Practical Architecture Aligning Business Strategy with IT Vision
Practical Architecture: Aligning Business Strategy with IT Vision Franco Rothner Solution Specialist Microsoft SA Session Code: ARC 301
Agenda 1. Why architect 2. The process of architecture 3. Identifying the right people - toolsets 4. Aligning and Delivering Architecture Frameworks and models 5. Organizational Insight - Understanding your organization 6. Do’s and Dont’s
Definition - Architecture is a business in which technical knowledge, management, and an understanding of business are as important as design. the developer of the structure of a computer system or program The enterprise architect handles business-related software decisions that frequently can involve multiple software systems within an organization, spanning several projects teams, and often at more than one site. The architect makes high-level design choices much more often than low-level choices. In addition, the architect may sometimes dictate technical standards, including coding standards, tools, or platforms, so as to advance business goals rather than to place arbitrary restrictions on the choices of developers.
Why do I need an Architect The Winchester House - http: //www. winchestermysteryhouse. com/
Winchester House Facts • • • 38 Years of Construction 147 Builders 0 Architects 160 Rooms 40 Bedrooms 6 Kitchens 2 Basements 950 Doors Cost $5, 5 million Winchester House Facts • 65 Doors to blank walls • 13 Abandoned Staircases • 24 Skylights in the floor No architectural Blueprint Exists
Interpretation of the Objective Tuscany - Business Tuscany - IT
Evolution of Enterprise Architecture Value EA = BA + EWITA Enhance Business/IT Alignment EA = EWITA EA = TA Reduce IT cost and enhance operations Enhance Value Management Scope
Challenges Business CIO Operations CFO I know what my business does. . . How long is it going to take? Why do you want to Show me how this change it, we have will effect the been doing things bottom line. . . like this for years and it works Isn’t that an IT role. . . Let me decide on what is the right direction. . . What you are proposing is impossible. . . Surely the process is optimised. . . How must I know, I You want to get rid was in finance before of Unix? this job. . We cannot do this improve this any further. . . You want to pay him what? ? ? !!!! The mainframe will always be here. . . How did you get to that number? Let me worry about the budgets. . .
The Process of Architecture
Architecting Process Requirements Analysis Design Conscious effort to create something that is both functional and aesthetically pleasing All architecture is design. Not all design is architecture.
Architectural Levels 1 Financial Services 2 Retail Banking 3 Procurement 4 Identity Management User 5 Design all things by considering them in their larger contexts 1 Industry Enterprise in an industry System in an Enterprise Component in a system Object in a component Put the large rocks in the place first 2 3 4 5
Architecture focus Business Projects Architecture Application Technology IT Projects Existing New Additional Budget Priority Data/Information Resource Availability Process New / New
Objectives of an Architect Creating the right Architecture Using the architecture Adoption through deployment Vision and strategy Governance and alignment Governance and feedback Scorecards and measurement Value calculation and ratification Required architecture and priorities Specifications and standards
The role of an architect Organization Mission Organization Vision Operating Model Business IT Providing Banking Services to unbanked South Africa Provide people, process and technology solutions to enable banking the unbanked in South Africa Providing banking services to 40% of all unbanked South Africans over the next 10 years by providing affordable banking in the medium most suited. Architect, Plan, Design and Build the systems to cater for 12 million users within the next 10 years with system availability of 90% Provide access to the unbanked South African market through delivery of low cost banking services through retail bank branches, ATM and cellular phone channels. Systems for branch and cellular phone banking will be delivered in the Plan, Build Run Model and will ensure 90% availability through appropriate HA and DR policies
Mapping IT To Business IT IT How? 1. Improve customer satisfaction by 15% in next 12 months by reducing customer wait time in branches. Ensure branch systems service level SLA at 90% over the next 12 months 1. Remove single points of application failure. 2. Remove single points of hardware failure. 3. Address network SLA and guarantee 95% availability 2. Grow cell phone banking from 10000 to 20000 users in 18 months. Ensure cell phone banking functionality is available 1. Is application multi platform? 2. Ease of use of application? 3. Reliability of the application? 3. Improve the turnaround time for customer loan applications from 12 hours to 1 hour. Straight through electronic processing of application will reduce processing time 1. Workflow scanned documents with electronic application. 2. Understand approval process and messaging requirements 4 Reduce Operational Cost Reduce infrastructure, operational and licensing cost. 1. Virtualize 2. Consolidate 3. Optimise
