Bridging Business and IT

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Bridging Business and IT, a structured approach. This is the presentation as delivered at the Ducth SAP User Group (VNSG) on April 15th in Groningen, The Netherlands

Bridging Business and IT

  1. 1. Bridging Business and IT…Lead Enterprise Architecture Development<br />VNSG Congress, Groningen<br />April 15th, 2011<br />
  2. 2. The speakers<br /> Michael van den Dungen<br />Michael has a background covering over 20 years of business experience including 18 years working with SAP solutions and 14 years in the consulting industry. His areas of business expertise cover an in-depth knowledge matching business requirements to SAP based solution architectures in various industries.<br />Michael is co-founder and developer of the SAP Lead Enterprise Architecture Development Program (LEAD), in which business process architecture and value architecture disciplines are combined with EA skills, to further demonstrate and drive the value of enterprise architecture.<br />Specialties<br />Enterprise Architecture & Strategic IT<br />Michael is a TOGAF 9 Certified & SAP EAF Professional Certified Enterprise Architect <br />http://nl.linkedin.com/in/mvddungen<br />
  3. 3. Arjan Visser<br />Arjan has more than 12 years of experience in SAP solution related architectures. Since 2004 his main focus is in the direction of enterprise architecture (process, application, technology and solution architecture). Arjan has a background in the public sector area, utilities and high-tech industries. <br />Arjan is co-founder and developer of the SAP Lead Enterprise Architecture Development Program (LEAD), in which business process architecture and value architecture disciplines are combined with EA skills, to further demonstrate and drive the value of enterprise architecture.<br />Specialties<br />Enterprise Architecture & Strategic IT<br />Arjan is a TOGAF 9 Certified & SAP EAF Professional Certified Enterprise Architect <br />http://nl.linkedin.com/in/apvisser<br />The speakers<br />
  4. 4. http://www.linkedin.com/pub/bas-bach/6/aa8/730<br />The speakers<br /> Bas Bach<br />Bas is an IT professional with over 20 years of experience in different end user areas. Banking, Postal Services and Public transportation have been the main input for building up his knowledge. Projects realized implemented using Microsoft as well as SAP technology resulted in an in depth understanding of business needs and therefore project goals. Since 2007 Bas focus is on process integration. Bas is responsible for developing NederlandseSpoorwegen integration architecture.<br />Specialties<br />Bas is chairman of the VNSG PI Focus Group<br />Bas is a TOGAF 9 Certified Enterprise Architect <br />
  5. 5. Prof. Dr. Mark von Rosing<br />As a professor in Business Model Management, Business Process Management, Business Sustainability Management and Value Management, Mark von Rosing lectures on both the bachelor and master's level. Mark von Rosing is also the Managing Director of Value Team ApS, and is furthermore:<br />Senior Lecturer, Copenhagen Business School, Senior Lecturer, IT University, Denmark, Managing Director, Value Team ApS, Chair and founder of the SAP Global University Alliance Enterprise Architecture curriculum program, Co-founder of the SAP Global University Alliance BPM curriculum program, Member and co-developer of the Global TOGAF Business Architecture development group, designer and co-developer of the new SAP BPX certification program for associate and professional level, Co-developer of the SAP LEAD Enterprise Architecture Development program & developer of the competency maturity model, developed for The Open Group (TOGAF) <br />http://dk.linkedin.com/pub/mark-von-rosing/0/a18/159 <br />LEAD Co-developer & Lecturer<br />
  6. 6. Our Topics Today<br /> Enterprise Architecture<br /> Way of Thinking, - Modelling, - Working<br /> In Practice: The NS Reizigers Case<br /> Way of Learning<br />
