The Walt Disney Company Enterprise Architecture Overview Steven

The Walt Disney Company Enterprise Architecture Overview Steven P. Davis, VP IT, Walt Disney Studios FY 2003 Disney Architecture Council 1

What is “The Walt Disney Company” Revenue Business Segments Media Group Domestic & International Film Distribution Home Video Music Group Miramax FY 2003 Licensing Soft/Hard Goods Disney Stores Walt Disney World Disneyland Resort Disneyland Paris Japan Hong Kong Media Group Disney Architecture Council 2

IS/IT Governance Strategic Structure Finance Planning International Corp I. S. Leadership Team CIO - TWDC CIO Board Architecture Council CIO Direct Reports I. S. Executive Team Participants Segment CIOs Virtual CTO Chairperson Segment Reps Strategic Sourcing Others, e. g. , New Technology Shared services, e. g. , Messaging, Help Desk, File & Print Corporate Wide Applications FY 2003 Lo. B IT Leaders/Stakeholders Wider Executive IT Leadership Strat Planning, Legal Business Alignment Council & PMO Annual Rotation Corp I. S Initiatives Segments Form and disband as required Technical Advisory Teams Web Infrastructure Software Tools Desktop Standards PDA’s Policy & Standards Advisory Teams PDA’s VTC Disney Architecture Council Company-wide Project Teams Messaging Collaboration & Directory Services Global Help Desk 3

Enterprise Architecture The Mission u To guide the transformation of the company’s IT organization so that it can quickly and effectively respond to opportunities and emerging threats, gain a strategic advantage over competitors, and improve profitability by increasing revenue and decreasing operating costs. FY 2003 Disney Architecture Council 4

Importance of Architecture The Winchester “Mystery House” • 160 Rooms • 47 Fireplaces • 6 Kitchens • 10, 000 Windows • Gas Lights • Intercoms • 65 Doors to Blank Walls • 13 Staircases Abandoned • 24 Skylights in Floors Builders = 147 Architects = 0 $5. 5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode… …built without a “blueprint”… Winchester House Workforce, 1884 …yields inhospitable results Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS FY 2003 Disney Architecture Council 5

Importance of Architecture The Winchester “Mystery House” • 160 Rooms • 47 Fireplaces • 6 Kitchens • 10, 000 Windows • Gas Lights • Intercoms • 65 Doors to Blank Walls • 13 Staircases Abandoned • 24 Skylights in Floors Builders = 147 Architects = 0 $5. 5 Million Total Cost Over 38 Years Vision of a state-of-the-art abode… …built without a “blueprint”… Winchester House Workforce, 1884 Everyone was Well Intentioned! …yields inhospitable results Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS FY 2003 Disney Architecture Council 6

Importance of Architecture The Winchester “Mystery House” • 160 Rooms • 47 Fireplaces • 6 Kitchens • 10, 000 Windows • Gas Lights • Intercoms • 65 Doors to Blank Walls • 13 Staircases Abandoned • 24 Skylights in Floors Builders = 147 Architects = 0 $5. 5 Million Total Cost Over 38 Years Architecture can enable the Vision of a state-of-the-art abode… business and promote continued …built without a “blueprint”… growth… Winchester House Workforce, 1884 Heroics are not sustainable! …yields inhospitable results Adapted from “Case Studies of Enterprise Architecture Migration” published in 2002 by the Working Council of CIOS FY 2003 Disney Architecture Council 7

Enterprise Architecture Overview Example for The Walt Disney Studios u u u Many modern systems not designed with the Internet in mind New future business models to enable, e. g. , expansion of self service, digital media Need to drive down operational costs to protect against revenue erosion FY 2003 Disney Architecture Council 8

Business Value – Architectural Strategy A Case Study • Many systems key to the Studio business are currently used by a small number of individuals who actually act as “human proxies” between these systems and organizations they “serve” Theater Operators FY 2003 “Hold” or “Final” Placed via Fax, Phone, or E-Mail Sales Manager (human proxy) Disney Architecture Council Core Business System (Show. Biz) 9

Business Value – Architectural Strategy A Case Study Why not this? Theater Operators FY 2003 Fine-Grained In/out Coarse-Grained In/out (services-based architecture/layer) Services-based “Hold” or “Final” Layer Placed via Fax, Phone, or E-Mail or Web Browser, or other interface (assume almost any UI) Document-based, agile, flexible Disney Architecture Council Additional Systems / Services Core Business Systems (Show. Biz++) Inside & OUTSIDE 10

