Kapitel 2 Unternehmensarchitektur III

Transcription

1 Kapitel 2 Unternehmensarchitektur III Software Architecture, Quality, and Testing FS 2016 Prof. Dr. Jana Koehler jana.koehler@hslu.ch

2 IT Strategie Entwicklung "Foundation for Execution" "Because experts need not focus on the routine activities in their field, they can concentrate on achieving greatness." "A foundation for execution is the IT infrastructure and digitized business processes automating a company's core capabilities." 2

3 Alarming Signals Different parts of our company give different answers to the same customer questions Meeting a new regulatory or reporting requirement is a major effort for us, requiring a concerted push from the top and significant infrastructure investment Our business lacks agility every new strategic initiative is like starting from scratch. Senior management dreads to discuss IT agenda items IT is consistently a bottleneck. We don't know wether our company gets good value from IT There are different business processes completing the same activity across the company, each with a different system Information needed to make key product and customer decisions is not available A significant part of people's jobs is to take data from one set of systems, manipulate it, and enter it into other systems 3

4 3 Key Elements to build a Foundation for Execution + + Operating Model necessary level of business process integration and standardization Enterprise Architecture organizing logic for business processes and IT infrastructure IT Engagement Model system of governance mechanisms that ensure business and IT projects achieve objectives 4

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6 UPS's Foundation for Execution 6

7 Define your Operating Model "Leadership is a potent combination of strategy and character. But if you must be without one, be without the strategy." Operating Model how to thrive and grow support strategy By providing a more stable and actionable view of the company than strategy, the operating model drives the design for execution Business Process Standardization + Integration 7

8 Four Types of Operating Models BP standardization high Replication Unification low Diversification Coordination 8 low high BP integration

9 Which Quadrant for a Business Unit? 1. To what extent is the successfull completion of one business unit's transactions dependent on the availability, accuracy, and timelines of other business units' data? integration requirements 2. To what extent does the company benefit by having business units run their operations in the same way? standardization requirements 9

10 Coordination Operationally unique business units or functions Autonomous business management Business unit control over business process design Shared customers, products, suppliers + data Impact on other business unit transactions Consensus on shared IT infrastructure Business units decide over applications 10

11 Unification Business units with overlapping or similar operations Centralized management with functional/process/business unit matrices Process owners design standardized processes Customers and suppliers may be local or global Globally integrated business processes running on enterprise systems Centrally mandated databases Centrally made IT decisions 11

12 Diversification Operationally unique business units Autonomous business management Business unit control over business process design Few, if any shared customers or suppliers Independent transactions Few data standards across business units Most IT decisions made within business units 12

13 Replication Operationally similar business units Autonomous business unit leaders with limited discretion over business processes Centralized or federal control over business process design Few, if any shared customers or suppliers Intependent transactions aggregated at a high level Standardized data definitions but data locally owned with some aggregation at corporate level Centrally mandated IT services 13

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15 Aufgabe 1: Operating Model 1. Welches operating model liegt der Hochschule Luzern zugrunde? 2. Welches operating model verwendet Mc Donald's? 3. Gibt es das operating model von Mc Donald's auch im Hochschulbereich? 4. Wie kann ein Übergang von einem Diversifikation Model zu einem Unification Model gestaltet werden? Wann kann so ein Übergang notwendig sein? 15

16 Selected Advantages Diversification independence with shared services, synergies from related business units, growth via business unit expansion or acquisition Coordination integrated customer service, cross-selling, transparency across supply chain, company-wide thinking at business unit level growth by expansion into new markets & extending customer relationships Replication repeatable business process operations, not shared customers growth through cloning and centrally rolled out innovations Unification focus on automation, quality, safety, security growth through economy of scale 16

17 Enterprise Architecture as a Management Tool Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the company's operating model. p. 47 Identify processes data technology customer interfaces that take the operating model from vision to reality 17

18 Aufgabe 2: EA Definitionen im Vergleich Wir haben jetzt 3 Definitionen für Enterprise Architecture kennengelernt. Teil 1: aus dem Quasar Enterprise Buch Teil 2: aus dem Zachman Artikel Teil 3: aus dem EA as Strategy Buch I. Vergleichen Sie die 3 Definitionen: Was sind Motivation und Ziel der Definitionen? Was ist gemeinsam? Wo sind Unterschiede? 18

