critical tool for bisiness and ict managemnet
TRANSCRIPT
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Michael Rosen
Architecture:
Critical Tool forBusiness and ICT
Management
Mike Rosen
Director, Enterprise Architecture
Cutter Consortium
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2012 Michael Rosen
Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
Example
Project Portfolio Management
EA Programs
Conclusions
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Mike Rosen Consultant
IT Architecture and Strategy
Chief Enterprise Architect for service- and component-based systems
EA, SOA, programs, implementation, strategy and training
30+ years experience in distributed systems, software and architecture
Author Cutter Consortium Reports
Business Capability MapsThe Rosetta Stone of IT Transformation
Architecture for the Sustainable Enterprise 10 Things an Architect Does to Add Value
EA by Example
Designing Service Oriented Applications
EAIts not Just for IT Anymore
Agile Methods and Enterprise Architecture
Enterprise Architecture Roll-out and Training
An Application Centric Approach to Enterprise Architecture
Books SOA Applied: Architecture and Design Strategies, 2008, Wiley
Developing e-Business Systems and Architecture: A Managers Guide,2000, Morgan-Kaufman
Integrating CORBA and COM Applications, 1998, Wiley
Member Business Architecture GuildFounding Member
Penn State Center for EA EducationAdvisor Board SOA InstituteEditorial Director
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Banking Example
Merger of two banks with different lines of business
Need new payment mechanism that goes across lines of business
Payments implemented on existing mainframe applications
PolicyAdministration
Quoting
Pricing
Customer
Collect
ApplicationInformation
CreatePotential
Customer
Underwrite Price
CreateQuoteReceive
Request forQuote
Validate
Request
QuoteRequest
WithinLimits
Yes
ReceiveQuote
No
Policy
Business ProcessModel
Data
Data
Existing Systemsand Data
How do you get fromhere to there?
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A Typical Integration Scenario
Data
OtherSystem
Data
AccountSystem
Data
LOB
System
Data
LOB 2 System
PolicyAdministration Q
uoting
Pricing
Customer
CollectApplication
Information
CreatePotential
Customer
Underwrite Price
Create QuoteReceive
Request forQuote
Validate
Request
QuoteRequest
WithinLimits
Yes
ReceiveQuote
No
Policy
Data
ApplicationSystem
Data
Application 2System
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This Doesnt Scale
Data
OtherSystem
Data
AccountSystem
Data
Data
LOB
System
LOB 2System
PolicyAdministration
Quoting
Pricing
Customer
CollectApplicationInformation
CreatePotentialCustomer
Underwrite Price
Create QuoteReceive
Request forQuote
ValidateRequest
QuoteRequest
WithinLimits
Yes
ReceiveQuote
No
Policy
Data
Data
Application 1System
Application 2System
PolicyAdministration
Quoting
Pricing
Customer
CollectApplicationInformation
CreatePotentialCustomer
Underwrite Price
Create QuoteReceive
Request forQuote
ValidateRequest
QuoteRequest
WithinLimits
Yes
ReceiveQuote
No
Policy
PolicyAdministration Q
uoting
Pricing
Customer
CollectApplicationInformation
CreatePotentialCustomer
Underwrite Price
Create QuoteReceive
Request forQuote
ValidateRequest
QuoteRequest
WithinLimits
Yes
ReceiveQuote
No
Policy
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The Result: Enterprise Application Spaghetti
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Complexity and Inconsistency
Multiple redundant applications and data
Application responsibility overlap and gaps
Proliferation of platforms and products
New devices and sourcing models
Virtualization, cloud computing
Proliferation of data
Inconsistency across data and application
Projects done in isolation
Wasted effort
Short-sighted approach leads to increased maintenance8
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Business Complexity
IT will be complex when the business is complex.
Todays business environments: Businesses demanding agility and adaptability
Forays into new markets
Dramatically upsizing and downsizing
Mergers and acquisitions
and so on.
Complexity can be unavoidable or accidental
You cant escape the complexity of your business. Instead,you must address complexity where it exists, to understand itat its source, and to then make decisions based on thatunderstanding.
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Technical Debt
Pay me now, or pay me later
Technical Debt refers to delayed technical work that is incurred when
technical short cuts are taken, usually in pursuit of calendar-driven
software schedules. Just like financial debt, some technical debts can
serve valuable business purposes. Other technical debts are simply
counterproductive.
Doing things the quick and dirty way sets up technical debt, which is
similar to a financial debt. Like financial debt, technical debt incurs interest
payments, in the form extra effort that we have to do in future
development because of the quick and dirty design choice. We can
choose to continue paying the interest, or we can pay down the principal
by refactoring the quick and dirty design into better design. Although it
costs to pay down the principal, we gain by reduced interest payments in
the future.
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Enterprise Technical Debt
Technical debt accrues as we maintain and evolve systems without
refactoring them to accommodate the changes. This builds up fragile systemsthat cant be changed, and cant accommodate the evolving businessrequirements.
The Enterprise is also an evolving system. Enterprise complexity results intechnical debt in terms of system integration, system redundancy andinconsistency.
The cost of technical debt isnt simply the cost to fix it, it is also the cost to thebusiness in terms of inflexible and fragile IT systems that cant be changed tomeet current business needs, and the lost opportunities they present.
Architecture sets standards for platforms, data, security, and many otherthings. Not following the standards results in inconsistencies, redundancies,
and additional operational costs, all a kind of debt that will either continue toincur interest, or require expenditures to pay down the principle.
Architecture helps avoid and reduce technical debt, and address complexity,especially at the enterprise level (rather than the individual project level).
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Important Questions
What is the root cause of these problems?
Does it have to be that way?
How can we prevent them in the future and still meet the increasing
demands on IT?
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View of IT Architecture
EnterpriseSystems
Data
representations
Platforms andtechnologies
Applications,
services,
processes
Desktop and
business systemsnot controlled by IT
Source: Business Architecture:
The Art and Practice of Business Transformation 13
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IT System Spectrum
Shadow Systems
Enterprise SystemsLow cost to procure
Unaccounted forHigh cost to procure
Managed
Management
OperationsHelp Desk
Availability
Reliability
Scalability
Integration
BackupDR / BCP
Security
Entitlements
Compliance
Audit
Tech. Refresh
High Risk High Cost
Where will Cloud Systems Fit?
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Who Owns the Problem?
Application
A
Application
C
Application
B
Business
Unit A
Business
Unit C
Business
Unit B
CEO
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Maintenance
Integration
New Applications
The Cost of Technical Debt
70-90%15-30%
5-15%
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Executive Summary
Enterprise Architecture is essential for every modern
enterprise that wants to be competitive in the future.
The most vital [CIO level] decisions being made in companies today
concern enterprise architectureCIO Magazine, 9/2010
Technical Debt drives competitiveness down and costs up. But, is often overlooked by business planning processes
EA can help
Provide alignment with the business
Support Portfolio Management and decision making
Manage complexity
Reduce costs and increase flexibility
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Architecture to the Rescue
The enterprise is not an application in isolation, it is the collection
of all applications
Put projects, applications, and data into context
Understand the relationship between projects
Align applications and projects to business and enterprise goals
Standardize to simplify and economize
Think ahead
Be practical
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Is Architecture Necessary?
How can we address business complexity and avoid accidental
(unnecessary) complexity?
Business owners of any enterprise application:
I cant get the data I need from application x.
Enterprises require applications that: Support an enterprise value chain.
Applications must exchange information.
The enterprise needs common business semantics
Aggregate information to support executive decision making. Correlate and combine information from disparate applications.
The enterprise needs common business semantics.
Enterprise Architecture provides a common understanding of the
business, the processes and information that go into it, and how they
contribute to meeting goals and strategy.
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Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
Example
Project Portfolio Management
EA Programs
Conclusions
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What is Enterprise Architecture?
Fundamentally, EA is about:
Managing complexity and change
Aligning present and future IT systems with business goals and strategy
Maximizing the business value of IT
Additional (tactical) goals are to: Reduce IT expenditures via common infrastructure and platforms
Provide integration of enterprise systems and data
Reduce redundancies and inconsistencies
Support IT portfolio management, decision making, and governance
Guide development and outsourcing of applications
Enterprise Architecture includes a wide range of topics
ArchitecturalDomains include: Business, Information, Applications, Technology,
Security, Performance
ArchitecturalPractices include: Architecture development, design, governance, trends,
portfolio management, planning, consulting, .
