Event Timetable

Welcome Address

Allen Brown, President & CEO, The Open Group

Just Exactly What Is Going on in Business and Technology?

Andy Mulholland, Former Global Chief Technology Officer, Capgemini

Disruptive Innovation is occurring across not just business, or even social activities, but across society and government, as new low cost technologies become ubiquitous and pervasive in every aspect of modern life and culture. Technology is no longer solely the domain of the IT department! Exactly what this means to each of us individually is usually limited to our role and personal experiences in some subsets and its difficult to grasp how this fits in with the total picture. This plenary session aims to establish the scope, issues and goals for this meeting of the Open Group by providing a 'big picture' of what, where, who and why these changes are occurring as Business adopts new technologies in disruptive ways that create entirely new business competitive capabilities.

There is a direct parallel with the period of Disruptive Innovation that occurred twenty years ago with the advent of the PC, leading to Client-Server architecture and enterprise applications such as ERP. Business Process Re-Engineering was the name given to the innovative change in Business models as the internal back office processes were transformed and the IT organization and CIO were tasked with operating these new technologies for competitive business value. Today Tablets and Smart Phones with Cloud architectures running Apps and Services are the technology disruption capability and Business Innovation is focused on the Front Office and 'doing business' externally.

Most, if not all the attendees will find much to recognize as part of their current experiences, but for many it will be the first opportunity to understand how these are part of a much larger business and technology disruption and innovation. The ability to 'do business externally' has at its center of the concept of Boundaryless Business Process, it also requires alignment and integration with the existing IT architecture, and introduces new challenges for members. This plenary attempts to set the scene as to what mutually agreed standards and methods to extend the various aspects of the Open Group's activities need to be considered.

Bath & North East Somerset Council – Using EA to Inform Business Transformation

Councils are complex organisations, providing a huge range of diverse services. Complex and inefficient webs of processes & technology have built up over time to support these services, which limits agility and hampers innovation. To free itself of this complexity, BANES Council used an Enterprise Architecture approach to develop the Council’s new 5 year IT strategy, which sets out how it will achieve significant savings on its annual IT spend. The strategy aims to drive out complexity from the IT estate whilst ensuring that the IT architecture evolves and changes in a way which fully supports and aligns with the changing structure and business operating model of the future council.

This case study will:

• Address the challenges of modelling complexity in diverse organisations
• Outline the EA led approach to drive out cost and complexity, whilst maintaining the quality of service delivery

Angela Parratt is Head of Transformation and Joint CIO at Bath & North East Somerset Council, responsible for IT change programmes across the council, and for ensuring the IT architecture evolves and changes in a way that fully supports and aligns with the structure and operating model of the council.

Richard Shreeve is the Consultancy Director at IPL, a leading UK IT services company specializing in the delivery of intelligent business solutions. Experienced in the fields of Enterprise Architecture, Business Process Management, Information Management and Requirements Engineering, Richard has contributed to the success of many high profile business transformation programmes across a variety of sectors including Manufacturing, Financial Services, Telecoms and Emergency Services. He can be reached atrichard.shreeve@ipl.com.

Merger Transformation of Three Financial Firms: How TOGAF® and ArchiMate® Made This Possible

Henry Franken, CEO, BizzDesign, Netherlands

The case concern the merger of three previously independent insurance companies (named A,B, C), located in different metropolitan areas:

A: specialized in homeowners and travel insurancance.
B: specialized in auto insurance.
C: a small company specialized in legal expense insurance.

ABC now offers all the insurance products of the original companies. It has a common front-office for customer contacts, and for each class of insurance products, there is a separate back-office, located at the headquarters of the original companies. The merger has resulted in a fragmented IT landscape: each of the original companies brought in their "heritage" of legacy applications.tions. ABC wanted to rationalize their IT applications portfolio, to simplify the application landscape, improve consistency, reduce maintenance costs.This presentation shows how they did it using:

• TOGAF®: an Open Group standard - the leading method for EA development, including a process, techniques and best practices.
• ArchiMate®: an Open Standard modeling language for Enterprise Architecture

Henry Franken is chair of the ArchiMate Forum at The Open Group. Henry is co-founder of the BPM Forum Netherlands. He has co-authored several international publications and Open Group white papers.

At BiZZdesign, Henry is responsible for research and innovation. Alignment with and contribution to open standards are key. BiZZdesign has contributed to and edited the ArchiMate 2 specification. BiZZdesign is involved in the workgroup working towards the next version of TOGAF® and its alignment with ArchiMate®.

BiZZdesign offers native tooling, consultancy and training for TOGAF and ArchiMate. BiZZdesign offers complete and integrated solutions (tools, methods, consultancy and training) to design and improve organizations. Enterprise architecture, business requirements management and process business analysis and management are important ingredients in the solutions.

Challenges and Opportunities for Big Data in Healthcare

Larry Schmidt, Chief Technologist  - Americas Health and Life Sciences Industries, HP, US

Most industries can leverage Big Data and the appropriate analytics to improve margins, predict results, reduce fraud and obtain competitive advantage. Metrics which reveal the business impact of Big Data often are tied to a financial performance. While the Healthcare industry can certainly measure Big Data's value through financial impact, Healthcare also measures value through human impact. Big Data, and its surrounding information architecture is a technology enabler for improving the health of a population, discovering new treatments to disease and implementing best practice through evidence based protocol. In Healthcare, Big Data saves lives!

This session will cover some of the challenges the Healthcare industry faces when deploying Big Data solutions. It will feature how Big Data is being leveraged to improve Healthcare discovery and delivery.

Key takeaways:

• Understand the sources of "Big Data" within the US Healthcare delivery model
• Gain appreciation for the types of "Big Data" that exist in Healthcare delivery
• Understand how technology and standard advancement and the following of protocol impacts the value of Big Data in Healthcare
• Understand Big Data role in improving the health, patient safety and lifespan of individuals

Larry Schmidt, an HP Fellow, is the Chief Technologist for the Health & Life Sciences (HLS) industries within the Americas Office of the Chief Technologist (CT). Schmidt, an enterprise architect and Distinguished Systems Engineer (SE), provides innovation, thought leadership and architecture expertise to HP clients within the HLS and Financial Services industries.

How to Improve Productivity of Highly Mobile and Global Architecture Groups - an IBM Case Study

Martin Owen, CEO, Corso, UK

Open Group members will know IBM as a very large IT services/software/hardware company but IBM is also a very large manufacturing & distribution company, with over 400,000 employees and operations all over the world. IBM's CIO organization is responsible for the systems which keep this running. The CIO organization has architects, including Enterprise Architects, all over the world. Keeping this team productive andconsistent has been challenging. This session will address how those learnings have been extended to IBM architects working in the field, with customers. These architects are also widely distributed and even more numerous and mobile than the architects in the CIO organization. Improving their consistency and productivity has been even more challenging. This session will discuss how IBM is transforming how we manage resources to support our global community of architects. Session will cover approaches used and how the IBM EA team enables global and mobile architect teams to improve productivity, increase consistency and reduce troubled projects in the enterprise.

Key takeaways:

- Approaches used to simplify processes and exploit EA asset information
- Governance mechanisms employed
- How EA productivity has been measured
 

Martin Owen has spent over 20 years in Enterprise Architecture and is a co-author of the original Business Process Modeling Notation (BPMN) standard. Martin has run teams driving the product directions, strategies and roadmaps for the Enterprise Architecture tools at IBM.

Architecting automation driven Business Transformation

Santosh Mohanty, VP and Head of Components Engineering Group, Tata Consultancy Services Limited, India

The advancement of technology, social media and service models have provided opportunities for enterprises to redefine customer centricity and drive organizational growth and efficiency. This entails business transformation that is ably supported by transformation of process, application, data and computing infrastructure. Any large scale transformational activity needs to gain management confidence for go ahead. This means a clear articulation of growth and efficiency that has to be achieved in the target state, understanding of current state, migration capability from current state to target state and ability to develop and service target state with speed and quality.

The speaker will articulate the opportunities and challenges in a large scale business transformation and how to architect automation covering knowledge extraction of current state, generation of target state and tool based migration of soft and computing assets.

Best practices and lessons learnt from recent engagements will be shared covering rule extraction, rule validation, flow diagram, system documentation, model based development, data quality management, variability handling, test management, change management and change automation. Benefits covering speed and quality both in development and support enviornment will be presented.

Key takeaways:

Confidence to adopt large scale business transofrmation depends upon the follwoing four factors:
1. Ability to build and maintain application on fast track and with high quality
2. Ability to extract knowledge from existing application
3. Ability to transfer existing knowledge into new enviornment
4. Articulation of quantifiable and qualifiable benefits in terms of growth and efficiency

Dr. Santosh Mohanty is a Vice President at TCS. He has twenty five years of industry experience covering Business Strategy, Business Unit Management, Corporate R&D, and Leadership Grooming. He has PhD in Mathematical Sciences and MS in Computational Mathematics from NIU, IL USA. He has been awarded the title of Distinguised IT Architect (Profession Leader) by The Open Group.

"Wellnet", the case of Healthcare establishing the new digital internet of things

Mark Skilton, Professor of Practice in Information Systems Management, Warwick Business School, UK

Are you ready for the new generation of embedded technology and ubiquitous systems that pervade our daily lives?

With Apple rumoured to be launching smart apple watch or the gesture gaming experience, or home automation of connected use of lingual translations, the explosion of data and lower cost multi-sensor devices connected over networks are rapidly changing the possibilities of technology and human sensory intervention.

