December 2018

GLOBAL IT
BUILDING AND
MATURING
ENTERPRISE
ARCHITECTURE
Grant Ecker
Sr. IT Director, Enterprise Architecture
TODAY’S JOURNEY

BUILDING AN
MEDTRONIC THE ARCHITECTURE
ARCHITECTURE Q&A
OVERVIEW VALUE PROPOSITION
PRACTICE
Who are we? Where is Architecture What are the maturity What have you seen?
What do we do? focused? phases? Where can we create insights?
How do we do it? What are the desired How can we add value at each
outcomes? stage?

3 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MEDTRONIC OVERVIEW

BUILDING AN
MEDTRONIC THE ARCHITECTURE
ARCHITECTURE Q&A
OVERVIEW VALUE PROPOSITION
PRACTICE
Who are we? Where is Architecture What are the maturity What have you seen?
What do we do? focused? phases? Where can we create insights?
How do we do it? What are the desired How can we add value at each
outcomes? stage?

4 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
WHO
WE
ARE
 FOUNDED ON
INNOVATION AND
COLLABORATION
Innovation and collaboration are central to who we are.
Since the late 1940s, we have been working with others
to alleviate pain, restore health, and extend life.
Today, we are a medical technology leader offering
therapies and solutions that enable greater efficiency,
access, and value — for healthcare systems, providers,
and the people they serve.

Surgeon C. Walton
Lillehei in 1961, with
a young patient
wearing a Medtronic
battery-operated
pacemaker.
6
WHAT
WE
DO
OUR STRATEGY
COMMITTED TO TRANSFORMING HEALTHCARE

THERAPY GLOBALIZATION ECONOMIC

INNOVATION VALUE

Introducing and delivering Addressing the inequities Helping lead the creation
meaningful therapies in healthcare access globally of value-based
and procedures healthcare solutions

8
 CARDIAC AND RESTORATIVE
PROVIDE VALUE TO OUR SHAREHOLDERS VASCULAR THERAPIES
THROUGH OUR DIVERSE PORTFOLIO GROUP GROUP
$10.5 $7.4
BILLION BILLION

MINIMALLY DIABETES
INVASIVE GROUP
THERAPIES
GROUP $1.9
$9.9 BILLION
BILLION

$29.7 $29.7

BILLION
$28.8
$20

FY17 $16.6 $17

TOTAL
REVENUE* 2013 2014 2015 2016 2017
* Information based on Medtronic FY2017 reporting. IN BILLIONS

9
HOW
WE
DO IT
 OPERATE IN ORGANIZED IN
OUR GLOBAL PRESENCE
HELPING MORE PEOPLE IN MORE PLACES ~160 4
COUNTRIES REGIONS

EUROPE, MIDDLE EAST, & AFRICA

370+ 92
LOCATIONS MANUFACTURING
SITES
GREATER CHINA

AMERICAS

ASIA PACIFIC
Headquarter Locations
Medtronic Operational Headquarters
Minneapolis, Minnesota
Medtronic Principal Executive Office
Dublin, Ireland

11
OUR RICH HISTORY OF INNOVATION
DOING WHAT’S NEVER BEEN DONE BEFORE

INTRODUCED
THE WORLD’S
SMALLEST
CREATED PACEMAKER
FIRST AND THE
FIRST HYBRID
BATTERY- ESTABLISHED EXPANDED EXPANDED EXPANDED INTRODUCED CLOSED LOOP
OPERATED, INTRODUCED THE INTO INTO INTO FIRST REMOTE INSULIN
MEDTRONIC EXTERNAL WROTE OUR PROSTHETIC MEDTRONIC NEURO- SPINAL DIABETES MONITORING ACQUIRED DELIVERY
IS FOUNDED PACEMAKER MISSION HEART VALVE FOUNDATION STIMULATION CARE CARE SYSTEM COVIDIEN SYSTEM

1949 1957 1960 1977 1979 1983 1999 2001 2002 2015 2016

Developed
the first
implantable
pacemaker

12
THERE’S
MORE
TO COME
Working together, we can improve
the lives of more people with the
power of medical technology.
That’s the potential of taking
healthcare Further, Together.
THE ARCHITECTURE VALUE PROPOSITION

BUILDING AN
MEDTRONIC THE ARCHITECTURE
ARCHITECTURE Q&A
OVERVIEW VALUE PROPOSITION
PRACTICE
Who are we? Where is Architecture What are the maturity What have you seen?
What do we do? focused? phases? Where can we create insights?
How do we do it? What are the desired How can we add value at each
outcomes? stage?

