Lynes Diagrams


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Lynes Diagrams

  1. 1. IT Development Effectiveness IT Management Effectiveness IT Operational Effectiveness Phase III – IT Quality (TQM/IS) Strategic Data & Technology Platform Strategic Development Capability Core Application Architecture & Implementation Plan IT/Business Partnership & Education Plan Phase II – IT Plan Positioning Core Competence Management “ Where We Need to Go” “ What We Need to Get There, and When We Need It” “ How We Will Get There” Phase I – IT Strategy
  2. 2. Phase II – IT Plan Draft IT Strategy Alternatives <ul><li>Identify IT enablers or new business strategy components </li></ul><ul><li>Identify IT enhancers of existing business strategy components </li></ul><ul><li>Identify IT inhibitors of business strategy </li></ul>Phase I – IT Strategy Refine IT Strategy & Development Consensus <ul><li>Review IT strategy with profit center management </li></ul><ul><li>Provide IT inputs to profit center strategy </li></ul><ul><li>Conduct executive review session to build consensus </li></ul><ul><li>Document Business Strategy from existing knowledge, strategy documents, and limited executive interviews </li></ul><ul><li>Conduct IT strategy Executive workshop </li></ul><ul><li>Identify implicit IT strategy </li></ul><ul><li>Assess IT/strategy alignment </li></ul>Assess Current IT/Strategy Alignment <ul><li>Document Best Industry Practices in critical areas </li></ul><ul><li>Conduct technology scan </li></ul><ul><li>Define implications for business strategy </li></ul>Identify IT Impacts on Business Strategy
  3. 3. IT Development Effectiveness Programs IT Management Effectiveness IT Operational Effectiveness Phase III – IT Quality (TQM/IS) Phase II – IT Plan <ul><li>Define strategic data & technology platform </li></ul><ul><li>Define strategic development capability </li></ul><ul><li>Develop core application architecture and implementation plan </li></ul><ul><li>Define business IS/partnership plan </li></ul><ul><ul><li>Structure and staffing </li></ul></ul><ul><ul><li>Rules and responsibilities </li></ul></ul><ul><ul><li>Performance measures and reporting </li></ul></ul><ul><li>Define user and education training programs </li></ul>Develop and Finalize Strategic IT Infrastructure <ul><li>Assess current applications </li></ul><ul><li>Assess current databases </li></ul><ul><li>Assess current technology </li></ul><ul><li>Assess current organization and management </li></ul><ul><li>Identify short term quality improvement action for IS </li></ul>Assess Current IT/Strategy Environment Review Current Business Processes <ul><li>Develop high level process model </li></ul><ul><li>Develop high level data model </li></ul><ul><li>Identify high potential process improvement opportunities (expensive, non-value adding, etc.) </li></ul><ul><li>Identify short term quality improvement actions for the business </li></ul>
  4. 4. <ul><li>I/S Strategy </li></ul><ul><ul><li>Comprehensive business driven strategies are defined for evolving I/S’s organizations, architecture’s, and applications </li></ul></ul><ul><li>Business and I/S Alignment </li></ul><ul><ul><li>I/S plans and strategies are fully supportive of business culture, needs, and direction </li></ul></ul><ul><li>Priority Alignment </li></ul><ul><ul><li>Business/technology dependencies are identified and priorities are established for both areas to provide maximum value with minimal waste/costs. </li></ul></ul>Strategy and Direction Best Practices <ul><li>Vision/Architecture </li></ul><ul><ul><li>A business description of I/S's technology, data, applications, and organizational direction is available and communicated to management and staff. </li></ul></ul><ul><li>Organization </li></ul><ul><ul><li>Strategies and plans are used to develop and maintain an appropriate mix of internal and external resources and skills for both the I/S and user environments. </li></ul></ul><ul><li>Migration Planning </li></ul><ul><ul><li>A transition plan guides the activities, schedules, and milestones for achieving the goal architectures and business systems. </li></ul></ul>
