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Enterprise Architecture – Synchronising Business and IT

With pragmatic approaches and based on industry standards (TOGAF), we support clients in the introduction of an effective EAM.

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Bring your IT and your business together with Enterprise Architecture

If you are facing the following challenges, it is time to think about introducing Enterprise Architecture Management (EAM):

IT does not sufficiently support the implementation of the corporate strategy.
The use of technologies is insufficiently oriented to the requirements of the company.
IT competences are neither used in a planned way nor developed in a targeted way.
There is a lack of a "common language" for coordination between business and IT.

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What is Enterprise Architecture?

Together we build the suitable Enterprise Architecture

We are known for our methodological knowledge, our extensive experience in the transformation of IT organisations and our expertise in current technological developments. We speak and understand both "business" and "IT".

Architecture Concept & Assurance

With a sense of proportion and pragmatism, we deliver holistic concepts for the introduction of effective Enterprise Architecture Management.

IT Landscaping / IT Portfolio Analysis

"What I don't know won't hurt me" does not apply to IT. Only with transparency can you proactively manage costs and risks in IT.

Technology Business Management

The use of IT is not an end in itself, but aims to make processes more efficient and secure. We put it to the test.

Target Operating Model Design

With the knowledge of "what" IT should do, the question of "how" arises. We support the optimisation of IT operations.

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Benefit from an Enterprise Architecture

Innovation

In many organisations, the role of architecture management is limited to creating plans of the current IT landscape and making them available to target groups such as IT management, project managers or IT steering committees. Only with comprehensive enterprise architecture management does IT become the innovation partner of its own organisation.

Transparency gain

Comprehensive enterprise architecture management consistently focuses on transparency, starting with the organisation's requirements for IT, through the services, systems and applications provided by IT, to the underlying deployment procedures and operating models. Any gaps (so-called "fit gaps") are documented and evaluated on the basis of risk and cost parameters.

Standardisation

In addition to enabling the IT organisation to optimise and innovate, EAM forces the implementation of standards, combined with the optimisation of the IT service catalogue, the streamlining of the IT portfolio (Lean IT) and the consolidation and integration of operational processes. EAM as a discipline should be a pioneer in following leading market standards, e.g. TOGAF (The Open Group Architecture).

Cost savings & risk reduction

Enterprise Architecture Management provides the basis for sustainable cost savings while reducing operational risks in IT. On the one hand, this is done by consistently questioning the extent to which technologies, service concepts and processes contribute to achieving the strategic goals of an organisation. On the other hand, by pushing IT standards and reducing complexity.

Our approach

According to this procedure model, we support you during the introduction:

Step 1: Analysis and optimisation

Analysis and optimisation of the existing enterprise architecture management concept with regard to guiding principles (technology fit, operations fit, service fit, security fit), governance (roles / responsibilities), processes (architecture assurance / liaisons) and tools.

Step 2: Documentation and evaluation

Documentation and evaluation of the IT landscape / IT portfolio with regard to

Integration of IT into business processes
Technical dependencies and interfaces to external IT systems / services
Lifecycle status
IT expenditure, capacities, consumption and usage behaviour
IT value contribution

Step 3: Analysis of organisational requirements

Analysis of the organisational requirements and the alignment of the current IT operations / service management with the IT strategy and the business strategy

Step 4: Definition of Better Practice

Define better practice for the IT landscape / portfolio and develop a concept for the targeted operating model for IT service delivery and IT service provider management.

Step 5: Deriving a roadmap

Derive a roadmap for the implementation of the target operating model.

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Jan Hachenberger

Director Strategy Consulting TIMETOACT GROUP

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