OBASHI Intro V1.0 OBASHI® is a registered Trade Mark and is licensed to OBASHI Ltd
A Japanese manufacturing technique?
A S...
No…it’s an acronym
Ownership
Business Process
Application
System
Hardware
Infrastructure
What does all that mean?
Defining who owns…
…a specific business process…
…that uses a particular application…
…that requi...
Oh…it’s just an IT configuration
management system then?
It is much broader than
that…
• OBASHI was born in the
oil & gas ...
What’s the value in it?
• Business
professionals could
understand the
‘dollar per second’
value of dataflow
through their
...
Data Flow Analysis
What?
Why?
Where?
When?
How?
Who?
OBASHI
A methodology and way of thinking
allowing you to develop a clear
picture of how ...
What are the benefits?
Ownership
Process
Applications
SystemsHardware
Infrastructure
The ability to link
ownership to your...
Where does it connect with existing
methods?
Portfolio, Programme
and Project Offices
P3O®
Managing Successful
Programmes
...
P3O®
Main Board
Portfolio Office
Programme Office
Project Office
Business as Usual
Strategic Organisational Decisions and ...
MSP®
(Sponsoring Group)
OBASHI –
Current &
Future
Programme
Mandate
Identifying a
Programme
Defining a
Programme
Managing ...
PRINCE2®
Starting Up a
Project
Project
Mandate /
Brief
OBASHI – Current & Future or Programme Blueprint
Initiating a
Proje...
ITIL®
IT Service Lifecycle
Service
Strategy
Service Design
Service
Transition
Service
Operation
Continual Service Improvem...
Who has used it?
What were the results?
Category:
Oil & Gas
The Problem
• Legacy systems complexity introducing vulnerabilities
• Inability to perform risk assess...
Category:
Public Sector - 1
The Problem
• Board decided to outsource IT
– 10 year / £20 m contract – staff about to be TUP...
Category:
Public Sector - 2
The Problem
• New IT budget request to Board every month
• No visibility of IT Assets and reso...
Category:
Utilities
The Problem
• No documentation for the Meter to Bill Process
• Disaster recovery plan inadequate – Gov...
Category:
Financial Services
The Problem
• Traders require information before competitors
• Manually intensive process to ...
Category:
Manufacturing
The Problem
• Company demerger and system demarcation required
– No visibility of critical dataflo...
Your next steps with OBASHI
to talk about training or consultancy support
- call us now on 01235 227252, or
- email Richar...
Upcoming SlideShare
Loading in …5
×

OBASHI

3,615 views

Published on

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.

