Gartner EA Presentation v1
- 1. Serco Internal Mark Mamone, Global Chief Technology Officer, Serco Group plc. Thursday 22 May 2014 Mobilising a Global Enterprise Architecture in a Digital World
- 2. Serco Public About Serco Our History Expansion 1988 - 1998 Globalisation 1999 - Present Foundation 1929 - 1964 Establishment 1965 - 1987 • Technical services • Facilities management • Systems engineering • Support services • Outsourcing growth • New market sectors • New geographic markets • PFI and partnering • More new markets & countries • Scale and pace • Service integration • New contracting models • Joint ventures and strategic partnership
- 3. Serco Public About Serco Company Profile Delivering essential services to millions of people around the world 120,000+ employees £4,288.1m total revenue 2013 £292.0m adjusted operating profit 2013 £17.1bn Forward order book as at Dec 2013 FTSE 250 member United Kingdom • Northern Rail • Docklands Light Railway • Barclays Cycle Hire • National Physical Laboratory • Joint Service Command & Staff College • Ballistic Missile Early Warning System Continental Europe & Middle East • European Space Agency • Dubai Metro • European Particle Physics Laboratory (CERN) Asia Pacific • Great Southern Rail • Defence Maritime Services North America • Department of National Defence, Goose Bay • US Army • Thrift Savings Plan • Department of State Build a balanced portfolio Maintain high rebid and new win rates Make strategic acquisitions 700+ contracts Develop new models
- 4. Serco Public About Serco Our business model and IT operating model Value creation Customer focus Broad business Local responsibility global scale Committed people IT Strategy Policy & Governance IT delivery ‘efficient and effective delivery’ Divisional IT ‘change, transition and transformation’
- 5. Serco Public Our Approach Understanding our business Understanding the driving forces Developing a blueprint leveraging industry frameworks Assessment of Enterprise Architecture tools available
- 6. Serco Public Getting our house in order IT operating model Principles Governance Reference Architectures Standards & Guidance Metrics & Measures Enterprise Architecture Portal
- 7. Serco Public IT Operating model in detail 1. Integrated Operating Model is key – IT to Business, and inter-IT (i.e. Enterprise to Engineering) 2. Strategy from Group to Division, Business to IT, is essential 3. CTO or similar in each Division/Region in place to support the business 4. Client Delivery Directors, supporting the relationship management aspects of IT Delivery into the business 5. Process integration is important IT can be integrated and collaborative in itself but integration with the business is essential – depending on maturity this can be hard and time consuming Collaborative IT worked well – Global to Division CTO, and CTO to IT Delivery SUCCESS HINTS&TIPS
- 8. Serco Public Principles 1. Establishing a set of Key Enterprise Principles is essential 2. Rationale and consequence are important to communicate the ‘why bother’ factor 3. Embedding them in your EA processes is vital for them to be understood, observed and followed 4. Publish them in a common and easily consumable way 5. Ensure that different perspectives of your stakeholders are reflected Communicate – and communicate again the relevance and importance of principles Allow domain specific variations/exceptions BUT limit them Global agreement and buy-in of the principles from the outset Enforcement through our EA Governance Principles SUCCESS HINTS&TIPS
- 9. Serco Public Governance 1. EA is referenced at the heart of our Business Lifecycle and Corporate Governance (SMS) 2. Accountability for compliance existed in local organisations through CTO’s 3. Integrated Operating Model meant that governance from strategy to engineering was applied 4. Formal rigour – chaired, minuted, measured and enforced using indicators and an audit process Underestimated the amount of education (training & communication required) Consequence Management is imperative Federated EA Model aligned to CTO Accountability Embedded within our Corporate Governance SUCCESS HINTS&TIPS
- 10. Serco Public Reference Architectures 1. Capability modelling – both business and technical is good but needs context 2. Reference Architectures put capability (business and technical) within a context e.g. Markets > Business Units, Shared Services 3. Key tool for sales and delivery, and provides an anchor for detailed Architectures, designs and standards 4. Common framework allows for local ownership but global coordination Tried to complete too many reference architectures at once Underestimated the effort required by the CTO and Business SME’s to create them Excellent communication tool Supports federated and collaborative development – whilst promoting consistency SUCCESS HINTS&TIPS
- 11. Serco Public Standards and Guidance 1. Definition of standards are essential in helping to realise economic benefits 2. Enable you to leverage economies of scope and scale 3. Pragmatism is a must – Rule of “One” rarely works 4. Governance isn’t just about compliance – we used to good effect to create standards and “buy-in” 5. Waiver process supports the formality of non-compliance Global Standards are very hard (but not impossible) Standards aren’t always technologies – they can be process, vendors, contracts etc. Standards were accessible and understood Inclusive process of definition and rationale SUCCESS HINTS&TIPS
- 12. Serco Public Metrics and Measures 1. If you can’t measure it – you can’t manage it. Fact based decision making suited our organisation and so Metrics & Measures were key 2. Use of Metrics & Measures to help with governance and standards • Pipeline helps to ensure early engagement – identifying where it wasn’t happening • Trends used to identify problem areas 3. Align your metrics to your process but not exclusively Identifying the metrics and capturing the data wasn’t – isn’t easy EA Scorecard allowed us to demonstrate EA was working SUCCESS HINTS&TIPS
- 13. Serco Public Enterprise Architecture Portal 1. A method of communicating the framework and its contents is essential – but can’t be used alone – human communication is important too 2. Make it intuitive, user-centric and easy to consume – you don’t get taught to use amazon.com 3. Recognise that your portal has different users and hide complexity for those that want and need it – the “Onion” method 4. Central custodian is important for data integrity but process should underpin contributions to avoid bottle necks Adoption isn’t easy – you can lead a horse to water but you can’t make it drink – drive them to it with process and create critical mass to provide encouragement Evaluated our maturity and focussed on it as a communication tool initially. Complexity came later SUCCESS HINTS&TIPS