Hoe haalt u het maximale uit uw (IT) organisatie?

Transcription

1 Hoe haalt u het maximale uit uw (IT) organisatie? De rol van Architectuur in de alignment en optimalisatie van business en IT Jaap Schekkerman, B.Sc. Opinion Leader, Verdonck, Klooster & Associates President & Founder, Institute For Developments Vice-President, International Association of Architects Microsoft Roundtable, 22 November, 2005

2 Agenda Iets over VKA Iets over uw spreker De rol van Architectuur in de alignment en optimalisatie van business en IT Wat is Architectuur Hoe kan ik Architectuur gebruiken Wat levert Architectuur mij op Voorbeelden van succesvolle en minder succesvolle organisaties Compliancy & EA Maturity modellen en hun functie Waar staan we tegenwoordig Wat laat de toekomst zien 2

3 Iets over Verdonck, Klooster & Associates Organisatie Onafhankelijk advies bureau, meestal opererend aan de vraagkant op het snijvlak van business en technologie Opgericht in 1985, gevestigd in Zoetermeer ± 85 medewerkers In 2004 een omzet van meer dan 10 miljoen Met 95% van onze cliënten een langdurige relatie Diensten Portfolio Informatiemanagement en ICTstrategie Governance & Architectuur Organisatie- en proces inrichting Ontwerpen Informatie-architectuur en -roadmaps Programma- en projectmanagement Haalbaarheidsonderzoek en definitiestudies Compliancy-vraagstukken Sourcing-vraagstukken Verwerving en Europese aanbesteding Audits en second opinions 3

4 Iets over uw spreker Auteur / Co-Auteur van verschillende boeken & publicaties Enige Statistiek Opinion Leader, Verdonck, Klooster & Associates President & Founder, Institute For Developments Professional Associations: Vice-President, International Association of Architects, USA; University Teacher / Developer (part-time); Technical University, Delft ; Open University, Heerlen; Avans Higher Professional Education, Breda, The Netherlands Advisory board member of the Federal Certification Institute, USA. Co-Founder & Alliance member of the Global Organization, New Zealand. Member of the Institute for Defense and Government Advancement (IDGA), USA. Member of the 'MANYWORLDS' knowledge network of Business Thought Leaders, USA. Member of the IEEE 1471 (Recommended Practice for Architectural Description) working group, USA. Member of the World Wide Institute of Software Architects (WWISA), USA. Member of the Netherlands Society of Information Architects (GIA), NL. Member of the SWEBOK (Software Engineering Body of Knowledge) working group of the University of Québec, Montréal. Voor meer info over deze boeken & publicaties, bezoek: 4

5 Herkent u dit? Complexiteit en Relaties kunnen niet meer worden gemanaged Architectuur biedt een oplossing 5

6 Wat is Architectuur? Architectuur kan uitgelegd worden op basis van analogieën en, definities... Solution Vormgeving van objecten Planologie Working Definitions: - a model of some dimension of an existing or future environment used to envision that environment prior to building or buying that environment. - a collection of related architectures that model an existing or future enterprise. An enterprise architecture is intended to provide core content for architectures associated with individual elements within the enterprise. 6

7 Formele Definitie: Architectuur is about understanding all of the different elements that go to make up the enterprise and how those elements inter-relate A good definition of "enterprise" in this context is any collection of organizations that has a common set of goals/principles and/or single bottom line. In that sense, an enterprise can be a whole corporation, a division of a corporation, a government organization, a single department, or a network of geographically distant organizations linked together by common objectives. A good definition of "elements in this context is all the elements that enclose the areas of People, Processes, Business and Technology. In that sense, examples of elements are: strategies, business drivers, principles, stakeholders, units, locations, budgets, domains, functions, processes, services, information, communications, applications, systems, infrastructure, etc. IFEAD Belangrijk om te begrijpen is, is dat Architectuur een programma is van activiteiten, ontwikkeld om de brug te slaan tussen enerzijds de toekomstige organisatie visie en strategie en anderzijds de meer gedetailleerde beschrijvingen van het portfolio van investeringen in organisatie en technologie die een organisatie wil maken om die strategie te ondersteunen. 7