Artifactsproduced include: Specific architectures and models, standards, reference
models, roadmaps, processes, assessments, 21
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BusinessCapabilities, Processes, Organizations
InformationData + Context
Drivers
Internal
Business
Objectives,
Goals,Strategies
External
IT Technologies
Economic Environment
Regulatory Environment
Drivers
InternalBusiness
Strategy + Tactics
Goals + Objectives
External ApplicationPortfolio of IT Solutions, Systems
TechnologyNetwork, Servers, Databases, Data Centers
EA Stack Domains and Disciplines
Technology
Costs, Complexity
Lifecycles
Business
Competition
Regulations Economy
Technology
Trends
Security
Performance
Metho
ds,
Tools,
Governance
Pe
ople,
Organizations
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BusinessCapabilities, Processes, Organizations
InformationData + Context
Drivers
Internal
Business
Objectives,
Goals,Strategies
External
IT Technologies
Economic Environment
Regulatory Environment
Drivers
InternalBusiness
Strategy + Tactics
Goals + Objectives
External ApplicationPortfolio of IT Solutions, Systems
TechnologyNetwork, Servers, Databases, Data Centers
Enable
Decisions
Manage
Information
Execute
Processes
Enable
Applications
EA Domain Relationships
Technology
Costs, Complexity
Lifecycles
Business
Competition
Regulations Economy
Technology
Trends
Security
Performance
Metho
ds,
Tools,
Governance
Pe
ople,
Organizations
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BusinessCapabilities, Processes, Organizations
InformationData + Context
Drivers
Internal
Business
Objectives,
Goals,Strategies
External
IT Technologies
Economic Environment
Regulatory Environment
Drivers
InternalBusiness
Strategy + Tactics
Goals + Objectives
External ApplicationPortfolio of IT Solutions, Systems
TechnologyNetwork, Servers, Databases, Data Centers
EA Change Drivers
Technology
Costs, Complexity
Lifecycles
Business
Competition
Regulations Economy
Technology
Trends
Security
Performance
Methods,
Tools,
Governance
Pe
ople,
Organizations
Busine
ssChangedrives
changed
ownintoeachlay
er
TechnologyChangeatthelo
werlevels
enable
schangesatthehig
herlevels
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Architecture Value Proposition
The agile, real-time enterprise. Enterprise wide processing and
value chain
Reduced costs to implement, maintain, evolve, and retire
applications
Improved customer satisfaction
Consistency across applications
Improved IT Operations
Common semantics and information
Interoperability between applications
Integration of applications
Reuse of infrastructure, frameworks, utilities
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User Interfaces
Improving Productivity and Consistency
Custom
Infrastructure
Architecture
Custom
Processes
Business
services, processes
and entities
Tools
User Interfaces
Infrastructure
and processes
Architecture
Tools
Business
services, processes
and entities
Cost of a
new
application
Dramatically
reduce costs
by utilizing
existing IT
assets
Typical application
Today
Built mostly from scratch
Infrastructure
and processes
Existing
New
Key: High productivity
Tomorrow
Built on an existing foundation
Each
application
needs
the sameparts. Dont
build
them all
each time.
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The Importance of Early Knowledge
Courtesy: Cutter Fellow Ken Orr
time
expenditure
expenditurescommitted
domain/technology knowledge
project costs
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Architecture Reduces Risk
Architecture determines: Flexibility or rigidity of the application
Ability to combine or reuse services
Ability of applications to integrate and interoperate
Ability to evolve the applications and infrastructure
Consistency of service implementations Consistency of operations and maintenance
Consolidation of infrastructure
Correct use of platform capabilities
Performance, security, reliability, availability
Achievement of QoS and non-functional requirements
Reference architecture provides these capabilities to everyapplication and allows them to concentrate on providingbusiness value
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Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
Example
Project Portfolio Management
EA Programs
Conclusions
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ICT Management
S T R A T E G I C
T A C T I C A L
(MANAGERIAL CONTROL)
O P E R A T I O N A L
The
Business ICT
Demand
Supply
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The Tool Kit Needed (Competency)
The
Business ICT
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Projects
Planning
Architecture Domains
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Project Planning
Project Execution
(Business) Strategic IT Planning
(Technology) Strategic IT Planning
Architecture Domains
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Portfolio Management
Project Planning
Project Execution
(Business) Strategic IT Planning
(Technology) Strategic IT Planning
ApplicationPortfolio
Management
Project
Portfolio
Management
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Thinking Strategic
IT
Application,
Infrastructure
Portfolios
Business Gaps
Technical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
The thought process
begins with the business
intentions and identifies
the ICT required to meetneeds
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Thinking Strategic to Projects
IT
Application,
Infrastructure
Portfolios
Business Gaps
Technical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
The thought process
begins with the business
intentions and identifies
the ICT required to meetneeds
The second process
considers gaps with
current as-is ICT.
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Thinking Strategic to Projects
IT
Application,
Infrastructure
Portfolios
Business Gaps
Technical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business Strategic
Intentions and
Strategic Initiatives
The thought process
begins with the business
intentions and identifies
the ICT required to meetneeds
The second process
considers gaps with
current as-is ICT.
The third translates
this into needed
ICT actions
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Thinking Strategic to Projects
IT
Application,
Infrastructure
Portfolios
Business Gaps
Technical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
The thought process
begins with the business
intentions and identifies
the ICT required to meetneeds
The second process
considers gaps with
current as-is ICT.
The third translates
this into needed
ICT actions
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Architecture
IT
Application,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentionsand Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
Architecture works at four levels:
1. Assessment.
This covers technical debt,
other architecture reviews.
2. Business plans for the use of
IT in the business.
Architecture provides
frameworks for process and
information.
3. Create the architecture
roadmap, standards and
references that formalize theIT strategic intentions.
4. Projects and initiatives.
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Architecture
IT
Application,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentionsand Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
Architecture works at four levels:
1. Assessment.
This covers technical debt,
other architecture reviews.
2. Business plans for the use ofIT in the business.
Architecture provides
frameworks for process and
information.
3. Create the architecture
roadmap, standards and
references that formalize the
IT strategic intentions.
4. Projects and initiatives.
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Architecture
ITApplication,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
Architecture works at four levels:
1. Assessment.
This covers technical debt,
other architecture reviews.
2. Business plans for the use ofIT in the business.
Architecture provides
frameworks for process and
information.
3. Create the architecture
roadmap, standards andreferences that formalize the
IT strategic intentions.
4. Projects and initiatives.
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Architecture
ITApplication,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
Architecture works at four levels:
1. Assessment.
This covers technical debt,
other architecture reviews.
2. Business plans for the use ofIT in the business.
Architecture provides
frameworks for process and
information.
3. Create the architecture
roadmap, standards andreferences that formalize the
IT strategic intentions.
4. Projects and initiatives.
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Application Portfolio Management
Application Portfolio Management
assesses each application for:
1. Technical gaps with performance,
quality, risk; connection with
architecture vision and standards.
2. Business gaps with the as-is
applicationshow they support
current and future business
strategic requirements
3. Technical debt with theas-is applications
The same assessment applies to
infrastructure services.
ITApplication,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
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Project Portfolio Management
Project Portfolio Management
assesses each project for:
1. Technical gaps with
performance, quality, risk;
connection with architecturevision and standards.
2. Project Management status,
risks
other mitigation issues
3. Business Case
4. Prioritization, Project
Selection,
Scheduling
ITApplication,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
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Strategic IT Planning
Strategic IT Planning
focuses on business.
It begins with strategic intentions,
works with business capability /
strategic activities, andidentifies where IT is a critical
enabler.
It concludes with the
business strategic requirements.
These become initiativesand projects. ITApplication,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
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The Process
Architecture+
IT Portfolio
Planning
Phase IStrategic BusinessIntentions:
Phase II
Use of IT:
Capabilities
Requirements Develop Gap
Assessments
Application Portfolio
ManagementPhase III
Supply of IT:
Current Application Assessment
Gap Analysis
Phase IVStrategicInitiative
Planning: Project Initiative
Proposals
Phase V
Annual Planning:
Process Prioritization and ITAlignment with SBIs
Project Portfolio
Management Desired Business Outcome
Metrics
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Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
Example
Project Portfolio Management
EA Programs
Conclusions
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Context for Decisions
Business Plan(Annual)
IT Plan(Annual)
Business
Strategic
Intentions
(Strategic Business
Plan)
Strategic IT Planning
Projects
Performance Measurement Metrics
Annual IT Planning
Action
and
Results
Strategic IT
Requirements
Strategic IT
Agenda
Strategic IT Plan
Enterprise Architecture
Project Plan(Annual)
Projects Budget
Lights-OnBudget
The Business Enterprise Organization: Lines of Business, Departments1
12
42 11
10
86
9
7
5
3
AssessedPortfolios
(Alignment,
Service/Quality,
Technology)
2
1. Strategic Planning identifies demand; APM identifies
gaps
2. Architecture transforms demand into roadmap
3. IT Planning identifies resources
4. Project Portfolio Management balances projects
5. Architecture provides lens for evaluation
DEMAND
SUPPLY
5
a2
a
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Another View of an Overall Management Process
Context
Business Plan(Annual)
IT Plan(Annual)
Business
Strategic
Intentions
(Strategic Business
Plan)
Strategic IT Planning
Projects
Performance Measurement Metrics
Annual IT Planning
Action
and
Results
Strategic IT
Requirements
Strategic IT
Agenda
Strategic IT Plan
Enterprise Architecture
Project Plan(Annual)
Projects Budget
Lights-OnBudget
The Business Enterprise Organization: Lines of Business, Departments1
12
42 11
10
86
9
7
5
3
AssessedPortfolios
(Alignment,
Service/Quality,
Technology) 2
DEMAND
SUPPLY
49
WhatDecisions Are
Made at each
Phase ?