14 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
ENTERPRISE ARCHITECTURE
COMPANY ALIGNMENT & VISION

An Industry View…
Architecture is chartered to define, guide, and lead Enterprise-level activities to shape & enable strategy.

…understanding
what the business
needs and
translating these
needs into…
EA Value Play
how to deliver to
enhance business
capabilities and
value…

15 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MEDTRONIC’S
ARCHITECTURE VISION

ENTERPRISE ARCHITECTURE
ENABLING STRATEGY, OUTCOMES & SOLUTIONS

Your partner to shape and enable strategies and outcomes through

transformative services and solutions to deliver business value,
enterprise excellence, resilience, and quality.

16 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
EXPECTED SERVICES & OUTCOMES
OF ARCHITECTURE PRACTICES

17 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
ENTERPRISE ARCHITECTURE DESIGN PRINCIPLES
HOW ARCHITECTURE DELIVERS OUTCOMES
We balance our Design Principles across all of our work, including:
▪ Presentations and communications we share
▪ Solutions we design
▪ Processes we create, operate and measure
▪ Meetings we facilitate
▪ Relationships we maintain

We guide our engagement through our Design Principles across Global IT:
▪ We support one another and the organization in applying the Design Principles
▪ We promote our Design Principles in Communities of Practice and educate others on consistent use

BUSINESS FLEXIBLE STANDARDIZED SIMPLE SECURE & INFORMATION-

VALUE DRIVEN COMPLIANT CENTRIC

18 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
ENTERPRISE ARCHITECTURE DESIGN PRINCIPLES
ENABLING SPEED, BALANCE & QUALITY

BUSINESS VALUE DRIVEN STANDARDIZED

Shared vision and direction Leverage standards and out-of-the-box solutions
Business capability-enabled Custom for business competitive advantage only

FLEXIBLE INFORMATION-CENTRIC
Independent components (de-coupled) Information as strategic asset
Adjustable and scalable Align to common EIM ecosystem

SECURE & COMPLIANT SIMPLE

Consistently apply security controls Complexity simplified or hidden
Manage risk to acceptable level Enable ease of use and leverage

19 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
BUILDING AN ARCHITECTURE PRACTICE

BUILDING AN
MEDTRONIC THE ARCHITECTURE
ARCHITECTURE Q&A
OVERVIEW VALUE PROPOSITION
PRACTICE
Who are we? Where is Architecture What are the maturity What have you seen?
What do we do? focused? phases? Where can we create insights?
How do we do it? What are the desired How can we add value at each
outcomes? stage?

20 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MASLOW’S HIERARCHY OF NEEDS
A JOURNEY TOWARDS SELF-ACTUALIZATION

You may have heard of Maslow’s journey to self-actualization… Self-fulfillment needs

Self-
actualization:
Achieving
Premise: one’s full potential

We start with a stable foundation of basic needs… Esteem needs:

Prestige and feeling of

We build on the foundation into psychological needs...

accomplishment
Psychological needs

We ultimately strive to achieve self-actualization… Belongingness and love needs:

Intimate relationships, friends

Typically life fulfillment grows in phases: Safety needs:

Security, safety
Basic
▪ Level 1: Basic needs met needs

▪ Level 2: Psychological needs met Physiological needs:

Food, water, warmth, rest

▪ Level 3: Self-fulfillment outcomes are possible

21 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
INTRODUCING ECKER’S HIERARCHY OF ARCHITECTURE
A JOURNEY TOWARDS “PRACTICE REALIZATION”

Like Maslow’s journey to self-actualization,

Architecture’s “practice realization” journey…

Innovation
Typically starts with a stable delivery foundation,
earning an invitation to guide and innovate.

