® ibm software group © 2010 ibm corporation enterprise architecture business transformation and...

®

IBM Software Group

© 2010 IBM Corporation

Enterprise ArchitectureBusiness Transformation and Planning

http://www.ibm.com/software/rational



IBM Software Group | Rational software

2

Enterprise Strategy

Fire and hope!

Enterprise Architecture

Business Operating Environment

and IT Infrastructure

TransitionPlanning

Group IT Architecture Definition

Infrastructure Design & Planning

Establish IT Competency Centre

End User Infrastructure Upgrade

Inter-company WAN (imple.)

Outsource New Core systems

Outsource Helpdesk and Desktop

Outsource network

Outsourcing Initiatives

Competency Centre Initiatives

Electronic Service Delivery

Data Warehouse

Customer Service Centre

Recognise and report problem

Diagnose problem

Escalate problem

Analyse problem

Log Problem

Close problem

Update customer

Resolve problem

Bypass and/or fix

Config. Management

Operations Management

Change Management

Call management

Operations management

Update customer

Perf and Capacity management

WAN infrastructureIntranet/Mail infrastructure

Customer ServiceData Warehouse

Graphical IS

B.U.B.U.

Document Management

Systems Management

Middleware

NETWORK

Planning/Design Initiatives

Infrastructure Initiatives

OtherBusiness Unit SystemsKiosksTelemetry systemsetc

Initiatives focused on migrating to the new delivery environment

Planning/DesignInfrastructureOutsourcing

Initiatives focused on implementing the vision

Planning/designIT Competency centre

Key Group Decision Points

ArchitectureGovernance

Bus Arch’ture IT Architecture

AEICorporate

YankeeGroup

SaturnGroup

YarnDivision

KnitsDivision

SenecaPlant

RaleighPlant

CashManagement

Shipping

Accounting

ComponentDesign

Yarn Buying

Order Entry

ComponentScheduling

YarnDyeing

Inventory

AssortmentPlanning

ComponentKnitting

Tagging & Packing

Business Structure

Business Locations

Classically, we’ve defined EA as the “planning” function between strategy formulation and delivery…

Pro

gra

m

focu

sE

nte

rpri

se w

ide

focu

s

Strategy

Planning

Designand

Delivery

Change Programs

Soln Outline Macro Design Micro Design Devt, etc.

Programme ArchitectureGroup IT Architecture Definition







Outsource network




Data Warehouse



Diagnose problemEscalate problemAnalyse problemLog Problem

Close problemUpdate customer Resolve problem

Bypass and/or fixConfig. Management

Operations ManagementChange Management

Call managementOperations management

Update customer


WAN infrastructureIntranet/Mail infrastructureCustomer ServiceData Warehouse

Graphical IS

B.U. B.U. Document Management

Systems ManagementMiddleware

N E T W O R K



OtherB u sin ess U n it

S ys tem s

K io sks

Te lem etry sys tem s

etc


P lann ing /D es ign

In fras truc tu re

O u tsou rc ing


P lann ing /des ign

IT C om pe tency cen tre


Soln Outline Macro Design Micro Design Devt, etc.

Programme ArchitectureGroup IT Architecture Definition







Outsource network




Data Warehouse



Diagnose problemEscalate problemAnalyse problemLog Problem

Close problemUpdate customer Resolve problem

Bypass and/or fixConfig. Management

Operations ManagementChange Management

Call managementOperations management

Update customer


WAN infrastructureIntranet/Mail infrastructureCustomer ServiceData Warehouse

Graphical IS

B.U. B.U. Document Management

Systems ManagementMiddleware

N E T W O R K



OtherB u sin ess U n it

S ys tem s

K io sks

Te lem etry sys tem s

etc


P lann ing /D es ign

In fras truc tu re

O u tsou rc ing


P lann ing /des ign

IT C om pe tency cen tre



= “the city plan”

System Design= “the buildings”

Strategy

= “the city’s purpose & goals”Technology

Availability

Business

OpportunityBus Strategy IT Strategy


3

…so that Enterprise Architecture can be thought of as both a link and a chain!

More Positively…

“Freedom within the law [without which] the life of man [would be] solitary, poor, nasty, brutish and short.”

