The Forrester Blog For Enterprise Architecture Professionals
This blog is a roll-up of all the posts from analysts who serve Enterprise Architecture Professionals. Individual analyst blogs are listed below. Visit Forrester.com to learn how we make Enterprise Architecture Professionals successful every day.
Open Text today announced that it has acquired StreamServe, a provider of customer communication management solutions. The acquisition will add a missing piece from the OT portfolio — document output for customer communication management — and will enhance Open Text's SAP partnership. DoCCM is becoming more important to push transactional content for multichannel communication and as one of the components of dynamic case management solutions. StreamServe has always had strong post composition, output management, and production management, particularly for invoices and statements generated by ERP systems, including SAP and Lawson Software. It's a dominant provider of CCM in the energy, utility, and supply chain segments. Its partnership with Adobe — which integrates StreamServe's Persuasion with Adobe LiveCycle Designer ES and repackages it as LiveCycle Production Print ES — has enhanced the North American presence. But at its core, StreamServe excels at integrating DoCCM into structured and enterprise apps to leverage its work processing and will benefit from integrating with OT systems, particularly the more capable BPM and WCM solutions. Fairly predictable — but a good move for both firms.
Mike Gilpin poses this question in the most recent post to his blog. This question was sparked at Forrester’s Business Process & Application Delivery Forum during a conversation during the session “Using The Next Generation PMO To Promote Innovation.” What’s interesting is that the question came from an attendee -- presumably aligned with their firm’s PMO -- who said that in their firm, strategic investment planning is led by their enterprise architecture team, which is responsible for the strategic planning and business architecture processes.
There are multiple ways to come up with the “best answer” to this question. Nigel Fenwick discusses the answer in terms of the CIO’s responsibility to own strategy development -- and the coordination of functions necessary to carry out strategy. I’d like to answer this from the perspective of “what does it take to have an effective strategic investment planning process?”, examining the value the EA function and the PMO can provide.
My colleague Craig Symons, who is Forrester’s expert on IT governance, defines effective governance as ensuring the best answers to these questions:
Are you ready for Forrester's IT Forum 2011? Mark your calendars for May 25-27 in Las Vegas and June 8-10 in Barcelona — and help us design an event that is as relevant and productive for you as possible. We've come up with three potential draft themes and need your vote for the best IT Forum 2011 theme:
1. Unleash your empowered enterprise.
As technology becomes more accessible through mediums beyond IT's control, you have but one choice: Get proactive by empowering employees, or swim against the current. Successful BT leaders will react not by blocking access but by lending their expertise to increase the chances of technology success and empowering the users to solve customer and business problems. This year's IT Forum will provide a blueprint for reaping the benefits of your empowered organization — complete with case studies, methodologies, and step-by-step advice tailored to each IT role.
2. Capitalize on the intersection of business and technology.
IT leaders have long struggled to deliver business and technology alignment. But alignment implies a waterfall process: decide on a business strategy, and then build your technology on that foundation. Today, our businesses move too fast for the traditional IT model. Instead, Business Technology leaders must join the leaders of their lines of business to create business and technology strategy simultaneously. That means working with new business partners inside and outside your organization, operationalizing innovation through standards, and above all, saying, "yes, and..." instead of "yes, but..." This year, we'll dedicate IT Forum to building bridges to new business partners, scaling innovative solutions, and co-creating business and technology strategy.
I've taken some heat in comments at the ZDNET version of my post about the top 15 tech trends research piece. Apparently, to non-Forrester clients who don't have access to the research on the website (except for a rather steep by-the-drink price), the blog post comes off as a teaser with no payoff. Mea culpa. Here's the deal: My process, like that of many analysts these days, is to do research, publish it on our website, and then yak about it via social media. While I'm very careful in Twitter to point out when links will take you to something that's free versus something that's for Forrester clients, I wrote the blog post that found its way to ZDNET's site mostly with Forrester clients in mind. It mostly says "Hey, check out this research doc. Here's what I was thinking when I set out to publish it."
What happens next is that the various analysts who contributed to the trends doc will post blog entries about their areas of expertise, specifically about the topics we talked about in the trends doc. So, in a few weeks, there will be lots of info for non-Forrester clients to read to dig into what we're talking about in this trends piece.
But for now, the social media campaign is looking too much like we're withholding the bottom line just to squeeze some bucks out of the public. Not so. In the interest of addressing that issue, here is a table of the tech trends in that piece, sorted by highest impact (over the next 3 years).
Firms are often challenged to undertake transformation at a grand scale — to sustain and scale BPM programs across the organization. All firms are at subtly different levels of maturity, with different histories, unique cultures — and while there are many commonalities, every organization needs to approach the BPM and transformation agenda in subtly different ways.
Enterprisewide transformation involves a large number of people doing some pretty special things. The reality is that each organization will need its own subtle blend of skills, methods, techniques and tools. In a sense, the organization needs to weave its own proprietary method framework — to create its own fabric — a unique approach that reflects its special needs, the maturity of the different business units, the history of change, culture, and political challenges.
