"Doing" EA

In this section, we look at the Methods of PEAF. The methods deal with the ways in which the Structural (MACE) and Transformational (MAGMA) information, defined in the Artefacts section, are used for the purposes of “doing” EA - Strategising, Roadmapping and Project Governance & Lobbying. The HOW.

Update Strategy Model Why

The Strategy Model defines the driving forces behind not only the Enterprise as it currently is but also the driving forces behind where it is moving to in the future and why.

It is important because it creates the overall context for any analysis and definition of what needs to change in the Enterprise, over what time period and why. The more people that understand the business environment and the Vision, Goals, and Objectives, the more likely it is that they will be achieved.

In addition, once the Enterprise Strategy Model is populated, the information in the other models can be related to it. This allows a clear line-of-sight back to the vision, goal or objectives of the Enterprise.

When Much like the Target Model, once defined the Enterprise Strategy Model is not set in stone.

It is reviewed on an annual basis during the annual business planning cycle and also whenever a major event causes the Enterprise to rethink its Target Model. E.g. A Merger or acquisition.

Create/update Target Structural Model Why The Target Model is an aspirational model. In some respects it is also an inspirational model.

It represents what some people may call the “perfect world”. Assuming that the definition of a “perfect world” is “something that is not attainable” then Target Model is not a “perfect world model”. The Target Model should be attainable given enough resource and time.

The Target Model is also an inspirational model. It provides a reasonably clear statement as to what the Enterprise would look like in the future. The more people that understand that in an Enterprise the more chance it has of attaining it.

Documenting, understanding and distributing a clear statement of the Target state provides everyone with a goal state to aim at. This goal state can be created from the current state. However, Defining the Target state without regard to the current state means although you know where you are going, you cannot plan how to move from the undefined current state to the target state. You cannot do gap analysis or intermediate states.

Scope

Because it is defining the Enterprise at some point in the future - usually with a 5-10 year time horizon. Its scope, depth and detail is not as high as the current model. It is meant to contain a broad brush definition of the target with only enough detail to convey what is important about the target.

Why

Although it is important to understand where you are (Current Model), where you are going (Target Model) and why you are going there (Strategy Model), it is usually impossible and/or not desirable to create a huge plan of work to move there in one step.

As in planning a very long journey, you will need to make “Pit-stops” on the way, and you may have to visit various other “Way-points” on the way.

“Pit-Stops” equate to the request for and provision of annual budgets providing the fuel to continue the journey.

“Way-points” equate to the business objectives which must be accomplished along the road to the “Destination” or Target Model.

An Intermediate Model is a statement of intent for some time in the future. The time it relates to usually equates to a particular objective although Intermediate Models can also be time based such as yearly, quarterly, etc.

Scope

Depending on which Intermediate Model is being defined, its scope, depth and detail is really a function of how far that model is in the future. If it’s the next intermediate model in terms of time, then it will be almost as detailed as the current model. For Intermediate Models that are further in the future, their depth and detail get less and less as they become more aspirational the more into the future they project.

Note that for Roadmapping, we are referring here to the Conceptual layer. The Logical, Physical and Operational layers get populated and filled out as the projects in the roadmap execute.

The information to populate the intermediate model(s) should be provided by an analysis of the Strategy, Current and Target Models. However some Intermediate Model(s) may already exist in the Enterprise in terms of diagrams, drawings and spreadsheets.

Populating the Interim Model(s) is usually done when sufficient clarity is known about one or more objectives.

This usually occurs during Annual Business Planning but can also occur at any time during the year dependent upon the timescales related to the Objectives.

Why

The Intermediate Model(s) defines WHERE the Enterprise wants to get to and WHEN. The Strategy Model defines WHY they want to get there. The Portfolio Model(s) defines HOW the Enterprise will achieve that transition, by defining the Programmes, Projects and Initiatives that are required.

Scope

The scope, depth and detail of the Portfolio Model(s) is not meant to provide detailed project plans. The Portfolio Model(s) should provide only enough detail to be able to organise all of the change required to move from one state (Current or Intermediate Model) to another state (Intermediate or Target Model).

In addition, the scope, depth and detail of the Portfolio Model(s) will get less and less the further into the future they get.

Source

Initially an Enterprise will almost certainly already have one or more Portfolio Models in spreadsheets, documents and/or in portfolio analysis tools. Therefore, initially, the Portfolio Models may not be the optimum mix depending upon the Intermediate state the Enterprise wishes.

In this situation the Portfolio Model and the resultant linkages back to an Intermediate Model may well illustrate shortcoming of the existing portfolio.

As time progresses however, the Portfolio Model(s) will increasingly get their information and become much more dependent upon the Intermediate Model(s).

The definition of the current, target and intermediate states, in addition to the definition of the project portfolio and the resulting business and technical roadmaps constitute the Enterprise Transformation Strategy consisting of integrated Business & IT Transformation Strategies.