Strategy
Typically EA maturity also grows in phases:
▪ Level 1: Project Delivery
▪ Level 2: Strategic Guidance
Project Delivery
▪ Level 3: Innovation Leadership

22 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
EA MATURES…
AS THE PRACTICE IS REALIZED

As Architecture’s practice is realized, Business

Focus expands to additional practice areas… Architecture

Information
Technical & Data Architecture provides the base, Architecture
Information & Business Architecture curate strategy
and practices drive innovation across the community. Technology
Architecture
Typical EA practice maturity grows in Phases
▪ Level 1: Project Delivery via Tactical Designs Data
▪ Level 2: Strategic Guidance via Asset Curation Arch
▪ Level 3: Innovation Leadership with Community Engagement Business Architecture Roles
Technical Architecture Roles

23 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
EA MATURITY LEVEL 1
BUILDING THE FOUNDATION
WITH TACTICAL DESIGN
ENTERPRISE COMPLEXITY & DEPLOYMENT CHALLENGES
CREATES THE PROJECT ARCHITECTURE FOUNDATION

Level 1: Project Architecture

The foundation of organizational trust in EA is created by
mitigating actions and preventing suboptimal outcomes.

Typical Project Architecture’s Maturity Progression Innovation

1. Enterprise complexity growth or regrettable deployments
2. High risk deployments are flagged by EA prior to go live
3. EA project mitigations are commonly seen
IT Strategy
4. EA guidance is often requested on key projects
5. An EA mandate empowers EA guidance
6. EA is embedded into the PMO’s stage gating
and the project delivery pipeline
Project Architecture

25 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
BUILDING THE FOUNDATION
EMBEDDING EA WITH THE PROJECT DELIVERY PIPELINE

BUILDING THE FOUNDATION

EA is EA mandate EA guidance EA project High risk Regrettable
embedded into empowers requested mitigations deployments large-scale
PMO’s stage EA guidance on key commonly flagged by EA deployments
gating process projects seen prior to go live experienced

Initiate Plan Analyze Build Test Release

Project are risk- Architecture Architecture Builds designs are Projects are
reviewed for EA designs are designs are verified against the deployed with
engagement needs created during plan reviewed prior to design prior to test reduced risk
& analyze build

EA IS EMBEDDED WITH THE PROJECT DELIVERY PIPELINE

26 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MEDTRONIC’S ENTERPRISE ARCHITECTURE PROCESS OVERVIEW
KEY PROCESS STEPS AND ACTIVITIES

Enterprise and project architecture development, design, review, approval, and governance are
managed as shown below:

1 2 3 4 5 6

Draft Finalize Design

Demand Risk Review Build Review
Design Design Review (ARB)

Demand begins with: Risk level is assessed: Architecture is created: Architecture is refined: Architecture is approved: Execution is aligned:
▪ Strategic programs ▪ Technology Risk ▪ Effort is aligned with ▪ Project team ensures ▪ The architect formally ▪ Architects monitor
▪ EPMO demand Review assesses the strategy & standards the design meets reviews the design with execution to align the
▪ Security efforts risk level ▪ Business context is their requirements Architecture Review design with the build
defined ▪ The design is iterated Board (ARB) ▪ Significant risks or
▪ Architecture is to address and modifications from the
designed identified gaps approved design are
# ARB Responsibility managed

# Architect Responsibility

27 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
AS PROJECT ARCHITECTURE IS PROVEN…
EA’S PRACTICE FUNDAMENTALS ARE ESTABLISHED

Project Architecture Business

In performing tactical architecture, the fundamental Architecture
practice skills are established for tech & data architecture.

