Practice Areas:
Business and
Functional Strategy Business Model Innovation Organizational Architecture
IT Strategy and Governance
IT Cost Optimization
Organizational Reinvigoration
Functional Strategy Business Model Innovation Organizational Architecture
IT Strategy and Governance
IT Cost Optimization
Organizational Reinvigoration
Organizational Architecture: CLIENT EXAMPLES
Re-architecting an Architecture Review Board
SITUATION:
This global travel services company had an Architecture Review Board (ARB) that was overwhelmed and did not have the capacity to handle the project volume. Business leaders questioned the value of the ARB as well as the CTO’s ability to guide the company’s technology direction.
SOLUTION:
We recommended significant changes, including:
- reconstituting the makeup of the ARB — including the skillsets required, the mix of business and technology personnel, and the specific individuals represented
- constructing flexible "single-issue" ARBs to offload the primary board and free up capacity
- determining the roles, responsibilities and decision rights for the group and linking them to the other governing bodies in the business units and to the PMO
- changing what projects are reviewed and when; instituting self assessments; and adding an audit process – among numerous process improvements
RESULTS:
A functioning and respected ARB. Non-conforming projects are now being stopped (or re-configured to comply with the corporate architecture), resulting in cost savings and a reduction in complexity.
Re-architecting an Architecture Review Board
SITUATION:
This global travel services company had an Architecture Review Board (ARB) that was overwhelmed and did not have the capacity to handle the project volume. Business leaders questioned the value of the ARB as well as the CTO’s ability to guide the company’s technology direction.
SOLUTION:
We recommended significant changes, including:
- reconstituting the makeup of the ARB — including the skillsets required, the mix of business and technology personnel, and the specific individuals represented
- constructing flexible "single-issue" ARBs to offload the primary board and free up capacity
- determining the roles, responsibilities and decision rights for the group and linking them to the other governing bodies in the business units and to the PMO
- changing what projects are reviewed and when; instituting self assessments; and adding an audit process – among numerous process improvements
RESULTS:
A functioning and respected ARB. Non-conforming projects are now being stopped (or re-configured to comply with the corporate architecture), resulting in cost savings and a reduction in complexity.
