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EA Practitioners Conference - Johannesburg 2013

Morning Plenary
Thursday, September 5, 2013 - 10:00 to 10:30
Opening
Stuart Macgregor, CEO, The Open Group South Africa

The opening address explores the conference theme “Positioning Enterprise Architecture to Deliver Business Value” and sets the scene for the proceedings to follow. The presentation looks at the importance of enterprise architecture (EA) as a strategic business capability and source of competitive advantage

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Thursday, September 5, 2013 - 10:30 to 11:15
An Introduction to The Open Group and Recent Uses of Open Standards to Deliver Business Value Through EA
Chris Forde, General Manager, The Open Group - Asia Pacific & China

This presentation includes various global case studies that demonstrate how business value is delivered through enterprise architecture. It will focus on the use of open standards such as TOGAF, and will provide a view across industry sectors giving insight into some current, international industry trends. In addition, the key lessons from each case study will be shared.

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Thursday, September 5, 2013 - 11:15 to 12:00
Vitality International - Enabling Global Delivery
Neil Adamson, Development Manager, Discovery Health

Vitality is operational in 5 countries across the world and, in accordance with the recent AIA partnership announcement, will be rolled out into a number of new countries in the Asia Pacific region. Since the Vitality product originated as a benefit within Discovery’s health insurance offering, and given the rapid nature of the global expansion and the partnership models, there is a requirement to re-architect the systems environment to enable repeatability and reusability of assets across regions. This presentation will focus on the work the Vitality International team are doing to enable reusability while still allowing the various regions to operate in a way that is best suited to their markets.

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Thursday, September 5, 2013 - 12:30 to 13:15
Richer Insights Without More Effort
Graham McLeod, Founder/Chief Architect, Inspired

Business and Enterprise Architects use a wide variety of models and representations to perform analysis and engage business leaders. Often these do not provide new insights which are derivable from the underlying data. This talk introduces a new technique - polymetric modelling, which vastly improves the value of models without increasing the effort. Rich examples are included.

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Thursday, September 5, 2013 - 13:15 to 14:00
Information Architecture Positioning in a Modern EA Practice
Shannon Naidoo, Business, Information and Data Architecture Manager, Eskom

Enterprise Architecture is fast becoming a primary contributor to a company’s broader technology strategy. Centralising EA gives it unique opportunities to participate in corporate strategy development, non-IT technology roadmaps and advisory services. It also allows for a more differentiated practice that gives rise to new focus areas like Information Architecture. Navigating these opportunities will provide for a more cohesive organisationwide response to large external challenges as well as assist in transforming the organisation within. However, centralising EA generates new internal challenges in the development of a new EA practice. Building these new mini practices alongside broad organisational change gives us insight into the resilience required of EA practitioners and their value in this process.

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Track 1 EA Frameworks
Track 2 Value Realization from EA
Track 3 EA Practice
Thursday, September 5, 2013 - 15:00 to 15:45
Implementation of GWEA : Case Study of KZN Provincial Government
Irshad Abdulla, Senior Specialist: Architecture, SITA

This presentation is a case study of a South African provincial government department. It focuses on how the Government-Wide-Enterprise Architecture (GWEA) framework was applied to develop a strategic architecture. The case study includes a look at the business, data, application and technology architectures, as well as the opportunities, solutions and migration plan. Also highlighted in the presentation are some of the tools and techniques used, and the key lessons learnt.

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Thursday, September 5, 2013 - 15:00 to 15:45
3 Quick Routes to Business Benefit RT @EMMM @HealthcareStandards //tinyurl.com/nzms9bpnt
Sarina Viljoen, Senior Consultant, Real IRM Solutions

Organisations invest thousands on efforts to document aspects of their architectures and yet many do not consider the benefits of collaboration or the value of existing investments in their architectures. This presentation will focus on the benefits that are being achieved in healthcare and mining with the creation and use of standards for these industries. We will also look at the background and the process that was followed, as well as the drivers that sparked the collaboration. The two areas are similar but different in many aspects - the mining collaboration is global and is led by The Open Group while the healthcare collaboration is geographic and specific. The presentation will provide the audience with a view of these approaches, how they are showing value for the participating organisations and how we can learn from their application in our own environments.

