architecting modern informaiton systems m7 essential techniques

Architecting modern information systems

Module 7Essential techniques

A. Samarin

Architecting modern information systems - Module 7 2

• Project management (PMBOK and HERMES)• Governance (COBIT)• IT governance and BPM• Structuring of an IT unit• Writing an IT strategy

© A. Samarin 2012

Topics

Architecting modern information systems - Module 7 3© A. Samarin 2012

EA links the strategy and its execution

• Adaptation of the project management methodology to EA practices

• Knowledge transfer between consecutive projects• Knowledge transfer between different projects• Evalution of project’s architecture• Evaluation of project’s budget

© A. Samarin 2012 Architecting modern information systems - Module 7 4

EA and projects management


Each project contributes into evolution of a product


• *

PMBOK Project Management Process Lifecycle

Business Case

Project Brief

Project *Proposal ISSC Project

Charter

Project Initiation

Project Planning

Project Monitoring

& Controlling

Project Closure

* WBS

Quality PlanResources/Roles Plan

Risk Plan Training Plan Communications Plan

Procurment Plan

Change Management

Plan

Architectural Review *

Project * Plan

Status * Reports

Administer Procurement

Report Performance

Monitor & Control Risk

Quality Control

Change Control

Production *Readiness

Project * Closure

Documents

Production *Deployment

aKick-off

a

a

a

Planning Completion

Executing & Directing

Project Closure Meeting

* Project Scope

Baseline

Project Execution

* Direct & Manage Project

Execution

Conduct Procurement

Perform QADistribute

Project Information

Manage Stakehollders

Close Procurement

Monitoring &

Controling a© A. Samarin 2012


Project Governance Process

Documents:0 – Informal demand1 – Service Request Form (SRF)2 – Business case3 – CIMMx division acceptance4 – ISSC decision


Initiating phase

Documents:0 – Informal demand1 – Service Request Form (SRF)2 – Business case3 – CIMMx division acceptance5i – CIMM0 review


Planning phase

Documents: 1 – Service Request For (SRF)2 – Business case4 – ISSC decision5i – CIMM0 review6p – Costing sheet 7p – Architecture dossier8p – CIMM0 review9p – CIMM review

TM = Task ManagerSA = Solution architectPOC = Proof Of Concept

TM+SA are supported and consulted by: Users, CIMM1, CIMM2, CIMM3, PMO, GOV, EA, SECU, etc.


1. Project overview2. Project background and rationale (WHY)

– Statement of the problem– Project objectives– Project contribution into Bank’s business drivers– Organizational Impacts– Beneficiary

3. Project description (WHAT)– Project components– Proposed solution– Other alternative courses of action explored– Specify what is in scope and out of scope– Solution critical assumptions– Solution constraints– Dependencies

© A. Samarin 2012

Business case topics

4. Project costing and financing arrangements

5. Key performance indicators6. Key success criteria7. Project proof of concept8. Implementation plan (HOW)9. Project governance10.Risk assessment and mitigation

measures11.Annex


Project’s architecture has to be qualified before a management decision -

HERMES


Each project has to be evaluated minimum once


Chapters of « dossier architecture »Qui Quoi Quelle phase HERMES

Analyse Conception Réalisation2 aMOA+SA Interopérabilité Finaliser

3 aMOA+SA Architecture métier Finaliser

4 aMOA+SA Architecture données métiers Finaliser

5 aMOA+SA Architecture services métiers Proposer Elaborer Finaliser

6 aMOA+SA Architecture fonctionnelle Proposer Elaborer Finaliser

7 SA Arch. conceptuelle – vue 6 Proposer Elaborer Finaliser

8 Infra+SA Arch. technique – vue 7 Proposer Elaborer Finaliser

9 Secu+SA Sécurité Proposer Elaborer Finaliser

10 DB+SA Arch. données techniques Proposer Finaliser

11 Tous Check-lists Proposer Elaborer Finaliser

12 Tous Composantes NOCA Proposer Elaborer Finaliser

13 Support Exploitation reqs. Finaliser

14 Tous Recommandations Proposer Elaborer Finaliser


Financial evaluation (Fiche chiffrage)


• Project management (PMBOK and HERMES)• Governance (COBIT)• IT governance and BPM• Structuring of an IT unit• Writing an IT strategy

© A. Samarin 2012

Topics


COBIT 5


• EDM01 Set and Maintain the Governance Framework• EDM02 Ensure Value Optimisation• EDM03 Ensure Risk Optimisation• EDM04 Ensure Resource Optimisation• EDM05 Ensure Stakeholder Transparency

