chris peiris senior strategy consultant, it architecture...
TRANSCRIPT
Chris PeirisSenior Strategy Consultant,IT Architecture & Planning,Microsoft Consulting Services
IntroductionCurrent Economic conditions
What will be the implications of these conditions?How can we address these concerns?
Are we getting the best value out of our IT investments?Align business goals to IT investmentIdentify and evaluate key capabilitiesModel business capabilities to against best practices or industry standards Mapping business capabilities against best Microsoft technical offerings.
Questions & Answers
Global credit crunchAllco Finance, MFS, ABC Learning, Babcock & Brown, CentroA 40 billion wiped out from H1 2009 forecast
Stock Market downturnConsumer confidence fell to a 16-year low Australian economy needs to generate 4% its GDP to meet payments to foreign holders of its assets
Doom & Gloom?
Opportunity?
Justify status quo?
The Chinese use two brush strokes to write the word 'crisis'. One brush stroke stands for danger; the other for opportunity.
In a crisis, be aware of the danger -but recognizethe opportunity.
Does the business goals align with IT deliverables?
Do we have a strategic map? where you like to be in 3,5 10 years? Roadmap to get there?
Does the organisation aware of it’s capabilities and how each capability is facilitated via IT?
Which capabilities accumulate the majority revenue?
Do we treat them the same way as operational capabilities?
Which capabilities requires attention?
Capability map that illustrates business outcomes mapped to technical deliverables
Reduce costs across the $16 billion annual computer and communications spend by federal government agencies5.2 – Strengthen Agency Governance
5.2.1 Improve agency capability 5.3 – Tighten the management of ICT business as usual funding
15% reduction of 2007 / 2008 actualFocus on identifying and managing core capabilitiesIdentifying and addressing capabilities that requires attention
5.3.2 Develop common metrics and conduct benchmarking
What
Capabilities
Process Maps
Procure to PayProcure to PayReportingReportingQuote To OrderQuote To Order Order to CashOrder to Cash Customer
Billing
Customer
Billing
How
Implementation of
Process
by People
leveraging
Technology
Sales Order Entry
Application
Architecture Accounts
Receivable
Enterprise Reporting
ServicesAccounts
Payable
Purchase
Orders
Data
Servers
Information
Architecture
Workstation
Business Capabilities (MSBA)
IT Control Objectives (COBIT)
Best Practice Processes(ITIL, Prince2)
1.0 Develop Offerings
1.1 Establish New Services & Media Types
1.1.1 Develop New Services &
Media Types Concept 1.1.2 Design Services
& Media Types1.1.3 Launch Services &
Media Types
1.2 Manage Existing Services & Media Types (Product Lifecycle Mgmt)
1.2.1 Manage
Services & Media
Types Portfolio
1.2.2 Manage
Rights And
Restrictions
1.2.3 Refine
Existing Services &
Media Types
1.2.4 Catalog
Services & Media
Types
1.3 Retire Services & Media Types
Determine
Retirement
Schedule
Develop Service Model
for Retirement StageCommunicate
Retirement Plan
End Product
Production and
Sale
End Product
Service
2.0 Generate Demand
2.1 Manage Channels
2.1.1 Establish
Territories
2.1.2 Manage Channel
Marketing
2.2 Manage Contributor Relationships
2.2.1 Cultivate
Contributors
2.2.2 Develop
Contributor Plan
2.2.3 Facilitate Contributor
Information Exchange
2.2.4 Support Contributor
Delivery2.2.5 Manage Distributor
Relationships
2.3 Market Products/Services
2.3.1 Monitor Changes in Market
or Customer Expectations
2.3.2 Manage Marketing
Campaigns
2.3.3 Manage Market
Intelligence
2.4 Sell Products/Services
2.4.1 Manage
Sales Force2.4.2 Manage Sales
Online2.4.3 Manage
Sales Pipeline
2.4.4 Manage
Licenses2.4.5 Manage
Contracts
2.4.6 Qualify Prospects
(Inbound/Outbound Telesales)
2.4.7 Manage
Orders
2.4.8 Sales
Intelligence
3.0 Deliver Media and Services
3.1 Provide Service
3.1.1 Manage
Customer Support
3.1.2 Manage
Customer
Satisfaction
3.1.3 Provide
Proactive Support
Services
3.2 Advanced Planning (Resource Planning Readiness)
3.2.1 Demand
Planning
3.2.2 Resource
Planning
3.2.3 Media Type
Planning
3.3 Procurement
3.3.1 Sourcing and
Vendor Management3.3.2 Purchasing 3.3.3 Receiving of
Indirect/Capital Goods
3.4 Create images
3.4.1 Create Images -
Production
3.4.2 Assemble Product -
Post Production3.4.3 Test Product 3.4.4 Quality
Check
3.5 Logistics
3.5.1 Order
Fulfillment3.5.2 Manage
Items
3.5.3 Warehouse
Management
3.6 Business Intelligence
3.6.1 Fulfill Demand
