The Ministry faced an overwhelming need for synergy and optimization. They embarked on an EA journey to increase business value by leveraging IT and to continually improve user satisfaction and the cost-effectiveness of IT investments. They achieved their aims through a combination of EA and IT governance.
The Singapore Ministry of Education adopted an SOA approach. By enabling IT systems to share and reuse common data services (for example, the Student Information Service) and common business services (such as computation of results aggregates), the organization could respond with agility to the evolving education landscape and its changing policies. For example, when schools introduced a new syllabus or curriculum, the affected systems were able to construct new business processes in a shorter amount of time.
How did the Ministry of Education get rid of the waste? All IT systems were required to align with the architecture strategy from inception. Reviews of affected user divisions were conducted to optimize and streamline business processes. The EA Committee reviewed business cases and architecture for all new investments -- from the initial problem definition through final design -- and identified potentially reusable business and data services.
Because EA is a relatively new discipline, significant senior management commitment was required to make the necessary process, role and cultural changes. The EA program put in place a performance report card, measuring value, maturity, and business satisfaction.
The results have been outstanding. Business units are more conscious of how a project ultimately contributes to the Ministry's goals. IT is progressively becoming more agile and is cutting unnecessary software or hardware costs. Even more telling is the consolidation and cost savings the Ministry has achieved: The Ministry has reduced the number of systems in needs to maintain and support by 44 percent, saving over $25 million through economies of scale.
Instead of being hostage to a legacy of dysfunctional IT, the Singapore Ministry of Education has transformed into an agile organization that embraces change.
Proctor & Gamble
For Proctor & Gamble, it's all about consumers: understanding their needs and tastes and delivering better products faster across global markets. To better address these markets, the company's strategy is to digitize end-to-end -- simplifying processes, integrating across seams, and accelerating time to market. The ultimate goal is to reach new markets faster and impact more consumers in more ways.
The EA team established a BAF (business architecture framework), to digitize and simplify its end-to-end processes. The framework has four major components:
- Core process and information maps
- Shared service architecture mapping into the company processes
- Uniquely defined digital metrics on process standardization, automation, real time information, and employee technical competency
- Platform of tools to maintain the data
The breakthrough work the team did to develop and implement its business architecture framework directly led to the creation of Proctor & Gamble's digitization program, called Going Digital, a companywide effort involving all functions and led by the shared services organization under direct guidance from the EA team. The objectives of this program are to standardize work processes and information, to eliminate non-value-added touches, and to accelerate decision making with real-time information. The EA team helps determine which processes to digitize first, leveraging metrics to assess progress and providing tools and capabilities for all digitization efforts to deliver and report results in a standardized way.