Interoperability. Martin Sykes Information architecture programs suffer from EA's worst problem: They have a strategic and enterprisewide focus that

Interoperability

Why, what, how, who, when, where - and no it's not a

Zachman framework!

Martin Sykes

Information architecture programs suffer from EA's worst problem: They have a strategic and enterprisewide focus that can appear disconnected from immediate-term business needs. But significant business value rides on the capabilities inherent in a strategic information architecture…

Formal IA Programs Move Information Strategies Forward (Forrester)

“Don’t build Enterprise Architecture teams/functions to have Architecture. Instead, solve enterprise problems with Enterprise Architects.”

Gabriel Morgan, Principal Architect, Microsoft IT

What does Microsoft do?

Positioning

Idea Build Operate Retire

Deep involvement

Oversight

Activity

Lifecycle

Positioning


Deep involvement

Oversight

How to build solutions

MSFSureStep

Activity

Lifecycle

Positioning


Deep involvement

Oversight


MSFSureStep

Activity

Lifecycle

How to run operations

MOF

Positioning


Deep involvement

Oversight


MSFSureStep

Activity

Lifecycle

How to run operations

MOF

How to do strategy, architecture and planningMicrosoft Architecture and Planning Framework

InformationStructure

InformationTransformations

MicrosoftArchitectureand PlanningFramework

Organizational Capacity,

Capability and Change

IT OptimizationDelivery

Management

Business Context,

Benefits and Value

Governance, Compliance and

Reporting

Enterprise Level Architecture

Solution Delivery

IS and IT Strategy and

Planning

Microsoft Technology Connections





Management

Business Context,

Benefits and Value


Reporting


Solution Delivery


Planning






Management

Business Context,

Benefits and Value


Reporting


Solution Delivery


Planning



Activity and Value

Reporting

Stakeholder Management

Engagement Management

Customer Satisfaction

Management

Relationship Objectives and Scope

Service Delivery Planning

Contractual Relationships

Delivery Management

Funding and FinancialPlanning

Information Management

StrategyCapacity

Forecasting

IT Portfolio Investment

AnalysisBusiness Plan

Analysis

Strategic Planning

IS and IT Strategy and Planning

Road mapping

Technology Architecture

Systems Architecture

Information Architecture

Principles

Business Architecture

Enterprise Architecture Management


Quality Assurance

Risk Management

Solution Envisioning

and Planning

Program and Project

Management

Solution Architecture

Strategy and Architecture

Oversight

Benefits Realization

Solution Delivery

Performance and

Scorecard Reporting

IT Governance

IT Portfolio Oversight

Budget Oversight

and Performance

Analysis

Governance, Compliance and Reporting

Technology Adoption Programs

Product Roadmaps

Product Group

Briefings

Strategic Access and Alignment

Leading Practice

Sharing and Knowledge

Transfer


Change Management

Intellectual Capital

Management

User Management and Training

People Asset Management

Capability Assessment

and Management

IT Process Management

Organizational Capacity, Capability and Change

Innovation Management

Business Case

Development

Industry Context

Benefits Assessment

Business Analysis

Organization Context

Business Opportunity Identification

Business Context, Benefits and Value

Infrastructure Optimization

Service Analytics and Intelligence

Supplier Management

Technology Research

Development &

Engineering

Service Management and Service

Delivery

IT Services Model and Assessment

IT Optimization

Architects solving enterprise problems

• Drivers• Objectives• Benefits

WHY

• Process• Organization• Capability

WHAT • Enabling Project

• Technology

HOW


WHY



• Technology

HOW

Measuring and Structuring Benefits

Do New Things

Do Things Better

Stop Doing Things

Deg

ree

of

Expl

icitn

ess

Can you convert it to money?

Have you got historical data?

Can you measure it in the future?

Can you observe it?