The Healthcare sector is providing leading early examples of patient care augmentation, improved palliative and whole of life care and overall cost effective improvement from integrated technology and services. Often using accessible low cost smart phone and other devices and connectivity with new biosensor and information applications, these technologies are opening up a new frontier of open platform augmented services. Many lessons can be learnt from the healthcare industry in the emerging abilities to integrate information in context with a range of services and resources for the advancement of technology enabled industry and the benefit of society.

This session will illustrate the health sector revolution with current work of the Platform 3.0 Business Use Cases that is defining how digital orchestration, micro sourcing, secure integration and contract metering and multi-device user experience is transforming IT and Industry.

Mark Skilton is co-chair of the Cloud Computing Work Group and a member of the Platform 3.0 Forum in The Open Group. He is a member of the ISO JC38 Distributed Computing Standards and an editor and author of the Cloud Credential Council Professional Cloud Solution Architect Certification. Mark is Professor of Practice in Information Systems Management at Warwick Business School UK and a visiting lecturer at Washington State University, Pullman, USA in Cloud Computing and Digital Innovation.

Lean Enterprise Architecture: An Operations Management  Approach

Thomas Obitz, Principal Advisor, KPMG LLP, UK

Enterprise Architecture is about creative problem solving, and about influencing the organization to facilitate change. But there is more: Running an enterprise architecture function also has a very non-glamorous, practical, operational side of managing workload, optimizing processes, and "getting things done."  This tutorial shows how to apply “lean” techniques to Enterprise Architecture. The example­ based on a real case - demonstrates the results: By reducing waste and optimizing scheduling of resources, the
average time to deliver change comes down by 44% and the pipeline of pending initiatives comes down by >40% in two months (without adding resources, certainly). This unlocks a six digit amount in net present value, and improves the standing of the architecture team within the organization significantly.

Key takeaways:

-- Deliver change effectively and efficiently
-- Optimize throughput and response time of an Enterprise Architecture team

Thomas Obitz is a Principal Advisor with KPMG LLP in London. Building on more than 20 years of experience in the IT industry, he acts primarily as a lead architect of major initiatives, as an enterprise architect, and a business architect. He has more than 13 years of experience in the Financial Services industry, with a strong focus on Investment Banking and Capital Markets.

Besides his client work, Thomas is involved with the development of the TOGAF framework since 2004. He is part of the Business Architecture Working Group and served as chair of the TOGAF strategy working group and of the TOGAF – BIAN collaboration initiative to ease EA adoption in the Banking industry. Thomas is frequent speaker at international conferences.

Enterprise Architecture - We Do That?: How (not) to do Enterprise Architecture at a Bank

Omkhar Arasaratnam, Chief Security Architect, TD Bank Group, Canada

After almost 15 years of working in a technology company, Omkhar ventured forth to conquer Enterprise Architecture at a Financial Services company. All of his years of Architectural pontification from the ivory tower could not prepare him for this. Federated P&L accountability and mandate?! Disparate reference architectures!? Line of business sponsorsed projects with no IT involvment!? How does one go about applying Enterprise Architecture in such an environment?

Please join Omkhar in an insightful, engaging and sometimes humorous discussion of how he took traditional, top down, center based architectural methodologies and applied it to a highly federated environment.

Key takeaways:

-- Enterprise Architecture program revitalization
-- Enterprise Architecture governance

Omkhar Arasaratnam is the Chief Security Architect at TD Bank Group. He is an accomplished author and technical editor of several IBM, John Wiley & Sons, Open Group and O’Reilly publications. Omkhar also holds several pending patents in Information Technology. Mr. Arasaratnam previously held leadership roles at The Open Group in the Cloud Workgroup, and participated in the Security Forum.

The Future Architecture of Healthcare

Mateen Greenway, Chief Technologist, HP Enterprise Services, UK

An exmination of how Healthcare will evolve in the next few years and how Cloud, Mobility, Big Data architectures can help Healthcare evolve from treating the ill to enabling individual wellness.

Key takeaways:

-- The model of healthcare in the Western world is fundamentally broken
-- The existing business and IT architectures are not suitable to support business today let alone future needs
-- The interestection of Cloud, mobility, big data and the "internet of things" can help to enable a whole new wellness based model for Healthcare

Mateen Greenway is the Chief Technologist, HP Enterprise Services, EMEA Public Sector (currently focussing mainly on Healthcare and Education). In this role, he is responsible for client innovation, evolving the industry vision & solutions and business development. In addition Greenway acts as CT for a variety of global accounts.

How to Measure Enterprise Architecture Complexity: A  Generic Approach, Practical Applications and Lessons Learned

Christian Schmidt, Managing Partner, Scape Consulting GmbH, Germany

Complexity of both, business and IT, is one of the most frequently discussed topics in EA today. For many architects, complexity is of central concern due to its (assumed) impacts on operating costs, organizational agility, and operational risks. Architects therefore generally seek to minimize (or at least mitigate) complexity (e. g. via standardization of infrastructure or application consolidation). However, complexity decisions are still mostly based on the architects' intuition and experience rather than on formal criteria. This may be attributed to the fact that no established measurement models exist so far.

In this speech I will report on some of the latest research in the field as covered by two research projects that I am currently engaged with, namely CEAR (Complexity in Enterprise Architectures) of Darmstadt University of Technology and CALM3 (Complexity of Application Landscapes - Methods, Models, Measures) of Munich University of Technology. In particular, I will present a new and practice-proven approach for measuring Enterprise Architecture complexity based on existing architecture frameworks and tools. The approach is fully generic and applicable to any architecture layer (business, application, information, technology) and at any scale (enterprise, domain, solution). This way, the collection of data as well as the integration and interpretation of measures is strongly facilitated. The approach is illustrated by a real-life case on the landscape transformation of an insurance company.

Based on my practical experience, I will also highlight some of the possible usage scenarios for complexity assessments along the architecture cycle (e. g., identification of pain points / hot spots, support for target architecture decisions, benchmarkings). Beyond that, I will give some recommendations for successfully implementing complexity measurement and management practices and report on the most common pitfals.

Key takeaways:

-- attendees will be introduced to a new and practice-proven method to measure the complexity of enterprise architectures emanating from the latest research in the field
-- attendees will receive a demonstration of the approach and its value contribution based on a real-life case
-- attendees will learn about typical usage scenarios and stakeholders for complexity models as well as the most frequent pitfals

Dr. Christian Schmidt is a Managing Partner at Scape Consulting GmbH. He is specialized in establishing, optimizing and supporting Enterprise Architecture practices within end-user organizations and has authored a number of publications on these subjects. Mr. Schmidt has been working as a consultant, project manager, architect and software engineer within various industries including banking, (re-) insurance and pharmaceutical. He holds a PhD in Business Administration and a Diploma in Information Systems from Darmstadt University of Technology, Germany.
 

The Road to Architecture Maturation in a Highly Federated, Multi-regional Architecture Landscape

Max Fischer, Chief Enterprise Architect, Nordea, Sweden

Nordea did embark a focused road to maturing architecture during 2011, now 2 years later there are some conclusions and learnings ta share and also a clearer way forward.

Key takeaways:
-- How to organize a programme rolling out EA
-- EA tool choices
-- EA processes and services

Max Fischer has working as an enterprise architect and manager of architects for the last 8 years, with task as Head of EA Implementation and Chief CRM Architect in TeliaSonera, Enterprise Business Architect in SEB, Head of Business IT Architecture and Lead EA in Nordea Group Functions, and latest Chief Enterprise Architect and process owner of Architecture and IT Strategy in Nordea. Max has always strived to make architecture tangible and always architect with the consumer in mind, focusing on simplifying a complex world. Max is reporting to the CTO in Nordea.

Transforming the Healthcare Sector with Enterprise Architecture - Part-I

Roar Engen, Head of Enterprise Architecture, Helse Sør-Øst RHF, Norway; and Sarina Viljoen, Senior Enterprise Architecture Consultant, Real IRM, South Africa

The Healthcare environment is complex, with a conservative culture with regards to utilizing information technology to drive and support transformation towards a more patient and citizen-centric experience.

In order to support and drive change, the Norwegian healthcare organisations establish the Nasjonal IKT to focus on common information strategies, standardization, shared practices and implementations across the sector.

Case: In 2010 Nasjonal IKT decided that the The Open Group Architecture Framework / TOGAF will be the standard for architectural work in all National projects, and strongly advised the four healthcare regions to use the standard. This kicked off a series of activities both within the Nasjonal IKT, in the regional healthcare organizations and created interest for the framework and practices throughout the whole healthcare sector. Nasjonal IKT has worked systematically to build competence and experience, mature and address stakeholders, establish shared practices and leverage the value existing and proven practices from organizations like The Open Group can provide.

The presentation will take the audience through part-I of the EA transformation journey for the public healthcare sector in Norway and share experiences from the three first years from end-user, customer and provider perspectives.

It will conclude with some lessons learned, and thoughts on what part 2 holds in terms of challenges and opportunities.

Key takeaways:

-- The value of competence, proven practice and structure in a conservative culture;
-- Maturing EA in Healthcare;
-- Approaching EA in a specific organisational culture context

Roar Engen is Head of Enterprise Architecture at Helse Sør-Øst RHF (the Southern and Eastern Norway Regional Health Authority), the largest of the four Regional Health Authorities in Norway.