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Context for Decisions
Business Plan(Annual)
IT Plan(Annual)
Business
Strategic
Intentions
(Strategic Business
Plan)
Strategic IT Planning
Projects
Performance Measurement Metrics
Annual IT Planning
Action
and
Results
Strategic IT
Requirements
Strategic IT
Agenda
Strategic IT Plan
Enterprise Architecture
Project Plan(Annual)
Projects Budget
Lights-OnBudget
The Business Enterprise Organization: Lines of Business, Departments1
12
42 11
10
86
9
7
5
3
AssessedPortfolios
(Alignment,
Service/Quality,
Technology) 2
a
1. Strategic Planning identifies demand; APM identifies
gaps
2. Architecture transforms demand into roadmap
3. IT Planning identifies resources
4. Project Portfolio Management balances projects
5. Architecture provides lens for evaluation
DEMAND
SUPPLY2
5
a
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A Process View
BU Use of IT
to Achieve
Strategic
Performance
Agency Demand for IT IT Supply of Information, Automation
Agency
Strategic
Intentions
StrategicObjectives
Business Unit
Objectives
for Strategic
Intentions
How will the
BU achieve
strategic
objectives?
Initiativesfor Strategic
Intentions
How will the
BU and
Agency Use IT
to Achieve
StrategicIntentions
IT Strategic
Intentions
Strategic
Objectives
Strategic
Intiatives
(Programs)
Strategic
Roadmap
Strategic
Activities for
the BU
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The Process Integration
The Strategies
Needed for IT
The IT
StrategicIntentions
The Strategic
Roadmap
Initiatives,
Timelines andBudgets
Business Demand for IT IT Supply of Information, Automation
Defined
Strategic
Objectives
The Business
Strategic
Intentions
Each Business
Unit's Strategic
Objectives for
addressing each
of the Strategic
Intentions
HowtheBusiness Unit
will address the
Strategic
Intentions
The Business
Initiatives being
takenThe Strategic
Initiatives
(Programs,
Projects)
required
Howthe BUswill use IT
(Information,
Automation,
Communi-
cations) to
achieve the
Strategic
Objectives
Howthe BUs
will use IT
(Information,
Automation,
Communi-
cations) to
improve the
"Strategic
Activities"
The "Strategic
Activities" that
have to be
done well, to
achieve the
Strategic
Intentions
The Strategies
Needed for IT
The IT
Strategic
Intentions
The Business-
Focused
Strategic
Initiatives
(Programs,
Projects)
required
The Strategic
Roadmap
Initiatives,
Timelines and
Budgets
APM
How IT will
Achieve the
Strategic
Intentions
The Initiatives
To Be Taken
1 2 3 4
Business Plan(Annual)
IT Plan(Annual)
Business
Strategic
Intentions
(Strategic BusinessPlan)
Strategic IT Planning
Projects
Performance Measurement Metrics
Annual IT Planning
Actionand
Results
Strategic IT
Requirements
Strategic IT
Agenda
Strategic IT Plan
Enterprise Architecture
Project Plan(Annual)
Projects Budget
Lights-On
Budget
The Business Enterprise Organization: Lines of Business, Departments
1
12
42 11
10
86
9
7
5
3
Assessed
Portfolios
(Alignment,Service/Quality,
Technology)
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The Process Integration
The Strategies
Needed for IT
The IT
StrategicIntentions
The Strategic
Roadmap
Initiatives,
Timelines andBudgets
Business Demand for IT IT Supply of Information, Automation
Defined
Strategic
Objectives
The Business
Strategic
Intentions
Each Business
Unit's Strategic
Objectives for
addressing each
of the Strategic
Intentions
HowtheBusiness Unit
will address the
Strategic
Intentions
The Business
Initiatives being
takenThe Strategic
Initiatives
(Programs,
Projects)
required
Howthe BUswill use IT
(Information,
Automation,
Communi-
cations) to
achieve the
Strategic
Objectives
Howthe BUs
will use IT
(Information,
Automation,
Communi-
cations) to
improve the
"Strategic
Activities"
The "Strategic
Activities" that
have to be
done well, to
achieve the
Strategic
Intentions
The Strategies
Needed for IT
The IT
Strategic
Intentions
The Business-
Focused
Strategic
Initiatives
(Programs,
Projects)
required
The Strategic
Roadmap
Initiatives,
Timelines and
Budgets
APM
How IT will
Achieve the
Strategic
Intentions
The Initiatives
To Be Taken
1 2 3 4
Planningfor
a Business
Planningfor the
Enterprise
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The Process Integration
The Strategies
Needed for IT
The IT
StrategicIntentions
The Strategic
Roadmap
Initiatives,
Timelines andBudgets
Business Demand for IT IT Supply of Information, Automation
Defined
Strategic
Objectives
The Business
Strategic
Intentions
Each Business
Unit's Strategic
Objectives for
addressing each
of the Strategic
Intentions
HowtheBusiness Unit
will address the
Strategic
Intentions
The Business
Initiatives being
takenThe Strategic
Initiatives
(Programs,
Projects)
required
Howthe BUswill use IT
(Information,
Automation,
Communi-
cations) to
achieve the
Strategic
Objectives
Howthe BUs
will use IT
(Information,
Automation,
Communi-
cations) to
improve the
"Strategic
Activities"
The "Strategic
Activities" that
have to be
done well, to
achieve the
Strategic
Intentions
The Strategies
Needed for IT
The IT
Strategic
Intentions
The Business-
Focused
Strategic
Initiatives
(Programs,
Projects)
required
The Strategic
Roadmap
Initiatives,
Timelines and
Budgets
APM
How IT will
Achieve the
Strategic
Intentions
The Initiatives
To Be Taken
1 2 3 4
Enterprise
Architecture
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Application
Portfolio
Management
The Process Integration
The Strategies
Needed for IT
The IT
StrategicIntentions
The Strategic
Roadmap
Initiatives,
Timelines andBudgets
Business Demand for IT IT Supply of Information, Automation
Defined
Strategic
Objectives
The Business
Strategic
Intentions
Each Business
Unit's Strategic
Objectives for
addressing each
of the Strategic
Intentions
HowtheBusiness Unit
will address the
Strategic
Intentions
The Business
Initiatives being
takenThe Strategic
Initiatives
(Programs,
Projects)
required
Howthe BUswill use IT
(Information,
Automation,
Communi-
cations) to
achieve the
Strategic
Objectives
Howthe BUs
will use IT
(Information,
Automation,
Communi-
cations) to
improve the
"Strategic
Activities"
The "Strategic
Activities" that
have to be
done well, to
achieve the
Strategic
Intentions
The Strategies
Needed for IT
The IT
Strategic
Intentions
The Business-
Focused
Strategic
Initiatives
(Programs,
Projects)
required
The Strategic
Roadmap
Initiatives,
Timelines and
Budgets
APM
How IT will
Achieve the
Strategic
Intentions
The Initiatives
To Be Taken
1 2 3 4
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Application
Portfolio Management
Objectives
The Application Portfolio
Management (APM) Framework
Process is intended to answer the
following questions: What exactly are we spending on
applications?
How well do our applications achieve
our business goals?
Are we effectively using our
applications? Are our applications performing at the
quality and service levels needed?
Are there significant technical or
business risks hidden in our current
applications?
The desired outcome of the
APM Framework Process is
better decisions:
Achievement of the businessobjectives
Cost Management
Service level performance to
attain higher quality applications
Technology Risk Management
Security Management
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Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
ExampleAngus Financial Services
Project Portfolio Management
EA Programs
Conclusions
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Business Strategic Intentions
Customer Relationship - Provide information and tools to
strengthen the relationship with every customer.
Branch Support - Provide the branch with tools, managementprocesses, and products to grow the business in the community.
Personnel and Staffing - Provide tools to enhance theperformance of staff and reduce the requirements for staff.
Integrated Financial Services - Strengthen the transition of AFSto an integrated financial services organization.
Technology Business Support - Simplify, reduce complexity, andincrease speed of response to business requirements.
Performance and SecurityOperate effectively in bankoperations, compliance and security areas.