Information
Typical Project Architecture’s Maturity Progression Architecture
EA builds skills defining solution’s “how” for tactical needs:
1. Projects are supported within their scoped systems and data Technology
Architecture
2. EA builds skills to align solutions and their data
At this maturity phase…
Data
▪ Information assets are typically confined the effort’s scope
Arch
▪ Broader needs across the company are seldom incorporated
Business Architecture Roles
Technical Architecture Roles

28 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
EA MATURITY LEVEL 2
STRATEGIC GUIDANCE
WITH CURATION
PROJECT DELIVERY INVITES STRATEGIC CONVERSATIONS
PROVIDING A PROMOTION INTO STRATEGY

Level 2: Guiding Strategy

Building on the trust established through project deliveries and
leveraging a new broad awareness of IT efforts,
EA can create and guide conversations which influence strategy.
Innovation
Typical Strategy Maturity Progression
Project successes build interest, allowing EA to…
1. Identify strategic themes from project pipeline
& industry research visibility Strategy
2. Socialize and initiate strategic tracks of work
3. Bridge across siloed strategic workstreams
4. Influence towards a common approach
Project Delivery
5. Become a trusted strategic partner

30 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MASLOW’S HIERARCHY OF ARCHITECTURE
THE MIDDLE: “STARTING TO BELONG” AS AN ENABLER OF IT STRATEGY

PUTTING THE PIECES TOGETHER EA Strategist

Cognitive Compute
EA notices strategic themes across key projects
EA Strategist
Initiate Plan Analyze Integrated Health Solutions

EA Strategist
Value-based Health Care
EA aggregates emerging industry research
Tech IT Program Director
Industry Articles
Trends Cloud Adoption

EA Strategist
EA CREATES STRATEGIC WORKSTREAMS Internet of Things
Technical Architecture Alignment Business Architecture Alignment

31 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
AS STRATEGY WORKSTREAMS ARE DELIVERED…
EA’S HIGHER FUNCTIONS ARE AWAKENED

Strategy Architecture Business

In deploying strategic tracks, business and information Architecture
architecture skills are built within the workstreams.

Typical Strategy Maturity Progression Information

EA develops focused skills in understanding the “what” needs: Architecture
▪ Business Architecture skills are developed to group identified
company needs & demands into strategic workstreams Technology
Architecture
▪ Information Architecture skills are matured to group identified
information assets that must be shared to realize strategic outcomes
Data
▪ Broader Business and Information Architecture skills see Arch
experimental use beyond the strategic workstreams across IT
Business Architecture Roles
Technical Architecture Roles

32 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
EA MATURITY LEVEL 3
DRIVING INNOVATION
WITH COMMUNITY
ENGAGEMENT
STRATEGIC EFFECTIVENESS WELCOMES COMMUNITY ENGAGEMENT
CHASING “PRACTICE REALIZATION”

Level 3: Driving Innovation

Growing from successful strategy engagements,
EA Project delivery evolves to become federated architect-led and
EA focus blends towards driving strategy & innovation across IT
Innovation
Typical Innovation Maturity Progression
Strategy builds IT interest in the architecture methodology:
1. EA builds architecture communities of practice
2. EA trains federated architects to design project Strategy
architecture by collaborating across domains
3. EA strategy tracks drive explorative research
4. EA works across architect communities to
Project Delivery
drive innovation, guide strategy and deliver projects

34 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
ENTERPRISE ARCHITETURE SHIFTS LEFT
EA FOCUSES ON STRATEGY, FEDERATED ARCHITECTS FOCUS ON DESIGN

CREATE BY
FOCUS FEDERATING

35 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
ENTERPRISE ARCHITECTURE PRINCIPLES
APPLIED WITH FEDERATED ARCHITECTS
EA transforms from the doer to the enabler of federated architects

ENABELED BY
EA, ACROSS IT

LINKING BUSINESS NEEDS TO INFORMATION OUTCOMES

BUSINESS INFORMATION
VALUE -CENTRIC
DRIVEN

FLEXIBLE STANDARDIZED SIMPLE SECURE &

COMPLIANT

WHAT CONSIDERATIONS FOR ‘HOW’ OUTCOME

SHAPED BY DESIGNED BY
BUSINESS ARCHITECTS TECHNICAL ARCHITECTS

37 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 HOW DO WE ENABLE THE COMMUNITY?
CREATING EA-LED COMMUNITIES OF PRACTICE
EA Strategist
Cognitive Compute
EA Practice Leader
Business Architecture
EA Strategist
Integrated Health Solutions
EA Practice Leader
Information Architecture
EA Strategist
Value-based Health Care
EA Practice Leader
Technical Architecture
IT Program Director
Cloud Adoption
EA Practice Leader
Security Architecture
EA Strategist
Internet of Things

