Governance V3 (2)


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  • Governance V3 (2)

    1. 1. IT Governance
    2. 2. IT Governance <ul><li>Enterprise Governance </li></ul><ul><ul><li>Defines Goals & Objectives </li></ul></ul><ul><ul><li>IBPP / Strategic Planning </li></ul></ul><ul><ul><li>Established budget goals </li></ul></ul><ul><ul><li>Sets Policies & Procedures </li></ul></ul><ul><ul><li>E&IS ITC (OG/LoB Centric) </li></ul></ul><ul><li>IT Governance </li></ul><ul><ul><li>An subset of Enterprise Governance </li></ul></ul><ul><ul><li>Alignment to Corporate goals </li></ul></ul><ul><ul><li>Asset, Process, Portfolio Mgmt </li></ul></ul><ul><ul><li>Change management </li></ul></ul><ul><ul><li>Institutionalize best practices </li></ul></ul>IT Governance Model Enterprise Governance Define Business Drivers Measurable Objectives Risk Mitigation Resource Management IT Governance Strategic Alignment Value Delivery Risk Mitigation Resource Management Performance Measurement IT Strategic Planning
    3. 3. IT Governance Model Change Management Supporting Services Infrastructure Certification Automated Testing Performance Monitoring Interconnectivity Information Delivery Version Control Principles and Policies <ul><li>IT assets lifecycle management </li></ul><ul><li>Performance monitoring </li></ul><ul><li>Systems connectivity and security </li></ul>Infrastructure Architecture Data / Information Architecture <ul><li>Business instances </li></ul><ul><li>Secondary systems </li></ul><ul><li>Data repository </li></ul><ul><li>Interfaces </li></ul>Business Process Architecture <ul><li>Secure data access </li></ul><ul><li>Consistent look and feel </li></ul><ul><li>Common data defined </li></ul>Security Resource Management Service Oriented Architecture Portfolio Management Business Process Modeling Standards Collaboration Interoperability Enterprise Architecture Systems Architecture <ul><li>Business Processes & Rules </li></ul><ul><li>Relationships between processes </li></ul><ul><li>Functional & operational characteristics </li></ul>Disaster Recovery
    4. 4. IT Strategic Planning Methodology
    5. 5. Enterprise Architecture “ Enterprise Architecture provides a set of guidelines and principles that will govern the development and change control of our future systems.”
    6. 6. Enterprise Architecture Framework Final System <ul><li>An Enterprise Architecture encompasses several key dimensions (or domains): Business Process, Systems, Data/Information and Infrastructure. </li></ul><ul><li>These domains are interrelated to varying degrees. The interrelations between domains must be quantified so the changes made in one domain can be properly accommodated in the others. </li></ul>E&IS Enterprise Architecture Data / Information Architecture Infrastructure Architecture Systems Architecture Business Process Architecture Requirements
    7. 7. Business Process Architecture <ul><li>Business Process Architecture – Definition of business processes and their functional and operational characteristics. Forms the foundation for crafting an application strategy to support the processes. BP Architecture defines major process domains for the enterprise (e.g., product development, manufacturing, etc.), specific processes within those domains and operational parameters for the processes (e.g., transaction volumes, roles, centralized vs. decentralized vs. mobile operation, etc.). </li></ul>Guiding Principles Architectural elements Relevant process tasks Specified Owners Relationships to other processes
    8. 8. Systems Architecture Domain <ul><li>Systems (Application) Architecture – the identification of applications needed to support the business, and carries through to the design, development (or acquisition) and integration of applications.  It establishes patterns, guidelines and templates for building and integrating applications. </li></ul>Guiding Principles Architectural elements Oracle Instances Interface Bus Secondary Systems Extranet Facing Interfaces
    9. 9. Data / Information Architecture Domain <ul><li>Data/Information Architecture - structures data and data relationships to facilitate analyses that feed business strategy and optimization decisions. This architecture ranges from strategic views of data used for executive reporting and business planning, through data warehousing, business intelligence and operational data for transactional applications. </li></ul>Guiding Principles Architectural elements Meta Data Documentation Data Dictionary Common Elements Information Delivery System Data Repositories A&D Commercial Logistics … n
