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  • 7/30/2019 Enterprise Information Architecture

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    SHARING VISION

    ENTERPRISE INFORMATION ARCHITECTURE1

    Sesi 3Enterprise

    InformationArchitecture

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    Executive Dashboard

    Executive Dashboardis an intuitive, 100% web-based

    Executive Information System (EIS)that allowsmanagers to easily monitor key performance indicators(KPI) for improved performance and accountability.

    This business intelligence software easily allows you toexecute strategy, improve business processes, gaincredibility in the marketplace and realize corporateperformance management.

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    Executive Dashboard Display

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    Executive Dashboard Display

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    How Executive Dashboard could come to reality?

    Information CenterInformation Center

    Enterprise Information SystemEnterprise Information System

    Executive

    Dashboard

    EnterpriseApplications

    Data Mining, Datawarehouse,Web Technology

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    How Executive Dashboard could come to reality?

    Information CenterInformation Center

    Enterprise Information SystemEnterprise Information System

    Executive

    Dashboard

    BusinessBusiness

    EnterpriseInformationArchitecture

    EnterpriseInformation

    Architecture

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    Enterprise Information Architecture

    Linking an enterprise strategic plan with its

    enterprise data architecture, enterpriseapplication architecture and enterprise technicalarchitecture results in enterprise information

    architecture.

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    Enterprise Architecture (IT Architecture)

    The C4ISR ArchitectureFramework

    Common Object RequestBroker Architecture (CORBA)

    Practical Guide to Federal

    Enterprise Architecture Federal Enterprise Architecture

    Framework (FEAF)

    ISO/IEC 14252 (IEEE Std1003.0)

    NCR Enterprise ArchitectureFramework

    ISO Reference Model for OpenDistributed Processing (RM-ODP)

    SPIRIT Platform Blueprint

    Technical Architecture

    Framework for InformationManagement (TAFIM)

    TOGAF

    Zachman Framework

    IT Architecture Toolkit

    Enterprise InformationArchitecture

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    John Zachman

    Beberapa sumber menyatakan JohnZachman (Zachman Framework) sebagaibapak dari IT Architecture

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    Here are some examples of what really happens whenthere is little or no IT planning, poor IT planning, or un-

    integrated IT planning (1/2)

    A four-year operational schedulingproject did not makeit into productionbecause the technology plan wasnever synched up with the business and architectureplans.The result: By the time the technology was fixed, thebusiness function was drastically downsized, and the newapplication was overkill.

    A critical five-year enterprise database project was still

    struggling for acceptance because the project leadershipfocused almost entirely on new technology ratherthan trying to satisfy primary urgent business needs.The result: Funding was cut.

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    Here are some examples of what really happens whenthere is little or no IT planning, poor IT planning, or un-

    integrated IT planning (2/2)

    A major multiyear billing system overhaul began coding

    before the architecture was built and the platformselected.The result: The project faces ongoing delays.

    An extremely complex three-year enterprise sales andordering system rewritebecame mired in conflict. Anoverly intricate technical design was completed andbuilding began without a negotiated agreement withinterfacing functions and systems.The result: The project was cancelled.

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    Apa yang harus diperhatikan?

    Business is involvedin IT planning, and the business

    objectives are clearto IT; Diverse business needsand respective IT solutions

    resulting from business changes (e.g., consolidations,

    acquisitions, resizing) are recognized; Conflicting goalsof internal organizations surface and

    major problems can be cooperatively resolved;

    IT plans capture and incorporate problem resolutions; and IT plans drive application and data store development and

    technology selection.

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    Case 1

    Update an aging mainframe infrastructure and outdated operational methods.

