ICT Architectures 3 Information management Bas Kruiswijk Leiden

ICT Architectures 3 – Information management Bas Kruiswijk | Leiden February 20, 2020 1

Contents 1. From Strategic Alignment to Information Management • What is not adressed in the Strategic Alignment Model • From Strategic Alignment Model to the Amsterdam Information Model 2. The Amsterdam Information Model for Information management • The enneahedron • Definition of Information Management • Roles and tasks of the Information Manager 3. Outsourcing • Gartner IS-Lite model • Why and what to outsource? • Cloud computing 2

Roadmap Architecture Alignment Strategy • Strategic alignment • Information management • Enterprise architecture • Software architecture • Service oriented architecture • Business strategy • ICT Strategy 3

From strategic alignment to information management • Observations (or what is not adressed in the strategic alignment model) - The (infra)structure as linking pin between strategy and operations; structure determines flexibility or rigidity - IT only indirectly influences business: through information generated / communication supported • Information management - The management of information as a business resource - The management of the business – IT relationship (most commonly used definition in practice) Source: prof. dr. ir. R. Maes Universiteit van Amsterdam 4

Information management – Demand supply External ICT Business Strategy ICT Strategy Internal Business Organizational Infrastructure ICT Infrastructure Demand Supply 5

Amsterdam Information Model ICT Information Strategy Technology Strategy Business Architecture Information Architecture Technology Architecture Organizational Infrastructure Information Infrastructure ICT Infrastructure Strategy Business Strategy Structure Information Communication Operations Business 6

Amsterdam Information Model Source: prof. dr. ir. R. Maes Universiteit van Amsterdam 7

Information Management Definition The balanced management of the elements represented by the central components of the map, including their internal and external relations 8

Positioning the different roles Business CEO Strategy Business manager User Operation CIO Technology CTO Enterprise architect Business architect Structure Information/ Communication Information architect Technical architect Information manager ICT manager Functional support ICT support Service desk Application support Infrastructure support 9

CIO – Chief Information Officer Different roles 1. Information strategist 2. Co-creator/advisor business strategy 3. IT portfolio manager 4. Organization architect 5. Business advisor 6. Trend watcher Source: prof. dr. ir. R. Maes Universiteit van Amsterdam 10

Different roles of an Information Manager ICT Partner in strategy Discover strategic ICT opportinities for the business Information policy maker Outline and implement policy regarding information provision ICT Trendwatcher Keeps up to date with ICT developments and trends ICT Facilities manager Ensure that the technical facilities form a reliable whole Application manager Responsible for the daily operation of all ICT resources User support Responsible for the actual use of ICT facilities Business partner Participant in business process design in relationship with ICT Alignment manager Aligning business and information facilities Source: ‘Who is managing the information? ” Primavera working paper, Universiteit van Amsterdam 11

Contents 1. From Strategic Alignment to Information Management • What is not adressed in the Strategic Alignment Model • From Strategic Alignment Model to the Amsterdam Information Model 2. The Amsterdam Information Model for Information management • The enneahedron • Definition of Information Management • Roles and tasks of the Information Manager 3. Outsourcing • Gartner IS-Lite model • Why and what to outsource? • Cloud computing 12

Gartner IS Lite model The classical ICT Organisation Setting strategy • Strategic planning • Architecture design / technical planning Strategic Delivering applications • Business requirements definition • Application development • Support of end-user decisions Tactical Supporting infrastructure • Data center operations • Network operations • Desktop support • Applications maintenance Operational Supply Demand Source: Gartner Group, IS Lite model, Charles Chang 13

What tasks belong in the ICT organisation? Embed in the business Strategic Tactical Operational Supply Demand Delegate to a third party 14

Example roles within an ICT organisation Information • manager Directie • Informatie Information architect System • Coördinaarchitect • Systeem owner tor ICT eigenaar • Contract manager • Project - Strategic Tactical • System Systeem analist • Technical Technisch specialist Operational • Programmer Programmeur Supply • Technical Technisch beheerder manager software leider manager • Functional Functioneel beheer manager • Purchaser Inkoper • Web • Technical Technisch master beheerder manager • Servicehardware & medewerker support netwerken network Demand 15

Roles embedded in the business or outsourced Information • manager Directie • Informatie Information architect System • Coördinaarchitect • Systeem owner tor ICT eigenaar • Contract manager • Project - Strategic Tactical • System Systeem analist • Technical Technisch specialist Operational • Programmer Programmeur Delegate to a third party Supply • Technical Technisch beheerder manager software Embed in the business leider manager • Functional Functioneel beheer manager • Purchaser Inkoper • Web • Technical Technisch master beheerder manager • Servicehardware & medewerker support netwerken network Demand 16

And the core tasks. . . Stimulate innovation Information • manager Directie • Informatie Information architect System • Coördinaarchitect • Systeem owner tor ICT eigenaar • Contract manager • Project - Manage consistency Manage changes • System Systeem analist • Technical Technisch specialist • Programmer Programmeur Delegate to a third party Supply • Technical Technisch beheerder manager software Embed in the business leider manager • Functional Functioneel beheer manager • Purchaser Inkoper • Web • Technical Technisch master beheerder manager • Servicehardware & medewerker support netwerken network Demand Manage outsourced services 17

Motives for outsourcing Most Important Business Motives in Sourcing Strategy Source: Computer Sciences Corporation 14 th Annual Survey of IS Management Issues 2001 18

What activities are traditionaly being outsourced? Source: Computer Sciences Corporation 14 th Annual Survey of IS Management Issues 2001 CIO Survey 2014 -2015 on Cloud Computing 19

Service models for cloud computing 20

What to outsource? Strategic applications Enterprise systems Generic applications Desktop applications Maintenance tools Generic platform Integration, authentication and autorisation, workflow, portal Operating system, server virtualisation Servers and storage Network WAN, LAN, Wi-Fi Clients PC’s, Laptops and desktop virtualisation Peripheral devices printers, scanners Mobile Devices Tablets, smartphones 21

What to outsource? Separating different lots Lot 1 – Paa. S/Iaa. S Lot 2 - Saa. S Lot 3 - Cloud Lot 4 - Desktop Strategic applications Enterprise systems Generic applications Desktop applications Maintenance tools Generic platform Integration, authentication and autorisation, workflow, portal Operating system, server virtualisation Servers and storage Network WAN, LAN, Wi-Fi Clients PC’s, Laptops and desktop virtualisation Peripheral devices printers, scanners Mobile Devices Tablets, smartphones Lot 5 22

Scenarios for outsourcing ICT facilities Activities / processes Applications supporting primary processes Applications supporting secondary processes Applicaties for governance System integration Workplace automation Servers, storage, backup Network Telecom Print and copy Enterprise architecture Functional requirements Technical requirements Development Functional acceptance Technical implementation Functional implementation Technical support Application support Functional support First-line support / service desk Second-line support Not suitable / not likely to outsource Less suitable / less likely to outsource Candidate for outsourcing 23

ICT Architectures 3 – Information management 24