Sarina Viljoen is Senior Consultant at Real IRM Solutions, South Africa. Sarina is a business and IT professional with over fifteen years of experience in the various facets of enterprise architecture. She is the Forum Director and contributor to the Exploration, Mining, Metals and Minerals vertical (EMMMv), an Open Group forum focused on delivering the standard reference model set for the Exploration and Mining sector. Sarina holds a Bachelor of Science (Computer Science) and a Master of Science (Management of Innovation and Technology) from the Da Vinci Institute of Technology. Her dissertation focused on the influence that enterprise architecture has on information flow within an organization.

Architecting the enterprise along the communication paradigm using TOGAF®

Ramtin Mesbahipour, Managing Consultant, Detecon Intl., Germany

The hidden paradigm behind modelling the enterprise capabilities is based on Ford and Taylor's idea of sequencing activities and taking the best in class approaches. It has once proven to be suitable for mass production of goods. While the paradigm is still the basic modelling assumption for shaping enterprise capabilities, the environmental and social basis for enterprises changed. The business has moved from mass good production to massive personalized services around goods, where customers can place unpredicted change requests almost at any time. The fact that such events occur unpredicted does not mean they occur rarely. The exception to the lucky path is basically the routine. How the reaction to such unpredicted events look like is shown by the inflationary usage of e-mails, instant messages, phones, and meetings. It seems that communication is about to become the new paradigm.

Putting massively personalized services on top of complex products asks for fitting architectural structures. Ford's hidden paradigm fails to master the resulting architectural complexity due to the lack of the concept of “communication”. What enterprises need to master is an enterprise architecture driven by communication.

The presentation discusses a methodology to create an enterprise architecture that promotes the communication-centric paradigm using TOGAF. We describe how the role of individuals within an enterprise and the communication paths between them are used to create an enterprise architecture that is understood and accepted by end-users. We also show how architecture planning on the business, application, and data is performed using the concepts of subject-oriented business process management in rapid architecture cycles, creating greater agility. We also show the lessons learned from financial sector that motivates the application of this methodology.

Key takeaways:

-- Develop an understanding about the hidden paradigms behind current enterprise modelling
-- Develop an understanding why empowering individuals is the key to build robust business
-- Understand how an enterprise architecture with communication in focus is built using TOGAF

Ramtin Mesbahipour studied information science and mathematics. He has a long experience in integration architectures within different industries, currently focusing on EAM consulting. He is an expert in introduction of the EA function and EAM tool rollout in worldwide in global companies such as telecommunication and aerospace.
 

Welcome Address

Allen Brown, President & CEO, The Open Group

Healthcare Transformation

Dr. Peter Sudbury, Healthcare Specialist, HP Enterprise Servcies

Healthcare across the developed World is in the midst of a crisis driven by (a) Changing demographics and disease processes (b) need for cost constraint (c) the impact of evidence-based medicine and a focus on outcomes (d) the need to engage patients in their own care. Our health systems still reflect their origins in the time when infectious diseases, and episodic treatments, were the norm, and are ill-suited to the management of long-term conditions, which now account for over 70% of healthcare spend.

Reliance on episodic care, combined with traditional “artisan” methods of practising medicine result in unacceptable variation in outcomes, and there is a consequent need to develop vertically and horizontally integrated health and social care systems, and to define and standardise on evidence-based best practice. Together, these forces can be seen as a perfect storm, or as a necessary stimulus to transforming the way healthcare is practised across the globe. There is already strong evidence as to how the best, most effective and efficient healthcare providers work. They standardise and sytematise processes, work seamlessly around the patient’s needs, study their own process and outcome data, and run systematic experiments around incremental or transformational improvements. As part of the drive towards this type of best practice, governments across the globe are pushing their healthcare providers to up the pace on digital health.

The potential for ICT to support standardisation, and to transform the depth and pace at which process and outcome data can be used to drive improvement, is obvious and compelling, but has proved frustratingly elusive to achieve. However, there are now excellent case studies from around the world, illustrating every component of the journey to the digital transformation of healthcare. The IT sector can further support this with agreed standards promoting interoperability, and mirroring the system integration and standardisation that is needed within the health and social care sector.

Dr Peter Sudbury - After studying Natural Sciences in Cambridge, Pete qualified in medicine from Oxford University on 1986. He trained in psychiatry at St George’s and Oxford, during which time he took an MBA from Oxford Brookes University, where he first began to understand the potential for ICT to transform healthcare. Appointed as a consultant in 1995, he quickly moved into medical management, being a clinical director at Heatherwood and Wexham Park Hospitals Trust, then medical director at Berkshire Healthcare, one of the early mental health FTs. During time he was also seconded to the national program for IT, and experienced first hand the difficulties in translating vision to reality, and the critical importance of effective program management. He then moved to be medical director at at Barnet, Enfield and Haringey Mental Health Trust, a failed merger requiring very significant turnaround. Whilst there, he led the Trust to a ground-breaking ITO with HP, arguing that the complexity, mission-critical nature and pace of change in ICT made a long-term partnership with a world-class IT company of vital strategic importance. He is currently seconded to HP enterprise services “teaching a major IT company to ‘speak health’ fluently”, and improving his own fluency in ICT. He spends 1 day a week doing clinical work in Hillingdon.

Transformation in Payments IT

Sailesh Panchal, Head of Function, Payments Architecture, Lloyds Banking Group; and Rajaram Venkataramani, IT Architect and Consultant, Cognizant Technology Solutions, UK

There are a number of industry regulations such as Industry Accounting Switching, FATCA, Mobile P2P, ISO 20022, SEPA, SWIFT, AML etc. that impact Payments industry. There is a drive to bring the cost of transactions down due to the macro-economic pressures. Banks are extremely vulnerable to reputation risks associated with transaction processing issues. LBG has transformed the payments IT landscape through a large initiative that addresses these drivers by following an architecture development method aligned to TOGAF and Industrialised Design Process aligned RUP/UML. We conceptualised, designed and delivered key architecture building blocks to execute the strategy using trusted partners. There were a number of challenges due to IT innovations and tight schedules that were handled to keep the focus on the outcomes. In this journey, we have reached a point where the business benefits have been realised and business IT leaders are committed. This presentation will share the transformation story and some of the lessons learnt that makes LBG the best bank for customers.

Sailesh Panchal is Head of the Enterprise Architecture and Design function for Global Payments at Lloyds Banking Group (LBG). In this role, he develops the vision, strategy and solutions in technology for a £150m annual change and regulatory activity across all geographies and lines of business for LBG, including:
• Transaction Management Hub, a Payment Integration technology across all payment types and processes
• Industry Account Switchers, P2P mobile, FATCA, PSD – UK wide solutions
He was Payment Design lead for LTSB-HBOS Payments Integration which won the FSTech 2012 integration award.

Rajaram Venkataramani works as Chief Architect for Cognizant UK and provides IT consultancy to Banking and Financial Services customers. He graduated in 1993 from National Institute of Technology, Trichy, one of the top 10 engineering institutes in India and holds a number of industry accreditations such as Fellow of British Computer Society and Chartered Engineer. He has extensive experience in IT architecture planning, definition, assessment, engineering and governance through consultancy work done for leading banks and financial institutions as well as enterprises in other industries. This experience includes complete lifecycle of large and complex IT platforms in Payments and Risk. He has also lead development of innovative assets for optimizing Business IT Change. He has presented papers in industry and academic conferences including opengorup, IEEE etc. He holds membership in Global Association of Risk Professionals, Engineering Council UK, FS Club, International High IQ Society and British Computer Society. Outside work, he spends time on philosophy, physical fitness and social entrepreneurship.

Big Data for Good or Evil -- Lessons from the NSA PRISM Scandal

Jason Bloomberg, President, ZapThink, US

Heroic whistleblower or villainous traitor? Regardless of how you feel about Edward Snowden's release of confidential NSA documents, there are several important lessons from the entire NSA PRISM scandal that any organization dealing with Big Data can take to heart.

Nobody is upset the NSA has stopped terrorist attacks (except the terrorists, of course). What we're all upset about is the fact that they are collecting information on everybody else -- especially non-US citizens. Lesson #1: It's not just the data you want that are important, you also have to worry about the data you don't want. Other lessons include the increased role of metadata, the role Big Data analytics play in data governance, and dealing with Big Data issues over time.

Big Data are here to stay, and Big Data sets only going to get larger and more dangerous. We must learn the lessons of NSA PRISM to understand how to deal with Big Data pitfalls before we fall into them.

Key takeaways:

Attendees of this session will:

-- Get a hype-free, vendor-independent definition of Big Data
-- Understand the unique data governance issues that Big Data present
-- Gain practical advice for how to deal with the risks inherent in Big Data

Jason Bloomberg is President of ZapThink, a Dovel Technologies Company. He is a global thought leader in the areas of Cloud Computing, Enterprise Architecture, and Service-Oriented Architecture. He created the Licensed ZapThink Architect (LZA) SOA course and associated credential, and runs the LZA course as well as his Cloud Computing for Architects course around the world. He is a frequent conference speaker and prolific writer, including as a regular columnist on US Government IT for CIO Magazine and blogger for DevX.

Mr. Bloomberg is one of the original Managing Partners of ZapThink LLC, the leading SOA advisory and analysis firm, which was acquired by Dovel Technologies in August 2011. His book, Service Orient or Be Doomed! How Service Orientation Will Change Your Business (John Wiley & Sons, 2006, coauthored with Ron Schmelzer), is recognized as the leading business book on Service Orientation. His newest book, The Agile Architecture Revolution: How Cloud Computing, REST-based SOA, and Mobile Computing are Changing Enterprise IT (John Wiley & Sons), is due in the spring of 2013.