  7. 7. Enterprise Architecture<br />The Why, What, How, Who, Where and When questions<br />
  8. 8. Organizations face more open and volatile marketsDealing with volatility drives complexity in business and information technology<br />v<br />
  9. 9. Dealing with volatility and complexity… Requires a robust and structured approach<br />Markets(Customers)<br />Regulatory Environment<br />Competition<br />Strategy<br />Supplier Markets<br />The Economy<br />Technology<br />Labor Markets<br />© Copyright, Center for Simplified Strategic Planing, Inc., Ann Arbor, Michigan, 1999-2010<br />
  10. 10. Requires a StrategySetting the course for the organisation moving forward<br />Markets(Customers)<br />Regulatory Environment<br />Competition<br />Strategy<br />Supplier Markets<br />The Economy<br />Technology<br />Labor Markets<br />© Copyright, Center for Simplified Strategic Planing, Inc., Ann Arbor, Michigan, 1999-2010<br />
  11. 11. A Strategy sets Objectives Triggering changes in all aspects of the organisation<br />Strategy<br />People<br />Process<br />Technology<br />
  12. 12. Strategic Business ObjectivesDriving the Mission towards integrated and measurable answers<br />The NS depends on their access to the national and international rail infrastructure<br />– for which a concession is required and granted by the national government<br />
  13. 13. Enterprise ArchitectureWhat is it?<br />Enterprise<br />Architecture<br />
  14. 14. Why Enterprise Architecture?Linking Business to IT – Provide Structure to Change <br />Process Discipline<br />Value Discipline<br />Business Requirement and Pain Points<br />SAP LEAD<br />Scope<br />Business Enablement and Support<br />IT and Technology Provisioning as Business Support<br />SAP LEAD<br />– link Business to IT & IT to Business<br />– Structure to Change<br />
  15. 15. Way of…<br />– Thinking <br />– Modelling<br />– Working<br />
  16. 16. Way of ThinkingVision – Mission – Strategy <br />
  17. 17. Way of ThinkingThe concept behind a concept<br />Which direction are we heading? <br />– Strategy – <br />What is it that we need to do to get there? <br />– SBO–<br />What does it take to get there? <br />– CSF –<br />Are we still on track? <br />– KPI –<br />Are we doing it right? <br />– PPI –<br />
  18. 18. Way of ThinkingTransforming Strategy into Realization and Implementation<br />Capability<br />Process<br />Competence<br />Resource<br />10 Dimensions of a Business Competency: © Prof. Dr. Mark von Rosing<br />
  19. 19. Way of ThinkingTransforming Strategy into Enterprise Architecture<br />
  20. 20. Way of…<br />– Thinking <br />– Modelling<br />– Working<br />
  21. 21. Way of ModellingDescribing Strategy – Competencies – Processes as models of the Enterprise<br />From Strategy to Value to Competence to Operational Business Model to Process Model to IT enablement<br />
  22. 22. Way of ModellingA construct of coherent – interlinking models<br />Model: © Prof. Dr. Mark von Rosing<br />
  23. 23. Way of ModellingA construct of coherent – interlinking models<br />Business Model<br />Measure & Indicators<br />Performance & Value<br />Focus<br />Value Governance<br />Process Model<br />Model: © Prof. Dr. Mark von Rosing<br />
  24. 24. Way of…<br />– Thinking <br />– Modelling<br />– Working<br />
  25. 25. Way of WorkingUsing the TOGAF ® ADM steps to structure the work<br />The Business Model<br />The Process Model<br />The Meta Model<br />Linking the Value Architecture & Process Architecture to the Meta Model<br />
  26. 26. The Business Modelling Steps<br />Example<br />The Business Model is based on work by Prof. Dr. Mark von Rosing ©<br />
  27. 27. The Business Modelling Steps<br />The Business Model<br />The Business Model is based on work by Prof. Dr. Mark von Rosing ©<br />
  28. 28. The Business Modelling Steps<br />The Business Model<br />SBO<br />CSF<br />KPI<br />BPI<br />The Business Model is based on work by Prof. Dr. Mark von Rosing ©<br />
  29. 29. The Process Modelling Steps<br />Cntrl<br />PPI<br />KPI<br />Value Chain<br />Process<br />The Process Model<br />Activity<br />