  5. 5. <ul><li>Human Resources </li></ul><ul><ul><li>Provide the required level and maintain career planning, performance evaluation/reward. and compensation programs to ensure protection of human resource assets. </li></ul></ul><ul><li>I/S Skills </li></ul><ul><ul><li>Maintain skill evaluation and training programs for I/S staff and appropriate business staffs. </li></ul></ul><ul><li>Outsourcing </li></ul><ul><ul><li>Maintain a cost effective balance of internal and external resources. Maintain awareness of sourcing </li></ul></ul>Resource Management Best Practices <ul><li>Organization </li></ul><ul><ul><li>Maintain appropriate logical and physical organizations to support the company's culture, use of information technology, and support of business needs. </li></ul></ul><ul><li>Business Skills </li></ul><ul><ul><li>I/S staff has the required understanding of the company's culture and business practices to effectively contribute more than basic technology expertise for supporting business systems. </li></ul></ul>
  6. 6. <ul><li>Budgeting </li></ul><ul><ul><li>Support the company's planning and budgeting processes by translating I/S's business drivers into budgeted resource requirements and maintain effective control and reporting. </li></ul></ul><ul><li>Cost/Benefit Management </li></ul><ul><ul><li>Adopt a program to ensure peer and senior management understanding of the investment and support costs for I/S's products and services and share in the identification and realization of business benefits. </li></ul></ul>Financial Management Best Practices <ul><li>Risk Management </li></ul><ul><ul><li>Financial controls are required for all project activities and acquisitions to minimize financial risk from project overruns, unauthorized financial commitments, and delays in recognizing run-away costs. Potential financial losses resulting from the accidental or deliberate destruction of data or systems must be identified and managed. </li></ul></ul>
  7. 7. <ul><li>Applications Portfolio Management </li></ul><ul><ul><li>Apply asset management concepts to ensure the application systems are measured, monitored, and managed to effectiveness, performance, financial, and quality goals at reasonable support and operating costs. </li></ul></ul><ul><li>Education </li></ul><ul><ul><li>Staff participates in ongoing education and training programs in support of the organization's objective to continually increase the level of quality for all aspects of the business. </li></ul></ul><ul><li>Ownership </li></ul><ul><ul><li>A &quot;Quality Belongs To Everyone&quot; attitude is present throughout the organization which encourages each individual to understand the company's quality commitment and to assume ownership for improving quality for all job related activities. </li></ul></ul>Quality Management Best Practices <ul><li>Commitment </li></ul><ul><ul><li>The I/S department should be recognized by other business units as having a serious commitment to deliver the best service and products without compromise. Quality Assurance and Quality Control concepts are included in I/S methodologies, procedures, and practices. </li></ul></ul><ul><li>Performance Goals </li></ul><ul><ul><li>Using accepted measures, monitor all service activities to ensure they are executed in a manner which continually meets or exceeds expectations. </li></ul></ul><ul><li>Continuous Improvement </li></ul><ul><ul><li>Channels are open for improvement suggestions and individuals are recognized for initiative and creativity in improving the overall quality of services and products. </li></ul></ul>
  8. 8. <ul><li>Project Orientation </li></ul><ul><ul><li>I/S initiated changes (e.g., application systems, software releases, new technology, personnel, etc.) should be performed with a project discipline. Tasks schedules, expected results, and controls should be identified and managed to prevent business disruption. </li></ul></ul><ul><li>Quality Assurance </li></ul><ul><ul><li>Quality Assurance reviews are conducted, for all projects resulting in significant business or technology change, to ensure that the appropriate activities are scheduled and performed, qualified resources are assigned, and controls are identified and used. Quality assurance has an active project role with authority and accountability for ensuring quality results. </li></ul></ul>Change Management Best Practices <ul><li>Quality Control </li></ul><ul><ul><li>Key development and operations activities are subject to formal quality control inspections to ensure that the activities are being performed in accordance with the company's and industry standards and accepted practices. Quality control activities will often extend beyond I/S into the user and internal audit groups. </li></ul></ul><ul><li>Culture Impact </li></ul><ul><ul><li>Although some I/S initiated changes are intended to change the behavior of specific groups, the change process should consider the cultural constraints of the organization to avoid rejection or indifference. </li></ul></ul>