8 Start-Up (Project prep.) Develop Project Plan & overall process Identify scope, vision & strategy Educate / Train people Define common language Communicate Discovery (Why+What) Method principles & requirements Roles & responsibilities Framework tuning Describe context Define scenarios Agree content Agree process Communicate Design (How+ with What) Develop content Select products Gather reference material Review content Work on process & content topics Communicate Transform (When) Define transformation scale & high lights implementation Evaluated approach Work on process & content topics Communicate Waar gaat Architectuur over? Strategy Goals & Objectives Guiding Principles Business Information Information Systems Technology Infrastructure Framework Een programma van activiteiten waarvan de resultaten u inzicht verschaffen in de complexiteit en samenhang van uw organisatie en technologie ter ondersteuning van de besluitvorming Techniques Process Methods Implementation Governance Visioning EA Scope Transformation & Planning Context Goals / Benefits Objectives & Case Requirements Opportunities Organizational & Impact Solutions Standards Tools Resultaten kunnen o.a. visualisaties en beschrijvingen zijn van organisatie structuren, activiteiten, processen, informatiestromen, informatie-systemen en de technische infrastructuur, o.a. bezien vanuit verschillende gezichtspunten zoals beveiliging en beheer 8

9 Wat kan Architectuur voor uw organisatie betekenen? Heden EA Technologie Organisatie Toekomst Heden EA ~ Slaat de brug tussen Organisatie en Technologie en Heden en Toekomst EA ~ Ondersteunt daarbij de besluitvorming over complexe zaken 9

10 Wat levert Architectuur nu eigenlijk op? Architectuur Beveiliging Organisatie 2 Structuur & Activiteiten overzicht 2 Informatie / Proces / Gegevens Landschap & Modellen Call Balie center NAW Paspoort OM Sociale. Billing D. Provision Archief Financ. Finance Uitkering Informatie Systemen / Applicaties Systemen Landschap 4 AppService AppSrvr OZB GBA OMSys GSD-Sys Billing SAP- Finance Fin. IntraSrvs IntgSrvr Technologie Infrastructuur Locatie en IT Landschap Int. : : : Governance Een samenhangend beeld van uw organisatie en technologie ter ondersteuning van de besluitvorming 10

11 Wat betekent dit voor uw organisatie? Return On Information Hoog Business Laag Technologie Hoog Reductie van Complexiteit & Kosten 11

12 Wat zijn de voordelen van Architectuur? Creëert en onderhoudt een gemeenschappelijke visie, gedragen door zowel de business als IT, sturend op continue business / IT alignment Creëert een holistische, end-to-end toekomstvast enterprise architectuur proces dat een accurate weergave is van de business strategie van die enterprise Levert beweeglijkheid door het verlagen van de "complexiteit grenzen," en opent daarbij de mogelijkheden voor verandering Verhoogt de flexibiliteit van de enterprise door aansluiting met externe partijen Ontwikkelt een pro-actieve organisatie die instaat is in te spelen op de behoefte van haar relaties, het achter zich laten van de competitie, en het sturen op innovatie Reduceert de risico's en bereid de enterprise voor op snelle niet geplande veranderingen Voorkomt de valkuilen van business-unit IT functies die langs elkaar werken Institutionaliseert een programma van voortdurende business & technologie verbeteringen Creëert, uniformeert en integreert business & technologie processen door de hele enterprise Ontsluit de kracht van informatie, uniformeert informatie domeinen welke een belemmering zijn voor corporate initiatieven zoals CRM en e-government Elimineert duplicatie en overlappende technologieën, verlaagt de support kosten Reduceert levertijden en ontwikkelingskosten door maximaal hergebruik van technologie, informatie, en business applicaties 12

13 Waarom is Architectuur belangrijk voor uw organisatie? Wat organisaties rapporteerden Why is important for your organization? Delivers road maps for change 14% Helpful by mergers and acquisitions 3% Supports (out / in) sourcing 5% Other 2% Supports decision making 16% Managing complexity 12% Supports business & IT budget prioritization 11% Manages IT portfolio 14% Delivers insight & overview of Business & IT Supports Systems 11% Development 12% Source: IFEAD - EA Survey 2005: Trends in ; How are organizations Progressing? 13