    Organizational profile A customer service business unit with more than 30,000 employees

    A team of eight analysts/architects reporting to the business unit

    An IT staff of about sixty

    Approach used The architecture team initiated quarterly meetings with a large (more than 100 people) business user forum

    The architects developed high-level current and target state business and architecture models, created prototypes, andreviewed them with the user forum

    The architects created very detailed function and data descriptions The technology selection was made by a separate organization

    What worked The business users were very engaged in the process

    The substance and scope of proposed infrastructure changes was very clear in the models and prototypes, and thebusiness users both understood and supported the changes

    What did not work The function and data descriptions were so detailed that the architects were "married" to the development organization

    there were not enough architects to also act as analysts and cover all the bases

    The selected technology did not support the architecture, causing multiyear delays

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    Case 2

    Migrate mission-critical application from mainframe to client/server architecture.

    Organizational profile A customer service company of about 12,000 employees IT staff of SOO A small, part-time

    architecture team reporting to IT

    Approach used Business unit representatives-marketing and operationsparticipated in the modeling team

    The team created the IT business plan and developed highlevel process, data, and

    technology models The architects used the modeling outputs to build a very detailed architecture framework,

    construct the architecture, create data and technology standards, and purchase hardware andsoftware

    The architecture team arranged for supporting training and managed IT recruiting

    The IT organization established a team to manage standards and review compliance

    What worked Business users could understand and buy into the process and data models

    Developers could work from the detailed architecture models and technical standards

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    Case 3Find a way to implement target architecture in a large business.

    Organization profile A very large consumer telephony organization

    IT staff of more than 4000

    A cross-IT organization team of over twenty architects

    Approach used The IT leadership represented the business needs

    The architects developed a rigorous, detailed framework and content, including a set of very complex

    graphical models The architects built a detailed three-year implementation roadmap with a list of almost 100 megaprojects

    What worked The plan was very integrated and complete

    The architects gained a tremendous breadth of crossenterprise knowledge, and the knowledge wasreusable

    What did not work The business leadership did not understand the architecture

    The IT leadership found the scope of the architecture threatening and an invasion of "turf"

    The scope was self-defeating-too many projects

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    Case 4

    Try again to find a way to implement target architecture in a large business.

    Organization profile The same very large consumer telephony organization; IT staff of about 4000; Fewer members (seven) of the same

    cross-IT architecture tea

    Approach used The architects connected with the business by participating * the formal business planning and funding process The

    architects developed a greatly simplified framework The architects developed high-level models for the business leadersand decomposed the models for developers The architects selected the top ten projects to propose and developedbusiness metrics for each The architects developed and proposed a compliance process The basic architecture wasunchanged, but significant time and energy were devoted to presenting key components of the architecture in ameaningful way to the business and IT leadership

    What worked The business leadership understood the plan; The IT leadership supported the plan

    They all liked the slides and the metrics; The "top ten" was feasible

    The project managers and developers understood the architecture The team of architects "morphed" into an architecture council that met regularly to review development projects foarchitecture compliance;

    Linkage to the business planning/funding process was established and maintained

    What did not work

    It took time for the compliance process to take root and become more formalized

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    Critical Success Factors

    In case the frameworks figure was not worth a thousand

    words, the following are what we have learned are thecritical success factors for IT architecture:

    A clear understanding of where the business is going versuswhere it is

    An architecture scope that covers all the bases in the mostsimple, effective ways

    The translation of the architecture to a small set of well-scoped,

    business-oriented projects The development and tracking of metrics for each project

    The packaging or marketing of the architecture

    Processes that support the architecture and the architects

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    Related Environment:

    Software System Readiness Survey

    What determines that a software systems

    ready for production?

