Skip navigation links ENTERPRISE ARCHITECTURE CASE STUDIES (ISYS2379_0850) > COURSE INFORMATION

Course Information

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1. Overview


This capstone course is organised as a sequence of intensive workshop sessions. Some sessions are conducted

in classes after hours. Most are allocated as full-day Saturday workshops in which industry experts share their
experience in large-scale and real-world projects.
Each session includes presentations, discussions and analyses of practicalenterprise
architecture case studies in an interactive engaging mode.

 1.1 Related Information and Resources

Item Semester 2/2009 Course Guide: Enterprise Architecture Case Studies (Part A)
Item CS Lecture Timetable Sem 2/2009
  See timetable for lecture hall information. Note that evening classes may be scheduled in a different location from Saturday workshops. On Saturdays, please enter blg. 10 via Bowen Street.
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1.2. Typical Saturday Schedule


The workshop schedule is roughly as follows. Invited experts may vary the schedule to suit their case study.

9:30-10:45In depth presentation of EA Case Study: Current state, problems, trends, challenges and risk analysis
10:45-11:00 MORNING TEA
11:00-12:00 Team-work session: group situation analysis of the current state, pro's & con's, what whould be your approach and plan of attack? (3-4 groups)
12:00-1:00LUNCH BREAK
1:00-2:00Group presentations of situation and recommendion (15 minutes per group presentation - flip charts/powerpoint)
2:00-2:30In depth presentation of EA Case Study: Actual analysis outcome and EA plan (State to be and implementation plan)
2:30-3:00Group situation analysis of the plan. Potential problems, critical assessment and improvements of plan? (3-4 groups)
3:00-3:30AFTERNOON TEA
3:30-4:30Group presentations of analysis and critique of EA plan, improvements and recommendations (15 minutes per group presentation - flip charts/powerpoint)
4:30-5:00In depth presentation of EA Case Study: EA rollout, project and migration, what actually worked, unforeseen problems and lessons
5:00-5:15Discussion and critique, general questions
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2. Assessment


Students' active participation and presentation of group work will be assessed.

Students develop a hypothetical or real case study themselves throughout the semester. The work is expected to bring to bear the theory and concepts students acquired in other courses of this Masters program and the practice and lessons from the real-world case studies presented and worked through here. Their case study must be analysed, a suitable EA plan developed and discussed critically. The work will be delivered in three (3) stages.
  1. Stage 1: INTERIM CASE STUDY (due mid week 10). This consists of three parts:
    • summary principles and lessons learned from practical case studies workshops (group work);
    • draft case study (MS Word/pdf, individual work);
    • presentation material targeting CIO of hypothetical company (MS powerpoint including slide notes)
  2. Stage 2: FINAL PRESENTATION (Saturday week 10). Students present their interim case study (not the principles and lessons learned) and answer questions. In the assessment, the lecturer will be joined by a panel of industry experts. Students will also input peer reviews into the final assessments which will be used by the lecturer to moderate the marks.
  3. Stage 3: FINAL CASE STUDY (due end week 12). This will incorporate revisions according to questions, critique and discussion during the final presentation sessions and any additional points the lecturer may raise in assessing the interim case study.
For a more detailed assignment specification click the 'Assignments' button to the left.
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3. Case Studies Schedule


The following experts will present and work through case studies with students.


Item Amit Tiwary, Origin Energy (Email)

Saturday 8. Aug. 2009

Two case studies will be presented and analysed.

The first case study will look at key success factors and key components for EA program/road map from the organisational implementation plan perspective. In this session we will evaluate the current capabilities of a medium- large size organisation (Revenue around 1 Billion dollars a year) with lT budget around 30-50 Millions dollars. This organisation has grown by acquisitions and mergers. The IT shop has organic growth so the systems are complex and distributed. We will develop how to set up the EA program for the organisation, including starting points, skills and organisational structure required for successful implementation of the EA program. The case study will cover current state for the organisation style, culture, and skills, how to get the State To Be, and, finally look at gaps due to organisational culture, skills, systems topology and current process maturity.

