Dynamic Architecture Implementation

Transcription

1 Dynamic Architecture Implementation Martin van den Berg Stockholm April 27th and 28th 2005

2 Implementation Vision Product Process Person Plan

3 Vision architecture Motive Objective Organization Vision Architecture Definition Services

4 Implementation trajectory Execute First stage -products -processses -persons Execute Second stage -products -processes -persons Reassessment Assessment Planning First stage Create vision Planning Second stage Check-up + 6 weeks First stage 3-4 months Second stage 3-4 months

5 Architecture maturity matrix Scale Area Defining architecture A B C Use of architecture A B C Involvement of business A B C Involvement of development process A B C Involvement of operations A B C Relation to current situation A B Roles and responsibilities A B C Coordination of activities A B Controlling A B C D Quality management A B C Maintenance architecture process A B C Maintenance architecture deliverables A B C Commitment and motivation A B C Architecture roles and training A B C D Use of architecture method A B C Consultation A B C Architecture tools A B C Estimation and planning A B C

6 Architecture maturity example Scale Area Defining architecture A B C Use of architecture A B C Involvement of business A B C Involvement of development process A B C Involvement of operations A B C Relation to current situation A B Roles and responsibilities A B C Coordination of activities A B Controlling A B C D Quality management A B C Maintenance architecture process A B C Maintenance architecture deliverables A B C Commitment and motivation A B C Architecture roles and training A B C D Use of architecture method A B C Consultation A B C Architecture tools A B C Estimation and planning A B C

7 Examples Example 1: reduce IT costs Example 2: better business/it-integration Other examples in short

8 Example 1 Pension fund IT department wants to be more cost effective

9 A lot of systems DEB BRS DEB BRS PLS DEB BRS PLS DEB BRS PLS PRAS PBS PRAS PBS PRAS PBS PRAS PBS ACS ACS GPS GPS Time GPS Time RBT 1999, 2000 e.v. coda BRS PLS IKA PRAS PBS GPS RBT ACS Time ocma? PAS Fall back

10 A lot of platforms and tools. ICL VME Ingres Open Road Centura Designer MS Access

11 The business case Without architecture With architecture costs costs market market time time

12 Choices Standardisation and consolidation of infrastructure and development tools Microsoft.NET = the standard Migrate of applications

13 It s clear.. Architecture is necessary Choices were made Projects got started

14 but still some doubts Do we all go into the right direction? Is it clear to the business?

15 DYA can help! We need to improve First assess architecture maturity

16 Two worlds Old New

17 Assessment new world Scale Area Defining architecture A B C Use of architecture A B C Involvement of business A B C Involvement of development process A B C Involvement of operations A B C Relation to current situation A B Roles and responsibilities A B C Coordination of activities A B Controlling A B C D Quality management A B C Maintenance architecture process A B C Maintenance architecture deliverables A B C Commitment and motivation A B C Architecture roles and training A B C D Use of architecture method A B C Consultation A B C Architecture tools A B C Estimation and planning A B C

18 Assessment old world Scale Area Defining architecture A B C Use of architecture A B C Involvement of business A B C Involvement of development process A B C Involvement of operations A B C Relation to current situation A B Roles and responsibilities A B C Coordination of activities A B Controlling A B C D Quality management A B C Maintenance architecture process A B C Maintenance architecture deliverables A B C Commitment and motivation A B C Architecture roles and training A B C D Use of architecture method A B C Consultation A B C Architecture tools A B C Estimation and planning A B C

19 Plan Close the gap Clearity on vision, what do we want to achieve with architecture? Vision Old Scale 0 2 Start cooperation between Business and IT Extend scope architecture from projects to organisation Describe role of architecture within IT-processes Involve Business, Define Architecture Involve Development process New Scale 2 3 Implement controll mechanism in new projects Controlling

20 Results Shared vision on architecture Better cooperation between business and IT Architecture has come to the projects Coherence in architecture Better chance to achieve cost reduction Duration: 10 months Effort: 120 days, 60 internal and 60 external

21 2nd Re-assessment 2005 Scale Area Defining architecture A B C Use of architecture A B C Involvement of business A B C Involvement of development process A B C Involvement of operations A B C Relation to current situation A B Roles and responsibilities A B C Coordination of activities A B Controlling A B C D Quality management A B C Maintenance architecture process A B C Maintenance architecture deliverables A B C Commitment and motivation A B C Architecture roles and training A B C D Use of architecture method A B C Consultation A B C Architecture tools A B C Estimation and planning A B C

22 Example 2 Manufacturing company Vertical and horizontal integration

23 Issues ERP ERP MES MES PCS PCS Raw material Process 1 Semi-finished product Process 2 Final product

24 Challenges How to get better co-ordinated choices? How to make choices earlier? How to avoid choices to made with suppliers?

25 Implementation -Awareness Sessions -SWOT analysis -Benefit logic -Overall architecture principles & guidelines -PSA s for major projects Vision -Coaching architects -Weekly meetings Product Process Person -Embedding role architect in Way we work -Roles & responsibilities Plan

26 Benefit Logic Clear roles & processes Better integrated systems Better manufact. control Quality control Work with architecture Better investment decisions Framework to make choices Less Suboptimization Reduce Cost price Better flexibility

27 Architecture roles Works in projects Allocates architects to projects and decides on deviations of BIA Architecture board Approves BIA Project A Exchange knowledge Maintains BIA BIA Project B Researchs issues Domain architects Allocates issues Guards BIA and processes Architecture Co-ordinator

28 Assessment 2004 Scale Area Defining architecture A B C Use of architecture A B C Involvement of business A B C Involvement of development process A B C Involvement of operations A B C Relation to current situation A B Roles and responsibilities A B C Coordination of activities A B Controlling A B C D Quality management A B C Maintenance architecture process A B C Maintenance architecture deliverables A B C Commitment and motivation A B C Architecture roles and training A B C D Use of architecture method A B C Consultation A B C Architecture tools A B C Estimation and planning A B C