Mr. Bloomberg has a diverse background in eBusiness technology management and industry analysis, including serving as a senior analyst in IDC’s eBusiness Advisory group, as well as holding eBusiness management positions at USWeb/CKS (later marchFIRST) and WaveBend Solutions (now Hitachi Consulting). He also co-authored the books XML and Web Services Unleashed (SAMS Publishing, 2002), and Web Page Scripting Techniques (Hayden Books, 1996).
 

From Enterprise Architecture to Cyber Security Risk Assessment

Margaret Ford, Consult Hyperion, UK; and Henk Jonkers, BiZZdesign, Netherlands

Cyber security risk assessment is often a manual process, requiring brainstorm sessions to identify possible attacks. Attack opportunities will be identified and prevented only if people can envisage them. In today's dynamic attack landscape, this process is too slow and exceeds the limits of human imaginative capability. Emerging security risks and multi-step attacks demand tool support to predict, prioritise, and prevent complex attacks systematically. It seems natural to use existing models of organisations, such as enterprise architectures, as a basis for automating part of this process.

In the TREsPASS 7th Framework project, attack navigators are being developed to analyse and visualise information security risks in dynamic organisations, as well as possible countermeasures. To this end, the project combines knowledge from technical sciences (how vulnerable protocols and software are), social sciences (how likely people are to succumb to social engineering), and state-of-the-art industry processes and tools. The project leverages organisational models, the ArchiMate enterprise architecture modelling language and the Open Group Risk Taxonomy standard (based on FAIR) to assist organisations in prioritising risks and countermeasures.

In this presentation , the fundamental concepts of the project will be outlined, as well as the connections with ArchiMate and the Risk Taxonomy standard. This provides valuable input for future developments and extensions of the relevant standards.

Key takeaways:

-- Complex cyber security risks require systematic, model-based risk assessment
-- Attack navigators can provide this by linking ArchiMate to the Risk Taxonomy

Margaret Ford has extensive experience in the design, delivery and management of enterprise scale network security systems, with a special interest in Identity and Privacy. Margaret has worked extensively in the public sector and for pharmaceutical companies, major financial institutions and corporate clients. She has contributed to various research reports into state of the art electronic identity for the European Commission and is currently working on TREsPASS, a large scale EU-funded risk management research project.

Henk Jonkers is a senior research consultant, involved in BiZZdesign's innovations in the areas of enterprise architecture and engineering. He participates in multi-party research projects, contributes to training courses, and performs consultancy assignments. Previously, as a member of scientific staff at an applied IT research institute, he was involved in research projects on business process modeling and analysis, enterprise architecture, service-oriented architecture, and model-driven development. He
was one of the main developers of the ArchiMate language and an author of the ArchiMate 1.0 and 2.0 Specifications, and is actively involved in the activities of the ArchiMate Forum of The Open Group.

Architecting Banking Transformation

Rich MacFarlane, Senior Manager, Ernst & Young, New Zealand

Banking models have been compromised by a landscape of complexity that increases the risk factor for any organisation wanting to transform ­ the time has come for institutions to take on the challenge to remove these impediments to competitive advantage.

This session will consider the basis for banking transformation and describe paths to success, from identification through to delivery, and pick out the key architectural touch points and techniques that lead to successful results using case studies from our portfolios

Key takeaways:

-- Key success factors for banking transformations
-- Architecture entry points to successful business transformation
-- Practical application of architecture techniques to support transformation journeys.
 

A New Platform for Integrated Government Services

Chris Harding, Director for Interoperability, The Open Group, UK

Government, as other sectors, can take advantage of technical developments in cloud, mobile and social computing, big data, and the Internet of things. Analysts see the convergence of these technologies as a nexus of forces and the basis for a new IT platform. The Open Group has formed the Platform 3.0 Forum to advance its vision of Boundaryless Information Flow™ by helping enterprises to use these technologies. This will be accomplished by identifying a set of new platform capabilities, and architecting and standardizing an IT platform by which enterprises can reap their business benefits. This presentation will describe the benefits that Platform 3.0 will bring by facilitating the development, integration, procurement and deployment of government IT services and solutions.

Key takeaways:

-- The changing nature of government IT
-- The business considerations driving the definition of the new IT platform
-- The roadmap for development of the platform, and opportunities to participate in its development

Dr. Chris Harding is Director for Interoperability at The Open Group. He is responsible for developing the new Open Platform 3.0 Forum, to address the convergence of new technical phenomena such as social, mobile and cloud computing, big data, and the Internet of Things. He supports the work of The Open Group’s members in the Forum on these topics. Chris has been with The Open Group for 17 years. He has managed forums and work groups in a number of areas, including networking, UNIX®, Directory Interoperability, Identity Management, SOA and Cloud Computing. The Open Group’s international events and publications are respected providers of thought leadership within the IT industry. Chris is a frequent speaker at Open Group and other industry events, and a contributor to several online journals.

He began his career in communications software research and development. He then spent nine years as a consultant, specializing in voice and data communications, before moving to his current role. Dr Harding has a PhD in mathematical logic, is TOGAF® certified, and is a member of the British Computer Society (BCS), the Institute of Electrical and Electronics Engineers (IEEE), and the Association of Enterprise Architects (AEA).
 

Re-Architecting Risk

Thomas Obitz, Principal Advisor, KPMG LLP, UK

The risk management function of banks traditionally was organized into the three pillars of prudential capital risks ­ market, credit and (a bit of) operational risk. Each of them used different controls, models, information, systems and skills. Liquidity was a given, almost at a risk-free rate. And collateral management was a support function. Not a single one of these assumptions holds true anymore ­ they were washed away by the global financial crisis. Liquidity is scarce and expensive. Credit and market risk cannot be looked at in segregation ­ not since credit derivatives made it possible to convert one into the other, and clearly not since IFRS9 and Basel III called for adjusting asset prices for counterparty credit risk. Libor rigging, PPI and swap mis-selling have demonstrated the perils of conduct risk. With EMIR, collateral suddenly became a scarce ­ and crucial ­ resource. Welcome to the new reality.

The presentation shows how banks have started transforming the way they are managing risk, consolidating their exposures, and positioning themselves in the new market place. In this process, Enterprise Architecture plays a central role.

Key takeaways:

-- How to use architecture to transform a key function of a bank
-- Address some key changes in the banking industry

Thomas Obitz is a Principal Advisor with KPMG LLP in London. Building on more than 20 years of experience in the IT industry, he acts primarily as a lead architect of major initiatives, as an enterprise architect, and a business architect. He has more than 13 years of experience in the Financial Services industry, with a strong focus on Investment Banking and Capital Markets.

Besides his client work, Thomas is involved with the development of the TOGAF framework since 2004. He is part of the Business Architecture Working Group and served as chair of the TOGAF strategy working group and of the TOGAF – BIAN collaboration initiative to ease EA adoption in the Banking industry. Thomas is frequent speaker at international conferences.

Bringing Enterprise Architecture to the Boardroom

Henk Jonkers, Senior Research Consultant, BiZZdesign, The Netherlands

Enterprise architecture delivers value by presenting business and IT leaders with recommendations for adjusting policies and projects to achieve desired business outcomes. Enterprise architecture is used to steer decision making towards the evolution of the future state architecture of the organization. In this context, enterprise architecture occupies a central position in the network of disciplines that also includes, among others, business strategy, requirements management, risk management, project portfolio management, and organization and system design.

We present a number of case studies from different sectors (financial services, manufacturing) in which we show how enterprise architecture models, expressed in the ArchiMate language, are used to support strategic decision making and project portfolio management. Based on a consistent set of models, various visualizations are derived that provide the information that the stakeholders involved in these decisions need, both quantitative and qualitative (e.g., cost metrics, impact, etc.), in an integrated and comprehensible way. In addition to this, we show how the enterprise architecture models relate to strategic models, as well as to implementation-oriented models for designing business processes, information structures, business decisions and IT systems.

Key takeaways:

-- How can ArchiMate models be used as a basis for creating visualizations to support decision makers?
-- Case studies illustrate the role of enterprise architecture as the linking pin between business strategy and organization/system design and implementation

Henk Jonkers is a senior research consultant, involved in BiZZdesign's innovations in the areas of enterprise architecture and engineering. He participates in multi-party research projects, contributes to training courses, and performs consultancy assignments. Previously, as a member of scientific staff at an applied IT research institute, he was involved in research projects on business process modeling and analysis, enterprise architecture, service-oriented architecture, and model-driven development. He
was one of the main developers of the ArchiMate language and an author of the ArchiMate 1.0 and 2.0 Specifications, and is actively involved in the activities of the ArchiMate Forum of The Open Group.

DoDAF Integration Architecture

David Daniel, Enterprise Architecture Consultant, IBM, US

Using a DODAF-Based Top Level Architecture (TLA); requirements, assignments and consistency can be built in to weapon system development. Functionally, the TLA is the ‘glue’ that binds the other areas of interest and defines a ‘conduit’ for compatibility across the sub-components of the system. By using this construct, one baseline ‘sole source of the truth’ exists that allows sub-component systems developers to ‘dovetail’ in to the common benchmark.

