measured. EA is defined, estimated and EA is measured, validated, and impact in terms of business
performance At best, it is considered within The metrics may include cost measured at portfolio and communicated explicitly. outcomes such as business
metrics or the context of a single project. reduction, time reduction, individual project level. innovation, business models,
• The value of EA is measured
measurement. Architecture value, if any, is number of architecture reviews and top-line growth.
• The impact of EA is understood jointly with the business using
Metrics & reflected in project required. EA value is generally and reflected programme business objectives and • Measures are in place to
performance to scope, quality, understood during budgeting
Performance metrics (e.g. scorecard) for the functional metrics. validate the value of EA to
budget and timing. process.
Measurement architecture function, such as <<Client>> as changes are
• The metrics may include cost of
cost, standardisation, reuse, implemented.
change, time to market of new
project delivery time, services or products, new • EA value metrics and processes
stakeholder satisfaction.
capabilities, and change in are continuously improved and
business processes. optimised jointly with the
business.

<<Client>> Enterprise Architecture

APPENDIX A.3: DETAILED EA
MATURITY RATINGS (1/3)

Architecture Service Management

1
Identify Leadership & Performance Team
Direction Management Management
EA capability maturity assessment approach drivers for EA Strategy &
Organisational Strategy & Strategy &
Alignment Organisational Organisational
5 Alignment Alignment
5 5
2 Metrics &
Performance
4
3
Governance,
Accountability & Metrics & 4 Governance, Metrics & 4 Governance,
Performance Accountability & Performance Accountability &
Measurement Responsibility 3 3
Identify EA 2 Measurement
2
Responsibility Measurement
2
Responsibility

capabilities 1
1 1
0
required Awareness &
Policies, Plans,
Processes &
0
Policies, Plans, Awareness &
0 Policies, Plans,
Communication Awareness & Processes &
Standards Processes & Communication
Communication Standards
Standards

3
Determine Tools &
Automation
Skills, Expertise
& Training Tools & Skills, Expertise Tools & Skills, Expertise
Automation & Training
current and Automation & Training

target EA Strategy & Strategy &

maturity Organisational Organisational
Alignment Alignment
5 5
Governance,
4 Metrics & 4
Accountability
Metrics &
Performance
4 Governance,
Accountability &
Performance 3 3
&
Identify gaps Measurement
2 Responsibility
Measurement
2
Responsibility

and 1 1
0 0
opportunities Awareness &
Policies, Plans,
Awareness &
Policies, Plans,
Processes & Processes &
Communication Communication
Standards Standards

5 Skills,
Define EA Tools &
Automation
Expertise & Tools &
Automation
Skills, Expertise
& Training
Training
capability
development IT Risk & Security Engagement &
roadmap Management Communication

Current State Target State

<<Client>> Enterprise Architecture

APPENDIX A.3: DETAILED EA
MATURITY RATINGS (2/3)

Architecture Service Delivery

1
Identify Enterprise Level Architecture
Architecture Governance
EA capability maturity assessment approach drivers for EA Strategy & Strategy &
Organisational Organisational
Alignment Alignment
5 5

2 Metrics & 4 Governance, Metrics & 4 Governance,

Performance Accountability & Performance 3 Accountability &
3
Identify EA Measurement
2
Responsibility Measurement
2
Responsibility

capabilities 1 1
required 0
Policies, Plans,
0
Policies, Plans,
Awareness & Awareness &
Processes & Processes &
Communication Communication
Standards Standards

3
Determine Tools & Skills, Expertise
Tools & Skills, Expertise
current and Automation & Training Automation & Training

target EA
maturity Portfolio & Initiative Level Solution Level
Architecture Architecture
4 Strategy &
Organisational
Strategy &
Organisational
Alignment Alignment
Identify gaps 5 5
and Metrics & 4 Governance, Metrics & 4 Governance,
Performance Accountability & Performance Accountability &
opportunities Measurement
3
Responsibility Measurement
3
Responsibility
2 2
1 1

5 0
Policies, Plans,
0
Policies, Plans,
Define EA Awareness &
Communication
Processes &
Awareness &
Communication
Processes &
Standards Standards
capability
development
Tools & Skills, Expertise Tools & Skills, Expertise
roadmap Automation & Training Automation & Training

Current State Target State

<<Client>> Enterprise Architecture

APPENDIX A.3: DETAILED EA
MATURITY RATINGS (3/3)

