En Portfolio Caps 2009


Published on

Architecture and Performances Management on ERP, CRM, HRM, SCM and BI solutions

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

En Portfolio Caps 2009

  1. 1. Overview on CAPS offer<br />Consulting in Architecture & Solutions Performance<br />Patrick Saint-Jean<br />+33<br />+33<br />Patrick.saint.jean@logica.com<br />Senior Manager <br />Business Team leader<br />Yazid Beniddir<br />Gilles Angot<br />+33<br />+33<br />Yazid.beniddir@logica.com<br />+33<br />+33<br />Gilles.angot@logica.com<br />Senior Manager <br />HRM Activity leader<br />Senior Manager <br />CRM/BI/SCM Activity leader<br />
  2. 2. No. 2<br />19 juillet 2009<br />Consulting in Architecture and Performance of Solutions (CAPS)<br /><ul><li>The Business Team strategicpositioning</li></ul>For more than 10 years, our specialties are wide and complex integration projects of main ERP, CRM, SCM, HRMand BI solutions on the technical architecture side.<br /> Our methodology is based on architecture frameworks, as TOGAF, were we build and enhance technological foundations to achieve solutions SLA in line with companies constraints, evolutions and strategies. In these contexts, we drive and boost technical performance of the systems, the computing production industrialization and their deployment.<br /><ul><li>Offers
  3. 3. Architecture overview: audit of the As Is and progress plan of the software packages technical architectures.
  4. 4. Architecture design and model: technical base definition to manage software packages and support project team in integration stage.
  5. 5. International deployment: technical core model definition and deployment processes industrialization.
  6. 6. Production governance: model definition and solution exploitation industrialization
  7. 7. Change management: technical and version upgrade of wide solutions.
  8. 8. Main Clients
  9. 9. Natixis, AGF, Airbus, la Poste, Géodis, Poweo, EDF, GDF-Suez, Areva, SFR, France Télécom, Bouygues Télécom, Ministère de l’Education Nationale, Mairie de Paris
  10. 10. Emblematic references</li></ul>Natixis : Reengeneeringof the accounting core for the finance & international invest bank, in a European regulation context and a fusion. Based on Oracle PeopleSoft Enterprise solution, the mission was to define and realize a technical base suitable for support 500 simultaneous connections and manage the integration of 4 million accounting writing a day. The architecture framework deployment provided us knowledge to answer to these demands in details. As a result, it became a new standard for the client for all its new projects.<br />Portfolio CAPS<br />
  11. 11. No. 3<br />19 July 2009<br />The CAPS Business Team: Managers & Key Figures<br />40 consultants<br />10 managers<br />Revenue: 5.8M€<br />ERP: 2.1M€<br />HRM: 1.7M€<br />CRM: 1.8M€<br />BI/SCM: 0.2M€<br />Portfolio CAPS<br />
  12. 12. No. 4<br />19 juillet 2009<br />The Technical Architecture<br />The architecture has to be built as an answer to the company strategy and the trade stake.<br />It support fundamental levels of performance exigency: Performance, Robustness, Flexibility and Upgradability<br />Environmental & organizational practices adaptation: rationalization programs in the Information Systems impose internal standards and practices providing an easier appropriation of internal and external teams.<br />Portfolio CAPS<br />The Logicaarchitecture framework guarantees the whole technical integration building are realized in their functional ambitions.<br />The conceptual approach of the technical architecture is structured on the definition of strength Lines, which found the architecture dynamism.<br />The plurality of technical and functional problematic is treated trough autonomousbuildings unified in a technical core model.<br />Logica approach in models of architecture maturity, dissociates objectives supported by the solution and the imperative project, production necessities.<br />
  13. 13. No. 5<br />19 juillet 2009<br />The CAPS Meta Offers: Solution Architecture<br /><ul><li>To accompany the group on all wide integration projects, whatever is the software package environment, through a differentiating architecture method regarding competitors..</li></ul>Portfolio CAPS<br />Preliminary<br />Progress Plan<br />Migration<br />International<br />Deployment<br />Complex <br />Integrations<br />Architecture <br />Conception<br />
  14. 14. No. 6<br />19 juillet 2009<br />To guarantee performance engagements in the building of an information system, whatever is the complexity<br />The CAPS Meta Offers: the Continuous Technical Performance<br />Portfolio CAPS<br /><ul><li> Technical accompaniment of the functional workshops
  15. 15. Identification of strength lines
  16. 16. DAT & Dimensioning hardware
  17. 17. Applicative optimization
  18. 18. Technical pre-optimization
