Ict startegy and architecture

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Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture …

Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture
Take a look at a real-life example of building a Technology Architecture strategy
Understand the relationship between Business Strategy and Technology Strategy
Begin mapping your own Technology Strategy against the Business Strategy for your firm

More in: Business , Technology
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  • The IMPACT Reference Architecture consist of 5 main IT service domains. On the left we see the IT services that are delivered through the frontend side. We see services here like user interface, authentication, synchronization for offline use, device drivers and connectivity. On the right hand side, we see all the things we tend to find on the backend side in the data centre. On the bottom we see the basic infrastructure services that we find in an on premise data centre (Storage, Networking, Processing power and Monitoring tools). On top of that we see the 3 categories of IT services that we also find in the IO model; Core Infrastructure Services, Application Services and Business Productivity Services.

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  • 1. Building an ICT Strategy and Architecture Custom-made to fit your firm ENG. Nikola Terziev, CISA 18 July 2013
  • 2. Building an ICT Strategy and Architecture Goals and Objectives • Provide an introduction to some of the different the ideas around ICT Strategy and Enterprise Architecture • Take a look at a real-life example of building a Technology Architecture strategy • Understand the relationship between Business Strategy and Technology Strategy • Begin mapping your own Technology Strategy against the Business Strategy for your firm Page 2
  • 3. Building an ICT Strategy and Architecture Agenda – Introduction – Defining Architecture – Structuring a Strategic Enterprise Architecture Program – Technical Architecture, including Case Study – Business Architecture – Selling Architecture as Strategy – Where Should you Start? – Conclusions Page 3
  • 4. Building an ICT Strategy and Architecture Defining Architecture
  • 5. Architecture and Enterprise Architecture Multiple Definitions • Different ―themes‖ of the definition – Broad Technology – Specific Technology – Government agency-specific – Business-Technology Focus EA is the process of translating business vision and strategy into effective enterprise change by creating, communicating and improving the key principles and models that describe the enterprise's future state and enable its evolution. – Gartner Page 5
  • 6. Different Approaches for Strategic Look at EA Frameworks • COBIT • Zachman Framework • TOGAF, The Open Group Architecture Framework • FEAF, US Federal Enterprise Architecture (Framework) • NASCIO Enterprise Architecture Toolkit (US State Governments) • DoDAF, US Defense Framework • MoDAF, UK Defence Framework • Gartner Enterprise Architecture Framework • Microsoft Solutions Framework Page 6
  • 7. COBIT 5
  • 8. Zachman Framework
  • 9. TOGAF
  • 10. FEAF
  • 11. • • Administration – Governance Roles & Responsibilities • •Planning – EA program road map and implementation plan • Framework – processes and templates used for Enterprise Architecture • Blueprint – collection of the actual standards and specifications • Communication –education and distribution of EA and Blueprint detail • Compliance – adherence to published standards, processes and other EA elements, and the processes • to document and track variances from those standards • Integration – touch-points of management processes to the EA • Involvement – support of the EA Program throughout the organization NASCIO
  • 12. DoDAF
  • 13. MoDAF
  • 14. Different Approaches for Strategic Look at EA Frameworks – Gartner Page 14 • ―Viewpoints‖ • Technology Architecture • Business Architecture • Information Architecture • Business Context • Result in ―Solution Architecture‖
  • 15. Different Approaches for Strategic Look at EA Frameworks – Gartner Page 15
  • 16. Structuring a Strategic EA Program Building an ICT Strategy and Architecture
  • 17. Structuring a Strategic EA Program What is the Enterprise View? Page 17
  • 18. Structuring a Strategic EA Program What makes a good EA development process? Page 18 • It‘s Pragmatic – Introspection and ―Ivory Tower‖ academic exercises won‘t work – Needs to quickly deliver value, while being based in reality • It‘s Aligned with the Business – Business strategy should drive EA – Top down – Agile enough to adapt to new requirements from the business • It‘s Kinetic – This isn‘t about standards, models, and static artifacts – Like anything else in IT—needs to have discreet projects to move it forward
  • 19. Structuring a Strategic EA Program Position EA for Success • It‘s all about the business – Focus on business goals and business results; ―re-cast‖ efforts in business terms • Measure and Market – Execution is key, but make sure you‘re measuring your success – Communicate successes • Plan ahead – Make sure each project can be built on by future projects – Manage scope so that you can deliver quickly and regularly Page 19
  • 20. Technical Architecture Building an ICT Strategy and Architecture
  • 21. Information Architecture What it is – What it isn‘t • For many firms, Information Architecture will ―start‖ as a part of Technical Architecture Page 21