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Strategic IT Intentions
Business Focus. Maintain a consistent business focus for IT
planning and decisions at AFS.
360 View Establish a complete, comprehensive view of everycustomer.
Integrated Processes Integrate information and businessprocesses for all AFS business areas.
Reduce complexity throughout AFS in both technology andbusiness process areas.
Respond quickly and effectively to business change andopportunity.
Quality of services Provide the highest quality of technologyservices throughout AFS.
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Analysis
/ Reporting
Security
Tools
Presentation
ChannelsInformation
Mgmt
Business
Capabilities
(SOA)
Business
Processes
Internal
Processes
IT ManagementDW
ODS
Prime
Info.
Services
CORE
Strategic
Applications
Other Apps
Industry and
Market Data
Applications Information Processes Analysis Access / Users
Infrastructure
Overall Architectural Vision
Operational
Efficiency
Data
Management User
Relationship
Project
Enhancement
Management
and Planning
Security
Primary information flow
63
Applications Information Processes Analysis Access Users
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Infrastructure
Next Gen
NetworkITIL Mgm t
Virtual Servers
(Wintel)
Security
Performance
MonitoringImaging
Analysis
/ Reporting
Executive
Dashboard
Customer
Relationship +
Opportunities
Risk
Compliance
Loan +
Product
Lifecycle
Document
Management
Direct
Customer
Branches
OperationsAudit
Security
Compliance
Marketing
LOBs
Credit Card
Wealth Mgmt
Mortgage
Holding
HR
Credit Admin
Finance
IT
Compliance
Tools
Financial Plan
Cost
Accounting
Risk Mgmt
Profitability
Presentation
(SharePoint)
Browser
Mobile
Spreadsheet
Document
. ..
Channels
ATM
Internet
Phone
Teller
.
Info. Mgmt Business
Capabilities
(SOA)
Business
Processes
Loan Orig.
Internal Process
HR
Resources
Training
KPI
KPI
IT ManagementPerformance
SubsystemKPI
DW
ODS
Customer
Product
Services
Employee
Prime
Info.
Services
(SOA)
CORE
Premier
CC
Trust
PV
Mortgage
Strategic
Applications
EZ Teller
Appro
LazerPro
360 View.
Other Apps
BCS
BAM
ABRA
.Industry Data
ConceptualTargetArchitecture
Version0.2
10-Dec-2009
SLA
SLA
SLA
Primary information flow64
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Reminder: Application Portfolio Management
Application Portfolio Management
assesses each application for:
1. Technical gaps with performance,
quality, risk; connection witharchitecture vision and standards.
2. Business gaps with the as-is
applicationshow they support
current and future business
strategic requirements
3. Technical debt with the
as-is applications
The same assessment applies to
infrastructure services.
IT
Application,
Infrastructure
Portfolios
Business GapsTechnical Debt
Performance Gaps
IT Strategic Intentionsand Strategic
Initiatives
Business and
Technical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
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Application Portfolio
AppNumber
ShortName
LongApplicationN
ame
1 360 View In-business CRM application
2 ACH Billing/ReturnsProcesses ACH Returns from PIM7000s and PIM3201. Unpaid items
are processed for billing and/or returns.
3 AppTracker
Credit Card application processing Access database program.
Receives applicants from Credit Time. Enables employee incentive
payments, letter genenrating and data analysis.
4 ATM Fraud UIUser interface for bank operations to monitor and manage fraud
issue relating to debit/atm cards.
5 ATM Web Admin
Sometime called the "180 day database," it is a web based UI for
bank operations personell to administer customer debit/atm cards.
Provides transaction history (180 days) and card management
functions.
6 Automate Key emulator program
7 AutoPrimeAutomates the creation and distribution of regularly scheduled prime
reports
8 BAM Anti money laundering and fraud detection system
9 BCS
Bank Control System - back office resolution, posting and
reconciliation automation.
10 BIL2006
Back end process that monitors merchant capture, branch capture
and Item processing systems for tracking duplicate deposit
item submissions; also used for customer billing of deposited
(Merchant Capture) items.
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Starting Point for Application Portfolio
S
hortName
TotalRun(OM)Costs
To
talGTCost
TotalRu
n(OM)+GTCost
Planned
NumberofUsers
Current
NumberofUsers
NumberofApplication
Interfaces
NumberofServers
#ofSev1and2
Brea
k/Fixes(2009)
BISPSecurity
Classification
InitialY
earofProduction
Last
MajorUpdate
Current
PlanstoUpdate
Minor
Enhancements
M
aintenance
360 View 167,241 55,200 222,441 1000 863 18 13 2 M 2002 2009 Y X X
ACH 9,128 29,325 38,453 250 191 4 9 2 M 2006 2010 Y X X
AppTracker 501,473 446,859 948,332 3550 3275 10 22 4 M 2002 2011 N X X
ATM Fraud UI 16,000 333 16,333 265 265 3 7 M 2005 2005 Y X
ATM Web Admin 150,000 308,000 458,000 300 300 3 4 1 L 1996 2007 Y X X
Automate 6,500 15,000 21,500 156 156 4 L 1998 2009 Y X
AutoPrime 16,000 16,000 1200 900 8 7 M 2010 2010 Y X X
BAM 442,839 384,328 827,167 3700 3195 5 4 1 M 2011 Y X X
BCS 105,000 187,000 292,000 200 200 4 4 L 2011 Y X
BIL2006 290,315 197,620 487,935 3250 3250 2 8 1 L 2006 2011 Y X X
CETO 1,626,118 198,474 1,824,592 600 470 3 61 3 M 2008 2011 Y X X
Check Kit 246,250 305,000 551,250 400 400 8 L 2003 2009 N X
Dealer Billing 630,620 630,620 2500 2500 13 7 M 2003 2009 N
Dealer Reserve 182,320 512,330 694,650 600 270 1 3 L 2010 2011 Y X X
DealerTrack 11,088 11,088 50 50 1 3 1 M 2001 2005 Y X X
Docuware 6,853 6,853 M 2009 2009 N
DTS Run 217,000 217,000 1000 250 H 2009 2009 N
DTSRun (DP) 249,407 527,383 776,790 5000 1500 1 8 M 2007 2010 Y X X
E3 0 19,300 19,300 600 500 1 M 1997 2009 Y X
eCAS 970,852 991,640 1,962,492 4000 4000 2 16 1 M 1997 2010 Y X X
eCom 304,783 228,176 532,959 4 21 L 1990 2006 N X X
EcomAdmin 246,250 246,250 600 600 1 20 M 2007 2010 Y X XEcomFocus 556,928 359,000 915,928 3000 3000 21 3 M 2007 2009 Y X X
