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Strategi og retning for Microsofts applikasjonsplattform

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  • 05/06/10 09:27 ©2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. Alliance Partner Summit, April 5-7, 2006
  • © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • 05/06/10 09:27 ©2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. US Strategy Days 2006
  • 05/06/10 09:27 ©2006 Microsoft Corporation. Microsoft Confidential, do not distribute US Strategy Days 2006
  • © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.
  • Transcript

    • 1.
      • Jon Jahren
      • Produktsjef Applikasjonsplattform
      • [email_address]
      Strategi og retning for Microsofts applikasjonsplattform
    • 2.
        • Launch of SQL Server 2005 Visual Studio 2005 and BizTalk Server 2006 was successful, the products are rock solid!
        • Microsoft needs to broaden the Application Platform story to compete more effectively in the enterprise and boost growth
          • Define Microsoft’s vision and value prop across the platform
        • Help customers map their current stage of infrastructure readiness & plan the path forward to improve their systems
    • 3. What are the goals of APIO? Build connected, adaptable systems that align IT with business goals and provide better business choice and value to customers. Increase customer satisfaction and platform “stickiness” by emphasizing that customer capability is Microsoft’s concern—it’s more than just selling products. Increase upsell/cross-sell opportunities. Increase user adoption by having a flexible and agile application platform.
    • 4. What Is Infrastructure Optimization?
      • Four-stage model to describe levels of infrastructure efficiency (basic to dynamic) across infrastructure
        • Core model based on industry analyst efforts, MIT Center for Information Systems Research (CISR), and Microsoft experience
        • Highly successful with enterprise customers over the last year
        • In pilot with midsize customers and partners
        • Model being extended to encompass business productivity and application platform infrastructures
      • The model:
        • Consists of capability descriptions across the continuum (technology agnostic)
        • Includes people, process, and technology
      • Key benefits of the model:
        • Helps customers solve the 70/30 problem (i.e. manage complexity, achieve agility)  Drives lower total cost of ownership (TCO) for IT infrastructure
        • Helps center the customer conversation on a blueprint for infrastructure success and realize the value of IT investments
        • Maps the technology roadmap to the customer’s needs
        • Helps increase security and lower risk
        • Helps drive infrastructure as a strategic asset
      • It’s the Microsoft glue for our people-ready business message and Microsoft solutions
    • 5. Infrastructure Optimization Model Value Cost Center Uncoordinated, manual infrastructure; knowledge not captured More Efficient Cost Center Managed IT infrastructure with limited automation and knowledge capture Managed and consolidated IT infrastructure with extensive automation; knowledge captured and re-used Fully automated management; dynamic resource usage; business- linked service level agreements (SLAs); knowledge capture and use automated Business Enabler Strategic Asset
    • 6. Provides Partners with a Common Way to Be in Synch with Microsoft and the Customer Agenda Provides Customer a Way to Bridge Gap between Business and IT App Platform Business Productivity Core Infrastructure
    • 7. Application Platform Infrastructure Optimization Model
      • Client Technologies
      • Designer
      • Development Platform
      • Software Development Life Cycle (SDLC)
      • Custom Applications
      • Data Warehousing
      • Reporting & Analysis
      • Performance Management
      • Custom Line-of-Business (LOB) – Data Infrastructure
      • Independent Software Vendor (ISV) LOB – Data Infrastructure
      • Relational Data Warehouse
      • Architecture/ Development Methodology
      • Integration
      • Process
      • Business-to-Business (B2B)
      Business Intelligence Data Management SOA and Business Process Development User Experience
    • 8.  
    • 9. Networking Data, Mainframes Management UNIX Systems Integration Languages Applications Identity Legacy Hosts XML Web Services
    • 10. Move from ad hoc development on legacy systems to modern, team development and management throughout the ALM Move from managing disparate data silos to a scalable, integrated data management platform Move from disconnected applications and services to SOA and adaptive business processes Move from data silos and manual analysis to real-time and closed loop analysis Move from no UX awareness to proactive collaboration of design and development
    • 11. Application Platform Infrastructure Optimization User Experience
      • No thoughts about UX as a process within Application Development
      • Recognizes that UX exists as a separate design discipline within Application Development
      • Plans to build UX into future products
      • Has already made initial investments in UX with positive results
      • Regards UX as a make-or-break element of application development
      • Not aware/ doesn’t think that UX applies to their company/industry
      • Sees no value in UX design early in development process; Poor UX found at User Acceptance or after release, may not be addressed
      • Measures UX quality during development process; Takes corrective action for poor UX during development
      • Interested in measuring ROI of UX investments including User Effectiveness, User Satisfaction and Quality of Decisions
      • Sole focus on "functional" capabilities of applications; Just making processes and infrastructure work; No identifiable UX design
      • Reactive UX design work only in response to poor user feedback; UX not considered proactively at requirements definition; No UX skills on team
      • Application Development team includes internal design resources or external agencies; At least one functional role within the team is dedicated to UX design
      • Actively developing applications using a process, tools and platform with integrated UX capablilities; Dedicated UX functions
      User Experience
    • 12. Application Platform Infrastructure Optimization Business Intelligence
      • Manually entered KPIs and static documents to track performance