  • 22. Information Architecture Driven by Principles and Requirements • Make sure information is consistent and consistently available • BI, Data Integration, EAI • Establish the version of the ―truth‖ • Master Data Management • Establish Information ownership • Governance and accountability for compliance and reliability • Architect for re-use • ―SOA‖ with appropriate security Page 22
  • 23. Microsoft TA Model
  • 24. Context ―Business‖ Access to information “IT” Flexibility Availability Productivity Sourcing options Service levels Mitigate risks Manage costs Page 24
  • 25. TA concepts The meta model Scenario‘s Products Expressed in language of customer/industry/country Unit of planning for business value Capabilities Workloads Prescribed by TA model Services 1. Compiled in a customer engagement from the service map Prescribed by TA model Business IT Personas 2. Unit of deployment Features Description of future state in business context Cloud On- Premise 3. Consumed by the business Provides context for the business Prescribed by product group Page 25
  • 26. Basic Infrastructure Core Infrastructure Services Client Services Application Services Business Productivity Services IMPACT Reference Model - IT Service domains Page 26
  • 27. IMPACT Reference Model - IT Services Taxonomy Page 27
  • 28. IMPACT Reference Model - Desktop deployment Core Infrastructure Services Protection Content Synchronization User Interface Document authoring & publishing User State Communication Clients User Authentication Identity and Access Management Agent Basic Infrastructure StorageProcessing Basic Networking Service Operations Devices & peripherals Connectivity File discovery & Sharing Application Delivery File- and Print Protection Service Delivery Client Services Application Services App Server Data Management Integration Data Warehousing Web Server Process Management Development Business Productivity Services Collaboration Communication Insights Messaging & Calendaring Enterpise Search Composite applications Enterprise Content Management Unmanaged client Managed client Office worker Mobile worker Task worker Contract worker Home acces All personas Desktop Delivery Advanced NetworkingVirtualization Appl. Virt.: allways Desktop Virt. Home access OS Virt: Contract worker Task worker: Remote Desktop Session host Contract worker.: Remote Desktop Virtualization host Home: access Remote Desktop Services Web Access Mobile worker: DirectAccess, UAG, NAP Contract worker+Home Access: UAG, Remote Desktop Services Mobile worker Page 28
  • 29. IMPACT Reference Model - Technology innovations Core Infrastructure Services Protection Content Synchronization User Interface Document authoring & publishing User State Communication Clients User Authentication Identity and Access Advanced Networking Management Agent Basic Infrastructure StorageProcessing Basic Networking Service Operations Devices & peripherals Connectivity File discovery & Sharing Desktop delivery Application Delivery File- and Print Protection Service Delivery Client Services Virtualization Application Services App Server Data Management Data Warehousing Web Server Process Management Business Productivity Services Collaboration Communication Insights Messaging & Calendaring Enterpise Search Composite applications Enterprise Content Management OnpremisedatacentreCloudServicesHostedservice UnmanagedclientManagedclient Development Page 29
  • 30. IT Strategy, Technical & Information Architecture Case Study: Page 30
  • 31. Page 31 IT requested to ‗lead‘ business transformati on discussion Services to extend across technology, people and process why? No strategy or EA in place prior to 2011 – lack of direction & business partnership IT perceived as ‗reactive‘ not proactive. IT excluded from conversations around business strategy Lack of ownership from IT team around services Client ‗value- add‘ and business process innovation a focus. EA supports this process
  • 32. IT STRATEGY • Business needs, IT risk, best practice & competitor assessment • Opportunity & theme identification • Focus on business transformation & client ‗value-add‘ • Strategic phases defined • Governance identified • ‗Solutions‘ considered from a technology, people & process model & aligned with strategic pillars • Strategy & EA have an inter-dependency • Confirmed ‗with‘ business & external partner/s Page 32 • Development Process
  • 33. IT STRATEGY: THEMES 2011-2014 Page 33 • Delivering client value through best practice technology services IT Governance & Project Management Business Reporting & Process Automation Mobility & Flexibility Modernising Client Services Communication & Collaboration Information Management, Privacy & Security
  • 34. Page 34 • Evolution of DoDAF (sample) HISTORY PROSPECTIVE
  • 35. IT STRATEGY: PHASES & TIMELINE Page 35 • Our focus - sample
  • 36. IT & BUSINESS STRATEGY 1. Growth, Markets & Brand Dashboard 2. Engaged People 3. Quality & Risk 4. Operational Performance & Innovation Page 36 • Alignment to Company's strategic pillars IT Business Plan extract demonstrating alignment
  • 37. IT STRATEGY & GOVERNANCE • ICT Steering Committee • ICT 6 monthly audit by independent organisation • ICT Annual penetration test • Service Level Agreement (SLA) • ITIL Standards • Project management framework & standards • Project management office (PMO) Page 37 • Monitoring & managing risks & opportunities