The presentation uses an aircraft retrofit example. The government PMO manages the TLA, while various vendors build out sub-components. The modeled sub-architectures consist of power plant, avionics, payload, flight systems and airframe. As the overall requirements change, they are reflected in to the TLA, which flows down to the sub-architectures. As a sub-architecture changes (based on ability to meet TLA requirements), the changes are passed vertically and laterally to other sub-component architectures, so that everyone has a common understanding of the updated capabilities (that they may have been relying on).

This method allows for:
-- Consistent requirements management across capabilities
-- Ease of communication of capabilities, program wide
-- PMO Visibility, management and monitoring of sub-components

David Daniel is an Enterprise Architecture Consultant with IBM in the US. He has 18+ years experience in the systems engineering and enterprise architecture space, across industries including  defense, manufacturing, heavy-industry, banking, telecom and others. He is an active IBM industry consultant.

Cloud Computing: Overcoming Risks and Security Issues through better Governance

Steve Else, CEO, EA Principals, US

This presentation will feature some lessons learned from large government, quasi-government, and non-profit organizations related to rolling out enterprise cloud solutions effectively. In addition, the topic of Secure Cloud Computing will also be addressed in general and through some case studies, highlighting some best practices.

Key takeaways:

-- The U.S. government mandate for agencies to tackle Cloud initiatives is leading to valuable lessons learned about the importance of governing these initiatives from the very start in light of predictable risks - these are shared
-- Similarly, lessons learned about more secure Cloud Computing are emerging overall and will also be shared

A passionate participant in EA, IT and systems engineering professional communities, Steve Else is CEO of EA Principals, a Gold Member of The Open Group. He is also the Founder and Chair of the Washington DC Chapter of the Association of Enterprise Architects, and Assistant Director of Knowledge on the Technical Operations Board of the International Council on Systems Engineering (see http://INCOSE.org). A former U.S. Air Force pilot and Air Force Attaché in Paris, France, Steve is married and lives in Alexandria, VA.

EA Principles: Guide Rails or Laws? An Insurance Industry Case Study

Daniel Simon, Managing Partner, Scape Consulting GmbH, Germany

Principles are an acknowledged instrument in EA practice. However, the understanding and application of EA principles still seems to differ to some extent. This presentation takes you on a nearly two years' journey toward the establishment of a coherent set of EA principles in a case from the insurance industry. It reports on challenges and pitfalls
in light of specific cultural and organizational factors. At the core of the presentation is the quest for the identity of EA principles: are they just guide rails that should help to attain architectural goals or are they rather detailedly specified instructions of a law-like character?

Key takeaways:

-- It is crucial to align EA principles with goals.
-- Key stakeholders should be involved in the formulation of EA principles, the ownership remains in the EA management team though.
-- There may be different expectations from EA principles; it is thus crucial to develop a common understanding across the organization of what principles actually are.
-- In specific cultural environments, a key for the successful implementation of EA principles is thorough change management.

 Daniel Simon is a Managing Partner with Scape Consulting in Germany. Before, he served as an Enterprise Architect at a large insurance group, following several years of work as a Consultant specializing in EA management and IT portfolio management. Across these years, he has gained practical experience in several industries and with various business functions. Daniel holds a Ph.D. from the University of Cologne and has authored several works on EA management. He is both TOGAF9- and ArchiMate2-certified.

EA and the Information Management Supply Chain (or Let's Share our War Stories)

Paul Homan, Enterprise Architect, IBM UK Ltd

EA Capability Improvement project within Architecture Forum has been looking at how to measure current EA capabilities, and what interventions to make that will deliver business aligned maximum benefit for the investment. This case study looks at what that could mean for the Information Management Supply Chain throughout the Government Defence Team & its partners, and what part EA can play.

As part of the EA Capability Improvement project, we are observing that rather than worry about the framework or metrics per se, the biggest gains are coming from how a community of end-users have been able to exchange stories of what worked and what didn't.

Paul Homan is an EA Consultant with IBM, UK. An Enterprise Architect for 12 years, Paul was previously Chief Architect in the UK PostOffice / Royal Mail. He has worked since for IBM on EA engagements for client organizations.
 

Risk Management as input for an Enterprise Security Architecture built around the IBM Security Blueprint and O-ESA

Stefaan Van Daele, Senior Security Architect, IBM, Belgium

The IBM Security Blueprint is a technology agnostic approach to describe the security capabilities an organization needs to support its business. In the latest redbook about the IBM Security Blueprint, published in March 2013, we show how to evolve from this blueprint to an enterprise security architecture. In the provided example is the Open Enterprise Security Architecture from the Open Group leveraged to realize this. Also a practical use case for mobile devices in a healthcare environment has been worked out based on the earlier described approach.

In the presentation will be explained:
-- what is the IBM Security Blueprint and how organizations are using this to define their security strategy
-- short introduction on O-ESA
-- how can we evolve from a blueprint to a enterprise security architecture
-- practical example for one use case : mobile devices in a healthcare environment

Stefaan Van Daele is a Senior Security Architect in a world wide security team at IBM. He is been active in IT since 1988 and from 2000 he's been active in the security domain, mostly IAM and security architectures.

Big Data and Enterprise Architecture - Building New Customer Views in Banking

Rainer Gimnich, Executive IT Architect, IBM, Germany

Big Data approaches provide new business value along with new functionality on large and diverse kinds of data, often with real-time analytics speed requirements.

Big Data is used in several business areas in Banking, predominantly in building a customer-focused enterprise. Existing customer profiles can be significantly more rich and precise when, for example, internal documents and mails are analyzed and the results are added to the profile. This holds even more for external data such as documents of any kind, social media data or streamed data (e.g. market data/reports). These offer a wealth of information on existing or prospected customers. If properly and timely analyzed, they can provide significant information for

- contacting potential new customers,
- providing new, high-value services to customers (attrition),
- growing business with existing customers based on detected new needs.

Building Big Data solutions involves a set of new technologies (e.g. fast search, text analytics, entity resolution) and new management approaches, e.g. high-level requirements, rich functional provisioning and more end-user initiative and exploration.

The development of a new, productive Big Data solution is typically done in an Enterprise Architecture context. Using TOGAF, it is interesting to see how Business / Application / Data / Technology Architectures develop in a Big Data approach, and how the target solution architecture integrates with existing systems and advances the Enterprise Architecture.

Key takeaways:

-- Big Data can realize some of the "business dreams" in a company, e.g. building new kinds of customer profiles.
-- Building Big Data solutions requires a combination of new technologies and can be challenging for IT professionals.
-- Big Data solutions interact with existing systems and advance the Enterprise Architecture in new ways.

Rainer Gimnich is an Executive IT Architect in IBM. He is a member of the worldwide Big Data Industry team, working with clients to define relevant use cases and support Big Data solution implementations. Prior to this assignment, Rainer has worked in the IBM SOA Advanced Technologies team and run several large SOA implementation and legacy transformation projects.

The Value of EA in Government

Jamie Roberts, CEO, Enterprise Architects Ltd., UK

By defining commonly required operational and technological services, a government wide Enterprise Architecture ensures consistency and cohesiveness of cross governmental services, as these are designed and delivered on behalf of the government as a whole.

Enterprise Architects Ltd has established and matured Enterprise Architecture across all the core UK government departments in the UK. It has also established and matured an Enterprise Architecture capability in government departments in the Middle East.

This presentation explains how EA is of value and how it is used across UK government, with cases provided as examples from our client base.

Key takeaways:
-- Value of EA
-- Government Reference Architectures – UKRA
-- Creation of EA Capability for UK Home Office and Ministry of Justice
-- Demonstration and walkthrough of benefits received by government

Jamie Roberts is CEO of Enterprise Architects Ltd. in the UK.

Risk Management as a Business Capability

William Estrem, President - Metaplexity Associates LLC, US; and Marc Walker, Enterprise Architect, BT, UK

This presentation examines how enterprise architects can define Business Capabilities that apply Risk Management concepts. The presentation will highlight case examples of organizations that have developed Risk Management capabilities by applying TOGAF Risk Management concepts and other standard methods such as the OpenGroup Risk Management Taxonomy and the FAIR standard. The presentation will also describe suggested content metamodel extensions, building blocks, and patterns. Examples of this application will be demonstrated through ArchiMate.

Bill Estrem is the President of Metaplexity Associates LLC. He is actively involved in the development of TOGAF and ArchiMate. He is a past chair of the Architecture Forum and chairman of the Modeling and terminology committee in the Forum. He has also served a two year term on The Open Group board of Governors.

Marc Walker is an Enterprise Architect and Analyst working for BT plc. His experience over the last twenty years spans a range of sectors including Oil & Gas, Health, Finance, Government and Media & Publishing. Marc specialises in information management and specifically strategic development, service management and business transformation and the application of business informatics and semantics. He has been involved with the Open Group for 5 years with a focus on the conceptual modelling and terminology aspects of TOGAF.

Applying Service Oriented Architecture within a Business Technology Environment in the Finance Sector

Gerard Peters, Managing Consultant, Capgemini, The Netherlands

This case study is part of a white paper on Service Oriented Architecture for Business Technology (SOA4BT). Within organizations we see responsible management taking more and more initiatives on allocating IT assets to support business operations and management, outside of the existing IT departments (also referred to as Business Technology). This white paper focus on the added value of applying service orientation in the IT departments in order to keep track but also on the need of applying a service oriented view on an organization as a whole.

In this case study I will first elaborate on the concept and back ground of Business Technology and business agility. Then I will go into depth on the drivers, challenges and results of a project where service orientation was applied to reshape the organization, operations and IT set up of a globally operating Financial Institution for 3rd party securities & derivatives clearing. Specific to this industry is that it is heavily dependent on IT facilitation, so business agility is almost one to one connected to IT agility. As it was driven by top level management it is an example of applying a service oriented architecture within a Business Technology environment.