  9. 9. <ul><li>Business Impact </li></ul><ul><ul><li>All areas of the business which are directly or indirectly affected by the I/S initiated change participate in planning, testing, and acceptance. This ensures that business staffs and management are properly trained and positioned to use the new process and that the change will immediately provide the planned business benefits. </li></ul></ul>Change Management Best Practices
  10. 10. <ul><li>Metrics </li></ul><ul><ul><li>Appropriate measures are defined for quantifying service levels and systems are in place to collect information for performance analysis. </li></ul></ul><ul><li>Service Agreements </li></ul><ul><ul><li>Formal definitions of what services will be provided, roles and responsibilities and how the services will be measured are available for key services provided by the I/S department. </li></ul></ul>Service Management Best Practices <ul><li>Achievement/Performance </li></ul><ul><ul><li>On-going reviews are conducted of all services and service providers which result in improvement programs or recognition of excellence for specific groups or staff. </li></ul></ul>
  11. 11. <ul><li>Policies </li></ul><ul><ul><li>The I/S department's &quot;Rules of Conduct&quot; are consistent, known, enforceable, and reflect the company's business, ethical, and management values. </li></ul></ul><ul><li>Procedures </li></ul><ul><ul><li>The administrative &quot;how to&quot; guidelines are understood, used, and available for reference and new employee orientation. </li></ul></ul><ul><li>Security </li></ul><ul><ul><li>A comprehensive security protection program is evident to protect the company's identified resources from deliberate or accidental loss of confidential or critical assets. </li></ul></ul>Administration Best Practices <ul><li>Standards </li></ul><ul><ul><li>Administrative standards are used and enforced to help guide the performance and activities of the staff, e.g., performance reviews, timely reporting, conduct. </li></ul></ul><ul><li>Contracts </li></ul><ul><ul><li>Prudent contract control and administration processes are enforced to ensure business protection, standardization, enforceability, renewal leveraging, and safe business practices. </li></ul></ul><ul><li>Business Resumption </li></ul><ul><ul><li>Business risks and critical I/S dependencies are identified and plans, resources, and procedures can be readily activated to expediently and safe restore key I/S and business staff operations. </li></ul></ul>
  12. 12. <ul><li>Life Cycle Management </li></ul><ul><ul><li>Applications are managed as business assets with each having investment costs, operating expenses, and value. Each key application's condition and expenditures are tracked to manage cost effectiveness and to maximize resource value. </li></ul></ul><ul><li>Functional Quality Management </li></ul><ul><ul><li>Key systems evolve with the business to help ensure that they support changing business requirements and that the business staff are not required to develop alternate processes to offset systems deficiencies. </li></ul></ul>Applications Best Practices <ul><li>Technical Quality Management </li></ul><ul><ul><li>Standards and quality control techniques are used to help ensure that key systems' technical underpinnings and architecture are protected from premature obsolescence. </li></ul></ul><ul><li>Maintenance Management </li></ul><ul><ul><li>Existing systems are modified/enhanced in a timely manner to reflect current business requirements. Maintenance is managed on a software release basis, when appropriate, to minimize complexity and maximize asset longevity. </li></ul></ul><ul><li>Documentation Management </li></ul><ul><ul><li>A cost effective process is consistently used to ensure continuity of knowledge and understanding of all products and services developed and supported in the I/S environment. </li></ul></ul>
  13. 13. <ul><li>Project Management </li></ul><ul><ul><li>Project management, involving business and all appropriate I/S functions, is established for all significant changes. Minor maintenance changes also require a project discipline for change control and software maintenance. </li></ul></ul><ul><li>Data Management </li></ul><ul><ul><li>Data is logically organized and managed to ensure accurate and timely reflection of business activity with minimal duplication and barriers to access. </li></ul></ul>Development and Maintenance Best Practices <ul><li>Request Management </li></ul><ul><ul><li>Business staff understand and use an official channel to request I/S services. Appropriate checks and balances are in place to effectively prioritize requests based upon need, business plan, and cost benefits. </li></ul></ul><ul><li>Standards </li></ul><ul><ul><li>Standards for developing new products and services are established and understood by all staff members. Managers and lead staff are accountable for ensuring that new/modified products and services conform to accepted standards. </li></ul></ul>