Thomas Hobbes,

Putting it bluntly… “Enterprise Architecture constrains the individual project, for the benefit of the Enterprise”


How can architecture help your business?

Manage Outsourcing

Customer: Req’ts, specs, testing

Vendor: Actual architectures

Satisfy Mandated Compliance

Regulatory or contractual

DoDAF, TOGAF, FEA (iRMA), etc.

Pass an Audit

Architecture & business transparency

Repeatable, documented

Visualize and Communicate

Beyond basic drawing tools

Understand What You Have

Current state analysis

Your IP and Assets

Improve What You Have

Find incremental improvements

Manage business transformation

Manage the Portfolio

Applications/Products

Improved reuse across organization

Return on Assets

Leverage elements across subsystems and product lines

Manage Packaged Applications

Integrate with rest of architecture

Common Project Starting Points

Initiate new projects from a common starting point based on an EA model

4


“The Enterprise Architecture discipline

defines and maintains the architecture models,

governance, and transition initiatives needed to

effectively co-ordinate semi-autonomous groups

towards common business and/or IT goals” 1

Business

Technology

Information Systems

Strategy

ENTERPRISE ARCHITECTURE

In what part of the the business does it need to be

done? Enterprise Business

Architecture

Where to do it?Enterprise Technology

Architecture

What to do? How to do it?Enterprise Strategy

What to do it with?Enterprise Applications and

Information Architecture

Enterprise Architecture defines an Enterprise BlueprintEA is both a practice and a collection of related enterprise information

5


Business Motivation and Strategy

Reusable Assets

Measured Capability

Improvement Framework

Collaborative

ALM

SCMWork Items

Build

Class Diagrams

Customers

Accounts

Customer Services

P2 PeopleSoft

P Reservations

P Credit CardBooking

P CustomerMaintenance

D Customer Details

Data_Flow_1

Customer Credit Rating

Authorization Code

Credit Card Action

Customer Booking Details

Account History Maintenance info

Credit Card Details Secure Transaction

Customer DetailReservation Request

Application Models

Data Models

Organizational Charts

Network Topologies

CreditCardCompany

Accounts

HotelReservation System

Reception

Traveler Potential Guest

CheckCustomer Credit

Provide Clientwith

ReservationNumber

Reservation Notify Customerof CreditProblem

CustomerAgrees to Terms

+

CustomerRejects Terms

AdviseCustomer

Calculate RoomPrice

Notify Customer of Credit Rejection

Reservation Number Granted

Cancel Reservation

Room Booked Provisionally

Credit OK

Credit Not OK

Customer Credit Details

Quote_Price

Quote Price

Process Models

Organizational Unit

Chelsea Hotels and Resorts

Mission

Serve the Needs of the Business and Leisure Traveler

**

**

*

**

**

*

Vision

To Be Regarded as the Finest Hotel Chain in the World

Goal

*

Increase Revenues

Goal

*

Improve Quality of Service

Goal

*

Be Regarded as aFirst-Class Business Hotel

Objective

Number of Complaints received in2Q 2006 Should Be 20 percent less

than 2Q 2004

Objective

Host 12 Conferencesand Seminars per yearin 6 Largest Markets by

Sept 1, 2008

Objective

Add Conference Facilitiesto Hotels in 6 Largest Markets

by Sept 1, 2008

Objective

Earn 5-Star Ratingfrom hotels.com by

Sept 1, 2006

Objective

Business Rule

Customer's RewardsPoints Never Expire

Business Rule

Every CustomerMaking ReservationGets Auto-Enrolled

in Program

Tactic

Establish a FrequentGuest Rewards Program

Tactic

Reservation ServicesOver the Web

Policy

Rewards ProgramMust Be Attractive

to Customers

Strategy

Provide Vacation Packageswith Theme Parks

Strategy

Improve ExistingReservation Experience

Strategy

Modernize Hotels

Enterprise Direction Diagram

Goals Objectives

Behavior Models SOA


Project and

IT Portfolio

Management

Process & Application

Solution Delivery

Operational Modelling

Measurement and Reporting

Enterprise Architecture Ecosystem

6

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Business Analysis: Identify Problems and Opportunities

What are the business priorities?