19 Core Diagram 1. Core business processes 2. Shared data driving business core processes 3. Key linking and automation technologies (middleware) 4. Key customers groups 19

20 Core Processes and Shared Data at Delta 20

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22 Coordination Core Diagram Shared Customers Shared Data Integrating Technology Linked Processes 22

23 Diversification Core Diagram Shared Technologies Shared Processes Business unit-specific data Business unit-specific customers technology stack 23

24 Replication Core Diagram Standardized Processes Automating and linking Technologies Business Unit Specific Data Business Unit Specific Customers 24

25 Aufgabe 3: Core Diagram für das Departement Informatik 1) Entwickeln Sie ein Core Diagram für das neue Informatik Departement, das an der HSLU gegründet werden soll. 25

26 Designing the Enterprise Architecture decision senior management operating model = decision on vision key customer types, core processes, shared data, technologies commitment to particular course of action 26

27 Enterprise Architecture Maturity 27

28 Business Silos Standardized Technology Optimized Core Business Modularity global flexibility local flexibility 28

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30 Best Practices Focus architecture efforts on strategic processes no company can afford to eliminate all ist silos eliminate those silos that limit business efficiency and agility Move incrementally small improvements in a maturity stage usually leads to more benefits than higher risk and premature moves to higher stages Complex organizations have EAs at multiple levels Build an architecture capability in-house Aim for business modularity diversification model may be the only exception 30

31 Benefits of Enterprise Architecture Reduced IT costs operation unit costs, application maintenance Increased IT responsiveness fewer technology choices leading to shorter development times Improved Risk Management business risk, disaster tolerance, security breaches 31 Increased Business Impact of IT operational excellence, customer intimacy, product leadership, strategic agility

32 IT Costs over Maturity Stages 100% 85% 75% 120% IT Budget 64% 75% 84% 85% Shared capability costs 32

33 Oracle IT Optimization Roadmap Standardization Virtualization Management Automation Consolidation 33

34 IT Engagement Model Alignment of Business and IT Coordination of company strategy and vision with business units and project plans Companywide IT Governance Project Management Linking Mechanisms 34

35 Enterprise Architecture and IT Governance IT principles translate operating model into IT principles to guide IT decision making role of IT in operating model, IT funding model IT infrastructure critical structures for the operating model, standardization of services, data integration, technology choices Business application needs architectural standards and business needs, architectural exceptions, strategic experiments, sustained project value IT investment priorization alignment of IT portfolio with operating model, balance between standardization and innovation, centralized/decentralized investments Enterprise architecture Modul IT Projekt Management und Führung 35

36 Project (Portfolio) Management Modul IT Projekt Management und Führung 36

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38 Good Engagement Models Clear, specific and actionable objectives Motivation to meet company goals Enforcement authority Early intervention and prevention Transparent, regular two-way communication 38

39 Top 10 Leadership Principles 1. Committ to the foundation for execution (operating model) 2. Initiate change from the top and remove barriers 3. Feed the core and experiment 4. Use architecture as a compass and communication tool 5. Don't skip maturity stages 6. Implement the foundation one project at a time 7. Don't do it alone outsource 8. Invest in your people 9. Reward enterprise-wide thinking 10.Empower employees with decision making and tools, provide clear objectives and guidelines 39

40 Arbeitsfragen 1. Was verstehen die Autoren unter einem Operating Model? 2. Warum ist das Operating Model der Ausgangspunkt des Ansatzes wenn es doch um die IT Strategie geht, die die Business Strategie unterstützen soll? 3. Welche 3 Elemente umfasst eine Foundation for Execution? Warum gerade diese? 4. Erläutern Sie ein Beispiel für ein Operating Model an einem Ihnen bekannten Unternehmen. 5. Warum stehen die Standardisierung und Integration von Geschäftsprozessen im Mittelpunkt eines Operating Model? 6. Vergleichen Sie 2 Ihnen bekannte Definitionen für Enterprise Architecture. 7. Welche Elemente umfasst ein IT Engagement Model? 40