  19. 19. Define pertinent performance indicators
  20. 20. Tools/Measures on the indicators
  21. 21. Publishing and historising performances
  22. 22. Predictive Analysis and capacity planning
  23. 23. Trade scenarios identification, and benchmark
  24. 24. Fictive data generation
  25. 25. Performance tests industrialization
  26. 26. Load tests in step
  27. 27. Performance referential construction</li></li></ul><li>No. 7<br />19 July 2009<br />Portfolio CAPS<br />Solution Architecture<br /><ul><li> Progress Plan
  28. 28. Architecture Conception
  29. 29. Complex integration of solutions
  30. 30. International deployment
  31. 31. Migrations</li></li></ul><li>No. 8<br />19 July 2009<br />Portfolio CAPS<br />Logica Architecture Framework<br />The LMC technical architecture approach on major solution integration projects is founded on famous architecture frameworks, enriched by IT Service Management measures for organizational, configuration management and industrialization areas.<br /><ul><li>Foundations of the architecture are issued from standardization IS programs, observed through trade stakes.
  32. 32. This iterative procedure is applied to the whole life cycle of the software solution, which first step is the building of a technical core model.
  33. 33. Huge evolutions are treated as a coherent and industrialized matter, through a controlled evolution of this core model.</li></li></ul><li>No. 9<br />19 July 2009<br />Logica Architecture Framework<br /><ul><li>Roles identification
  34. 34. Technological standards and norms understanding
  35. 35. Global shared services understanding
  36. 36. Current technical overhaul programs, their maturity level and their scheduling identification
  37. 37. Technical and production organizational processes analysis
  38. 38. Perimeter, stake and company objects definition
  39. 39. Geographical and organizational structure definition
  40. 40. Trade objects and requirements formalization
  41. 41. Trade processes, functions and services listing
  42. 42. Organizational change
  43. 43. Skill transfer
  44. 44. Technological referential formalization
  45. 45. Applicative modeling
  46. 46. Stream modeling
  47. 47. Processes modeling
  48. 48. Service library identification
  49. 49. Performance tests
  50. 50. Robustness tests
  51. 51. Intrusion tests
  52. 52. Hardware & software technical infrastructure identification
  53. 53. System, network and middleware mean identification
  54. 54. Lacks and weaknesses identification for major retained scenarios
  55. 55. Palliative solutions identification and impact analysis
  56. 56. Implementation project follow-up
  57. 57. Perimeter adjustment
  58. 58. Planning adjustment
  59. 59. Configuration management
  60. 60. Deliverable management
  61. 61. Impact survey on the Information System and other connate projects.
  62. 62. Projects prioritization & scheduling
  63. 63. Loads and costs finalization
  64. 64. Schedule implementation planning setup</li></ul>Portfolio CAPS<br />
  65. 65. No. 10<br />19 July 2009<br />Throughprinciples of governance and security, conception of a technical core model is based on : <br />The applicative architecture,<br />the interoperability, and the accessibility,<br />The infrastructure architecture.<br />The architecture is piloted by the group strategy ambition:<br />Practices and tools convergence, <br />Referential & common services unification,<br />Cost rationalization by industrialization of the exploiting devices.<br />Constitution of operational support centers<br />Local specificities are analyzed to measure their impact on the global architecture:<br />Development: type and developing scale<br />Respect of the eco-systems: suppliers, customers, competition and market.<br />Behavior: load peaks, holidays<br />Technical deployment capacity<br />Skills and industrialization level.<br /><ul><li>The architecture strength lines are established as follows: :
  66. 66. Central Architecture, activity continuity plan and local access means,
  67. 67. Architectures in continental Data-Centers, or by subsidiaries, consolidation and data replication processes,
  68. 68. Architecture, offshore, interoperability, consolidation and local competence management processes.</li></ul>Architecture Strength Lines<br />Portfolio CAPS<br />
  69. 69. No. 11<br />19 July 2009<br />Maturity Models of a Technical Architecture<br />In order to dread the architecture solution in all its dimensions in production, LMC has defined an approach base on 3 observable levels.<br />Portfolio CAPS<br />
  70. 70. No. 12<br />19 July 2009<br />Design of a Technical Architecture<br />Line infrastructure on business<br /><ul><li>To transform key business needs into structuring technical constraints.
  71. 71. To integrate company norms and standards.
  72. 72. To identify strength, alternatives and make the arbitration easier.