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Thursday, September 5, 2013 - 15:00 to 15:45
A Counting Frame for Applications
Lamont Theron, Systems Architect, South African Breweries

SABMiller introduced Avolution’s ABACUS as a tool in support of enterprise architecture 13 months ago. The architecture practice in the South African business however is still in its infancy. This paper discusses some of the experiences in maturing this practice. We look at the extent to which ABACUS has aided our learning and development, and conversely, the extent to which our (im)maturity allows elementary use of ABACUS. Beyond simply the tooling, the paper also describes the challenge a frugal IT shop poses on enterprise architecture and how it shapes our capability building – the people, process and content - needed to deliver a service relevant to the bottom-line. In particular, the challenges found in accounting for applications (existing, new and old) will be shared together with some cartoon architectures used to paint a picture of a shifting landscape.

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Thursday, September 5, 2013 - 15:45 to 16:30
Enterprise Security Architecture for Cyber Security
Maganathin Veeraragaloo, Solutions Architect - Security, T-Systems

Cyber Security is one of the major challenges facing organisations within all industries. This presentation will examine the integration of an Enterprise Architecture approach with an Enterprise Security Architecture approach (TOGAF and SABSA) and propose a generic framework. The objectives of integrating these approaches include; the creation of an overall architectural view of the organisation, the mitigation of security risks (Cyber Security) using Enterprise Security Architecture, and the maintenance of a secure business environment.

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Thursday, September 5, 2013 - 15:45 to 16:30
TM Forum Frameworx as an Enabler for Communication and Prioritization in Telkom SA
Santa Scheepers, Senior Manager, Enterprise Architecture, Telkom SA

This presentation will focus on...
• Supporting new technologies, products and services as well as elevated levels of automation, bundling and self-service
• Using Frameworx (especially eTOM) together with formalised IT planning tools to make sense of seemingly diverse demands
• Aligning these tools with IT transformation programs to facilitate meaningful prioritisation by business, in business terms

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Thursday, September 5, 2013 - 15:45 to 16:30
Unlocking Enterprise Architecture Information for Maximum Business Value
Belinda Fivaz, Product Manager, SSA

EA practices across the globe face a similar challenge...what to make of all of the information gathered.
EA will deliver value when a single repository exists, with information sets being maintained by stakeholders with a vested interest in the accuracy.
Information must:
• provide for a moderated process, translating business requirements into IT initiatives and analysing the impact on the IT landscape.
• visualize the future-state business architecture and demonstrate gaps between this and the current state.
• facilitate the discussion of business process and business model changes to effectively facilitate business process planning.
• represents the various architectural layers, with views tailored for the various stakeholder requirements.
• be readily accessible and geared towards enabling decision-makers to make informed and cost reducing choices.
• reduce complexity, enabling a CIO to a business-driven executive instead of a technical-focused manager.
The challenge is to have the right tools to elegantly serve and support the business.

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Afternoon Plenary
Thursday, September 5, 2013 - 17:00 to 17:45
Creating the Corporate Future By Design
Dr Roy Marcus, Chairman, Da Vinci Institute

In the “Design Thinking” approach, it is assumed that the organisation is a multi-purpose system, and that the thinking, designing and planning process should take into account the objectives of all stakeholders, the containing whole, and society in general. The planning process must offer an approach to resolving the conflicts that are inevitable in a multi-purpose system.
The significance of the concept is the ability for all members of a team to actively participate in designing a new model so that it is co-owned, innovative, implementable and
responsive to changing contexts.
The “Design Thinking” approach recognises that organisations’ face growing complexities and “wicked problems”. You cannot solve wicked problems – you can only dissolve them. Dissolution can only be achieved through re-designing the system. Re-design can only be achieved through an understanding of SOCIAL SYSTEMS.

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Thursday, September 5, 2013 - 17:45 to 18:30
Bonfire Chats Between the HR Director and Enterprise Architect – the Emergence of a People Architecture
Dr Hanlie Smuts, GM, Customer Experience Integration & Enablement, MTN

Whether large-scale system implementations, cultural changes, operating model optimisation or new business models are considered, the success of such an intervention is dependent on best option management decisions, swift execution, the buy-in from employees and users’ adoption of the new processes and procedures. Poor assessment, planning and execution gaps in such instances will impact the company’s bottom-line negatively. Furthermore, line managers do not necessarily have the skill or the time to enable and facilitate such significant change in companies. So the question is: how does one ensure that a business model change, operating model change or the launch of a new revenue stream are assessed, designed and implemented successfully – without losing sight of the people in the equation? In this presentation we will share some EA principles, organisational interpretation and functional area designs that facilitate such organisational prerogatives. These principles will be illustrated with feedback from a case study conducted in MTN SA

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