14 Voor wat voor soort zaken wordt Architectuur ingezet? Wat organisaties rapporteerden Legacy transformation 11% Infrastructure renewal 12% Business - IT Alignment 20% For what kind of issues do you plan an program? Other 2% ERP implementation 11% Transformation road map 15% Business Change 15% Application renewal 10% Mergers / Acquisition 4% Source: IFEAD - EA Survey 2005: Trends in ; How are organizations Progressing? 14

15 Welke toegevoegde waarde levert Architectuur? Wat organisaties rapporteerden Source: IFEAD - Book: The Economic Benefits of, 2005 ISBN

16 Hoe is de samenhang tussen beleid, Architectuur, informatieplanning en projecten? Planning - Hierarchie Bestemmings / Structuur Plan - Aanpak Strategisch Niveau Strategie Informatie Beleid Architectuur Tactisch Niveau Informatie planning P r o j e c t p l a nnen Operationeel Niveau Solution Ārchitectures Gedetaileerde Beschrijvingen Toekomstige Situatie Informatievoorziening 16

17 Visie op de rol van Architectuur te Nie ch uw no e lo gi e IT ss t / ne en y si m nc Bu ign lia Al mp Co AS-IS situatie lock-in (legacy) Ke BP ten R de, nk en et- en k k g Pa sin s lo op Fusies / Ontvlechting / Sourcing Principes, regels, richtlijnen voor ontwerp constructie business processen & IV IT Optimalisatie Principes, regels, richtlijnen voor ontwerp constructie Informatie systemen Principes, regels, richtlijnen voor ontwerp constructie technische Infrastructuur Migratie strategie Roadmap naar de toekomst Architectuur levert het inzicht in de samenhang en complexiteit 17

18 Hoe ziet een Architectuur programma er uit? Strategy Goals & Objectives Framework Guiding Principles Business Information Information Systems Technology Infrastructure Start-Up (Project prep.) Develop Project Plan & overall process Identify scope, vision & strategy Educate / Train people Define common language Communicate Discovery (Why+What) Method principles & requirements Roles & responsibilities Framework tuning Describe context Define scenarios Agree content Agree process Communicate Design (How+ with What) Develop content Select products Gather reference material Review content Work on process & content topics Communicate Transform (When) Define transformation scale & high lights implementation Evaluated approach Work on process & content topics Communicate Techniques Process Methods Transformation Planning Benefits Case Implementation Governance Visioning Organizational Impact Opportunities & Solutions EA Scope & Context Goals / Objectives & Requirements Standards Tools 18

19 Start-Up (Project prep.) Develop Project Plan & overall process Identify scope, vision & strategy Educate / Train people Define common language Communicate Discovery (Why+What) Method principles & requirements Roles & responsibilities Framework tuning Describe context Define scenarios Agree content Agree process Communicate Design (How+ with What) Develop content Select products Gather reference material Review content Work on process & content topics Communicate Transform (When) Define transformation scale & high lights implementation Evaluated approach Work on process & content topics Communicate Wat is de relatie tussen Architectuur Applicatie Architectuur Strategy Goals & Objectives Guiding Principles Framework Aspect Areas Business Information Information Systems Technology Infrastructure Techniques Process Methods Implementation Governance Visioning EA Scope Transformation & Planning Context Goals / Benefits Objectives & Case Requirements Opportunities Organizational & Impact Solutions Standards Tools Abstraction Levels Solution Service Oriented (SOA) 19

20 Waar kunnen verbeteringen gevonden worden? Architectuur Beveiliging Value Generation Organisatie 2 Structuur & Activiteiten overzicht Informatie / Proces / Gegevens Landschap & Modellen 2 Business Effectiveness Call Balie center NAW Paspoort OM Sociale. Billing D. Business Innovation Provision Archief Financ. Finance Uitkering Informatie Systemen / Applicaties Systemen Landschap Technologie Infrastructuur Locatie en IT Landschap Cost Reduction Current Int. : 4 Technology Efficiency AppService AppSrvr Governance OZB GBA OMSys GSD-Sys Billing SAP- Finance Fin. IntraSrvs IntgSrvr Technology Enabling EA Value Model; Copyright, IFEAD, 2005 : : Future 20

