cheryl mascaro, intel corporation enterprise architecture

ATUL PATANKAR[ASUG INSTALLATION MEMBER MEMBER SINCE: 2000

LINDA WILSON[ASUG INSTALLATION MEMBER MEMBER SINCE: 1999

JUERGEN LINDNER[SAP POINT OF CONTACT MEMBER SINCE: 1998

Enterprise Architecture –

What Is It and How You Use It To Transform

Your Business decisions?

Cheryl Mascaro, Intel Corporation

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Legal Notices

This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.

BunnyPeople, Celeron, Celeron Inside, Centrino, Centrino logo, Core Inside, FlashFile, i960, InstantIP, Intel, Intel logo, Intel386, Intel486, Intel740, IntelDX2, IntelDX4, IntelSX2, Intel Core, Intel Inside, Intel Inside logo, Intel. Leap ahead., Intel. Leap ahead. logo, Intel NetBurst, Intel NetMerge, Intel NetStructure, Intel SingleDriver, Intel SpeedStep, Intel StrataFlash, Intel Viiv, Intel vPro, Intel XScale, IPLink, Itanium, Itanium Inside, MCS, MMX, Oplus, OverDrive, PDCharm, Pentium, Pentium Inside, skoool, Sound Mark, The Journey Inside, VTune, Xeon, and Xeon Inside are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.

*Other names and brands may be claimed as the property of others.

Copyright © 2007, Intel Corporation. All rights reserved.Last Updated: Aug 28, 2006

[ Introduction

Enterprise Architect with a primary responsibility for Business Process Management CapabilitiesWorking directly with SAP on their BPM solution (Galaxy)Lead architect for BPM and SOA alignmentDriving definition of Conceptual Business Architecture – trying to find commonality and differences between BPM and Biz Architecture

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Presentation Content

How Enterprise Architecture (Business Architecture) can guide your IT goals and investment / disinvestment decisions

Overview of the key strategic work products, in particular, the Enterprise Capability Framework

Using Frameworks to organize and manage your Enterprise Architecture artifacts. Building the Business Reference Architecture

How to prepare for the definition of services in readiness for BPM(s) tools in the future

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Strategic Planning, the next frontier

““How do we make investment How do we make investment tradetrade--offs?offs?””

““Does ITDoes IT’’s roadmap align to Intels roadmap align to Intel’’s, s, how do I know?how do I know?””

““What strategy guides our decision making?What strategy guides our decision making?””

““Are the IT investments aligned to IntelAre the IT investments aligned to Intel’’s s needs?needs?””

““How does IT fuel IntelHow does IT fuel Intel’’s s growth?growth?””

Note: Typical QuestionsNote: Typical Questions

Presenter�

Presentation Notes�

These are some of the make or break deals. Can ea help to answer these questions. YES�

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Laying the Foundation

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Enterprise Capability Data Cross Enterprise

Infrastructure User Experience Management

FrameworksFrameworksKey Reference PointsKey Reference Points

EmployeeProductivity

CapabilityUsability

Source: Martin Curley, Intel / National University of Ireland

Presenter�


Key Points: There are a number of frameworks that will interplay together to give you a complete picture. Frameworks are many things, not the least of which is a communication tool. They should make you feel comfortable and simplify complex issues. If what you have is not communicating well to your audience, then, adapt as necessary. Discuss benefits of frameworks at all varying levels. They are simply tools to help us get our heads around topics. They are: Models to break IT into a manageable set of parts Why Important? Provides a vocabulary for strategic dialogAnalysis Framework to communicate status, strategies & tactics Consistency: Orgs and projects changeContrast enterprise changes over time Industry best practice �

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Strategic Planning

Sourcing

Financing

Human Capital

Information Systems

Land, Construction, and Facilities

Legal

Market Segment Assessment (MSA)

Tech Opportunity Assessment (TOA) SLRP PSD PLBP Plan/POR

Technology Definition

Strategic Architecture Definition

Platform/Ingredient Lifecycle

Front End/Back EndLifecycle

Pre-Silicon Validation

Post-Silicon Validation

External Design Collateral Management

Finished Goods Order Management

Finished Goods Inventory Management

Order Fulfillment and Logistics

Invoicing

Accounts Receivable and Collections

Post Sales Support

Issue Management

Prod Scheduling(Game Planning) Technology Development

Wafer Fabrication Factory Equipment Procurement

Assembly Prototyping

Test Performance Monitoring

WIP Inventory Management Outsource Manufacturing

Brand Strategy Channel Management/Reseller

Product Marketing and Roadmap

Customer Account Management

Campaigning Pricing

Ecosystem Enabling Sales Solutions

Product Planning Design Win Opportunity Management

Contracting

Order Tracking

Design In

Sales Compensation Management

Demand Planning

Capacity Planning (LRP)

