iteraplan showcase strategy impact analysis
DESCRIPTION
Use Case based on a fictions example Asset Management Corp. showcasing how iteraplan can be used for an impact analysis (for restructuring services to specific customer types)TRANSCRIPT
Showcase an Impact AnalysisUse Case: Restructuring Services to Specific Customer Types
Karsten Voges
© 2013 SMART 360° Biz
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Background and Approach
Senior management needs to understand the impact of a strategic decision regarding restructuring products for high-wealth individuals.
Requires understanding the business viewpoint, information viewpoint, technology viewpoint, and solution viewpoint.
Actors: CEO, Sr. Management Team, Chief Architect, CIO, Enterprise Architect, Risk & Compliance Mgmt
Goal: Product mix for specific high-wealth individuals is known and impact (cost, level of effort, etc.) is fully known across EA viewpoints and stakeholders.
Impact Analysis of Strategic Decision
© 2013 SMART 360° Biz
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Scenario Walkthrough
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
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As-Is Situation at ABC Asset ManagementLandscape Diagram: Business Support Map – Process & Org 2012
Unlike Risk Management’s enterprise approach, Customers and Products are managed and serviced separately within each country, resulting in different product offerings -> Contrast to new global strategy
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How do the new business, information, and technology requirements influence the need for new solutions?
© 2013 SMART 360° Biz
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Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
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As-Is Situation at ABC Asset ManagementPortfolio Analysis: IS Portfolio – 2012 – Strategic Assessment
• Conclusion There is a need for action with regard to the country- specific Customer and Product Management solutions!
CRM and product management systems are highly critical for business and have poor business and regulatory alignment, although three of them are SOX relevant
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How do the new business, information, and technology requirements influence the need for new solutions?
How does this impact the global IT strategy?
© 2013 SMART 360° Biz
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As-Is Situation at ABC Asset ManagementInformation Flow Diagram: Information Flow 2012 Need for Action
• As the different countries have different Customer strategies, Customer information flows run separately within each country.
• CRM and Product Management systems are not integrated at all.• Recommendation: Consider a consolidation measure
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How do the new business, information, and technology requirements influence the need for new solutions?
© 2013 SMART 360° Biz
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Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
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Link DiscrepanciesNew Capabilities required in new Org-Unit
What business changes are required globally and locally?
What new processes and organization is required?
Are all the skills in place to enable this restructuring or will there need to beretraining or new skills acquired?
© 2013 SMART 360° Biz
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Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsCluster Diagram: Information Systems – Planned/Target
• Information Objects “Customer” and “Portfolios” must be redesigned• Functionality to ensure the consistency of portfolios across entire
organization must be implemented
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new information is required?
What new information will be needed in support of which business processes?
How is the future state architecture impacted?
© 2013 SMART 360° Biz
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Scenario EvaluationMaster Plan Diagram: Roadmap – Initiatives and IS 2012-2015
Master Plan with estimated• Roadmap• Costs• Benefits• Risks
Already scheduled initiatives interdependencies to manage
IT initiative “Realign High Value Individuals” with affected “current” solutions
Solution scenarios with directly affected “planned” and “target” solutions
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What solutions will now need to be retired and what is the cost and the level of effort involved to retire them?
What is required to make the changes to the future state architecture?
© 2013 SMART 360° Biz
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Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsInformation and BusinessProcess
What new information will be needed in support of which business processes?
• This diagram visualizes which information is required in which business process (based on solutions in place)
CEO/CIO
Business Mgmt
Information Architecture
Business Architecture
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsInformation Flow Diagram: Information Flow 2012 – Strategy Impact
• This diagram visualizes the directly affected systems and those, with which the relevant systems have interfaces
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How is the current state architecture impacted?
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsBusiness Support Map – Process & Org 2012 – Strategy Impact
• In the first step, the information systems relevant for current strategies have been identified
• Blue colored systems are relevant for “Realign High Value individuals strategy
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How is the current state architecture impacted?
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsInformation Flow Diagram: Information Flow 2012 – SOX Relevance
• This diagram visualizes information systems that are relevant for legal and regulatory compliance (SOX)
• It is important to consider all the identified relevant systems while estimating skills and efforts necessary for different project scenarios
CEO/CIO
Risk & Compliance Mgmt Information Architecture
Solution Architecture
How is the current state architecture impacted?
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsCluster Diagram: Information Systems – Current/Planned
• Affected information systems• Affected business processes• Affected business units• Affected information objects
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
How is the current state architecture impacted?
What information currently exists and can be leveraged?
© 2013 SMART 360° Biz
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CEO/CIO
IT Management
Technology Architecture
Solution Architecture
Strategy Impact – Realign High Value IndividualsCurrent/Planned Technologies – Required Skills
Are the IT skills required to implement the solutions in place? If not, what new skills will be required?
Technologies already in place or scheduled
Technologies to be used in the planned or target solutions
What is the impact to technology roadmaps?
