CIO Vision/07. Optimise your IT infrastructure differently. June 14, 2007 De Bijgaarden IBM Corporation

Transcription

1 Optimise your infrastructure differently June 14, 2007 De Bijgaarden

2 The Metaplan technique is used to collect, cluster prioritise you view on Optimisation challenges & aspirations, solutions approach. 18:00 Introduction 18:10 1. Challenges & Aspirations Pierre-Paul Maes 18:30 2. Optimisation s Marc Installé 19:00 3. Optimisation Approach Philippe Delwiche 19:20 Conclusion 1

3 IBM has been doing research about CIOs their needs. What keeps you up at night? Where do you want to take your organisation? What are your challenges, hurdles, goals, strategies, plans? 2

4 Research has identified typical challenges future aspirations of CIOs throughout the world. Top global CIO challenges: Meet respond quickly to the challenges of business Ensure system data security Align with business goals/objectives Control costs become more costeffective/efficient Top global CIO aspirations for the future: Infrastructure optimisation support/service to the business as business partner align with business/collaborators Information management/business intelligence process improvement creating process efficiency Cost effective/efficient productivity enabler 3

5 Another way of looking at challenges aspirations is in the way you are / should be measured. What are the primary metrics on which your performance is versus it should be measured? (check all that apply) Percentage of responses 25% 20% Is Should be 21% 22% 21% 24% 24% 25% 20% 15% 13% 14% 16% 16% 15% 10% 9% 11% 10% 5% 1% 6% 2% 5% 0% Vendor management Staff development Innovation growth Project milestones transformation Cost control operations (e.g. reliability) 0% Source: IBM CIO Leadership Forum Survey

6 Module 1 : What are challenges today? Benefits Enable new business Satisfy customers Optimisation Improve efficiency Reduce overall costs Costs 5

7 Consistent challenges & aspirations were mentioned by Belgian CIOs, for & Customers. Customer Satisfaction & Relation Satisfy Customer Clients Totally Satisfied Advertise Convince Users is an Enabler Communication with Users & Clients Enable New Responsiveness Flexibility Time to Market Make Agile Benefits Satisfy customers Enable new business Optimisation Reduce overall costs Improve efficiency Enablement New Functionalities User Productivity Stard Applications Costs 6

8 Consistent challenges & aspirations were mentioned by Belgian CIOs, for Cost & Efficiency. Benefits Enable new business Satisfy customers Optimisation Improve efficiency Availability Maintain Availability in Changing Environment, Evolution Reduce Complexity Consolidate Systems to Technical Hubs Manage Complexity Efficiency Reduce overall costs Costs Cost Reduce Cost Cost Control Commoditised Human Resource Retain / Attract resources & skills Control 7

9 Module 2 : What are the solutions to challenges? Infrastructure Applications Data Processes Strategic Alignment Organization Finance Environment Network 8

10 Cost reductions established at 500 true global companies are initiated by stardisation consolidation. Top line gains come from a true holistic approach towards Optimisation. Top Line Gains Cost Saving 9 Desktop Stardization PC Desktop Global Network LAN/ WAN Knowledge Systems Data Center Consolidation Shared Centers Data Center Consolidation Regional HelpDesk Independant Fiefdoms Source: The economics of global stards Process Stardization Order Fulfillment HR Finance Bid to Cash Information Integration Common Product Customer Code Information Repository One face to the Customer Attributes of `Truly Global` Companies: Information 1. Centralized data warehouse that enables company to track customer buying patterns, profitability across geographies 2. Consistent component, product codes globally Processes 3. Common `bid-to-cash` process 4. Common Order fulfillment process 5. Stardized HR-Finance processes Organization / Governance 6. Distributed centers of excellence supporting key processes / technologies 7. Consistent development processes 8. Consolidated (global-regional) helpdesks 9. 24/7 geographically dispersed application development teams Infrastructure 10. Single data center worldwide 11. Global network (WAN) % of worldwide employees have access to common , intranet, knowledge sharing applications 13. PC purchasing with one or two suppliers globally