      • Static decentralized and highly IT dependent reports (several reporting tools)
      • Standalone spreadsheet based analysis
      • Data silos for analysis and reporting, Hand-coding ETL
      • Departmental scorecards where KPI sourced from database
      • IT driven Parameterized reporting from defined data sources
      • Analytical tool connecting to subject-oriented data
      • Basic ETL packages to load subject/ functional datamart
      • Strategy driven enterprise wide scorecards
      • Automated tools for budgeting, planning, forecasting
      • User-driven report building, definition, scheduling and subscription
      • Wizard-based publishing of data from front-end analytical applications and Web-based interactive analysis
      • Centralized and managed data warehouse
      • Automated ETL design, implementation and maintenance
      • Business Intelligence or Business Activity Monitoring within business process automation (Embedded reporting, BAM, Master data management)
      • Richer visualization
      • Predictive analytics
      Business Intelligence
    • 13. Application Platform Infrastructure Optimization SOA and Business Process
      • Architectural plans are app centric and reactive
      • No resuse of web services - or use of basic XML without services approach
      • Has architectural mindset & roadmap aroud services & processes (but not enterprise-wide) - and without full time staff
      • Some methodology for some services consumed & exposed
      • Established architecture discpline & full-time staff; use standardized packaged integration/process software
      • Established development methodology for SOA & Services, can manage increasing numbers of Services
      • Fully mature Enterprise-wide use of SOA & process abstraction
      • Capable of aggregating Services and extending their use beyond its own firewall or org boundaries; Meet SLA of services (security, availability)
      • Systems & Applications exist in islands of isolation; need for integration not prirotized or seen as too costly
      • Mostly Point to Point EAI solutions; no enterprise-wide integration
      • Has an enterprise architeture for integration (ESB, EAI, B2B); Use standardized packaged integration solutions; Enterprise-wide core processes integrated
      • Fully integrated cross-enterprise processes; EAI is services based & built on industry patterns; can quickly integrate new applications & standards
      • Little process/workflow automation outside those locked within standalone application; rely on manual workaronds for process across-applications & people
      • Automate repetitive task (replacing manual paper); some departmental processes that span multiple applications
      • All core biz process automated; process activities monitored; some stanadlone process have externalized rules
      • Process abstraction provides dynamic versioning, control, updating, redeploying, workloads adaptability; Workflows automated and have end-to-end visiblity
      • B2B bsaed on phone/fax, manual entry, or hard-coded workarounds
      • Proprietary (one-off trading-partner specific or compliant) B2B integration or reliance on VAN
      • B2B solution versatile to handle multiple standards (XML, X12, EDIFACT) & multiple trading partners integration & management
      • B2B integrated across firewall into collaborative processes/workflows; B2B has agile capabilty for trading partner management and rules changes
      SOA and Business Process
    • 14. Application Platform Infrastructure Optimization Data Management
      • Siloed & Inflexible Data Services
      • Database management with limited development support through server side constraints & triggers
      • Simple single tier applications
      • Standardized Data Services
      • Applications conform to pre-defined data standards and policies
      • DBAs provide preset, routine services
      • Integrated & Flexible Data Services
      • Flexible data tier delivers scalable, reliable and secure business information supports flexible application architectures
      • DBAs and application developers use common tools & methodologies
      • Dynamic Data Services
      • Real-time integration between disparate applications and ease of extensibility
      • DBAs and application developers use common collaboration tools and methodologies
      • Basic data recovery and auto tuning
      • Failover support with integrated management and security
      • Continuous availability reducing both planned and unplanned downtime
      • Policy based dynamic performance management
      • Siloed data marts
      • Data Marts leveraging common database management and performance tools
      • Enterprise data warehouses
      • Deliver holistic business view with high levels of performance and low management overhead from partitioning, star join, or parallel index operations
      • Real time data warehouse
      • Real time integration, availability, and management across data warehouse, operational data stores, reporting systems, and OLAP systems
      • Closed loop data warehouse
      • Drive actions to source systems based on business insight from data warehouse and business intelligence tools
      Data Management
    • 15. What A Partner Should Do….
      • Identify where your customers are in the Infrastructure Optimization Model (use profiling questions)
      • Identify highest impact options and prioritize projects by economic return
        • Quantify individual Best Practices
        • Perform TCO Studies or ROI analysis
      • Build a plan that maps to the customer’s business and their IT priorities
      • Work with Microsoft to help you get started
      • Drive joint pipeline management for all your customers = sales growth
      • Enablement
        • Leverage the July 2006 Infrastructure Optimization Partner Kit http://www.microsoftio.com
        • Attend IO Training Sessions being held at the regional and local levels
      Visit www.microsoft.com/io for more details
    • 16. Marketing Alignment of Product Campaigns to Customer Campaign Structure Optimize Your Application Platform Infrastructure
      • Product campaigns tie to application
      • platform infrastructure optimization:
      • Upgrade the Masses
      • Designer
      • Visual Studio Team System (VSTS)
      • Oracle Migration
      • Microsoft SQL Server™ 2005 Upgrade
      • Business Intelligence
      • Business-to-Business Integration/Business Process Automation

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