- EA Conference 2012
- Enterprise Architecture SG
Enterprise Architecture SG
Any last minute changes to the conference programme will be posted on this webpage and also advised to booked delegates. The conference is scheduled between 9:30am and 5pm.
Registration and tea
|Opening Remarks and Scene Setting||Amit Bhagwat|
|Enterprise Ecosystems Thinking||David Hunt|
|There are already many examples of where concepts have been borrowed from classical ecology and used to describe aspects of systems development,
such as software evolution. More recently a view of software ecosystems has appeared and the term "ecosystem" has become more common in describing systems and business
domains. This presentation will review, briefly, these approaches and then look at two aspects of ecosystems concepts applied to Enterprise Architecture:|
a. An empirical view of the usefulness of ecosystems thinking applied to an enterprise architecture.
b. A more formal view of how such concepts can be used to extend IEEE 42010 to cover a broader view of the enterprise.
|David, currently Director of DCH Technology Services, has served as Head of Architecture, Retail Banking, Lloyds Banking Group, Head of Enterprise Architecture, Capgemini Financial Services, Head of Architecture, ABNAmro Wholesale Banking and Head of Software Engineering, University of Greenwich. He brings over ten years experience of EA and running EA practices, responsible for portfolio's in excess of 1 Billion Euro/yr.|
|Next Practice Architecture - What Would the Web Do?||Carl Bate|
|Joy's Law states that 'not all of the smart people work for you'. The walls of the traditional enterprise are falling, and what remains is increasingly porous. Disruptive forces such as Open Innovation, Consumerisation, Gen-Y and BYOD highlight the challenges. Best Practice is moving to Next Practice, a realisation that the enterprise is a constituent of a complex connected world. Web 2.0 redefined the social enterprise, the real-time web is creating the 'real-time enterprise'. Commercial advantage requires speed to market, with new and innovative business models. Architectures must accommodate their rapid introduction, change and decommissioning. An interesting architectural anti pattern is 'inside is different' (a fallacy that considers internal needs as unique). The ubiquity, flexibility of the Web and its architectural style is a useful lens through which to challenge this thinking. Next Practice architecture asks "What Would the Web Do?" Coupled with Systems Thinking and trend scanning this provides a response to disruptive forces, harnessing them within both Business Model Innovation and Enterprise Architecture.|
|Carl Bate is a Partner at Atos Consulting where he leads its Chief Information Officer (CIO) and Next Practice Advisory units. Carl is an advisor to business and government, and working with people from different professional disciplines, works to address some of the complex problems and opportunities organisations face in the connected world by applying 'next' not just 'best' practices (see The New Norm paper). Carl has cross-industry and cross-geography experience and has served as an advisor on strategy and global transformation initiatives with many leading organisations. Carl is co-author of 'Lost in Translation - a handbook for information systems in the 21st century'. Published in 2007, it is a book about five words which describe how organisations behave in the connected world, and which help 'business' and 'IT' speak a common language. This Systems thinking framework, VPEC-T, is being adopted as a way to aid behaviour analysis of complex business and societal situations. Carl is a British Computer Society Fellow, formerly Chair of the BCS Futures Group, and formerly Vice President and Chief Technology Officer at Capgemini.|
|G-Cloud - the UK Public Sector's journey into the Cloud||Graham Riddall|
|Before it was tamed, the cloud was fluffy, meant different things to different people and was subject to the customary hype and apprehension cycle. As it has
matured and concepts are being standardised, it is beginning to make 'common sense' and realise some of the promises the early hopefuls prophesied. Now the UK Public Sector has embarked
on an ambitious Cloud Computing journey.|
In this presentation Graham will begin with the basics of cloud and what it means to the enterprise, and go on to cover the 'why and how' of the G-cloud story - reflecting on a few, early (dramatic) successes and a few (less dramatic) failures.
|Graham Riddall is Head of the Technical Architecture team at the Home Office. Graham has worked for the Home Office for about 3 years with almost 25 years private sector experience (across multiple industries) before that covering many areas of the financial services and the leisure and travel industry. Graham has worked extensively in the enterprise-wide context. In fact, in his last role before joining the public sector, Graham undertook the hard-yet-necessary task of bringing together best of ICT capabilities from multiple merged organisations and making them work coherently and efficiently as one enterprise. Graham values the satisfaction of serving the wider society that his current job gives him and endeavours to couple it with the lessons in stakeholder value and enterprise effectiveness that he has learnt through the last three decades.|
|Emerging Trends in Enterprise IT||Alex Mayall|
|Today's ever more demanding marketplace is characterised by both exciting new opportunities and formidable new competitors, many of them based in Asia. Improved
standards and increasingly powerful technologies offer companies the potential for differentiation, but these technologies have also undermined existing business models and facilitated market
access for new competitors. With the emergence of cloud-based offerings the IT services industry has become more versatile and cost-effective: many activities traditionally carried out by the Enterprise
IT function are now routinely outsourced. At the same time employees have become much more familiar and adept with technology and less willing to be dictated to by Enterprise IT. All these trends have been
accelerated by the recent economic downturn. Firms are responding to these challenges by using technology to flatten their structures and by offloading non-core activities to external partners, making
the networked organisation a fundamental business reality.|
This presentation will examine the impact of these trends on the role and positioning of the Enterprise IT function, and in particular on the relevance and the contribution of Enterprise Architecture.