  73. 73. Bests practices and experience return.</li></ul>Industrialize production process<br />Build the Technical Core Model<br /><ul><li>To make converge performance, scalability, reliability, availability and security works.
  74. 74. To formalize a configuration management and a industrial management of the applicative environments.
  75. 75. To define exploitation organization
  76. 76. To constitute a n efficient technical support center.</li></ul>Rationalize resources <br />Take into account LOCALISATIONS<br /><ul><li>To identify technical resources needs to answer to the constraints exposed in Line (1) step.
  77. 77. To constitute a directory of shared services
  78. 78. To rationalize infrastructures
  79. 79. To make practices and technological tools converge.</li></ul>Portfolio CAPS<br />
  80. 80. No. 13<br />19 July 2009<br />Technical Accompaniment for Subsidiaries Deployment<br />To control the impact of successive deployments in subsidiaries of the applicative solution, in terms of QoS and stability, a building model for the architecture has been defined in 3 levels:<br />Setup of a Common Technical Base (STC):<br />Rationalization of the hardware infrastructure and of the shared services,<br />Integration of the applicative configuration management practices,<br />Setup of an architecture unifying optimization of the Total Possession Cost and preservation of local QoS.<br />Definition and setup of Technical Core Model instances (CMT):<br />Preservation of the trade core model,<br />Standardization of the approach and of the technologies<br />Rationalization of the costs and realization delays,<br /> Building of the production plan et governance<br />Subsidiaries deployment pack (PDF):<br />Pick-up charge of localizations,<br />Production plan adjustments.<br />Portfolio CAPS<br />
  81. 81. No. 14<br />19 July 2009<br />The Subsidiaries Deployment Pack contains the whole elements to guarantee a quick and secure deployment for each new subsidiary.<br />It is composed of the following elements:<br />A cartography of the final user computers, printers and required updates (hardware and software) to guarantee a local performance level,<br />The needs analysis in terms of bandwidth and upgrades – locally and globally-, <br />An applicative security at two levels: a security level for the entire subsidiaries group of a CMT instance, and a second level dedicated to the each subsidiary.<br />An exhaustive list of configurations, data and specific objects for the subsidiary, beyond the functional core model,<br />The organization in terms of treatment capacity (batch files, parallelization level),<br />The management of data restoration and interfaces,<br />The batch production plan of the subsidiary and its impact on the BPP on the CMT instance it refers to,<br />The scheduling of the jobs needs by the subsidiary deployment, in adequacy with the global planning of the deployment project.<br />Technical Accompaniment for Subsidiaries Deployment<br />Portfolio CAPS<br />
  82. 82. No. 15<br />19 July 2009<br />Portfolio CAPS<br />Solution Architecture<br />The Continuous Technical Performance<br />
  83. 83. No. 16<br />19 July 2009<br />The Technical Performance Continues<br />The systems performance is a continuous process which traverse each project and continues in production<br />3 main steps can be distinguished, which key points are:<br />Portfolio CAPS<br />
  84. 84. No. 17<br />19 July 2009<br />The technical configuration of the production system has to be qualified in upstream from all release of an evolution that can potentially impact the system performance.<br />This qualification step must be industrialized through an automated process called « Performance Benchmark ». This iterative process can be split up into 4 main steps:<br />The Technical Performance Continues, focus on the Test Manufacture<br />Portfolio CAPS<br />
  85. 85. No. 18<br />19 July 2009<br />Portfolio CAPS<br />Solution Architecture<br />Main References<br />
  86. 86. Major References<br />No. 19<br />Portfolio CAPS<br />
  87. 87. No. 20<br />Major References<br />Portfolio CAPS<br />
  88. 88. No. 21<br />Références majeures<br />Portfolio CAPS<br />
  89. 89. No. 22<br />19 July 2009<br />Portfolio CAPS<br />Solution Architecture<br />Offers cards<br />
  90. 90. No. 23<br />19 juillet 2009<br />Description Offer Card<br />Portfolio CAPS<br />
  91. 91. No. 24<br />19 juillet 2009<br />Description Offer Card<br />Portfolio CAPS<br />
  92. 92. No. 25<br />19 juillet 2009<br />Description Offer Card<br />Portfolio CAPS<br />
  93. 93. No. 26<br />19 juillet 2009<br />Description Offer Card<br />Portfolio CAPS<br />
  94. 94. No. 27<br />19 juillet 2009<br />Description Offer Card<br />Portfolio CAPS<br />
  95. 95. No. 28<br />19 juillet 2009<br />Description Offer Card<br />Portfolio CAPS<br />