Foundational Architecture Capabilities

1
Identify Architecture Domain Principles & Tools &
Standards Standards Templates
EA capability maturity assessment approach drivers for EA Strategy &
Strategy & Strategy &
Organisational Organisational
Organisational
Alignment Alignment
5 Alignment
5 5
2 Metrics & 4 Governance,
Metrics & 4 Governance, Metrics & 4 Governance,
Performance 3 Accountability & Performance Accountability &
Performance Accountability & 3
Identify EA Measurement
2
Responsibility
Measurement
3
Responsibility Measurement
2
Responsibility
2
capabilities 1
1 1
required 0
Policies, Plans, 0 0
Policies, Plans,
Awareness & Policies, Plans,Awareness &
Processes & Awareness & Processes &
Communication Processes &Communication
Standards Communication Standards
Standards
3
Determine Tools & Skills, Expertise
Tools & Skills, Expertise Tools & Skills, Expertise
Automation & Training
current and Automation & Training Automation & Training

target EA
maturity Knowledge Change
Management Management
Strategy & Strategy &
4 Organisational
Alignment
Organisational
Alignment
5 5
Identify gaps Metrics & 4 Governance, Metrics & 4 Governance,
and Performance 3 Accountability & Performance
Measurement
3 Accountability &
Responsibility
Measurement Responsibility
opportunities 2 2
1 1
0 0
Policies, Plans, Policies, Plans,
Awareness &
5 Awareness &
Communication
Processes & Communication
Processes &
Define EA Standards Standards

capability
Tools & Skills, Expertise
development Tools &
Automation
Skills, Expertise
& Training Automation & Training
roadmap
Current State Target State

<<Client>> Enterprise Architecture

APPENDIX B.1: <<CLIENT>>
ENTERPRISE ARCHITECTURE
PRINCIPLES (1/4)
Technology IT Principles Data Principles
Principles
Strategic enterprise
suite-based solutions Commoditise and Outsource Compliance with law
first

Data is accessible and

Reuse before extend available
before buy before build Adopt over Adapt

Data is traceable

Simplify and standardise Plan & Govern Global, Deliver Local

Data security and privacy

Availability, reliability Minimise Diversification, Maximise

and serviceability Consolidation Data ownership

Single data entry with

Scalability and flexibility Strategic Value over Low-Cost options quality

Data is consistently defined

Innovative, sustainable Consistent use of Common Processes and and structured
and modern solutions Tools
Single view / source of
quality data
Business driven
Single ‘Face of IT’ Toward the Business
technology solutions Global master data
management

Security risks are Align Resources Capability to Role Unified reporting and
considered Requirements analysis

<<Client>> Enterprise Architecture

APPENDIX B.1: <<CLIENT>>
ENTERPRISE ARCHITECTURE
PRINCIPLES (2/4)
A set of guiding IT principles to inform IT decision making and ways of working were defined as part of the IT Strategy:

IT Principles Implications
• Local coverage is an important element to meet the demand at its source and improve intimacy with the business.
Plan & Govern Global, Deliver
• Alleviate the business tendency to look elsewhere/external for IT services
Local
• Consolidate resources where roles require regular interaction to deliver the required outcome

Consistent use of Common • Use common methodologies, tools and standards to deliver IT services
Processes and Tools • Institutionalise compliance to processes by implementing global governance of IT

• Pragmatic adoption of proven best practices avoids “re-inventing the wheel”

Adopt over Adapt
• Standardise the way IT processes and services are delivered

• Structure the operating model to clearly differentiate between core services and commodity services .
Commoditise and Outsource
• Outsource commodity services to deliver cost efficiencies

• Look for global strategic partnerships to help deliver services across the geo-spread; leverage on vendor’s coverage vs. in-house
Strategic Value over Low-Cost coverage
options
• Improves the standard of service stemming from a partnership approach as oppose to a cost-driven transactional exercise

• SAP First - Utilise the chosen enterprise platform, where possible, to deliver integrated and consistent solutions across the
Minimise Diversification, business
Maximise Consolidation
• Leverage existing investment - reuse before buy, buy before build

• Drives a consistent experience across the business based on standard set of services
Single ‘Face of IT’ Toward the
• Single point of accountability and empowerment for end to end delivery of outcomes
Business
• Provide clear visibility and set expectations with business around IT service delivery

Align Resource Capability to • Ensure resources are actively allocated to roles thFinprosys have demonstrated capability and possess the right experience
Role Requirements • Investment in necessary skills training

<<Client>> Enterprise Architecture

APPENDIX B.1: <<CLIENT>>
ENTERPRISE ARCHITECTURE
PRINCIPLES (3/4)
Technology Principles Description
• “SAP first” or “Why not SAP?” – Wherever possible, prefer a solution from the SAP suite of products over other solutions.
• Off-the-shelf enterprise suite-based packages are preferred over customised best-of-breed software packages.
Strategic enterprise suite- • Consider the strategic, long-term objectives and TCO when choosing a solution, and wherever possible choose strategic solutions over
based solutions first tactical to better achieve an integrated and consistent IT environment.
• Solutions which deviate from the “SAP first” and off-the-shelf enterprise suite-based principle, i.e. tactical solutions, must demonstrate
in the business case the technical implications, and cost of future effort required to align back with the Enterprise Architecture
roadmap.
Reuse before extend before • Adopt existing solutions rather than adapting existing solutions or introducing new solutions to minimise technical diversity and
buy before build customisation. This will optimise the longer-term cost to support, maintain and upgrade solutions.

• Introduction of new solutions should simplify and standardise the technology environment, consolidating applications, databases and
infrastructure where possible.
Simplify and standardise
• Common integration solutions, technologies and approaches should be used.
• Use common methodologies, tools, standards and processes to deliver IT solutions across the enterprise.

