Business Management Enterprise Architecture (EA) Presentations

Enterprise Architecture: An enabler of organizational agility


The webinar covers:
In today`s rapid changes in the business environment; organizational agility is one of the top management concerns organizations face. Among enterprise architecture benefits, organizational agility has been one of them, perceived as a direct or indirect benefit. This webinar seeks show how the development and use of EA (Enterprise Architecture) contributes to organizational agility.

The webinar was hosted by Oluwaseyi Ojo. Mr. Ojo is currently the Chief Enterprise Security Architect (CESA) and Partner, AaronYoung Infosystem and a PECB Certified Trainer.

Link of the recorded session published on YouTube:


Slide 2
Oluwaseyi Ojo
Chief Enterprise Security Architect 
Oluwaseyi Ojo is currently the Chief Enterprise Security Architect (CESA) and Partner,
AaronYoung Infosystem and a PECB Certified Trainer.
Ojo Oluwaseyi @sameoj
My Profile: Ojo Oluwaseyi
 Mobile Number:
 Email address:
 Ojo Oluwaseyi is a seasoned Enterprise Security Architect. His professional
career experience is focused on enhancing the strategic value of ICT in
business by assisting organisations realise her business capabilities in
translating her business vision and strategy into an effective enterprise by
creating, communicating and improving the enterprise and security
architecture principles, model and requirements, that describe the
enterprise`s future and current state that enables organisation to evolve in
order to gain and maintain a competitive advantage.
 He is a qualified Chartered Engineer (CEng) from the Engineering Council,
U.K and Council for the Regulation of Engineers in Nigeria (COREN). A
Fellow and a Chartered Information Technology Professional (C.I.T.P) of the
distinguished British Computer Society, (BCS); a professional member of
Nigeria Society of Engineers (NSE), Computer Professional of Nigeria (CPN)
and Nigeria Computer Society (NCS).
 He has been involved in design, planning, implementation, teaching,
training, mentoring and consultancy services for the past couple of years.
He is a graduate of Electrical and Electronics Engineering, Post Graduate
Diploma in Electrical and Computer Engineering and Master in Business
Administration (MBA). He is presently, the Chief Architect & Partner,
AaronYoung Infosystem Ltd; an Enterprise and Security Architect, GRC
consultant, project manager and a trainer.
COBIT Certified Assessor (13000066)
Certified IT Business Manager (ITBMC)
Payment Card Industry Qualified Security Assessor (PCI QSA) Certified
Certified Payment Card Industry Professional (PCIP)
ISO/IEC 38500 Lead IT Corporate Governance Manager Certified
EC-Council Certified Chief Information Security Officer (C|CISO)
PRINCE 2 Certified
PECB Certified Trainer