ExactTMS 9,000 9,000 10 10 1 2 M 1992 2009 Y X
EZTeller 537,524 241,076 778,600 3000 3000 1 3 M 2003 2010 Y X X
Cash Balance 246,250 605,000 851,250 600 600 1 10 M 2001 2011 S X X
FIB Tickler 16,000 16,000 1200 900 8 7 M 2010 2010 Y X X
FIBLynx 1,671 109,610 111,281 5000 3650 2 7 3 L 2008 2011 Y X X
Focus 1,723,333 1,861,175 3,584,508 250 200 11 8 2 M 2007 2009 N X X
Focus-Credit Cards 246,250 250,000 496,250 600 600 1 20 M 2003 2010 N X X
Focus-Mortgage 464,775 185,130 649,905 100 100 2 10 M 2009 2009 N X X
GenerateHsaOutput 88,000 88,000 150 150 1 6 M 2002 2005 Y X X
ImageRPS/Lockbox 406,120 97,944 504,064 3000 2670 4 8 L 1998 2010 Y X X
10,691,889 8,114,903 18,806,791
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Application Portfolio Data
ApplicationNumber
ShortName
TotalRun(OM)+GTCost
CustomerRelationship
BranchSupport
PersonnelandStaffing
IntegratedFinancialServices
TechnologyBusinessSupport
PerformanceandSecurity
BusinessStrategicIntention
Index
BusinessStrategic
IntentionRank
RequrementforFuture
StrategicIntentionSupport
InvestmentforGreater
BusinessImpact
BusinessFocus
360View
IntegratedProcesses
ReduceComplexity
RespondQuickly
ServiceQuality
AdjustmentStrategic
IntentionSupport
ITStrategicIntentionSupport
Index
ITStrategicIntentionRank
OpportunityforGreater
TechnicalImpact
CostforGreaterTechnical
Impact
ImpactofArchitecture
Roadmap
CompliancewithCurrent
ArchitectureStandards
ArchitectureandTechnology
Fit
TECHNICALDEBT
AdjustmentITArchitecture
ArchitectureIndex
ArchitectureRank
Availability
Responsiveness
Reliability(Breakage)
PerformanceIndex
Functionality
EaseofUse
DataAvailability
DataAccuracy&Quality
DataTimeliness
TrainingRequirements
QualityIndex
Availability
Responsiveness
Reliability(Breakage)
RemotePerformanceIndex
Functionality
EaseofUse
DataAvailability
DataAccuracy&Quality
DataTimeliness
TrainingRequirements
RemoteQualityIndex
ICTAbilitytoSupport
VendorCommitmenttoSupp
QualityofVendorSupport
ImpactofVendorFailure
Complexity
(Old)SupportRiskRank
SupportRiskindex
SupportRiskRank
AvailabilityImpact
IntegrityImpact
ConfidentialityImpact
DataVulnerability
OtherVulnerability
SecurityIndex
SecurityRiskRank
3 2 1 2 1 1 10 1 2 1 1 2 3 10 1 2 1 5 1 10 1 1 1 3 1 1 1 1 1 1 6 1 1 1 3 1 1 1 1 1 1 6 1 1 1 1 1 10 1 1 1 1 1 6
1 360 View 222,441 3 3 3 3 4 2 30 7 1 5 4 4 5 4 3 34 4 2 3 5 5 4 3 34 10 3 3 3 9 5 5 4 3 3 3 23 3 3 3 9 5 5 4 3 3 3 23 5 3 4 19 8 5 3 3 5 3 19 16
2 ACH 38,453 4 5 4 4 4 2 40 1 3 5 4 4 1 4 3 4 - 3 35 2 3 3 2 3 3 2 21 23 4 5 4 13 2 3 3 2 5 4 19 5 2 4 11 2 3 3 2 5 4 19 4 3 18 18 17 3 3 3 5 3 17 26
3 AppTracker 948,332 4 4 4 1 3 3 32 5 5 3 5 5 4 1 4 28 10 3 2 4 5 3 4 37 4 4 4 4 12 4 5 3 4 4 4 24 4 4 4 12 4 5 3 4 4 4 24 5 3 4 19 8 3 3 3 1 2 12 33
4 ATM Fraud UI 16,333 1 1 4 4 13 27 5 3 2 4 1 4 3 3 -3 30 7 4 1 4 1 15 32 5 4 4 13 4 5 4 4 4 4 25 4 2 4 10 4 2 4 4 4 4 22 4 4 4 19 8 5 3 3 5 3 19 16
5 ATM Web Admin 458,000 4 4 4 4 3 35 3 4 2 5 1 1 3 3 2 -3 23 15 3 4 4 5 5 4 39 1 4 4 4 12 4 5 5 4 4 4 26 4 2 4 10 4 2 2 1 4 4 17 4 3 18 18 17 3 4 18 24
6 Automate 21,500 5 5 4 4 23 12 1 3 5 1 3 2 18 21 3 3 3 3 3 1 17 30 5 5 3 3 3 3 5 17 2 5 7 3 2 3 3 5 16 3 4 18 18 17 3 4 18 24
7 AutoPrime 16,000 3 4 5 3 25 8 1 2 5 4 1 4 3 24 14 3 3 4 1 4 5 35 7 3 4 1 8 4 5 4 5 4 1 23 4 2 1 7 4 2 4 5 4 1 20 4 3 18 18 17 5 3 3 5 4 20 10
8 BAM 827,167 1 3 3 8 32 2 1 5 4 1 4 23 15 3 2 4 1 3 4 29 16 3 3 1 7 4 5 3 4 3 1 20 3 2 1 6 4 5 3 4 3 1 20 5 3 4 19 8 3 3 3 1 3 13 31
9 BCS 292,000 4 3 1 20 18 1 1 2 1 1 3 1 14 26 4 2 4 1 4 1 15 32 1 3 1 5 4 4 4 4 3 1 20 3 2 1 6 4 4 4 1 3 1 17 4 4 5 3 3 15 19 16 5 4 23 3
10 BIL2006 487,935 1 4 4 1 3 19 20 1 3 2 1 4 1 2 1 - 2 16 25 4 3 4 1 4 3 25 21 1 5 1 7 4 4 4 3 5 1 21 5 5 1 11 4 4 2 1 2 1 14 4 4 4 4 4 4 2 0 4 5 3 3 5 4 20 1 0
11 CETO 1,824,592 5 1 5 1 22 14 3 4 2 1 4 1 4 1 - 2 20 19 4 2 4 4 5 4 37 4 1 5 1 7 4 4 5 4 5 1 23 5 1 1 7 4 1 5 1 5 1 17 4 4 5 2 2 30 17 30 5 3 3 1 5 1 7 26
12 Check Kit 551,250 4 3 4 3 17 21 3 4 1 1 4 4 4 -2 27 12 4 3 4 4 1 3 28 17 1 4 1 6 4 4 4 3 4 1 20 4 4 1 9 4 4 4 1 2 1 16 4 3 18 18 17 5 5 5 5 4 24 1
13 Dealer Billing 630,620 5 3 1 14 25 1 3 4 3 1 3 3 3 -3 29 8 4 3 1 3 26 19 1 5 1 7 4 3 4 4 5 1 21 5 5 1 11 4 1 4 1 5 1 16 5 2 3 4 1 31 15 31 5 3 3 5 3 1 9 16
14 Dealer Reserve 694,650 1 4 1 4 1 13 27 3 2 5 1 4 2 4 -3 31 6 3 3 5 5 1 1 21 23 5 5 4 14 5 5 5 4 5 4 28 5 1 4 10 5 5 5 4 5 4 28 4 4 5 3 4 4 20 4 5 4 23 3
15 DealerTrack 11,088 1 3 1 5 1 21 15 4 1 4 4 1 3 2 3 - 3 29 8 3 4 3 4 1 4 32 12 4 3 4 1 1 3 4 4 4 3 4 22 3 3 4 10 3 4 2 4 1 4 18 4 4 4 19 8 5 3 3 5 4 20 10
17 Docuware 6,853 5 1 2 1 21 15 2 2 4 4 2 4 28 10 2 4 2 3 1 3 24 22 5 4 9 2 3 4 3 4 16 4 4 2 1 4 3 1 4 15 3 4 18 18 17 5 3 3 5 5 21 5
18 DTS Run 217,000 4 5 1 23 12 3 5 4 1 4 1 1 14 26 3 3 4 3 7.0 26 19 4 5 4 13 4 4 5 4 17 5 5 4 14 4 1 5 4 14 5 5 2 3 16 19 1 5 5 3 3 1 1 13 3 1
19 DTSRun (DP) 776,790 4 4 8 32 5 3 4 1 1 2 1 14 26 5 3 5 5 5 3 35 7 4 5 4 13 5 5 5 4 5 4 28 5 1 4 10 5 5 5 4 5 4 28 4 4 5 3 2 17 18 29 5 3 3 5 4 2 0 10
20 E3 19,300 2 1 3 1 2 2 17 21 5 3 3 3 1 2 1 17 23 3 3 3 2 3 2 20 26 2 1 3 6 3 2 3 2 1 3 14 1 1 3 5 3 2 3 2 1 3 14 4 3 18 18 17 5 3 3 3 2 16 28
21 eCAS 1,962,492 4 5 4 3 24 9 4 2 4 1 1 2 1 -2 17 23 4 3 4 5 4 3 33 11 4 4 5 13 4 5 4 3 4 5 25 4 4 5 13 4 2 4 3 4 5 22 4 4 4 4 4 20 7 3 3 3 3 3 15 30
22 eCom 532,959 4 3 5 3 4 33 4 1 3 5 1 4 4 4 -3 35 2 3 2 5 1 4 4 31 13 4 3 5 12 5 5 4 4 3 5 26 3 3 5 11 5 2 4 4 3 5 23 5 5 5 4 4 1 2 3 1 5 5 5 3 5 23 2
23 EcomAdmin 246,250 1 1 4 1 12 29 1 2 5 1 5 1 5 - 3 33 5 4 3 4 4 4 3 31 13 4 4 4 12 4 4 4 3 4 4 23 4 4 4 12 4 2 2 3 4 4 19 4 3 18 18 17 3 3 3 5 5 19 16
24 EcomFocus 915,928 4 1 3 1 21 15 2 1 1 4 4 4 26 13 3 4 4 4 4 1 21 23 4 3 1 8 4 4 4 4 3 1 20 3 3 1 7 4 4 2 4 3 1 18 5 2 18 18 17 5 5 3 3 3 19 16
25 ExactTMS 9,000 4 1 1 4 1 20 18 1 1 3 1 4 1 4 23 15 3 4 4 1 3 2.7 27 18 4 1 1 6 4 4 4 1 1 14 1 1 1 3 4 2 4 1 1 12 3 5 4 1 2 31 15 31 5 3 3 5 5 2 1 5