Availability, reliability and

• Solutions must achieve a level of availability, reliability and serviceability in line with the business criticality and requirements.
serviceability

• Provide a flexible platform to support ongoing changes in the business and effective integration of new business initiatives (e.g. Mobile
Scalability and flexibility Computing, SaaS, Outsourcing).
• Adopt cloud based solutions to increase flexibility of IT infrastructure and capability to deliver greater value to the business.

• Technology solutions are innovative and apply modern approaches that enable more effective ways to meet business demand and
Innovative, sustainable and requirements.
modern solutions • Adopt cloud based solutions to optimise costs and drive optimum operational efficiency (e.g. Outsource commodity services to leverage
vendor scale to focus on core services imperatives).

Business driven technology • Introduction of new technology solutions or changes to current systems and environments must have clear business benefits and
solutions requirements.

• Security policies should drive the implementation of technical security controls.

• The selection of controls will be based on a risk analysis and management decision.
Security risks are considered
• Technology environment will maintain a level of security that is commensurate with the risk and magnitude of the harm that could result
from the loss, misuse, disclosure or modification of information.

<<Client>> Enterprise Architecture

APPENDIX B.1: <<CLIENT>>
ENTERPRISE ARCHITECTURE
PRINCIPLES (4/4)
Data Principles Description
• Enterprise information management processes, policies and standards must comply with all relevant global and local laws, policies, and
Compliance with law
regulations

Data is accessible and available • Quality data is available and accessible to enable users to perform their functions

• Data is traceable and understand the lifecycle of the data, from source to end point
Data is traceable
• Data integrity is maintained when compared to the source
• Data is an asset that has value to the enterprise and is managed accordingly
Data security and privacy • Data is protected from unauthorised use and disclosure. In addition to the traditional aspects of national security classification, this
includes, but is not limited to, protection of pre-decisional, sensitive, source selection-sensitive, and proprietary information

• Data owners are accountable for the quality and accuracy of the data across the enterprise
Data ownership
• Data owners are accountable and responsible for establishing data policies and guidelines

• A specific piece of data with the required quality will be created only once within the information systems, as close as possible to the
Mandate single data entry with
moment of the business event which gave rise to it. This does not preclude storage of the data in multiple locations for purposes of
quality
efficient use
• Information, data and its metadata are consistently defined and structured through an Enterprise Data Model
Data is consistently defined and • Data definitions and vocabulary are easy to comprehend and published to all users
structured • Calculations, terms, definitions and business rules defined and approved by the business for the business and to be used by the entire
business
• Provide a single, clearly defined and authoritative view / source of quality data across the enterprise
Single view / source of quality • Provide consistent, controlled information sources to meet functional system requirements, enable business management information
data and performance management through a single source data, integration method and framework
• Share data through a single consolidated repository for both source and generated data
Global master data
• Manage hierarchies and reference data to support systems through master data management
management
• Provision a unified reporting and analysis layer supported by robust information governance to enable agile and informed decision
Unified reporting and analysis making in a timely manner
• Standardise an IT platform to drive business analytics, intelligence and data collaboration

<<Client>> Enterprise Architecture

APPENDIX B.2: ENTERPRISE
ARCHITECTURE PROCESS (1/2)

Enterprise Architecture Process

1. Define Enterprise Architecture Vision, Strategy & Principles

1.1 Define EA Vision 1.2 Define EA Strategy 1.3 Define Architecture Principles

2. Define and manage 3. Develop architecture 4. Define opportunities 5. Manage EA Knowledge

architecture requirements content & implementation roadmap & Content
3.1 Develop Enterprise
2.1 Manage Architecture Level Architecture 4.1 Identify 5.1 Manage EA
Requirements Opportunities & Solutions Knowledge
3.2 Develop Portfolio &
Initiative Level
Architecture
2.2 Define Architecture 5.2 Develop EA Tools &
4.2 Plan implementation
Standards 3.3 Develop Solution Templates
Level Architecture

6. Manage Architecture Services

6.1 Manage 6.5 Manage EA
6.2 Manage EA 6.4 Manage IT Risk &
Architecture 6.3 Manage EA Team engagement &
Performance Security
Operating Model communication

7. Govern Enterprise Architecture

7.1 Govern Enterprise Architecture 7.2 Manage EA Change

<<Client>> Enterprise Architecture

APPENDIX B.2: ENTERPRISE
ARCHITECTURE PROCESS (2/2)
Enterprise Architecture Process Overview

1. Define Enterprise Architecture Vision, Strategy & Principles – Involves developing a high-level description of the baseline and target
architectures, covering the business, information, data, and application and technology domains and providing the sponsor with the
required tools to sell the benefits to stakeholders within the enterprise. It also involves defining how the new capability will meet
enterprise goals and strategic objectives and address stakeholder concerns when implemented

2. Define and manage architecture requirements – Involves identifying and managing the requirements for enterprise architecture

3. Develop architecture content – Defining detailed current and target architectures for the business, information, data, application and
technology domains

4. Define architecture opportunities & implementation roadmap – This process involves rationalizing the gaps between baseline and
target architectures, taking both a business and a technical perspective, and logically grouping them into project work packages. This is
a collaborative effort with key enterprise stakeholders from business and IT to assess the enterprise's transformation readiness, and
identify opportunities, solutions and all implementation constraints