Analysis
4.0 Plan and Manage Enterprise
4.1 Manage Finances 4.2 Manage Projects
4.2.1 Manage
Project Portfolio
4.2.2 Project
Management4.2.3 Project
Accounting
4.2.4 Project
Analysis
4.3 Manage Human Resources
4.3.1 Source Human
Resources4.3.2 Termination 4.3.3 Documentation of
Employee Performance
4.3.4 Develop
Human Resources
4.3.5 Compensate
Human Resources4.3.6 Administer Human
Resources
4.4 Manage Compliance and Risk
4.4.1 Manage
Physical Resources4.4.2 Manage Tax
Compliance4.4.3 Communicate
with Shareholders4.4.4 Manage
Government Relations
4.4.5 Manage Financial
Services Providers4.4.6 Develop PR
Program
4.4.7 Develop
Community Relations4.4.8 Manage Legal
Issues
4.4.9 Manage Regulatory
Compliance4.4.10 Manage
Insurance4.4.11 Audit
Financials 4.4.12 Audit Operations
4.4.13 Develop Risk
Management Plans4.4.14 Execute Risk
Management Plans4.4.15 Track and
Report Risks
4.5 Deliver IT Services
4.5.1 Align IT with the
Business
4.5.2 Maintain Enterprise
Architecture4.5.3 Organization 4.5.4 Access and
Delivery
4.5.5 Manage
Content4.5.6 Manage
Information
4.5.7 Core: Utility
Infrastrcuture and Security4.5.8 Communicate
and Collaborate
4.5.9 Consolidate
and Integrate4.5.10 Manage
Operations4.5.11 Manage
Vendors
5.0 Manage Collaboration
5.1 Strategic Collaboration
5.1.1 Contributor
Strategy
5.1.2 Product/Service
Concept and Planning
5.2 Planning Collaboration
5.2.1 Design & Development
Media & Processes
5.2.2 Policy
Management
5.2.3 Demand
Planning5.2.4 Supply Planning
5.3 Operational Collaboration
5.3.1 Resource
Visibility
5.3.2 Fulfillment
Visibility
4.1.1 Administer Accounts
Payable - Vendors4.1.2 Administer
Accounts Payable -
IP
4.1.3 Manage
Treasury
4.1.4 Administer
Accounts Receivable
4.1.5 Manage Electronic
Funds Processing4.1.6 Manage
Budget4.1.7 Manage
Forecasts4.1.8 Account for Financials
(General Ledger)
4.1.9 Manage Fixed Assets 4.1.10 Financial Analysis
Version: Draft 1.0 - July 18, 2006
Owner: Sue McDonald
CHART KEY
Fill = Business ValueOutline = Performance
5
4
3
2
1
No Value
5
4
3
2
1
No Value
5 = High Value & Performance
1 = Low Value & Performance
Contributors:
Sue McDonald
Jason Meredith
Drew McLean
Kacy Cole
Mary Kay Ross
Focus on Low Performance, High Business Value
Low Performance/High
Business Value
Heat MappingPerformance vs Business Value
Capabilities can now be linked to enablers
BusinessCapabilities
Capabilities are implemented by a
Service ModelServices
Enabled by Technology
SOA
Insurance providerMultiple offices in US and UK700+ people IT departmentHeterogeneous environment
Windows, Mainframes, Mid Range and Java
SOA adoption storyStarted Simply Unum SOA effort 2 years ago400+ services and still growingFirst generation of services are fairly successful
ChallengesVersioningGovernanceVisibility into services deployment and managementServices Oriented Infrastructure (SOI) challengesRetiring legacy applicationsManaging change
Basic Standardized Advanced Dynamic
Development Process Efficiency
Integration Efficiency
Service Adoption
Service Boundaries
Service Identification
Explicit Contracts
Maintenance Efficiency
Basic Governance
Basic Security
Common Entities
Design Patterns
Loosely-coupled composition
Testing Support
Service Discoverability
Uniform Contracts
Organizational Alignment
Enterprise Governance
Enterprise Security
Executable Policy
Versioning Support
Consumable Type System
Service Level Agreements
Self Service
Semantic Services
Advanced Monitoring
Provisioning Management
Deployment Management
Process Modeling Support
Rules Driven Policy
Progressive Composition
Extensible Service Channels
Back Channel Messaging
Compostable Policy
Extensible Security
Business Analytics
Scenario Impact Analysis
Windows Live™
Are we getting the best value from SOA?Do we know
What services we have?Do they align to business goals?Are they consuming unnecessary resources?
There are proven and tested processes to Align IT services to business goals.Identify strategic capabilities & highlight capabilities that requires attention
The current economic climate Provides an opportunity revisit our SOA implementations Fine tune it to provide cost savings and better alignment of IT to strategic business goals.
Complimentary SOA workshop customised to your organisation's needs
Please complete the evaluation forms to register your interest to participate
Questions?
ReferencesMicrosoft Architecture and Planning
From Business Capabilities to Services on MSDN
Case studiesUnum
Visy Australia
ContactChris Peiris
+61414238903