21 Voorbeelden van organisaties die wendbaarheid hebben gecreëerd door het gebruik van EA? PHIDEF ISIS Architectuur C3I Architectuur LAN2000 TITAAN SPEER Corporate IT Consumer Electronics Center For Industrial Technologies CITA Programma CISCO Business Ready EA Strategy 21

22 Voorbeelden van organisaties die last hebben (gehad) van het gebrek aan wendbaarheid Voorgenomen fusie van Traditionele Touroperators / Reisbureaus Gemeenten / Provincies 22

23 Wat is de invloed van Wet & Regelgeving? UK Companies Act 1862 USA, SEC Acts of 1932 and 1933 USA, Government Performance Result Act 1993 USA, Federal Accounting Standards Advisory Board 1995 USA, Clinger-Cohen Act 1996 USA, HIPAA 1996 USA, 21 CFR Part Corporate Governance Laws >2000 EU, 8th Company Law Directive Germany: Federal Government 10-Point Law of 2002 Italy: Anti-bribery Law 231/2001 France: Loi de Sécurité Financière Netherlands: Tabaksblat Proposed UK Governance Law USA: Sarbanes-Oxley Act of 2002 Basel II IFRS. Doelen Enron WorldCom Global Crossing NASDAQ Health South Tyco Dec-00 Dec-01 Dec-02 Transparantie & Risico Reductie 23

24 Mercury Survey 2004: Sustainable Compliance Wat uit onderzoek blijkt USA EU Asia Het onderzoek betrof een totaal van 808 stafmedewerkers in 20 landen. Een totaal van 56 procent stafmedewerkers uit Europa en het Middenoosten; 38 procent uit Azië de Stille Oceaan. Het onderzoek omvat eveneens 50 ondervraagden uit de V.S.. Bron: rapport Sustainable Compliance, prepared by Mercury in co-operation with The Economist Intelligence Unit,

25 Hindernissen bij het voldoen aan wet en regelgeving Wat uit onderzoek blijkt USA EU Asia Bron: rapport Sustainable Compliance, prepared by Mercury in co-operation with The Economist Intelligence Unit,

26 Compliancy Requirements System Requirements Access and configuration controls to make for real-time, worldwide access to compliance data, accountability, and scalability to serve multiple objectives and involve business units as necessary. X X X Data management, particularly centralized storage of business process library, version control, point in time snapshots, and roll-forward of unresolved issues into the next period. X X Communication platform, including a collaborative workspace for sharing of process and control best practices, and portal for anonymous submission of potential accounting issues or fraud. X X Capturing of key attributes for analysis, e.g., scope and rationale as to why identified processes are relevant, process and control sequence and attributes for design analysis, linkage of financial statement assertions to specific controls, issue and action plan description and prioritization. X X Facilitation of required compliance activities, e.g., process and control evaluation, triggering formulation, escalation, aggregation and tracking of issues, review and signoff. Integration with underlying data and other systems (e.g., HR systems for organizational structure and names, financials for charter of accounts, operational modules for process controls, other document management tools such as policies and procedures repositories, attestation of conformance to code of ethics, director independence certifications, etc.). X X Workflow support, including defined roles and shadow-roles, calendaring, thresholds and triggers. Monitoring and reporting, including summary and exception reports with supporting details (drill-down) to provide visibility over compliance activities and facilitate the signoff process, highlighting any issues (e.g., potential fraud) or changes in internal control, as may be necessary to report internally and externally. X X X Document management System security Audit trail for changes to master data (e.g., material master, vendor, resource, recipe, customer), central documents (e.g., standard operating procedures, task lists, inspection plans) and transaction documents (e.g., purchase orders, inspection lots). Multi-currency facility. X X X X X X Compliancy, een strategische benadering! Een integrale pro-actieve aanpak? 8th Directive Compliancy Vereisten Systeem Vereisten Verschillen Overeenkomsten Sarbanes Oxley Basel II IFRS Governance Compliancy Risks Adopt Evaluate Compare Define Compliancy Referentie Vereisten Effectiviteit Vereisten Efficiency Vereisten Ondersteunende Vereisten Compliancy Aware Ref. Architectuur User Interaction Anonymous Anonymous D&O Carrier Auditors Audit Committee Board Members Executives SEC Web Services Portal Services Risk & Compliance Management Risk & Control Management Incident & Exception Management Dashboard Analytics & Reporting Role Based View Management Administration Fraud Detection Security Management Privileges Policies Certificates Security Authentication Business Process & Workflow Management Directory Processing & Repository Business Rules Engine Templates Content Management Messaging Biometric Devices Security Software Application Services Data Quality & Connectivity Data Repository Retention Archive Transaction Log Application Integration Data Quality Sources Unstructured Data Company Specific Structured Data Company Specific Business Unit 1 Systems Business Unit 2 Systems Business Unit 3 Systems Outside Financial Institutions Business Objective Compliancy als een opportunity.. Identity Compliance, Privacy and Security Manageable IT Controls Cross Platform Services IT Resource & Access Mgt Initiatives Auditable IT Directory Services Desktop Management Integration Administrative Simplification, Process Automation Security Identity Management (SIM) Provisioning Personalization White-Page Directory Services Transactional Services Interaction Competitive Dominance and Growth Content Management Workflow Automation Aggregation / Integration Master Directory Federated Directory Collaborative Portal Services Role-based Identity Management Waarde Select Transpose Migrate Generate 26