Business Value – Architectural Strategy A Case Study First, theatre operators to BVPD AMC Regal Loews Famous Others Self service, value add, labor reduction FY 2003 Disney Architecture Council 11

Business Value – Architectural Strategy A Case Study Theatre Operators to More Distributors AMC Regal Loews Famous Others… BVPD Warner Bros Universal Sony Others… More work, too hard, lost value FY 2003 Disney Architecture Council 12

Business Value – Architectural Strategy A Case Study Aggregated 3 rd Party Site AMC Regal Loews Famous Others theatrical-distribution. com ? BVPD FY 2003 Universal Warner Bros Sony Build upon Federation Patterns Disney Architecture Council 13

Business Value – Architectural Strategy A Case Study Focus on self service anywhere Cross segment Cross business unit External partners Think 3 rd Party Sites! PDA/Telephone and Other Emerging Devices Think beyond the Browser! Coarse-Grained Interfaces In/out Focus for new investment Services Based Layer Documents Catalogs/Cache Orchestration Process Workflow Fine-Grained Interfaces In/out Core Business Systems Focus away from UI FY 2003 Disney Architecture Council 14

Business Value – Architectural Strategy Guiding Architectural Principles u Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. u Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service u Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) u Prepare for adoption of standard documents for orchestration with business and external trading partners u Consider “end game” of presentation layer – support but not own u Move toward Common User Interface Standards both within Disney and across industries FY 2003 Disney Architecture Council 15

Business Value – Architectural Strategy Guiding Architectural Principles u Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. u Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service Ability to u Encourage adoption of right” coarse grained document based interfaces “make the layer, results of a coupled (easy to change) out of the service loosely transaction u Prepare for adoption of standard documents for orchestration without intervention business and external trading partners u Consider “end game” of presentation layer – support but not own u Move toward Common User Interface Standards both within Disney and across industries FY 2003 Disney Architecture Council 16

Business Value – Architectural Strategy Guiding Architectural Principles u Focus Core Business Systems (transactional) systems on fine grained interfaces, high domain knowledge – move away from owning the user interface (presentation layer), move from identity to role based authorization, and compensation capable. u Invest in new “Services Based Layer” to insulate transaction systems and provide for future scalability, flexibility, self service u Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) u Prepare for adoption of standard documents for orchestration with business and external trading partners u Consider “end game” of presentation layer – support but not own u Move toward Common User Interface Standards both within Disney and across industries FY 2003 Disney Architecture Council 17

Business Value – Architectural Strategy Guiding Architectural Principles u Focus Core Business Systems (transactional) systems on fine grained interfaces, high The domain knowledge – move away from Coordination of owning the user interface (presentation layer), move from identity long running and compensation capable. to role based authorization, transactions u Invest in new spanning “Services days, Based Layer” to insulate transaction systems weeks, . and provide for futuremonths scalability, flexibility, self service u Encourage adoption of coarse grained document based interfaces out of the service layer, loosely coupled (easy to change) u Prepare for adoption of standard documents for orchestration with business and external trading partners u Consider “end game” of presentation layer – support but not own u Move toward Common User Interface Standards both within Disney and across industries FY 2003 Disney Architecture Council 18

Business Value – Architectural Strategy Guiding Organizational Principles u Organize IT teams along activity, i. e. , Core Business Systems, Services, Orchestration and Presentation. u Maintains current Core Business Systems teams, focus them on providing fine grained services, i. e. , transactional and liberation of application functionality. u Create new Services Layer infrastructure team as new organization with focus on documents, catalogs, process, workflow, caching; breakdown by (Enterprise – Segment - Business). u Create new Orchestration Layer Team to focus on 3 rd party aggregation, document standards, proxy activity reduction. u Create new Presentation Layer Team (DEP and DIG) to focus on browser and other multi-channel deliveries, e. g. , telephone, converging devices. FY 2003 Disney Architecture Council 19

Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services Where can we get box office infomration? I think they have that at the Studio? Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. FY 2003 “Hi, I’m trying to track down box office info, can you help me? “I would give BVPD a call, they track domestic grosses. ” “Thanks. ” “Hi, I’m trying to track down box office info, can you help me? “Yes, that’s handled by Marc Laffe, let me transfer you. ” “Thanks. ” “Hi, Marc, we’re trying to get some box office data, can you help us out? “Yes, what exactly are you interested in? ” “Domestic box office, but just the cume on a film by film basis. ” “Yes, we have that, I’ll email you some example reports, let me know what works for you. ”” Disney Architecture Council 20

Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services Where can we get box office infomration? I think they have that at the Studio? Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. FY 2003 “Hi, I’m trying to track down box office info, can you help me? “I would give BVPD a call, they track domestic grosses. ” “Thanks. ” “Hi, I’m trying to track down box office info, can you help me? “Yes, that’s handled by Marc Laffe, let me transfer you. ” “Thanks. ” “Hi, Marc, we’re trying to get some box office data, can you help us out? “Yes, what exactly are you interested in? ” “Domestic box office, but just the cume on a film by film basis. ” “Yes, we have that, I’ll email you some example reports, let me know what works for you. ”” Likely to require a custom electronic point to point interface, agreement from business executives to share, large time investment… Disney Architecture Council 21

Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services Where can we get box office infomration? I think they have that at the Studio? Desire on the part of another segment to discover if the information they need is available already in the company. How do they find it now? Through trial and error and significant use of human proxies. FY 2003 “Hi, I’m trying to track down box office info, can you help me? “I would give BVPD a call, they track domestic grosses. ” “Thanks. ” “Hi, I’m trying to track down box office info, can you help me? “Yes, that’s handled by Marc Laffe, let me transfer you. ” “Thanks. ” “Hi, Marc, we’re trying to get some box office data, can you help us out? “Yes, what exactly are you interested in? ” “Domestic box office, but just the cume on a film by film basis. ” “Yes, we have that, I’ll email you some example reports, let me know what works for you. ”” …scenario is potentially occurring thousands of times and continuing to repeat itself ad infinitum… Disney Architecture Council 22

Business Value – Architectural Strategy • Proxy based example: “Discovery” of desired information and services Disney Search Domestic Box Office Where can we get box office infomration? Search Now Search results…. I think they have that at the Studio? Studio Information Services BVPD Domestic Box Office Services Alternative is to leverage search from the Portal and discover existing available services. User discovers resource through searching and drill down. FY 2003 National Box Office Cumulatives Daily Box Office Estimate And so on… This is value add of services based layer, liberating trapped functionality of core business systems. Disney Architecture Council 23

Business Value – Architectural Strategy Reduction of Proxy Activity Focus on self service anywhere Cross segment Cross business unit External partners Think 3 rd Party Sites! PDA/Telephone and Other Emerging Devices Think beyond the Browser! Coarse-Grained Interfaces In/out Focus for new investment Services Based Layer Documents Catalogs/Cache Orchestration Process Workflow Fine-Grained Interfaces In/out This value proposition lives Focus away here with the from UI reduction of proxy activity. FY 2003 Core Business Systems Disney Architecture Council 24

Business Value – Architectural Strategy Coarse Grained Interfaces Guidance Document holds state and metadata for user interface List of Services Available I’m interested in, please check one: q q Domestic Box Office International Box Office Product Rights Home Video Sales XML updated presentation layer Sent to: Joe Somebody, authenticated Outbound Document Information Services FY 2003 ü Domestic Box Office q International Box Office q Product Rights q Home Video Sales Stateless Disney Architecture Council Inbound Document Information Services 25

Business Value – Architectural Strategy Coarse Grained Interfaces Guidance Document holds state and metadata for user interface <Information. Services> <Item> List of Services Available <Text> I’m interested in, please Domestic Box Office check one: </Text> q Domestic Box Office <Selected></Selected> q International Box Office q Product Rights </Item> q Home Video Sales <Item> XML updated presentation layer International Box Office </Item> Sent to: Joe Somebody, … authenticated <User> Joe Somebody </User> Outbound Document Information Services FY 2003 Stateless Disney Architecture Council <Information. Services> <Item> <Text> Domestic Box Office </Text> <Selected>Y</Selected> </Item> <Item> International Box Office </Item> … <User> Joe Somebody </User> Inbound Document Information Services 26

