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All you need to know about OBASHI. …

All you need to know about OBASHI.

This article by Richard Rose, the lead OBASHI trainer at pearcemayfield not only serves as a brief about OBASHI but also illustrates, it's relevance, uses and reflects upon the problems that it can address in the day to day functioning of business.

We believe this is one of the better explanatory texts available on OBASHI.

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  • 1. A Japanese manufacturing technique? A Star Wars character? A martial art?OBASHI Intro V1.0 OBASHI® is a registered Trade Mark and is licensed to OBASHI Ltd
  • 2. No…it’s an acronym Ownership Business Process Application System Hardware Infrastructure
  • 3. What does all that mean?Defining who owns… …a specific business process… …that uses a particular application… …that requires a certain system software… …that runs on specified hardware… …that is attached to a piece of infrastructure.
  • 4. Oh…it’s just an IT configuration management system then?It is much broader than Why…that… • So that plant managers• OBASHI was born in the could visualise & oil & gas industry – NOT understand how & why the IT industry IT assets supported business services
  • 5. What’s the value in it? Aha!• Business • Therefore costing professionals could and valuing the flow understand the of data could be ‘dollar per second’ made universally value of dataflow applicable to flows through their of data in all sectors! business services
  • 6. Data Flow Analysis
  • 7. A methodology and way of thinking Used by… allowing you to develop a clear CEO, CFO, CIO, picture of how your business works Directors, Head of Strategy, Portfolio With clarity and vision Analyst, Business What? you can develop and Analysts, improve Infrastructure management & Who? Why?Programme/Project Managers OBASHI A visual map of How? Where? how the business Across the works; organisation…topthe assets needed When? to bottom…side to make it work; to side the inter- dependencies Whilst developing strategy andbetween the assets delivering programmes, projects and services
  • 8. What are the benefits? The ability to identify The ability to link waste ownership to your assets Process The ability to identifyThe ability to deliver latencyprogrammes moreeffectively Infrastructure Applications The ability toThe ability to specify Ownership deliver projectsdisaster recovery more efficientlymore accurately The ability to build The ability to deliver Hardware Systems service more robustly business continuity
  • 9. Where does it connect with existing methods? Portfolio, Programme Managing Successful and Project Offices Programmes P3O® MSP® OBASHI Projects in Controlled Information Technology Environments Infrastructure Library PRINCE2® ITIL®PRINCE2®, MSP® and ITIL® are Registered Trade Marks of the Office of Government Commerce in the United Kingdom and other countries. P3O® is a Registered Trade Mark of the Office of Government Commerce
  • 10. P3O® Business Layers How OBASHI can helpMain Board Strategic Organisational Decisions and Objectives Provides a coherent view of both the ‘big picture’ of the current &Portfolio Office agreed future business architecture & IT operations • Provides a benchmark against which to measure progressProgramme Office • Provides management understanding to support decisions • Provides goals to be written into job/role descriptions to allocate responsibilityProject Office • Supports identification of risk through ‘SPOF’ recognition • Monitoring progress to identify opportunities & gaps • Supports the Business Case process by identifying both BusinessBusiness as Usual & IT costs associated with the delivery • Provides the basis for Change Control
  • 11. MSP®Portfolio Programme OBASHI – Mandate Current & (Sponsoring Group) Future Managing the Tranches Identifying a Defining a Closing a Programme Programme Programme Delivering the CapabilityProgramme Realising the Benefits OBASHI – Develop the Blueprint OBASHI – Delivering the Capability – Start OBASHI –Project projects, Progress, Risks & Issues, Close Handover to projects Operations & Governance Realising the Benefits – Pre Transition, Transition PostBAU & Post Transition Programme