What business/technology assets do we have?

What is unnecessary, redundant or obsolete?

Where can costs be cut?

Which business processes work well?

How are project priorities determined, communicated…at a staff and line level?

Priorities/Goals/Strategies

Business Architecture

Policies/Rules/Operations

Technology Architecture

How well am I operating today?

7


Remove high cost, low business value applications

Invest in critical business areas that are under supported

Support and reuse high impact resources

Business Analysis of the Current State

8


What you should know about your critical applications

• How do your key applications create business value?

• What applications are over-consuming scarce resources and investment capital?

• Where are you over-investing in out-dated or aging applications that need to be modernized, replaced or retired?

• Are your overall applications costs increasing, decreasing or stabilizing?

• What is the health of your critical applications?

• Which critical applications are currently at risk?

“for every $1 of discretionary spending (i.e., new projects and major enhancements), up to $5 is spent on support, maintenance and infrastructure during the life of an application”

Gartner Group

9


Make faster, better-informed strategic and tactical decisions

Link, consolidate and analyze business and IT information in blueprints

– Strategies, goals and organization

– Business architecture and process analysis

– Applications, services and data

– Systems, networks and components

Simplified modeling with robust support for standards

– Create a common and consistent information repository to guide enterprise planning

– Multiple modeling standards in one tool

– Changes are propagated throughout the data blueprint, simplifying maintenance

“We are able to manage enterprise information,run impact analysis, and make decisions more

effectively.” Juma AlghaithExecutive Director for Customs Development

Transform complexity into usable information

Enterprise blueprinting with interactive visualization and analysis

10


Business Processes

Organizational Structure

Data Dictionary

IT Services

Application Inventory

Physical Data Stores

IT Standards/ Infrastructure

Shared IT Services

Organizational Overlaps

Common Business Practices

Reusable Data Sources

Redundant Data

Critical IT Resources

Duplicate Applications

Change Impact Analysis

SA is based on industry standards & best-practicesSA imports of Raw Data help populate the repository with information already available

SA creates Meaningful Views and Reports share EA information for collaboration

System Architect Repository Solution:Standards-Based for Import/Export facilitates Info Sharing

11


Manage the impact of change, consolidation and M&A

Understand your current state, and use it to map to your future optimized state– Set the course to optimal ROI

Identify redundancy and reuse of business and technology assets– Enterprise analysis reports complex IT information

in business-friendly formats

Identify and minimize execution risk– Group information for accurate integration planning– Reveal critical data required for accurate decisions

Minimize execution risk through transformation due diligence

Increase operational efficiency, reduce recurring costs and mitigate risks

“We used enterprise impact analysis to guide the consolidation of our US operations

in an efficient and cost-effective manner.”

Director of IT Leading Express Shipping Organization

Redundant, Inefficient, High Cost

IncreaseOperationalEfficiency

Consolidated, Reused and Optimized!

12


With SA you can see key EA components supporting Enterprise strategies & goals!

With SA you can manage key EA components as projects and initiatives!With SA you can see key EA components dependent upon specific technologies!

Visualize the enterprise and the impact of change

Business Processes

Applications Data

IT Infrastructure

Orgs &People

Enterprise Strategies & Direction

Business Processes & Services

IT Infrastructure & Services

Projects & Initiatives

13


Company A Redundant,

Inefficient, High Cost

Consolidated, Reused and Optimized

Mergers Acquisitions Consolidation Cost-Cutting

Divestures Outsourcing

Business Plan A Low results, max-out

resources

Business Plan B Optimal reuse with minimal investment

Transition Scenario A High business disruption,

minimal results

Transition Scenario B Low impact to infrastructure,

quick ROI

Transition Scenario C Low cost, but reduced IT

performance

Workspace Management supports Scenario Planning

14

Example Scenario Planning exercise


15

Visualize and manage the transformationWorking with Current (“as is”) and Future (“to be”) states

