Enterprise Architecture Case Study

The Challenge

A Commercial client with approximately 500 employees and $180 million in revenue needed to implement a wide scale and complex business transformation project which included an enterprise wide business process re-engineering effort and the replacement of all mission critical systems (e.g. ERP, Content Management, Ecommerce, etc.)

The Haverstick Approach

Haverstick began this project utilizing an enterprise architecture approach which started with the cataloging and blueprinting of the client’s current state architecture across five (5) architectural domains; Organization, Business Process, Application, Data, and Infrastructure.

Once the current state architecture was documented, Haverstick formed a set of blended teams comprised of Haverstick consultants and client business unit members to identify current state challenges, gaps, and opportunities for efficiency and cost reduction.  Utilizing this information, Haverstick, in cooperation with client leadership, developed a future state enterprise architecture to better meet business objectives related to cost reduction, greater efficiency, and elimination of redundancies.

The future state architectural collateral was then used by both the Program Management Office and the Enterprise Architecture group to organize the packaged software RFP creation process, evaluate the candidate vendor offerings and capabilities with respect to the needed future state business capabilities, organize and manage the process of re-engineering business processes, rationalize the sequencing of the installation and integration of selected packages, design a set of architectural principles to govern the IT platform and business processes moving forward, and to lay the foundation for an enterprise architecture artifact repository from which future current state, future state, and gap analysis could be performed.

The Results

As a result of the partnership between Haverstick and the client and the application of enterprise architecture practices, the following results were achieved:

• Achieved a 40% reduction in operational processes as a result of identifying redundancies
• Identified the opportunity to eliminate 83 custom and open source applications and to replace them with 5 COTS solutions
• Identified an opportunity to reduce the server count by 50%
• Identified an opportunity to reduce software cost by 45%
• Development of artifacts and collateral used by the office of the CIO to develop the annual IT strategy
• The identified opportunities resulted in an annual savings of $4.1 million in IT operational cost

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