PCI QSA:203-120
ISO/IEC 27001 IRCA Certified Information Security Management System (ISMS) Lead Auditor & Lead Implementer
ISO 22301 IRCA Certified Business Continuity Management System (BCMS) Lead Auditor & Lead Implementer
Master Project Manager (MPM)
Certified in the Governance of Enterprise IT (CGEIT)
Certified Information Security Manager (CISM)
Certified in Risk and Information System Control (CRISC)
COBIT 5.0 Foundation & Assessor Certified
TOGAF 9 Certified Enterprise Architect & Certified TOGAF Trainer
Certified SANS GIAC Proctor
Cisco Certified System Instructor (CCSI) #33076
EC-Council Certified (CEH,CHFI,ECSA,EDRP,LPT)
Juniper Certified (JNCIA-EX & ER, JNCIS-ER & ES)
CheckPoint Certified Security Professional (CCSA, CCSE,R62,R65) 1
In today`s rapid changes in the
business environment;
organisational agility is one of the
top management concerns
organisations face. Among
enterprise architecture benefits,
organisational agility has been one
of them, perceived as a direct or
indirect benefit.
What is Organisational Agility?
Nimble organisation: one that has a sustained
ability to quickly and effectively respond to the
demands of change while continually
delivering high performance.
Daryl Conner, The Characteristics of Nimble Execution.
Elements of an agile organisation
What is Enterprise Architecture?
Enterprise Architecture
A definition of Enterprise Architecture is addressed in 2 constituent parts –
enterprise and architecture.
The Open Group defines ‘enterprise’ as follows:
An ‘enterprise’ is any collection of organisations that has a common set of goals
and/or a single bottom line. In that sense, an enterprise can be a government
agency, a whole corporation, a division of a corporation, a single department,
or a chain of geographically distant organisations linked together by common
Gartner define ‘architecture’ as follows;
The grand design or overall concept employed in creating a system, as in the
architecture of a city or a customer information system; also “an abstraction or
design of a system, its structure, components and how they interrelate”
A family of guidelines (concepts, policies, principles, rules, patterns, interfaces
and standards) to use when building a new IT capability.
Purpose of Enterprise Architecture
Enterprise Architecture is designed to ensures alignment between the business and
IT strategies, operating model, guiding principles, and the software development
projects and service delivery.
By taking a global, enterprise-wide, perspective across all the business services,
business processes, information, applications and technology.
Enterprise Architecture ensures the enterprise goals and objectives are addressed
in a holistic way across all the application development projects and their
deployment into production.
Enterprise Architecture Process
Gartner EA Process
Enterprise Architecture Frameworks
Benefits of EA
Enterprise Architecture will deliver significant improvements in the
following areas:
 The ability to rapidly adjust and adapt to new business circumstances.
 The efficient and strategic use of applications & technology across the
merged legal entities, and realisation of the Target Enterprise Architecture.
 The management of information/data and knowledge as a corporate
 The alignment between IT and business for planning and execution
 The transparency, impartiality, quality and objectivity of architecture
decision making.
 The management of change based on a clear understanding of its impact
 The optimisation, cost effectiveness, efficiency of the IT solutions.
 The reduction of application complexity, and increased reuse of existing IT
 The reporting of performance results, and auditing of changes.
Risk of no Enterprise Architecture
Failure to implement an Enterprise Architecture will present the following
 Inability to rapidly respond to challenges driven by business changes (this
leads to lack of agility).
 Lack of focus on enterprise requirements.
 Lack of common direction and synergies.
 Incomplete visibility of the current and future target enterprise architecture
 Inability to predict impacts of future changes.
 Increased gaps and architecture conflicts.
 Lack of commonality and consistency due to the absence of standards.
 Dilution and dissipation of critical information and knowledge of the
deployed solutions.
 Rigidity, redundancy and lack of scalability and flexibility in the deployed
 Lack of integration, compatibility and interoperability between applications.
 Complex, fragile and costly interfaces between incongruent applications.
 Decision-making gridlock.
 Piece-meal and ad hoc software development driven by a tactical and
reactive approach.
EA as an enabler of Organisational Agility
An enterprise architecture provides a broad and long-term view of business processes, systems
and technologies in the organisation. This holistic view of the enterprise is one of the most
important characteristics of an enterprise architecture, defined as “a coherent set of principles,
methods, and models that are used in the design and realization of an enterprise’s organisational
structure, business processes, information systems, and infrastructure.”
The primary goal of EA is to define the desirable future state of the organisation‘s business
processes and IT systems (often referred to as the ―to-be or target architecture) and to provide a
roadmap for achieving this target from the current state (as- is or baseline architecture). Two key
components of EA are the planning process (definition), and the direct and tangible outputs of
that planning process (representation), i.e., EA documentation (e.g., architecture diagrams,
roadmaps, and other artefacts).
The task of EA is to translate the broader principles, capabilities, and goals defined in the strategies
into systems and processes that enable the enterprise to realise these goals and objectives. Having
a defined EA is important but how it translates into everyday use is even more relevant as this
greatly helps in adaptive planning, rapid adaption, change management, focus on time to value,
low latency, etc. The increasing pressures of global competition require organizational agility to
be included in business strategies.
EA as an enabler of Organisational Agility
Agility can be considered to be organizational capability that consists of two components,
namely the ability to sense and respond swiftly to changes in the environment. The change may
arise from competitors, shift in customer preferences, regulatory or legal changes, or
technological advancements. Organizations need to develop their capabilities to sense and
manage change both in business areas, business processes and technology beyond the normal
level of flexibility based on what was envisioned when the organizational processes and systems
were established.
The purpose of EA is to optimize across the enterprise the often fragmented legacy of processes
(both manual and automated) into an integrated environment that is responsive to change and
supportive of the delivery of the business strategy.
Slide 21
Ojo Oluwaseyi @sameoj

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