  • 12. PRINCE2® Project Mandate / OBASHI – Current & Future or Programme Blueprint Brief Directing a Project Managing a Managing Closing Starting Up a Initiating a Stage Controlling a Stage a Stage Controlling a Stage a Project Project Boundary Boundary Project Managing Product Delivery Managing Product Delivery B&IT diagrams help B&IT and B&IT and B&IT and Dataflow diagrams B&IT diagrams help define: Dataflow Dataflow help: define: • The Organisation diagrams help: diagrams help: • Authorise a Work package • The Who, Where, • The Approach • Refine the • Create the • Examine risks & issues What, When and • The Outline Business Next Stage • Monitor progress HowOBASHI Business Case Case Plan of product handover. • Prepare the • Update the Management Project Plan At premature close, B&IT and Dataflow diagrams Strategies and Business the unfinished help: • Create the Case products are mapped • Accept a Work package Project Plan to B&IT diagrams to • Examine risks & issues allow decisions on • Develop products their future. • Monitor progress
  • 13. ITIL® Portfolio/Business Lifecycle Define the Define Identify & Prioritise, organisation’s delivery scope optimise Deliver and track progress towards BAU goals, vision & approach programmes & confirm delivery of the portfolio values & KPIs & projects portfolio Progress towards delivering portfolio of change initiativesOBASHI Connectivity IT Service Lifecycle Service Service Service Service Design Strategy Transition Operation Continual Service Improvement OBASHI Develop Develop ‘big Develop ‘What if’ scenarios & agree future Develop Operations & detailed picture’ business architecture Blueprint Governance diagrams OBASHI Business Knowledge
  • 14. Who has used it?What were the results?
  • 15. Category: Oil & GasThe Problem• Legacy systems complexity introducing vulnerabilities• Inability to perform risk assessment• Prioritisation of spend (£15 million annual budget)How OBASHI helped• Highlighting areas of consolidation – £40K annual Hardware & Software SLA cancelled• Delineation of Information flows• Coordination of Projects and IT support Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
  • 16. Category: Public Sector - 1The Problem• Board decided to outsource IT – 10 year / £20 m contract – staff about to be TUPE’d over• Relocation of Corporate HQ• Multiple & conflicting asset registersHow OBASHI helped• Logical or Physical map created – The Big Picture – £20m Outsourcing Contract cancelled• Relocation planned & executed more efficiently• 33% more (repeat 1/3 more) assets discovered Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
  • 17. Category: Public Sector - 2The Problem• New IT budget request to Board every month• No visibility of IT Assets and resources• Recurring Department outageHow OBASHI helped• The Big Picture – Stakeholder visibility - evidence of spend• OBASHI Layers created Asset register that highlighted – 1 piece of infrastructure for every 5 pieces of hardware – No manufacture support for Infrastructure• Environmental Health -Impact analysis found root cause Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
  • 18. Category: UtilitiesThe Problem• No documentation for the Meter to Bill Process• Disaster recovery plan inadequate – Government legislation• Lack of clarity and communication across silosHow OBASHI Helped• Created The Big Picture showing dataflow from Meter to Bill – replaced an A4 PowerPoint diagram and spreadsheet• Identified the priority of recovery for key assets – Police, Health Service, Government• Aid for communication across departments Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
  • 19. Category: Financial ServicesThe Problem• Traders require information before competitors• Manually intensive process to complete transactions• Bank acquisition during financial crisisHow OBASHI helped• A framework for superimposing information – Visualising Dataflows and superimposing Latency values• Identification of flow constraints for STP• Basis for regulatory compliance Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
  • 20. Category: ManufacturingThe Problem• Company demerger and system demarcation required – No visibility of critical dataflows or their values (Customs and Excise) – Support contracts needed to be separated• Requirement for ISO2000 compliance• Reliance on key individuals in third party companiesHow OBASHI helped• New company Big Picture – Identified dataflow worth £10m/day – Two contracts for same SAP system identified• Provide management structure for compliance• Creation of a Business Knowledge Base Reproduced with kind permission of Fergus Cloughley, OBASHI Ltd
  • 21. Your next steps with OBASHIto talk about training or consultancy support - call us now on 01235 227252, or - email Richard at richard.rose@pearcemayfield.com