Financial

Quantifiable

Measurable

Observable


WHY



• Technology

HOW


Real Time Workf low Solutions Microsof t® Application

Platform, including Microsoft SQL Server® 2005

Case: K2

Online Suite Microsof t Exchange Online,

Microsof t Office SharePoint® Online, Of f ice Live Meeting

Case: Medway Plastics

Records Management Microsof t® Office SharePoint®

Server 2007 Case: General Mills

Supply Chain Management

Lead Time Technology Lead Time Technology (LTT)

Suite and Microsof t SQL Server® 2005

Case: Owens Illinois

Production Planning Solution Microsof t Dynamics® GP and

AIM Computer Solutions Case: The Bing Group

Advanced Supply Chain Collaboration (ASCC)

(Based on Microsof t BizTalk Server 2002, Microsof t SQL Server 2000 and Microsof t

.NET Framework. Case: ABB

High-Tech Consumer Devices - Costs of Manufacturing

Materials 60.0%

Power 6.0%

Manpower 11.0%

Advertising 5.0%

Logistics 9.0%

Tax 5.0% Others

4.0%

• Amongst the various methods used by manufacturing companies to achieve cost efficiency in purchase of raw material, one of the most popular methods include in-house development of raw material as it also provides an opportunity for backward integration and supply chain security

• Warehouse and store management can be improved through better space management, maintenance of appropriate inventory levels through execution of EOQ (Economic Order Quantity) model or JIT systems (Just-in-Time)

Str

ea

mlin

ing

S

up

ply

Ch

ain

IT Implication

Companies are increasingly trying to integrate major internal business processes by streamlining the internal supply chain, procurement, shipment and warehouse management systems.

This would be followed by integrating the supply chain with partners and suppliers. Core processes like customer management, order entry, manufacturing and warehouse operations will also be streamlined and automated.

Business Impact

Technology is widely accepted as the key to streamline the supply chain. As a result, there is a growing demand for solutions that can integrate on-demand (SaaS) services, RFID, Enterprise Product Lifecycle Management (PLM), inventory optimization sof tware solutions, and Enterprise Resource Planning (ERP).

Opportunities for IT

• Improve real time demand management, helping to improve lead-time management and create accurate demand forecasts for appropriate inventory levels.

• Reduced order processing time through global visibility of supply, demand and real-time view of warehouses.

• Improved space utilization and throughout in warehouses with location and palette barcode integration.

• Target supply chain weak spots through use of order fulf illment metrics.

• Improve supply base management and cost benef its through consolidation and visibility of supplier performance across the supply chain.

Contoso Technologies ҉E Industry Context Report

11 12

1.Supply chain volatility

2. New product revenue declines

3. Building market share NOW is critical

Manage uncertanties

Drive efficiency in operations

Grow market share – Prepare for the upturn

High Tech Business Environment Key Business Drivers

Case Studies – Highlighting Microsoft Solutions

Industry Challenges

Competition is no longer on the product alone but on the ef f iciency and ef fectiveness of the entire value chain as well as services provided with the products.

- Increase visibility across supply chain

- Reduce latency in decision making

Seamlessly bringing external parties into the product development process to reduce the cost of new product development.

- Reduce Cost

- Enhance Productivity

Customer intimacy and sales ef fectiveness

- Ef fective marketing

- Driving innovation

Complex outsourced supply chains have many points for failure and component supply issues. Increasing inf luence of consumer purchasing driving increasing volatility on supply of consumer good components.

Rapid copying of successful innovation drives extreme competition and minimizes the period of return on new products. Global pressure on electronic consumer good margins.

Innovation and market share growth are critical for long term survival in high tech consumer goods.


• Organization• Industry• Government• Society


WHY



• Technology

HOW


WHY



• Technology

HOWCapabilities


WHY



• Technology

HOWCapabilities

IT Services.

