Architecture Roadmaps Drive IT Investment - SA Power Networks Association of Enterprise Architects-Architecture Roadmaps Drive ...
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SA Power Networks
Architecture Roadmaps Drive IT
Investment
Association of Enterprise Architects –
December 2016
About Me Sean Provis Lead Architect – Strategic Projects @ SA Power Networks Background: • Bachelor of Information Technology (IT) • 5+ years SAP experience • Motivated architect, with a strong focus on realizing business outcomes Accountable for End to End strategic program architecture Interests include spending time with my family, travelling and surfing 2|
About SA Power Networks “Sole Electricity distributor for South Australia” 3|
iCMG Architecture World Awards 4|
About Initiative:
Architecture Roadmaps Drive IT Investment
In 2014, SA Power Networks ran over 100 Projects,
majority had difficulty aligning to:
• Strategic Objectives
• Business outcomes
• Invest in the most cost-effective way
5|
The Utilities market is rapidly changing
Solar Battery storage
Wind
Heatwaves Electrical storms
Bushfires
Life support
Customer expectations
6|
Our Strategic Vision changed significantly! 2010 – 2015: ‘A leader in electricity distribution and infrastructure services in Australia’ 2015 – 2020: ‘A leader in delivering energy services that customers value’ 7|
IT also needed to transform & adapt to the
changes
Digital Technology Strategy & Roadmaps
Were the key delivery vehicles to align to
the new:
• Strategic vision & plan
New • IT operating model
Digital Technology • Ensure realising business outcomes
Reduced IT Strategy &
New CIO
headcount
Architecture Team
by 42%
2014 2015
New Management New Program
Team Management
Office
Delivered
regulatory
submission
8|
Architecture Structure & Roles at the
Beginning
CIO
Enterprise
IT Architecture
Technology Manager
Architecture Business
Manager
Chief Architect
Domain Architect Domain Architect Domain Architect
- Technology - Security – Integration/Data
Senior SAP Solution Solution
Architect Architect
9|
Delivering Strategy & Roadmaps to Drive IT Investment 10|
Digital Technology Strategy Overview
‘Lean’ TOGAF 9 Methodology
1. Adapt to the changes Lean TOGAF 9
2. Work together as a new team
3. Deliver a new Strategy
Why ‘Lean’?
• Speed up the process
• Deliver benefits ASAP
• Remove waste and duplication
Critically, this enabled the Strategy to realise
value to the organisation once finalised
11|Delivering the Strategy – Step 1
Business
Ourselves
1. How do we need to operate?
2. How do we enable our workforce to deliver results through technology?
3. How do we continue to support our business through secure and reliable
services?
The answers drove the strategy for 2015-2020
12|Digital Technology Strategy
How do we want to operate?
How do we enable our workforce to deliver results through technology?
How do we continue to support our business through secure and reliable services?
13|Delivering the Strategy - Summary
What went well?
• Easy to communicate and well received across the business
• Enables linkage of programs, projects and initiatives back to the Strategy
• Key input into:
– Investment Planning & Architecture Options Analysis
What could we improve on?
• Received feedback to extend the strategy further to include key outcomes
targeted for next 1-2 years
– This helped to “realise” the strategy & make it come “alive”
14|Digital Technology Strategy - Extended
Strategic
Area Link
Vision High Level
Initiatives /
Business Activities
Process
Link
Drivers
15|Ok so we have a strategy, what's next?
Strategic Vision
Digital Technology
Strategic Plan
Strategy
2016 - 2020
2016 - 2020
Architecture
Roadmaps
“Let’s get our house in order first &
mature Without
our With
architecture practice…”
roadmaps
roadmaps
IT Investment
Planning
16|Maturing our architecture practice • Defined architecture principles: Application Data Technology Security Integration 17|
Maturing our architecture practice • Created standard templates: Roadmaps Solution Architecture Options Analysis • Imported Enterprise (Business) Process / Capability Model • Defined common catalogues & re-usable items for: • Applications • Technology • Established Governance structure (Strategic: CIO LT & Solution: ARF) 18|
Ok so we have a strategy & mature
architecture practice, what's next?