5. Manage EA Knowledge & Content – This process involved publishing and organising architecture content (e.g. glossary, taxonomy,
meta-model, capability and resource to perform knowledge management activities). It also includes developing deliverable templates,
checklists for architecture reviews, and the automation of the EA framework and methods using a standard set of tools and
infrastructure to support the work of architects

6. Manage Architecture Services – This process involves developing a mandate for the EA function, a compelling value proposition for
the architecture team and setting up the operating model, putting in place KPIs and takes the appropriate action in order to deliver to the
required performance levels. Assigns people to the EA function and ensures that thFinprosys are appropriately skilled and supported in
order to be effective in their roles, including on-boarding, assignment to communities of practices, training, certification, and mentoring
and coaching.

7. Govern Enterprise Architecture – This process involves maintaining solution alignment with target architecture and business value
drivers though out organisational/business and technology

<<Client>> Enterprise Architecture

APPENDIX B.3: ENTERPRISE
ARCHITECTURE CONTENT
FRAMEWORK
Architecture Principles, Vision and Requirements The EA Content Framework defines a set of entities
Enterprise Architecture Principles Architecture Vision that allow architectural concepts, artefacts and
Business Strategy & Business Principles, content to be captured, stored, filtered, queried,
Technology Principles Data Principles Architecture Vision Stakeholders
Technology Strategy Objectives and Drivers
and represented in a way that supports
consistency, completeness, and traceability.
Architecture Requirements
• Architecture Principles, Vision, and
Requirements Constraints Assumptions Gaps
Requirements artefacts are intended to capture
the surrounding context of formal architecture
Business Architecture Information Systems Architecture Technology models, including general architecture principles,
Architecture strategic context that forms input for
Data Application
Motivation architecture modelling, and requirements
generated from the architecture.
Drivers Goals Objectives Measures
Data Entities
Information System
Platform Services • Business Architecture artefacts capture
Services
architectural models of business operation,
looking specifically at factors that motivate the
Organisation
enterprise, how the enterprise is organisationally
Logical
structured, and also what functional capabilities
Logical Data Logical Application
Organisation Units Locations Actors, Roles
Components Components
Technology the enterprise has.
Components
• Information Systems Architecture artefacts
Function
capture architecture models of IT systems,
looking at applications and data.
Physical
Business, Services, Physical Data Physical Application
Processes, Events, Technology
Contracts, Service
Controls, Products
Functions Components Components
Components • Technology Architecture artefacts capture
Qualities
procured technology assets that are used to
implement and realise information system
solutions.
Architecture Realisation

Opportunities, Solutions, and Migration Planning Implementation Governance

• Architecture Realisation artefacts capture
Knowledge & change roadmaps showing transition between
Architecture
EA Capabilities
Initiatives
Architecture Roadmap Standards & Guidelines Tools & Templates Change architecture states and binding statements that
Management
are used to steer and govern an implementation
of the architecture.

<<Client>> Enterprise Architecture

APPENDIX B.4: MARKET SCAN
OF EA REPOSITORY TOOLS
(1/2)
Vendor / Product Strengths Cautions
Mega • Mega has a clear identification and understanding of stakeholder expectations • Mega is a rigorously run organization with a strong management
Mega Suite across the entire organization. This enables it to manage information that team and excellent resources in many key roles. Its strategy on
provides business value across this spectrum of stakeholders. retaining resources and providing recognition and incentives
• Mega uses the Holistic Operational Excellence (HOPEX) platform, a Web-based makes it a good candidate for acquisition.
integrated platform that includes EA, GRC, and application portfolio management, • Federated organizations can be handled using several methods
and delivers an integrated set of solutions that deliver operational excellence for in the Mega Suite. As a result, potential customers must
organizations facing complex integration issues with business and technology. understand how thFinprosys want to implement it in their
The platform enables organizations to use assessments, campaigns and organization, by articulating specific use cases.
survFinprosyss, and to base business-technology decisions on business
performance results expressed by a variety of business stakeholders.
• Mega consistently integrates industry best practices in many aspects of its
product offering. One example is the Object Management Group's Meta Object
Facility (OMG MoF 2)-compliant repository that provides underlying support for
the reporting and decision-making capabilities by adding any object/relationship
type to the metamodel and making it available to end users for query and
reporting. Another example is the rich out-of-the-box modeling capabilities. Both
demonstrate the rigor Mega applies to its product and to the company.

SAP • The SAP approach to EA sets it somewhat apart from the other vendors in this • Although SAP has strong information architecture functionality,
SAP PowerDesigner research. Its focus is on data and information, resulting in an in-depth approach it may not provide the rich functionality required for a mature EA
to information modeling and architecture that is unsurpassed in the EA tool team in terms of dashboards and visualizations that include the
marketplace. Clients that need this functionality are well-advised to look at this other architecture viewpoints. Generating output from the tool
product, especially because of its integration with other EA tools. to enable decision making is not handled natively in a user-
• SAP Sybase PowerDesigner EnterpriseArchitect is fully integrated into the SAP friendly manner. Data must be exported into a spreadsheet or
family and enjoys the same level of commitment, marketing and sales support as report writer tool and formatted as desired. Some "export to
the rest of the SAP products. SAP's EA consultants will use this product in their Excel" examples are provided.
consulting engagements, which illustrates an approach consistent with the "SAP • The benefits of SAP are primarily recognized through a specific
runs SAP" marketing efforts. configuration to meet clients' needs. Potential buyers must be
aware of this and plan for the time and monFinprosys required
to achieve such a configuration.