  14. 14. <ul><li>Methodologies </li></ul><ul><ul><li>Practical and appropriate methodology are consistently used to guide the I/S department's project activities to help ensure leveraging of staff resources, maximize system life cycles, and enhance team reporting and communications. </li></ul></ul><ul><li>Development Tools </li></ul><ul><ul><li>Appropriate development tools are used to improve staff effectiveness and efficiency and increase systems life cycles. Staff is trained and the portfolio of tools and techniques support one another. </li></ul></ul>Development and Maintenance Best Practices <ul><li>Alternative Techniques </li></ul><ul><ul><li>Appropriate analysis is conducted to ensure that alternative resourcing, design techniques, and technologies have been prudently evaluated to maximize the company's systems development investments. </li></ul></ul>
  15. 15. <ul><li>Problem Resolution </li></ul><ul><ul><li>Users (business and I/S) have a means of reporting problems and obtaining assistance in resolving I/S related questions and/or issues. </li></ul></ul><ul><li>Responsiveness Tracking </li></ul><ul><ul><li>Metrics are used to track service request to monitor service responsiveness in addition to initiating corrective action projects to eliminate frequently occurring questions/problems </li></ul></ul><ul><li>End User Computing Assistance </li></ul><ul><ul><li>I/S assistance is available to help business staff in using distributed technologies within the parameters agreed to by the business. </li></ul></ul>Support Services Best Practices <ul><li>Help Desk </li></ul><ul><ul><li>A service organization, specializing in emergency and production level assistance, is available to all business users during all scheduled business hours. </li></ul></ul><ul><li>Technical Training </li></ul><ul><ul><li>Technical skills improvement programs are conducted for both I/S and key business staff to ensure effective and appropriate use of software, equipment, and communications. </li></ul></ul><ul><li>Technology Coaching </li></ul><ul><ul><li>In conjunction with other services, special coaching sessions are available to help sharpen the skills of both I/S and business staffs in the effective use of more advanced and complex technologies. </li></ul></ul>
  16. 16. <ul><li>Expectation Management </li></ul><ul><ul><li>New direction, projects, and all key changes are regularly communicated to all levels of management and staff (business and I/S) to minimize misunderstanding and false expectations of availability, functionality, costs, use, and benefits. </li></ul></ul><ul><li>Client Focus </li></ul><ul><ul><li>The I/S department has a reputation for understanding the business needs and priorities and provides leadership and guidance toward ensuring the business maximizes the use of technologies, systems, and available information. </li></ul></ul>Relationships Best Practices <ul><li>On-Going Communications </li></ul><ul><ul><li>I/S staff and management is actively integrated into the business organization at all levels to openly discuss I/S activities as they relate to the business. Communication with the business goes beyond status reporting and selling new concepts. </li></ul></ul>
  17. 17. <ul><li>Capacity Management </li></ul><ul><ul><li>All I/S hardware, software, and communications resources are continually monitored to ensure that sufficient capacity is available for changing business needs and new I/S activities, and that sufficient cushions (internal and external) are available for peak demands. </li></ul></ul><ul><li>Vendor Management </li></ul><ul><ul><li>Vendor roles and responsibilities are understood by all parties and managed by I/S to ensure that the company is receiving maximum value for acquired products and services by influencing, as appropriate, revisions, service offerings, and problem resolution. </li></ul></ul>Technology Best Practices <ul><li>Research and Development </li></ul><ul><ul><li>I/S has sufficient visibility of the company's needs and new technology offerings to guide the evolution of technology resources and tools to maximize short and long-term value to the business. </li></ul></ul><ul><li>Computing Management </li></ul><ul><ul><li>The technology infrastructure evolves to mirror the business by responding to business, organizational, and geographical needs. </li></ul></ul>