The study will illuminate how to apply the service concept especially in the architectural set up of such an organization and how to link it to the more common used IT-service concept.

Key takeaways:
-- Business and IT alignment is not only about aligning IT-asset allocation with organizations ambition and dynamics it's about responsible management taking ownership over their IT-assets again.
-- Responsible managers should not accept IT-facilities being provided to them as a costs centre they cannot influence, especially where it concerns facilities that are directly related to their core business and hence their core responsibilities.
-- An organization gets the IT-support it deserves, meaning: if management is not able to define the "degrees of freedom" of their their business they will not get the needed flexibility out of their IT-facilities.

 After his study Business Econometrics (Operations Research) at Tilburg University, Gerard Peters joined a Dutch predecessor of Capgemini. He developed into a thought leader in Capital Markets and published articles and reports on several specialized subjects (e.g. Algo trading, Asset Management). He was co-writer of the BIAN-TOGAF white paper and is currently involved in the SOA4BT working group at The Open Group.

Decision Rights: Empowering Clients and Employees

Robert Weisman, CEO / Principal Consultant,  Build The Vision Inc., Canada

People are well-educated, informed and expect government/business services to be available on a 24/7/365 basis, leveraging the internet. Employees are also well-educated, motivated and want to deliver services better, faster and cheaper. The challenge is that often the business/government mentality, processes and organization are still based
upon 1950's service delivery concepts. Direction is rigid, processes are defined in extreme detail and these are reflected in aging (and rusting-out) applications. This is an opportune time to re-examine decision rights to allow clients to self-serve, employees to innovate and leaders to provide guidance and the approriate information for both clients and employees to make quality decisions. This presentation discusses a service delivery model that mobilizes the ability of all stakeholders supported by a robust infostructure. The notion of Situational Awareness will be introduced.

Key takeaways:
-- More flexible and responsive government through delegation of decision rights
-- Opportune time to improve service delivery processes
-- Need to leverage availability of information and new technology, not just re-deliver new "old" systems

Robert Weisman has spent more than 25 years in enterprise level planning and implementation for business and IM/IT capabilities, in both private and public sectors in North America, Europe and Australia. For the past five years Bob has been an active member of the Open Group Architecture Forum, a significant contributor to TOGAF® 9 and President of the Ottawa/Gatineau Chapter of the Association Enterprise Architects (AEA). As Principal Consultant and CEO of Build The Vision Inc., Bob both practices Enterprise Architecture and provides in-house training for Enterprise Architects leading to TOGAF 8 and 9 certification. Robert has an MSc in Computer Science and is a Professional Engineer and Project Management Professional.

Protecting your Organization Against Maliciously Tainted and Counterfeit Products

Sally Long, Director, Open Trusted Technology Provider Forum (OTTF), The Open Group, US; and Andras Szakal, Vice President, Chief Technology Officer, IBM U.S. Federal IMT, US

The increase in sophistication of cyber-attacks has forced technology suppliers and governments to take a more comprehensive approach to risk management as it applies to product integrity and supply chain security. Customers, including governments from around the world, are beginning to seek assurances that their providers are consistently following best practices to mitigate the risk of tainted or counterfeit components making their way into a customer’s critical infrastructure.

This presentation will highlight the challenges of securing the global supply chain against these two major threats and will describe how the OTTF is helping industry to meet those challenges from a global perspective. The session will illustrate the value of the Open Trusted Technology Provider Standard (O-TTPS) ­ Mitigating Maliciously Tainted and Counterfeit Products v1.0. The O-TTPS, which is an open standard for organizational commercial best practices to enhance the security of the global supply chain and the
integrity of products throughout the COTS ICT product life cycle encompassing the following phases: design, sourcing, build, fulfillment, distribution, sustainment, and disposal - is freely available at: www.opengroup.org/bookstore/catalog/c139.htm.

Details of the O-TTPS Accreditation Program, designed to help assure conformance the standard, will also be discussed. The Accreditation Program, to be approved in October, is being conducted as a pilot now for members, with a public launch planned for the end of 2013. The public program will be available to all component suppliers, providers, and integrators around the world. This session will also provide plenty of opportunity for discussion and Q&A.

Key takeaways:

Learn about the risks of tainted and counterfeit products:
-- how they can effect you and your organization
-- what you can do to prevent them in-house and in your supply chain
-- how you can identify trusted technology providers as potential business partners
-- what your organization needs to do to become a trusted technology provider

Sally Long is the Director of The Open Group Trusted Technology Forum (OTTF), an international forum of industry providers, third party labs and governments developing standards and conformance programs to increase security in the global technology supply chain. Ms. Long has managed customer-supplier forums and collaborative development projects for over twenty years. She was the release engineering section manager for all multi-vendor collaborative technology development projects at The Open Software Foundation (OSF), in Cambridge Massachusetts. Following the merger of the OSF and X/Open under The Open Group, she served as director for multiple forums in The Open Group. Ms. Long has a Bachelor of Science degree in Electrical Engineering from Northeastern University in Boston, Massachusetts.

Andras Szakal is a VP and CTO for IBM's Federal Integrated Market Team (IMT). Andras is an IBM Distinguished Engineer, and an IBM Senior Certified Software IT Architect and an IBM Certified SOA Solution Designer. His responsibilities include developing e-Government software architectures using IBM middleware and leading the IBM federal government software IT architect team. Mr. Szakal holds undergraduate degrees in Biology and Computer Science and a Masters Degree in Computer Science from James Madison University. Mr. Szakal has been a driving force behind IBM's adoption of government IT standards and is a member of the IBM Software Group Strategy Team. Mr. Szakal represents IBM SWG on the Board of Directors of The Open Group. He is the Chair of the Open Group Trusted Technology Provider Forum.

Case Study: Development and International Rollout of TOGAF® Architecture Development Method for Volkswagen Group

Verena Deeken, Head of Architecture Management Transformation, Group IT Architecture, Standards and Innovation, Volkswagen
AG, Germany; and Andreas Freitag, Managing Consultant, Business Transformation Management & EAM, Detecon International GmbH, Germany

Case Study on the development and international rollout of a TOGAF-based architecture development method. How to integrate standards like ISO27000 and frameworks like SABSA into the architecture development method. Success factors from two years of experience in set-up, development and international rollout.

Key takeaways:

-- Integration of IT security into architecture development method
-- Success factors for international rollout

Verena Deeken works in IT Architecture Management at Volkswagen AG. Her background is in business development and IT strategy. She is currently working on a TOGAF-based standardized and secure architecture development method for Group IT Architecture Management. In addition, she is also the program lead for Secure Architectures within a group-wide international program of the Volkswagen Group IT.

Andreas Freitag is working as a managing consultant for Business Transformation Management and Enterprise Architecture Management at Detecon International GmbH. The group specialized in methodological consulting regarding BTM/EA and related topics in multi-divisional international corporations. Besides consulting projects, he is regularly engaged as a TOGAF trainer in education and certification of enterprise architects.

A Roadmap for EA in the Age of Digital Disruption

Hugh Evans, Group CEO, Enterprise Architects pty, Australia

The world is undergoing unprecedented change, driven largely by developments in digital technologies. Organisations must now consider how to invent new business models as well as new products and services, and they must hone their transformational capabilities to rapidly execute on these plans.

In this new world the role of enterprise architecture is also evolving to provide key capabilities that enable innovation and transformation up and down the strategic stack. This presentation will offer some insights into the opportunities for architecture thinking to bring value to the challenges ahead and charts a course for the EA industry in the age of Digital Disruption.

TOGAF support for test architecture and associated methods in banking and finance

Sanda Morar, Chief Architect ­ Director, Banking and Finance, Cognizant Technology Solutions, UK

One of the top 5 banks in UK has an annual spending of testing of more than £40mil. This presentation describes how in this case, TOGAF can be used to support a test architecture and associated methods resulting in substantial cost savings.

The journey begins with ADM phases B, C and D by demanding higher quality of Architectural Description supporting the test discipline, Policies, Principles and Standards, defining test Requirements, supporting environment deployment topologies and definitions. In the context of Requirements Management, at the centre of the ADM, we capture all requirements including testing requirements. The testing is done during phase G: Implementation Governance and related also to the Architecture descriptions and deliverables. In Phase H: Change Management: we use the same change management process when we need to change something after some tests and defect tracking. We also go back to :
• Phase B and C and change the target architectures for the business/application/data when for example the functional testing is inadequate
• Phase D and change the target architecture for the technology when for example the load testing’s response times are inadequate.

A clear relationship between tools is required: Enterprise Architecture Tools/Defect Tracking Tool/Performance Tool.

Key takeaways:

1. How TOGAF can support testing architecture methodology in banking and finance
2. Re-usable assets from number 1 across other industries

Sanda Morar is Chief Architect – Director with the Banking and Finance practice of Cognizant Technology Solutions in the UK. Sanda has over 25 years experience working as an Enterprise/Solutions Architect and Consultant for large scale projects worth up to 100 million British pounds. She has been involved with The Open Group for more than 5 years.

What can Enterprise Architecture learn from Systems Thinking?

Richard Veryard, Senior Consultant, Glue Reply, UK

Enterprise architecture and systems thinking offer a range of concepts and techniques for tackling difficult business problems. And practitioners of the two disciplines face similar challenges when working with large and complex business organizations and ecosystems, and often experience similar difficulties and frustrations in trying to engage stakeholders in joined-up “big picture” thinking.