The second case study looks in detail at a large Service Integrator company, mostly been in large outsourcing deals. The company wants to build its EA program with two key goals, use it for internal systems and also provide consultancy to the other clients. This will be interesting case study as the EA program needs to be flexible to accommodate varying customer and outsource accounts. The culture of the organisation will be different from the case one. Here we will also look at gaps due to market demands and skills shortage.

Item Donald Elliot, Jemena (Email)

Saturday 15. Aug. 2009

Electricity Distribution - dealing with disruptive change

This case study will examine the significant changes being faced by the energy sector, in particular those faced by Electricity Distribution companies.

The first presentation will provide a current state analysis of the industry, highlighting the business context and major drivers for change. A workshop will follow where participants will examine a number of technology choices and make a recommendation on the most appropriate course of action.

In the afternoon session, a more detailed analysis will be presented highlighting the impacts of rolling out this new technology and the EA plan to introduce it. In the following workshops participants will be asked to critique the EA plan, identifying strengths, weaknesses and any recommendations to improve or change the plan.

Item Peter Jarman, Infosys (Email)

Thursday 20. Aug. and Friday 21. Aug. 2009, 5:30-7:30 pm

Developing an Enterprise Architecture in a Health Insurance organisation. This will include examples of the resultant enterprise architecture, the process and activities carried out. Now your Enterprise Architecture is in place, what next? Developing and maintaining an IT migration strategy/plan, including examples and challenges involved.

Other Ongoing Aspects of Enterprise Architecture including, governance, change management, engagement. The case study for this part will touch on

  • Case Study - IT Architecture and Business Architecture Development Roadmap
  • EA Experience - A Consultants View
  • SOA and its Impacts on EA

 

Item Deborah Weiss, WorkSafe Victoria (Email)

Saturday 29. Aug. 2009

EA Critical Success Factor: Managing the Migration to Your Future State Architecture.

All of the good efforts of EA programs boil down to this topic. This session is about making and managing the plan of evolution toward realisation of the future state architecture. It is important to note that the future state architecture is the execution plan for the organisation’s strategy. It’s about delivering pragmatic, actionable guidance that projects and programs can use to incrementally move toward the elusive future state. The key issues will cover:

  • What are the often absent deliverables that projects need most from an EA program?
  • How to develop a migration plan that enables huge EA value?
  • What are the best practices seen in Gartner clients to manage execution of the migration plan?

 

Item Amit Kelkar, Postmodern (Email)

Saturday, 19. Sep. 2009

This case study examines the process undertaken to replace an important departmental level system as part of a larger network of change at a government body in New Zealand. The case study will begin with an examination of the audit which triggered the need for new system. The subsequent steps will look at the process that was followed in a bureaucratic environment in order to make significant change.

The study will introduce an unique methodology that was used to facilitate change. Issues including internal politics, corporate culture and integration of enterprise systems to broader policy frameworks will be examined. In doing so, this case study will attempt to show that it is not just a good technical architecture that is required to implement change and the importance of being cognisant of broader political, personnel and cultural issues.

As a Australian company based doing business in New Zealand, an examination of internal consultancy issues such as staff recruitment and retention, the "Fly by night" problem and management of political issues in a complex client relationship will be also briefly looked at.

Item Keith Frampton, The Marlo Group (Email)

Saturday 26. Sep. 2009

Enterprise Architecture Practices

This session will explore what it takes to establish and maintain a successful architecture practice. The three key aspects of such a practice will be explored with examples and alternatives for each discussed. Because people create architectures, a key focus of the day will be how to identify and develop better architects.

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4. More Case Studies


The following case studies are provided for self study, in particular with a view to the assignment.
Item Case Study: Deutsche Bank. This case study describes an Enterprise SOA architecture of the Deutsche Post company in Germany. [Source: Enterprise SOA - Service-Oriented Architecture Best Practices" by Krafzig et al., Prentice Hall, 2004]
Item Case Study: Credit Suisse Bank. This case study describes an Enterprise SOA architecture of the Credit Suisse bank in Switzerland. [Source: Enterprise SOA - Service-Oriented Architecture Best Practices" by Krafzig et al., Prentice Hall, 2004]