  • 38. EA – TECHNICAL & INFORMATION Page 38 • Development Process 1. Gartner model selected for EA (simple concept). 2. EA an output of & input to the IT Strategy (‗living‘) 3. Technical architecture seen as fundamental to operations; Information architecture sold as critical for ‗business process innovation‘ 4. Current state architecture developed 5. Future state, including roadmap & detailed directions statement (for each area) 6. Information architecture for core processes only (not a full business process map with data & information mapped)
  • 39. TA: FUTURE STATE Applications Platform & Environment Hardware, Devices & Systems Software Network Management & Control Business Applications
  • 40. Page 40 TA: FUTURE STATE
  • 41. INFORMATION ARCHITECTURE Page 41 • Business Process Innovation • BPI – new way of thinking about IA & BPA • IA is notorious for being ‗all-consuming‘ & can be seen as not delivering any value to the Firm • Targeted, key business process innovation only • Comprehensive process mapping required; identifying data relationships & re-engineering / automation opportunities • May undertake a network analysis • Examples of key processes mapped & to be automated - Client engagement & independence process - Staff on & off-boarding - Client standard reports
  • 42. Key ea lessons: EA can be built over time Choose a simple EA framework Current & future states are important Defining core business processes is a critical part of understanding how IT can deliver value – operationally & for clients. Otherwise, it can be ‗hit & miss‘! Page 42
  • 43. Business Architecture Building an ICT Strategy and Architecture
  • 44. Business Architecture Viewpoint Defined • The business context of the enterprise architecture is the articulation of the business strategy and its implications • The business context also articulates external "environmental" trends (such as regulatory requirements, market trends or technology trends) that influence the enterprise architecture • The business context informs the subsequent architecture work and ensures alignment of the architecture with the business strategy Page 44
  • 45. Business Architecture Identifying Business Strategy• For the purposes of EA, there needs to be a consistent way of defining business strategy • Needs to apply to external as well as internal business lines • Ideally, the business will have a consistent way of defining strategy • Needs to be actionable and measureable • Needs to relate the ends (goals, interests, and objectives) to the limited resources available • Needs to help set priorities in light of resource constraints • Needs to provide understanding of how resources can be organized and employed For most firms, this isn’t available in a way that quickly translates to use in EA Page 45
  • 46. Business Architecture Creating a Business Strategy Template Page 46
  • 47. Questions? Building an ICT Strategy and Architecture
  • 48. Additional Reference Material ―Framework-less‖ view of EA as Strategy
  • 49. Selling Enterprise Architecture & Strategy Building an ICT Strategy and Architecture
  • 50. Selling Enterprise Architecture & Strategy Recommendations • ―Build‖ the business architecture • Time-box the build Four to six weeks Most of that time is spent socializing and validating the components • Involve the business – Creation is best, validation is OK The business has to have some ownership Validate early and often • Don't give up if the business doesn't want to engage Try a less formal process, but make sure the business strategy is represented Page 50
  • 51. Where Should you Start? Enterprise Architecture as Strategy Running IT Like a Business ―An enterprise architecture is critical for building a foundation for execution because it maps out important processes, data, and technology, enabling desired levels of integration and standardization.‖ ―Successful implementation of each stage of an enterprise architecture generates new or expanded technology and business benefits.‖ Page 92, Enterprise Architecture As Strategy Ross, Weill & Robertson Harvard Business School Press, 2006 Page 51
  • 52. Enterprise Architecture as Strategy Running IT Like a BusinessBenefits of Enterprise Architecture Evident in five areas: • Reduced IT Costs • Increased IT Responsiveness • Improved Risk Management • Increased Managerial Satisfaction • Strategic Business Outcomes • While the benefits thus far have been bottom line impacts, the most compelling need for enterprise architecture is to enable strategic business goals • Four important strategic outcomes from enterprise architecture: – Better Operational Excellence – More Customer Intimacy – Greater Product Leadership – More Strategic Agility Enterprise Architecture As Strategy, pp 92-100, Ross, Weill & Robertson, Harvard Business School Press, 2006 Page 52
  • 53. Enterprise Architecture as Strategy Information & Data Management Page 53
  • 54. Enterprise Architecture as Strategy Strategic Architecture mapped to Continuum Page 54
  • 55. Questions?
  • 56. Thank you! ENG. NIKOLA TERZIEV, CISA Mobile: + 359 882 497 006 n.terziev@bdo.bg BDO Bulgaria Ltd. 51b, Bulgaria Bld. fl.4 1404 Sofia / BULGARIA Telephones: + 359 2 421 06 57 + 359 2 421 06 58 + 359 2 421 06 59 Fax: + 359 2 421 06 55 Web: www.bdo.bg BDO Bulgaria OOD, a Bulgarian Limited Liability Company, is a member of BDO International Limited, a UK company limited by guarantee, and forms part of the international BDO network of independent member firms. BDO is the brand name for the BDO network and for each of the BDO Member Firms