Support Administration Monitoring, Reporting and Alerting Self Service

Incident Management

Problem Management Help Desk Vendor

Support Security Patch Management Print Management Availability Capacity New Hire Of f ice Move

Desk side Assistance

Training

Device Setup & Conf iguration

Data Restore

Services Directory Deployment Capacity

Management Security Purchasing Distribution List Management

Organization Services Portfolio Management Engineering Delivery Management

Strategic Planning Demand Management Risk Management Architecture Management Project Management Service Level Management Change Management Release Management

Workforce Management Financial Management Governance Solution Development Testing and Instrumentation Configuration Management Sourcing and Supplier

Management

Asset Management Innovation Management

Business Intelligence Developing Products Generate Demand

Dashboard and Scorecards Managed Self-Service BI Tools Product Lifecycle Management Licensing Management CRM

Marketing

(Events/Promotions)

Advanced Analytics and Data Mining Operational BI Project Management Channel Portal Customer Online Services

Collaboration Information Management Manufacturing and Distribution Managing the Enterprise

Presence Portal Document Management Search Inventory Supply Chain Finance (GL / AR / AP) HR (Benefits / Performance)

Instant Messaging Conferencing and Virtual Meetings Content Management File Transfer Quality Management Safety Sales (Pipeline /

Commission / Quotes) Procurement

Partner Collaboration Portal Social Networks Digital Rights

Management Master Data Management

Partner / Supplier Transactions Production Planning Contract Management

Infrastructure Services

Computing Platform Data Management Communication

Desktop Server Storage Web Virtualization Databases Replication Extract / Load E-mail Voice Voice Mail

Mobile Phone Terminal Hosting Print OLAP Backup Data Restore Fax Video

Security Connectivity and Networking

Directory Identify Management Application Security Intrusion Detection Rights Management Facilities Access Wired Wireless Firewall Internet

Certificates Information Access Virus Protection Encryption Policies Data Protection Extranet Remote Access Guest Access

Data Consolidation and Integration Content Management

Data Warehouse Data Transformation Data Mapping Indexing Archiving Publishing

Data Exchange Workflow Middleware Metadata Management Tagging

Operations

Information Services Application Services


WHY



• Technology

HOWWHERE

Where is just as important in a cloud ?


WHY



• Technology

HOWWHERE


WHY



• Technology

HOWWHERE

OP

PO

RT

UN

ITIE

S

Maturity

Ad

op

tio

n

Disaster Recovery -as-a-service

Backup -as-a-service

Customer Data Backup

Email

Stress testing service

Customer Portal

Innovation Process

Fast-track partner integration

PLM integration

Online surveys

Online inventory management

Shared Identity System

Simulation Platform

Application -continuity-as -a-service

Document archive

Virtual Customer Contact Centre

Online access to reference data

Application Rationalization

Project Management

Contract Approval Workflow

Partner Portal

Storage-as-a-service

Channel Portal

Portfolio of opportunities


WHY



• Technology

HOWWHERE

OP

PO

RT

UN

ITIE

S

Maturity

Ad

op

tio

n

Disaster Recovery -as-a-service

Backup -as-a-service


Email


Customer Portal

Innovation Process

Fast-track partner integration

PLM integration

Online surveys

Online inventory management

Shared Identity System

Simulation Platform

Application -continuity-as -a-service

Document archive


Online access to reference data

Application Rationalization

Project Management

Contract Approval Workflow

Partner Portal

Storage-as-a-service

Channel Portal

Impact Analysis

STRATEGIC HIGH POTENTIAL

SUPPORT KEY OPERATIONAL

Customer Portal

Channel Portal

Partner Portal

Inventory Modeling Tool ($1.4m)

Product Information Model ($0.5m)

Sales Automation ($0.6m)

Supply Planner ($0.3m)

Customer Profile and Retention Suite ($0.4m)


Online Inventory Management

Viral Marketing Toolset ($0.2m)

Customer Data Backup Service ($0.1m)



Email

Manufacturing ERP ($3m)

Pack Management ($5m)

Quality Management ($1.3m)

Electronic Document Management System ($4m)