Source: Gartner Magic Quadrant for Enterprise Architecture Tools

<<Client>> Enterprise Architecture

APPENDIX B.4: MARKET SCAN
OF EA REPOSITORY TOOLS
(2/2)
Vendor / Product Strengths Cautions
Software AG • Software AG has complemented the Aris product with the Aris MashZone • Since the acquisition of alfabet in June 2013, customers should
Aris product to enable information sharing with senior business stakeholders via strive to understand how the alfabet product will be positioned.
dashboards. • Some Software AG products can be challenging to use without
• Software AG is well-known for its long-standing, solid participation in the the assistance of the company's consulting practice. Potential
business process analysis (BPA) market, and for its rich modeling and analysis customers should understand that implementing these complex
capabilities. This makes it well-suited for organizations that want to use the solutions likely will require consulting services, and should
same tool for EA and BPA. consider the cost and effort required.
• Software AG has understood the impact of the digital organization challenges
and plans to engage with business consultants to ensure its approach is more
business-based in the future.
• Software AG has acquired alfabet, which also participates in the EA tool market.
The potential synergy of these two offerings may provide the market with some
interesting alternatives.

OpenText • The ProVision product is positioned primarily as a business architecture tool for • Since acquiring Metastorm in 2011, OpenText has made a strong
OpenText delivering business transformation, such as large ERP implementations, mergers effort to distance the product from the EA discipline and focus it
ProVision and acquisitions (M&As), and process excellence initiatives. Organizations intent primarily on business transformation capabilities. Potential
on transformation with a strong business architecture focus should consider customers are strongly encouraged to provide specific use
ProVision. cases to determine whether the product can meet their needs.
• OpenText has positioned ProVision as a strategic tool for organizations to • Customers report some technical issues and insufficient
approach their enterprise information management strategy, helping to connect guidance when using ProVision to avoid setting up too many
enterprise content management (ECM), business process management (BPM) repositories or not taking advantage of all the capabilities of the
and customer experience management (CXM). product.

Source: Gartner Magic Quadrant for Enterprise Architecture Tools

<<Client>> Enterprise Architecture

APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (1/7)
<<Client>> Criteria Weighting Weighted Scores by Evaluation Category

<<Client>> 300
Requirement Definition Weighting
250
“Must have” – critical to the organisation
Critical 5
requirements
200
Desirable Highly desirable but is not a critical consideration 3 150

Optional “Nice to Have” – can survive without it 1 100

50
Product Evaluation
0
Product
Rating Rating Score Definition

The requirement was met either fully, or to a high Functional Technical Reporting Commercial
High 3
standard (including additional modules)

The requirement was partially met (this includes if it

Medium 2 Mega Aris OpenText SAP
requires non-complex manual workaround)

The tool offers very low capability to meet this Functional 251 260 247 257
Low 1 requirement (this may include a very cumbersome
manual workaround) Technical 235 254 211 236

Not met 0 The requirement was not met at all Reporting 151 148 148 137

Commercial 44 43 43 49
The final result for each product was calculated by taking the sum of all
Total 681 705 649 679
the product rating scores multiplied by the weighting for each
requirement.

<<Client>> Enterprise Architecture

 APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (2/7)
Category Criteria Req No Requirement Description
<<Client>>
Requirement Mega
Product Rating
Aris OpenText SAP
1 Branding Ability to brand the tool with own name, logo, colour scheme etc Optional High High High Medium

Ability to search for maps based on tile, reference or keywords

User 2 Searchability Desirable High High High High
assigned to maps
Interface
Process level Ability to easily view where you are in the process map tree at a
3 Optional High High Medium High
navigation any one point while viewing maps

Links to follow-on Ability to drill down into lower level processes as well as linking
4 Critical Low High High High
process maps between follow-on maps at the same level

End-to-end Tool can create end-to-end customer journFinprosyss or

5 Desirable Not met Medium Medium Medium
journFinprosyss scenarios based on combining several maps or steps

Ability to drill down into lower level processes as well as linking

6 Attach documents Critical High High Low High
between follow-on maps at the same level

7 Attach HTML links HTML links can be embedded to steps within a process Critical High High High Medium

Process conventions and design should be straightforward,

Simple design
8 intuitive and easy to pick up with little training (preferably BPML Critical Medium Medium High High
Functional conventions
notation)

Ability to assign comments to a process or process step within a

9 Free text box Critical High High Medium High
Process free text box
Design
Ability to define a stencil for each type of diagram using standard
10 Standard shapes shapes or shape created by the author and can be locked down Critical High High Medium High
to prevent users from creating their own