Business Architecture Alignment

Technical Architecture Alignment

38 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 COMMUNITIES OF PRACTICE...
ORGANIZATIONAL & OPERATIONAL STRUCTURE

Purpose: To facilitate the Enterprise Architecture

harmonization of architecture
practices across the company by
sharing: Lead the architecture Architecture Enterprise
Guides architecture delivery by aligning
strategy, practices, delivery &
practices Practice Leaders Architects
governance across the enterprise
▪ Strategy
▪ Standards
EA Practice Leader Business Architecture Facilitates capability modeling, gap
▪ Patterns Business Architecture Community of Practice analysis and roadmap creation

▪ Methodology
▪ Techniques EA Practice Leader Information Architecture Identifies appropriate information
Information Architecture Community of Practice assets and needs for reuse
▪ Documentation
▪ Metrics
EA Practice Leader Technology Architecture Defines design aligned with strategy,
▪ Outcomes Technical Architecture Community of Practice guides implementation

Business Architects EA Practice Leader Security Architecture Identifies the security capability needs,
Enterprise Architects Security Architecture Community of Practice aligns & validates the design security
Technical Architects

39 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 BUSINESS ARCHITECTURE COMMUNITY OF PRACTICE
PRACTICE LED COLLABORATION
Pat Salaski
The Business Practice Leader

Architecture Practice: Business Architecture Practice Community of Practice

▪ Is led by the EA team’s Practicing Interested
Business Architecture Business Architects
practice leader Architects &
▪ Is joined by business- Aspiring
facing IT architects Business
Architects
▪ Shares knowledge with its
community of practice
with virtual classrooms
▪ Creates a methodology &
talent pipeline

Business Architecture
Education Sessions
(Monthly virtual classrooms)
Business Architects
Enterprise Architects Business Unit Functional Regional Focus Area
Technical Architects IT Area IT IT IT

40 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
THE BUSINESS ARCHITECTURE COMMUNITY
HARNESSES THE VALUE OF BUSINESS CAPABILITIES

Value Streams & Business Outcome Application Portfolio

Customer Journey Maps Planning Management

Using the business capability

model as
COMMON
LANGUAGE
Activity Based Costs to connect initiatives IT Services
“Run IT like a business”

41 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 BUSINESS OUTCOME
PLANNING
A CONSISTENT APPROACH
TO PRIORITIZE INVESTMENT
PORTFOLIOS

42 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
TYPICAL BUSINESS BARRIERS
WHERE BUSINESS OUTCOME PLANNING EXCELS

Alignment of Vision Tactical Demand Problem Solving Focus

▪ Inconsistent understanding ▪ Needs are expressed in terms ▪ Focus is on the HOW before the
▪ Prioritization challenges of IT solutions WHAT is established

Inconsistent Approaches Resource Contention Altitude of Conversations

▪ Differing approaches to define ▪ ROI-centric allocation ▪ Managing without visibility

and execute strategies ▪ Minimal focus on overall value across operational silos

43 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
BUSINESS OUTCOME PLANNING

Purpose:
Improving the delivery of key strategic imperatives by
creating action plans using common language to
close the gap between strategy and execution.

+
BUSINESS BUSINESS OUTCOME DELIVER
VISION PLANNING BUSINESS VALUE

44 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MEDTRONIC’S BUSINESS OUTCOME PLANNING PROCESS OVERVIEW
KEY PROCESS STEPS AND ACTIVITIES

Business architects facilitate the process guide the business from clarifying strategy to aligning for
execution as shown below:

1 2 3 4 5 6

Clarify Align Assess Determine Create Align for

Strategy Capabilities Capabilities Future State Roadmaps Outcomes

Articulate imperatives: Rank capabilities: Assess current state: Prioritize investments: Assemble the roadmap: Align for success:
▪ Strategic imperatives ▪ The business ▪ The business is ▪ Architects propose ▪ High level efforts are ▪ Architects present final
are aligned with capabilities required interviewed to assess business investment organized in a timeline results to senior
business objectives to deliver are the most critical focus areas by business capability business executives
and vision identified capabilities ▪ Alignments are made ▪ Efforts are categorized ▪ Leadership is aligned on
▪ Capabilities are ▪ Maturity is shown with with enterprise by their KPI, people, execution plans across
ranked by their KPIs, people, process, investment plans process, technology or key businesses
criticality in achieving technology and information ▪ Architects align
the outcome information results improvement focus execution with intent
and manage risks

45 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
5 1 2 3 4 5 6

CREATE ROADMAPS
HIGH LEVEL EFFORT ORGANIZED BY CAPABILITY AND TYPE
TIME PERIOD
Major Activities Q1 Q2 Q3 Q4 YEAR 2 YEAR 3
Product & Service

Americas EMEA ASIA

Harmonize Business Processes
Innovation

Information Discovery (Accuracy Focus) Product Domain

Sprint 1 Sprint 2 Sprint 3

System Enhancements

Business Unit 1 Business Unit 2

Skills Inventory Assessment
Management
Contract

Business Unit 1 Business Unit 2

Training Rollout

CHINA ASIA Americas EMEA

System Replatform

Wave 1 Wave 2
Identify meaningful KPI’s
Management
Pricing Rules

Wave 1 Wave 2
Create Management Dashboard
Customer Domain
Information Discovery (Timeliness Focus)

LEGEND

People – Org Readiness Business Process Technology Information KPI’s

46 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
6 1 2 3 4 5 6

ALIGN FOR OUTCOMES

BUSINESS BARRIERS ARE REDUCED AT THE CONCLUSION

Alignment of Vision Tactical Demand Problem Solving Focus

▪ Inconsistent understanding ▪ Needs are expressed in terms ▪ Focus is on the HOW before the
▪ Prioritization challenges of IT solutions WHAT is established

AFTER AFTER AFTER

▪ The vision is localized and ▪ The needs are expressed in ▪ The most important problems
socialized terms of business outcomes to solve are understood

Inconsistent Approaches Resource Contention Altitude of Conversations

▪ Differing approaches to define ▪ ROI-centric allocation ▪ Managing without visibility

and execute strategies ▪ Minimal focus on overall value across operational silos

AFTER AFTER AFTER A KEY VALUE

▪ Opportunities for consistent ▪ Business value contributes to ▪ Cross-Business enterprise of business
approaches emerge resource allocation decisions opportunities are identified
architecture

47 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 1 2 3 4 5 6

BUSINESS OUTCOME PLANNING

DELIVERY TIMELINE

An 8 week, high-level work break down structure with milestones:

Week
1 2 3 4 5 6 7 8

Kickoff
1 2
▪Capability Discovery and Definition

Workshop Status Status

3
▪Capability Maturity Assessment

Workshops Deliverable
4 5 6
▪Current State
▪Target State
▪Roadmap

48 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 THE FEDERATED ARCHITECTURE MODEL
SHAPING DEMAND, GUIDING INTO EXECUTION

Initiate Plan Analyze Build Test Release

Business
Business Architects Business Architecture Identifies capability gaps and proposes efforts
Architects

Determine Information
Information Architecture Identifies appropriate information assets and needs for reuse
”WHAT” Architects

Sr. Enterprise
Enterprise Architects Strategy & Oversight Aligns efforts to business outcomes & strategic direction
Architects

Connect & Enterprise

Architects Enterprise Architecture Guides architecture delivery by aligning strategy, practices,
GUIDE delivery & governance across the enterprise

Technical
Architects
Technical & Data Architecture Defines solution and data design aligned with
Technical
strategy. Guides implementation teams.
Architects

Determine Security
Security Architecture Identifies the security capability needs
”HOW” Architects
Aligns & validates the design security

