Uploaded byPhil Wilkins
Tech Capability Model Value Proposition
A look at the Value of Building Technical Capability Models
Tech Capability Model Value Proposition
- 1. Phil Wilkins Phil.Wilkins@capgemini.com uk.linkedin.com/in/philWilkins @PhilAtCapgemini / @MP3Monster Oracle-integration.cloud/ APIPlatform.cloud / Blog.mp3monster.org Technical Capability Value Proposition
- 2. Capgemini is Oneof the World's Largest Consulting, Technology, and Outsourcing Firms & a global “full service” business transformation provider Group Workforce: 200,000+ Globally Asia Pacific Latin America Canada United States Mexico Brazil Argentina Europe Morocco Australia People’s Republic of China India Chile Guatemala Russia Singapore Hong Kong North America UK & Ireland Nordics Benelux “It is the quality of our people, and their capacity to deliver fitting solutions, with you and for you, that drive real business results.” Across 40+ countries, 100 nationalities 5Businesses Revenue 12,8 Billion EUR (2017) Central Europe Morocco Net Profit €1,18B Targeting Value Mitigating Risk Optimising Capabilities Aligning the Organisation Elements to successful collaboration Application Services Infrastructure Services Business Process Outsourcing Consulting (Capgemini Consulting) Local Professional 4
- 3. • Technical EnterpriseArchitect specializing in Integration and PaaS. • Started out as a developer working on UI for Radar • Moved into integration solutions –using Open Scr Tech e.g. JBoss App Server & Fuse, Apache Camel etc. • Worked in end user companies, ISVs & consultancy. • Worked with Oracle tech for ~9yrs covering on-prem and cloud. About :: Phil Wilkins Supported the development of a variety of books Packt – Erl et al Articles published in a range of Journals Published 1st Oracle iPaaS Book Implementing ICS PaaS Community Jan, 2017 TOGAF 9 Certified 2013 • co-authored a book on Oracle Integration Cloud, contributing a new book on API Platform • contributing to development of more than a dozen other titles ranging from Apache Camel to Cloud Computing Design • active blogger have had a number of articles published in various journals.
- 4. Cloud Premier Partner OracleDiamond Partner Oracle Cloud Managed Service Provider (*New!) partner – only a handful of SI’s Only Global SI to be accredited as Oracle Authorized Education Center Part of Beta programmes for: Cotainer Native & Microservices Inteligent Chatbot API platform Integration cloud Process cloud Oracle Self-Service Automation Oracle IoT Cloud Oracle Mobile Cloud Continuous investments in cloud accelerators 5 Oracle Aces: 2 Directors, 3 Aces Real experts and thought leaders including several books: 2013: Oracle SOA Governance Implementation 2015: Oracle API Management Implementation 2016: Oracle Case Management Solutions 2017: Implementing Cloud service Soon in 2018: Oracle API Platform CS Implementation Enterprise API Management Several publications in OTN, Oracle Magazine, Oracle Scene & Other 2018 – PaaS & API Community Awards 2017 – Gold & Silver UKOUG Partner of the Year Awards 2017 – Global Excellence Award for Extend and Connect 2017 – API PaaS Community Award 2017 – Chatbot PaaS Community Award 2016 – Oracle Specialized Partner of the Year: Industry 2016 – Oracle University Partner of the Year 2016 – BPM and Cloud community awards 2015 – Oracle Customer Support Services Partner of the Year 2011 – Global Partner of the Year Award for Oracle Applications 2012 – Fusion Middleware partner of the year 2010 – Partner of the year for Oracle Fusion Middleware 2010 – 2010 EMEA Industry Partner of the Year 2010 – Oracle Customer Services Partner of The Year 2009 – Oracle Customer Services Partner of The Year 2008 – Oracle Customer Services Partner of The Year Alliance and Strategic Partnership Awards & Recognitions Thought Leadership Article – June 17 Article – June 17 Podcast – August 17 Capgemini & Oracle
- 5. Technical Business Capability Relationship Technical Capability Model Business Capability Model • The technology capabilities enable all the business capabilities. • Business capabilities map to actual solutions and the requirements process • Technical capabilities identify the tool sets required and fulfilled by actual tech selected. • Each tech capability should link to one or more business capabilities
- 6. Capability Development Process Source Reference ModelInputs •Identify good reference model (characterised by): •Vendor neutral model – but easy to relate back to strategic vendors if possible •Can be related to TOGAF approach if possible •Capability model embodies good/best industry practises e.g. ARTS, OMESA , IT Strategies from Oracle •Only move away when there is something that is UNIQWUE and part of the Organization VALUE Proposition Adapt Model •Adapt terminology to fit the organization •Examine the capabilities and determine whether they reflect business models today or in the foreseeable future e.g. capabilities for Internet of Things Model Definition •Bring capabilities into the technical model and provide suitable details •Review for holistic integrity & consistency •Ratify through Governance mechanism (effective peer review) •Engage comms strategy as needed Apply Model •Strategy development – does the strategy address the necessary capabilities •Do we have overlapping tooling/duplicated tooling? Thisprocesscan’tberunasaindividualorisolated process.ItneedstobecollaborativewithanEA communitytoensurebuyandincorporationofSME insights
- 7. Technical Capabilities ModelValue Utilising a technical capabilities model to provide • A means to draw in industry best practise thinking • By assessing strategies and tooling approaches we can ascertain whether we a suitable mix of products is in place – may also help draw attention to the ‘art of the possible’ with our portfolio of technologies available • Map onto the model products in the portfolio can result in an evidence based manner whether there is unnecessary overlaps in capabilities or where overlaps occur as an inherent part of a COTs/SaaS approach, help determine where best practises & patterns will deliver value (drive consistency in tool use) • Opportunity to inform design work with prompts as to whether a solution is complete (do I need a technical capability/have I considered the use of the different capabilities within the design context) • Once the capability model is overlaid with named technologies a set of IT skills profiles for the organisation and teams supporting business capabilities
- 8. Value of theTechnical Capabilities Model when Mapped to Business Capabilities Mapping the business capabilities onto the technical capabilities can provide a number of insights, including: • Facilitate more insight into non functional demand/capacity profiles e.g each capability has x users – if 10 different capabilities depend a specific technical capability we can deduce a level of demand • The mapping can enable an understanding of the impact of change across the business • The mapping can help determine overall service criticality (may small uses of a service could disrupt as much as 1 large use) • The mapping can help show where technology investment can be maximised in terms of positive benefit to the business However, providing such a mapping has a number of implications • many to many mapping between business capabilities and technologies so the best value is at the finest level of detail • the mapping task is complex and to attribute information to capabilities to achieve some of the deductions is likely to need tooling
- 9. With more than190,000 people, Capgemini is present in over 40 countries and celebrates its 50th Anniversary year in 2018. A global leader in consulting, technology and outsourcing services, the Group reported 2016 global revenues of EUR 12.5 billion. Together with its clients, Capgemini creates and delivers business, technology and digital solutions that fit their needs, enabling them to achieve innovation and competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model. About Capgemini Learn more about us at www.capgemini.com This message contains information that may be privileged or confidential and is the property of the Capgemini Group. Copyright © 2018 Capgemini. All rights reserved. Rightshore® is a trademark belonging to Capgemini. This message is intended only for the person to whom it is addressed. If you are not the intended recipient, you are not authorized to read, print, retain, copy, disseminate, distribute, or use this message or any part thereof. If you receive this message in error, please notify the sender immediately and delete all copies of this message.