26 EZTeller 778,600 3 1 3 4 15 24 1 3 1 1 4 1 1 1 - 2 13 31 3 3 4 5 1 3 30 15 4 1 1 6 4 5 5 4 1 1 20 1 1 1 3 4 1 2 1 1 1 10 5 3 4 19 8 3 3 3 3 4 16 28
27 Cash Balance 851,250 5 1 1 3 11 31 3 4 5 1 1 5 4 5 - 4 36 1 4 3 4 4 1 1 18 28 5 5 1 11 4 4 4 4 5 1 22 5 5 1 11 4 1 4 1 1 1 12 4 3 18 18 17 5 3 3 3 5 19 16
28 FIB Tickler 16,000 4 1 1 1 12 29 3 4 1 1 1 2 1 - 1 11 33 3 3 4 5 1 4 35 7 4 4 3 11 4 5 4 4 4 3 24 4 4 3 11 4 1 4 1 1 3 14 4 3 18 18 17 5 3 3 5 4 20 10
29 FIBLynx 111,281 1 1 4 1 4 16 23 1 3 4 1 5 2 18 21 2 4 2 3 5 1 18 28 4 4 4 12 2 3 5 4 4 4 22 4 2 4 10 2 1 5 1 1 4 14 5 4 2 20 2 5 5 5 5 1 21 5
30 Focus 3,584,508 3 3 2 14 25 3 2 1 4 4 4 3 21 18 4 2 5 4 4 4.3 38 2 4 3 3 10 5 4 4 3 3 19 3 2 3 8 5 4 4 3 3 19 4 5 4 4 3 4 2 0 4 5 3 3 5 3 19 1 6
31 Focus-Credit Cards 4 96,250 3 1 3 4 3 24 9 4 1 1 5 1 1 2 14 26 4 4 5 4 4 4 37 4 3 4 3 10 5 4 4 4 4 3 24 4 2 3 9 5 4 2 4 4 3 22 4 3 18 18 17 5 3 3 5 5 21 5
32 Focus-Mortgage 649,905 3 4 3 4 24 9 2 2 1 4 5 4 1 20 19 1 4 5 1 4 1 16 31 3 4 3 10 5 5 4 3 4 3 24 4 2 3 9 5 5 4 3 1 3 21 5 4 2 20 2 5 3 3 5 5 21 5
33 GenerateHsaOutput 88,000 4 5 3 4 4 31 6 4 1 3 3 3 1 3 14 26 2 3 4 1 3 2 19 27 4 4 5 13 4 4 3 2 4 5 22 4 4 5 13 4 4 3 2 4 5 22 4 1 2 4 3 33 14 33 5 3 3 5 4 2 0 10
34 ImageRPS/Lockbox 5 04,064 4 4 3 4 3 3 37 2 2 2 3 3 2 1 2 1 3 31 5 1 4 5 4 4 38 3 4 4 3 11 4 5 4 4 4 3 24 4 4 3 11 4 5 4 4 4 3 24 5 3 4 19 8 5 5 1 18 23
Basic Information Business Stategic Intentions Quality in OfficePerformance In Office Performance Remote Quality RemoteIT Strategic Intentions IT Architecture Support Risk Security Risk
Business Strategic IntentionsIT Strategic Intentions
IT Architecture
PerformanceOffice
QualityOffice
PerformanceRemoteQualityRemote
Support Risk
Security Risk
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Business Assessment
Quality - Remote Application Portfolio Variance
Functionality 4.0 3.8
Ease of Use 3.9 3.7
Data Availability 4.0 3.8
Data Accuracy & Quality 4.1 3.9
Data Timeliness 3.9 3.9
Training Requirements 3.7 3.8
Performance - Remote Application Portfolio Variance
Availability 3.9 3.9
Responsiveness 3.7 3.7
Reliabilty (Breakage) 3.8 3.8
Quality In Office Application Portfolio Variance
Functionality 4.1 4.0
Ease of Use 4.1 3.9
Data Availability 4.1 4.0
Data Accuracy & Quality 4.1 3.9
Data Timeliness 3.9 3.9
Training Requirements 3.7 3.8
Performance In Office Application Portfolio Variance
Availability 4.2 4.3
Responsiveness 4.1 4.2
Reliabilty (Breakage) 4.1 4.2
Dependency (Use) Application Portfolio Variance
Dependency 4.5 3.8
Business Strategic Intentions Application Portfolio Variance
Promote Financial Stability 3.0 2.9
Effectively Supervise Financial Institutions 4.0 3.4
Protect Consumers 4.0 2.7Promote Compliance 2.0 2.7
Maintain Continuous Organizational Learning 2.0 2.1
The information seen to theright shows the assessment
results by category, for one
application.
This shows the absolute value
of the assessment, on a 5
point scale, and comparesthese scores to the portfolio
averages.
The Variance column flags
attributes where the
application is below the
portfolio average.
This information can be used
to determine the areas
needing focus for current and
future planning.
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So What ?
ApplicationNumber
ShortName
TotalRun(OM)+GTCost
CustomerRelationship
BranchSupport
PersonnelandStaffin
g
IntegratedFinancialS
ervices
TechnologyBusiness
Support
PerformanceandSec
urity
BusinessStrategic
Intention
Index
BusinessStrategic
IntentionRank
RequrementforFuture
StrategicIntentionSupport
InvestmentforGrea
ter
BusinessImpact
3 2 1 2 1 1 10
30 Focus 3,584,508 3 3 2 14 25 3 2
21 eCAS 1,962,492 4 5 4 3 24 9 4 2
11 CETO 1,824,592 5 1 5 1 22 14 3 4
3 AppTracker 948,332 4 4 4 1 3 3 32 5 5 3
24 EcomFocus 915,928 4 1 3 1 21 15 2 1
27 Cash Balance 851,250 5 1 1 3 11 31 3 4
8 BAM 827,167 1 3 3 8 32 2 1
26 EZTeller 778,600 3 1 3 4 15 24 1 3
19 DTSRun (DP) 776,790 4 4 8 32 5 3
14 Dealer Reserve 694,650 1 4 1 4 1 13 27 3 2
32 Focus-Mortgage 649,905 3 4 3 4 24 9 2 2
13 Dealer Billing 630,620 5 3 1 14 25 1 3
12 Check Kit 551,250 4 3 4 3 17 21 3 4
22 eCom 532,959 4 3 5 3 4 33 4 1 3
34 ImageRPS/Lockbox 504,064 4 4 3 4 3 3 37 2 2 2
31 Focus-Credit Cards 496,250 3 1 3 4 3 24 9 4 1
10 BIL2006 487,935 1 4 4 1 3 19 20 1 3
5 ATM Web Admin 458,000 4 4 4 4 3 35 3 4 2
9 BCS 292,000 4 3 1 20 18 1 1
23 EcomAdmin 246,250 1 1 4 1 12 29 1 2
1 360 View 222,441 3 3 3 3 4 2 30 7 1 5
18 DTS Run 217,000 4 5 1 23 12 3 5
29 FIBLynx 111,281 1 1 4 1 4 16 23 1 3
33 GenerateHsaOutput 88,000 4 5 3 4 4 31 6 4 1
2 ACH 38,453 4 5 4 4 4 2 40 1 3 5
6 Automate 21,500 5 5 4 4 23 12 1 3
20 E3 19,300 2 1 3 1 2 2 17 21 5 3
4 ATM Fraud UI 16,333 1 1 4 4 13 27 5 3
7 AutoPrime 16,000 3 4 5 3 25 8 1 2
28 FIB Tickler 16,000 4 1 1 1 12 29 3 4
15 DealerTrack 11,088 1 3 1 5 1 21 15 4 1
25 ExactTMS 9,000 4 1 1 4 1 20 18 1 1
17 Docuware 6,853 5 1 2 1 21 15 2 2
Basic Information Business Stategic Intentions
Customer Relationship - Provide information and tools to
strengthen the relationship with every customer.
Branch Support - Provide the branch with tools, management
processes, and products to grow the business in the community.
Personnel and Staffing - Provide tools to enhance the
performance of staff and reduce the requirements for staff.
Integrated Financial Services - Strengthen the transition of FIB to
an integrated financial services organization.
Technology Business Support - Simplify, reduce complexity, and
increase speed of response to business requirements.
Performance and Security Operate effectively in bank
operations, compliance and security areas.
3,325,137 4,037,234 3,277,278 2,747,190 2,655,723 938,478
31% 38% 31% 26% 25% 9%
0
20
40
60
80
100
120
Customer
Relationship
Branch Support Personnel and
Staffing
Integrated
Financial Services
Technology
Business Support
Strat Int
Count
Cost
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So What ?