The tool will allow us to define a master list of entities that a user
11 Controlled Entity List can select for use on a diagram e.g. pre-defined roles, in order to Critical High Low Low Low
enforce standardisation

The tool needs to allow for the creation of different type of

diagram – e.g. swim-lane process diagram, non-swim lane
12 Map Format Critical High High High High
process diagram, entity relationship diagram, data flow diagram,
etc

Tool should provide a working area for users to support process

13 Sandbox area re-design, workshops and testing without being published in the Optional High High High High
repository

<<Client>> Enterprise Architecture

 APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (3/7) <<Client>>
Product Rating
Requirement
Criteria Category Req No Requirement Description Mega Aris OpenText SAP

14 Process comparison Ability to compare two processes and identify differences Desirable Medium Medium High High
Process
Design
15 Work instructions Ability to host detail level 5 or 6 work instructions in the tool Desirable Medium Medium Medium Medium

Framework and Ability to support different frameworks and methodologies which

16 Methodology are either built in or can be customized to fit to an individual Critical High High High High
support organization
Standards
Data exchange Ability to support and facilitate data exchange standards (e.g.
17 Critical High High High High
standards XML)

Ability to develop graphical and textual representations depicting

Modelling 18 Object Modelling objects and relationships between them, e.g., ER Diagrams, Critical High High High High
Object Models, Server and Network Topologies

Ability to develop plans that define the initiatives needed to

address the gaps between the “as-is” and “to-be” Enterprise
Planning 19 Planning Types Desirable High Medium Medium Medium
Architecture. Also, planning deals with costs, benefits, business
Functional
cases, etc

Export / Publish Ability to export and publish maps to formats such as pdf, ppt ,
20 Critical High High High Medium
maps Excel, HTML and map

Ability to choose start and end points dynamically and generate

21 One Page View Optional No Medium Medium Medium
one page end-to-end view

22 Print Ability to print out maps Critical Medium High High High
Publishing
23 Import Visio Maps Ability to import existing Visio maps Critical Medium High High High

24 Export to Visio Ability to export maps to Visio out of the tool Critical Not met Not met Not met Not met

25 Portals Ability for portals to interact with the underlying database Critical High High High High

Ability to aggregate data and calculate higher level information

26 Dashboards Desirable High Medium Medium Medium
automatically from lower level inputs based on user defined rules

<<Client>> Enterprise Architecture

 APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (4/7) <<Client>>
Product Rating
Requirement
Criteria Category Req No Requirement Description Mega Aris OpenText SAP

The tool will show the latest version of a process map, but will
allow draft and previous versions of process maps to be held
27 Version control and accessed by those with the relevant permissions, and It Critical High Medium Medium High
should be possible to revert back to previous maps without
having to change the entire process repository

Maps will have owners assigned to them who are the overall
28 Process owners business owner of the process as well as the owner of the map. Critical High High High High
Preferably their contact details will be stored

Feedback Ability to feedback comments from users to process owners

29 Critical Medium High Low Medium
mechanisms within the tool

Ability to view a database list of maps contained within the

Process Map
30 repository with corresponding meta data (e.g. date created, map Critical High High High High
Repository View
level, owner, author etc.)
System
Technical
Admin Ability to view which user has edited a map and when and
31 Audit Trail Critical High High Low High
preferably to track changes made

The tool will be able to send maps out for sign off and track
32 Workflow Critical High High Not met Medium
authorisation, acceptance or declines

Ability to ‘subscribe’ to a map and be notified when a change is

33 Change notification Desirable Low High Not met High
made

Ability to email links directly to process maps. If the tool is HTML

34 Email maps links based then the maps should have fixed URIs that can be Desirable Low High High Low
referenced

Ability to set timescales for content review and provide schedule

35 Content management Optional Not met Medium Not met Low
alerts to Process owners

36 Process Step IDs Each step should be given a unique ID and automatically update Desirable Low Low Medium Low

<<Client>> Enterprise Architecture

 APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (5/7)
Criteria Category Req No Requirement Description
<<Client>>
Requirement Mega
Product Rating
Aris OpenText SAP
The tool will allow more than one author to be logged in and working
37 Authoring Access Critical High High High High
at once

The tool will only allow one author at a time to edit a given map and
38 Authoring Control Critical Low High High High
will lock editing to the first author

Tool should have the option of being viewable as HTML within any
39 HTML Based Critical High High High High
User standard browser
Access
Access to maps in retool will be limited based on role assigned to
40 Roles Desirable High High High High
user

Active Directory
41 The tool will authenticate logins via Active Directory Desirable High High High High
Authentication

42 Access from offsite Ability to access the tool offline and offsite Desirable High High High High

Ability to back up the repository from a front end tool regardless of

43 Automatic backup format. Ideally this would be configurable to run as an automatic task Desirable High High High High
Database /
at predefined times
Repository
Technical Admin
Ability to easily load a backup file back into the repository via the
44 Restore Wizard Critical High High High High
front end without the need for server side DBA attention

Ability to integrate with existing peripherals, systems, databases,

Integration 45 Integration Capabilities etc. to collect data. This could be done with the tools API’s or Critical Medium Medium Medium Medium
built-in compatibility