There will be people inside the organization that need to own that framework and set of methods, monitor its efficacy, and improve it over time. And while external resources can complement those employees, the executives at the helm should understand that they cannot abrogate responsibility for change. Too often, I hear the transformational objective stated and then followed by something like " . . . and we are looking for an outsource provider to do it all for us.” That sort of attitude is likely to end up in a courtroom (as things go sour down the line).
Coming back to the weave — populating that framework is always a challenge (since you only know what you know you know). What methods, techniques, and approaches does your organization need? For the organization to answer those questions effectively, it needs to understand the likely challenges it will encounter and assess the skills and capabilities required to overcome them.
OK, a bit of a stretch here, but I did spend 15 minutes one-on-one with the great hurler last week at the Xerox analyst conference at Citi Field in New York. And thankfully, the Mets were not playing. Tom signed my baseball as I toyed with asking him about Roger Clemens, steroids, and Hall-of-Fame-type questions, and the best I could come up with was simply asking how hard he threw the ball in his prime. He scowled and looked at me as if talking to a 5-year-old and said, "There are three important things about pitching — and yes velocity is one, but location, and the ball's movement are the others, and speed is the least important." So I thought about this, and it occurred to me that we focus on speed — in this case — only because we have radar guns that can measure it well. Movement and location are more difficult, so we just ignore them. And perhaps this is a problem with performance management in business today. We focus not on the more important metrics, but the ones we can conveniently grasp. Contact center call duration, as an example, is much less important than the time or the number of successful customer encounters. So thanks, Tom, for this insight, and perhaps we should spend a bit more time taking an outside in approach to metrics.
As Forrester’s EA tools analyst specialist, I am regularly receiving inquiries from EA teams that are encountering trouble choosing the "single repository of truth" for the entire enterprise. Generally, they are oscillating between two products after a long decision process, hesitating in many cases because no one product is able to satisfy all the architects: the EAs, the solution architects, and sometimes the business architects. One product satisfies some architects and not the others, and vice versa; in the end, choosing one single product would not satisfy anyone because for each option that will satisfy a few, some will not use it (generally, for good reason), and it will not give others the information they require to do their job. Therefore, for these EA teams, the dream of getting a "single repository of truth" is becoming a nightmare. I encounter this sort of dilemma in half of the inquiries I receive about EA tools and particularly within the largest companies.
My answers are sometimes difficult for these EA teams to hear:
First: Do all team members agree on EA objectives for the next two to three years? Do all architects know and share the same IT objectives and priorities? If EA and IT objectives/priorities are not clear, it is not surprising that they want different tools, because a universal EA tool does not really exist at this time. The recent document I published about the EA management suite as a third generation of EA tools explains how the most recent two generations complement each other.
As some of you know, I am hopelessly addicted to golf. I can already hear you asking, “What does golf have to do with marathons, and what do marathons have to do with business processes?” Well, I’m glad you asked. Before becoming a golf addict, I was a runner – running 5Ks, 10Ks, and half marathons. My goal was to work my way up to a marathon. This is still my goal, but I learned a while ago that you can’t be a serious golfer and also be a serious runner – they both compete for long stretches of time on Saturday mornings (although I did have someone recommend that I combine the two into "marathon golf").
When I was a runner, I quickly learned that how you run a 5K or 10K is different from how you run a half-marathon. It seems obvious now, but when I trained for my first half marathon I didn’t realize how critical it was to hydrate all the way through and to also change your breathing technique. Ultimately, I found a training program that helped me get ready for my first race, and I ended up crossing the finish line in pretty good time and without killing myself.
Earlier this week, I sat in on a session at Oracle OpenWorld that highlighted the importance of scaling process governance as BPM initiatives expand throughout organizations. The session, titled “Rapid, Successful BPM Adoption,” laid out the key principles of process governance:
Establish standards for implementing process improvement projects.
Prioritize BPM projects so you work on the most achievable ones first.
Clearly define the roles and responsibilities of everyone involved in the BPM project.
Put someone in charge with authority to enforce process governance rules.
Establish a BPM center of excellence to ensure steps 1-4 are followed.
Readers of this blog are all likely to agree that EA is important, but it's also true that EA teams struggle for influence, laboring mightily in the shadows, out of the limelight. Forrester and InfoWorld have teamed up to end all that. Well, OK, we may not be able to do a lot about the struggling and laboring mightily, but we can certainly do something about the limelight thing.
InfoWorld and Forrester are working together to publicize EA programs that are making a difference to their businesses. A distinguished panel of judges, including Forrester analysts and real-world EA leaders from our EA Council, vetted detailed entries to the InfoWorld/Forrester EA awards contest, and we have picked five winners. These winners show different aspects of high-impact EA programs – but a review of their stories shows some things they have in common as well, including the insight to prioritize the right direction for EA at the right time.
The winners are, in alphabetical order:
Aetna: Capability maps
Barclays Bank: Road maps and strategic architectural alignment
Discover Financial Services: Driving value with EA
Skandia UK & International: Transformation delivered through EA
Wells Fargo: Living target architecture
We can all learn about the application of EA best practices from these companies’ stories. I strongly encourage you to read the write-ups here. As always, we’re very interested in your comments and ideas!