27 Wat betekent die wet en regelgeving voor uw IT en hoe gaat u daarmee om? SOX Basel II IFRS User Interaction Anonymous Anonymous D&O Carrier Auditors Audit Committee Board Members Executives SEC Web Services Real-time Reporting Real-time Reporting Changes 409 real-time notification Portal Services 409 Real-time Reporting Risk & Compliance Management Risk & Control 301Management whistle blower Incident & Exception Management Fraud Detection Dashboard Analytics & Reporting Role Based View Management Administration Risk Management Tracking & 302Reporting workflow Changes signoff 404 Security Internal Management controls Privileges Policies Certificates Security Authentication Business Process & Workflow Management Process Integration Process Analysis 404 workflow controls Risk Management Directory Processing & Repository Business Data Rules Engine 404 control Repository standards 404 audit trails Templates Content Management Messaging Biometric Devices Security Software Common Reporting Application Services 409 Reporting Data Quality & Connectivity Tracking & Reporting Changes Retention Archive Tracking & Reporting Changes Transaction Log Application Integration Data Quality Reporting Tracking & Reporting Changes Data Storage & Validation Sources Unstructured Data Company Specific Structured Data Company Specific Business Unit 1 Systems Business Unit 2 Systems Business Unit 3 Systems Outside Financial Institutions User ID Compliancy Aware Referentie Architectuur 27

28 (Sub) Optimalisatie door het gebruik van Maturity Modellen Level 0: Chaos Level 0 IT organizations are characterized by little, or no, process maturity and a lack of adequate tools to document the data center infrastructure. As a result, a chaotic environment where the organization cannot identify its data center assets, where these assets are located or how devices are connected and lacks a documented change process exists. It is virtually impossible for these organizations to deliver reliable services with this level of maturity. Level 1: Reactive Reactive IT organizations begin to review changes, but still do not possess an accurate picture of the IT infrastructure. Errors and disruptions resulting from problems with changes are commonplace, and troubleshooting remains a frantic process. These organization rely on the heroics of key individuals to maintain order. Level 2: Proactive As an organization achieves Level 2 maturity, established change management processes appear and the initial use of productivity tools (e.g., spreadsheets, CAD files, Visio diagrams, databases) to track IT assets and configuration information emerge. These organizations also begin to restrict access to the data center, which in previous levels of maturity was left unrestricted. Level 3: Service In Level 3, organizations begin to formalize change management and integrate these processes with IT configuration management initiatives. Operating Level Agreements (OLAs), capacity planning and charge backs for infrastructure services are all adopted as these organizations move into Level 3 maturity. Level 4: Value Creation Very few, if any, organizations have achieved Level 4 maturity at present. At Level 4, an organization has achieved a fully-integrated IT operations framework and delivers IT Services in complete alignment with the business objectives. 28

