How can we inspire IT leaders to buy into the Enterprise Architecture journey?
Kier
2 Consultants
Help set out the need for a professional Enterprise Architecture practice at Kier
Jan 18 – Aug 18
Kier’s boardroom wanted to increase cross-selling between their businesses to reduce costs and increase operational efficiencies. Knowing that this strategy would mean a heavy lift in business and data architecture, their Head of Architecture felt the time had come to move his team into Enterprise Architecture.
This would require new skills and an expansion of their role beyond technology assurance and solution architecture. What he didn’t have was buy-in from the IT Leadership Team to make this play.
He knew his ideas would have more credibility if they were supported by compelling evidence from an experienced third party, so he contacted Konvergent to help him build a case for investment.
“...by leveraging pre-prepared templates and the deep experience from the assigned Architects, they were able to offer a quick launch capability to each engagement. I can't recommend the team highly enough and we are looking forward to the ongoing engagement as we mature the Architecture function within Kier."
CIO approval to develop EA Maturity
Architecture Charter and Principles delivered
Level 2 maturity achieved in ‘EA Process’ Domain
During the design phase we:
The Capture and Analysis phase consisted of:
Once our data was collated and analysed, we reported our recommendations to the Head of Architecture and prepared the executive presentation, which outlined:
The Head of Architecture requested a further engagement with our Chief Architect to help him assess the best ways of introducing new skill sets into his practice on a limited budget. This work produced a detailed roadmap and an additional executive presentation that demonstrated the skills shortage within his Architecture practice and set out a phased maturity programme.
Due to the success of the EA Maturity Assessment and the success of the presentations we developed for Kier’s IT leaders, the Head of Architecture engaged Konvergent to bring Kier Architecture further along the maturity roadmap. This stage saw us develop a right-fit Architecture Charter and a specification for the Architecture Capability at Kier, as well as a comms strategy and a further executive presentation to kick-start their messaging.
By sharing our lessons learned and strategies with Kier’s Head of Architecture, Konvergent was able to support the Architecture function in establishing and communicating their value proposition. To help Kier’s Head of Architecture land his message with the IT Leadership Team, Konvergent produced three executive presentations. They were clear and concise, highlighting the skills gap between industry standard and the ‘as is’ Kier practice, as well as setting out the Chief Architect’s roadmap for change.
On seeing opportunities to bring new skills into in-flight programmes, the Head of Architecture is now working to further develop Business Architecture and Data Architecture within the business, and is setting the foundations of his year-one maturity goals.
Kier’s Head of Architecture made a brilliant case for EA maturity, but there were still some people in the chain of command who didn’t accept the need to change.
How to overcome:
If you’ve ever proposed going to the business to consult them, you’ve probably had the business engagement bunfight.
How to overcome:
CIO approval to develop EA Maturity
Architecture Charter and Principles delivered
Level 2 maturity achieved in ‘EA Process’ Domain
Konvergent,
The Hoxton, 70 Colombo St,
London,
SE1 8DP
T: +44 (0)20 3744 1256
E: info@konvergent.co.uk
