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macehite
rward-dutton
Rethinking Microsoft
enterprise and Infrastructure
Architect
infrastructure Forum
advising on IT-business
Key messages for today
Globalisation
– Customers, partners, suppliers – and competition
– Connectedness driving sophisticated value chains
Transparency
– Industry regulations, consumer pressure and
competition driving openness
Service focus
– Differentiation and shareholder value increasingly
derived from service experience
Strong
Process support
heritage of Little
Stable, predictable
managemen Dynamic, collaborative
structured
t; processes
BUT tends (accounting, automated
processes (product
toorder
be fulfilment, HR, support
innovation, marketing,
application- from IT
specific
logistics, etc) strategy setting, etc)
Familiar,
User experience
Open and
highly
Desktop user Web user experience
accessible
interactive
experience (office
BUT tends
(increasingenvironmen
numbers of
productivity, ts but
ERP/CRM applications,
to be
communication/ usability can
content management,
application-
be poor
collaboration, etc)
specific etc)
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 9
mwd
macehite
rward-dutton
IT-business
alignment
Business
Investment Change
Change in capability capabilities,
implications limitations
Delivery
of value
IT
?
goals
“Clear direction from the
business about focus, +
strategy” A common, agreed
view of how current
“Collaborative approach
and future IT provides
IT to implementing business
structured support to
change”
the business in this
context
Business processes
ss
ss
es
es
es
form the foundation
ce
ce
oc
oc
oc
o
of a common
pr
pr
pr
pr
pr
s
s
language
es
es
es
es
es
in
in
in
in
in
s
s
Bu
Bu
Bu
Bu
Bu
Manage Manage Manage
d d d
IT defines and delivers IT IT IT
service service service
“business level” services Manage Manage
which support the right d d
processes, the right way IT IT
service service
Alignment
principle #1:
understanding
service-oriented
IT
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com advising on IT-business
14
So what is an IT service?
“Provide
automated
support for “Update
my sales customer
force” details”
“CRM
database
”
Line of business
perspective Developer
perspective
IT operations
perspective
Users’ experiences
of “managed IT service”
Lifecycle services
Managing the lifecycles of business functions and infrastructure
Infrastructure services
Providing the platform
QoS
Message Format Security Terms
Message Sequence Response Time
Functions Throughput
Functional
Terms
Usage Cost
Liability Clauses
Trust Commerci
al
Terms
Alignment
principle #2:
understanding
business
processes and
their priorities
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com advising on IT-business
18
A universe of business
processes [1]
A hierarchy of business processes
“Strategy” processes
– instances oversee
S instances of
management
processes
“Management”
processes – instances
M M M oversee instances of
execution processes
“Execution”
processes – instances
E E E E E handle particular units
of work within
business activities
S S
M M
M M
E E
E E
E E
Non-differentiating Differentiating
(focus should be on efficiency) (focus should be on flexibility)
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 20
Observations on the nature of
business processes
S S
M M
M M
E E
ar
ecnI
c
o des E E
ball
o
, noitar
coh-da E E
utan
I
er
esa ercn
cutsd
r
p, erut
r
a
btci de Non-differentiating Differentiating
ytili
(focus should be on efficiency) (focus should be on flexibility)
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 21
Implications for business function
service design
“Strategy”
business processes
e
reas
Level of process abstraction
i nc
High ds
d e man
le xi bility “Management”
n ess, f business processes
n
Ope
Reusability
importance “Execution”
increases business processes
cr e ases
an d in Activity functions
Low em
ien cy d
Eff ic
Technical functions
Non-differentiating Differentiating
(focus should be on efficiency)
(focus should be on flexibility)
Enterprise
architecture
must reflect IT-
business
alignment
principles
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com advising on IT-business
23
The real world
From Towards
“Personal Productivity
productivity” IT access environment desktop +
desktop global access to
resources
Communication
Technology innovation
Data processing , collaboration,
focus
integration
Outsourcing
Capability supply “Multi-sourcing”
vs. in-house
delivery
Older approaches fail to capture reality re:
integration, communication, collaboration,
© Macehiter Ward-Dutton 2005
supply complexity
www.mwdadvisors.com 24
A “traditional” view of EA [1]: The
Zachman framework
Business process
Applications
Business process
Business
process
Business process
Support scenario:
a mesh of
interactions
Process architecture
- roles, flows, resources
Historically the
focus of
architecture has Business function service architecture
been here
Transactional Analytics, Communicati
/ information discovery, on,
management reporting collaboration
Enterprise
Architecture and
IT Governance
Business
Needs to be driven in
partnership with the
business
IT
Should follow a service-oriented Lifecycle
model – but one which is about
more than application functionality
Business function
Infrastructure
Should consider all the
different views of Functional QoS
service provision – not
just functional
Commercial
considerations
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 33
These perspectives are the key
dimensions for IT governance, too
Business processes, priorities
i ps
n sh Change
tio Delivery
la
Re Investment
Business function
Service types
Infrastructure
Lifecycle
na
l
oS i al
c
ti o Q er
u nc m
m
F o
C
Contract aspects
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 34
Enterprise architecture and IT
governance should be considered
together
Business
architecture
i ps Process architecture
n sh Change
tio Delivery
la
Re Investment
Business fn
Business function architecture
Service types
Infrastructure Infrastructure
architecture
Captures the
Lifecycle
iterative process
of architecture change
na
l
oS i al
c
ti o Q er
u nc m
m
F o
C
Contract aspects
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 35
You can use the model to…
A worked
example: the
role of DSI
i ps
n sh Change Capability today is
tio Delivery
ela in designing
R Investment
business function
services with
Business function
explicit reference
Service types
to runtime QoS
Infrastructure directives and
validate them
Lifecycle against a static
infrastructure
na
l
oS i al model
c
ti o Q er
u nc m
m
F
Co
Contract aspects
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 38
DSI: with planned “Longhorn
wave” technology
With planned
i ps future capabilities,
n sh Change
tio Delivery
design-time QoS
la
Re Investment directives form the
basis of a “live
Business function model” which is
Service types
interpreted and
maintained by
Infrastructure
server
infrastructure to
Lifecycle perform goal-
oriented
na
l
oS i al infrastructure
c
ti o Q er
u nc m
m monitoring and
F
Co management
Contract aspects
© Macehiter Ward-Dutton 2005 www.mwdadvisors.com 39
A call to action
Thank you