29 Maturity Modellen, hun plaats en rol Business Technology Strategy Linkage Extended Involvement Level 0: No Level 1: Initial Level 2 Under Development No linkage between business strategies, business drivers & principles and IT strategies, drivers & principles. Minimal, or implicit linkage between business strategies, business drivers & principles and IT strategies, drivers & principles. No involvement of Extended parties; No collaboration agreements. Incidental involvement of Extended parties. Explicit linkage between business strategies, drivers & principles and IT strategies, drivers & principles. Beveiliging Awareness of collaboration with extended parties. First initiatives to involve extended parties in the E2A program Level 0: No Involvement No part of Operating Unit participates or is involved with Business & IT processes. Operating Units Participation Extended We support the Involvement process as long as it represents the standards we have already chosen. Standards will only inhibit our ability to deliver Top- Management business value. Involvement No at all. Landschap & Modellen Development The notebook documenting the last version of the. May have been handed out to some staff. New staff may not Communication automatically get copies. Informatie / Applicaties Systemen Communication None. Everyone does their own thing. No formal program / project management discipline or skills. Technologie Infrastructuur Incidental involvement of Extended parties. Awareness of collaboration with extended parties. First initiatives to involve extended parties in the E2A program We support the process as long as it represents the standards we have already chosen. Standards will only inhibit our ability to deliver business value. Recognition that it is painful supporting too many kinds of complex technologies in an ever-changing business. Enabling technologies for the business. Exists in ad- hoc or informal form. Early draft form may exist Being actively developed. Program definition not widely communicated. Being actively developed. Program definition not widely communicated. Balie Call center Defined and communicated to IT staff and business management with LOB or Operating Unit responsibilities. NAW Mission, vision, strategy, information and information-systems requirements exist only within the IS/TI architecture. Recognition that Architectural standards can reduce integration complexity and enhance overall ability to Operating Unit. IT to achieve business goals. Most of Operating Unit participates actively in definition. Defined and communicated to IT staff and business management with LOB or Operating Unit responsibilities. No strategic Business & IT procurement strategy. Little or no adherence to existing Standards Profile. Little or no involvement of strategic planning and procurement personnel in process. Entire Operating Unit participates actively in definition. Feedback from all elements of Operating Unit on. Process is used to drive process improvements. Concerted efforts to optimize and continuously improve program definition. Modelling of proposed program changes program is part of the Concerted efforts to optimize and continuously before implementation. culture, with strong linkages to other core IT improve program and business processes. definition. Modelling of proposed program changes before implementation. Provision Archief Sociale. Billing D. Financ. Finance The notebook documenting the last version of the. May have been handed out to some staff. New staff may not automatically get copies. The notebook is updated periodically or a documents updated documents are updated Same as Level 4, with process exceptions Web site is used to document and expanded regularly. Live documentation regularly, and frequency monitored across (standards waivers) used to improve deliverables. Few tools (e. g., of the, via internal Web content. Regular Communication process office suite, graphics packages) are used to sites. Tools are used to support maintaining presentations to top management on improvements. document the. documentation.. Process coverage in documents updated documents are updated Same as Level 4, with process exceptions Communication about the Periodic presentations to top management on new- hire training. process via meetings, etc., may process content. Likely monitored Tracking and reporting of (standards waivers) used to improve and expanded regularly. Live documentation regularly, and frequency across happen, but sporadic. a part of new- hire training. training to management (who took of the, via internal Web content. Communication process it, when). Regular The notebook is updated periodically or a Web site is used to document deliverables. Few tools (e. g., office suite, graphics packages) are used to sites. Tools are used to support maintaining presentations to top management on improvements. document the. documentation.. Process coverage in Communication about the Periodic presentations to top management on new- hire training. process via meetings, etc., may process content. Likely Tracking and reporting of None. Everyone does their own thing. No explicit governance of Explicit governance of a few Explicit strategic governance of the bulk of Explicit strategic governance of business & IT Same as Level 4, with process exceptions happen, but sporadic. a part of newhire training. training to management (who took Architectural results. Architectural results (e. g. B, I, IS or TI aspect business & IT investments. Formal processes investments. (standards waivers) used to improve areas). Variances may go undetected in the for managing variances. Formal processes for managing variances feed governance process. it, when). OZB design and transformation phases. Little