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.
Navigate Atlas to support Portfolio Tools
The design of Navigate leverages industry standard analytic techniques. As high-functioning enterprise architect's our value is supporting an actionable approach. We always leverage an existing approach instead of wasting time developing an elegant technique. The Deloitte Value Map is an example of our approach.
Deloitte Value Map
For private-sector organizations we will leverage Deloitte's Value Map. The Value Map the options available:
- Grow Revenue
- Grow Operating Margin (Lower Cost)
- Improve Asset Efficiency
- Improve Expectations
Each option is further problem down. For example, to Grown Revenue and organization needs to sell more, or sell at a higher price. Selling more will be some combination of growing market share, entering new markets, and new products. We like the simplicity of the model, and it ability to cut past platitudes.
Portfolio Work Product
TOGAF Architecture Roadmap
- 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.
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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