49 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
 HOW IS FEDERATED WORK STRUCTURED?
AN EXAMPLE ENTERPRISE EFFORT…
Business and Technical Architects
align experts and lead their domains

Business Architect
An EA is Restorative Therapies
Business Analyst Business Analyst

assigned
Technical Architect
Solution Lead Technical Lead Subject Matter Expert
Digital Platforms
Enterprise Architect
Technical Architect
Solution Lead Technical Lead Subject Matter Expert
Information Management

The EA aligns
Technical Architect
architects and Solution Lead Technical Lead Subject Matter Expert
APAC Marketing IT
leads the effort
across domains

Business Architects
Enterprise Architects Engaged by Effort

Technical Architects

50 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
WHAT OUTCOMES ARE WE SEEKING?
FEDERATION ENABLES COLLABORATION & STANDARDIZATION

When architecture is sourced across distributed teams with common practices:

Local architects (outside of EA) define the roadmap, assess the pipeline, Localized
define their solutions and measure their quality. architecture

Collaboration across architects creates balanced solutions across business

needs (Business Architects), IT domain needs (Technical Architects), and Balanced solutions
technology strategies (Enterprise Architects).

A network of broad technical leaders with mastery of their areas increases Increased
collaboration and knowledge sharing across Global IT. collaboration

Global architecture practices create consistent and standardized work that

is locally designed. Standardized work

51 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
AS THE ARCHITECTURE COMMUNITY GROWS…
THE ARCHITECTURE PRACTICE MATURES

Innovation Architecture Business

In developing architecture talent across IT, EA identifies Architecture
strategic themes and partnering architects who innovate
to create tomorrow’s approaches.
Information
Typical Innovation Maturity Progression Architecture
Architects partner to lead strategy and innovation topics to
define our “what” future needs are and “how” they will be met.
▪ Business & Information Architects identify common company needs Technology
Architecture
and curate approaches and information assets to create IT demand
▪ Enterprise Architects connect and guide topics across the community
Data
▪ Technical Architects partner across their communities to create Arch
solutions to meet common needs with innovation, strategy and delivery
Business Architecture Roles
Technical Architecture Roles

52 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
AN OPPORTUNISTIC APPROACH
TO CREATE “PRACTICE REALIZATION”

The journey begins opportunistically based on demand

The origin could come from strategy or innovation requests, the
key is to create linkages from innovation and strategy to delivery
outcomes within your organization.
Innovation
Alternate paths to build a practice:
Starting from strategic demand or business outcome plans:
1. Create the vision & scope the enterprise impacts
2. Align projects and operations to deliver outcomes Strategy
Starting from innovation demand:
1. Identify ties to strategy & enterprise impacts
2. Create POCs and opportunities to deliver
Project Delivery
outcomes

53 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
THE JOURNEY CONTINUES…
ROLE ALIGNMENT EVOLVES OVER TIME
Enterprise
Architecture Leader
“Practice actualization” does not
remain in steady state, it is
always evolving. Enterprise

Architecture
Enterprise
Architecture
Process Support

Architect roles and demand will

Americas Regional EMEA Regional APAC Regional Greater China
be continually identified, EA Leader EA Leader EA Leader EA Leader

onboarded and offboarded as

company demands and Enterprise
Architects
Enterprise
Architects
Enterprise
Architects
Enterprise
Architects

personnel career changes occur.

Delivery Business Business Business Business
Teams Architects Architects Architects Architects

The continual change will afford Technical

Architects
Technical
Architects
Technical
Architects
Technical
Architects

fresh perspectives while

ensuring architect roles are
staffed aligned with demand. Regional presence aligning to strategies, standards & opportunities

54 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018
MEDTRONIC OVERVIEW

BUILDING AN
MEDTRONIC THE ARCHITECTURE
ARCHITECTURE Q&A
OVERVIEW VALUE PROPOSITION
PRACTICE
Who are we? Where is Architecture What are the maturity What have you seen?
What do we do? focused? phases? Where can we create insights?
How do we do it? What are the desired How can we add value at each
outcomes? stage?

55 Building and Maturing Enterprise Architecture | Twin Cities Business Architecture Forum Summit | December 2018