program / project management discipline or skills. Lack of formal priority- setting mechanism for mission plans. Explicit governance of a few Architectural results (e. g. B, I, IS or TI aspect areas). Variances may go undetected in the design and transformation phases. back into definition. OMSys GBA IntgSrvr IntraSrvs GSD-Sys Billing SAPFinance Fin. Explicit strategic governance of the bulk of Explicit strategic governance of business & IT Same as Level 4, with process exceptions AppService AppSrvr Planning and scheduling activities linked to time- based developments. Program / Project risk and impact assessment conducted by the Office business & IT investments. Formal for managing variances. Future IT staffing requirements based on target IS/TI architecture. Change management procedures exist and are linked to formal review. Adhere to formal program / project management methodology and conduct design review with the Office processes investments. No formal modelling techniques and Mission, vision, strategy, information and Basic business processes and informationdocumentation. No inventory of mission, information-systems requirements exist only systems inventory exists and is maintained. Planning scheduling activities to Future IT staffing requirements on vision, strategy, and processes, information entities within linked the IS/TI architecture. Business models exist of partsbased of the ortimeinformation-systems. organization. based IS/TI architecture. : developments. Program / Project risk and impact assessment conducted by the Office Some adherence to existing Standards Profile. Little or no formal governance of purchasing and order content. Value assurance program in effect. Mission continuity planning is a core competency and plans are refreshed based on target and transition planning activities. (standards waivers) used to improve governance process. Information-systems inventory is linked to the organization & business processes. Information-systems portfolio planning and business modelling manifest within the Metrics gathered at Level 4 drive process improvements. Business & IT procurement strategy exists and includes compliance measures to. Adherence to existing Standards Profile. The influences RFQ, RFI and RFP content. Acquisition personnel are actively involved in governance structure. All planned acquisitions and purchases are guided and governed by the. RFI and RFP evaluations are integrated into the planning activities. Technology and application portfolio scan are constructed and integrated into current baseline inventories. No unplanned business & IT procurement activity. target Development of enterprise program initiatives Value assurance program in effect. Information-systems are classified within a process models. portfolio replaces informationbasic portfolio of technical condition and by the Modelling techniques and methods are resystems portfolio.planning portfolio includes participation Mission continuity is a core business value. examined periodically to ensure content is well encompasses business, information business models exist and are used understood and communicated. information-systems, technology infrastructure,based on Change management procedures exist and are Office representatives. competency and plans are refreshed during design and development. Model use is measured. Results are stored in a and security changes. linked to formal review. Contingency planning requirements target and transition single repository.are fed modelling is an automated with a single repository. Models Adhere to formal program / project into the planning cycle. planningcompetency activities. are kept current. management methodology and conduct design review with the Office Little or no adherence to existing Standards Profile. Little or no involvement of strategic planning and procurement personnel in process. Basic business processes and informationsystems inventory exists and is maintained. Business models exist of parts of the organization. Development of enterprise program initiatives includes participation by the Office representatives. Contingency planning requirements are fed into the planning cycle. Formal processes for managing variances feed back into definition. Some adherence to existing Standards Profile. Little or no formal governance of purchasing and order content. : : Information-systems inventory is linked to the organization & business processes. Information-systems are classified within a basic portfolio of technical condition and business value. business models exist and are used during design and development. Information-systems portfolio planning and business modelling manifest within the process models. Modelling techniques and methods are reexamined periodically to ensure content is well understood and communicated. Model use is measured. Results are stored in a single repository. Metrics gathered at Level 4 drive process improvements. portfolio replaces informationsystems portfolio. portfolio encompasses business, information information-systems, technology infrastructure, and security changes. modelling is an automated competency with a single repository. Models are kept current. Business & IT procurement strategy exists and includes compliance measures to. Adherence to existing Standards Profile. The influences RFQ, RFI and RFP content. Acquisition personnel are actively involved in governance structure. All planned acquisitions and purchases are guided and governed by the. RFI and RFP evaluations are integrated into the planning activities. Technology and application portfolio scan are constructed and integrated into current baseline inventories. No unplanned business & IT procurement activity. Governance Holistic Measurement