  18. 18. <ul><li>Customer Focus </li></ul><ul><ul><li>A &quot;customer service&quot; attitude is evident in the organization. Operating and organizational changes are always validated to determine their impact to the business and customer service. </li></ul></ul><ul><li>Scheduling </li></ul><ul><ul><li>Availability of all technology resources are understood by the business and strict operating and support schedules are maintained and managed as a key component of customer service. </li></ul></ul>Operations Best Practices <ul><li>Performance Standards </li></ul><ul><ul><li>Metrics, identifying standards of performance, are consistently used to monitor and improve services,. Performance standards will often apply to both the I/S and business organizations and should be jointly developed </li></ul></ul><ul><li>Responsiveness </li></ul><ul><ul><li>Technology and staff responsiveness continually meet or exceed the business's expectations. A technology plan, driven by usage information and tuning programs, is managed to ensure customer responsiveness meets or exceeds quantified expectations </li></ul></ul>
  19. 19. <ul><li>Backup/Recovery </li></ul><ul><ul><li>All data files and program libraries have adequate versions readily available for rebuilding and normal processing in the event of loss or error. Backup and recovery processes are incorporated in all system's designs and changes. </li></ul></ul>Operations Best Practices <ul><li>Contingency Management </li></ul><ul><ul><li>All critical technology operating activities are seamlessly integrated into the company's business resumption procedures. Plans are developed and tested periodically for timely rebuilding/resumption of critical computing activities. </li></ul></ul>
  20. 20. Physical Network SNA APPN Common Transport Semantics Presentation Services Data Access Services Applications and Development Tools OpenDoc & VisualAge Application Services TCP/IP OSI NETBIOS IPX Object Mgmt. Services Multimedia P-to-P Print/View User Interface Files Transaction Monitor Workflow Manager Mail Communication Services Conver-sational Model Communication Services Object Manager SOM/DSOM Directory X.500 WAN Channel Emerging LAN Database Digital Library Security Kerberos Time Transaction Manager CICS Remote Procedure Call Messaging Queuing MPI
  21. 21. New information systems Transaction and messaging middleware Development tools Access and analysis tools Decision Support Systems On-Line complex processing systems Transaction processing systems Data-access interfaces Data transformation products Data Managers: RDBMS’s, multidimensional databases Metadata catalog Enterprise data Legacy databases External data sources
  23. 24. <ul><li>The network-centric view requires that the primary focus reside at the WAN level </li></ul><ul><li>Processes, key capabilities and control are managed at the WAN level, extending down to the various sites, LANs and finally the desktops </li></ul><ul><li>Unlike a location-centric view, resources to service a call are location transparent to the caller </li></ul>VS. Call Center Call Center Caller Call Center Location Centric View Network Call Center Caller Call Center Call Center Network Centric View
  24. 25. Electronic Commerce Interactive Systems Telecommunication Media/ Advertising Database & Information Marketing Teleservices Communications Services Marketing Services Customer Tracking & Usage Metering On-line Services Purchase Advisory Services Evolving Electronic Environments Satisfaction Measurement Evolving Electronic Environments Applications
  25. 26. DISTRIBUTED COMPUTING ARCHITECTURE Applications Electronic forms, Intelligent Call Routing, Resource Scheduling, Shared Customer Database, CICS & OLTP, X.400, EDI, Mail Exchange Getaways AIX, OS/Z, VMS, MVS, UNIX, WROU 32, Windows NT Operation System and Transport Services SNA, TCP, APPC, IPX, LU/6.2, Others Threads Sockets Other Distributed Services DCE–DSOM–SOM–Others Distributed File Services Taligent Time Directory/File Synchronization Naming X.500 Other Fundamental Services (Future) Electronic Commerce API’s PC Integration CTI–Client Agent <ul><li>Security </li></ul><ul><li>Kerberos </li></ul><ul><li>Distributed </li></ul><ul><li>Key Encryption </li></ul><ul><li>Authorization </li></ul><ul><li>Authentication </li></ul><ul><li>Notification </li></ul><ul><li>Management </li></ul><ul><li>Net View </li></ul><ul><li>Configuration </li></ul><ul><li>Trouble Tickets </li></ul><ul><li>EDS </li></ul><ul><li>Lic. Mgt. </li></ul><ul><li>Asset Mgt. </li></ul><ul><li>Change Mgt. </li></ul>OSF DCE MODEL MOM (Message Oriented Middleware) Remote Procedure Call and Presentation Services with OLTP Supports Multiple Protocols Pipes, MQ (Message–Queueing), Object Request Broke (ORB)
