poster enterprise integration_today
Post on 09-Aug-2015
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Due to the high number of stakeholders in integration projects, balancing conflicting interests and reaching conclusive decisions can take a long time.
Enterprise Integration TodayHow to ensure successful integration projects
Inspired by ZAFIR® – a Zühlke framework with best practices and resources for leading integration projects to success.© 2011 by Zühlke. ALL RIGHTS RESERVED.www.zuehlke.com/integration
Which business needs do you address? Do you address all aspects of enterprise integration?
Do you involve all of your stakeholders?
Is your project aligned with your organisation and processes?Do your plans account for a higher level of coordination effort?
Do you have the right project process?
Do you plan and execute system integration tests early?
Do you move towards a harmonised enterprise architecture?
Does your integration platform fit your needs? Do you describe your interfaces systematically?
Do you have the right people on your team?Successful integration
Do you have management support?
Integration projects have a range of drivers satisfying various business needs: Enterprise Integration involves integrating teams of people as well as systems. This has a direct impact on business performance indicators like agility, value chain efficiency and the cost effectiveness of supporting processes.
A successful integration solution can only be developed by taking all these aspects into account. Use a systematic approach such as Zachman, TOGAF or ZAFIR® to address all relevant issues.
Think about business structures before system structures.
Integration projects need more coordination and communication outside the project team than projects concerned with a single differentiated system.
Examples of activities that take more time
Reaching consensus Resource allocation
Iterative processes reduce project risks. However, when multiple project teams are involved, it can be difficult to keep pace with continuous changes and short iteration cycles.
Balance agility and planning. Treat iterative and plan-driven approaches as complementary. Split up large projects into small, pragmatic steps. View the whole, engineer the part.
Enterprises benefit from modular and interchangeable
integration components. Vendors sell
integration suites. Both approaches
have advantages and disadvantages.
Planning system integration tests takes a lot of time due to: complex dependencies between systems schedules that conflict with other projects
Ask yourself: When are the systems feature complete and ready for test? When is the test infrastructure available and ready? When is consistent test data available in all systems?
This requires coordinated release and test management.
Before you decide, do a proof-of-concept based on your IT-Strategy and non-functional requirements.
The design of a system’s interfaces directly influences
it's architecture and the degree of coupling with other systems.
With an early specification of interfaces you can avoid
expensive changes late in the project.
Uncontrolled growth of application landscapes often leads to high level of change effort and high maintenance costs. A well defined enterprise architecture will pay off due to greater flexibility in developing business solutions and reduced costs.
There are a lot of stakeholders in integration projects. These projects change existing organisational structures, processes and systems, and the way people using and operating them interact.
Identify stakeholders systematicallyDepending on the level of integration and drivers of your integration project, different categories of stakeholders may be affected.
Consider indirectly affected stakeholders beyond your project’s scope or direct context.
Successful enterprise integration ultimately depends on how well the people - and the IT systems
supporting them − work together, in other words, how well they are “integrated”.
In our understanding, there are two main perspectives on an enterprise integration project:
Externalise hidden topics by performing a systematic analysis.
Use the results to: Show benefits of the project Create a target group oriented
communication strategy Plan team development
In addition to the “usual” setup of an IT project team, in integration projects there are special roles that should be represented:
Typically, you do not have control over the long-term availability of your team members.
Derive interfaces from a high-level business process model. Organisational distance should drive
the degree of decoupling. Review all interface specifications
with the corresponding users Codify interface standards,
for example using checklists.
Only projects recognising business needs have business support. Ignoring this may lead to the loss of business support for all IT issues.
Efficiency, Costs
Turnover,Time-to-market
Overall costs,Time-to-market
Part
ner
Bank
Ratin
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genc
y
Receiveapplication
Completeapplication
Checkapplication
RequestRating
CalculateRating
Enterprise architect Service guidelines Enterprise Architecture Management
Domain experts End-to-end process design Optimisation & reorganisation
Technical architect IT architecture guidelines Frameworks
External system experts Interface information Data mapping
A! A!
Z!
100%
max. 30%
I can dothis!
I offerthese!
I can dothat!
Processes
Internal ExternalUpper
management
Externalmanagement
Projectmanager
EAMInternal
business units
QA
InternalUser Customer
SLA managerOperations
Dev. TeamDev. Team
Domains
Systems
External
Define a roadmap to move iteratively to a harmonised landscape. Each project should help to establish enterprise architecture standards.
BusinessArchitecture
FunctionalArchitectureSoftwareArchitecture
InfrastructureERPHR
CRM
OK. I will!
Do that!Do this!
Do it!
Yes,boss!
Implementing an ESB in an organisation that is not set up to deal with
federated responsibilities will ultimately lead
to failure.
The support of upper management is needed for: Solving resource conflicts Accelerating decisions Overcoming resistance Providing backing
Requirements analysis
Ensure the relevance of your integration project by systematically assessing and validating your
project’s motivations and goals in order toalign the project with the enterprise's
business needs, priorities and standards.
DriversMergers andacquisitions
BusinessInnovations
TechnicalInnovations
Needs
embrace change up-front planning
learn fromearlier stages
up-frontarchitecture design
prototyping in-depth analysis
ZAFIR®
Problem Space
Awareness
Care Needs
Change Structure
Enterprise Integration Roadmap
IntegrationProject
Resistance Matrix
Sceptic Promotor
Opponent Procrastinator
Business perspectiveProject that builds bridges across organisational or technical boundaries.
IT perspectiveProject that delivers an IT solution based mostly on existing rather than new functionality.
Practice change management Some of your stakeholders may have hidden factual or personal arguments against (or in favour of) your project.
Yes!
Never!
systemintegration
testtestdevelopment
development/planningtestdevelopment/planning
Feature complete! Test data ready! May blocktest systems!
Reduced maintenanceproductivity
Postponedsystem tests
Integration Project
System B
System C maintenance test test
testdevelopment
ProsC
ons
Save time Vendor support
Generic nature causes accidental complexity Vendor lock-in
Standard integration suites
ProsC
ons
Flexibility Lean infrastructure
Countless choices Need sustained
governance
Modular components
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