Environmental Audit and Compliance ($1m)

Backup-as-a-service

Financial Reporting ($0.3m)

HR Performance Track ($0.4m)

Purchasing Reporting ($0.2m)

Payroll ($0.2m)

Data Standardization Tool ($0.2m)

H

H L

L

Dependence of the business on IT to achieve overall business performance

Po

ten

tial I

T c

on

trib

utio

n to

ach

ievi

ng

fu

ture

b

usi

ne

ss g

oa

ls

Portfolio of opportunities

Get to the big picture

Based on the Forrester TEI cost analysis the total cost to enable 8000 staff over 3 years will be close to $11m.

The benefits have been calculated for a user population of 5500 Relationship Managers and 2500 HQ staff. Total financial benefit over 3 years is $56.3m of which $8.3m are bottom line cost reductions.

Telecoms replacement program

Communicate NOW UC suite on every desktop as a 1-click link to start connecting

to people

Virtual Branch Create process for

Relationship Managers to work as a virtual pool across branch network and online banking.

Virtually There Installation of dedicated video and audio devices in branches

and HQ meeting rooms

Why Move Change management

campaign to encourage use of UC instead of physical

travelling

UC Training on-demand & floor-walkers.

Enabler

User productivity improvements of

$48m over 3 years.

Travel cost savings

$3.2m over 3 years

Reduce time to develop trading analysis and opportunities

5% daily increase in trades

Shorter sales cycle for Relationship Managers

Leading to increased customer

satisfaction and reduce turnover by

10% in 3 years.

Cost reduction: Dial in conferencing

Total $1.5m saving over 3 years

Cost reduction: Telephone call charges

Total $3.6m saving over 3 years

Benefit

Microsoft Office Communications Server 2007

Microsoft Exchange Server 2007

Microsoft Office Live Meeting 2007

Microsoft Office Communicator 2007

Microsoft Devices: RoundTable, webcams and UC

phones

Microsoft Office Outlook 2007

Enabling Technology

Manage Communication Systems

Fulfil Demand

• Provide Investment Management

• Provide Trust & Estate Planning

• Tax Reduction Services

Generate Demand

• Channel Management • Qualify Prospects

Provide Full Service Brokerage Services

Business Change

Increase online banking customer transactions by 40%

Direct cost reduction through travel and telephony cost

savings

Move to a ‘rightsized’ branch network with mobile

Relationship Managers and video/audio conferencing to

connect Relationship Managers to each other and

customers.

Enable HQ Investment Managers to reduce

investment analysis and trading cycle times to maintain

parity with competitors.

Objective

Reduce customer

costs 10% reduction each year in

customer turnover

Reduce unrecoverable

losses for Contoso Bank and customers

Detect & reduce fraud

SmartCheck Automated business intelligence to spot

fraudulent activities.

Real-time business

intelligence tools

Common database platform

Objectives & Drivers

Benefits Business function

impacted

Enabling project Technology enablers

Customer Services

Increased customer

satisfaction

Reduction in time to respond to

customer requests

Increased business per

customer

Improved operational efficiencies

OneContoso Integrated customer

account management

services Simplified common

processes

Enterprise Portal

Customer Portal

Customer Information Database


WHY



• Technology

HOWWHERE

WHO

Change is not about the technology…..

Stakeholder Group and

classification

Perceived Benefits

(Disbenefits)

Changes Needed

Perceived Resistance

Commitment (Current & Required)

Action Anti None

Allow it to

happen

Help it happen

Make it happen

Customers

Configuration tailored exactly to needs – no testing / reject

None none

Sales and Marketing Managers

Improved customer service and product quality image

New incentives to get Sales Reps to use system with customers

Reluctance to change Reps reward systems C R

Sales Reps (Extra work in preparing requirements and quotes)

To use system and improve quality / accuracy of quotes

No time available to use / learn system. Loss of autonomy

C R

Manufacturing / Logistics

Removes need for configuration checking. Less returns/queries

Stop current checks to put bonus on Reps to get it right

Do not trust Sales Reps’ accuracy in requirements / quote

C R

It Developers New advanced system – remove old difficult to maintain system

Skills in Expert System Development

None

Action required?

