Enterprise Architecture is not about software,

it's about Business

Kevin Vertrees & Richard Owen
Our Background
Kevin Vertrees - VP / Enterprise Architect for Forest City
Enterprises. Prior to this role, he was the CIO for Forest
City Ratner Companies and served as the overall
technical lead for their SAP implementation. He is
TOGAF 9 certified and is also a musician, farmer, and on
the board of several creative and environmental
organizations.
Rich Owen - An IT professional with 35 years of Business
and Technology experience; Enterprise Architect
(TOGAF 9 certified), SAP Professional (SAP ASAP, Value
Management Academy, R3, ABAP), PMI PMP / PMO,
ITIL, etc. Co-developed EA organizations starting in 2008
to date, ran multiple PMOs prior and SAP Consulting
practices as well; gear head otherwise.
Forest City Enterprises, Inc. is an owner, developer and manager
of a diverse portfolio of premier real estate property located
throughout the United States. We have assets of approximately
$10.7 billion as of 10/31/12 and operate under three strategic
business units;
The Commercial Group is Forest City's largest business unit, with
96 retail, office, arena, hotel and mixed-use properties;
The Residential Group owns and/or manages rental units in urban
and suburban apartment communities;
Core Markets Boston, New York City, San Francisco, Philadelphia,
Los Angeles, Washington, D.C./Baltimore, Denver, Chicago and
Dallas.
Community Property System
As architecture influences FCEs ability to envision, develop and support our
communities, properties and building support systems and infrastructure...
Level of detail
Enterprise Architecture

Why would I form an architecture group ?

What methodology or framework should I consider ?

Is specific automated tooling essential for success ?

Any other tips or things to potentially avoid ?


Why form an architecture group ?
What is the purpose of Architecture ?
Why form an architecture group ?
What happens when form, fit or function is not fully considered ?




Why form an architecture group ?
What is the cost over time when this is not addressed ?
The Typical IT PMO Process ?
Business & IT Boards

Some Level of Strategy and Integration
PMO

Conditions for Success
F
i
n
a
n
c
e

Strategic
Planning
Solution
Deployment
Missed
Opportunities
Information sharing
IT Review Board(s) / Budget Review

Drives IT Strategy and Priorities
L
o
g
i
s
t
i
c
s

S
a
l
e
s

M
a
n
u
f
a
c
t
u
r
i
n
g

O
t
h
e
r

Solution
Development
Why form an architecture group ?
Business Value approach

Resulting in Underachieving Projects and Portfolios
A missed opportunity for many organizations is their inability to systematically
generate value from all investments, including SAP.
Expected Value Poor Selection
and Prioritization
Inefficient Project
Execution
Poor Absorption
and Value
Tracking
Realized Value
100%
5% 10%
10% 15%
20% 25%
50-65%
Source: Corporate Executive Board -Applications Executive Council Research
Focusing on business outcomes throughout the lifecycle of a project reduces Value Leakage
Building the Right
Things
Building Things Right Exploiting What We Built
Governance

Fitting Value Management in the organization
Value management process owner
VMO mission:

Enterprise process transformation
IT portfolio capabilities & TCO
Shareholder value
Competitive advantage
Decision rights go hand in hand
with who owns the budget
Autonomy drives complexity
VS
KPI's - Value to Executives
Consistent KPI
definition
Inconsistency
in KPI
definition
Detail
Aggregate
Architecture Layers
Process
Input 1
Output 1
Input 2
Input 3
Process Output 2
Maintenance Work Completion - Dash3000 (As Is)
Analyze Work Records Submission Record Work Perform Work Plan Work
R
e
lia
b
ility
T
e
c
h
P
u
b
s
M
tc
e
C
re
w
M
tc
e
C
o
n
tro
l
S
a
b
re
B
o
rn
e
m
a
n
n
J
D
E
d
w
a
rd
s
H
P
S
y
s
te
m
Operational
Budget
Schedule
A/C
Maintenance
Control
Finances
Perform
A/C
Maintenance
Analyze Data
Record
A/C
Maintenance
Create &
Maintain
Task Cards
Develop A/C
Maintenance
Program
Work
Effectiveness
Mtce
Reqts
Flight
Times
Payroll
Processing
B
u
s
i
n
e
s
s

D
a
t
a

A
p
p
l
i
c
a
t
i
o
n

T
e
c
h
n
o
l
o
g
y

Maturity, knowing where to start
Business Architecture approach

BEST PRACTICES
SAP Value Management

BEST PRACTICES SAP Value Management
BEST PRACTICES SAP Value Management
BEST PRACTICES TOGAF v9
BEST PRACTICES TOGAF v9
BEST PRACTICES TOGAF v9
BEST PRACTICES TOGAF v9
An Enterprise Architecture is only as good as
the decision making framework that is
established around its governance.
Architecture Review Board
IT Prioritization Committee
BI Steering Committee
Business Case Review Board
Business
Context
Architecture
Principles
Portfolio / Project
Management
Change
Management
Architecture Repository
Business
Application
Information
Technology

Future State
OP EX Working Committee
Business Case
Development.
Review and evaluation of
initiatives.
Operation Excellence Steering Committee
Governance
Aligning Frameworks (Framework Soup) !
BEST PRACTICES Tooling and Frameworks
ARIS
The ARIS house ARIS
ARchitecture of Integrated
information Systems

Conceptual framework used to
describe organizations and
application software

Developed by Prof. Dr.
August Wilhelm Scheer

Modeling method and tool
ARIS Platform for Process Excellence
Visualization of Strategy
Balanced Scorecard
Planning of KPIs
From Model to Execution
From Process to Application
From Design to Implementation and Operation
Modeling
Analysis
Reporting
Publication
Measuring Performance
Monitoring Risks and Controls
Support in all phases of the BPM lifecycle
Business Architecture approach

So the suggested starting point for Enterprise Architecture is
the Business Architecture.

The Business Architecture includes:
Business Models
Business processes / Business capabilities
Organization structure
Business terms
Metrics / KPIs
Enterprise Architecture approach

Areas in which ARIS is used
Capability Model
Mission:
To be a leading owner, operator & developer of
distinctive and diversified real estate projects in
select core markets, which create value for our
customers, shareholders, and communities
through place create, sustainable practices, and a
long term investment perspective.

Modeling: visualizing business aspects
Process Modeling
Information Architecture
Conceptual model of key subject areas
Dimensions
Facts
Subject/Content areas
Documents and unstructured data
Inventory of existing reporting solutions, cubes
and ETL processes
Classification Map of key data/information
points to the capability model
Future state organizational vision, decision
trees, and
Roadmap of BI, ECM and big data/social media
initiatives.
Decision trees and product roadmaps
Application Architecture
Organized by application class / business capability
System Lifecycle: outlook, when to retire
Business and Technical attributes
System of innovation, differentiation, record

portfolio
attributes reporting
Some key points to take away

IT Program and Project management can be cost not
value driven.
The right KPIs at the proper level defines value.
Portfolio and Value Management are EA themes.
Language and Governance is the key to architecture.
Value is ultimately measured by business outcomes.
Dont shoot where the bird is, but where you anticipate
is going to be.
EA will be measured by the Value it provides



THANK YOU FOR PARTICIPATING

Please provide feedback on this session by completing a
short survey via the event mobile application.

SESSION CODE: 2303

For ongoing education on this area of focus,
visit www.ASUG.com