Applicatio
nNumber
Applicatio
nName
TotalRu
n(OM)Costs
RankebasedonValue-SI
Support
Index
Availab
ility
Respon
siveness
Reliability(Breakage)
Functio
nality
EaseofUse
DataAvailability
DataAccuracy&
Quality
DataTimeliness
TrainingRequirements
RankPerformanceand
Quality
5 2 3 5 4 3 3 4 1
2 ACH 9,128 1 4 5 4 2 3 3 2 5 4 23
34 ImageRPS/Lockbox 406,120 2 4 4 3 4 5 4 4 4 3 7
5 ATM Web Admin 150,000 3 4 4 4 4 5 5 4 4 4 4
22 eCom 304,783 4 4 3 5 5 5 4 4 3 5 5
3 AppTracker 501,473 5 4 4 4 4 5 3 4 4 4 7
33 GenerateHsaOutput 88,000 6 4 4 5 4 4 3 2 4 5 16
1 360 View 167,241 7 3 3 3 5 5 4 3 3 3 15
7 AutoPrime 16,000 8 3 4 1 4 5 4 5 4 1 14
21 eCAS 970,852 9 4 4 5 4 5 4 3 4 5 6
31 Focus-Credit Cards 246,250 9 3 4 3 5 4 4 4 4 3 12
32 Focus-Mortgage 464,775 9 3 4 3 5 5 4 3 4 3 10
6 Automate 6,500 12 5 3 3 3 3 5 32
18 DTS Run 217,000 12 4 5 4 4 4 5 4 29
11 CETO 1,626,118 14 1 5 1 4 4 5 4 5 1 18
15 DealerTrack 11,088 15 4 3 4 3 4 4 4 3 4 17
17 Docuware 6,853 15 5 4 2 3 4 3 4 30
24 EcomFocus 556,928 15 4 3 1 4 4 4 4 3 1 20
9 BCS 105,000 18 1 3 1 4 4 4 4 3 1 27
25 ExactTMS 9,000 18 4 1 1 4 4 4 1 1 31
10 BIL2006 290,315 20 1 5 1 4 4 4 3 5 1 21
12 Check Kit 246,250 21 1 4 1 4 4 4 3 4 1 26
20 E3 0 21 2 1 3 3 2 3 2 1 3 33
29 FIBLynx 1,671 23 4 4 4 2 3 5 4 4 4 19
26 EZTeller 537,524 24 4 1 1 4 5 5 4 1 1 25
13 Dealer Billing 630,620 25 1 5 1 4 3 4 4 5 1 23
30 Focus 1,723,333 25 4 3 3 5 4 4 3 3 27
4 ATM Fraud UI 16,000 27 5 4 4 4 5 4 4 4 4 3
14 Dealer Reserve 182,320 27 5 5 4 5 5 5 4 5 4 1
23 EcomAdmin 246,250 29 4 4 4 4 4 4 3 4 4 13
28 FIB Tickler 16,000 29 4 4 3 4 5 4 4 4 3 7
27 Cash Balance 246,250 31 5 5 1 4 4 4 4 5 1 108 BAM 442,839 32 3 3 1 4 5 3 4 3 1 21
19 DTSRun (DP) 249,407 32 4 5 4 5 5 5 4 5 4 2
Basic Information Performance and Quality (in Office)Valu
0
20
40
60
80
100
120
Availability
Responsiveness
Reliability(Breakage)
Functionality
EaseofUse
DataAvailability
DataAccuracy&
Quality
DataTimeliness
TrainingRequirements
Perform
Count
Cost
6,449,980 6,820,799 2,961,325 8,707,315 9,820,117 9,643,949 8,195,724 9,643,949 2,961,325
Availability
Responsivene
ss
Reliability
(Breakage)
Functionality
EaseofUse
Data
Availability
Data
Accuracy&
Quality
Data
Timeliness
Training
Requirements
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Architecture
ApplicationNumber
ApplicationName
TotalGTCost
TotalRun(OM)C
osts
ImpactofArchitecture
Roadmap
CompliancewithCurrent
ArchitectureStan
dards
Architectureand
TechnologyFit
TECHNICALDEB
T
ArchitectureRank
1 2 1 5
5 ATM Web Admin 308,000 150,000 4 5 5 4 1
30 Focus 1,861,175 1,723,333 5 4 4 2
34 ImageRPS/Lockbox 97,944 406,120 4 5 4 4 3
11 CETO 198,474 1,626,118 4 4 5 4 4
31 Focus-Credit Cards 250,000 246,250 5 4 4 4 43 AppTracker 446,859 501,473 4 5 3 4 4
19 DTSRun (DP) 527,383 249,407 5 5 5 3 7
7 AutoPrime 16,000 4 1 4 5 7
28 FIB Tickler 16,000 4 5 1 4 7
1 360 View 55,200 167,241 5 5 4 3 10
21 eCAS 991,640 970,852 4 5 4 3 11
15 DealerTrack 11,088 3 4 1 4 12
22 eCom 228,176 304,783 5 1 4 4 13
23 EcomAdmin 246,250 4 4 4 3 13
26 EZTeller 241,076 537,524 4 5 1 3 15
8 BAM 384,328 442,839 4 1 3 4 16
12 Check Kit 305,000 246,250 4 4 1 3 17
25 ExactTMS 9,000 4 1 3 18
18 DTS Run 217,000 4 3 19
13 Dealer Billing 630,620 4 3 1 3 19
10 BIL2006 197,620 290,315 4 1 4 3 21
17 Docuware 6,853 2 3 1 3 22
14 Dealer Reserve 512,330 182,320 5 5 1 1 23
24 EcomFocus 359,000 556,928 4 4 4 1 23
2 ACH 29,325 9,128 2 3 3 2 23
20 E3 19,300 0 3 2 3 2 26
33 GenerateHsaOutput 88,000 4 1 3 2 27
27 Cash Balance 605,000 246,250 4 4 1 1 28
29 FIBLynx 109,610 1,671 2 3 5 1 28
6 Automate 15,000 6,500 3 3 3 1 30
32 Focus-Mortgage 185,130 464,775 5 1 4 1 31
4 ATM Fraud UI 333 16,000 4 1 4 1 32
9 BCS 187,000 105,000 4 1 4 1 32
Basic Information IT Architecture
0
10
20
30
40
50
60
70
80
90
Impact of
Architecture
Roadmap
Compliance with
Current
Architecture
Standards
Architecture and
Technology Fit
TECHNICAL DEBTPercentageofApplic
ationsand
Cost
Architecture Profile
% of Applications Rated "Good" or
Excellent"
% of Applications Rated "Deficient" or
Unacceptable"
% of Total Portfolio OM Cost for
Applications Rated "Good or
"Excellent"
% of Total Portfolio OM Cost for
Applications Rated "Deficient" or
"Unacceptable"
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Context: APM
ApplicationNumber
ShortName
TotalRun(OM)+GTCost
ImpactofArchitectu
re
Roadmap
CompliancewithCu
rrent
ArchitectureStanda
rds
ArchitectureandTe
chnology
Fit
TECHNICALDEBT
ArchitectureRank
1 2 1 5
30 Focus 3,584,508 5 4 4 2
21 eCAS 1,962,492 4 5 4 3 11
11 CETO 1,824,592 4 4 5 4 4
3 AppTracker 948,332 4 5 3 4 4
24 EcomFocus 915,928 4 4 4 1 23
27 Cash Balance 851,250 4 4 1 1 288 BAM 827,167 4 1 3 4 16
26 EZTeller 778,600 4 5 1 3 15
19 DTSRun (DP) 776,790 5 5 5 3 7
14 Dealer Reserve 694,650 5 5 1 1 23
32 Focus-Mortgage 649,905 5 1 4 1 31
13 Dealer Billing 630,620 4 3 1 3 19
12 Check Kit 551,250 4 4 1 3 17
22 eCom 532,959 5 1 4 4 13
34 ImageRPS/Lockbox 504,064 4 5 4 4 3
31 Focus-Credit Cards 496,250 5 4 4 4 4
10 BIL2006 487,935 4 1 4 3 21
5 ATM Web Admin 458,000 4 5 5 4 1
9 BCS 292,000 4 1 4 1 32
23 EcomAdmin 246,250 4 4 4 3 131 360 View 222,441 5 5 4 3 10
18 DTS Run 217,000 4 3 19
29 FIBLynx 111,281 2 3 5 1 28
33 GenerateHsaOutput 88,000 4 1 3 2 27
2 ACH 38,453 2 3 3 2 23
6 Automate 21,500 3 3 3 1 30
20 E3 19,300 3 2 3 2 26
4 ATM Fraud UI 16,333 4 1 4 1 32
7 AutoPrime 16,000 4 1 4 5 7
28 FIB Tickler 16,000 4 5 1 4 7
15 DealerTrack 11,088 3 4 1 4 12
25 ExactTMS 9,000 4 1 3 18
17 Docuware 6,853 2 3 1 3 22
Basic Information IT Architecture
IT
Application,
InfrastructurePortfolios
Business Gaps
Technical Debt
Performance Gaps
IT Strategic Intentions
and Strategic
Initiatives
Business andTechnical
Strategic Projects,
Project Portfolio
Business Strategic
Intentions and
Strategic Initiatives
Business Strategic
Requirements for IT
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Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
ExampleAngus Financial Services
Project Portfolio Management
EA Programs
Conclusions
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EA Engagement with Project Portfolio Management
Strategic
Intentions(CIO)
Project
Requests
Future State
Architectureand standards
Plan View(PMO)
Architecture
Assessment
Design
Review(If significant)
Project
Deployed
Solution
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Project Lifecycle Value Stream - EA Mapping
A
Identify
idea
B
Evaluate
idea
D
Project
kickoff
E
Analyze and
Design
F
Imple-
ment
G
Deploy
H
Monitor
I
Maintain
Business
architecture
workshop
Arch.
assess-
ment
Arch.
consulting
Guide-
lines
Repos.