    10. 10. Infrastructure Architecture Domain <ul><li>Infrastructure Architecture – Covers all the supporting IT elements that must be operated on a day-to-day basis, together with the tools and processes to monitor and manage them. </li></ul>Database Servers Services Bus Web & App Servers User PC’s Guiding Principles Architectural elements Server Hardware Database Files User PC’s Network Etc …
    11. 11. Change Management / Work Request Process IBPP
    12. 12. FEB MAR MAY JUN JUL AUG SEP OCT DEC APR E&IS Strategy & Business Calendar Top 10 Development JAN NBAE 1-N Reviews & Allocation Dec 1 E&IS OG Top 10 Phase 1 To Inc. Phase 2 Option Evaluation <ul><li>Q1 </li></ul><ul><li>Strategic Thinking </li></ul><ul><li>Strategy Development </li></ul><ul><li>IBP Phase 1 Development </li></ul><ul><li>Q2 </li></ul><ul><li>Technical Gap Analysis </li></ul><ul><li>R&D Strategy Development </li></ul><ul><li>IBP Phase 2 Development </li></ul><ul><li>Q4 </li></ul><ul><li>Market Analysis </li></ul><ul><li>Business “Top Ten” </li></ul><ul><li>Objective Development </li></ul><ul><li>Q3 </li></ul><ul><li>LOB Resource </li></ul><ul><li>Priority Development </li></ul>Phase 2 To Inc. QMM / CA Jan 26 Strategic Thinking Jan 18/19 OG Guidance Jan 25 QMM / NH Apr 20 QMM / UK Jul 13 QMM / NY Oct 5 QBR Phase 3 To Inc. Phase 3 Operating Plan IBPP Phase 1 Position Assessment & Option ID QBR QBR QBR E&IS Strategic Profile Feb 15 E&IS Strategic Plan Mar 31 E&IS BEA Dec 14
    13. 13. Backup
    14. 14. Federated Environment (FE)
    15. 15. EA Collaboration <ul><li>In federated organizations, EA teams collaborate with other EA teams to define corporate versus line of business (LOB) standards and decision rights. Architects also work closely with solution and technical architects to implement EA strategies within application projects. Enterprise architects collaborate with subject matter experts (SMEs), local architects, and IT leaders to: </li></ul><ul><ul><li>Create technical standards. Domain SMEs have the technical depth necessary to ensure that standards are complete and align with operational requirements. They are also highly motivated to help since EA-promoted standards help reduce complexity within the SME's domain and decrease overall operational complexity. </li></ul></ul><ul><ul><li>Develop EA strategy. Technical and organizational leaders provide broad, multifaceted perspectives that guide EA's strategy development, ensuring alignment across the wide range of EA stakeholders. Their participation in the strategy development process keeps EA connected to what's important from a business and service perspective. </li></ul></ul>
    16. 16. IT Governance <ul><li>IT governance provides the framework and structure that links IT resources and information to enterprise goals and strategies. Furthermore, IT governance institutionalizes best practices for planning, acquiring, implementing, and monitoring IT performance, to ensure that the enterprise's IT assets support its business objectives. </li></ul><ul><li>In recent years, IT governance has become integral to the effective governance of the modern enterprise. Businesses are increasingly dependent on IT to support critical business functions and processes; and to successfully gain competitive advantage, businesses need to manage effectively the complex technology that is pervasive throughout the organization, in order to respond quickly and safely to business needs. </li></ul><ul><li>In addition, regulatory environments around the world are increasingly mandating stricter enterprise control over information, driven by increasing reports of information system disasters and electronic fraud. The management of IT-related risk is now widely accepted as a key part of enterprise governance. </li></ul><ul><li>It follows that an IT governance strategy, and an appropriate organization for implementing the strategy, must be established with the backing of top management, clarifying who owns the enterprise's IT resources, and, in particular, who has ultimate responsibility for their enterprise-wide integration. </li></ul>