The two disciplines share some important characteristics, but there are also some significant differences, which create a real opportunity for collaboration and exchange.

So what practical lessons can EA learn from ST, and what are the opportunities and challenges for collaboration between the two disciplines?

Key takeaways:

-- What practical benefits can a systems thinking perspective bring to enterprise architecture?

-- Which of the tools and techniques of systems practice can usefully be added to the enterprise architecture toolbox?

-- How can enterprise architects, systems thinkers and work together in multi-disciplinary teams?

Richard Veryard is a Business Architect and author, specializing in capability-led planning, systems thinking and organizational intelligence. Richard has recently joined Glue Reply as a senior consultant in the retail sector. His book on Next Practice Enterprise Architecture is available via LeanPub.
 

Implementing a Successful EA Capability using the TOGAF® Framework and the ArchiMate® Modeling Language - Theory, Practice, Tooling, and Case Examples

Henry Franken, CEO, BizzDesign, Netherlands

A complete approach to enterprise architecture (EA) requires:
1) a method for implementing and governing the practice for constructing and using architectures.
2) a framework describing architectural viewpoints;
3) a language for architectural descriptions and communication;

The Open Group's TOGAF® 9 standard is the leading method for EA development, including a process, techniques and best practices. The Open Group's ArchiMate® standard is the leading graphical language for integrated EA modelling, describing the business, application and technology layers and their relationships. Moreover, ArchiMate provides strong features for modelling the motivation for the architecture (e.g., stakeholders, concerns, goals, principles and business requirements, etc.) and the implementation and migration planning (e.g. plateaus, gaps, workpackages, etc).

We show how TOGAF and ArchiMate provide and actionable EA capability:
--  TOGAF and ArchiMate together offer a comprehensive and complete approach to EA;
--  ArchiMate facilitates modeling the deliverables prescribed by TOGAF;
--  The ArchiMate core and its extensions cover all the aspects that TOGAF addresses.

We will demonstrate that TOGAF and ArchiMate are a perfect basis for a tool supported Enterprise Architecture practice. This will be done on the basis of a concrete example from the financial sector. The case concerns IT-legacy rationalization due to the merger of three previously independent insurance companies. The new company wanted to rationalize their IT applications portfolio, to simplify the application landscape, improve consistency and reduce maintenance costs. The demo shows elements of this case. 

Key take-aways:

-- To the point overview of TOGAF, ArchiMate, and its fitness for purpose for a tool supported Enterprise Architecture practice.
-- Example description of a transformation case in finances, the applicability of TOGAF and ArchiMate for rationalizing an IT applications portfolio

Henry Franken M.Sc. Ph.D, is CEO of BiZZdesign and chair of The ArchiMate Forum at The Open Group. Henry is a speaker at many conferences. Henry has co-authored several international journal and conference publications and Open Group whitepapers.

At BiZZdesign, Henry is also responsible for research and innovation. Alignment with and contribution to open standards are key. BiZZdesign has contributed to and edited the ArchiMate 2 specification. BiZZdesign is involved in the workgroup working towards the next version of TOGAF® and its further hand-in-pocket alignment with ArchiMate®.

BiZZdesign offers native tooling, certification training and consultancy for TOGAF® and ArchiMate®. BiZZdesign offers complete and integrated solutions (tools, methods, consultancy and training) to design and improve organizations. Business models, enterprise architecture, business requirements management and process business analysis and management are important ingredients in the solutions.

Convergence of Social Business and Big Data

Trinette Surles, Sr. Big Data Architect, IBM, US; and Neal Fishman, Program Director - Integration Forensics, IBM, US

Leveraging the transformative power of Big Data analytics to understand behaviour. Collect, analyze, and correlate information internally and externally to better understand your customers, services, products, and capabilities. Incorporate key performance indicators, trend analysis, sentiment analysis, enhanced data sharing, and a multitude of advanced analytics (predictive, temporal, geospatial, and others) to transform your business to a Customer-Centric Social Business. Business case examples focusing on customer-centric issues and a roadmap to transition current enterprise to Customer-Centric Social Business harnessing Big Data technologies will be discussed.

Key takeaways:
-- Business case examples focusing on customer-centric issues.
-- A high level roadmap to begin transitioning the current enterprise to a Customer-Centric Social Business harnessing Big Data.

Trinette Surles is a Senior Big Data Architect focused on the Public Sector. Trinette works worldwide helping government agencies manage complex data strategies and incorporate advanced analytics.

Neal Fishman is the Program Director for Integration Forensics within IBM's Software Group and leads a group of architects for the Big Data Industry Team. Neal is the author of "Viral Data in SOA: An Enterprise Pandemic" and the coauthor of "Enterprise Architecture Using the Zachman Framework".

Bringing People to Architecture Thinking

Craig Martin, Chief Architect, Enterprise Architects pty, Australia

The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the peopledimension. Capability based planning is incomplete unless we address the optimum mix ofpeople, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.

Craig Martin is the Chief Architect of Enterprise Architects (www.enterprisearchitects.com), an international Strategy & Architecture services firm providing strategic architecture delivery and support services to Fortune 500's globally. Craig has been involved in the delivery of architecture outcomes across the globe and has a diverse range of experience around large and small transformation exercises across a variety of challenges. As Chief Architect at Enterprise Architects he is responsible for the development of enterprise architecture thought leadership including innovation in method, technique and frameworks.

Additionally Craig is founder of the GamePlann startup, designed to focus on the understanding of human behavior and how best to make businesses more effective through the correct mixing of the people capability through techniques such as game theory and performance support.

Craig has spoken at a variety of conferences as a plenary speaker, workshop facilitator and stream lead.

Pride & Prejudice: can ArchiMate and BPMN 'live happily ever after'?

Gerben Wierda, Lead (Enterprise) Architect,  APG Asset Management, The Netherlands

"It is a truth universally acknowledged, that an Enterprise Architecture modeling language, in possession of a strong metamodel but lacking process details, must be in want of a Business Process modeling language."

The leading open standard for Enterprise Architecture modeling is ArchiMate. The leading open standard for process modeling is BPMN. From a superficial perspective, the combined usage between both is clear: use ArchiMate for your Enterprise Architecture modeling while using BPMN for the process details. But in reality this is not that simple. ArchiMate and BPMN have very different metamodels which are sometimes even fundamentally at odds with each other. BPMN is also not visually complete, does not have a model/view separation or derived relations such as ArchiMate has and has other 'problems'. Connecting the two therefore is a challenge and requires a pragmatic combination of the two.

At APG AM we devised workable patterns and methods to link our extended ArchiMate Current State model (75,000 elements and relations) with a BPMN Current State model. An analysis of BPMN and its possible relation with ArchiMate will be presented, along with the identified problem areas and the actual solution created.

The presentation will cover:
-- A short introduction on BPMN
-- A short introduction on the business & application layer of ArchiMate
-- Some observations on problem areas in BPMN
-- The actual mapping created to link BPMN and ArchiMate
-- Consequences of this mapping for modeling on either side
-- Maintenance procedures

Key takeaways:
-- BPMN is fundamentally different from ArchiMate making linking the two challenging.
-- A practical approach to linking BPMN and ArchiMate is possible, based on ArchiMate's strengths.

Gerben Wierda (1961) is Lead (Enterprise) Architect at APG Asset Management, which manages over 340 Billion € in Assets for Dutch Pension Funds. He is the author of the book "Mastering ArchiMate" (R&A, 2012). Before working at APG, he was (amongst other positions) Lead Architect for the Judiciary in The Netherlands, head of the Digital Technology department of the Netherlands Forensics Institute and staff member of the Dutch Advisory Council for Science & Technology Policy.

Impact of Mobile and Social MDM on Enterprise Information Architecture in the Banking Industry

Martin Oberhofer, Senior Architect, IBM Germany; and Rainer Gimnich, Executive IT Architect, IBM, Germany

Mobile devices (and thus Mobile Internet) and Social Media drive two major transforming themes for the banking industry:
• Customers expect mobile banking services on their mobile devices. The anywhere, anytime nature of mobile devices are the root cause that the transaction volume of mobile banking services surges to levels never experienced with DSL-based online banking. This new level of transaction volumes requires drastic adjustments of the integration layers as well as the transactional backend systems.
• Customers with mobile devices seamlessly review peer recommendations as well as posts on poor experiences posted on Social Media platforms and make informed decisions on purchase.

This session provides an overview regarding the enterprise architecture implications of both trends. We further show how a Mobile MDM platform at the intersection of mobile banking services and social media analytics are the right architectural answer dealing with these new challenges. The Mobile MDM platform is introduced in a first step from an enterprise architecture perspective and in a second step with a solution architecture perspective based on experiences. From a solution architecture perspective we will show different architectural techniques in dealing with the drastic increase in transaction volumes. We conclude by providing an outlook how we expect this new field to evolve in the next few years.

Key takeaways:
-- The use of Mobile Devices by customers to interact with a number of enterprise business areas provides extraordinary organizational and architectural challenges to the enterprise.
-- Enterprise Architecture approaches for Mobile Business need to cover significant new functional requirements (e.g. user expectations, information integration, peer communication) as well as challenging non-functional requirements (e.g. vast data loads, availability/distribution needs, security).
-- Understand how new drivers mobile devices and Social Media transform banking industry
-- Understand enterprise architecture implications of both drivers
-- Learn how Mobile MDM is a key component to deal with both drivers
-- Learn architecture patterns enabling new levels of scalability for mobile banking services

Martin Oberhofer is a The Open Group Master Certified IT Architect with approximately 12 years of work experience in information management at IBM. He is a known expert on enterprise information architecture working with IBM clients world-wide and co-authored books on this topic as well as on master data management.