Update
Perform
F/W
Monitor
change
BPM
workshop
Align-
mentreport
Modeling Harvest
arch.
Data
model
A rc h. V is io n D es ig n r ev ie w P er fo rm
F/W
D/W
Reference
arch.
Patterns
Standards D a ta m o de l S O A r e po s.
Evaluate Kickoff MaintainIdentify ImplementAnalyze
+DesignDeploy Monitor
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Sample Streamlined Review Process
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Architecture Review Template
Architecture Advisory Review
Project Name:
Description
Architecture Review of xxx Project
Is the project architecturally significant?
No no further action needed
Yes
- Requires design review
- Requires architecture participation
- Provides opportunity to implement Strategic Vision
Is an information component required?
Does the Business Architecture align with strategic goals and objectives?
Will the proposed application integrate with the target architecture?
What is the anticipated technology platform for the project?
Will the proposed solution meet Security, Risk Management, and Compliance requirements?81
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Sample Design Review Checklist (excerpt)DESIGN REVIEW CHECK-LIST
DESIGN SUGGESTED A RTIFAC T
1 ) D e s c r ib e t h e h i g h l e v e l d e s i g n i n c l ud i n g t h em ajor subsystem s and com ponents. Should
depict users, system s, prject com ponent,
infrastructure and scope. Generally laid out
with user on the left and system s are to the
right.
C o n c e p t u al D r a w i n g ( V i si o o r t o o l o f
choice)
2 ) What architectural layers are encom passedwithin the project design? Describe the
m apping of architectural layers to technologies.
C o n c e p t u al D r a w i n g o r U M L P a c ka g e
Diagram
3 ) Describe m easures taken to ensure ex tensibilityand m aintainability.
Short description during design
review m eeting.
ARCH ITECTURE
4 ) What is the design of any ex ternal interfacesex posed by this project?
UML Class Diagram
5 ) If the application integrates with anothersystem , how is this integration accom plished?
UML Sequence Diagram
D ATA
6 ) What is the source of data? What DataMovem ent Patterns have been im plem ented?
List sources and patterns; can use
diagram s for data m ovem ent or
descriptions.
7 ) Identify Ex tract Transform Load (ETL) processand corresponding process nam e.
SSIS Control Flow
8 ) How/where is data being stored? Is it using acom m on data store? If not, why not?
List data stores
9 ) W h a t i s t h e c o n c e p t ua l d a t a m o d e l ? C o n c e p t u al D a t a M o d e l ( C D M )1 0 )Define the Ex trinsic Metadata. List, m ay be part of the CDM1 1 )Does the project ex port data? List destinationsSECURITY AND RISK
1 2 )How does the project design address concernsregarding Security and Risk Managem ent?
TBD (need to consult with S& R)
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Example of Project Portfolio Management
Slide 83
Individual
ProjectLife Cycle
Project
Portfolio
Management
PRE-
CONCEPT CONCEPT DESIGN BUILD
IDEA
ASSESS-
MENT
CONCEPT
PAPERCHARTER
USE
Manager
Project Name
Curren
tPhase
New
Pro
jec
tIndica
tor
Urgency
Class
Pay
bac
kRan
k
Ran
kBase
don
AllRisk
Ran
kbase
don
Va
lero,
BU
,IT
Stra
teg
icInten
tions
Curren
tQuar
terDec
ision
Priori
ty
Percen
tage
Comp
leted
Sc
he
du
leStatus
Cos
tStatus
Scope
Status
Forecas
tCos
t(in
000)
3Year
Bene
fits(000)
Pay
bac
k(Years
)
Bus
iness
Depen
dency
Brea
dtho
fUsage
-
-
-
-
Stokes, Glenn xMII2008 Operations CenterDashboard Develop 18 13 1 30 On Time Unchanged Expanding $ 2,877 $ 4,000 2.16 5 5Medina, Glenn RefineryVoice/Network Tech Refresh Develop 6 34 2 50 Unchanged Unchanged $ 852 $ 6,000 0.43 5 2Cheng, Michael MDM-Material Cleans/Catalog Basel in Mngt Design 35 39 3 10 Late Unchanged Unchanged $ 1,417 $ 1,000 4.25 5 1Z esch, H. A dvanced Process Control -A nnua l Ma in t Proposed New 17 27 4 $ 1,920 $ 4,000 1.44 4 3Soi leau, Shawn 2008 FiberOptic Upgrade -SCRF Proposed New 9 17 5 $ 953 $ 3,000 0.95 4 4Wilson, James (WFRF)2008 I/S GeneratorSystem - WFRF Design Tech 3 23 6 10 On Time Unchanged Unchanged $ 333 $ 5,000 0.20 3 2
Westbrook, Gary KrotzDivesti ture & Transition ServiceScheduled
5 20 7 5 On Time Unchanged Unchanged$ 512 $ 4,000
0.38 2 4Gunte r, Dana 2008 I /S Genera to rS ys tem -T RRF Scheduled 4 2 8 25 On Time Expanding Unchanged $ 392 $ 4,000 0.29 3 3Barnfield, Matthew E-Sourcing-Contract Lifecycle-TRACK Intf Develop Other 14 1 9 Late Unchanged $ 1,248 $ 3,000 1.25 4 3Stokes, Glenn Operation DB Dri l ldown Implementation Design 8 15 10 30 On Time Unchanged Unchanged $ 408 $ 2,000 0.61 5 5Davenport, H. ProcHist -KrotzSprings Foxboro OMS Upg Design 13 35 34 30 On Time Unchanged Unchanged $ 132 $ 329 1.20 3 4Gordon, Michael Analyze and Develop Oil Loss Report Develop 16 32 35 50 L ate Unchanged $ 159 $ 335 1.43 4 4Soi leau, Shawn Oil Mvmt System Off Platform -SCRF/HORF Design 15 8 36 10 Late Unchanged Unchanged $ 160 $ 344 1.40 3 3Wilson, James (WFRF)2008 Desktop H/W Replacement -WFRF Idea New 1 16 37 $ 0$ 0 4 4G ri ff in , R . L im a R ef in er y Tr an si ti on Idea New 1 9 38 $ 0$ 0 5 3Stokes, Glenn Aruba xMIIRefineryOperations Dashboard Not Scheduled 11 3 39 10 Late Unchanged Unchanged $ 150 $ 408 1.11 5 4Barnfield, Matthew Electronic PO Enhancement & Rol l-out Not Scheduled 12 10 40 10 Late Unchanged Unchanged $ 138 $ 349 1.19 4 4
Project information Status Priority Decision Project Status Project Cost / Benefit Usage
Primary Input Updates
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Agenda
Why we need Architecture?
What is Architecture?
Management Processes
Decision Framework
ExampleAngus Financial Services
Project Portfolio Management
EA Programs
Conclusions
84
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Architecture Extends How We Consider Projects
The Project in isolation
The Project within the Enterprise
The Project connected to the Infrastructure
91
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Total Value Vt = Vu
Vu = Value to User
Project by itself
Vu = Value to user
Project in Isolation
92
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Project Within the Enterprise
Ve = Value to Enterprise
Total Value Vt = Vu + Ve
Vu = Value to User
Project within the Enterprise
93
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Project Connected to Infrastructure
Project connected to Infrastructure
Vi = Value to Infrastructure
Total Value Vt = Vu + Ve+ Vi
Ve = Value to Enterprise
Vu = Value to User
94
T Eiff l
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Tour Eiffel
Built in 1889 for Universal
Exposition
Worlds most visited paid
tourist attraction
Over 220M visitors
300m high, 125m wide
Cost: 7.7M francs
Paid for itself in 1 year
What is the Value?
95
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Tour Eiffel Construction
18,038 parts prefabricated in
the workshop by 100 workers
Assembled on site by 132
workers using 2.5M rivets
Revolutionized buildingconstruction
First major structure built using
prefabricated parts
What was the value?
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Questions?