    26%

    16%

    31%

    27%

    Date-driven, when time is up software is released

    User decides, may used acceptance testing techniques

    Planned testing is completed

    Test group decides

    Source: Quality Assurance Institute

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    Related Environment:

    Aset Informasi di Indonesia

    Lebih dari 90% perusahaan diIndonesia tidak memiliki klasifikasi

    aset informasi perusahaan.

    sumber: Dimitri Mahayana & Budi Rahardjo2005

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    Connecting Strategy Map to EIALong-Term

    ShareholderValueFinancial

    Perspective

    Customer

    Perspective

    Internal

    Perspective

    Learning and

    Growth

    Perspective

    ExpandRevenue

    Opportunities

    EnhanceCustomer

    Value

    Improve CostStructure

    Increase AssetUtilization

    Productivity Strategy Growth Strategy

    Price Quality Availability Selection Functionality Service Partnership Brand

    Customer Value Proposition

    Product / Service Attributes Relationship Image

    Operations ManagementProcesses

    SupplyProductionDistributionRisk Management

    Customer ManagementProcesses

    SelectionAcquisitionRetentionGrowth

    InnovationProcesses

    Opportunity UDR&D PortfolioDesign/DevelopLaunch

    Regulatory and SocialProcesses

    EnvironmentSafety and HealthEmploymentcommunity

    Human Capital

    Information Capital

    Organization CapitalCulture Leadership Alignment Teamwork

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    From Corporate Strategy to IT Masterplan

    The Corporate StrategyThe Corporate StrategyThe Corporate Strategy

    Current

    State

    CurrentCurrent

    StateStateTarget

    State

    TargetTarget

    StateStateMasterplanMasterplan

    The Information CapitalThe Information Capital

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    Information Capital States

    Transformational

    Applications

    Analytic

    Applications

    Transaction

    Processing

    Applications

    Technology

    infrastructure

    WEBCTI

    ITS

    PRM

    SQA

    IVRCTI

    WSS

    PRM

    BPC

    CSH

    WEBCRM

    ICF

    CPS

    PPM

    WEBCTI

    OMS

    SFA

    BPC

    CRM

    CFS

    CPS

    PMS

    BPC1

    1

    1

    11

    1

    1

    1

    1

    11

    1

    1

    1

    11

    1

    1

    1

    11

    1

    1

    1

    1

    1

    Strategic Information Capital portfolio

    Strategic

    Processes

    Transformational

    Applications

    Analytic

    Applications

    Transaction

    Processing

    Applications

    Technology

    infrastructure

    Operational Excellence Customer Management Innovation

    Minimize

    Problems

    Provide

    Rapid

    Response

    Cross-sell

    the Product

    Line

    Provide

    Rapid

    Response

    Understand

    Customer

    Segments

    Provide

    Rapid

    Response

    WEB

    ITS

    PRM

    SQA

    IVR

    WSS

    PRM

    BPC

    WEB

    CRM

    ICF

    CPS

    WEB

    OMS

    SFA

    BPC

    CRM

    CFS

    CPS

    PMS

    BPC2

    6

    2

    3

    3

    3

    2

    3

    3

    2

    3

    2

    5

    6

    4

    3

    3

    2

    2

    2

    2

    Strategic Information Capital portfolio

    1. OK2. Minor Enhancement

    3. New Development (On Schedule)4. New Development (Behind Schedule)

    5. Major Enhancements Required (No Action)6. New Application Required (No Action)

    Current StateCurrent StateTarget StateTarget State

    Strategic

    Processes

    Operational Excellence Customer Management Innovation

    Minimize

    Problems

    Provide

    Rapid

    Response

    Cross-sell

    the Product

    Line

    Provide

    Rapid

    Response

    Understand

    Customer

    Segments

    Provide

    Rapid

    Response

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    Penutup

    Executive dashboard memungkinkan pengambil keputusan dalam

    perusahaan dapat mengetahui status perusahaan dengan mudah

    dan mengambil tindakan segera untuk tetap mencapai tujuan

    perusahaan, anytime, anywhere.

    Data-data yang tersedia dalam Executive Dashboard sangat

    tergantung dari Sistem Informasi Enterprise yang ada.

    Kehandalan dan efektivitas SIstem Informasi Enterprise ditentukan

    oleh bagaimana itu direncanakan dengan baik (Enterprise

    Information Architecture)

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