29 Results Lower costs More flexibility More in control A sound architecture organisation Duration: 8 which months can make better integrated choices Decision making processes improved In Control Effort: 150 days,100 internal, 50 external No architecture Integration challenges

30 ABN AMRO (1) Requirements Top management GTS High level, overall presentation Overall: -Top 10 architecture principles -Top 10 standards & policies -One high level model Business Development Units High level presentations, overview document per domain Domain architecture (cityplan): -All architecture principles -All standards & policies -High level to-be model -High level as-is model -Migration issues Projects Architectures More detailed documents per project Project architecture: -Models and description -Relevant standards & policies -Migration plan -Consequences (other) domains

31 ABN AMRO (2) Project Maintenance Quick Scan Project Proposal Project Execution Project Closure Support & Maintenance -Architecture workshop/ consultancy -Domain Architecture -Project Architecture -ACC -Project Architecture -ACC -Project Architecture -ACC ICT Architecture Services Architecture documentation framework

32 ABN AMRO (3) Head of BD Unit Requirements Create and maintain architectures Requirements Projects Architectures Architectures Communicate architectures Architectures GTS ICT Architects GTS Organisation Parties Outside GTS

33 ABN AMRO (4) Principles, Standards & Policies Principle Philosophy behind the architecture Advisory (business rationale) Standard Way of working, protocol or format Mandatory or advisory Policy Choice for direction Mandatory Scalability of resource capacities Separation front/mid/backoffice Consistent customer delivery. Standardised user administration Standardised security Standardised billing service. Use/define common services Maintain data integrity No distributed commit/rollback. Standards & Policies consist of Corporate standards & policies (CITA) WCS standards & policies (TOPS) GTS standards & policies (GTS-Architecture)

34 ABN AMRO (5) Corporate architecture method and organization Local variants and thus architectures Phase: Involve architects in projects Instrument: Building permit Measure: -% projects with a Building permit -% Building permit without escalation Steer: Architectureboard Phase: Reward architects on their added value Instrument: Approach to translate contribution architects in businessbenefits Measure: -reduction # pointto-point interfaces -increase re-use of # business services Steer: Embedding in architecture method

35 Rabo (1) Contact Fysieke bank Virtuele bank Toegang Klant Organisatie Anoniem CRM Verkoop Pakkettering Beleggen Overige Verzekeren Financieren (incl Zekerh) Authenticatie Product Sparen Betalen (incl. Betaalinfrastructuur) Data (data Autorisatie Productvoeren op klantniveau Shared wholesale services Leasen, Trade finance Overige Architecture ABB BO Pas Sparen Ovk.beheer Beheren Nakomen Pr oduc t Buiten SAB-R fysieke bank Contactmanagement Derden BGC etc. Ne tw erken Apparaat Klant (relatiekaart/pin) Telefoon Zelfbedieningskanalen PC/TV Productvoeren op klantniveau Overeenkomst beheer Opdrachtverwerking Klant Klant Beheer overeenkomst Klant Opdrachtbehandeling Klant BO BO BO BO Pakket Krediet Afrek. Distrib. Nakomen overeenkomst Klant Opdr achtverw erking Fin. opdrachtbehandeling Rekening Auton. Inf. ontsl. admie. rentecor. &verantw. Berekenen RPK Ontwikkelen Assortiment Distributie infra Beheren BO Inform. SAB/R Betalen Ovk.beheer Beheren Nakomen Fin. Infra Autorisatie Beheer Fiat Informatie Term.opd Klant ontsluiting Be- en afrekenen Klant Opdrachtverw erking Kanalen Ontwikkel Beheren Opdrachtbeh.Betalen&Faciliteiten Rekening Voorraad Inf. ontsl. admie. admie. &verantw. Berekenen RPK Verevenen RC AB/RN Grootboek Policy documents 1 Ontwikkelen en beheren formule 2 Genereren vraag 3 Voldoen aan vraag Plannen en beheren organisatie Process architecture Int eract ie (present atie, navigatie) Pro ces (Int egratie via procesgerichte toep assin gen en workflow infratst ructuur) Applicatie (businessserv ices, inclusief desbetr effende data) Fysieke bank Lokale banken Personal Rabo Ca ll Center Workflow (procesman.) Com mu nicat i e Virtuele bank Integratie (procesgerichte to epassi ng) Geldautomaat Services architecture PSA Content: 1.Introductions 2.Scope 3.Situation 4.Target, goal 5.Migration

36 Rabo (2) Project manager Project Domain architect+ Principal+ Program manager Project plan Information analist Architecture studies Strategic Dialogue PSA Definition Study Domain architect + Information analist Domain architect as controlling architect time

37 Architecture step by step

38 Domande Fragen Questions Fråga Questions Vragen Preguntas

39 AMC (1) Architectuur richtlijnen Businessarchitectuur Businessdoelen Inform atiearchitectuur Techn ische architectuur Pro d/ dienst Proces Organisatie Gegeve ns Applicatie Middleware Platform Netwerk Algemene principes B e le id s lijn e n Modellen Zorgarchitectuur Bestemmingsplan

40 AMC (2) An integrated desktop for different kind of physicians More variety in physical user interfaces User interface Physician profile -Services Architecture -Mapping current applications -Policy per application Services Objectives: -facilitate set of ITinstruments physician -more flexibility in information supply The physician must be able to manage the process himself

41 AMC (3) ICT- Steering Functionele Aansturing Project Start Architecture Onderhoud Architectuur Producten ICT- Innovation Toezicht en Control IT - Demand IT - Supply