© A. Samarin 2012

Evaluate, Direct & Monitor


• APO01 Define the Management Framework for IT• APO02 Define Strategy• APO03 Manage Enterprise Architecture• APO04 Manage Innovation• APO05 Manage Portfolio• APO06 Manage Budget and Costs• APO07 Manage Human Resources• APO08 Manage Relationships• APO09 Manage Service Agreements• APO10 Manage Suppliers• APO11 Manage Quality• APO12 Manage Risk

© A. Samarin 2012

Align, Plan & Organise


• BAI01 Manage Programmes and Projects• BAI02 Define Requirements• BAI03 Identify and Build Solutions• BAI04 Manage Availability & Capacity• BAI05 Enable Organisational Change• BAI06 Manage Changes• BAI07 Accept and Transition Changes• BAI08 Manage Knowledge

© A. Samarin 2012

Build, Acquire & Implement


• DSS01 Manage Operations• DSS02 Manage Assets• DSS03 Manage Configuration• DSS04 Manage Service Requests and Incidents• DSS05 Manage Problems• DSS06 Manage Business Continuity• DSS07 Manage Information Security• DSS08 Manage Business Process Controls

© A. Samarin 2012

Deliver, Service & Support


• MEA01 Monitor and Evaluate Performance and Conformance• MEA02 Monitor System of Internal Control• MEA03 Monitor and Evaluate Compliance with External Requirements

© A. Samarin 2012

Monitor, Evaluate & Assess


• Project management (PMBOK and HERMES)• Governance (COBIT)• IT governance and BPM • Structuring of an IT unit• Writing an IT strategy

© A. Samarin 2012

Topics


IT governance and BPM (1)


ITIL and solution development


Business ITIncidents

Requests for standard routine services

Service requests

Incident management

Request fulfillment

Change management

Release management

Other

BAU

New project

Standard routine changes that occur on a regular basis.Minor impact on production systems, minimal/no downtime, and no security risk.Pre-approved Changes use a standard pre-approved template.Example: Window 2003 Server build (Pre-approved), Windows 2003 Server patch (peer review)

ITIL and project management

© A. Samarin 2012



© A. Samarin 2012

Topics


• Collect major IT-related functions (approx. 30-50) to be carried out at an IT organisation; potential sources COBIT, ITIL, PMBOK, PRINCE2, HERMES, etc.

• Draw a matrix of mutual relationships between those functions or group of functions (about 10)

• The relationships may be like “synergy” (functions to be carried-out rather together)

• The relationship may be like “prohibition” (functions to be carried-out by different units because of SoD principle, good practices, etc.)

• Each particular relationship has to be justified • Find clusters in that matrix© A. Samarin 2012

Approach (1)


• Prohibition rules• Synergy rules

© A. Samarin 2012

Approach (2)


• GOVERN – administrative coordination as the whole -- set and maintain internal policies, controls and processes– EDM01 Set and Maintain the Governance Framework– EDM02 Ensure Value Optimisation– EDM03 Ensure Risk Optimisation– EDM04 Ensure Resource Optimisation– EDM05 Ensure Stakeholder Transparency– BAI05 Enable Organisational Change– APO04 Manage Innovation

• ARCHitect – technical coordination – define structural changes (of core capabilities and services) in response to business and technologies changes

© A. Samarin 2012

Potential functional groups (1)


• Work SAFE – define policies for confidentiality, integrity and availability of information services

• Supervise building of core services and capabilities – project management (PM)

• Supervise operating of core services and capabilities – operations monitoring (OM)

• BUILD core capabilities and services: application services, information services and infrastructure services

• OPERate core capabilities and services – integration, pilotage and service desk

• EVALuate (as an independent control) capabilities • INTERNal support capabilities © A. Samarin 2012

Potential functional groups (2)


• P1 Separate doing and supervising/controlling – SoD • P2 Separate architecture/design and implementation –

SoD, specialisation and quality at entry • P3 Separate implementation and operation – SoD,

specialisation and quality at entry • P4 Policy vs applying it – legislation vs executive

separation • P5 Specialisation

© A. Samarin 2012

Prohibition rules


• S1 Close work (e.g. there is a primary / single client for services of that function)

• S2 Architecture role to guide (an architect is a person who translates a customer’s requirements into a viable plan and guides others in its execution)

• S3 Synergy between technical and administrative activities (how you do something may be more important what you do)

© A. Samarin 2012

Synergy rules


Relationship matrix


Arrangement of functions into smaller units (divisions)


Structure of the IT unit


Projects and functions


Projects, competence forums and functions


• Business context • IT contribution to business success • IT achievements • This enterprise’s IT challenges • Reinforcing the compliance to IT governance• Programmes to achieve the challenges• Risks associated with the execution of the IT strategy• Critical success factors• IT strategy execution