  26. 27. GLOBAL INFORMATION WAREHOUSE ARCHITECTURE Government, int’l locations, etc. Document database Internal directory synchronization Document database E-mail directory E-mail directory External aliases VAN or PDN Multiple enterprise directory Trading partners EC server/switch (access controls) Standard formats Mapping Internal formats Enterprise directory server Updates
  27. 28. PARTNER ENTERPRISE LINKAGES Packaged query Query generators Scheduled update Request to update Shared (or standards-compliant) data dictionary (meaning) Your Partners’ Views of Your Data Enterprise Data Architecture Shared (or standards-compliant) data dictionary (meaning) Security Gateway Public Data Gateway EC Clearinghouse Direct access for specific apps. Integrity checker Integrity checker Security Gateway ODBC or IDAPI External data gateway Business application (e.g., inventory mgmt.) Business application (e.g., transportation) ODBC or IDAPI ODBC or IDAPI Functional-specific data Functional-specific data
  28. 29. CLIENT ENTERPRISE INFORMATION DISTRIBUTION Administrator workstation Create TP profiles Direct link <ul><li>Business documents </li></ul><ul><ul><li>Price lists </li></ul></ul><ul><ul><li>Advanced shipping notices/purchase orders </li></ul></ul><ul><ul><li>Technical manuals </li></ul></ul><ul><li>One-time setup </li></ul><ul><ul><li>Standard </li></ul></ul><ul><ul><li>Mapping rules </li></ul></ul><ul><ul><li>Edits </li></ul></ul>Assembly/disassembly Document data E-forms/ E-mail E-forms as user interface Application Application/database Translator Trading partner VANs Internet Central EC repository Stds. compliance checking Semantics DB Source: Phillip Morris, Modified by Gartner Group
  29. 30. ENTERPRISE ELECTRONIC INFORMATION EXCHANGE Online Transaction Processing with Embedded Metering <ul><li>Process start and termination conditions </li></ul><ul><li>Identification of activities within a process, applications and data </li></ul><ul><li>ID data types and access </li></ul><ul><li>Definition of transition and flow rules </li></ul><ul><li>Information for resource allocation decisions </li></ul>Workflow Engine <ul><li>Process flow modeling </li></ul><ul><li>Simulation and animation </li></ul><ul><li>Automatic map generation </li></ul>Integrated with BPR Functions Format Conversions <ul><li>IBM Flowmark </li></ul><ul><li>Action Technologies </li></ul><ul><li>ICL </li></ul><ul><li>ViewsStar Corporation </li></ul><ul><li>Documentum EDMS </li></ul><ul><li>Electronic Books </li></ul><ul><li>Adobe Acrobat </li></ul><ul><li>Illustra </li></ul><ul><li>Navisoft </li></ul><ul><li>Gemstone </li></ul><ul><li>Object DB </li></ul>Event Queues and Event Managers TP Monitors <ul><li>IBM MQI </li></ul><ul><li>Notes </li></ul>Activities (Verbs/Tasks) Messaging (MOM) Workflow Engine with Integrated BPR Functions Digital Content Library Content Publishing Engine Electronic Channels & Vehicles Creative Fulfillment Prospect Member Marketing Billing PDF HTML SGML Internet IBM LAN Legacy Gateway <ul><li>Security </li></ul><ul><li>Data model </li></ul><ul><li>Client/server </li></ul><ul><li>Directory services </li></ul><ul><li>Messaging backbone </li></ul><ul><li>Database infrastructure </li></ul><ul><li>Common user interface </li></ul><ul><li>Data access or data sharing </li></ul><ul><li>Network design & management </li></ul><ul><li>Work-flow, groupware deployment </li></ul><ul><li>E-forms & document management </li></ul><ul><li>Application interfaces & development </li></ul>Enterprise Strategies OLE Interoperability Component GT Taligent Interoperability (future) Other (future) Bento OpenDoc Compound Document Services OpenDoc Interoperability Services OpenDoc Compound Document Services OpenDoc Storage Service OpenDoc Object Management Services (SOM) CORBA Compliant ORBs Scripting OpenDoc Automation Services <ul><li>OpenDOC Frameworks </li></ul><ul><li>IT Solutions </li></ul><ul><li>SOM/DSOM </li></ul>VPN Lotus Notes WWW Kiosk PDA ITV Screen Phone Disk Internal Web Site Proxy server for internal access External Web Site OODB Management Business Process Business Objects Business Rules Content Publishing Engine
