Navigate Atlas to support Portfolio

Navigate Atlas to support Portfolio extends Navigate Core to address the developing architecture to support portfolio and program planning.

The Navigate Atlas to support Portfolio supports developing a change program. Identify what projects will reach the target. Set the project's terms of reference, align their approaches, identify synergies, and govern their execution of projects.

Most organizations bind portfolio planning to their business and budget cycle.

Supporting Portfolio is one of the natural sweet spots for an EA Team. Taking a target state and breaking it down so individual projects have terms of reference and clarity of their value delivery is powerful.

Your approach to implementation does not matter - Waterfall or agile. The project, or product, is delivering something expected for your organization. Without the expectation, it would not have been funded. Our Atlas to support Portfolio directly supports Agile development and other delivery vehicles.

In fact, a key deliverable is what approach a change should take.

Portfolio Work Product

  • Roadmap
    TOGAF Architecture Roadmap
    Key Deliverable
  • Decision Document
    TOGAF Architecture Vision
    Key input deliverable before budget planning
  • Option Document
    TOGAF Set of Viewpoints
    Key input deliverable before budget planning
  • Value Assessment/Recovery Plan
    TOGAF Compliance Assessment
    Key deliverable before governance review and program budgeting

EA to support Portfolio

Support cross-functional, multi-phase, and multi-project change initiatives

Will typically cover a single portfolio.

Architecture is used to identify projects, and set their terms of reference, align their approaches, identify synergies, and govern their execution of projects.

Enterprise Architecture Capability Model
Enteprise Architecture Purpose

Conexiam Navigate

We design Conexiam Navigate to address the problem of getting to done.

Small information demands and crisp focus on expected value. Do not to gather all the information that might be.

Specialized Atlases extended Navigate seamlessly.

Enterprise Architecture Landscape (Portfolio)

Will cover single subjects (the Portfolio) Typically, not very detailed. May contain discrete constraints that are very detailed when the value is dependent upon tight control. Typically, valid for 2 to 5-year period when Target. Current Architecture to Support Portfolio should be considered past its best-before date. A Portfolio without a view to the future is pointless. Typically, the need to update and keeping current this architecture is highly variable.

Standard Portfolio Enterprise Architecture Stakeholders

  • Senior Leaders are those with responsibility for management and oversight
    This responsibility includes approving and realigning strategic initiatives, tracking a portfolio of projects, ensuring transformative benefits are realized, and meeting operational business goals.
  • Program/Portfolio Managers are those with responsibility for management and oversight of strategic initiatives
    This responsibility includes approving and realigning projects, tracking project progress, and ensuring project benefits are realized.
  • Business Requirements Owners are those responsible for identifying and expressing business requirements
    Typically, these Stakeholders are responsible for some aspect of business operation.
  • Implementers are those responsible for developing, integrating, and deploying the solution
  • Risk Owners are those interested in risk
  • Business Partners are those who are engaged to provide services sustaining a customer value proposition
    Note: The architecture may not be provided to business partners but must be evaluated from their perspective.
  • Customers are those who consume products and services
    Note: The architecture may not be provided to members, but must be evaluated from their perspective.

Standard Portfolio Enterprise Architecture Concerns

  • Agility: what is the ability of the architecture to adapt to future unanticipated change?
  • Efficiency: how does some aspect of the architecture contribute to efficiency of operations?
  • Differentiation: how does some aspect of the architecture address enable differentiation?
  • Value: what is the value of the architecture?
  • Value Proposition: how does some aspect of the architecture address a value proposition?
  • Change Cost: what is the impact of a change to the architecture in terms of cost of change?
  • Change Impact: what is the impact, or scope, of a change to the architecture?
  • Alignment: to what extent is the architecture aligned with priorities?
  • Feasibility: what is the probability the architecture will be realized and sustained?
  • Dependability: how will the architecture consistently deliver value and operate safely?
  • Control: how will we protect assets in the architecture?
  • Specification: what needs to be built?
  • Security: will the architecture consistently address the risks and opportunities embedded in operations?
  • Confidence: what confidence can be placed in the Target?
  • Customer Intimacy: is the Enterprise delivering products and services the customers want? What is the confidence that the new product or service will be liked by them?
  • Scalability: Can the architecture and the Enterprise handle the range of demands and growth cycles?
  • Business Continuity: Does the architecture provide the appropriate level of continuity needs relative to the Enterprise’s needs?

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