Tools for SIAM - Portfolio management

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  • Each of these transformations will take place in an existing IT environment which is business critical and developed since decades. To successfully design and implement new services and technologies to become a digital enterprise requires a structured approach and comprehensive knowledge about:What is already there and where is it?Who is consuming what services?Which dependencies needs to be considered?What can be replaced?What needs to be integrated?Where do we want to go?What is our roadmap and Transformation plan?What is the required budget and business case?To ensure doing the right things and doing the right things right Software AG’s SIAM solution offers guidance on the journey towards becoming a digital enterprise.
  • Tools for SIAM - Portfolio management

    1. 1. ©2013 Software AG. All rights reserved. SIAM Workshop Tools for SIAM Conrad Langhammer
    2. 2. ©2013 Software AG. All rights reserved. For internal use only2 | The Challenges of implementing SIAM • Lack of transparency – who is delivering what and how? • Poor contract negotiation position due to lack of in-house knowledge • Poor visibility into risk and dependencies (impact) • Where do we want to go (Target state)? • How do we get there? • Difficult to ensure suppliers follow your service integration process (Governance) • Performance difficult to measure • Complexity in collaboration across multiple SIs
    3. 3. ©2013 Software AG. All rights reserved. For internal use only3 | Define Transformation Plan Analyze additional demand and change requests Create High Level Business Case / Value Realization Plan Define Initiatives and Develop Transition Plans (releases) Prioritize and confirm with stakeholders Process Collaboration Analyze Current State Design Target State Setup Program Goals Define and break down Capability Map Analyze business strategy (goals and measures) Align strategy and capabilities Define metrics and portfolios Evaluate and prioritize Capabilities (as-is and to- be) Define high level as-is IT Inventory Map applications to Capability Map Analyze Business Service portfolio (health check) Establish E2E View business service, Application, infrastructure SI Define as-is Processes Capture as-is Risks Define detailed as-is IT landscape for identified pain points Design and assess implementation alternatives Derive to-be IT landscape. Define to-be Processes Capture to-be Risks Risk/Regulatory Controls Understand business context & priorities Identify opportunity areas Define long term vision Derive roadmap and implementation plan Track & Adjust Establish governance processes & structures Integrate new demands Track changes of implementation plan & IT roadmap Adjust IT strategy and transition plan Re-prioritize projects and demands Initiate Digitisation Digital Transformation Process and IT Portfolio Evolution SAG proven methodology implementing SIAM
    4. 4. ©2013 Software AG. All rights reserved. For internal use only4 | Disaggregation of the Business Capability Map Sample Questions • What does the business capability Map look like? • What Business Services support my Business Capabilities? • What are the most critical Business Services for innovation? Business Capabilities Hierarchies Business Services perceived as „not fit for purpose“ Business Services supporting selected capability
    5. 5. ©2013 Software AG. All rights reserved. For internal use only5 | Analyze Business Strategy and link to Capabilities Sample Questions • Deduct from the Business Strategy the IT Strategy/Goals & Objectives • What business capabilities are most important to support the Business and It Strategy? • Measure and Monitor KPI`s? Break down Business Strategy Understand and monitor inflight or planned projects supporting the initiative Reveal Business Capabilities impacted by the selected Goal
    6. 6. ©2013 Software AG. All rights reserved. For internal use only6 | Define high level as-is IT Inventory Sample questions • Which Business Capabilities are critical? • Which Business Capabilities/Services have the biggest need for Action? • What are planned vs. actual ICT Service Costs? reveal ICT costs by the size of the capability color codes for strategic relevance or customer perception of capability Opex / Capex ratio over time Application Burn Rate over years
    7. 7. ©2013 Software AG. All rights reserved. For internal use only7 | Drill in for into Business Capabilities and Services Sample questions • Which Business Capabilities are Fit for pupose? • Which Business Capabilities/Services we have to innovate? • What is the Cost Benefit ratio of my Business Capabilities/Services? Assess and monitor KPI´s for Business Capabilities Understand related ICT Cost of Capabilities Understand and monitor inflight or planned programs/projects affecting selected capability
    8. 8. ©2013 Software AG. All rights reserved. For internal use only8 | Applications mapped to Business services Sample questions • Which Business Services are supporting selected Capability? • How good is my ICT support? • What are the business demands toward this capability/business services? Business services Compare the applications based on pre-defined KPIs Applications providing business services Understand demands to selected Capability /Business services