  30. 31. ELECTRONIC CATALOG APPLICATION Product Library Material Mgt. Secure Payment Processing Billing Remote WS Accounting Logistics Management decryption - decompression Auto-Install mailbox GUI metering GUI GUI Multi-Media Desktop WS Order Fulfillment Exception Processing Inventory Control Schedule & Routing Encryption & Compression Order Configuration Report Generation MIS Reports Document Preparation e- Catalog Demo Library Training Library Advertising Library Mail Internal Corporate Catalog Product Reviews GUI Multi-Media Multi-Media SGMC RDF Text Image Video/Audio User Product License Transaction Database GUI GUI GUI Publisher Adm. WS Distributor Adm. WS News Media Adm. WS Host System Electronic Funds Transfer Content Database HelpDesk Adm. WS Online WWW Kiosk PDA ITV Screen Phone Technical Descriptions Publishing Database Document Management System Digital Content Library OODB Management Multi-Media Common Carrier Snooper Member/Prospect Database Electronic Message Delivery Electronic Data Interchange Server DeskTop Client GUI Electronic Vehicles Content Object Server Digital Content Libraries Transaction Systems Channel Supplier Fulfillment and Logistics Interface
  31. 32. EVOLUTION STRATEGY Identify near-term requirements Conceptual design Functional spec Procure off-the-shelf hw/sw Option 1 Field Test Analyze results (Business case) Option 4 Development Option 4 Limited deployment Option 4 Full deployment BPR Define process changes Implement process changes Define/implement architecture changes Mega Center development Consolidation Develop End-State Vision End-State
  32. 33. TRADITIONAL SUPPLY CHAIN MANAGEMENT Brokers Forwarders Support Reps Distributors Sales Agents Jobbers Warehouse Retailers Enterprise Customers and Prospects 1980 – 1995 Market Intermediaries = high cost and inefficiency Source: Gartner Group
  33. 34. CURRENT “IT” INFRASTRUCTURE COMPLEXITY Mix and Match Technologies etc . . . Dial Up or Leased Lines Glass – House Headquarters Branch Office Token Ring Attachment 3745 MVS CICS MW IMS DB2 TSO VTAM IBM 3745 FEP Loan Officer OS/2 MW IPX Ethernet Financial Analyst SUN OS MW TCP/IP File Server/“Gateway” Netware 3.11 Token Ring MW TCP/IP IPX SNA LU6.2 Ethernet Token Ring Token Ring Ethernet Server Database AIX MW TCP/IP Ethernet Query Appt OS/2 MW IPX Token Ring Query Appt WINDOWS MW IPX Token Ring
  34. 35. STN-PROVIDES THE GLUE Remote ScratchTicket Invocation & Message Flow API Other Clients E-commerce Shopping Basket Process User Purchase Request <ul><li>e-commerce Server Components: </li></ul><ul><li>e-catalog, shopping cart </li></ul><ul><li>payment processing </li></ul><ul><li>business logic & Workflow </li></ul><ul><li>certification/authentication </li></ul><ul><li>backend legacy interface </li></ul>Format User Reply/Status STN Data Center DSS/Data Mining Session/Context Manager Return Results Database Lookup 1-2-1 Personalization Engine Thin-Client Browser N-Tiered Server Logic ScratchTicket Method Calls ScratchTicket Object Invocation HTTP/CORBA IIOP & RMI e-commerce Server API <ul><li>Profiling: </li></ul><ul><li>Heuristics </li></ul><ul><li>Demographics </li></ul><ul><li>Poling/surveys </li></ul><ul><li>Preferences </li></ul><ul><li>Knowledge Mgt.: </li></ul><ul><li>Digital Assets </li></ul><ul><li>Content (HTML) </li></ul><ul><li>Documents </li></ul>Intelligent Agent STN Data Center
  35. 36. Culture “ The way we do things around here” Communications “ The way we position our value” Business Processes “ The way we operate to add value” Organization “ The way we structure for competence” Information and Technology “ Our work tools” Management Systems “ The way we support performance” Continuous Improvement <ul><li>Decide </li></ul><ul><li>Create </li></ul><ul><li>Manage </li></ul><ul><li>Communicate </li></ul><ul><li>Disagree </li></ul><ul><li>Learn </li></ul><ul><li>Value </li></ul><ul><li>Negotiate </li></ul><ul><li>Competitive positioning </li></ul><ul><li>Messaging </li></ul><ul><li>Segmentation </li></ul><ul><li>Integration </li></ul><ul><li>Customer feedback loop </li></ul><ul><li>Measure feedback </li></ul><ul><li>Reward </li></ul><ul><li>Train in fundamental competence </li></ul><ul><li>Data/Databases </li></ul><ul><li>Information </li></ul><ul><li>HW/SW/Networks </li></ul><ul><li>Voice mail/E-mail/EDI/WWW </li></ul><ul><li>Advanced technology </li></ul><ul><li>Analyze/Interpret </li></ul><ul><li>Strategize/Plan </li></ul><ul><li>Organize/Design </li></ul><ul><li>Train in skills </li></ul><ul><li>Hire, staff </li></ul><ul><li>Develop products </li></ul><ul><li>Fulfill orders </li></ul><ul><li>Serve customers </li></ul><ul><li>Manage markets </li></ul><ul><li>Plan, resource, control </li></ul>Strategy Strategy External Forces External Forces