Production and Supply Planning

Materials Sourcing Design and Strategy

MRP

Supplier Sourcing and Selection

Direct Procurement Execution

Indirect Procurement Management

Indirect Procurement Execution Indirect Factory Materials Contingent

Workforce Management

Investment and Capital Management Budgeting and Reporting Fixed Asset

AccountingAccounting Controls and

Compliance Treasury Accounts Payable

Recruit and Hire Leadership/Workforce Engagement

Talent/Workforce Management

Core Services and Employee Retention Learning and Development Workforce Profile

Management

Plan and Organize

Acquire and Implement Deliver and Support Monitor and

Evaluate

Facilities and Asset Planning Construction Management Facilities Operations EHS Compliance Physical Security

and Mitigation

General Counsel IP Management Competition and Litigation OEM Contracting Privilege and Privacy Corporate Affairs

Order-to-CashManufacturingSC PlanningOpp.-to-OrderMarket-to-OppDesign

Enterprise Capability Framework (ECF)Example Only

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Assign Importance and Analyze Health

DifferentiatorDirectly interact with an end Intel customer and separate Intel in the marketplace

CompetitiveMust be industry average, but diminishing returns beyond that point

BaseMinimum functionality to operate but not much more

3 Priority Levels

Capability Health based on business processes, data, and applications

LowLow MediumMedium HighHigh

Inefficient

Lose competitive position

High Business Risk

OPTIMAL

OPTIMAL

Inefficient

Low ROI

Low ROI

OPTIMAL

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Strategic PlanningMarket Segment

Assessment (MSA)Tech Opportunity

Assessment (TOA) SLRP PSD PLBP Plan/POR








Sourcing

Financing

Human Capital

Information Systems


Legal




Invoicing


Post Sales Support

Issue Management









Campaigning Pricing



Contracting

Order Tracking

Design In


Demand Planning




MRP












Management

Plan and Organize


Evaluate


and Mitigation



B

B

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ECF - Assign Importance Example Only

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Strategic Planning

Sourcing

Financing

Human Capital

Information Systems


Legal


C

ECF – Assess Health

EXAMPLE (sample data)

Assembly

Privilege and Privacy

Tech Opportunity Assessment (TOA) SLRP PSD Plan/POR





Invoicing


Factory Equipment Procurement

Prototyping

Performance Monitoring



Campaigning Pricing

Sales Solutions

Design Win

Contracting

Order Tracking

Design In




Indirect Procurement Execution Indirect Factory Materials

Budgeting and Reporting Fixed Asset Accounting Accounts Payable

Recruit and Hire Core Services and Employee Retention Learning and Development

Acquire and Implement Deliver and Support

Construction Management Facilities Operations

General Counsel IP Management Corporate Affairs

MEDIUM




Post Sales Support

Issue Management


Ecosystem Enabling

Product Planning Demand Planning


MRP


Contingent Workforce Management

Accounting Controls and Compliance

Leadership/Workforce Engagement

Workforce Profile Management

Monitor and Evaluate

EHS Compliance

Competition and Litigation

LOW

Market Segment Assessment (MSA) PLBP





Wafer Fabrication

Test


Opportunity Management



Investment and Capital Management Treasury


Plan and Organize

Facilities and Asset Planning

Physical Security and Mitigation

OEM Contracting

HIGH

C

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CC

Investments in a differentiator, resulting

in a healthy process

A differentiator which has poorHealth; investment needed

A competitive capabilitywhich may be over invested

C

Example Only

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Strategic Planning

Sourcing

Financing

Human Capital

Information Systems


Legal


C

ECF – What are you investing in?

Assembly

Privilege and Privacy

Tech Opportunity Assessment (TOA) SLRP PSD Plan/POR





Invoicing



Prototyping

Performance Monitoring



Campaigning Pricing

Sales Solutions

Design Win

Contracting

Order Tracking

Design In




Indirect Procurement Execution Indirect Factory Materials

Budgeting and Reporting Fixed Asset Accounting Accounts Payable

Recruit and Hire Core Services and Employee Retention Learning and Development

Acquire and Implement Deliver and Support

Construction Management Facilities Operations

General Counsel IP Management Corporate Affairs




Post Sales Support

Issue Management


Ecosystem Enabling

Product Planning Demand Planning


MRP


Contingent Workforce Management

Accounting Controls and Compliance

Leadership/Workforce Engagement

Workforce Profile Management

Monitor and Evaluate

EHS Compliance

Competition and Litigation

Market Segment Assessment (MSA) PLBP





Wafer Fabrication

Test


Opportunity Management



Investment and Capital Management Treasury


Plan and Organize

Facilities and Asset Planning

Physical Security and Mitigation

OEM Contracting

C

C

C

C

C

C

C

C

C

C

C

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$$$

$$$

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$Example Only

Presenter�


Source of slide: ‘Multiply your innovation and maximize your potential, Multiply your knowledge’ Given by JJ to the Intel Developer Forum Sept 2007. Slide originates from original Enterprise Capability Framework as part of the Enterprise Architecture. Key Points: Money talks Gets folks attention Not only can you create an overlay like this, you can create a myriad of other overlays. Benefits of this, engaging everyone in the same language�

[ Strategy Planning

IT align with corporate planning initiatesInsure integrated process from top to bottomAssign Lead Architects for each Level 1 area to conduct Capability Health AssessmentRun this entire cycle each year for Plan Process (Funding)

Strategic Mission and vision3 year planning horizonUpdates aligned to strategic business shiftsHealth AssessmentRoadmap Alignment – Fund Decisions

Strategic PlanningMarket Segment

Assessment (MSA)Tech Opportunity

Assessment (TOA) SLRP PSD PLBP Plan/POR

Example Only

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Success looks like…

“Pull” vs. “Push” of your architectural assetsUnsolicited requests to get with you to update your frameworks and analysisCIO references key Enterprise Architecture Frameworks in his keynote address at Intel Developer ForumVice Presidents and General Managers favorably referencing these frameworks and analysis tools in internal blogs and podcastsYour finance guy not only knowing what you do, but, asking for the latest and greatest so we can keep tabs on plan of record.

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Build the Reference Architecture – Prepare for identification of Business Services

[ Start to decompose

Fine the Capabilities that are included in your Value Chain/Value Streams

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Strategic Planning

Sourcing

Financing

Human Capital

Information Systems


Legal

Market Segment Assessment (MSA)

Tech Opportunity Assessment (TOA) SLRP PSD PLBP Plan/POR











Invoicing


Post Sales Support

Issue Management









Campaigning Pricing



Contracting

Order Tracking

Design In


Demand Planning




MRP












Management

Plan and Organize


Evaluate


and Mitigation



Enterprise Capability Framework (ECF)


Example Only

[

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Sourcing

Supplier Sourcing & Selection

Direct Procurement

Execution

Indirect Procurement

Planning


Execution

Indirect Factory Materials

Contingent Workforce

Mgmt

Create Purchase Order

Create Warranty

Purchase Order

Create Repair Purchase Order

Create Exchange

Purchase Order

Create Purchase Order

Create Consignment

Purchase order

Create Warranty

Purchase Order

Capabilities

Process Variants

Same Variant

Same Capability

[

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Sourcing

Supplier Sourcing & Selection

Direct Procurement

Execution


Planning


Execution

Indirect Factory Materials

Contingent Workforce

Mgmt

Create BOM

Create Material Master

Create BOM Component

Create Engineering

BOM

Create BOM

Create Equipment

Create Assembly

Manufacturing


Capabilities

Process Variants

Same variant as Create Material

Master

Same Variant

Same Capability

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Finally

Once your have your Level 2 capabilities defined correctly:

Identify the set that make up your Value Chain/StreamBegin to decompose the “Most Mature Process” (MMP)Work to Minimize Variations

Now you are positioned to:Develop reference Business Architecture/Model that is foundation to all your future projects – greatly reduces time to market for your projectsIdentify Business Services (candidate SOA)Conduct Health Assessments for to identify candidate improvement areas

[

[

Thank you for participating.

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Please remember to complete and return your evaluation form following this session.

For ongoing education on this area of focus, visit the Year-Round Community page at www.asug.com/yrc

[ Our IT Operations

Intel’s IT employees: 5,500IT sites: 66 in 28 countries

Who do we support?Employees: 86,500Sites: 146Countries and regions: 60

Profile: Intel's IT Operations

Data centers: 117*Manufacturing computing: 29Regional and small site: 27Enterprise: 2General purpose: 52High density: 7

810,000 LAN nodes

6,300 wireless access points

1,996 terabytes of WAN traffic per month

80,000 instant messaging users

143 million e-mail messages per month

122,000 e-mail mail boxes

989 terabytes backup data stored per month*Down from 136 at the end of 2006

Presenter�


Regional breakouts: Intel employees and contingent workers: 97,500 Americas region: 55,300 Europe region: 15,100 Asia region: 27,100 Sites: 144 Americas region: 42 Europe region: 51 Asia region: 51 Average network throughput (terabytes per day): 248 Backup data stored (terabytes per month: 812 Audio conferencing minutes per month: 39M E-mail mail boxes: 95,000 E-mail messages per month: 137M �

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Current state of Enterprise Architecture at Intel

Enterprise Architecture reports to the CIOLines between architectural domains (Business, Data, Applications, Technology) blurringKey themes:

EA as a practice, not a programSimplificationReuseArchitecture governance: friend not foeBusiness strategy drivenCross-enterprise integration

cheryl mascaro, intel corporation enterprise architecture

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