Extended Process improvement Ability to simulate process Improvements within processes by

46 Desirable Medium High High Medium
capability simulation changing variables

47 Auto discovery Ability to scan the network and directly interface with applications Desirable High Medium Medium Low

The tool has the ability to read, interpret and extract information
48 Document types from existing documents such as log files, Excel, and/or Visio Critical High High High High
Collection / documents and store the information in the object repository
Import
The tool has the ability to parse and gather information from
several file formats (CSV, TXT, ASP, etc.) to be stored in its
49 Language / File Format repository, including the ability to read, interpret and extract Critical High Medium Medium Medium
information from information in language specific formats (e.g.,
XML, UML)

<<Client>> Enterprise Architecture

 APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (6/7) <<Client>> Product Rating
Requirement
Criteria Category Req No Requirement Description Mega Aris OpenText SAP
Ability to produce .doc or .txt output as required to fit a
50 Written reports Critical High Medium High Medium
predefined template as part of the reporting process

Ability to produce an automatic “Front Page” to display a traffic

51 Score Cards light or similar pictorial representation that illustrates where an Desirable High Medium Medium Low
actual value falls within a predefined range

Ability to automatically paste selected diagrams as Microsoft

52 Diagram Export Critical High High High High
drawing objects in a choice of Microsoft applications

Reporting Ability to report on maps based on the attributes and entities

53 Report on maps Critical High High High High
assigned within a process map

Report on Orphaned Ability to run a report to identify any processes that are not linked
54 Desirable High High High High
processes to by processes higher up in the level hierarchy

55 Recently changed Ability to report on and view maps that have recently changed Critical High High Medium High

The tool will be able to host a KPI dashboard, integrating data

Reporting 56 KPI dashboard from internal back-end systems, provide KPI reporting and will Critical Medium High High Medium
display the KPI tree based on which processes Impact the KPI

Ability to provide detailed information on the objects stored in the

57 Object Reports Critical High High High High
repository

Ability to provide Information on the relationships/links between

58 Relationship Reports Critical High High High High
objects stored in the object repository

Ability to enable a user to create a situation (e.g., server failure)

59 Impact Analysis Desirable High High High High
and determine the impact to the enterprise
Analysis
Ability to display the average amount of resources, equipment,
etc. used to support an object stored in the object repository
60 Threshold Analysis Desirable High High High Medium
providing insight into future redesign and/or rationalization
opportunities

By changing key attributes of an object (e.g., retiring an

61 “What-If” Analysis application), users can see how the enterprise is affected due to Critical High High High High
this change

<<Client>> Enterprise Architecture

 APPENDIX B.5: EA TOOL
EVALUATION CRITERIA AND
RESULTS (7/7) <<Client>> Product Rating
Criteria Category Req No Requirement Description Requirement Mega Aris OpenText SAP
Possibility of the software being hosted as a service as well as
62 External hosting Critical High High High High
internally

Ability to mix licence types based on requirements (e.g.

63 License agreements Desirable High Low Low High
Dedicated user, shared / floating user or site-based)
Commercial Commercial
Most of the requirements being met by the ‘out of the box
64 Customisation Critical Low Medium Medium Medium
solution’ and requiring little customisation

It should be easy for everyone in the organisation to be able to

65 Viewer Licencing Critical High High High High
view maps without a requiring licence to be assigned

<<Client>> Enterprise Architecture

APPENDIX C.1: ARCHITECTURE
GOVERNANCE CHARTERS (1/4)
Architecture Governance Board
Purpose Govern the development of the global enterprise architecture to enable optimal strategic, long-term return on IT investments. Govern the development of
Enterprise Architecture (EA) vision, strategy and target state architecture.

Chair Global IT Enterprise Architecture Manager

Members Global IT Design Manager, Lead Domain Architects

Voting Rights Each member has one vote with the chair person having an additional vote in the event of a tie

Frequency Monthly

Mandate / Scope • Overall accountability for oversight, planning, coordination, consistency and • Review architecturally significant solution designs (process
development of the global <<Client>> EA (business, information/data, application and technology) for alignment with EA strategy, vision and
and technology architectures). target state architecture.
• Provide guidance and advice to the IT Strategy & Investment Committee, IT • Review architecture work for compliance with enterprise
Portfolio & Performance Committee, and Program/Project Steering Committee in architecture framework, processes, standards and principles.
respect to technologies, significant architectural matters, technology and industry • Promote and support sharing and reuse of architecture
trends or best practice. components and artefacts across all programs/projects.
• Guide/direct prioritisation of IT investments and projects and confirm alignment with • Approve proposed architecture deviations from EA strategy,
IT and business strategies and objectives. standards or principles.
• Approve EA principles and standards to guide development, selection and • Resolve strategic/portfolio level or escalated cross-
procurement of IT solutions. program/project architectural issues and dependencies.
• Endorse common solution architecture components (frameworks, principles, • Govern overall architecture implementation and approve
policies, standards and reference architectures and models) and mandate consistent escalated architecture change requests.
use and practices.

key Inputs • Escalated requests for architecture changes / approvals / waivers from • Cross-program/portfolio enterprise architecture related
programs/projects dependencies, risks and issues

key Outputs • EA strategy, principles, standards and target state architectures • Strategic/portfolio level EA decisions made