Rainer Gimnich is an Executive IT Architect in IBM. He is a member of the worldwide Big Data Industry team, working with clients to define relevant use cases and to build Big Data architectures on various Enterprise levels. Prior to this assignment, Rainer has worked in the IBM SOA Advanced Technologies team and run several large SOA implementation and legacy transformation projects.

Enterprise Architecture Certifications Distilled

Mike Walker, Enterprise Architect, Hewlett Packard

This presentation looks at the wide range of EA certifications -- including TOGAF®, Open CA, and Open CITS -- that are available and why it is important to choose the right certification for your career. Mike will examine why skills and experience-based certifications are becoming increasingly more important to both employers and employees as part of the professional development process.

Mike Walker is widely recognized as a Strategy and Enterprise Architecture thought leader, advisor, author and mentor. Mr. Walker has evolved mainstream architectural approaches and styles through his efforts in standards bodies, books, trade publications and published reference architectures.

Mr. Walker is a Senior Enterprise Architecture Advisor and Strategist at HP where he is responsible for aiding fortune 100 companies with their strategy and enterprise architecture delivery. Through his mix of unique experience and pragmatic approaches his clients hold him in high regard to deliver advice, out-of-the-box innovative thinking and architectural strategies.

Kick-start your EA Work with a Hands-on Business Approach: A Pharmaceuticals Industry Case Study

Lars Lundgren, CEO, Biner, Sweden; and Tobias Ivarsson, Senior Enterprise Architect, Biner, Sweden

A fast implementation of enterprise architecture into an organization requires three things. A process for developing and maintaining architecture, a repository based on a tool that is easy assessable to all stakeholders and most important people with skills and understanding of both business challenges and IT legacy. Biner present a case from hands-on experience in the pharmaceuticals industry on how to implement EA with a hands-on business approach.

Key takeaways:

-- How to kick-start your EA work
-- How to make sure the business community is involved

Lars Lungren is the CEO and founder of Biner and has worked with EA for fifteen years in finance, government and automotive. Focus has been on promoting EA as a tool for change management in large organizations rather than something that concerns only the IT community.

Tobias Ivarsson is a Senior Enterprise architect with fifteen years' experience in strategic implementation of enterprise architecture in the pharmaceuticals and automotive industries.

EA, Innovation and Enterprise Transformation

Jude Umeh, Senior Consultant / Enterprise Architect, Capgemini, UK

Innovation and Enterprise Architecture are not often used in close proximity to each other, but that isn't to say they are mutually exclusive. If anything, given the increasing complexity of digitally enabled businesses, time has definitely come for Enterprise Architecture to play a more prominent role in bringing innovative business models to life. To do this successfully, the focus must remain squarely on 3 key dimensions of: People, Process & Technology, and this talk will explore these and other themes in discussing the role of Enterprise Architecture and innovation for enterprise transformation.

Key takeaways:

1. Enterprise Architecture has a critical role to play as a key enabler for sustainable innovation. The broader vision and wealth of skills / experience / knowledge that is available to an Enterprise Architect makes it a crucial enable for digital innovation and enterprise transformation.
2. EA has an image problem, arguably due to misconceptions of being too restrictive or otherwise limiting to the spirit of innovation, but the time has come to change this perception and demostrate the true value of EA for innovation.

Jude Umeh is a Senior Consultant / Enterprise Architect with Capgemini UK, and he enjoys helping to define future business and technology strategies that shape clients' response to a challenging digital environment. Jude is a published author, with a book and several articles around the impact of digital content technologies.

The Role of Capabilty Development in a Changing Organization

Paul Nijenhuis, Manager - Competence Group Information Management, Royal Philips, The Netherlands

This presentation examines what is the role of capability development in a large organization going through a major change. It builds upon experiences with Open Group, and how this sort of professional development helps organizations to prepare for and drive major changes from an organization perspective as well as on ways of working. How certification by a professional external organization helps staff to develop themselves in time to support and drive the changes, not only by training in technical solutions but also the development of other types of skills, eg consultancy.

After 10+ years of business and Finance experience, Paul Nijenhuis moved into IT as of 2000. A broad experience in IT, delivering IT (SAP) projects with a Finance focus, managing projects and teams, being involved in architectural communities to design new solutions, understanding implications on support and related domains as security. Next to that he managed teams through organizational change and set up programs to continue to develop IT specialists and the improvement thereof. He is currently working in the IM domain as well as supporting a major change program with capability development.

Adopting TOGAF® to develop Winning Proposals

Nagendra Vijaya Kumar Khaderabad, Lead Architect, Tata Consultancy Services, India

In general, several architects use TOGAF® to create the architecture during the full cycle of project implementation. However, companies are required to provide business centric solutions for large complex transformational deals during the proposal development stage. The overall architecture needs to be articulated as part of the proposal response and also to be presented to the customer during the evaluation phase.

This presentation brings unique experiences of how TOGAF can be applied during the proposal development stages and the advantages it brings through defining a suitable architecture. The presenter brings the best practices in adopting TOGAF ADM during the bid development for large nationwide, transformational programs in the Government sector. Using TOGAF helps in creating architecture, meeting various stakeholders objectives and can bring unique selling proposition to the proposals. TOGAF helps in creating value to the customers and helps in articulating how the architecture will enable the value creation.

Leveraging TOGAF ADM, one can address how architecture enables the customer to achieve their vision and goals in the proposal. Using Phase B, the architects can present the business architecture covering business processes, services and functions and how they deliver the business goals and objectives. Leveraging the Phase C, the architects can identify the common applications and prepare a high level data architecture during the proposal development. In Phase D: Technology Architecture, the architects can detail the software architecture, hardware architecture, network architecture, security architecture etc. ADM also helps in explaining how the non-functional requirements such as availability, scalability, response time etc. can be articulated in the proposal response. ADM also helps the architects in making decisions such as build vs. buy, re-using blocks from the architecture continuum, technology section, reducing the total cost of operations etc. The check point reviews embedded into the proposal reviews.

Architecture definition through TOGAF can become enabler in winning the sale.

Key takeaways:

1. TOGAF ADM as enabler for sale

2. Establish TOGAF as standard architecture development method during the proposal development stage.

Nagendra Vijaya Kumar Khaderabad (Vijaya) played the Lead Architect role for various projects and also a practicing professional for TOGAF ADM. Vijaya applied TOGAF ADM during the bid development for large nationwide, transformational programs in the Government sector. Vijaya brings 23 years of experiences in the IT industry in software development. Played various roles such as developer, designer, tester, requirement engineer, lead architect and had seen full life cycle of the projects.
 

A Profession Framework for EA Practices:  What It Is and Why We Need It

Leonard Fehskens, Chief Edtor, Journal of Enterprise Architecture, The Association of Enterprise Architects, US

A profession framework is a set of best practices for the creation and management of an intra-organizational or internal profession, a community of individuals who share a particular kind of skills, knowledge, and experience, bounded by the scope of a particular organization. This community of practitioners provides the organization with a valued and necessary strategic and operational capability.

Organizations that have embarked on an enterprise architecture initiative eventually recognize that finding, developing and retaining competent enterprise architecture practitioners are key to the success of such an initiative, but have little experience with or expertise in doing so. While they may be familiar with ideas like creating a Center of Excellence to create and nurture a desired capability, and the use of frameworks (like TOGAF, for enterprise architecture) to provide best practices for such a capability, the idea of a profession as the means of creating and maintain a community of practitioners who can deliver the capability is less familiar. More importantly, there is no framework that provides best practices for doing so.

This talk provides an overview of what an internal profession is, why internal professions are useful, and what such a "profession framework" might contain.

Key takeaways:

-- What a profession is and why internal professions are useful.
-- What a profession framework is and why it is useful.

Same and different: architectures for mass uniqueness

Tom Graves, Principal Consultant, Tetradian Consulting, UK

Health, education, recruitment, social-media, BYOD: the key to all of these is that every case is somewhat different, or even unique. So why do we so often end up with architectures that try to treat them as if they're all the same? And then wonder why those systems prove in practice to be so expensively ineffective?

Using real-world examples from a range of business-contexts, this session explores how to identify and assess the key drivers for sameness and difference, and their respective impacts on design-principles for successful architectures for high levels of inherent uniqueness.

Many of the current problems in information-management for health and the like have been shown to arise from an over-reliance on IT alone, often trapping users and clients in seemingly-endless cycles of frustration and wasteful 'failure-demand'. In moving towards design and implementation of more effective and reliable information-systems, this session also explores how to identify what can and can't be managed by IT-only systems, and how and why to design for seamless switching between IT-based and human-based service-delivery. Techniques discussed include customer-journey mapping, 'outside-in' service-modelling, and context-mapping with the SCAN sensemaking framework.

Key takeaways:
-- There'll always be something that doesn't fit our expectations - so we need to design for that fact, not pretend that it doesn't exist.
-- Good IT is crucial, yet never enough on its own - we need to design for the whole service, not just the IT-based components of a service.
-- We need always to start from the perspective of the customer's experience - not solely from whatever is easiest for us to implement.

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. He has a special interest in whole-enterprise architectures, and integration between IT-based and non-IT-based services.