Business Value – Architectural Strategy Coarse Grained Interfaces Guidance Document holds state and metadata for user interface <Information. Services> <Item> List of Services Available <Text> I’m interested in, please Domestic Box Office check one: </Text> q Domestic Box Office <Selected></Selected> q International Box Office q Product Rights </Item> q Home Video Sales <Item> XML updated presentation layer International Box Office </Item> Sent to: Joe Somebody, … authenticated <User> Joe Somebody </User> <Information. Services> <Item> <Text> Domestic Box Office </Text> <Selected>Y</Selected> </Item> <Item> International Box Office </Item> … Enabler is Common User Interface Standards…especially for 3 rd party aggregation Outbound Document Information Services FY 2003 Stateless Disney Architecture Council <User> Joe Somebody </User> Inbound Document Information Services 27

Business Value – Architectural Strategy Document Architecture Guidance for Document Based interfaces Metadata should include valid lists (leverage XML schemas? ): <Sex> <Value>Male</Value> <Valid. Values> <Value>Male</Value> <Value>Female</Value> <Value>Unknown</Value> </Valid. Values>. . </Sex> FY 2003 Disney Architecture Council 28

Business Value – Architectural Strategy Document Architecture Guidance for Document Based interfaces Metadata should include helpers: <Customer> <Value>21345</Value> <Valid. Values> <Helper>http: //webservice. com/customerhelper</Helper> </Valid. Values>. . </Customer> FY 2003 Disney Architecture Council 29

Business Value – Architectural Strategy Document Architecture Guidance for Document Based interfaces Metadata should include labels and simple validations (again leverage in XML schemas? ): <Sex> <Value>Male</Value> <Label>Sex</Label> <Properties> <Required>True</Required> <Read. Only>False</Read. Only>. . </Properties>. </Sex> FY 2003 Disney Architecture Council 30

The Role of The Architect • Engaged at Project Discovery • Ensures alignment to the Master Plan Strategies of Company, Segment, and Business Unit • Owns technology choices and promotes compliance with Enterprise Architecture Framework • Coordinates with other Architects both internally and externally FY 2003 Disney Architecture Council 31

Segment/Business Unit Architecture Project Review Process PAR revised to reflect Strategic systems directions Review w/: CIO, Requestor, Architect Variance Approved Based on Justification NO Strategic Context Sector/BU-set Project Discovery Strategic Business System Architecture/Direction Aligned? YES Architect Role Tactical Context Enterprise-set Enterprise Archit. Framework + Technology Decision Frameworks Core? YES OK to Proceed NO Project aligned to reflect TDF standards and directions FY 2003 Disney Architecture Council Review w/: TDF Owner, CIO, Requestor, Architect Variance Approved Based on Justification 32

Segment/Business Unit Architecture Process The Project “Building. Review Code” Metaphor PAR revised to reflect Strategic systems directions Review w/: CIO, Requestor, Architect Variance Approved Based on Justification NO Strategic Context Sector/BU-set Project Discovery Strategic City Business System “Master Plan” Architecture/Direction Services & Strategy Aligned? YES Architect Role Enterprise Archit. City Framework “Building+Codes” Technology& Decision Functionality Liability Tactical Context Frameworks Core? YES OK to Proceed Enterprise-set NO Project aligned to reflect TDF standards and directions FY 2003 Disney Architecture Council Review w/: TDF Owner, CIO, Requestor, Architect Variance Approved Based on Justification 33

Enterprise Architecture Institutional Approach Business Processes EXTEND & LINK Suppliers Employees Customers Enterprise Architecture cannot succeed without a governance structure to promote and fund the “common interest” GOVERN & MANAGE IT INVESTMENT rationalize, leverage, maximize, aggregate Application Portfolio ERP Collaboration … Publishing CRM Enterprise Architecture is the Glue that holds Applications and Infrastructure to a common destiny ARCHITECT & INTEGRATE simplify, standardize, modularize, integrate Infrastructure Platforms FY 2003 Network … Core Services Infrastructure Management Disney Architecture Council 34

