enterprise analysis
DESCRIPTION
BUSINESS ANALAYSISTRANSCRIPT
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Enterprise Analysis
Prof Pradeep Pendse
Dean IT/Business Design & Innovation
Welingkar Institute of Management
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Enterprise Analysis
Please read the Chapter on Enterprise Analysis from the
IIBA bok as also the overall framework of the IIBA
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Enterprise Analysis
Business Strategy Frameworks• Michael Porter’s – 5 Forces Model• Value Stream Mapping
Biz/Info architecture & Context
• Business Architectural Metaphors• Zachmanns Framework• Other Business & Org Factors
Info & IT Strategy Alignment
• Critical Success Factors• Alfred Chandler’s• SIA framework
Technology Context/Planning
• Nolan’s EDP Lifecycle
• McFarlan’s Strategic Grid
• As-Is Technology & Platforms
• Technology Diffusion – Moore• Gartner’s Hype Curve
• Gartner’s Magic Quadrant
Evaluating IT Strategy/Investments
• Verifying Alignment• Appropriate criteria and methods
• Portfolio Approach
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Study of the Competitive Environment
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Business Strategy of the Firm
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Architectural Metaphors for
Business, Org and Infomation
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Information Architecture - Metaphors
• Digital Nervous System
• Onion Peel
• Information Bus
• Layered Architecture
• Service Oriented Architecture
……….
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Other Factors
• Influence of Group level structures
• Industry Standards
• Regulatory Requirements
• Structure and Role of The IT Organisation
• Organisation Culture
• Energy Cycle
• Extent /Nature of Transformation/Innovation and Change envisaged
• Experience with Technology
• As-Is Technology Environment• Context of Partner Organisations
• Risks
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the Role of IT
Business Strategy IT strategy
IT Infrastructure And Processes
OrganisationalInfrastructure
And Processes
Functional
Integration
Functional
Integration
Strategic fit Strategic fit
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Maturity of Demand & Supply
IT is a Facility
IT is a service
IT is a partner
IT is an enabler
Maturity of demand
M a t u r i t y o f s u p p l y
Conflicting interests
Demand pull
Conflicting interests
Technology push
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IT Performance Management Grid
Infrastructure
Value addedservice
IT Demand
Application
Services
Business Support IT Based offering Mission Critical
I T S u p p l y
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Aligning Information to Business Strategy
--Information Needs keep changing
Identify what is Critical for Business success and align systems
Alignment needs to be done every year since critical success factors change
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Newer Dimensions of Information Needs
• Type of Data and Information
• Informating & Learning
• Knowledge Discovery
• Innovation & its Process
• Customer Bonding
• Market Sensing• Governance/ Risk/Compliance
• web2.0/ User Generated content
• New Organisational architectures
• Life Cycle View of Data and
Information• Pervasive Technologies – mobile
Self Control
Info for control should• help People Succeed• Should be captured at source• MIS should not take up Effort
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Information Strategy-Information for Strategic Advantage
Add Value
Create New Reality
Reduce
Risk
Reduce
Costs
Competing thru information – Donald Marchand
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IT Strategy- Alignment of IT Strategy
Business Strategy Organisational Strategy
Systems/IT Strategy
Alfred Chandler’s Strategy Trilogy
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Planning of Info Systems
Nolan’s -EDP LifeCycle
Initiatio
n
Contagion
Integration
AdminMaturit
yDecline
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Planning of Info Systems
Nolan’s -EDP LifeCycle
Initiatio
n Contagion
Integration
Admin
MaturityDecline
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IT Strategy-Direction of IT Investments
Low High
Low
High
Dependence
Impact
Turnaround Strategic
Support Factory
Warren MacFarlan’s Strategic Grid
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IT Strategy-Direction of IT Investments
Low High
Low
High
Dependence
Impact
ATMs in early 90s ATMs in the late 90s
ATMs today
MacFarlan’s Strategic Grid
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Portfolio Management Matrix
Low High
Low
High
Financial Contribution
S t r a
t e g i c C o n t r i b
u t i o n
High PriorityMedium/Low Priority
Medium PriorityLow Priority
IT Performance Management – by Wiggers et all
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Experience
Outcomes
Events
Transitions
Objects
States
The Choice of Experience related outcomes determines the objects
and therefore complexity Of the business process
Impact of Design for Experiences
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Planning of Info SystemsTechnology-Functional Adequacy Model
Low High
Low
High
Technical
Robustness
Functional Adequacy
0,09,0
9,90,9
Scrap/Rewrite
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Technology Forecasting & Selection
Peak of Hype
Trough of Disillusionment
Maturity
ERP
E-Biz
RF-IDNano Tech
Gartner’s Hype Curve
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Technology Forecasting & Selection
P r o d u c t V i s i o
n
Ability to Execute the Vision
Low
High
Low
SAPRamco Marshall
Retek (retail ERP)
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Feasibility and Evaluation
Functional
EconomicTechnical
Project
M t hi P j t t T h i
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Matching Projects to Techniques
Investment Match Eval Techniques with Tasks on Hand
B
E N
E
F
I
T
Return on Mgmt
Performance
Metrics
NPV
Competitive
edge
R&DSoft
Hard
Info Econ
Cost Benefit
Risk Analysis
Costs‘Soft’Hard
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A Note on Scope
• Functional Scope
– Boundaries marked on Flow Diagrams
– Objects, Events, States and Transitions to be included
– Business Rules and Decisions to be supported
– Use Cases – Interfaces
• Non-Functional Scope
– Quality of Code etc
• Enterprise Context and expectations
• Business Context and Expectations• Project Scope
• Contract Scope
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Thank You