Indranil Guha, Head of IT Infrastructure at Commercial Bank of Dubai - Agile IT right architecture and simplicity to gain competitive advantage
Indranil Guha22nd April 2013AGILE ITRIGHT ARCHITECTURE AND SIMPLICITY TO GAIN COMPETITIVEADVANTAGE
Sluggish & Traditional IT Complex Architecture and Design Tightly Coupled System and their Functionalities Too Many Silos, Proprietary Protocols & Interfaces Complex & Expensive to Sustain and Upgrade Availability ? Reliability ? Maintainability ? Performance Issues? Slow Troubleshooting? Lacks Automation, Process Orientation & Controls Human Resource Intensive & Intense Dependencies Poor Cost Benefit Ratios High Turn-Around Times
Agile and Efficient IT Supple and Quick to Deliver Strategically Aligned – IT Strategic & Tactical Plans Master & Blue-Printed Architecture Modular and Loosely Coupled Process Oriented, Workflow Based & Automated Simplicity & Security is well Embedded Well Thought of and Right Combination of: Physical vs. Virtual Insourced vs. Outsourced On Premise vs. Cloud (Private, Public or Hybrid) Training, Up-Skilling, Succession Planning This IT - THINKS DIFFERENTLY !!
31st Things 1st - Thought Transformation COMMUNICATION: Does the FULL IT TEAM know yourvision? ALIGNMENT: Do you think you are well understood? BELIEF: Do they believe in your Vision & Roadmap? Clear ROADMAP & Measurable BENEFITS? QUICK WINS vs LONG-TERM GAINS SHARE & REJOICE SUCCESS REWARD: Change Agents & Key Drivers Identify TACTICAL & TECHNICAL CHAMPIONS Create MASSENGERS of the new era
4Architectural RevampConceptPoCRFPSelectionProjectSign-OffCoreArchitectureTeam(CAT?) Form a Core Architecture Team Architect Systems in-line with the BIGPICTURE But Design Loosely Coupled Subsystems &Functions A Well-Defined & Mature SDLC Embed the Essential Components in EverySubsystems• Security• Resilience• High-Availability & DR• Error Handling• Monitoring Capability• Elasticity• Logging for troubleshooting – Time-StampingEnsure That This Team VisualizesFunctionalities(not Servers, Databases & Applications)
6Strategic PlanINPUTS Corporate Strategy Business Plans Business Targets Security & Threat Landscape Risk & Compliance Requirements Application Systems Robustness & Ability to Deliver Value Degree of Current Automation & STP (Straight-Through-Processing) Budgets & IT CostsIT STRATEGY 3~5 Years How IT will support the business in Agility, Innovation & Growth IT Architecture – Internet, Extranet, Intranet, Security & Application Systems – Keep, Upgrade, Replace Integrate via Middleware – Avoid Point-to-Point Infrastructure (Security, Network, Servers & Storage) Resilience & DR Capabilities Governance, Risk & Compliance Process, Quality & Certifications Skills Matrix, Training & Succession Planning IT Career Path
7Tactical PlanTACTICAL PLAN – This Year & Next Cover Holistic View of People, Process & Technology Key Initiatives/Projects Showing Current Pains & Expected Benefits Investment Dashboard Quarterly Breakdown of Investment Plan
8Policies, Processes, Work Instructions ….IT Asset Lifecycle – IMAC-D Distinguish Between:• Policies• Processes• Work Instructions• Checklists• Guidelines Policies Are Clear, Concise, Unambiguous & Addresses IMAC-D Processes Exists for all Routine & Operational Activities Work Instructions & Checklists are equally important Apply PDCA approach for Continuous Improvement
10IT GovernanceRegulatoryAuthoritiesBusinessPlansOutside&InsideSecurityThreatsRisk&ComplianceSecurityFrameworks &PoliciesICTInitiativesEffective IT Governance: Corporate-wide Accountability – Ensuring Accountability of all Stakeholders Enterprise Architecture – Predict & Architect; Reengineer (if needed) Risk & Compliance (Cloud related policies too….) – Policies. Roles (Who DoesWhat). Govern & Comply!IT Governance
11Decision Making – To Spark Your Thoughts …..• Is this Service Related To Your CoreCompetencies? – If Not, Think….• What Is the Cost & Effort to Provide ThisService? - If Substantial or EvenConsiderable, Work Out the ROIs & TCOs….• Is A Cloud Service Available? – Locally, Inthe Region, Distant….• Are There Any Governing Policies/LawsThat Inhibits? – Within Your Org or Local• If Indicators Are Favorable - Go
12IT as a Service & Charge-Back to BusinessIT Services & Service Catalog Ensure to have all IT Service Delivery Processes well Documented Have all Services Listed Create an User Friendly IT Service Catalog with Service Costing See which Services can be offered as a Self-Service Have an SLA signed with the Business Have relevant Under-pinning Contracts Service Pre-requisites & Timelines - SLA Generate Service-Reports by Department, by User etc. Charge-Back the Business for the Services OfferedEnsure to Have the Services Delivered Efficiently and Cost Effectively
13Maturity Models & CertificationsIT Maturity – Evolve your IT Reactive – Business decides; IT is Instructed to Fulfill Collaborative & Proactive – IT is involved with Business Predictive & Influential – IT predicts & influences Business Service Oriented & Well Orchestrated – Agile IT IT Costs are Charged-Back – IT has to be CompetitiveFrameworks, Capability & Quality Certifications COBIT CMMI ITIL ISO – 20000, 27001, 10002High Performance Delivered & Accredited !!