Understanding what business and information changes are required, what arethe new technologies which must be acquired?
© 2013 SMART 360° Biz
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Strategy Impact – Realign High Value IndividualsAffected Information Systems
CEO/CIO
IT Management
Business Architecture
• IT initiative Realign High Value Individuals has been configured• All identified affected systems have been allocated• Strategic Importance and Business Criticality is known
How is the current state architecture impacted?
Solution Architecture
© 2013 SMART 360° Biz
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Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
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The following solution scenarios have been defined
S1 Consolidate CRM and Product Management Systems
S2 Consolidate CRM Only
S3 Consolidate Product Management Only
S4 Improve AS-IS
IT Response to the New Business StrategyIT initiative – Realign High Value Individuals
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
© 2013 SMART 360° Biz
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IT Response to the New Business StrategyS1 Consolidate Customer and Product Management Systems
• In this scenario, country specific CRM and Product Management systems are consolidated to CRM Salesforce and ProdCore information systems
• The diagram also shows systems that will remain (Murex) and those, which are already scheduled to be replaced (FIZ VaR)
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
© 2013 SMART 360° Biz
27
IT Response to the New Business StrategyS1 Consolidate Customer and Product Management Systems
• In this scenario, country specific CRM and Product Management systems are consolidated to CRM Salesforce and ProdCore information systems
• The diagram also shows systems that will remain (Murex) and those, which are already scheduled to be replaced (FIZ VaR)
CEO/CIO
Risk & Compliance Mgmt
Technology Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
© 2013 SMART 360° Biz
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IT Response to the New Business StrategyS2 Consolidate Customer Management Systems Only
• In this scenario, only the country specific CRM systems are consolidated to the new CRM Salesforce information system
• Country specific Product Management systems are only improved and migrated to the target releases
• The diagram also shows systems that will remain (Murex) and those, which are already scheduled to be replaced (FIZ VaR)
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
© 2013 SMART 360° Biz
29
IT Response to the New Business StrategyS3 Consolidate Product Management Systems Only
• In this scenario, only the country specific Product Management systems are consolidated to the new ProdCore system
• Country specific CRM systems are only improved and migrated to the target releases
• The diagram also shows systems that will remain (Murex) and those, which are already scheduled to be replaced (FIZ VaR)
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
© 2013 SMART 360° Biz
30
IT Response to the New Business StrategyS4 Improve AS-IS
• In this scenario, the country specific information systems are improved and migrated to the target releases
• The diagram also shows systems that will remain (Murex) and those, which are already scheduled to be replaced (FIZ VaR)
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
© 2013 SMART 360° Biz
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Scenario EvaluationSpreadsheet Report (Projects): Resource Demand [PD]
SOX expertise must be acquired as it is not in place in the current IT organization
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
Are the IT skills required to implement the solutions in place? If not, what new skills will be required?
© 2013 SMART 360° Biz
32
Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
33
IT Response to the New Business StrategyS1 Consolidate Customer and Product Management Systems
Status based
SOX relevance based
• Skills are necessary and efforts must be scheduled to ensure the legal and regulatory compliance (SOX)
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
What is to consider to meet legal and regulatory requirements?
© 2013 SMART 360° Biz
34
IT Response to the New Business StrategyS3 Consolidate Product Management Systems Only
Status based
SOX relevance based
• Skills are necessary and efforts must be scheduled to ensure the legal and regulatory compliance (SOX)
CEO/CIO
Risk & Compliance Mgmt
Information Architecture
Solution Architecture
What new solutions are required to meet the strategic decision?
What solutions will now need to be retired?
How is the future state architecture impacted?
What is to consider to meet legal and regulatory requirements?
© 2013 SMART 360° Biz
35
Scenario
1. CEO and Sr. Mgmt are being presented with an impact analysis of the strategic decision.
2. Chief Architect uses the system to demonstrate how the strategic decision is linked with the current business strategy.
3. Any discrepancies in the linkage are noted and explained.
4. Overall impact of strategic decision and specifically costs and level of effort (time and resources required).
5. Specific impacts: How is the current state architecture impacted?
How is the future state architecture impacted?
What is required to make the changes to the future state architecture?
6. Three potential scenarios for a future state architecture with comparison.
7. Stakeholder concerns are addressed.
8. There is enough information to make the strategic business decision.
© 2013 SMART 360° Biz
36
Scenario Evaluation to make business decisionPortfolio: Scenarios with Benefits, Costs and Risk (Color)
Our champion to recommend:Scenario 3: “Consolidate Product Management Only”
CEO/CIO
Senior Business Mgmt
Scenarios below this line have negative Cost/Benefit ratio
Scenario 3: although, benefits not that high,
costs are lower and first of all risks are much lower.
Scenario 1: the highest benefits but also considerable
costs and high risks
© 2013 SMART 360° Biz
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Capability Mapping
Based on stacked Bar-Chart, enable effort and skill comparison
Compare Scenarios based on skills required