Strategic Vision
Digital Technology
Strategic Plan
Strategy
2016 - 2020
2016 - 2020
IT Investment
Planning
19|Without Roadmaps…
IT Investment Planning process
Capital Budget:
• Annual point-in-time planning process
• Indicative “wish-list”
• Heavy negotiation in the absence of clear plans.
IT Stakeholders:
• Complete a project justification on behalf of business
stakeholders and from each “silo” of IT
• Minimal cross-collaboration or dependencies understood
Business Stakeholders:
• Review of project justification
• Unclear on the intentions
• Lacked view of the ‘big picture’
20|How is a roadmap going to help?
• A roadmap is a plan on:
– How to meet short and long-term business goals
– Transitioning from current state to target state
• Including key events/milestones
• Provides a timeline of activities/initiatives and (crucially) their
dependencies
• Standard structure and format
• They’re never “complete”, constantly evolving to satisfy new objectives
and priorities, subsequently refreshed ~ twice a year
21|Roadmap Pre-requisites 22|
Roadmap Process
Review
Identify all Collect User Draft Roadmap
roadmap with
Stakeholders Stories (in EA tool)
stakeholders
Customer
Centric!
Finalise Present to Present to CIO
Roadmap & Stakeholders for Indicative Costs LT for
Priorities endorsement endorsement
Including:
• Dependencies
• Linkages
23|Example Roadmap
Vision Timeline
Key events/
milestones
Initiatives
Current Target
/ Activities
State & State
Issues
Outcomes
24|Roadmaps Feedback
“I liked your roadmap so much, I have printed it out and pinned it on my
cubicle wall!” – Business Intelligence Analyst
“The roadmaps define and structure the best way to implement our technology vision
in a structured and logical manner” – Manager Engineering Design & Technical Services
“Having a clear alignment from the high level company Strategy though
to the IT Strategy and Roadmaps has been essential in driving the
transformation of IT and the organisation.” - CIO
25|With Roadmaps…
IT Investment Planning process
• CEO Endorsed Plan •Roadmap Initiatives
• PMO Managed Portfolio •Strategic Alignment
•Outcomes
•Dependencies
•Justification
Manage Maintain •Stakeholders
Portfolio Roadmaps
Manage
Ongoing Capital
Prioritisation Pipeline
• Business Led Prioritisation • Ongoing view of capital
• Stakeholders have a clear plan pipeline
26|Digital Technology Strategy –
Modelling IT Capital Investment Spend
Improve IT
Other
27|Roadmaps - Summary What went well? • The roadmaps helped realise large business benefits • Increased our teams enterprise architecture maturity and business focus What could we improve on? • Providing further detail (i.e. completing high level outlines) • Whilst developing roadmaps our internal solution architecture maturity flat-lined 28|
Our Journey about Delivering Strategy & Roadmaps 29|
Architecture Structure & Roles … Now
Technology & Business
Domain Domain Domain Domain
Architect/s Architect/s Architect/s Architect/s
Applications Integration Technology Security The (small) internal team
couldn’t do everything!
Consultant Consultant Consultant Consultant
Architect/s Architect/s Architect/s Architect/s
Valuable opportunity to:
• Connect roadmaps to implemented solutions E2E
• Embed architecture practices into operational teams & realise business benefits
30|Next Steps (1 of 2) • Extending roadmaps to 5 year plans, to provide a longer term investment cycle by iterating through TOGAF cycle again • Measuring roadmap success 31|
Next Steps (2 of 2)
• Governance focus:
• Alignment to roadmaps, for all stages of the initiative, throughout
Architecture Design Build
• Increasing our Solution Architecture maturity
Solution Arch
Now on…
32|Summary
• Strategies and Roadmaps were extremely valuable to ensure
we were and will continue to be successful as a:
• Team
• Department
• Organisation
• We highly recommend them to:
• Align and drive Investment with Strategy
• Communicate with business stakeholders
Global Architecture Methodology
Best Australia/New Zealand Energy/Utility
CIO Recognised in the Top 30 CIO’s Globally
33|34|
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