11 IBM Optimisation examines key attributes of seven interrelated domains common to any environment which together deliver the highest benefits. Emerging Technology Opportunities Server Consolidation Desktop Stardisation Storage Optimization SW Rationalization Infrastructure Applications Data Application Portfolio Rationalisation Application Architecture Alignment Data Consolidation Enterprise Application Integration Processes Strategic Alignment Organization Process Optimization AD Effectiveness s Security Privacy Organisation Design Change Human Performance Optimization Shared Centers Design Sourcing Model Definition Accounting/Chargeback Design Asset Financial Engineering Data Centre (Re-)Location Data Centre Consolidation Finance Environment Network Alignment Value Technology Governance Performance IP, VPN, Mobile & Wireless Architecture Network Optimization s & Availability Voice, Video & Data Convergence 10

12 CIOs underst the required initiatives to address the Customers & Complexity; the responsiveness question remains. Customer Satisfaction & Relation Transparent Communication & Feedback Share knowledge & People Achieve closer organisation integration though the Network Catalogue SLAs Strong Project Reduce Complexity Stardisation Virtualisation Rationalisation Stardisation of Applications Stardisation of Technology Share Systems & s Make ready for outsourcing / Outsource Responsiveness? 11

13 Customer Relationship is all about addressing the complexity of the what the how of multi-levels, multi-dimensional relationship between the provider the Units Provider Unit dev IS Unit services Ddev DDS Level Manager Chief Information Officer SLM hub P Level Manager BU Level Manager Dexia IST Level Manager BU Level Manager Chief Information Officer Unit DTS Level Manager Chief Information Officer Unit Establish function Identify SLR Ecosystem C1 Portfolio C2 C3 Budget C4 Implement SLA s Verification feasibility I7 Underpinning Contracts Establish Level Framework A231 Level Framework Periodic Reviews Manage the ongoing process Negotiating Monitoring I1 Pricing Contract Information/D1 I3 Level Requirements Level Feasibility Response I4 Plans I5 Metric Data I6 Reports/D1 Create Maintain Catalog A232 Create Maintain Level Agreements A233 Monitor Report Level Achievements A234 Conduct Review A235 O4 Catalog Level Feasibility Request O1 SLAs, OLAs, UCs O3 Achievement Reports O5 Customer Satisfaction Issue O2 Review Results Reporting reviewing I2 Customer Review Input Provider Review Input Formulate Improvement Plan A236 Level Activity Data Evaluate Level Performance A237 Improvement Plan Level Evaluation 12

14 Component Model helps structuring a business Competencies Direct Control Someone sets the rules, frames the work Someone monitors controls the work Execute Someone does the work 13

15 The CBM-Bo is consistent with other component maps in that it contains competencies, accountability levels unique, non-overlapping components Activity Type The components ( activities) within each of the 7 competencies are subordinate to 3 basic types of activities: - Plan Manage - Build - Run Accountability Level Each of the 3 horizontal rows represent a different level of accountability: Directing is about strategy, overall direction policy Controlling is about monitoring, managing exceptions tactical decision making Executing is about doing the work Components Each of the 7 competencies break down into unique, non-overlapping components which consist of activities, resource requirements, etc. Operations Tactics Directing Controlling Executing Customer Relationship Enablement & Performance Planning Dem Communications Planning Performance s Marketing 1 Competencies Each of the 7 columns below represents a key competency, with similar skills capabilities, for service provision Plan Manage Technology Enterprise Architecture Portfolio Technology Innovation Financial Technology Performance & Value Human Resources Financial Staff Administration & Development Supplier Contract Administration Resilience Resilience Regulatory Compliance Integrated Risk Continuous Operations Regulatory Compliance Integrated Risk Security, Privacy & Data Protection Resilience Remediation Regulatory Compliance Remediation Information Knowledge Information Knowledge Information Architecture Information Resource Knowledge Resource Data Content Knowledge Capture And Availability Development Development Build s s Lifecycle Planning s s Architecture Creation Maintenance Deployment Deployment Change Planning Release Planning Change Implementation Release Implementation Run Delivery Support s Delivery Support Operations Planning Infrastructure Resource Planning Support s Planning Support s Infrastructure Resource Infrastructure Operations 14

