SA Power Networks Architecture Roadmaps Drive IT Investment Association of Enterprise Architects – December 2016
About Me Sean Provis Lead Architect – Strategic Projects @ SA Power Networks Background: • Bachelor of Information Technology (IT) • 5+ years SAP experience • Motivated architect, with a strong focus on realizing business outcomes Accountable for End to End strategic program architecture Interests include spending time with my family, travelling and surfing 2|
About SA Power Networks “Sole Electricity distributor for South Australia” 3|
iCMG Architecture World Awards 4|
About Initiative: Architecture Roadmaps Drive IT Investment In 2014, SA Power Networks ran over 100 Projects, majority had difficulty aligning to: • Strategic Objectives • Business outcomes • Invest in the most cost-effective way 5|
The Utilities market is rapidly changing Solar Battery storage Wind Heatwaves Electrical storms Bushfires Life support Customer expectations 6|
Our Strategic Vision changed significantly! 2010 – 2015: ‘A leader in electricity distribution and infrastructure services in Australia’ 2015 – 2020: ‘A leader in delivering energy services that customers value’ 7|
IT also needed to transform & adapt to the changes Digital Technology Strategy & Roadmaps Were the key delivery vehicles to align to the new: • Strategic vision & plan • IT operating model New Digital Technology • Ensure realising business outcomes Reduced IT Strategy & New CIO headcount Architecture Team by 42% 2014 2015 New Program New Management Management Team Office Delivered regulatory submission 8|
Architecture Structure & Roles at the Beginning CIO Enterprise IT Architecture Architecture Business Technology Manager Manager Chief Architect Domain Architect Domain Architect Domain Architect - Technology - Security – Integration/Data Senior SAP Solution Solution Architect Architect 9|
Delivering Strategy & Roadmaps to Drive IT Investment 10|
Digital Technology Strategy Overview ‘Lean’ TOGAF 9 Methodology 1. Adapt to the changes Lean TOGAF 9 2. Work together as a new team 3. Deliver a new Strategy Why ‘Lean’? • Speed up the process • Deliver benefits ASAP • Remove waste and duplication Critically , this enabled the Strategy to realise value to the organisation once finalised 11|
Delivering the Strategy – Step 1 Business Ourselves 1. How do we need to operate? 2. How do we enable our workforce to deliver results through technology? 3. How do we continue to support our business through secure and reliable services? The answers drove the strategy for 2015-2020 12|
Digital Technology Strategy How do we want to operate? How do we enable our workforce to deliver results through technology? How do we continue to support our business through secure and reliable services? 13|
Delivering the Strategy - Summary What went well? • Easy to communicate and well received across the business • Enables linkage of programs, projects and initiatives back to the Strategy • Key input into: – Investment Planning & Architecture Options Analysis What could we improve on? • Received feedback to extend the strategy further to include key outcomes targeted for next 1-2 years – This helped to “realise” the strategy & make it come “alive” 14|
Digital Technology Strategy - Extended Strategic Area Link High Level Vision Initiatives / Business Activities Process Link Drivers 15|
Ok so we have a strategy, what's next? Strategic Vision Digital Technology Strategic Plan Strategy 2016 - 2020 2016 - 2020 Architecture Roadmaps “Let’s get our house in order first & mature our architecture practice…” Without roadmaps With roadmaps IT Investment Planning 16|
Maturing our architecture practice • Defined architecture principles: Application Data Technology Security Integration 17|
Maturing our architecture practice • Created standard templates: Roadmaps Solution Architecture Options Analysis • Imported Enterprise (Business) Process / Capability Model • Defined common catalogues & re-usable items for: • Applications • Technology • Established Governance structure (Strategic: CIO LT & Solution: ARF) 18|
Ok so we have a strategy & mature architecture practice, what's next? Strategic Vision Digital Technology Strategic Plan Strategy 2016 - 2020 2016 - 2020 IT Investment Planning 19|
Without Roadmaps… IT Investment Planning process Capital Budget: • Annual point-in-time planning process • Indicative “wish - list” • Heavy negotiation in the absence of clear plans. IT Stakeholders: • Complete a project justification on behalf of business stakeholders and from each “silo” of IT • Minimal cross-collaboration or dependencies understood Business Stakeholders: • Review of project justification • Unclear on the intentions • Lacked view of the ‘big picture’ 20|
How is a roadmap going to help? • A roadmap is a plan on: – How to meet short and long-term business goals – Transitioning from current state to target state • Including key events/milestones • Provides a timeline of activities/initiatives and (crucially) their dependencies • Standard structure and format • They’re never “complete”, constantly evolving to satisfy new objectives and priorities, subsequently refreshed ~ twice a year 21|
Roadmap Pre-requisites 22|
Roadmap Process Review Identify all Collect User Draft Roadmap roadmap with Stakeholders Stories (in EA tool) stakeholders Customer Centric! Finalise Present to Present to CIO Roadmap & Stakeholders for Indicative Costs LT for Priorities endorsement endorsement Including: • Dependencies • Linkages 23|
Example Roadmap Timeline Vision Key events/ milestones Initiatives Current Target / Activities State & State Issues Outcomes 24|
Roadmaps Feedback “I liked your roadmap so much, I have printed it out and pinned it on my cubicle wall!” – Business Intelligence Analyst “The roadmaps define and structure the best way to implement our technology vision in a structured and logical manner” – Manager Engineering Design & Technical Services “Having a clear alignment from the high level company Strategy though to the IT Strategy and Roadmaps has been essential in driving the transformation of IT and the organisation.” - CIO 25|
With Roadmaps … IT Investment Planning process • CEO Endorsed Plan • Roadmap Initiatives • • Strategic Alignment PMO Managed Portfolio • Outcomes • Dependencies • Justification Manage Maintain • Stakeholders Portfolio Roadmaps Manage Ongoing Capital Prioritisation Pipeline • • Ongoing view of capital Business Led Prioritisation • pipeline Stakeholders have a clear plan 26|
Digital Technology Strategy – Modelling IT Capital Investment Spend Improve IT Other 27|
Roadmaps - Summary What went well? • The roadmaps helped realise large business benefits • Increased our teams enterprise architecture maturity and business focus What could we improve on? • Providing further detail (i.e. completing high level outlines) • Whilst developing roadmaps our internal solution architecture maturity flat-lined 28|
Our Journey about Delivering Strategy & Roadmaps 29|
Architecture Structure & Roles … Now Technology & Business Domain Domain Domain Domain Architect/s Architect/s Architect/s Architect/s The (small) internal team Technology Applications Integration Security couldn’t do everything! Consultant Consultant Consultant Consultant Architect/s Architect/s Architect/s Architect/s Valuable opportunity to: • Connect roadmaps to implemented solutions E2E • Embed architecture practices into operational teams & realise business benefits 30|
Next Steps (1 of 2) • Extending roadmaps to 5 year plans, to provide a longer term investment cycle by iterating through TOGAF cycle again • Measuring roadmap success 31|
Next Steps (2 of 2) • Governance focus: • Alignment to roadmaps, for all stages of the initiative, throughout Architecture Design Build • Increasing our Solution Architecture maturity Solution Arch Now on… 32|
Summary • Strategies and Roadmaps were extremely valuable to ensure we were and will continue to be successful as a: • Team • Department • Organisation • We highly recommend them to: • Align and drive Investment with Strategy • Communicate with business stakeholders Global Architecture Methodology Best Australia/New Zealand Energy/Utility CIO Recognised in the Top 30 CIO’s Globally 33|
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