OBASHI

  1. 1. OBASHI Intro V1.0 OBASHI® is a registered Trade Mark and is licensed to OBASHI Ltd A Japanese manufacturing technique? A Star Wars character? A martial art?
  2. 2. No…it’s an acronym Ownership Business Process Application System Hardware Infrastructure
  3. 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. 4. Oh…it’s just an IT configuration management system then? It is much broader than that… • OBASHI was born in the oil & gas industry – NOT the IT industry Why… • So that plant managers could visualise & understand how & why IT assets supported business services
  5. 5. What’s the value in it? • Business professionals could understand the ‘dollar per second’ value of dataflow through their business services Aha! • Therefore costing and valuing the flow of data could be made universally applicable to flows of data in all sectors!
  6. 6. Data Flow Analysis
  7. 7. What? Why? Where? When? How? Who? OBASHI A methodology and way of thinking allowing you to develop a clear picture of how your business works With clarity and vision you can develop and improve Across the organisation…top to bottom…side to side Whilst developing strategy and delivering programmes, projects and services A visual map of how the business works; the assets needed to make it work; the inter- dependencies between the assets Used by… CEO, CFO, CIO, Directors, Head of Strategy, Portfolio Analyst, Business Analysts, Infrastructure management & Programme/Project Managers
  8. 8. What are the benefits? Ownership Process Applications SystemsHardware Infrastructure The ability to link ownership to your assets The ability to identify waste The ability to build business continuity The ability to specify disaster recovery more accurately The ability to deliver programmes more effectively The ability to deliver projects more efficiently The ability to deliver service more robustly The ability to identify latency
  9. 9. Where does it connect with existing methods? Portfolio, Programme and Project Offices P3O® Managing Successful Programmes MSP® Projects in Controlled Environments PRINCE2® Information Technology Infrastructure Library ITIL® OBASHI 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. 10. P3O® Main Board Portfolio Office Programme Office Project Office Business as Usual Strategic Organisational Decisions and Objectives Business Layers How OBASHI can help Provides a coherent view of both the ‘big picture’ of the current & agreed future business architecture & IT operations • Provides a benchmark against which to measure progress • Provides management understanding to support decisions • Provides goals to be written into job/role descriptions to allocate responsibility • Supports identification of risk through ‘SPOF’ recognition • Monitoring progress to identify opportunities & gaps • Supports the Business Case process by identifying both Business & IT costs associated with the delivery • Provides the basis for Change Control
  11. 11. MSP® (Sponsoring Group) OBASHI – Current & Future Programme Mandate Identifying a Programme Defining a Programme Managing the Tranches Closing a Programme Delivering the Capability Realising the Benefits OBASHI – Develop the Blueprint OBASHI – Delivering the Capability – Start projects, Progress, Risks & Issues, Close projects OBASHI – Handover to Operations & Governance Realising the Benefits – Pre Transition, Transition & Post Transition Post Programme PortfolioProgrammeProjectBAU
  12. 12. PRINCE2® Starting Up a Project Project Mandate / Brief OBASHI – Current & Future or Programme Blueprint Initiating a Project Controlling a Stage Managing a Stage Boundary Managing a Stage Boundary Managing Product Delivery Directing a Project Controlling a Stage Managing Product Delivery Closing a Project B&IT diagrams help define: • The Organisation • The Approach • The Outline Business Case OBASHI B&IT and Dataflow diagrams help: • Refine the Business Case • Prepare the Management Strategies • Create the Project Plan B&IT and Dataflow diagrams help: • Create the Next Stage Plan • Update the Project Plan and Business Case B&IT and Dataflow diagrams help: • Authorise a Work package • Examine risks & issues • Monitor progress B&IT and Dataflow diagrams help: • Accept a Work package • Examine risks & issues • Develop products • Monitor progress B&IT diagrams help define: • The Who, Where, What, When and How of product handover. At premature close, the unfinished products are mapped to B&IT diagrams to allow decisions on their future.
  13. 13. ITIL® IT Service Lifecycle Service Strategy Service Design Service Transition Service Operation Continual Service Improvement OBASHI Develop ‘big picture’ Develop ‘What if’ scenarios & agree future business architecture Develop detailed diagrams Operations & Governance Develop Blueprint Portfolio/Business Lifecycle Define the organisation’s goals, vision & values Define delivery approach & KPIs Identify & scope programmes & projects Prioritise, optimise & confirm portfolio Deliver and track progress towards delivery of the portfolio BAU Progress towards delivering portfolio of change initiatives OBASHI Business Knowledge OBASHIConnectivity
  14. 14. Who has used it? What were the results?
  15. 15. Category: Oil & Gas The 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. 16. Category: Public Sector - 1 The 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 registers How 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. 17. Category: Public Sector - 2 The Problem • New IT budget request to Board every month • No visibility of IT Assets and resources • Recurring Department outage How 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. 18. Category: Utilities The Problem • No documentation for the Meter to Bill Process • Disaster recovery plan inadequate – Government legislation • Lack of clarity and communication across silos How 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. 19. Category: Financial Services The Problem • Traders require information before competitors • Manually intensive process to complete transactions • Bank acquisition during financial crisis How 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. 20. Category: Manufacturing The 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 companies How 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. 21. Your next steps with OBASHI to talk about training or consultancy support - call us now on 01235 227252, or - email Richard at richard.rose@pearcemayfield.com

×