Action required?

Action required?

Application Services

Client Software

PC

Browser

Programmatic Access

RSS REST Web Services VoiceXML

Web Presentation

Static Dynamic RIA Streaming

Application

Entities (Schema) Business Logic (Rules)

Collaboration

Search Social Content Mgt

Monetization Composition

SMTP SMS SIP

Workf low (Processes)

Of f ice Client Gadgets IM

Mobile

Speech SMS/IM Browser Off ice Client

Embedded

Devices Consoles

Subscribe Advert License Service Orchestration Line of Business

Infrastructure

Infrastructure Services

Identity & Access Messaging Storage Workflow

Service Bus Peer to Peer Unstructured Event Based High Throughput Relational

Compute

Physical, Dedicated Physical, Shared Physical, HPC Virtual, Single Virtual, Scalable

Authentication Authorization

On Premise Hoster Cloud

Per Trans

File

Develop the conceptual, logical and physical models necessary to understand what must be implemented.

WHEN

Assess the objectives, timelines, priorities and dependencies of projects, changes and technologies to create a roadmap.

Interoperability

WHEN

Accelerate new product development

Increase sales volume

Bus

ines

s O

bjec

tive

Backup service Define procedures

Email Data migration


Partner Collaboration Portal

Channel Portal

Small cloud applications Stress test tool PLM tools Inventory Mgmt

BPOS email

BPOS collaboration

BPOS instant Messaging

Small-apps Dev and Host Clouds

Backup-as-a-service

Key: Adoption Stages: Evaluation Plan and

Build Deploy Operations Milestones: Beta Test

General Availability

Payback on Investment

Lifecycle Review

14

2010 2011 2012

Pro

duct

/ S

ervi

ce

Tech

nolo

gy

New product launch Launch the new e-book product with a

new customer portal that includes a data backup service.

Partner portal brings together a common collaboration environment for the supply chain partners and suppliers to co-operate on new product development, and simplify data flow between PLM environments

A channel portal provides a central resource for priority access to service calls, increased dealer training content, and provide materials to accelerate product launches. Allow dealers to collaborate to share inventory and re-ship for local demand variations.

Selected cloud services will be provided externally

Customer backup service provided through the hosted backup service

Re-evaluate value and service provision

Reduce customer support costs

Re-evaluate collaboration strategy with partner input

Implement a virtual customer contact center leveraging cloud collaboration and IM technologies

to allow flexibility of response staff and location.

Multiple roadmaps for the different stakeholder groups with the right level of detail for each.

Activity and Value

Reporting




Management




Delivery Management



StrategyCapacity

Forecasting



Analysis

Strategic Planning


Road mapping




Principles




Quality Assurance

Risk Management


and Planning

Program and Project

Management



Oversight


Solution Delivery

Performance and

Scorecard Reporting

IT Governance


Budget Oversight

and Performance

Analysis



Product Roadmaps

Product Group

Briefings


Leading Practice


Transfer


Change Management


Management




and Management




Business Case

Development

Industry Context

Benefits Assessment

Business Analysis




Infrastructure Optimization


Supplier Management

Technology Research

Development &

Engineering


Delivery


IT Optimization

Enterprise problems are solved by a

combination of the components.

Microsoft has a range of techniques behind each

component, with guidance on the right

situation to use each one.Customers are starting to use this model to evaluate

the techniques they should be using.

Governance, Compliance and ReportingUsage Pattern

How should we...Understand the implications of a new technology.