  36. 37. <ul><li>It’s not easy (or fun), but coming up with an accurate budget is the only way corporate networkers can keep from being blindsided by overruns and unexpected expenses. Here’s what it takes, step by step: </li></ul><ul><ul><li>Compile a detailed inventory of the network/IT infrastructure, including components, services, and personnel. </li></ul></ul><ul><ul><li>Determine how much is being spent on the infrastructure. Be sure to figure in: </li></ul></ul><ul><ul><ul><li>Maintenance agreements (software and hardware) </li></ul></ul></ul><ul><ul><ul><li>Support contracts (software and hardware) </li></ul></ul></ul><ul><ul><ul><li>Communications services (monthly fixed charges and usage-based costs) </li></ul></ul></ul><ul><ul><ul><li>Salaries (including market adjustments and standard merit increases) </li></ul></ul></ul><ul><ul><li>Decide whcih aging, obsolete, or overburdened parts of the infrastructure must be replaced. </li></ul></ul>1996 Network/IT Expenses <ul><ul><li>Identify the major business initiatives planned for the coming year. </li></ul></ul><ul><ul><li>Determine the implementation, acquisition, and support costs that will allow netqork/IT to support the new business initiatives. </li></ul></ul><ul><ul><li>Ascertain the development/training needs for all network/IT support personnel. </li></ul></ul><ul><ul><li>Find out how many people the company plans to add or drop during the coming year. </li></ul></ul><ul><ul><li>Establish which emerging technologies will be added during the coming year and determine costs of pilot programs. </li></ul></ul><ul><li>Find a quiet place to work, lock the door, take the phone off the hook, and build a budget factoring in all of the foregoing expenses and issues. Submit it to the corporate finance committee for approval. Take a week off. </li></ul>
  37. 38. Director of Enterprise Network Operations Chief Architect Director of Business Systems/Development Director of Customer Services Director of Business Operations Director of Administrative Systems <ul><li>Manager of network operations </li></ul><ul><li>Manager of enterprise applications </li></ul><ul><li>Manager of Internet services </li></ul><ul><li>Manager of enterprise messaging </li></ul><ul><li>Manager of mobile computing </li></ul><ul><li>Manager of security </li></ul><ul><li>Manager of communications services </li></ul><ul><li>Applications engineers </li></ul><ul><li>Infrastructure/security engineers </li></ul><ul><li>Network operating system, operating system, and platform engineers </li></ul><ul><li>Communications engineers </li></ul><ul><li>Documentation specialist </li></ul><ul><li>R & D lab </li></ul><ul><li>Programmers (desktop, server, mainframe) </li></ul><ul><li>Help desk manager </li></ul><ul><li>Project managers </li></ul><ul><li>LAN administrators </li></ul><ul><li>Manager of financial services </li></ul><ul><li>Manager of contracts/vendor relations </li></ul><ul><li>Data center operations </li></ul><ul><li>All administrative systems programmers </li></ul>Chief Information Officer Chief Executive Officer
  38. 39. <ul><li>Software </li></ul><ul><ul><li>Applications $495 per seat (assuming Microsoft Office suite of applications with mail client) </li></ul></ul><ul><ul><li>Customization $125 x (# of hours) x (# of seats) </li></ul></ul><ul><ul><li>Setup/Installation $75 x (# of hours) x (# of seats) </li></ul></ul><ul><li>Infrastructure </li></ul><ul><ul><li>Ethernet $125 per seat (assuming 16-port concentrator) </li></ul></ul><ul><ul><li>Cabling $12 per seat (assuming 25-foot cables to outlet and concentrator </li></ul></ul><ul><ul><li>Routing $75 per seat (assuming $4,800 per high-end-router port) </li></ul></ul>The Hidden Costs of Network Ownership <ul><li>Personnel </li></ul><ul><ul><li>Network administrator $65,000 per year (full-time) </li></ul></ul><ul><ul><li>Applications Support $55,000 per year (full-time) </li></ul></ul><ul><li>Planning </li></ul><ul><ul><li>Network and system design $41,250– based on a 200-node network with Microsoft Office and e-mail, two protocols, one router with collapsed backbone,, 64-user segments, 10Base-T concentrators, and Category 5 cabling </li></ul></ul>