structure in place to manage Extended environment. program is part of the culture, with strong linkages to other core IT and business processes. Paspoort OM Business & IT Investment, and Procurement Strategy No formal modelling techniques and documentation. No inventory of mission, vision, strategy, processes, information entities or information-systems. Management involvement in optimizing process improvements in standards exist, but not standards development s defined by appropriate Same as Level 4, with process exceptions No to speak of. Some drivers standards exist, but not standards s defined Samewaivers) as Level 4, with process overarching linked to business and System dejure and de- development facto standards, principles & by appropriate (standards used toexceptions improve standards, established by a variety of ad hoc linked to overarching to business drivers and System de- jure and de- facto standards, principles & (standards waivers) used to improve System. necessarily based on principles and best linked Quality factors. definition process. means. System. based on principles and best Quality factors. definition process. Technical completed Reference practices. Partially completed Systems Reference Model and Technical Reference practices. Partially Systems Reference Model and Model and Standards Reference Model and Standards Profile. Model and Standards Reference Model and Standards Profile. Profile framework. Standards Profile established. reflected in deployed systems. Profile framework. Standards Profile established. reflected in deployed Uitkering systems. No at all. necessarily linked to No strategic Business & IT procurement strategy. Locatie en IT Landschap Top management reviews Extended program and variances. Level 5: Optimizing Extended management & governance structure in place. 4 Int. Program Management 2 Level 4: Managed Extended parties involved in E2A program. Definition of collaboration levels and information exchange standards No formal program / project management discipline or skills. Little program / project management discipline or skills. Lack of formal priority- setting mechanism for mission plans. Holistic Management aware of effort and supportive. 2 No explicit governance of Architectural results. Program Management Strategic Governance Measurement structure in place to manage Extended environment. Level 3: Defined Recognition that it is painful supporting too Recognition that Architectural Entire Operating Unit participates actively in Feedback from all elements of Operating many kinds of complex technologies in an standards can reduce integration complexity definition. Unit on. Process is We do not need it. What is? awareness Management aware of Top management reviews Extended involvement in optimizing ever-changing business. Enabling technologies and enhancemanagement overall ability toof Operating Unit. used to Management drive process That won't work here Why do we need it? effort. effort and supportive. program and variances. process improvements in for the isbusiness. IT to achieve business Most of to improvements. Everything fine the way it is. Much nodding ofgoals. heads. Some resistance Management actively supports Extended Extended development implications of having actively in Architectural standards. and strategic governance. Operating Unit participates. definition. Service Oriented Maturity Strategic Governance Model Systemen Landschap Extended management & governance structure in place. Level 2 Under Development No involvement of Extended parties; No collaboration agreements. None. None. Extended parties involved in E2A program. Definition of collaboration levels and information exchange standards Periodic re-examination of business drivers & Business cost/benefits validation metrics development for Extended principles. End- to- end value chain end-to-end value chain examination. and strategic governance. examination (traceability of business drivers to IT support) is measured. Does not exist. Program Definition No to speak of. Some standards, established by a variety of ad hoc means. Development Business cost/benefits validation metrics for end-to-end value chain examination. Explicit linkage between business strategy, drivers, principles & information requirements and IT strategies, drivers, principles and requirements. No part of Operating Unit participates or is involved with Business & IT processes. Program Informatie Definition / Proces / Gegevens Periodic re-examination of business drivers & principles. End- to- end value chain examination (traceability of business drivers to IT support) is measured.. Operating Units Exists in ad- hoc or informal form. Early draft Participation form may exist Does not exist. Explicit linkage between business strategy, drivers, principles & information requirements and IT strategies, drivers, principles and requirements. Level 1: Initial Management awareness of effort. Level 5: Optimizing No linkage nodding between business strategies,some Minimal, or implicitto linkage between business Explicit linkagesupports between business strategies, Much of heads. resistance Management actively Extended business drivers & principles and IT strategies, strategies, business drivers & principles and IT drivers & principles and IT strategies, drivers & implications standards. drivers & principles. of having strategies, drivers & principles. Architectural principles. Strategy Linkage Structuur & Activiteiten overzicht Level 4: Managed Architectuur Service Oriented We do not need it. What is? That won't work here Why do we need it? Everything is fine the way it is. Organisatie Maturity Model Top- Management Business Technology Business & IT Investment, and Procurement Strategy Level 3: Defined 29