|Alex Mayall is the Managing Director and Senior Consulting Partner of Enterprise Architecture Solutions Ltd (EAS Ltd), a leading independent enterprise architecture consultancy. He is also a Research Associate, and was formerly the Managing Director, of the Leading Edge Forum, a business unit of Computer Sciences Corporation that researches management issues at the intersection of business and IT. For over 20 years Alex has worked at a senior executive level with multinational companies spanning a wide range of commercial and industrial sectors. His consulting experience has covered all aspects of business change from competitive strategy through to organizational behaviour and programme management, although his speciality lies in helping organisations improve their performance through the alignment of information technology with business strategy. Prior to 1990, Alex worked in the international chemicals industry in a variety of IT professional and management roles. He has been a Member of the British Computer Society since the mid-1960s.|
|Emerging trends in development of the EA profession||David Twaddell|
|As committee member/chair of the BCS EASG since its formation, David has been involved in, or witness to, a number of efforts around the development of the EA profession. David will provide an overview of his observations on the academic and professional forces that are shaping enterprise architecture today.|
|David is an enterprise architect at Inpreci and an associate consultant at Parker-Fitzgerald. His expertise is applying EA to global enterprise transformation, with a recent focus on regulatory compliance in banks and insurance companies. He is a BCS Member with CEng and CITP certifications. As a founding committee member of the Enterprise Architecture SG, David has contributed to development of the group and is keenly interested in enhancing the professional status of enterprise architecture.|
|Lesson learnt in Human and Organisational factors in EA||Sally Bean|
|The value of Enterprise Architecture work depends greatly on the roles and competencies of the people involved and on effective communication.. Even though people are central
to the success of EA, there is a tendency for architects to pay most of their attention to processes and frameworks and neglect some of the softer critical success factors, such as
communications, collaboration, politics and influencing skills. These factors become even more important as EA becomes more strategic and business-oriented.|
Sally will draw on her extensive experience to illustrate, with techniques and examples, how these critical success factors can be achieved, the sorts of challenges that she has encountered, and approaches to overcoming the challenges that she has found effective.
|Sally is an independent Enterprise Architecture consultant who advises large organizations in the private and public sector on how to develop their EA capability and embed EA approaches into their ways of working. She has 20 years experience in the field, with 10 years as a business systems architect in British Airways. She is particularly interested in applying systems thinking and complexity approaches to architecture, as well as the more social and organisational aspects of implementing EA. She has recently stepped down as the chair of IRM UK's Europe conference on Enterprise Architecture|
|Lesson Learnt in EA articulation||Tom Graves|
|The role of static structure-models in enterprise-architecture is quite well-understood. Yet how do we describe the aliveness of the organisation, the interactions,
customer-journeys, the relationships and dynamic dependencies that link from strategy to execution and back again - and the models we need for investment, change and governance for all of these themes?
These too are part of the story of the enterprise - and hence a necessary part of the enterprise-architecture.|
Using a service-oriented approach to whole-of-enterprise architecture, Tom will draw on examples from his personal experience to illustrate practical challenges and lessons-learned in creating architecture - tools, techniques, checklists and models that make sense to everyone, and that business-people can use in their day-to-day planning and practice
|Born in Britain, but for many years somewhat Anglo-alien in Australia, Tom Graves has been an independent consultant for more than three decades, in business transformation, enterprise architecture and knowledge management. His clients in Europe, Australasia and the Americas cover a broad range of industries including banking, utilities, manufacturing, logistics, engineering, media, telecoms, research, defence and government. A prolific writer and blogger on enterprise-architecture and related topics, he has a special interest in architecture for non-IT-centric enterprises, and integration between IT-based and non-IT-based services.|
|Lessons Learnt Panel||Chaired by Amit Bhagwat|
|This panel will discuss some of the common key issues in enterprise architecture and lessons learnt. The panel is expected to include an array of distinguished enterprise architects, among them the day's speakers. The panel will also give the delegates opportunity to narrate their stories and lessons learnt and seek opinion of the panel and comments from other delegates. The delegates will have significant scope to make this session address their specific needs. Delegates are encouraged to write to the organisers in advance if they would like specific issues/questions discussed.|
Post-conference Networking Evening (sponsored by BiZZdesign)