16 Component Assessment Advisor Tool Organization Preparation Workshop Follow-up Objectives Differentiation Capability as Value Driver High Enabler Provider researches, recommends implements technology to enable quantum leap in business capability Partner Provider works with others to develop a service provide resources/skills necessary to support the service Utility Provider of a quality service at a cost equal to or lower than the competition Cost as Value Driver for Commodity Provider of an adequate service at a cost lower than the competition High Review Vote Analysis Decisions Action Results CIO Admin AD Operations FTE Vote Effectiveness Spending 15

17 THE PRM- MODEL: The CIO function do not operate in isolation; there are interactions with external agents. Direction Direction System System Customer Customer Relationships Relationships Development Development Deployment Deployment Resilience Resilience Operational Operational s s Customers Regulation Users Suppliers Administration Administration 16

18 THE PRM- MODEL: Categories high-level groupings of related processes, covering everything within the CIO s scope System System How ensures it is able to How ensures it is able to function effectively its function effectively its governance governance Deployment Deployment Control, deployment, Control, deployment, reporting of all changes reporting of all changes Customer Customer Relationships Relationships Representing to its customers Representing to its customers meeting their needs meeting their needs Operational Operational s s Operation support for Operation support for services services Direction Direction Strategic decision-making Strategic decision-making of in support of the of in support of the business business Resilience Resilience Ensuring the continued Ensuring the continued readiness integrity of the readiness integrity of the services services Development Development Development Development maintenance maintenance of of all classes of solutions all classes of solutions Administration Administration The The underpinning underpinning back-office back-office management of the function management of the function 17

19 THE PRM- MODEL: Processes extended IL alignment 18 System System System Framework Framework System System Design, Design, Development Development Implementation Implementation System System Operation Operation System System Evaluation Evaluation Customer Relationships Stakeholder Stakeholder Requirements Requirements Marketing Marketing Sales Sales Level Level Customer Customer Satisfaction Satisfaction Direction Research Research Innovation Innovation Architecture Architecture Risk Risk Portfolio Portfolio Project Project Development Requirements Requirements Analysis Analysis Design Design Build Build Test Test Acceptance Acceptance Core Core Alignment Alignment Process Process Extended Alignment Process Extended Alignment Process Deployment Change Change Release Release Configuration Configuration Operational s Execution Execution Data Data Storage Storage Event Event User User Contact Contact Incident Incident Problem Problem Resilience Compliance Compliance Security Security Availability Availability Capacity Capacity Facility Facility Continuity Continuity Administration Financial Financial Asset Asset Supplier Supplier Relationship Relationship Pricing Pricing Contract Contract Administration Administration Workforce Workforce Knowledge Knowledge

20 Module 3 : Which approach will best address the resolution of these challenges? Transition Infrastructure Applications Data Current Environment Processes Strategic Alignment Organization Optimized Environment Finance Environment Network 19

21 It is key to adopt a holistic approach to Optimisation ensuring a true global optimisation, but supporting a step approach towards its implementation. Framing Design Delivery Initiate data collection Complete Evaluate Develop detailed current current alternative data data environment approaches collection Determine governance model model Establish program management Establish mate for change Project A Project B Establish foundation for change Evaluate Evaluate preliminary preliminary data data Validate Opportunities Complete detailed analysis Produce optimisation plan plan Develop detailed design design Create Create detailed optimisation plan Project C Project D Balanced scorecard 20

22 It is also key to adopt a programme organisation focusing on the objectives of the programme dedicated to its success, independently from operations. STEERING COMMTEE Dxx Technology s PROGRAM OFFICE Competence Centre Finance & Administration Dxx Program Manager LINE OF BUSINESS delivery APPLICATION DEVELOPMENT INFRASTRUCTURE AND OPERATIONS Customer Relationship INFRASTRUCTURE AND OPERATIONS Projectm Technical Board Risk Program Office Change Quality Assurance Human Resources Legal Finance & Accounting End Users Network Rehosting / Replatforming Processes & Procedures Logical Consolidation Physical Consolidation 21

23 CIOs face inhibitors in the way transformations are launched. Transformation is often inhibited by Human Resource Imperatives Transforming Organisations is as difficult for small as for large ones, mainly resulting in excessive attrition There are conflicts between operations programme management, on programmes managed through the organisation hierarchy Large /Application Projects are used as enabler to change chunks of organisation & infrastructure. As there is change anyway, the opportunity is taken to optimise Once you have a big project, use it to create a new structure, replacing old structure 22