    17. 17. <ul><li>What is good IT governance? </li></ul><ul><ul><li>First, it establishes a consistent framework for assessing the potential benefits of major IT investments to the business on one hand and the costs of ownership and risks on the other. </li></ul></ul><ul><ul><li>Second, IT governance must be carried forward by an oversight committee that reviews progress on major capital investments and holds internal constituents and suppliers responsible for the outcomes of their projects. </li></ul></ul><ul><ul><li>Lastly, good governance helps support a sound IT performance management process. </li></ul></ul><ul><ul><li>“ It's time CIOs manage their assets, projects and resources more effectively, making it possible to allocate time not only to &quot;keep the lights on&quot; maintenance issues but also to help the business find new opportunities and protect against new threats. You can no longer count on these crucial needs to be met by one ERP or customer relationship management system.” </li></ul></ul>IT Governance
    18. 18. Organizational Structure <ul><li>The following benefits have been found to be derived through the continuing governance of architectures: </li></ul><ul><ul><li>Links IT processes, resources, and information to organizational strategies and objectives </li></ul></ul><ul><ul><li>Integrates and institutionalizes IT best practices </li></ul></ul><ul><ul><li>Aligns with industry frameworks such as COBIT (planning and organizing, acquiring and implementing, delivering and supporting, and monitoring IT performance) </li></ul></ul><ul><ul><li>Enables the organization to take full advantage of its information, infrastructure, and hardware and software assets </li></ul></ul><ul><ul><li>Protects the underlying digital assets of the organization </li></ul></ul><ul><ul><li>Supports regulatory and best practice requirements such as auditability, security, responsibility, and accountability </li></ul></ul><ul><ul><li>Promotes visible risk management </li></ul></ul>
    19. 19. SOA Governance <ul><li>SOA governance is an extension of IT governance specifically focused on the lifecycle of services, metadata and composite applications in an organization’s service-oriented architecture. </li></ul><ul><li>SOA governance defines the changes to IT governance to ensure that the concepts and principles for service orientation and its distributed architecture are managed appropriately and are able to deliver on the stated business goals for services. </li></ul><ul><li>Since SOA is a distributed approach to architecture that crosses lines of business and IT, there is a greater need for effective SOA governance. In addition, SOA governance provides a framework for the reuse and sharing of services, a key value derived from leveraging SOA. </li></ul><ul><li>Because of its cross-functional aspects, SOA governance also provides a framework for examining several items that are necessary to manage services as another type of IT asset, such as: </li></ul><ul><ul><li>Infrastructure enhancements for managing the usage of services in areas of </li></ul></ul><ul><ul><li>Security, monitoring, performance, versioning and shared usage </li></ul></ul><ul><ul><li>Enhancements to IT processes to address funding, sharing and incentives for sharing, and reuse of services, as well as for the identification, design and specification of services </li></ul></ul><ul><ul><li>Education and training </li></ul></ul><ul><ul><li>Roles and responsibilities </li></ul></ul><ul><ul><li>Organizational changes </li></ul></ul>
    20. 20. SOA Lifecycle Underlying the service lifecycle and applied throughout the four lifecycle stages is the governance process that provides the structure, decision rights, principles, polices and measurements necessary to achieve the business value of SOA.
    21. 21. SOA Governance Lifecycle <ul><li>As a specialization of IT governance, SOA governance addresses how an organization’s IT governance decision rights, policies and measures need to be modified and augmented for a successful adoption of SOA. </li></ul><ul><li>SOA governance itself has a lifecycle that is distinct from the services that are being governed. The SOA governance lifecycle also can be characterized as a four-stage process: </li></ul><ul><ul><li>Plan phase, during which the need for governance is established and the existing mechanisms are assessed </li></ul></ul><ul><ul><li>Define phase, during which the desired governance framework, including new and modified principles, processes, organizational structures and roles are established </li></ul></ul><ul><ul><li>Enable phase, where the new governance framework is introduced into the enterprise </li></ul></ul><ul><ul><li>Measure phase, during which the metrics are gathered and analyzed to refine the governance process </li></ul></ul>
    22. 22. SOA Governance Lifecycle