  30. 30. Lead Enterprise Architecture DevelopmentPopulating the Meta Model<br />The Meta Model<br />TOGAF is a trademark of The Open Group in the United States and other countries<br />
  31. 31. Value ArchitectureWay of Working<br />LEAD Approach: © Prof. Dr. Mark von Rosing, Michael van den Dungen, Arjan Visser<br />
  32. 32. Process ArchitectureWay of Working<br />LEAD Approach: © Prof. Dr. Mark von Rosing, Michael van den Dungen, Arjan Visser<br />
  33. 33. Process ArchitectureWay of Working<br />LEAD Approach: © Prof. Dr. Mark von Rosing, Michael van den Dungen, Arjan Visser<br />
  34. 34. Process ArchitectureWay of Working<br />LEAD Approach: © Prof. Dr. Mark von Rosing, Michael van den Dungen, Arjan Visser<br />
  35. 35. Way of WorkingEnd to End<br />LEAD Approach: © Prof. Dr. Mark von Rosing, Michael van den Dungen, Arjan Visser<br />
  36. 36. Architecture ApproachTo realize and implement Business Strategy<br />Copyright: © Prof. Dr. Mark von Rosing<br />
  37. 37. In Practice…<br /> The LEAD Approach in the NS Reizigers Case<br />
  38. 38. NSR - Visie 2020<br />Slim Groeien<br />Groei in dal uren<br />Door2Door reistijd-beleving verbeteren<br />Doel: Gunning HRN omdat NSR de door klanten en opdrachtgever gewenste vervoerder is.<br />Basis op orde<br />Kwaliteit verbeteren<br />Competitieve Prijs/Kwaliteit<br />Overheid als ‘Client’<br />Relatie structureel verbeteren<br />Algemeen klant oordeel 75% ≥ 7<br />
  39. 39. NSR - Visie 2020Elektronisch Reisrecht Project<br />Effectief Beheer<br />Uit faseren Papieren producten<br />Herbruikbaarheid (NS Principe)<br />Nieuw Kanaal – Internet Web Shop<br />Basis op orde<br />Kwaliteit verbeteren<br />Competitieve Prijs/Kwaliteit<br />Schaalbaarheid oplossingen t.o.v. Visie 2020<br />Realisatie station efficiëntie – eind 2012 <br />
  40. 40. Strategie Mapping in LEAD<br />SBO = Slim groeien; Klant product belevingoptimaal <br />BPI = XX% Reizigers over op OVCP chipkaart<br />CSF = Increase customer acquisitionfor<br />OVCP product<br />KPI = 30.000 first 3 months,<br /> 750.000 by end 2011<br />PPI = Customer transitionrateto OVCPproduct 20% after 1 monthordering date <br />
  41. 41. Vertaald in een Score Card<br />SBO = Slim groeien; Klant product belevingoptimaal <br />BPI = XX% Reizigers over op OVCP chipkaart<br />CSF = Increase customer acquisitionfor<br />OVCP product<br />KPI = 30.000 first 3 months,<br /> 750.000 by end 2011<br />PPI = Customer transitionrateto OVCPproduct 20% after 1 monthordering date <br />Meten is Weten<br />
  42. 42. NSR – Visie 2020Elektronisch Reisrecht Project<br />
  43. 43. NSR – Visie 2020Elektronisch Reisrecht Project<br />
  44. 44. In Practice…<br /> The LEAD Approach in the NS Reizigers Case<br />
  45. 45. Combining disciplines into an approachDeveloping Architectural Capabilities<br />Value<br />Architecture<br />Business Architecture<br />Enterprise Architecture<br />Process Architecture<br />Information Architecture<br />Application Architecture<br />IT Architecture<br />SAP EAF & TOGAF 9<br /> Data<br />Architecture<br />Technology Architecture<br />Solution Architecture<br />
  46. 46. Lead Enterprise Architectural DevelopmentBuilding Architectural Capabilities into Competencies<br />
  47. 47. For more information:<br />For more information or questions about Business architecture, Value & Process Architecture, strategy map and value map examples, please visit www.leadenterprisearchitect.com<br />SAP Education: <br />Lead Enterprise Architecture Development Program<br />Karin van den Brand, <br />SAP Education Business Development Manager:<br />Amerikastraat 10<br />5232 BE ‘s-Hertogenbosch<br />E karin.van.den.brand@sap.com<br />T +31 6 222 16 409.<br />Contact information:<br />Michael van den Dungen<br />Business Transformation Consultant<br />Amerikastraat 10<br />5232 BE ‘s-Hertogenbosch<br />E m.van.den.dungen@sap.com<br />T +31 6 533 40 513<br />Thank You!<br />

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