© A. Samarin 2012

Usual parts of the IT strategy


• IT as an enabler for the enterprise’s mission, vision and strategy– Reinforcing mission-essential business capabilities – Operational excellence (efficiency and effectiveness) – Knowledge leadership – Same enterprise in many locations

• Potentials of the IT as a strategic driver for the enterprise’s core-mission business– Inclusive economic growth, e-governance

© A. Samarin 2012

Business context


IT contribution to business success:aggregated dependencies


IT contribution to business success:real situation


• Mission-essential– Holistic view of the development projects– Effortless collaboration within different groups– Enterprise-wide risk management framework– Enterprise-wide results management framework– Core banking automation

• Knowledge leadership– …

• Decentralisation– …

• Driving operational excellence– …

© A. Samarin 2012

Example of business-generic needs


1. Enabling the enterprise’s mission, vision and strategy– Enhancing mission-essential business capabilities.– Supporting the decentralisation.– Focusing on the premiere knowledge

organisation target.– Building a foundation for the operational excellence.– Anticipating the fast growth and disruptive changes of business.– Facilitating business innovations by empowering the users.– Succeeding the synergy between business needs and IT

potentials.

© A. Samarin 2012

The enterprise’s IT challenges (1)


• Improving the delivery of IT services– Elimination of the gaps in existing IT services (mainly the lack of

reliability and capacity).– Transforming the IT-function to be service-based, client-oriented

and process-driven.– Delivering the business value through smaller and less risky

projects.– Becoming proactive in planning, training, impact evaluation and

risk mitigation.– Establishing the culture of continual improvement.– Collaborating transparently with all stakeholders.– Harvesting the advantages of modern technologies.– …

© A. Samarin 2012



• Facilitating the IT-function at the enterprise level– Providing the adequate IT staffing.– Overcoming procurement contradictions between project-oriented

efficiency (competitive biddings) and enterprise architecture driven choice for IT products.

– Rationalizing business and IT-function cooperation and collaboration.

– Involving the IT into business initiatives from their beginning.– Integrating different business initiatives at the enterprise level.

© A. Samarin 2012



• Existing IT governance:– Standing governance – Programme and project management– Project management approach – Enterprise IT Architecture

• Three extra controls at the IT level: – a set of primary principles to guide its execution– a set of IT metrics to monitor the performance of IT – a set of IT metrics to monitor the maturing of IT

© A. Samarin 2012

Reinforcing the compliance to IT governance


From business priorities to IT programme priorities

Increase maturity level: 2 -> 5

2 -> 4

1 -> 4

IT programme priority: 1

2 -> 5

Requested maturity: 3

13

Business priority: 1 1

2

3

2

2

1

4

12

3

1

1

2 -> 4

2 -> 4

1 -> 3

1 -> 4

3

4

5


Reinforcing the IT

IT Scope topic Current Target CommentEnterprise Perspective 1.5 4 From “Functional” to “Differentiating”

Enterprise Architecture 2.1 5 From “Developing” to “Optimizing”Business Process Management ≈ 1 4 From “Process-aware” to “Goal-driven

processes”Business Intelligence and Performance Management 1.8 4 From “Opportunistic” to “Enterprise”

Application Organization 1.5 4 From “Ad hoc” to “Optimized”Infrastructure and Operations 2.1 5 From “Committed” to “Business

partner”Program and Portfolio Management 2.1 5 From “Emerging discipline” to

“Effective innovation”IT Sourcing and IT Vendor Management 2.1 5 From “Repeatable” to “Optimizing”

Security and Risk Management 1.9 4 From “Developing” to “Managed”


Strategic programmes (1)


• Culture eats strategy for lunch• The current pace of the IT industry• Weak “corporate voice”• Rapid changes of business

© A. Samarin 2012

Risks associated with the execution of the IT strategy

1

2

3

4

low medium

low

high

med

ium

high

Impo

rtan

ce o

f con

sequ

ence

s

Probability of occurrence

1

2

3

4


• Management dimension– support of the Board and ownership by Senior Management.

• Organisational dimension– The real partnership between the business and the IT is

mandatory to be established and daily reinforced. • People dimension

– The culture cannot be changed in one day, or by hiring best consultants.

• Time dimension – All depends on how quickly the IT-function will evolve from the

current reactive way of working to the proactive one.

© A. Samarin 2012

Critical success factors


• 1st lot: (can start it in advance)– “Architecting the foundation”

• 2nd lot (can start only after the Board approval)– “Corporate IT Services”

• 3rd lot (start all of them in parallel)– “Digital Business

Backbone”– “Knowledge Factory”– “Anywhere at Anytime”– “Right tool for the job”

© A. Samarin 2012

IT strategy execution timeline

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