Accountability and delivery CIO Scorecard Reduce Cost CTO Scorecard Reduce Cost Architecture Reduce Cost Deploy/Build Operations Reduce Cost
Roles and Responsibilities of Architect The RACI model is a powerful tool utilized to define roles and responsibilities. In general, you match up roles and responsibilities with processes. The tool is extremely useful when rolling out a new change management program, or just uncovering the processes that make your organization function and identifying the participation in those processes R Responsible – owns the project/problem. A To whom “R” is Accountable who must sign off (approve) on the work before it is effective. C To be Consulted – has information and/or capability necessary to complete the work. I To be Informed – must be notified of the results but need not be consulted. T - Time Activity Responsible Accountable Consulted Informed By when Finalize strategic middleware providers HOD – Technology Architecture CTO CIO COO Partner Manager 1 June 2010 Operations Support Development Security
Delivering Architecture Frameworks and models
Frameworks The Open Group Architecture Framework (TOGAF) is a framework for enterprise architecture which provides a comprehensive approach to the design, planning, implementation, and governance of an enterprise information architecture. The architecture is typically modelled at four levels or domains; Business, Application, Data, Technology. A set of foundation architectures are provided to enable the architecture team to envision the current and future state of the architecture The Zachman Framework is a framework for enterprise architecture, which provides a formal and highly structured way of viewing and defining an enterprise http: //en. wikipedia. org/wiki/TOGAF
Governance Model http: //www. hud. gov/offices/cio/ea/newea/resources/
Identifying the right people toolsets
Responsibilities of the Architect Perception Technical Solving interesting technical problems Using different design patters Choosing technology Non Technical Related Work Reality Non Technical Related Work Surviving the politics and hidden agendas Ensuring buy in and participation Technical Foster support and agreement
Who Does What Best? Business Analyst Developer IT Professional. Architect Requirements Analysis Design
Skills and Attributes - Roles Architect Roadmap and Planning Design Maintain Deploy High Med Low C L P C L P
Individual Competencies Business • Organizational politics • Strategy • Process and tactical approach • Timing Personal • Leadership • Communication • Perseverance • Ethics • EQ • IQ Technical • Technology Strategy • Technology MBA – MCA Infrastructure • Technology Detail/MCA
Identifying Architectural candidates Myers-Briggs (MBTI Indicator) The Myers-Briggs Type Indicator (MBTI) assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions. Fundamental to the Myers-Briggs Type Indicator is theory of psychological type as originally developed by C. G. Jung proposed the existence of two dichotomous pairs of cognitive functions: The "rational" (judging) functions: thinking and feeling The "irrational" (perceiving) functions: sensing and intuition The 4 Dichotomies Extraversion Introversion Sensing i. Ntuition Thinking Feeling Judging Perceiving
Architect Profiles Why is it so difficult to find? What should I be looking for?
Organizational Insight Understanding the one you are in
Organizational Structure – friend or foe IT as a cost centre Reduce Cost IT as a necessary evil SLA Uptime CEO CFO COO Strategic Partner Enable Business CEO CFO CEO COO CFO COO CTO CIO Architecture CTO Architecture IT Operations Development IT Operations CIO Development IT Operations Development
Practical Architecture Tips
Do’s and Don’ts 1. Communication is paramount. 2. Executive and Business buy in for architecture is a necessity. 3. Governance structure is important – Prescriptive vs. Participative 4. Keep it relevant and delivery focussed. 5. Get involved up front. 6. Measure, Measure and Measure. 7. Something does not exist until it is documented. . 8. Effective lobbying saves a lot of time 9. Understand your audience. 10. Hire the right people for the right jobs. 11. Be tough, bit not ignorant. 12. Become the trusted advisor of the CEO and CIO. 13. Don’t forget the legacy
In conclusion 1. What is Architecture 2. Why we architect 3. The process of architecture and how we align business objectives 4. Identifying the right people 5. Looking at architectural toolsets 6. Understood organizational structure 7. Covered some high level do’s and don’ts
question & answer
10 pairs of MP 3 sunglasses to be won Complete a session evaluation and enter to win!
Resources Tech·Ed Africa 2009 sessions will be made available for download the week after the event from: www. tech-ed. co. za www. microsoft. com/teched www. microsoft. com/learning International Content & Community Microsoft Certification & Training Resources http: //microsoft. com/technet http: //microsoft. com/msdn Resources for IT Professionals Resources for Developers
© 2009 Microsoft Corporation. All rights reserved. Microsoft, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U. S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- Slides: 37