Current Proposed

Infrastructure


Visualize and Manage the Transformation

Business process

Transition planning using date parameters

16


Facilitate Business and IT Collaboration in System Architect

Account Servicing

Correspondence & fulfilment

Policy setting and business analyticsTransaction Processing

Customer Recruitment

Internal Actor External Actor

Change ManagementOperational Management

Information management

Product Conf iguration

Operations Optimisation

Application Processing Sales and Recruitment

Correspondence Capture Fulf ilmentCorrespondence (out-bound)

Customer Inf ormation Historical Information

Authorisations Transaction Management Card Scheme Settlement Payments Campaign Management Credit Risk Management Customer / ProductAnalytics

Fraud Analytics & Control

Customer ContactManagement

Customer DialogueDefinition

Customer ID&V

Loyalty Product Processing

Collections & Recoveries

Complaints Financial Exceptions

IML9 / IML6

AccountServices

KAFT

AccessDatabases

CID

AccountServices

Hunter I

FraudReferrals

FCPS

AccessDatabases

Lost & Stolen

CreditCare Crawley CRM

CID

Chargebacks AccountServices

IML9 / IML6

CAM Server-UKC

BEAMS

IML9 / IML6 CIS M/Text-UKC IML9 / IML6

M/Text-UKC

Doc 1 (TSYS) CMS-UKC

Digis

CCNApps/GUICCNApps

BECASABT

CCNApps/GUICCNAppsBECAS

IML9 / IML6BEAMS

AccountServices

CID ClearCommerce

Comms/XL Epay

KAPS

Debt Manager BIW

Chordiant(CCCD)

Debt Manager iDTV

Chordiant(CCCD)

Falcon-UKC(TSYS)

Falcon-UKC(B'card)

iDTV

Chordiant(CCCD)

CustomerSystem

BIW Debt Manager BIW

Capscan

EquationCommunisis

Astron(akaEdotech)

Aim Call

Intranet

Chordiant(CCCD)

Key

UK Cards (ApplicationLandscape)

System ArchitectWed Aug 16, 2006 16:00

Comment

System Fate =Stay

System Fate =New

System Fate = MajorUpgrade

Demise Planned > start2008



Heatmaps and Landscape Reports Communicate project information

Identify redundancy, risk and reuse of business and technology assets

Visualize and understand the impact of change

17


Enterprise Architecture DashboardQuestion Oriented Architecture


Collaborate on the results

Gain clarity in enterprise decision making Enhanced web collaboration creates a common perspective of the organization, from one location New enterprise search quickly reveals critical data required for accurate decisions

19


Formal Management Reporting

20


Architecture Health Dashboard

21


System Architect System Architect\XT• Business Process Modeling• Data Modeling•

Systems/Application/Infrastructure

• Data Integration/Metadata• Explorer Diagram Generation• EA “Development”• Windows Based Thick Client

• Data Analysis and Discovery• Read/Write Capability• Customizable Web

Components• Real Time Repository Access• Enables Data Ownership• Executive/Dashboard Views• Web Browser Interface

• Information Consumption• Portal Access• Fully Customizable

Look/Feel• Static Web Content

Generation• Feedback Mechanism• “Publishing to the masses”• Web Browser Interface

SA Publisher

The System Architect Platform User Interfaces: Thick client, Web portal, Web client, Visio interface

Architecture Team Extended Team “Information Consumers”

Collaboration Across Different User Communities


IBM Enterprise Architecture Services

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• Industry Leading Business Consulting• Best Practices and Industry Guidance• Organization and Strategy Consulting

• Enterprise Architecture Certification• e-Learning• Tool and Methodology Training

Certification and Training

BusinessConsulting

• Proven Method• Based on Best Practices• Covers Tool and Methodology• Demonstrate Immediate Value

QuickStart and Rapid Deployment


Facebook.com/SystemArchitect

Twitter.com/IBMSA

EA Forum on DeveloperWorks (http://www.ibm.com/developerworks/forums/forum.jspa?forumID=1498)

EABlue.com

LinkedIn User Group for System Architect (http://www.linkedin.com/groups?gid=2266144)

System Architect Technical Library on DevWorks:

http://www.ibm.com/developerworks/views/rational/libraryview.jsp?sort_by=Date&type_by=Demos&search_by=Rational+System+Architect

Rational User Conference in Orlando in June

24

http://www.linkedin.com/groups?gid=2266144




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