Enterprise Architecture

Enterprise Architecture

For

Mega-Corp

Provided by

Tami Chase

&

TC Enterprises

TS3200 Sec 8

Scott Morrissette

September 14, 2007

Table of Contents

Mega-Corp

Challenges and Recommendations

Solid Foundation

Operating Model

Service Oriented Architecture

Organization’s Enterprise Architecture Maturity Summarized

Changes in Management Practices for Mega-Corp

Center of Excellence

IT Engagement Model Recommendations

Project Management’s Role in Enterprise

Architecture Recommended Activities for Outsourcing

Inside The Organization

Outside the Organization

Think Out-Side the Box

Mega-Corp

Mega-Corp is a multi-national conglomerate consisting of six core companies. The companies are:

1. Canned Fruits and Vegetables.

2. Toys Are Fun.

3. Childcare for You.

4. Tasty Fried Foods.

5. Not As Tasty Health Foods.

6. Train the Teacher.

Mega-Corp companies are administered by a distinct set of senior managers for each organization, who all report to the same board of directors. The organization has not had an acquisition or merger in over ten years. The product lines are stable; however, profits have gone down in all sectors during the past two years IT projects for Mega-Corp are proposed, funded, and implemented for each organization independently. They are not a part of the oversight duties of the corporate board. Each organization has an IT steering committee that evaluates, approves, and funds projects. This includes industry specific systems as well as transactional systems, such as HR and payroll.

Mega-Corp companies have selected a variety of network architectures:

• Two have chosen Linux based systems, which they maintain and operate within the company.

• Two have outsourced their IT projects and network management responsibilities to Berbee.

• Two are running their own Windows 2003 Active Directory-based networks.

Mega-Corp’s board of directors have asked the IT directors of all of their organizations to get together and come up with a plan for reducing IT costs by 20%.

Challenges and Recommendations

Since there has been no merger or integration in over 10 years it might be difficult to convince Mega-Corp that it is essential for growth for them to do so. In addition, they want to reduce IT cost but that is not their only problem. In order to address that problem there needs to be a change in the way they do business altogether. This change will be put into place in increments so as not to completely upset the whole of the company. Their technology is inefficient and out of date for communicating data to each other and companies that have similar products could link together to save time and money for Mega-Corp. Putting in a new EA could be expensive and how the cost is to be funded will be a challenge. In addition, when new processes are put in place it could also mean employees not being needed anymore. These employees will need to be relocated so letting go can be minimized. Education and training for using these new processes will be applied as needed. Improving the overall efficiency, reliability, and agility in all departments while embracing change and moving forward towards the companies targeted goals can be achieved if