Enterprise Business Process Framework Application Portfolio Cross Reference Level 0 processes Level 1 processes Create & manage products, services, media Market product s& service s Sell product s& service s Perfor m order manage ment Perform research & design Perform market analysis Develop sales plan & quotas Capture orders Plan Prototype products Develop marketing plan Perform sales Manage orders Source Create/manage product/ service /media information Implement marketing plan Manage product/ service/media lifecycle Application examples Manage supply chain ops • Media Asset Mgmt. • Broadcast/ Traffic • News Room • B 2 B Marketing • • Marketing • Automation • • Campaign Mgmt. • • • Point of Sale • Online Sales Merchandise • Licensing Reservations • Ticketing Credit Card Processing • Contract Mgmt. Catalog Order Mgmt. Advertising/ Billing Mgmt. Licensing Order Mgmt. Manage & support cust. Establish & manage customer relationships Manage customer interface infrastructure Plan & manage perform ance Manage human resourc es Monitor external environ-ment Process financial trans-actions Create & manage business plan Plan & manage budgets Establish & administer HR policies & employee data Manage employee recruiting & training Manage Informa tion resourc es Manage support service s Manage physica l assets Create & manage enterprise architecture Acquire physical assets Provide legal services Create & manage infrastructure & operations Maintain physical assets Provide security & safety Make Provide information & training Evaluate business results Manage cash & liquidity Manage compensatio n & benefits Provide & manage software solutions Dispose of physical assets Perform admin. functions Deliver Manage customer inquiries Initiate & manage improvements Analyze & report results Administer health, safety & security programs Provide user support & training Maintain facilities operations Perform project management Return Manage service & support delivery Plan & manage taxes Manage labor operations Manage share -holders Procure goods & services Manage employee communications Perform risk management Manage 3 rd party obligations Manage employee & community relations • Supply • Customer Chain Planning • Warehouse Mgmt. • Supply Chain Mgmt. • Food & Beverage Supply Chain Relationship Mgmt. / Call Center/ Customer Service • Guest Data • Guest Claims • Operational Data Store • Forecasting & Planning • Operational Reporting Front of House FY 2003 Manage finances & accounti ng • Financial Transactions • Budgeting • Labor • Document • Asset Mgmt Forecasting, Mgmt. Scheduling, & • Authentication Deployment • Reporting • Time. Tracking Tools and Compensation • General HR • Recruiting • • Costume Mgmt Project Mgmt. Legal Risk Mgmt Back of House Disney Architecture Council 35

Enterprise Business Process Framework Application Portfolio Cross Reference Level 0 processes Level 1 processes Create & manage products, services, media Market product s& service s Sell product s& service s Perfor m order manage ment Manage supply chain ops Perform research & design Perform market analysis Develop sales plan & quotas Capture orders Plan Prototype products Develop marketing plan Perform sales Manage orders Source Manage & support cust. Establish & manage customer relationships Manage customer interface infrastructure Plan & manage perform ance Monitor external environ-ment Process financial trans-actions Create & manage business plan Plan & manage budgets Unique Differentiating Create/manage product/ service /media information Implement marketing plan Manage product/ service/media lifecycle Application examples • Media Asset Mgmt. • Broadcast/ Traffic • News Room • B 2 B Marketing • • Marketing • Automation • • Campaign Mgmt. • • • Point of Sale • Online Sales Merchandise • Licensing Reservations • Ticketing Credit Card Processing • Contract Mgmt. Catalog Order Mgmt. Advertising/ Billing Mgmt. Licensing Order Mgmt. Make Provide information & training Evaluate business results Deliver Manage customer inquiries Initiate & manage improvements Return Manage service & support delivery • Supply • Customer Chain Planning • Warehouse Mgmt. • Supply Chain Mgmt. • Food & Beverage Supply Chain Relationship Mgmt. / Call Center/ Customer Service • Guest Data • Guest Claims • Operational Data Store • Forecasting & Planning • Operational Reporting Front of House FY 2003 Manage finances & accounti ng Manage human resourc es Establish & administer HR policies & employee data Manage employee recruiting & training Manage Informa tion resourc es Manage support service s Manage physica l assets Create & manage enterprise architecture Acquire physical assets Provide legal services Create & manage infrastructure & operations Maintain physical assets Provide security & safety Manage cash & liquidity Manage compensatio n & benefits Provide & manage software solutions Dispose of physical assets Perform admin. functions Analyze & report results Administer health, safety & security programs Provide user support & training Maintain facilities operations Perform project management Plan & manage taxes Manage labor operations Manage share -holders Procure goods & services Manage employee communications Perform risk management Manage 3 rd party obligations Manage employee & community relations Non Differentiating • Financial Transactions • Budgeting • Labor • Document • Asset Mgmt Forecasting, Mgmt. Scheduling, & • Authentication Deployment • Reporting • Time. Tracking Tools and Compensation • General HR • Recruiting • • Costume Mgmt Project Mgmt. Legal Risk Mgmt Back of House Disney Architecture Council 36