    9. 9. ©2013 Software AG. All rights reserved. For internal use only9 | Drill in to gain visibility about selected Application Sample questions • Which other Applications /Services rely on selested Application? • What are the technical Services my Application rely on? • What are costs related to the Application who is using the Application services? Technologies/ Platforms services required by Application Usage of Application within the Organization Integration to Apps/Services OPEX/CAPEX related to Application
    10. 10. ©2013 Software AG. All rights reserved. For internal use only10 | Functional Decomposition of Application Services Sample questions • Which other Applications /Services rely on selested Application? • What are the technical Services my Application rely on? • What are costs related to the Application who is using the Application services? Technologies/ Platforms services required by Application Color code reveals disaggregation of application service into different technical services
    11. 11. ©2013 Software AG. All rights reserved. For internal use only11 | Application Analysis – Costs & Contracts Sample Questions • How high are operational expenses for an application? • Do costs increase or decrease over time? • What contracts are currently relevant for this application? How long are they still running? Application costs over time Related contracts tof selected Application
    12. 12. ©2013 Software AG. All rights reserved. For internal use only12 | Analyze Technical Service Portfolio Sample Questions • What are used Technologies/technica l Services in our Organization? • What has been defined as Standard? • Which Technologies are End of Life? • Who provides the Technologies? • Which technologies are being used the most? Analysis of Technologies Map to identify wwaht is used for what purpose and what are the KPI´s related to that service Usage analysis
    13. 13. ©2013 Software AG. All rights reserved. For internal use only13 | Understand Technical Services Sample Questions • What does my service catalog look like? • Which provider is responsible for particulat service • What are the dependencies to other Services Technical service catalog Technologies bundeld in Platform Responsibilities for selected Technical Service/Platform
    14. 14. ©2013 Software AG. All rights reserved. For internal use only14 | Disaggregation of the Business Capability Map Sample Questions • Which applications (blue) support which parts of the organisation (yellow) for which processes (green) • Are there areas of missing IT support – “White spots”? Which applications are provided by which SI (color code)? Business Unit Capability or Process Color indicates providing SI Current IT Support for Business
    15. 15. ©2013 Software AG. All rights reserved. For internal use only15 | Define Target State Sample Questions • What is the long-term Application Portfolio Road Map and what are the milestones to reach it? • What are the gaps between current situation and planned strategy? • Which Provider will support which Systems Compare different Strategy Scenarios IT Strategy (grey boxes) Current Support (blue boxes)
    16. 16. ©2013 Software AG. All rights reserved. For internal use only16 | Enterprise-wide migration overview Sample Questions • Which applications are part of a migration at what time? • What are the target applications and when will they be rolled out? Business Process Business Unit Planned migration with target date
    17. 17. ©2013 Software AG. All rights reserved. For internal use only17 | Define a project‘s AS-IS architecture Sample Questions • Which parts of my landscape are affected? • Which applications will be touched and in what lifecycle phase are those applications? • How are the relevant objects connected with each other? • How do the architectural objects currently support the business? Understand the current business support View the current landscape impacted by this project
    18. 18. ©2013 Software AG. All rights reserved. For internal use only18 | Define a project‘s TO-BE architecture Sample Questions • What are the changes that will be introduced during this project? • What will the TO-BE architecture look like? Review new solution applications (orange) and their planned interfaces in the existing landscape. Define the changes to be made to achieve the desired TO-BE architecture
    19. 19. ©2013 Software AG. All rights reserved. For internal use only19 | Analyze and prioritize your project portfolio Sample Questions • Which projects are highest priorities? • Is there enough budget for all the projects in the portfolio for this year and the following ones? • What are the projects’ timelines and milestones and how is the current performance? Timelines and milestones of projects in the portfolio Based on the ranking above - identify projects outside the spend limit Prioritise pojects in the portfolio based on predefined KPIs
    20. 20. ©2013 Software AG. All rights reserved. For internal use only20 | Compare different project scenarios Sample Questions • Which projects will be implemented in which scenarios? • What does a scenario mean in terms of financial or architectural impact? • Which scenario contributes most to the business strategy? • What are the architectural risks of a scenario? Direct comparison of the scenarios with predefined KPIs Understand the dependencies between projects within a scenario Projects that will be implemented in each scenario Comparison of the strategic impact

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