Escalations to Committee: Decisions requiring escalations:

• IT Strategy & Investment Committee • Architectural matters with significant investment or strategic
alignment impacts

<<Client>> Enterprise Architecture

APPENDIX C.1: ARCHITECTURE
GOVERNANCE CHARTERS (2/4)

Architecture Governance Board

Member Responsibilities

• Chair the Architecture Governance Board in accordance with governance charter, mandate and scope.
• Oversee governance of <<Client>>’s global enterprise architecture including business, information/data, applications
Global Enterprise and technology architectures.
Architecture Manager (Chair) • Oversee adherence to the enterprise architecture strategy, vision, principles and standards.
• Direct any governance related work effort and actions required from Lead Domain Architects and Program/Project
Design Authority(s).

• Represent the Design function and coordinate architecture resources across business-as-usual and program/project
Global IT Design Manager environments.
• Direct any governance related work effort of Solution Architects and Business Analysts within the Design team.

• Provide expert technical advice, experience and insights within their architecture domain.
• Provide program/project architecture updates and bring key program/project architectural issues to be discussed or
decisions required
Lead Domain Architects
• Action any governance activities required or address EA compliance issues.
• Responsible for carrying out Architecture Governance Board directives within their domain or individual
programs/projects.

<<Client>> Enterprise Architecture

APPENDIX C.1: ARCHITECTURE
GOVERNANCE CHARTERS (3/4)
Design Authority
Purpose Govern program/project and work stream level solution architecture. Advises program/project/work stream steering committees on architectural matters.

Chair Global IT Design Manager / Lead Solution Architect

Members Global IT Enterprise Architecture Manager, Lead Domain Architects, Business Process/Functional Leads, Program Director(s), Project Manager(s), Project
Delivery Lead, Delivery PMO Analyst

Voting Rights Each member has one vote with the chair person having an additional vote in the event of a tie

Frequency Weekly, fortnightly or monthly depending on complexity and stage of program/project

Mandate / Scope • Review high-level solution designs for alignment with EA strategy and • Guide development of solution architecture components to enable
target state architecture reduction in IT costs/complexity/technology diversity
• Approve and ratify detailed solution architecture designs for • Oversee end-to-end integrity of solution designs, including consistency
compliance with EA principles and standards, and business and across architecture domains
technical scope and requirements • Oversee build and implementation of technical solution components to
• Review, verify and approve architecture design (process and deliver on business scope, requirements and benefits
technology) decisions and changes in line with Program/Project • Make decisions or resolve cross-work stream/project architecture-related
Management or PMO methodology and process impacts, dependencies, risks or issues

key Inputs • Solution architecture and technical blueprints and design artefacts • Solution architecture design change requests
• key architecture scope and design decisions required • Enterprise Architecture reference models, policies, standards and principles

key Outputs • Log of solution architecture design decisions, including • Signed-off solution architecture blueprints and design documents
waivers/deviations • Approved/rejected design change requests
• Decisions and discussion items to be escalated to Architecture • Log of design dependencies, risks, issues and remedial action owners
Governance Board

Escalations to Committee: Decisions requiring escalation:

• Architecture Governance Board • Solution architecture design deviations that impact the broader <<Client>>
• Program/Project Steering Committee enterprise architecture that require AGB approval
• Solution architecture decisions that impact program/project scope, budget,
or schedule

<<Client>> Enterprise Architecture

APPENDIX C.1: ARCHITECTURE
GOVERNANCE CHARTERS (4/4)

Design Authority
Member Responsibilities

Global IT Design Manager / • Chair (or appoint a delegate to chair) the Design Authority in accordance with governance charter, mandate and scope.
Lead Solution Architect • Lead and direct solution architecture design discussions, decisions and further investigations required.
(Chair)

• Oversee solution design decisions for alignment with enterprise architecture principles and standards
Global Enterprise • Oversee consistency of solution designs, technology and system selection decisions across programs/projects
Architecture Manager • Act as the conduit between Architecture Governance Board and Design Authority(s) and relay outcomes of escalated
decisions.

• Provide architecture-related program/project updates to the Design Authority.

• Bring solution architecture decisions required and discussion items to the forum.
• Present solution options and recommendations to the forum.
Lead Domain Architects • Provide architecture domain expertise and insights into solution architecture design decisions.
• Assist development of solution options and recommendations from a technical architecture perspective.
• Ensure solution architecture design recommendations are aligned with the Enterprise Architecture strategy and target state
architecture, and comply with technology principles and standards.

Business Process/Functional • Provide business process expertise and insights into solution architecture design decisions.
Leads (for major projects
only)

Program Director(s) / Project • Assess and articulate impact of architectural decisions on project / program scope, budget and schedule.
Manager(s) • Manage the feasibility and impact of architecture decisions made.

• Facilitate alignment between Design Authority activities and Program/Project Management or PMO methodology and
Delivery PMO Analyst (for processes.
major projects only)
• Coordinate Design Authority sign-offs required to support program/project stage-gate approval process.

<<Client>> Enterprise Architecture