Cross Reference Across Business Units Identify Leverage Opportunities and Cost TP&R WDW DLR WDI DLP Media Networks ABC Network ESPN ABC Cable ABC Radio ABC TV stations BVTV WDTVI DCP BVG DCP – Int’l DDM Disney Pub. Merch. Lic. Disney Store Studio Create & manage products, services, media BVI BVHE – Int’l BVHE – NA Filmed Ent. FY 2003 Marke t produ cts & servic es Sell produ cts & servic es Perfor m order mana gement Mana ge suppl y chain ops Mana ge & suppo rt cust. Plan & mana ge perfor mance Manag e financ es & accntg. Mana ge huma n resou rces Mana ge Infor mation resou rces Mana ge physi cal asset s Mana ge suppo rt servic es Governance of IT investment can be aligned around business process owners. This analysis reveals costs by business process and informs where the IT investment is focused, business unit cross reference reveals leverage opportunities Disney Architecture Council 37

Cross Reference Across Business Units Identify Leverage Opportunities and Cost TP&R WDW DLR WDI DLP Media Networks ABC Network ESPN ABC Cable ABC Radio ABC TV stations BVTV WDTVI DCP BVG DCP – Int’l DDM Disney Pub. Merch. Lic. Disney Store Studio Create & manage products, services, media BVI BVHE – Int’l BVHE – NA Filmed Ent. FY 2003 Marke t produ cts & servic es Sell produ cts & servic es Perfor m order mana gement Mana ge suppl y chain ops Mana ge & suppo rt cust. Plan & mana ge perfor mance Manag e financ es & accntg. Mana ge huma n resou rces Mana ge Infor mation resou rces Mana ge physi cal asset s Mana ge suppo rt servic es Governance of IT investment can be aligned around business process owners. Business Process Owners and Governance Methodology needed to manage investment and guide as-is and to-be states Disney Architecture Council 38

Enterprise Architecture – Infrastructure Approach FY 2003 Disney Architecture Council 39

Enterprise Architecture Model Framework WDW IT Architecture Enterprise Architecture Application Architecture Security Data Architecture Development Architecture Technical Architecture FY 2003 Disney Architecture Council 40

Technical Architecture Layers Enterprise Architecture Data Architecture Development Architecture Security Application Architecture Core Services Technical Architecture Layer Infrastructure Management • The Technical Architecture layer describes the collection of network, hardware, infrastructure management and core services components that comprise the computing environment. Platforms • It describes how various physical components are joined together and how they are effectively managed through enterprise-wide processes. FY 2003 Network Disney Architecture Council 41

Technical Architecture Components Core Services Directory Services Messaging & Collaboration Services Workflow Services File & Print Services Content Delivery Network Services Database Services Infrastructure Management Network / System Management Capacity Management Change Management Data Center Facilities Business Continuity Backup/High Availability/ Disaster Recovery Platforms Client Devices Technical Architecture Storage Servers & Mainframes Network LAN/MAN FY 2003 WAN Telephony Disney Architecture Council Wireless / Mobile Video / Broadcast 42

Technology Decision Framework Review Technology Decision Framework Characteristics Definition Planning Horizon Emerging Under Eval Core Declining • New technologies • Driven by the market • Potential business value • High risk • Unproven technology • Recognized strategic value • Sanctioned • Prioritized • Under formal review • Published results forthcoming • Not approved for deployment • Approved standard • Proven • Sustainable • Strategically sourced • Focus for training and cast development defined • Enterprise scope • End of life • Out of favor • Non sustainable • Vendor risk • Cost escalating • Migrating away from • No new implementations Specialized • Defined justified unique business case FY 2003 Disney Architecture Council 43

EA Infrastructure Approach: TDF Maintenance Process Operating Model Technology Lifecycle Plans Updated Gaps assessed by Segments Next Review Cycle Set SMEs meet in working committee Ø To include both current and predicted TDF Ø Strategic sourcing is involved Ø Position or white paper explaining choices ØSMEs nominated by Architects ØStrategic Sourcing Involvement TDF Lifecycle Published in Enterprise Architecture Framework Ratificaton by A/C FY 2003 TDF Review Based on Lifecycle Marketplace TDF Owner Duties for TDF reviewed Ø Monitor industry trends Ø Establish Lifecycle Review Timeframe Categories Ø Organize and facilitate SME Updated meetings Ø Respond to requests to put Suggested products Under Evaluation implementation approach Disney Architecture Council 44

Enterprise Architecture Q&A FY 2003 Disney Architecture Council 45