Activity and Value

Reporting




Management




Delivery Management



StrategyCapacity

Forecasting



Analysis

Strategic Planning

Road mapping




Principles



Performance and

Scorecard Reporting

IT Governance


Budget Oversight

and Performance

Analysis


Product Roadmaps

Product Group

Briefings


Leading Practice


Transfer

Change Management


Management




and Management


Delivery Management






Quality Assurance

Risk Management


and Planning

Program and Project

Management



Oversight



Business Case

Development

Industry Context

Benefits Assessment

Business Analysis



Infrastrcture Optimization


Supplier Management

Technology Research

Development &

Engineering


Delivery


Solution Delivery


IT Optimization

We then have patterns on how

to approach classes of problems.

Activity and Value

Reporting




Management




Delivery Management



StrategyCapacity

Forecasting



Analysis

Strategic Planning

Road mapping




Principles



Performance and

Scorecard Reporting

IT Governance


Budget Oversight

and Performance

Analysis


Product Roadmaps

Product Group

Briefings


Leading Practice


Transfer

Change Management


Management




and Management


Delivery Management






Quality Assurance

Risk Management


and Planning

Program and Project

Management



Oversight



Business Case

Development

Industry Context

Benefits Assessment

Business Analysis





Supplier Management

Technology Research

Development &

Engineering


Delivery


Solution Delivery


IT Optimization


Management


Capacity Forecasting



Principles


Product Roadmaps

Leading Practice


Transfer


and Management


Usage PatternHow should we...Understand the implications of a new technology.

Activity and Value

Reporting




Management




Delivery Management



StrategyCapacity

Forecasting



Analysis

Strategic Planning

Road mapping




Principles



Performance and

Scorecard Reporting

IT Governance


Budget Oversight

and Performance

Analysis


Product Roadmaps

Product Group

Briefings


Leading Practice


Transfer

Change Management


Management




and Management


Delivery Management






Quality Assurance

Risk Management


and Planning

Program and Project

Management



Oversight



Business Case

Development

Industry Context

Benefits Assessment

Business Analysis





Supplier Management

Technology Research

Development &

Engineering


Delivery


Solution Delivery


IT Optimization


Management





Principles


Product Roadmaps

Leading Practice


Transfer


and Management




Activity and Value

Reporting




Management




Delivery Management



StrategyCapacity

Forecasting



Analysis

Strategic Planning

Road mapping




Principles



Performance and

Scorecard Reporting

IT Governance


Budget Oversight

and Performance

Analysis


Product Roadmaps

Product Group

Briefings


Leading Practice


Transfer

Change Management


Management




and Management


Delivery Management






Quality Assurance

Risk Management


and Planning

Program and Project

Management



Oversight



Business Case

Development

Industry Context

Benefits Assessment

Business Analysis





Supplier Management

Technology Research

Development &

Engineering


Delivery


Solution Delivery


IT Optimization


Management





Principles



and Planning


Product Roadmaps

Leading Practice


Transfer


and Management

Benefits Assessment

Business Analysis




Activity and Value

Reporting




Management




Delivery Management



StrategyCapacity

Forecasting



Analysis

Strategic Planning

Road mapping




Principles



Performance and

Scorecard Reporting

IT Governance


Budget Oversight

and Performance

Analysis


Product Roadmaps

Product Group

Briefings


Leading Practice


Transfer

Change Management


Management




and Management


Delivery Management






Quality Assurance

Risk Management


and Planning

Program and Project

Management



Oversight



Business Case

Development

Industry Context

Benefits Assessment

Business Analysis





Supplier Management

Technology Research

Development &

Engineering


Delivery


Solution Delivery


IT Optimization


Management


Delivery Management





Principles




and Planning


Solution Delivery


Product Roadmaps

Leading Practice


Transfer



and Management


Business Case

Development

Benefits Assessment

Business Analysis




IT Optimization


“Don’t build Enterprise Architecture teams to have Architecture.

Instead, solve enterprise problems with Enterprise Architects.”

© 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after

the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Documents

Interoperability. Martin Sykes Information architecture programs suffer from EA's worst problem: They have a strategic and enterprisewide focus that